for the Period Ended 30 June 2024
Balance sheet | |
Additional notes | |
Balance sheet notes | |
Community Interest Report |
As at
Notes | 2024 | 2023 | |
---|---|---|---|
|
£ |
£ |
|
Fixed assets | |||
Tangible assets: | 3 |
|
|
Total fixed assets: |
|
|
|
Current assets | |||
Debtors: | 4 |
|
|
Cash at bank and in hand: |
|
|
|
Total current assets: |
|
|
|
Creditors: amounts falling due within one year: | 5 |
(
|
(
|
Net current assets (liabilities): |
|
|
|
Total assets less current liabilities: |
|
|
|
Provision for liabilities: |
(
|
(
|
|
Total net assets (liabilities): |
|
|
|
Members' funds | |||
Profit and loss account: |
|
|
|
Total members' funds: |
|
|
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 30 June 2024
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
for the Period Ended 30 June 2024
2024 | 2023 | |
---|---|---|
Average number of employees during the period |
|
|
for the Period Ended 30 June 2024
Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
---|---|---|---|---|---|---|
Cost | £ | £ | £ | £ | £ | £ |
At 1 July 2023 |
|
|
||||
Additions |
|
|
||||
Disposals | ||||||
Revaluations | ||||||
Transfers | ||||||
At 30 June 2024 |
|
|
||||
Depreciation | ||||||
At 1 July 2023 |
|
|
||||
Charge for year |
|
|
||||
On disposals | ||||||
Other adjustments | ||||||
At 30 June 2024 |
|
|
||||
Net book value | ||||||
At 30 June 2024 |
|
|
||||
At 30 June 2023 |
|
|
for the Period Ended 30 June 2024
2024 | 2023 | |
---|---|---|
£ | £ | |
Trade debtors |
|
|
Other debtors |
|
|
Total |
|
for the Period Ended 30 June 2024
2024 | 2023 | |
---|---|---|
£ | £ | |
Trade creditors |
|
|
Taxation and social security |
|
|
Accruals and deferred income |
|
|
Other creditors |
|
|
Total |
|
|
During the year we increased the size of our board to eight directors, to bring additional representation, insight and experience in preparation for expanding the scale of the network. Following our departure from the Social Enterprise Exchange consortium on 30 June 2023 and the departure of the previous Network Co-ordinator, Terry Murphy was appointed to the new role of CEO, tasked with leading the organisation through a new phase of development and growth. The Administrator and Events coordinator took on the new role of Network Development Lead, responsible initially for the development and delivery of a new group peer mentoring programme, which by the end of the period had seen 25 social enterprise leaders participating in structured, facilitated networking activity. In addition to delivering this capacity building activity, supported by the Connect Fund, we continued our own extensive piece of business development work supported by the Reach Fund. This work resulted in the building of closer relationships with Business Sheffield and the Sheffield Chamber of Commerce, and lead on to the formation of a steering group, which also included Sheffield City Council and South Yorkshire’s Community Foundation, focusing on the development of a new infrastructure for delivering social enterprise support in the city. In November, following a successful tender process, we took on the role as lead partner for the Social Enterprise Growth Accelerator Programme (SEGA), a dedicated support programme for new and growing social enterprises in the Sheffield area. Benefits to enterprises on the programme included one year’s free membership of the Chamber of Commerce, and access to a growth grant via South Yorkshire’s Community Foundation of up to £1,000. Taking on the SEGA programme contract enabled us to appoint an additional three part-time staff roles to the team. Following a period of recruitment, our new Network Advisor, Events & Marketing Co-ordinator and Network Administrator joined us in January 2024. We also built and onboarded a team of associate consultants to provide specialist advice and mentoring to enterprises on the programme. We had supported 91 enterprises by the end of the period, working directly with them to develop their plans for growth and increased resilience. The SEGA programme also allowed us to upscale our programme of events. During the period we held 32 events, all aimed at providing information, inspiration and opportunities for networking and connection. Over the year there were 590 attendances at events which included netwalking, breakfast networking, lunchtime sharing, CPD sessions and social events. In addition, we held an annual social enterprise conference in November 2023 which was attended by 98 people. The event was live streamed for the first time, allowing a further 45 people to participate from outside of Sheffield City Centre. Our subscriber list continued to grow over the period. By the end of the year our newsletter was going out to more than 1,800 people across the city updating them on social enterprise news and opportunities. Over the period we continued to develop our connections with policy makers and other important stakeholders including nationally with Social Enterprise UK and through the Social Enterprise Places initiate. We continued our work as a partner in the group tasked with steering the process of developing the Sheffield City Goals, maintained our key role in the Sheffield VCS Leaders forum, and continued to participate in the steering group for Sheffield’s Food Partnership (ShefFood). We continued to advocate for social enterprise at every opportunity, including by working with Sheffield City Council to support their recruitment to a VCS Partner policy role.
As a membership body, we have strived to provide opportunities for people to shape and influence our work. We held an extensive consultation session for members as part of our AGM in May 2024, and provided opportunities for social enterprises to input and share their at all of our events over the period. As part of plans to relaunch our membership offer in the Autumn of 2024, we held a number of one to one consultation sessions with members where views were solicited on the direction of the network and the support required. The initial, in-depth diagnostic sessions held with individual enterprises as they began their journeys on the SEGA programme also proved to be a really useful way of gathering views and gaining insight into the needs of the sector, as did ad-hoc meetings with enterprises and potential members who met with us to find out more about the network. Over the period, in depth interviews continued to be carried out by the University of Sheffield as part of a major ongoing research piece looking at the state, impact and potential of the city’s social enterprise sector. Interviews also took place regularly by the independent evaluators of the SEGA programme. All this activity will provide some rich data on the support and development needs of the local sector. Consultation with key stakeholders in the city has remained key to our work, and we have continued to hold one to one meetings with SYMCA, Sheffield City Council, Business Sheffield, Sheffield Chamber of Commerce, both Universities and with members of the Social Enterprise Places steering group to ensure that our programmes are strategically aligned and that duplication is minimised, so as to maximise opportunities for growth of the social enterprise sector in the city.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
28 March 2025
And signed on behalf of the board by:
Name: Richard Kirtley
Status: Director