for the Period Ended 30 November 2024
Balance sheet | |
Additional notes | |
Balance sheet notes | |
Community Interest Report |
As at
Notes | 2024 | 13 months to 30 November 2023 | |
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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: |
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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: | 3 |
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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
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 November 2024
Basis of measurement and preparation
for the Period Ended 30 November 2024
2024 | 13 months to 30 November 2023 | |
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Average number of employees during the period |
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for the Period Ended 30 November 2024
2024 | 13 months to 30 November 2023 | |
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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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Over the past 12 months, Getting Clean CIC has continued to grow its reach and deepen its impact through a variety of recovery-led and environmentally focused initiatives. Our mission is centred on using the power of lived experience, combining peer support with practical, community-based action that empowers individuals in recovery and brings lasting benefit to the places they live. Our core programmes offer structured, hands-on opportunities for people in recovery to gain skills, purpose, and confidence through meaningful work. Our community of over 50 active members regularly engage in workshops, outreach, and enterprise initiatives. Over the course of the year, our volunteer members contributed over 3,000 hours of engagement in activities, including: Therapeutic soap-making workshops Community clean-up operations Residential repair and decorating tasks for vulnerable citizens Environmental regeneration projects such as rewilding & conservation Each of these projects is co-designed and delivered by individuals in recovery, turning lived experience into leadership. This model not only supports skill-building and personal development but also helps to reduce isolation and create a sense of belonging. Through this participation, individuals gain experience in areas such as teamwork, production, and workplace health and safety. Beyond technical skills, participants report improved self-worth, stronger routines, and deeper connections with others. Our approach supports the development of recovery capital: the personal, social, and environmental resources that make sustained change possible. Our social enterprise continues to gain momentum, with our handmade Soap with Hope products becoming a symbol of transformation and purpose. Participants are involved in every step of production, from making and packing soap to selling at community stalls. This helps us to build transferable skills and to combat stigma by sharing recovery journeys with the public. Income from soap sales is reinvested into the organisation, funding further development opportunities for members and increasing our long-term sustainability. During our 2nd year of operation, we delivered a range of hands-on community improvement projects, led by our volunteer workforce. These included garden makeovers for vulnerable residents, litter picks, and transforming neglected spaces into safer, more welcoming environments. These initiatives have had wide-reaching effects, enhancing individual wellbeing, promoting community pride, and building trust between people in recovery and their local neighbourhoods. Volunteers consistently report a sense of purpose and personal growth as they see the real-world impact of their work. People in recovery aren’t just taking part; they’re helping shape our operations. This year, we’ve made a real effort to listen more closely to what our members need and what’s working for them. We’ve done this through post-session surveys and weekly check-ins, which give people a chance to share feedback, raise concerns, or suggest ideas. Recognising the broader challenges faced by our members, we have also introduced practical support initiatives to reduce financial stress and help individuals stay focused on their recovery goals (this includes vouchers for groceries and basic household assistance). This approach strengthens engagement and reinforces the trust placed in us by our community. Over the course of the year, Getting Clean was successful in acquiring a total of £99,408.34 in grants from a variety of organisations to help us deliver on our company objectives. This included a £25,000 grant from Bates Wells, as part of Getting Clean winning the Stephen Lloyd award. This grant allowed us to move a number of volunteers into paid employment. As we move into the next phase of our development, Getting Clean CIC remains rooted in its values: recovery empowerment, community connection, and meaningful environmental action. We will continue to scale our impact by: Deepening partnerships with local agencies and third sector organisations Growing our base of volunteers Moving more of our members into paid employment Strengthening monitoring and evaluation to better capture impact Through collaboration, compassion, and creativity, we are building a stronger, healthier, and more inclusive Leeds.
No consultation with stakeholders
NA
No transfer of assets other than for full consideration
This report was approved by the board of directors on
3 June 2025
And signed on behalf of the board by:
Name: Richard Ives
Status: Director