FLOURISH TOGETHER C.I.C.

Company limited by guarantee

Company Registration Number:
10465275 (England and Wales)

Unaudited statutory accounts for the year ended 30 November 2024

Period of accounts

Start date: 1 December 2023

End date: 30 November 2024

FLOURISH TOGETHER C.I.C.

Contents of the Financial Statements

for the Period Ended 30 November 2024

Profit and loss
Balance sheet
Additional notes
Balance sheet notes
Community Interest Report

FLOURISH TOGETHER C.I.C.

Profit And Loss Account

for the Period Ended 30 November 2024

2024 2023


£

£
Turnover: 32,859 20,388
Cost of sales: ( 15,277 ) 0
Gross profit(or loss): 17,582 20,388
Administrative expenses: ( 224,598 ) ( 127,140 )
Other operating income: 205,942 117,343
Operating profit(or loss): (1,074) 10,591
Profit(or loss) before tax: (1,074) 10,591
Tax: ( 1,697 )
Profit(or loss) for the financial year: (1,074) 8,894

FLOURISH TOGETHER C.I.C.

Balance sheet

As at 30 November 2024

Notes 2024 2023


£

£
Fixed assets
Tangible assets: 3 7,793 2,627
Total fixed assets: 7,793 2,627
Current assets
Debtors: 4 3,865 307
Cash at bank and in hand: 80,573 79,879
Total current assets: 84,438 80,186
Creditors: amounts falling due within one year: 5 ( 81,721 ) ( 60,255 )
Net current assets (liabilities): 2,717 19,931
Total assets less current liabilities: 10,510 22,558
Accruals and deferred income: ( 10,974 )
Total net assets (liabilities): 10,510 11,584
Members' funds
Profit and loss account: 10,510 11,584
Total members' funds: 10,510 11,584

The notes form part of these financial statements

FLOURISH TOGETHER C.I.C.

Balance sheet statements

For the year ending 30 November 2024 the company was entitled to exemption under section 477 of the Companies Act 2006 relating to small companies.

The members have not required the company to obtain an audit in accordance with section 476 of the Companies Act 2006.

The directors acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of accounts.

These accounts have been prepared and delivered in accordance with the provisions applicable to companies subject to the small companies regime.

This report was approved by the board of directors on 27 August 2025
and signed on behalf of the board by:

Name: MS NICKALA TORKINGTON SNAPE
Status: Director

The notes form part of these financial statements

FLOURISH TOGETHER C.I.C.

Notes to the Financial Statements

for the Period Ended 30 November 2024

  • 1. Accounting policies

    Basis of measurement and preparation

    These financial statements have been prepared in accordance with the provisions of Section 1A (Small Entities) of Financial Reporting Standard 102

    Turnover policy

    TURNOVER Turnover is measured at the fair value of the consideration received or receivable, net of discounts and value added taxes. Turnover includes revenue earned from the sale of goods and from the rendering of services. Turnover is reduced for estimated customer returns, rebates and other similar allowances. SALE OF GOODS Turnover from the sale of goods is recognised when the significant risks and rewards of ownership of the goods has transferred to the buyer. This is usually at the point that the customer has signed for the delivery of the goods. RENDERING OF SERVICES Turnover from the rendering of services is recognised by reference to the stage of completion of the contract. The stage of completion of a contract is measured by comparing the costs incurred for work performed to date to the total estimated contract costs. Turnover is only recognised to the extent of recoverable expenses when the outcome of a contract cannot be estimated reliably.

    Tangible fixed assets depreciation policy

    Tangible fixed assets are measured at cost less accumulated depreciation and any accumulated impairment losses. Depreciation is provided at rates calculated to write off the cost of the fixed assets, less their estimated residual value, over their expected useful lives on the following bases: PLANT & MACHINERY - 10 Years Straight Line FIXTURES & FITTINGS - 3 Years Straight Line COMPUTER EQUIPMENT - 4 Years Straight Line

