REACH AND UNITE OUTREACH AND EMPOWERMENT CIC

Company limited by guarantee

Company Registration Number:
12497711 (England and Wales)

Unaudited statutory accounts for the year ended 31 March 2024

Period of accounts

Start date: 1 April 2023

End date: 31 March 2024

REACH AND UNITE OUTREACH AND EMPOWERMENT CIC

Contents of the Financial Statements

for the Period Ended 31 March 2024

Directors report
Profit and loss
Balance sheet
Additional notes
Balance sheet notes
Community Interest Report

REACH AND UNITE OUTREACH AND EMPOWERMENT CIC

Directors' report period ended 31 March 2024

The directors present their report with the financial statements of the company for the period ended 31 March 2024

Directors

The director shown below has held office during the whole of the period from
1 April 2023 to 31 March 2024

D Williams


The above report has been prepared in accordance with the special provisions in part 15 of the Companies Act 2006

This report was approved by the board of directors on
27 November 2024

And signed on behalf of the board by:
Name: D Williams
Status: Director

REACH AND UNITE OUTREACH AND EMPOWERMENT CIC

Profit And Loss Account

for the Period Ended 31 March 2024

2024 2023


£

£
Turnover: 73,328 47,774
Cost of sales: ( 129,342 ) ( 145,185 )
Gross profit(or loss): (56,014) (97,411)
Distribution costs: 1,353 0
Administrative expenses: ( 116,248 ) ( 111,482 )
Other operating income: 159,255 212,163
Operating profit(or loss): (11,654) 3,270
Interest receivable and similar income: 108
Interest payable and similar charges: ( 363 )
Profit(or loss) before tax: (12,017) 3,378
Tax: ( 1,258 ) ( 2,778 )
Profit(or loss) for the financial year: (13,275) 600

REACH AND UNITE OUTREACH AND EMPOWERMENT CIC

Balance sheet

As at 31 March 2024

Notes 2024 2023


£

£
Fixed assets
Tangible assets: 3 33,624 30,175
Total fixed assets: 33,624 30,175
Current assets
Debtors: 4 9,498 1,748
Cash at bank and in hand: 6,856 4,343
Total current assets: 16,354 6,091
Creditors: amounts falling due within one year: 5 ( 49,885 ) ( 24,156 )
Net current assets (liabilities): (33,531) (18,065)
Total assets less current liabilities: 93 12,110
Provision for liabilities: ( 4,349 ) ( 3,091 )
Total net assets (liabilities): (4,256) 9,019
Members' funds
Profit and loss account: (4,256) 9,019
Total members' funds: ( 4,256) 9,019

The notes form part of these financial statements

REACH AND UNITE OUTREACH AND EMPOWERMENT CIC

Balance sheet statements

For the year ending 31 March 2024 the company was entitled to exemption under section 477 of the Companies Act 2006 relating to small companies.

The members have not required the company to obtain an audit in accordance with section 476 of the Companies Act 2006.

The directors acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of accounts.

These accounts have been prepared and delivered in accordance with the provisions applicable to companies subject to the small companies regime.

This report was approved by the board of directors on 27 November 2024
and signed on behalf of the board by:

Name: D Williams
Status: Director

The notes form part of these financial statements

REACH AND UNITE OUTREACH AND EMPOWERMENT CIC

Notes to the Financial Statements

for the Period Ended 31 March 2024

  • 1. Accounting policies

    Basis of measurement and preparation

    These financial statements have been prepared in accordance with the provisions of Section 1A (Small Entities) of Financial Reporting Standard 102

    Turnover policy

    Turnover is measured at the fair value of the consideration received or receivable for goods supplied, net of discounts and Value Added Tax. Revenue from the sale of goods is recognised when the significant risks and rewards of ownership have transferred to the buyer, usually on despatch of the goods; the amount of revenue can be measured reliably; it is probable that the associated economic benefits will flow to the entity; and the costs incurred or to be incurred in respect of the transactions can be measured reliably.

