for the Period Ended 28 February 2024
Balance sheet | |
Additional notes | |
Balance sheet notes | |
Community Interest Report |
As at
Notes | 2024 | ||
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£ |
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Fixed assets | |||
Intangible assets: |
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Tangible assets: |
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Investments: |
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Total fixed assets: |
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Current assets | |||
Stocks: |
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Debtors: | 3 |
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Cash at bank and in hand: |
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Investments: |
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Total current assets: |
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Prepayments and accrued income: |
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Creditors: amounts falling due within one year: | 4 |
(
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Net current assets (liabilities): |
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Total assets less current liabilities: |
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Creditors: amounts falling due after more than one year: |
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Provision for liabilities: |
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Accruals and deferred income: |
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Total net assets (liabilities): |
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Members' funds | |||
Profit and loss account: |
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Total members' funds: |
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The notes form part of these financial statements
The directors have chosen not to file a copy of the company's profit and loss account.
This report was approved by the board of directors on
and signed on behalf of the board by:
Name:
Status: Director
The notes form part of these financial statements
for the Period Ended 28 February 2024
Basis of measurement and preparation
for the Period Ended 28 February 2024
2024 | ||
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Average number of employees during the period |
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for the Period Ended 28 February 2024
2024 | ||
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£ | ||
Trade debtors |
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Prepayments and accrued income |
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Other debtors |
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Total |
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Debtors due after more than one year: |
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for the Period Ended 28 February 2024
2024 | ||
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£ | ||
Bank loans and overdrafts |
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Amounts due under finance leases and hire purchase contracts |
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Trade creditors |
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Taxation and social security |
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Accruals and deferred income |
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Other creditors |
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Total |
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In our first year as a Community Interest Company, we collaborated directly with 15 social change organisations. We engaged with 78 leaders and practitioners within the social change sector, delivering 846 hours of paid support and contributing an additional 124 hours of donated and pro-bono services. Capacity Building and Skills Development We provided workshops to upskill leaders on Get Cracking with Your Theory of Change Competition vs. Collaboration Creative Capacity Building These initiatives have contributed to a robust pool of skilled and effective individuals driving social change. In collaboration with various organisations, we supported the recruitment of six interns, managing four directly, enabling students, who might not otherwise have had the opportunity, to gain valuable experience in the social change sector. Additionally, we assisted three organisations in expanding their teams, offering guidance in recruitment, governance, and people development. Key Achievements Strategic Development for Energise Sussex Coast: We facilitated a two day strategy and team development session, resulting in a comprehensive 5 year strategic plan. Feedback highlighted the positive impact Wow, I am so happy that we have this strategic plan. Thank you so much for all the work and thought you have put into this. You really held the two days, and it made a world of difference having you as a facilitator... Everyone I've spoken to has been very positive about it. Feasibility Study for Food in Community We researched and developed a study exploring transformation in the processed food industry. Action Learning for Social Enterprise Leaders Through our partnership with the School for Social Entrepreneurs, we facilitated action learning sessions for two groups of social enterprise leaders. Mental Health Inclusion Programme We led the recruitment and launch of a program aimed at supporting small businesses in enhancing mental health inclusivity. Impact Data Collection for Early Childhood Music We developed a system to track the impact of music-making activities on babies. Reported Outcomes from Leaders Our support has led to meaningful changes for those we worked with Decreased stress levels My stress level was 9, now it’s between 3-4. Organisational growth Lend a Helping Hand brings a wealth of knowledge about social businesses. Her robust yet open approach and enthusiasm for supporting growth is invaluable. Increased self-confidence My self confidence has increased significantly since working with Lend a Helping Hand, which will be pivotal for networking and decision making as an entrepreneur.
Lend a Helping Hand’s stakeholders include our clients, leaders and ‘doers’ in the social change sector and the broader sector itself. To ensure we remain aligned with their needs, we conduct surveys at the end of every workshop and upon the conclusion of each problem solving contract. These surveys help us gather valuable insights into what could be improved or done differently. In addition to formal feedback, we engage in ongoing informal consultation. Our Directors work exclusively within the social change sector and hold quarterly strategy meetings to reflect on emerging needs and refine our focus for the coming quarter. This process draws directly from daily interactions, networking, and connections within the sector. We pride ourselves on being a responsive and agile organisation, continuously adapting to address gaps as they arise. To deepen our understanding of the sector’s evolving needs, we host regular meet-ups for freelancers supporting social change. These open forums provide space for discussing challenges, sharing insights, and identifying trends. We also offer digital open days, where anyone can book a 45 minute session to explore a specific challenge. Additionally, we maintain an active presence on LinkedIn, regularly posting updates, engaging in conversations, and using the platform as a feedback loop to understand sector wide trends and needs.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
25 November 2024
And signed on behalf of the board by:
Name: Chloe Tingle
Status: Director