for the Period Ended 31 January 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 January 2024
Directors
The directors shown below have held office during the whole of the period from
1 February 2023
to
31 January 2024
The director shown below has held office during the period of
1 February 2023
to
16 March 2023
The director shown below has held office during the period of
17 January 2024
to
31 January 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 | 13 months to 31 January 2023 | |
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Notes | 2024 | 13 months to 31 January 2023 | |
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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 January 2024
Basis of measurement and preparation
Turnover policy
for the Period Ended 31 January 2024
2024 | 13 months to 31 January 2023 | |
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for the Period Ended 31 January 2024
2024 | 13 months to 31 January 2023 | |
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for the Period Ended 31 January 2024
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Local Champions continues on its mission to create a more equitable world to create better futures for all. We are catalysts of change that help people and places fulfill potential. Specifically women and youth from global majority and low social income backgrounds through sport, technology and enterprise. We are governed by co design principles and our community engagement - looking to create and scale co-created solutions for improved equity. We have particular interest in inclusive economies and health/sport development ecosystems. From February 1st 2023 to January 31st 2024, we delivered on the below projects and held space for our community advocating for improved access, participation and knowledge spread for our communities with consulting clients. All projects are co designed, co created and delivered for community wealth and socio economic benefit in our geographies of east, south and north London. - We delivered our 2nd cohort of the Young Enterpreneurs Alliance (previously with Echo and Lendlease in East London). This time we delivered to 10 young entrerpeneurs on a 12 week journey from idea to pitch event, based in Lambeth in partnership with Echo and Peabody Communities This included 12 masterclasses, 12 get it done implementation sessions, peer learnign and networks, 121 mentorship and seed funding opportunities. - We became one of 12 organisations working together with funding from Propel, to deliver 121 mentorship to girls aged 10-25. We formed a consortium led by partner Active Communities, where Local Champions as a mentoring partner delivered 100 hours of mentoring to young people under 30 across Hackeny, Waltham Forest, Newham, Tower Hamlets, Wandsworth, Brixton, Camden, Lewisham and more. Covering young people’s interest in science, engineering, technology, matchs, photography, arts, business and more. We offered work placements, empowerment sessions, 121 coaching, career mentoring and sports mentoring. - We officially launched TRIUMPH, as one of the founding members. TRIUMPH is an independent action group of organisations and colleagues in the Voluntary Youth Sector. Since July 2020 have reviewed, surveyed and had much needed dialogue about the systemic inequities that still exist in our beloved sector – with a core focus on racial inequality. - We started work with A New Direction and the Good Growth Hub to research, co design, programme design and launch the Freelance Exchange Programme. Helping emerging sole traders turn their side hustle into their main hustle through peer to peer exchange, employability workshops, career coaching, enterprise support and masterclasses. Partners secured included FinancialTime,Flic,AnywaysCreative, Orrick,ACEand more. - We co created and designed the ‘Freelance Odyssey Digital Tool’ to support young created 18-30 in East London via design sprints. Our bespoke co-created assessment tool allows young freelancers to have a career development plan. Supporting organisations like the Good Growth Hub and Local Champions to assess their progress before and after capacity- building sessions. - We launched our MINDSHIFTs programme which include Intergenerational perception shifting experiences for community leaders, mentees and young people as well as employers and industry leaders seeking to build trust and understanding. This year we took an intergenerational and mixed gender group to go skydiving - looking to break glass ceilings and prove the sky is the limit with effective long term confidence impact and skills development. Since our conception, we have in two years indirectly supported over 17,000 local residents across 10 boroughs of London; delivered over 350 hours of expert- led training and masterclasses; and directly supported 608 entrepreneurs and young people. We have also helped raise or forward 500K to grassroot organisations, delivered over 178 hours of 121 mentoring/support, created over 45 ‘good work’ jobs as a result of our initiatives. From our work, 86% of people benefitting are of the global majority or non-white, 76% identify as women or non binary; 32% of participants are under the age of 30; 58% felt more connected to their community; 88% of participants improved their confidence; 93% of participants improved knowledge and know how; 85% of participants gained new tools and skills; we have a 92% satisfaction rate for our activities and 76% increased their skills and knowledge. Additionally, we: - Produced 8 events including networking , panel discussion and pitch events. - We created 15 resource toolkits for self-paced and lifelong learning - We collaborated with 35 local organisations or micro organisations,
In each project, we consult and ensure each decision is that of collective design. We do so through our methodology, the core of our business and project process design: 1. We codesign:It all starts with listening. We engage with as diverse people groups as we can.We prioritise understanding the needs and the solutions already available within the locality. We call this process Co Design. 2. We employ locally:We invest in the local economy for economic growth, opportunity and inspiration by employing local enterprises, facilitators, partners to help move forward. 3. We lead with positivity:We ‘think good’. We believe and together we build dreams. A learners mindset is the base on which we are built. 4. We engage networks of trust:We value equitable partnerships. We engage partners, collaborators, co-conspirators and funders into the process to scale ideas into projects, reach new audiences and share what we’ve learned. We build networks of trust. 5. We think differently:We love testing new models.We embrace innovation.We appreciate disruption and we love feedback. Exploring is how we got here. Listening is what lets us stay. Improving is what makes us unique. Our strength is in Thinking Differently. 6. We Shift the balance: After we adapt, improve and scale the service, product or programme, we SHIFT the balance. Because we follow this co-creation methodology for each of our projects and consultancy and pieces of work, our stakeholders are consistently consulted at each stage of the project. More heavily during the co design and co creation phase that starts each project but also during through hiring those with lived experience and engaging networks of trust for continuous feedback and support. Ultimately, we make sure that each decision is that of collective design by using design thinking, participatory methods, and our lived experience to deliver meaningful experiences and impactful work. This means that over 100 hours of consultation are done regularly during each project scope and at least 30 people per project. We always check in with the community and others as we are in delivery as well to see if we can marginally improve the outcomes to benefit those we serve.
See accounts for full details. 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
8 January 2025
And signed on behalf of the board by:
Name: Nikita Gicanda Vervelde
Status: Director