for the Period Ended 31 July 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 | |||
Tangible assets: | 3 |
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Total fixed assets: |
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Current assets | |||
Debtors: | 4 |
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Cash at bank and in hand: |
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Total current assets: |
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Prepayments and accrued income: |
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Creditors: amounts falling due within one year: | 5 |
(
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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: | 6 |
(
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(
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Accruals and deferred income: |
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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 31 July 2024
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
for the Period Ended 31 July 2024
2024 | 2023 | |
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Average number of employees during the period |
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for the Period Ended 31 July 2024
Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
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Cost | £ | £ | £ | £ | £ | £ |
At 1 August 2023 |
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Additions | ||||||
Disposals | ||||||
Revaluations | ||||||
Transfers | ||||||
At 31 July 2024 |
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Depreciation | ||||||
At 1 August 2023 |
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Charge for year |
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On disposals | ||||||
Other adjustments | ||||||
At 31 July 2024 |
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Net book value | ||||||
At 31 July 2024 |
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At 31 July 2023 |
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for the Period Ended 31 July 2024
2024 | 2023 | |
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£ | £ | |
Trade debtors |
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Total |
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for the Period Ended 31 July 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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Other creditors |
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Total |
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for the Period Ended 31 July 2024
2024 | 2023 | |
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£ | £ | |
Bank loans and overdrafts |
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Total |
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During a challenging year, we continued to support children and young people through outdoor education and wellbeing activities. Key achievements include: Providing specialist Forest School sessions for children with additional needs in local schools in South Gloucestershire, Bristol and Newport, supporting their social, emotional, and physical development. Running after-school clubs and Forest School sessions in green spaces to promote wellbeing. Delivering Holiday Activities and Food (HAF) groups during Easter, Christmas, and Summer holidays, providing healthy meals and enriching activities for children eligible for free school meals. Supporting children with SEMH needs through Southmead Explorers, in partnership with Southmead Development Trust. Expanding activities in Newport, Wales, funded by the Shared Prosperity Fund. Recruiting new team members for the Newport team. Co-delivering the Freedom Club programme for autistic teenage girls, in partnership with Neon Daisy and funded by Bristol City Council. Continuing the Woodland Dungeons and Dragons group for a second year to support social skills development. Hosting a second cohort of Occupational Therapy students from UWE on placement. Recruiting and training new staff and offering traineeships supported by Quartet funding. Despite health challenges and staffing changes, we maintained and strengthened our services to meet local needs. We also developed new links with local organisations and built stronger referral pathways to ensure families received the support they needed.
Our Board of Directors and team are made up of individuals from the local community, many of whom share similar needs and lived experiences with the families we support. This connection allows us to approach our work with genuine empathy and a deep understanding of the challenges faced by families raising children with additional needs. Several of our team members and Directors have personal experience of mental health struggles, neurodiversity, and financial hardship. This insight enables us to design programs that are truly responsive to the unique circumstances of the families we serve. Our leadership and staff have firsthand knowledge of the local area, including barriers faced by families from low-income neighbourhoods, such as limited access to mental health services and increased social isolation. This shared background fosters trust between our organisation and the community, ensuring families feel understood and respected. It also informs the creation of neuro-affirmative, trauma-informed, and inclusive spaces where families feel welcomed and supported. In addition to drawing on lived experience, we formally consult with families through annual questionnaires and end-of-project feedback forms. This feedback is used both to meet funders’ monitoring and evaluation requirements and to inform the planning and delivery of future projects. Listening to families in this way helps us ensure our services remain practical, culturally appropriate, and responsive to the evolving needs of the community.
The total amount paid to or receivable by directors in respect of qualifying services was £37,499. There were no other transactions or arrangements in connection with the remuneration of directors, or compensation for director's loss of office, which are required to be disclosed
No transfer of assets other than for full consideration
This report was approved by the board of directors on
9 April 2025
And signed on behalf of the board by:
Name: Nicola Musa
Status: Director