for the Period Ended 30 April 2024
Profit and loss | |
Balance sheet | |
Additional notes | |
Balance sheet notes | |
Community Interest Report |
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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Administrative expenses: |
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Operating profit(or loss): |
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Profit(or loss) before 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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£ |
£ |
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Current assets | |||
Debtors: | 3 |
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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: | 4 |
(
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(
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Total assets less current 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: |
( |
( |
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 30 April 2024
Basis of measurement and preparation
for the Period Ended 30 April 2024
2024 | 2023 | |
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Average number of employees during the period |
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for the Period Ended 30 April 2024
2024 | 2023 | |
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£ | £ | |
Trade debtors |
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Prepayments and accrued income |
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Total |
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for the Period Ended 30 April 2024
2024 | 2023 | |
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£ | £ | |
Accruals and deferred income |
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Other creditors |
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Our Inspiring Partnerships programme matches school leaders with business leaders in partnerships that lift up leaders, schools and students in turn. By bringing together senior leaders from business and education and giving them space to learn from each other, we can radically improve outcomes and opportunities for under-served young people. Leaders that set aside just one hour a month to meet and talk with a partner see a phenomenal difference to their energy and outlook, both parties come away with new skills, feeling engaged and inspired to improve educational outcomes and break down barriers to employment for young people. We started our programme in pilot in February 2020 with our first full programme starting in October that year. During this accounting period we had seven cohorts of leaders complete our programme, making 90 matches working in 64 schools across the most deprived postcodes in England. The completion rate for the seven cohorts was 82% and the satisfaction rate was 89%. We target schools working in areas with high levels of poverty. This period has been particularly challenging for our schools and school leaders who have been dealing with the cost of living crisis and increasing mental health issues. We know from research that leadership is second only to classroom teaching for achieving better outcomes for young people. Leadership in schools serving the lowest income families is extremely important as education at school is often the only support that young people receive. Leadership in these schools is the most challenging as issues are more complex, and there is often the least support for developing leadership skills as resources are so stretched. The main criteria for selecting schools was the proportion of children who were entitled to free school meals, which is a key indicator of deprivation. The average proportion of free school meals across the schools was 36% and the national average is 23.8% (2023). To understand the impact of the programme we hold an interview with each participant around 8 months into the programme, and we have an end of programme survey. The data that covers the partnerships that completed the programme in the accounting period, from May 2023 to April 2024, shows that the programme had the intended impact. Headlines include: 100% school leaders valued the connection with a business leader 97% business leaders valued the connection with a school leader 86% school leaders developed their leadership skills 88% business leaders developed their leadership skills 77% school leaders are now more likely to stay in a school leadership role 100% business leaders are now more vocal advocates for social mobility in their organisation. In addition, during the accounting period we were recognised for the success of our programme by being: Awarded a grant from PA Foundation to allow us to recruit staff to deliver the programme Shortlisted for the Dragon Awards for best community programme together with KPMG Awarded Bronze in the Social Mobility Awards for our work with Linklaters Our 2023 Impact Report is online here for more in depth feedback for those who completed the programme in 2023: https://inspirationforall.org.uk/impact
Our main stakeholders are our participants, and then also our programme sponsors who provide the business leaders, and our partner local authorities and multi-academy trusts who promote the programme to their school leaders. For participants we have a pre survey, an end survey and a one to one interview around eight months into the programme. Response rates are very high – 64% of participants completed the survey and 62% attended a one to one interview. With our sponsors and partners we have regular meetings to discuss the progress the participants are making on the programme. In December 2022 we set up a Stakeholder Panel to advise us moving forward. The Panel is made up of stakeholders from across the programme, including representatives from our sponsors, as well as people who have no prior knowledge of the programme. The Panel met four times during the reporting period and are helping to steer the future direction of the programme.
The aggregate amount of emoluments paid to or receivable by directors in respect of qualifying services was £50,649 There were no other transactions or arrangements in connection with the remuneration of directors, or compensation for director’s loss of office, which require to be disclosed.
No transfer of assets other than for full consideration
This report was approved by the board of directors on
17 December 2024
And signed on behalf of the board by:
Name: Sarah Caton
Status: Director