for the Period Ended 31 March 2024
Directors report | |
Profit and loss | |
Balance sheet | |
Additional notes | |
Balance sheet notes | |
Community Interest Report |
Directors' report period ended
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
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
And signed on behalf of the board by:
Name:
Status: Director
for the Period Ended
2024 | 2023 | |
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£ |
£ |
Turnover: |
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Cost of sales: |
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Gross profit(or loss): |
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Distribution costs: |
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Administrative expenses: |
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Other operating income: |
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Operating profit(or loss): |
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Interest receivable and similar income: |
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Interest payable and similar charges: |
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Profit(or loss) before tax: |
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Tax: |
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Profit(or loss) for the financial year: |
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As at
Notes | 2024 | 2023 | |
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Fixed assets | |||
Tangible assets: | 3 |
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Total fixed assets: |
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Current assets | |||
Debtors: | 4 |
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Cash at bank and in hand: |
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Total current assets: |
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Creditors: amounts falling due within one year: | 5 |
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Net current assets (liabilities): |
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Total assets less current liabilities: |
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Provision for liabilities: |
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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
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 31 March 2024
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
Other accounting policies
for the Period Ended 31 March 2024
2024 | 2023 | |
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Average number of employees during the period |
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for the Period Ended 31 March 2024
Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
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Cost | £ | £ | £ | £ | £ | £ |
At 1 April 2023 |
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Additions |
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Disposals |
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At 31 March 2024 |
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At 1 April 2023 |
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Charge for year |
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On disposals |
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At 31 March 2024 |
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Net book value | ||||||
At 31 March 2024 |
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At 31 March 2023 |
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for the Period Ended 31 March 2024
2024 | 2023 | |
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£ | £ | |
Trade debtors |
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Other debtors |
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Total |
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for the Period Ended 31 March 2024
2024 | 2023 | |
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£ | £ | |
Bank loans and overdrafts |
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Trade creditors |
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Taxation and social security |
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Other creditors |
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Total |
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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.
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
The total amount paid or receivable by directors in respect of qualifying services was £45,368
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