for the Period Ended 31 December 2024
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| Balance sheet | |
| Additional notes | |
| Community Interest Report |
for the Period Ended
| 15 months to 31 December 2024 | ||
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| Notes | 15 months to 31 December 2024 | ||
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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 December 2024
Basis of measurement and preparation
for the Period Ended 31 December 2024
| 15 months to 31 December 2024 | ||
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| Average number of employees during the period |
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Cholsey Village CIC took over the management and development of three strands of work which had previously been administered by the Parish Council: The Cholsey Children's Centre ('The Happy Hub'), the Youth Club, and the Mental Health Support Worker. The Happy Hub has really taken off. With the introduction of clearer management structures, the development of the social media activity to publicise what the Hub does, and the development of a hiring capacity to help meet the costs of staffing and upkeep, the Hub has gone from strength to strength and is now full most days. It provides a much needed service at a cost within the reach of all villagers. There are plans to develop additional provision for younger children with special educational needs for whom the hustle and bustle of a full Hub is a little too much. The Youth Club has been moribund, after several attempts to kick start it, and we decided to act as a broker for activities which teenagers were already attending elsewhere but not within the village. We now have busy teen yoga and gymnastic sessions every work, fencing for beginners, ad hoc cookery classes and various Lego-related activities. We have started to discuss the longer term with other groups in the area to offer a range of outdoor activities with or under them. The one area which has not succeeded has been the Mental Health Support work. We put a great deal of work into trying to help it succeed, but in the end had to accept professional advice that we were not properly resourced to deliver what was needed, and that there was suitable provision with available transport in Didcot. When the worker left we decided not to appoint a replacement, but instead to direct any people who asked for this kind of support to suitable local alternatives. All in all, a successful first year and a good basis for further development.
The Mental Health Support work is a good example, even though it led to the closure of this part of the brief. We talked at length to the small number of regular attendees to elicit what they wanted and whether there were alternatives within the village and elsewhere. We also had very productive discussions with Restore and Ridgeway in Didcot, and created useful links with Restore. As far as the Youth Services were concerned, we spoke to many of the young people who would fit the catchment group, and tried to provide what they seemed to think would be worthwhile other than the traditional format. Sometimes this has worked well, the gymnastics being a really good example, and sometimes not - we tried to set up Nerf gun sessions after many requests and apparent demand, but when we organised them they failed to take off. The same happened with the fencing, a much lower take up rate than we would have anticipated. The Happy Hub, as ever, provides the most successful outcomes from consultation, with themed days requested by users after the success of a number of experiments, and new ranges of equipment to facilitate soft play and interaction. The challenge in Cholsey is to dovetail what we offer with a substantial amount of existing provision, especially for teenagers where the football club and cricket club count well into the hundreds of attendees. We use our social media contacts and also our reach through other village organisations, such as Cholsey Volunteers, to respond to suggestions and requests from the community.
One of the directors undertook development and management work for the CIC and was paid £4680 for duties over this period. Without this input, undertaken with the approval of the other two directors and the Advisory Board, the CIC could not have developed as it did.
No transfer of assets other than for full consideration
This report was approved by the board of directors on
5 March 2025
And signed on behalf of the board by:
Name: John Wheeler
Status: Director