for the Period Ended 31 July 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 July 2024
Directors
The directors shown below have held office during the whole of the period from
1 August 2023
to
31 July 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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Administrative expenses: |
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(
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Operating profit(or loss): |
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( |
Interest receivable and similar income: |
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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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Fixed assets | |||
Tangible assets: | 3 |
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Total fixed assets: |
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Current assets | |||
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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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 31 July 2024
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
for the Period Ended 31 July 2024
2024 | 2023 | |
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Average number of employees during the period |
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for the Period Ended 31 July 2024
Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
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Cost | £ | £ | £ | £ | £ | £ |
At 1 August 2023 |
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Additions | ||||||
Disposals | ||||||
Revaluations | ||||||
Transfers | ||||||
At 31 July 2024 |
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Depreciation | ||||||
At 1 August 2023 |
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Charge for year |
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On disposals | ||||||
Other adjustments | ||||||
At 31 July 2024 |
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Net book value | ||||||
At 31 July 2024 |
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At 31 July 2023 |
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for the Period Ended 31 July 2024
2024 | 2023 | |
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£ | £ | |
Other creditors |
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Total |
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This year, Grassroots CIC has seen significant progress in building capacity, enhancing our strategy, improving infrastructure, expanding community reach, and broadening our provision. We've focused on providing a more rounded offer to meet the diverse needs of our community. Crisis Support: We have continued to offer signposting support and advocacy for our community. The community pantry has provided ongoing support, and we now run a series of different activities each week, creating opportunities to engage with and hear from our community. Our participation in community cohesion work for Calderdale Council offered another great chance to listen to our community and build trust. We have been able to support 74 people this year with a clear plan of support appropriate for them and their families via onward referral to statutory and voluntary services, locally and regionally. Warm Welcome Initiative: We've morphed our warm welcome initiative into a weekly community lunch, offering a warm and inviting space. This helps us identify those in need of support and fosters community cohesion. We will continue partnering with national organisations for greater impact and value; this year, we have collaborated with Locala, Camerados, Action for Happiness, and Warm Welcome. We have had some dreadfully cold weather this year, so have been able to support more vulnerable community members with winter care packs via the Calderdale voluntary infrastructure organisations. We were able to ring round and deliver necessities to housebound people. Fitness Initiatives: We have expanded our fitness initiatives to include gentle exercise for people with limited mobility and/or health challenges. We've also linked up with the East Pennine Orienteering Club to broaden our offerings at promotional events. Our Active Calderdale project continues to remove barriers to exercise for targeted groups, providing free and subsidised fitness classes and celebrating participants' achievements. Volunteers: We have expanded our volunteer numbers this year, including more individuals from harder-to-reach groups in our community. This has been one of our greatest achievements, allowing us to reach further into the community and offer additional skills to our volunteers, such as food hygiene and health and safety training, along with autonomy in activity planning. We've observed a significant increase in confidence and experience amongst our volunteers, which we hope will benefit them in other areas of life. Future Plans: Looking ahead, we will continue to refine our strategic plan and expand our provision to address identified community needs. Our aim is to reduce inequalities, support a healthier quality of life, facilitate connections, and reduce isolation. Sowerby ranks high on the indices of multiple deprivation, and we are committed to changing this by collaborating with local, regional, and national organisations and services. We will continue to use a prevention model to ensure the sustainability and longevity of our community improvement efforts
Our primary stakeholders remain our community residents. This year, we held two engagement and voice events and conducted community cohesion surveys with 50 residents. From this feedback, we identified the need for more activities for senior residents with a good intergenerational mix. We introduced a gentle exercise class, a coffee morning, and a knit and natter group that attracts both young and old. We recruited two young adult volunteers and welcomed frequent visits from nursery children, boosting the spirits of our older attendees. Everything we do is informed and led by our community. We consulted with New Road Primary School, Trinity Academy, St. Peter’s and Ryburn Valley High School, and Anchor sheltered housing to strengthen relationships, broaden our partner network, and hear how we can support their work. We are a member of Voluntary and Community, our local infrastructure organisation, and regularly attend their networking events. We also participated in co-production workshops for the VCSE strategy and the food network run by the VSI Alliance. We extend our thanks to Sharon Harwood, headteacher at New Road Primary School, and to Reverend Jeanette Roberts and the Parochial Church Council of the Ecclesiastical Parish of Sowerby for their encouragement, support, and partnership this past year. Lastly, we are very grateful to our community volunteers who make it all possible. They have shown commitment, kindness, and generosity, sharing in our community vision by giving their time, presence, and determination with love, energy, and positivity.
The total amount paid or receivable by directors in respect of qualifying services was £600. 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
5 February 2025
And signed on behalf of the board by:
Name: Andrew Ridley
Status: Director