for the Period Ended 30 June 2024
Balance sheet | |
Additional notes | |
Community Interest Report |
As at
Notes | 2024 | ||
---|---|---|---|
|
£ |
||
Fixed assets | |||
Intangible assets: |
|
||
Total fixed assets: |
|
||
Current assets | |||
Stocks: |
|
||
Total current assets: |
|
||
Prepayments and accrued income: |
|
||
Net current assets (liabilities): |
|
||
Total assets less current liabilities: |
|
||
Creditors: amounts falling due after more than one year: |
|
||
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
for the Period Ended 30 June 2024
2024 | ||
---|---|---|
Average number of employees during the period |
|
We propose establishing a weekly youth centre in the Royal Docks area of Newham to deliver a balanced programme of music training and professional self development. Our target audience is young people aged 16–21, primarily Black boys, who face disproportionate exclusion, stereotyping, and a lack of positive opportunities. This initiative addresses their urgent need for structured, supportive activities that foster personal growth, career aspirations, and confidence. The youth centre will offer DJ and sound engineering workshops alongside sessions focused on communication, teamwork, employability, and self-development. Participants will benefit from partnerships with London City Airport (Industry Day Visits to explore behind-the-scenes roles) and House FM (practical music mentoring). The project aims to equip young people with transferable skills, real-world career insights, and a renewed sense of belonging.
This project was developed after extensive consultation with 71 young people and their families in Custom House, Beckton, and Silvertown. Through surveys, informal conversations, and meetings with community stakeholders, we identified the urgent need for structured activities and professional development opportunities in these areas. Parents from estates such as Freemasons Road and Windsor Park repeatedly expressed concerns about their children’s safety and lack of positive engagement outside school. Young people told us they feel excluded and misunderstood, and they want programmes that address both their creative and professional aspirations. To ensure community ownership, we’ve partnered with local churches, House FM, and London City Airport, who will provide mentoring, hands-on opportunities, and career exposure. We will continue to involve parents and participants in regular feedback sessions and project reviews to keep the programme aligned with their needs.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
14 April 2025
And signed on behalf of the board by:
Name: Denis Agyeman
Status: Director