for the Period Ended 30 November 2024
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| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
for the Period Ended
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As at
| Notes | 2024 | 2023 | |
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| Debtors: | 3 |
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| Creditors: amounts falling due within one year: | 4 |
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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 30 November 2024
Basis of measurement and preparation
for the Period Ended 30 November 2024
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| Average number of employees during the period |
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for the Period Ended 30 November 2024
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for the Period Ended 30 November 2024
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To deliver Leadership Summit and one course/activity every two months This year has been one of learning and discovery in terms of our core market for leadership training. On reflection our plans to deliver training was very ambitious and we began the year with the decision to invest our reserves to test out the viability of continuing with our core offer – Inclusive Leadership training. There has been a 24-year gap in this type of training for our stakeholder market and we wanted to use the year to test whether or not we should continue and evaluate our training pathway. To assist us with this action we appointed an external administrative assistant to help manage the expected workload and efforts required for social media marketing. We began the year with one course in February 2024 recruiting the minimum number of delegates to break even, but take up was very slow and we had a rolling agreement with the training venue and subsequently postponed dates for April 2024 and June 2024 and then went ahead with a heavily subsidised course in October 2024, again with a minimum number of delegates. In consultation with stakeholders and our network of client organisations following a financial review in Month 6 (May 2024), it was clear that our sales offer was not attractive and prices were too challenging for individuals to cover without their employers stepping in to cover the costs. We made the decision to terminate our agreement with the administration assistant. Alongside this, we made an application for approval of our courses by The Institute of Leadership, whilst this was approved an announced in June 2024, it did not create an immediate uplift in sales. We had an overall overspend of £14k for the year less sales due to less demand and the fees for Institute Approval that were not in the original budget. Our cash balance at year end (30th November 2024) was £1.5k Despite all this, the feedback we received from course delegates told us that we had a unique and highly valued offer. (from both courses in 2024 we scored 100% for course delivery, 50% very good, and 50% excellent for facilitation with 100% intending to take up further training with us) Towards the end of the year, we revised our sales offer for the courses and approached our network again so that by the middle of Q1 for following year we had secured two key pledges to commit to training for 2025. Alongside the challenges we had with our leadership programme, we were able to deliver on the following: UK Deaf Leadership Summit – In 2024, we have delivered three 1-hour webinars with a total of 240 people attending . This year our speakers were from the Australia(x2), and Ireland. All our webinars are recorded and are available on our website and You Tube This year our recordings have attracted 690 live and recorded viewings (5% increase on the previous year) and 2,672 in total to date (an annual increase of 32%). Our bespoke consultancy delivered: Money Matters workshops (x 6) for Cardiff Deaf Youth Club Trustee training consultation for York District Deaf Society In exchange for free volunteer training BSL Celebrations gave us free keynote speaking space at their event in Manchester April 2024 BSL Fix were sub-contracted to provide BSL videos for Leicester Cathedral Inclusive Leadership Training Programme: Part 1 and 2 approved by The Institute of Leadership (June 2024) Delivered Part 1 Working in Inclusive teams, February 2024 Part 1 training in April 2024 was cancelled and moved to October 2024 to allow a longer recruitment period. The training went ahead in October 2024 but only 9 delegates, with very low uptake despite being heavily subsidised. Part 2 was postponed to 2025 as we had insufficient numbers in Part 1 for the year UK Deaf Sport training programme: Safeguarding delivered x 2 (24 participants), other courses x 2 cancelled. Approval from SkillsBuilder to monetise any activities we develop using the SkillsBuilder framework. Skills Builder Academy page was drafted for our website with the view to testing market appetite from Q1 2024/25. The Association of BSL teachers & Assessors approached us to provide mentoring training for their membership, we agreed to manage a pilot mentoring system using a free site and generated interest for a permanent provision to be developed in 2024/25 by Beta testing with a new bespoke website build based on feedback from the pilot. ABSLTA also asked for Fundraising training – discussions carried over into 2024/25
ILTP consultation with stakeholder clients and organisations – Q1 take up of training was very slow and we had minimum numbers. Everyone’s place was paid for by employers but considered too expensive for individuals to self-fund, we decided to offer a 20% discount for the remainder of the year. At the end of Q2, we held a risk assessment meeting: Recruitment from marketing was weak and we sought external advice on this to improve our conversion rate. Directors’ decision making was quick as people were giving more of their time We agreed to release our freelancing Administrator from our agreement Strategy to speak directly to CEOs or MDs of network organisations to encourage ILTP recruitment We agreed to subsidise Part 1 training When developing our bespoke training and consultations, we carry out training needs analysis with the stakeholder organisations to determine how best to meet their needs. At the end of each training session, our delegates are being asked to complete a feedback form, and this informs us and our stakeholder organisations as to the outcomes. With permission from individuals, we share names and emails with organisations where we are licensed (UK Coaching, Buddle) to deliver their training, this informs them of the number of people who have completed training and enables the necessary certification to be awarded where appropriate. As of June 2025, our decision to invest some of our reserves into the Inclusive Leadership training programme resulted in 40 people attending Part 1 and 30 people attending Part 2 training this will be reported in our 2024/25 Social Audit.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
25 June 2025
And signed on behalf of the board by:
Name: Stuart Harrison
Status: Director