for the Period Ended 31 March 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 March 2024
Directors
The directors shown below have held office during the whole of the period from
1 April 2023
to
31 March 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
2024 | 2023 | |
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£ |
£ |
Turnover: |
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Cost of sales: |
(
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(
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Gross profit(or loss): |
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Administrative expenses: |
(
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(
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Other operating income: |
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Operating profit(or loss): |
( |
( |
Interest payable and similar charges: |
(
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Profit(or loss) before tax: |
( |
( |
Tax: |
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Profit(or loss) for the financial year: |
( |
( |
As at
Notes | 2024 | 2023 | |
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£ |
£ |
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Fixed assets | |||
Intangible assets: |
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Tangible assets: |
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Investments: |
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Total fixed assets: |
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Current assets | |||
Stocks: |
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Debtors: | 3 |
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Cash at bank and in hand: |
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Investments: |
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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: | 4 |
(
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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: |
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Provision for liabilities: |
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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
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 March 2024
Basis of measurement and preparation
Turnover policy
for the Period Ended 31 March 2024
2024 | 2023 | |
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Average number of employees during the period |
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for the Period Ended 31 March 2024
2024 | 2023 | |
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£ | £ | |
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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Debtors due after more than one year: |
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for the Period Ended 31 March 2024
2024 | 2023 | |
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£ | £ | |
Bank loans and overdrafts |
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Amounts due under finance leases and hire purchase contracts |
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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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Support and Match CIC provides live-in companions to people who have support needs so they can live more independently. These individuals may be elderly, experiencing Dementia, or living with physical or mental disabilities. We match companions, often those in need of affordable accommodation due to financial constraints,with householders who require support and companionship. In exchange for providing regular assistance and social interaction, companions benefit from affordable housing in the home of the person needing support. During this financial year, Support&Match CIC has successfully facilitated a significant number of these supportive housing arrangements, delivering mutual benefits: individuals and families receive in-home support that fosters independent living, companions secure stable accommodation, and local authorities experience reduced care costs. We operate the Homeshare programme and other supportive housing initiatives, as detailed on our website (www.supportmatch.co.uk). We are currently working with NHS Southwest England, Cornwall Council, and other local authorities and community well-being organizations to address pressing needs related to accommodation, support, and housing. As part of our collaboration with the NHS, we identify householders and homeowners willing to offer NHS doctors, medical students, and social care workers affordable accommodation in their homes. Through these efforts, we aim to alleviate the housing pressures faced by medical professionals and care workers. Areas of Impact in Communities (Support and Match CIC): Expanding Access to Housing: Unlocking housing stock that might otherwise remain unavailable. Affordable In-Home Support: Making it possible for seniors or vulnerable individuals to remain at home with a companion who can assist with daily tasks. Reducing Pressure on Care Services: Easing the demand on social and healthcare services by providing an alternative, cost-effective support solution. Supporting Workforce Mobility: Facilitating the relocation and job acceptance of individuals affected by accommodation shortages (e.g., NHS and social care staff). Building Stronger Communities: Cultivating meaningful relationships that promote a sense of connection and intergenerational understanding. Raising Awareness: Championing community-based support models that create social impact. Encouraging Intergenerational Living: Fostering mutual support between different age groups, contributing to social cohesion. Combating Loneliness: Helping vulnerable individuals avoid isolation and improve their mental and emotional well-being. Supporting Mental Wellbeing: Offering stability and companionship for those experiencing mental health challenges. Looking ahead, we plan to extend this model further across the UK to reach more people, encourage wider take-up among local authorities, and continue addressing the growing need for both affordable housing and comprehensive support services.
Its members: Sibel Whitehead & Zaira De Novellis whose work for the CIC encourages the other stakeholders such as the local community and councils in helping the CIC achieve its targets and deliverables as set out in Part 1. The company’s stakeholders include: Our members (Directors/Founders), who guide the overall vision and operations of the CIC. Local communities, including the individuals who require support, their families, and companions who provide that support. NHS and local authority partners, such as Cornwall Council and other councils, with whom we coordinate to align our Homeshare offerings with community needs. Charitable and community well-being organizations that collaborate with us to increase awareness and accessibility of our services. How We Consult: We engage in regular communication with local authority representatives, participating in periodic reviews and discussions about evolving housing and care needs. We gather feedback from both householders and companions through surveys and follow-up calls, enabling us to refine our matching process and improve support services. We hold occasional focus groups or feedback sessions with community and healthcare stakeholders to ensure our services continue to address pressing local challenges. Actions Taken: After receiving input on the importance of rural outreach, we have actively increased our recruitment of householders in more remote areas, ensuring that isolated or vulnerable individuals can benefit from our services. We have also adapted our communication materials to better educate companions and householders about Homeshare’s benefits, reflecting insights from stakeholder feedback about the need for clarity on mutual responsibilities and expectations.
Please refer to the submitted accounts for Support and Match CIC for details of directors’ remuneration. We confirm there were no other transactions or arrangements in connection with the remuneration of directors, or compensation for directors’ loss of office, which require disclosure.
No transfer of assets other than for full consideration
This report was approved by the board of directors on
1 April 2024
And signed on behalf of the board by:
Name: Zaira de Novellis
Status: Director