    Tangible fixed assets depreciation policy

    Tangible assets are initially measured at cost, and are subsequently measured at cost less any accumulated depreciation and accumulated impairment losses or at a revalued amount. Any tangible assets carried at a revalued amount are recorded at the fair value at the date of revaluation less any subsequent accumulated depreciation and subsequent accumulated impairment losses. An increase in the carrying amount of an asset as a result of a revaluation is recognised in other comprehensive income and accumulated in capital and reserves. However, the increase is recognised in profit or loss to the extent that it reverses a revaluation decrease of the same asset previously recognised in profit or loss. A decrease in the carrying amount of an asset as a result of revaluation is recognised in other comprehensive income to the extent of any previously recognised revaluation increase accumulated in capital and reserves. If a revaluation decrease exceeds the accumulated revaluation gains accumulated in capital and reserves in respect of that asset, the excess is recognised in profit or loss. Depreciation is calculated so as to write off the cost of an asset, less its estimated residual value, over the useful economic life of that asset as follows: Plant and machinery 25% straight line Motor vehicles 25% straight line Office equipment 25% straight line

    Other accounting policies

    GOVERNMENT GRANTS Government grants are recognised at the fair value of the asset received or receivable. Grants are not recognised until there is reasonable assurance that the entity will comply with the conditions attaching to them and the grants will be received. Government grants are recognised using the accrual model and the performance model. Under the accrual model, government grants relating to revenue are recognised on a systematic basis over the periods in which the entity recognises the related costs for which the grant is intended to compensate. Grants that are receivable as compensation for expenses or losses already incurred or for the purpose of giving immediate financial support to the entity with no future related costs are recognised in income in the period in which it becomes receivable. Grants relating to assets are recognised in income on a systematic basis over the expected useful life of the asset. Where part of a grant relating to an asset is deferred, it is recognised as deferred income and not deducted from the carrying amount of the asset. Under the performance model, where the grant does not impose specified future performance-related conditions on the recipient, it is recognised in income when the grant proceeds are received or receivable. Where the grant does impose specified future performance-related conditions on the recipient, it is recognised in income only when the performance-related conditions have been met. Where grants received are prior to satisfying the revenue recognition criteria, they are recognised as a liability. DEFERRED TAX Deferred tax is recognised in respect of all timing differences that have originated but not reversed at the reporting date. Unrelieved tax losses and other deferred tax assets are recognised only to the extent that it is more likely than not that they will be recovered against the reversal of deferred tax liabilities or other future taxable profits. Deferred tax is measured on an undiscounted basis at the tax rates that would apply in the periods in which timing differences are expected to reverse, based on tax rates and laws enacted at the statement of financial position date. DEFINED CONTRIBUTION PENSION PLAN Contributions to defined contribution plans are recognised as an expense in the period in which the related service is provided. Prepaid contributions are recognised as an asset to the extent that the prepayment will lead to a reduction in future payments or a cash refund.

REACH AND UNITE OUTREACH AND EMPOWERMENT CIC

Notes to the Financial Statements

for the Period Ended 31 March 2024

  • 2. Employees

    2024 2023
    Average number of employees during the period 9 10

REACH AND UNITE OUTREACH AND EMPOWERMENT CIC

Notes to the Financial Statements

for the Period Ended 31 March 2024

3. Tangible assets

Land & buildings Plant & machinery Fixtures & fittings Office equipment Motor vehicles Total
Cost £ £ £ £ £ £
At 1 April 2023 15,667 11,116 6,275 9,985 43,043
Additions 15,156 596 830 16,582
Disposals ( 1,109 ) ( 1,109 )
Revaluations
Transfers
At 31 March 2024 29,714 11,712 7,105 9,985 58,516
Depreciation
At 1 April 2023 5,667 2,254 2,451 2,496 12,868
Charge for year 5,648 2,878 1,724 2,496 12,746
On disposals ( 722 ) ( 722 )
Other adjustments
At 31 March 2024 10,593 5,132 4,175 4,992 24,892
Net book value
At 31 March 2024 19,121 6,580 2,930 4,993 33,624
At 31 March 2023 10,000 8,862 3,824 7,489 30,175

