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
Principal activities of the company
Additional information
The above report has been prepared in accordance with the provisions applicable to companies subject to the small companies regime as set out in Part 15 of the Companies Act 2006.
Directors
The directors shown below have held office during the whole of the period from
1 May 2023
to
30 April 2024
Secretary
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: Secretary
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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(
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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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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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(
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Net current assets (liabilities): |
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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: |
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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 30 April 2024
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
Other accounting policies
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 | ||||||
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Transfers | ||||||
At 30 April 2024 |
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At 1 May 2023 |
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Charge for year |
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On disposals | ||||||
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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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£ | £ | |
Trade debtors |
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Other debtors |
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Total |
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for the Period Ended 30 April 2024
2024 | 2023 | |
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£ | £ | |
Taxation and social security |
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Accruals and deferred income |
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Other creditors |
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Total |
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EdShift's mission is to empower children and young people affected by domestic abuse and sexual violence through the arts. Over the past year, we have worked tirelessly to provide a safe space for young people to grow, develop, and heal. Our core activities have focused on: -Providing arts-based support programs for children and young people -Delivering specialist Arts Psychotherapy to support healing and recovery -Collaborating with schools, partners, and the wider community to prevent domestic abuse and sexual violence -Empowering young people with the knowledge and skills to navigate challenges and make informed choices We have also developed strategic partnerships with local arts organisations, such as Everybody Arts and Ignite Creativity, to increase our visibility and reach. Key Achievements: -Supported 375 children and young people through our diverse range of support pro-grammes and creative initiatives -Reached a total of 1039 people since the inception of EdShift@The YouthBase -Developed a tiered pathway of support to cater to the diverse needs of children and young people -Launched new services, including, Little Nests Group Art Therapy, BraveBox, and In Touch Peer Support Impact: Our efforts have resulted in: -Increased face-to-face engagement with parents, carers, and professionals, lead-ing to enhanced partnership working and collaborations with partner agencies -Improved access to quality arts-based provision for children and young people -Enhanced our presence in the community, making it easier for children and fami-lies to locate us Financial Performance: We have received crucial funding from The National Lottery Community Fund and have pursued various fundraising avenues, including GoFundMe and Local Giving campaigns, events, and corporate partnerships. We have raised £2000 to contribute to our BraveBox Initiative and a further £2500 by participating in Tough Mudder. Strategy for Next Year: We aim to continue expanding our services, developing new training programmes, and diversifying our revenue streams. We will also seek accreditation for our training programs and strengthen our partnerships with like-minded organizations.
We recognize the importance of consulting with our stakeholders, including chil-dren, parents, and the wider community, to ensure that our services meet their needs and expectations. Stakeholders: -Children and young people who access our services -Parents and carers of children who access our services -Safe parents and survivors of domestic abuse -Local community members and organisations -Partners and funders, including The National Lottery Community Fund -Holly Lynch MP, the VRP and CAMHS Consultation Methods: -Regular feedback sessions with parents and children -Displaying feedback and responses on our Youth Insights wall and Wonder Wall -Conducting reviews and final sessions with parents to gather feedback and improve services -Consulting with safe parents and survivors of domestic abuse to inform our ser-vices -Monitoring referrals and feedback from areas of multiple deprivation Action taken in response to feedback: -Developed The Nest Art Therapy in response to feedback from survivors that chil-dren's needs go beyond safety planning and healthy relationship education -Designed a leaflet to explain what might take place in sessions and shared with parents at assessment meetings to maintain child confidentiality -Adapted our reception area into a warm, safe, sensory space to provide a welcoming environment for parents and children -Refined our referral process to amplify the voice of children and non-abusing par-ents, giving them autonomy over their support -Provided travel expenses and refreshments to support access to our services for families affected by the cost-of-living crisis Outcome of Consultation: Our consultation efforts have resulted in: -Improved services that respond to the needs of children and families -Increased accessibility and inclusivity of our services -Enhanced reputation and trust in the community -Stronger partnerships with stakeholders and funders By prioritising stakeholder consultation and feedback, we are able to continuously improve and adapt our services to meet the evolving needs of our community.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
29 January 2025
And signed on behalf of the board by:
Name: Nina Marie THOMAS
Status: Director