for the Period Ended 31 October 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 October 2024
Principal activities of the company
Directors
The directors shown below have held office during the whole of the period from
1 November 2023
to
31 October 2024
The director shown below has held office during the period of
29 March 2024
to
31 October 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
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Investments: | 3 |
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Creditors: amounts falling due within one year: | 4 |
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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 October 2024
Basis of measurement and preparation
for the Period Ended 31 October 2024
2024 | 2023 | |
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Average number of employees during the period |
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for the Period Ended 31 October 2024
Purchase of second hand books for our Community Library
for the Period Ended 31 October 2024
2024 | ||
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Trade creditors |
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The Wellbeing Centre (Saltburn) Community Interest Company (CIC) delivers Bridge The Gap and Crisis Prevention services to people in our local community struggling with mental health issues with a strong demand for support and help throughout the year. In addition, we provide well-being care packages helping people to develop the tools and skillsets necessary to manage their own health and wellbeing. Our in-house services incorporate care coordination, counselling, access to wellbeing and social groups and help with advocacy, confidence building, anxiety, debt, exercise and stress management and we liaise with other agencies including GPs, police, charities, voluntary development agencies, mental health employment services, creating personalised care plans for each beneficiary tailored to individual need. Most of the income received in this financial year primarily came from donations and direct grant project funding. We have also been working very hard on developing our sustainability model which we believe will result in our CIC organisation becoming 70 percent sustainable within 7 years (requiring only a 30 percent cost contribution from grants and donations); with us achieving full 100 percent sustainability from trading income derived from diversified activities within the next decade. We primarily work with people to assess their needs and provide support and referrals to access help especially those experiencing anxiety and depression, life limiting health conditions, veterans, addictions, bereavement and have an experienced in-house team of like-minded specialist qualified practitioners, facilitators, volunteers and people with lived experience and a proven track record in delivering centric holistic support services tailored to individual need, in a non-judgemental and anonymous safe space with excellent outcomes. Our aim is to build a replicable model of care to help inform local services, instigate and bring about positive change to the current broken system. Current Situation Analysis & Impacts: The world currently at large still faces unprecedented challenges unseen for a generation including high inflation and a cost-of-living crisis, with energy and food prices predicted to climb higher in 2025 & 2026. With high public borrowing, increased taxes and zero or lower than inflation rate wage rises, many people across our local region are simply struggling financially. Parts of our local Tees Valley Region are reported as being one of the most deprived economic areas in the United Kingdom suffering from high levels of unemployment. Local statutory services are already operating at full capacity and being subjected to substantial operational and fiscal challenges, our local region is suffering severe bottlenecks and lengthy waiting lists to access timely service provision with demand far exceeding supply. Our current health system is broken, and poor mental health affects society in variety of different ways including: 1. Employability (through absenteeism from work due to ill-health such as stress, anxiety or depression that can often lead to unemployment). 2. Unhealthy workforces can negatively impact on a regions’ economic activity and fiscal output. 3. High unemployment often leads to increases in anti-social behaviour and crime rates. In the aftermath of the Covid-19 pandemic that ravaged the globe affecting every man, woman and child living on this planet, our organisation adapted and changed its underlying service provision, implemented a resilience model focused around building more diversified and sustainable income revenue streams since reopening our doors to the general public in our 2022-2023 financial year. This was made possible because of a generous grant donation from Sirius Minerals (now operating as the Woodsmith Foundation) which enabled our CIC to keep running prior to lockdown restrictions being lifted. With an organisation resilient and prepared for future pandemic outbreaks many people contacting us who were entering into crisis, reported they were simply unable to access timely support or a mental health service provision via mainstream statutory services, who cited waiting times of between 6 and 18 months. These people received immediate help and ongoing support from qualified, experienced in-house practitioners, facilitators and volunteers as well as access to our wellbeing groups and social activities. Company Activities & Ongoing Plans: The Saltburn Well-Being Centre welcomed additional highly qualified and experienced practitioners and facilitators back into practice throughout this fiscal year and we are better placed than ever to continue providing community residents with timely access to in-house support intervention within a confidential, secure and safe environment, who face crisis and experience difficulties in accessing the timely support and help they need. In our previous fiscal year, we were able to safely re-open our doors and resume face-to-face services as public social confidence slowly began to return and in accordance with our strategic plan and vision we successfully introduced social well-being groups together with a wrap-around centric holistic support model, bespoke tailored around individual need. This was carried out further to a consultative engagement process with service users and stakeholders and market research definition exercises undertaken between 2021 and 2023 that identified a clear need to focus on helping those experiencing anxiety and depression as a result of prolonged Covid-19 pandemic illness and social isolation. Service users came from within our local community and across the Tees Valley region and we successfully liaised and worked alongside other service partner organisations, connecting the dots, informing, sharing our learning and helping to instigate and bring about positive change, all of which resulted in some excellent outcomes, proof indeed that a correct ideology and systematic approach actually works. Project grant funding from the National Lottery meant we were able to keep our Bridging The