REACH AND UNITE OUTREACH AND EMPOWERMENT CIC

Notes to the Financial Statements

for the Period Ended 31 March 2024

4. Debtors

2024 2023
£ £
Trade debtors 4,490 0
Other debtors 5,008 1,748
Total 9,498 1,748

REACH AND UNITE OUTREACH AND EMPOWERMENT CIC

Notes to the Financial Statements

for the Period Ended 31 March 2024

5. Creditors: amounts falling due within one year note

2024 2023
£ £
Bank loans and overdrafts 4,426
Trade creditors 182
Taxation and social security 4,268 10,231
Other creditors 41,191 13,743
Total 49,885 24,156

COMMUNITY INTEREST ANNUAL REPORT

REACH AND UNITE OUTREACH AND EMPOWERMENT CIC

Company Number: 12497711 (England and Wales)

Year Ending: 31 March 2024

Company activities and impact

Reach and Unite Outreach and Empowerment (RUOE) is a purpose driven therapeutic service that seeks to address inequalities that result in marginalisation, poverty, poor health, and harm. We seek to promote the wellbeing of vulnerable young people most at risk of facing inequalities through specialist rehabilitation services. Practically we aim to support young people with complex needs in the following ways: - We remove barriers that lead to an unequal distribution of resources. - We Improve future outcomes, quality of life and health determinants. - We improve access to support and increase accessibility to activities that improve wellbeing. Our services include: - Therapeutic Activities - Holiday clubs - 1:1-person centred support - Gang intervention and Prevention Therapeutic mentoring - Family Support - Post-16 programme - Therapy and Counselling - Outreach services Our service works with a range of vulnerable young people that present as having special educational needs (SEND), complex backgrounds and social emotional and mental health needs (SEMH). Some of these needs include Autism Spectrum Disorder, Attention Deficit Disorder, Cerebral Palsy, Learning Difficulties, Eating Disorders, Self-harm, and Social Anxiety Disorders. Complex backgrounds include young carers, those with adverse life experiences, bereaved young people, dysfunctional home environments, poverty, looked after children (LAC) and those who have experienced child maltreatment. Our target groups are referred to the service by referring organisations once they are recognised as being at risk of harm. This usually involves them being on a child protection, child in need or early help plan and at times schools refer before problems get to this stage. Referring organisations include: - Children’s social care - Schools and alternative provisions - Youth offending teams - Victim support - Violence reduction partnership - Police - Child and adolescent mental health teams Young people that access our service benefit from emotional therapeutic support whilst they attend activities. Each child has an individualised positive behaviour support plan (PBSP) and regular key work sessions. The young person and their allocated key worker use keywork sessions to review plans. This helps us to remain up to date with current needs, promote independence, monitor improvements, set targets and most importantly it enables us to offer person centred care. We support children and prevent the risk of harm, school exclusion and family breakdowns through the offer of diversionary activities, respite and therapeutic support helps young people to develop the skills needed to manage behaviour and emotional difficulties. Referrers often fund our work until exclusion risks decrease, behaviour is improved, Mental Health improves, offending stops, missing episodes stop, behaviour improves, homelife improves, or when improvements lead to children being discharged from social care. Our organisation was established in March 2020 during one of the most challenging times globally. Covid-19 restrictions made it incredibly difficult to deliver services, it limited the amount of young people we could work with at one time. Our transport service had to be stopped due to it being the source of two covid outbreaks. The loss of transport meant many young people were no longer able to access the service. The pandemic also posed challenges to our growth in sustainable income. Our childcare did not gain many customers as planned due to job loss, furlough, many parents working from home and the rise in cost of living. Our registration with Ofsted as a childcare provider took 2 years to be completed due to delays in inspection as epidemic guidance only allowed essential travel. Another form of sustainable income was our service delivering the SEND offer for Wolverhampton local authority (LA), commissioning from social care was delayed due to awaiting a quality assurance visit, due to the pandemic this was delayed due to essential travel rules. Our service relied heavily upon funding for