for the Period Ended 29 March 2024
Balance sheet | |
Additional notes | |
Balance sheet notes | |
Community Interest Report |
As at
Notes | 2024 | 2023 | |
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£ |
£ |
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Fixed assets | |||
Intangible assets: | 3 |
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Tangible assets: | 4 |
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Total fixed assets: |
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Current assets | |||
Debtors: | 5 |
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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: | 6 |
(
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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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Creditors: amounts falling due after more than one year: | 7 |
(
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(
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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
The directors have chosen not to file a copy of the company's profit and loss account.
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 29 March 2024
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
Intangible fixed assets amortisation policy
Other accounting policies
for the Period Ended 29 March 2024
2024 | 2023 | |
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Average number of employees during the period |
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for the Period Ended 29 March 2024
Goodwill | Other | Total | |
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Cost | £ | £ | £ |
At 30 March 2023 |
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Additions | |||
Disposals | |||
Revaluations | |||
Transfers | |||
At 29 March 2024 |
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Amortisation | |||
At 30 March 2023 |
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Charge for year | |||
On disposals | |||
Other adjustments | |||
At 29 March 2024 |
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Net book value | |||
At 29 March 2024 |
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At 29 March 2023 |
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for the Period Ended 29 March 2024
Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
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Cost | £ | £ | £ | £ | £ | £ |
At 30 March 2023 |
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Additions |
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Disposals | ||||||
Revaluations | ||||||
Transfers | ||||||
At 29 March 2024 |
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Depreciation | ||||||
At 30 March 2023 |
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Charge for year |
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On disposals | ||||||
Other adjustments | ||||||
At 29 March 2024 |
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Net book value | ||||||
At 29 March 2024 |
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At 29 March 2023 |
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for the Period Ended 29 March 2024
2024 | 2023 | |
---|---|---|
£ | £ | |
Trade debtors |
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Prepayments and accrued income |
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Other debtors |
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Total |
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for the Period Ended 29 March 2024
2024 | 2023 | |
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£ | £ | |
Bank loans and overdrafts |
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Trade creditors |
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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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for the Period Ended 29 March 2024
2024 | 2023 | |
---|---|---|
£ | £ | |
Bank loans and overdrafts |
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Total |
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Spark York C.I.C is challenging the status quo of the lack of provision for affordable space for start-ups, new businesses and social enterprises and has transformed shipping containers into versatile retail spaces and incubator units. Our model allows typically, younger, marginalised, diverse, local individuals to set up businesses in retail, creative industries and the arts, food and beverage and social enterprises. Spark provides them with have a place to test their concept and then incentivise them into growth into permanent spaces in York. We find these organisations in our spaces tend to be ran by younger individuals, many women, many disabled or BAME, many in lower socio- economic groups, who need the chance to prove themselves. These businesses hire younger, ambitious and often marginalised individuals into well-paid, secure and skilled employment. The profits of our model subsidise event spaces free of charge to the community, in which 100 local groups regularly take advantage of this opportunity. We have expanded our output to art space, a bi-weekly food bank and an aeroponic urban farm, which continues to drive community output and return.
Our key stakeholders include: our businesses, members of the local community (including community groups and charities), and the landowner (the local authority). Where possible, decisions are made across the venue collectively, with businesses voting on issues such as opening times, venue aesthetics, event provision etc. This allows arising issues to be discussed and to contribute to a more collective way of operation. Businesses who work closely together share space, skills and their own ideas to develop and maximise both their commercial performance and social impact. We work closely with local residents and members of our community, by hosting residents’ meetings, communicating directly of issues in the locality alongside our relationship with the local community. We engage regularly with visitors of our venue through in person and online communication methods to garner feedback, strengthen community ownership and dialogue and drive changes informed by the community. Finally, we submit reports to the regeneration team at the local authority to understand the social impact of the project. These reports showcase financial and economic impact, and how it supports civic society, community groups and individuals across the community.
The aggregate amount of emoluments paid to directors in respect of qualifying services was £75,000. 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.
During the year, donations to outside bodies amounted to £1,000, paid to the following: £500.00 to York Older People’s Assembly £500.00 to York Mind Ltd No transfer of assets other than for full consideration has been made
This report was approved by the board of directors on
28 March 2025
And signed on behalf of the board by:
Name: Sam Howarth-Leach
Status: Director