Gap Service running throughout 2024. We also continued progress with our Wellbeing Resilience Project. In June 2024, the Woodsmith Foundation again generously provided us with another significant grant donation that funded an Addictions Recovery & Resilience Support Group until the end of December 2024. This group was accessed by members of the public from across our local community experiencing physical and/or mental health issues including high anxiety levels, alcohol and drug addiction or dependencies. Project grant funding from The People’s Postcode Neighbour Trust (which is funded by Players of the Postcode Lottery) enabled us to run our Crisis Prevention Service and a Changing Lives Support Programme including an invaluable social group component throughout the year, providing help and support to those most vulnerable in our local community which helped avert many crisis situations and enabled us to teach people resilience and skillsets to better manage their mental health and well-being. The Directors’ and management together with our stakeholder and steering committees would like to extend their heartfelt appreciation and gratitude for the grants, donations, and contributions towards core costs, projects and service provision, including the time and resource expertise from our Volunteers throughout our fiscal year from the following organisations: Saltburn Wellbeing Centre Limited; The serving directors and their families, including friends and volunteers of our CIC; The People’s Postcode Neighbour Trust (Funded by Players of the Postcode Lottery) The Woodsmith Foundation (Formerly Sirius Minerals Foundation); The National Lottery, RCVDA and Redcar & Cleveland Borough Council. We thank you all. Without your help and generosity, it would not have been possible to operate at the capacity required to meet the demands and needs of people in our local community and Tees Valley Region who urgently needed timely access to help and support assistance. In response to enquiries and requests the Centre will further develop social and spiritual group activities and service offerings during the remainder of 2024 and throughout 2025 by offering social groups, workshops and healing spaces, with spiritual development groups for those experiencing spiritual awakenings that want to socialise and explore their own spirituality and path, within a safe space alongside likeminded individuals. We also plan to re-commence Yoga for Beginners & Exercise Workshop Classes for small groups specifically designed for people experiencing barriers of entry into exercise programmes. The Directors’ also plan to continue scoping the viability of hosting and providing employability and training skills projects with a view to assisting people back into work who feel ready to take the next step and providing in-house advocacy support and liaising services helping to ensure people get the best advice, support and help in relation to their circumstances (funding permitting). Our community shop that had so often played a crucial role in keeping social connections across the community strong, by supporting local artists and providing them with an outreach platform to sell their creative inspirations will hopefully be able to re-open once again. This year saw us successfully regain some of the lost ‘sustainable trading income’ suffered from a forced two-year closure during the Covid-19 pandemic outbreak, thanks in large to a grant covering core costs in a previous financial year from Sirius Minerals (now operating as the Woodsmith Foundation). We are extremely grateful for their invaluable financial support over the past 3 years’ which has had a significant and profound impact on people accessing our projects and services locally in our region and has been crucial in helping recover commercial lost ground sustained in the aftermath of the Covid-19 Pandemic. The knock-on effect of this support has been far reaching, benefiting hundreds of people including businesses both directly and indirectly. Q4 2024, also saw us launch a monthly sexual health clinic in partnership with the NHS specifically for vulnerable people in hard-to-reach areas, unlikely or unable to access help from main stream channels. Having followed through on our strategic plan and vision of creating holistic, centric care plans for each client focused on individual need, the resulting outcomes and feedback have been impressive demonstrating that solutions encompassing mental, physical and spiritual health & well-being services from an in-house pool of experienced practitioners represented excellent value for money. Considering the Centre’s in-house specialist resources and capacitor growth potential, the Director’s believe that engaging and collaborating with local service organisations across our region, joining the dots and working through strategic partnering agreements, will help instigate the positive change required and allow us to replicate our model to facilitate a far bigger reach. Moreover, such an approach positively impacts our local region, enables us to diversify and grow sustainable trading income revenue streams, resulting in our organisation becoming less reliant on grant funding programmes. Wellbeing events, social workshops and room hire spaces all safely re-opened this year and further to developing and diversifying trading income revenue streams through strategic partnering agreements and increased footfall turnover for this fiscal year more than doubled, giving rise to a small increase in net profit for the year.
The organisation had 3 serving directors upon inception and appointed one new additional director in 2024. Our board and management team will continue to be strengthened in line with capacity diversity and growth. Our Stakeholders are local-residents, visitors to the centre and our library including service users together with independent qualified practitioners and facilitators who all benefit and / or operate from within the centre. Regular consultation relating to the running and management of the CIC, Back Office Functions, Shop and Service Provisioning takes place between Director’s, Service Providers (Qualified Practitioners, Facilitators & Volunteers) including service users. Regular feedback is gathered remotely via the use of questionnaires and by consultation and externally in our local community with a view to monitoring and improving underlying service provision and efficiency, whilst engaging with and helping as many residents as possible within our local community and surrounding areas across the region. Our CIC acts as a beacon of light and is supported by several local community volunteers who generously provide their time, energy and expertise on a voluntary ‘unpaid’ basis, assisting with workshops, events and helping visitors, resulting in the Centre benefiting from a real community vibe and feel. Other in-house qualified professionals (excluding serving directors) provide professional services to the CIC under formal subcontract for services, enabling the CIC to scale-up capacitor as necessary on an as and when required basis to meet demand.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
12 November 2024
And signed on behalf of the board by:
Name: Kathryn Thompson
Status: Director