for the Period Ended 30 April 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 30 April 2024
Directors
The directors shown below have held office during the whole of the period from
1 May 2023
to
30 April 2024
The director shown below has held office during the period of
1 May 2023
to
13 October 2023
The director shown below has held office during the period of
15 September 2023
to
30 April 2024
The director shown below has held office during the period of
1 September 2023
to
30 April 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: |
(
|
(
|
Gross profit(or loss): |
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|
Administrative expenses: |
(
|
(
|
Other operating income: |
|
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Operating profit(or loss): |
|
( |
Interest payable and similar charges: |
(
|
(
|
Profit(or loss) before tax: |
|
( |
Profit(or loss) for the financial year: |
|
( |
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 |
(
|
(
|
Net current assets (liabilities): |
( |
( |
|
Total assets less current liabilities: |
( |
( |
|
Creditors: amounts falling due after more than one year: | 6 |
(
|
|
Total net assets (liabilities): |
( |
( |
|
Members' funds | |||
Profit and loss account: |
( |
( |
|
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
Turnover policy
Tangible fixed assets depreciation policy
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
Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
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Cost | £ | £ | £ | £ | £ | £ |
At 1 May 2023 |
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Additions |
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Disposals | ||||||
Revaluations | ||||||
Transfers | ||||||
At 30 April 2024 |
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Depreciation | ||||||
At 1 May 2023 |
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Charge for year |
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On disposals | ||||||
Other adjustments | ||||||
At 30 April 2024 |
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Net book value | ||||||
At 30 April 2024 |
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At 30 April 2023 |
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for the Period Ended 30 April 2024
2024 | 2023 | |
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£ | £ | |
Other debtors |
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Total |
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for the Period Ended 30 April 2024
2024 | 2023 | |
---|---|---|
£ | £ | |
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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for the Period Ended 30 April 2024
2023 | ||
---|---|---|
£ | ||
Other creditors |
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Total |
|
Elevated Minds CIC is a powerful force for change, founded in April 2019 and based in Southwark, London. We began with a clear mission to address the disproportionate exclusion rates of BME children from mainstream education. By delivering early intervention services across schools and educational provisions throughout London, we are helping to rewrite the stories of countless young lives. But our work doesn't stop there. We are equally dedicated to supporting young people with exceptional potential, ensuring that gifted and talented individuals from underserved communities also receive the guidance and opportunities they deserve. Most of the young people we work with come from low income, predominantly Black heritage, and working class backgrounds. Since 2019, we’ve empowered over 3,000 young people through life changing programmes, such as the IDENTITY Project and Empower X, that shift feelings of worthlessness into a sense of purpose and success. Through targeted coaching, personal development workshops, and real-world opportunities, we are closing the gap between potential and performance. We equip our participants with the emotional intelligence, autonomy, and resilience they need to take control of their futures. We are also transforming how they engage with the police and wider society. Since 2021, we’ve expanded our impact by delivering a series of Police Engagement Programmes that work directly with young people, predominantly, but not exclusively from the Black community. From Cultural Awareness Training for new recruits and senior officers to Elevated Aspirations in schools for years 10 and 12, our programmes are actively rebuilding trust and strengthening relationships between young people and the police. These efforts directly contribute to the police's community engagement goals fostering a policing model that operates by consent and helps reduce youth involvement in crime.
1. Who the company's stakeholders are: Elevated Minds CIC’s stakeholders include a range of individuals and groups integral to the success of its programmes. These include: Young people from disadvantaged and marginalised communities, particularly those at risk of exclusion and those not achieving to their full potential. Parents and guardians who play a key role in supporting their children’s development. Schools and educational institutions in London and Birmingham that partner with Elevated Minds to deliver its interventions. Community organisations that focus on addressing inequalities. The Metropolitan Police, who collaborates with us on youth engagement, breaking down barriers, and improving trust and confidence. Funding bodies and sponsors, which include schools, charitable foundations, and government grants. 2. How the stakeholders have been consulted: Elevated Minds actively engages with its stakeholders through various consultation methods: Workshops and feedback sessions: These are held with young people and their families to gather direct insights into the challenges they face, their experiences with the programmes, and the areas that require improvement. School collaboration meetings: Regular discussions are held with school staff and leadership teams to assess the progress of students involved in the programmes and identify new opportunities for collaboration. Community and partnership meetings: Elevated Minds consults with community partners to ensure their programmes are aligned with broader community goals, such as crime prevention and social inclusion. Online surveys and social media: Feedback from participants and community members is also gathered through digital platforms like social media and email. 3. Any action the company has taken in response to feedback: Elevated Minds has made several adjustments based on stakeholder feedback: Tailored interventions: After consulting with schools and families, the organisation expanded its one-on-one coaching and workshops to address more specific issues like emotional intelligence and self-esteem, ensuring a more personalised approach. Music and arts-based initiatives: Responding to youth feedback expressing interest in creative outlets, Elevated Minds is launching the Elevated Minds Music Studio Hub, which will allow young people to explore musical talents while learning life skills. Community collaborations: Based on feedback from community partners, Elevated Minds has strengthened its focus on improving police-youth relations by scaling the Elevated Aspiration Programme and introducing police mentorship through the United Voices event. By listening to its stakeholders, Elevated Minds continues to evolve its programmes to better serve the needs of disadvantaged youth and foster positive community change.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
16 January 2025
And signed on behalf of the board by:
Name: Mrs Doreen Sinclair-McCollin
Status: Director