for the Period Ended 31 January 2025
Profit and loss | |
Balance sheet | |
Additional notes | |
Balance sheet notes | |
Community Interest Report |
for the Period Ended
2025 | 2024 | |
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£ |
£ |
Turnover: |
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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 | 2025 | 2024 | |
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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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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 January 2025
Basis of measurement and preparation
for the Period Ended 31 January 2025
2025 | 2024 | |
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Average number of employees during the period |
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for the Period Ended 31 January 2025
2025 | 2024 | |
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£ | £ | |
Other debtors |
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Total |
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During the financial year, our organisation has continued to deliver high-quality, inclusive sports and well-being program designed to support children, young people, refugee families, and individuals with additional needs in one of the most disadvantaged areas of Barkingside. Through our flagship Soccer and More program, we have provided bi-weekly sessions combining football training, general fitness, and confidence building activities. By offering a range of physical activities including kickboxing, martial arts tasters, and mindfulness sessions we have engaged young people, many of whom were previously inactive or faced barriers to participation. We have worked closely with local schools, parents, and community partners to ensure our programs remain accessible, culturally inclusive, and tailored to participants' needs. This year, we successfully launched a dedicated Girls' Team and introduced targeted support for refugee families and children with additional needs, ensuring that our club is a safe, welcoming space for all.
Our organisation engages with a range of stakeholders to ensure our activities effectively meet the needs of the community. Our key stakeholders include: Young people (participants) – The primary beneficiaries of our programmes. Parents and families – Providing insights into the challenges faced by their children. Local community organisations – Local authorities, who support our work. Coaches and mentors – Who directly deliver our programmes and interact with young people. Funding bodies and partners – Providing financial support and strategic guidance. Consultation Methods: Regular feedback sessions with young people to assess programme engagement and effectiveness. Surveys and informal discussions with parents to understand their needs and concerns. Meetings with community partners to align on best practices and share resources. Review sessions with coaches and mentors to improve delivery and address challenges. Actions Taken in Response to Feedback: Adjusted session timings to accommodate participants facing travel and scheduling difficulties. Expanded our mentorship support after young people expressed the need for more one-on-one guidance. Improved equipment and facilities to enhance engagement and training quality. Strengthened safeguarding measures based on feedback from parents and partners. Increased outreach efforts to ensure more young people from disadvantaged backgrounds can access our programmes. By maintaining open communication with our stakeholders, we continuously refine our approach, ensuring our programmes remain impactful, accessible, and aligned with community needs.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
4 March 2025
And signed on behalf of the board by:
Name: MCGRATH, Anthony
Status: Director