the first two years, and this was mostly limited to small funds, due to us being a new organisation. Most funds related to coronavirus and not toward projects and not core or capital costs which made it hard for us to acquire assets. Despite these challenges our company still thrived and supported 262 young people during our first two years and despite financial setbacks our income doubled each year for the first three years. Our private income streams also began growing as we became a registered provider with Ofsted which enabled students and working parents to acquire government funding toward childcare costs. Our main income has come from work outsourced from the LA such as holiday clubs, SEND offer and interventions for children at risk that need support. Our income has enabled us to have three minibuses, a car, offices, and our inclusion hub where we frequently meet with young people. On average earn £409 weekly from private childcare customers. We have earned over £100,000 this year from spot purchase commissioning with the LA for mentoring, after school activities and emergency support for families at risk of breakdown. Our services mainly consist of gang and exploitation intervention and prevention through bespoke therapeutic mentoring, sports clubs, music studio sessions, life skills sessions, recreational activities, and residential trips. After school clubs include cooking, music, sensory integration, boxing, swimming, recreational activities. Our holiday clubs offer a range of indoor and outdoor activities such as paddle boarding, forest school, rock climbing, cycling and indoor activities such as group games, arts and crafts and a range of other group activities. Currently our service is ahead of our sustainability plan, and we are now working toward securing long term funding for the next three years. This will allow us the time to work on long term commissioning from government sectors. Long term funding is needed due to a range of issues we have experienced due to fluctuating income which we fear may put many services we offer at risk. There is a need for our service and there are no provisions that do the same type of therapeutic work combined with activities for young people with complex needs. New challenges have become apparent, and this is due to affect our main source of income which is from social care as they have exceeded the amount, they can pay an external provider outside of a tender. Social care has reviewed our service and are working on a tender but during this time they are having to cut back on the amount they are spending to work within their own financial policies and framework. Funding will cover this period of the tender being in place which will ensure that young people do not lose access to support as we now move forward from spot purchase commissioning to long term commissioning with social care, integrated care systems (NHS commissioning) and commissioning with the crime commissioners. We also aim to increase successful marketing techniques to promote childcare, private music studio sessions, the development of an emergency respite home and private therapy for children to ensure sustainability. We aim to work hard to promote and increase our customers. According to our sustainability plan our service will be sustainable with tendering by 2027 and sustainable without tendering by 2029 as we will gain enough private income from the emergency respite home to sustain the Wolverhampton service and begin setting up in other local authorities. Should tendering continue we can increase the number of sights we have and increase the amount of young people we work with. Once Wolverhampton is at a place of sustainability, we will then begin to extend our offer to other local authorities, setting up similar services across the Black Country which will follow the same growth structure in finance, community relationships and relationships with potential referring organisations.

Consultation with stakeholders

Stakeholders have been vital to our service running and we have received funding to aid our provision from a number of funder. Holiday Activity Fund- Department of Education (DFE) = £91,000 Arts Council= £50,000 British Museum= £7000 National Lottery Reaching Communities Fund= £225,000 2-year fund (2024/2025-2026) Heart of England= £5000 LA Commissioning and childcare income streams= £60,033.76 All have been kept up to date with activities undertaken

Directors' remuneration

The total amount paid or receivable by directors in respect of qualifying services was £45,368

Transfer of assets

No transfer of assets other than for full consideration

This report was approved by the board of directors on
20 November 2024

And signed on behalf of the board by:
Name: D Wiliams
Status: Director