    Other accounting policies

    TAXATION Income tax expense represents the sum of the tax currently payable and deferred tax. The tax currently payable is based on taxable surplus for the year. Taxable surplus differs from surplus as reported in the statement of comprehensive income because of items of income or expense that are taxable or deductible in other years and items that are never taxable or deductible. The company's liability for current tax is calculated using tax rates that have been enacted or substantively enacted by the end of the reporting period. Deferred tax is recognised on timing differences between the carrying amounts of assets and liabilities in the financial statements and the corresponding tax bases used in the computation of taxable surplus. Deferred tax liabilities are generally recognised for all taxable timing differences. Deferred tax assets are generally recognised for all deductible temporary differences to the extent that it is probable that taxable surplus will be available against which those deductible timing differences can be utilised. The carrying amount of deferred tax assets is reviewed at the end of each reporting period and reduced to the extent that it is no longer probable that sufficient taxable surplus will be available to allow all or part of the asset to be recovered. Deferred tax assets and liabilities are measured at the tax rates that are expected to apply in the period in which the liability is settled or the asset realised, based on tax rates (and tax laws) that have been enacted or substantively enacted by the end of the reporting period. Deferred tax liabilities are presented within provisions for liabilities and deferred tax assets within debtors. The measurement of deferred tax liabilities and assets reflect the tax consequences that would follow from the manner in which the Company expects, at the end of the reporting period, to recover or settle the carrying amount of its assets and liabilities. Current and deferred tax are recognised in surplus or deficit for the year, except when they relate to items that are recognised in other comprehensive income or directly in equity, in which case current and deferred tax are recognised in other comprehensive income or directly in equity respectively.

FLOURISH TOGETHER C.I.C.

Notes to the Financial Statements

for the Period Ended 30 November 2024

  • 2. Employees

    2024 2023
    Average number of employees during the period 4 0

FLOURISH TOGETHER C.I.C.

Notes to the Financial Statements

for the Period Ended 30 November 2024

3. Tangible assets

Land & buildings Plant & machinery Fixtures & fittings Office equipment Motor vehicles Total
Cost £ £ £ £ £ £
At 1 December 2023 2,133 1,061 0 3,194
Additions 2,273 5,624 7,897
Disposals
Revaluations
Transfers
At 30 November 2024 2,133 3,334 5,624 11,091
Depreciation
At 1 December 2023 213 354 0 567
Charge for year 214 1,111 1,406 2,731
On disposals
Other adjustments
At 30 November 2024 427 1,465 1,406 3,298
Net book value
At 30 November 2024 1,706 1,869 4,218 7,793
At 30 November 2023 1,920 707 0 2,627

FLOURISH TOGETHER C.I.C.

Notes to the Financial Statements

for the Period Ended 30 November 2024

4. Debtors

2024 2023
£ £
Trade debtors 1,728
Prepayments and accrued income 2,137 307
Total 3,865 307

FLOURISH TOGETHER C.I.C.

Notes to the Financial Statements

for the Period Ended 30 November 2024

5. Creditors: amounts falling due within one year note

2024 2023
£ £
Taxation and social security 4,167 1,701
Accruals and deferred income 74,613 55,613
Other creditors 2,941 2,941
Total 81,721 60,255

COMMUNITY INTEREST ANNUAL REPORT

FLOURISH TOGETHER C.I.C.

Company Number: 10465275 (England and Wales)

Year Ending: 30 November 2024

Company activities and impact

Company activities and impact 1st December 2023 – 30th Nov 2024 285 individuals (238 women (84%) and 46 men (16%)) were supported via a range of social enterprise events and activity across Greater Manchester last year. 52 wider events (32 of which happened at our Flourish Hubs) offered in excess of 158 hours of activities. These ranged from Digital Skills, Enterprise workshops, Civic Leadership webinars, SOUP events and Market Place activities as well as Wellbeing activities. In addition 152 people took part in a Time to Grow Social Enterprise Support Programmes offering more than 5,572 learner hours across the programmes. Time to Grow programmes combine technical social/enterprise and VCSE development knowledge, one to one coaching, mentoring, peer learning sessions, talks and specialist workshops as well as networking events. The Time to Grow Programmes were funded through NatWest, The National Lottery, The Workers Education Alliance and Salford CVS multiple events, with 34 (24%) of those accessing 3 support sessions or more. 32 different events and themed training workshops were offered during the year, with 3 events part of piloting and scoping the evolving Manchester Social Economy Alliance a new consortium we're developing in partnership with 12 agencies and specialists in Manchester to strengthen and diversify support for social enterprises and build a strong social economy in the area filling a longstanding gap. INTENSIVE SUPPORT Due to the funding and contracting landscape coming out of Europe and changes to the requirements of some of our existing commissioners there was a focus on Intensive Support in 2022 - 23. We didn't run 'Time to Grow' our flagship 9-12 month Social Enterprise Support Programme. Instead we worked with 42 people through Intensive Social Enterprise Support packages in the region of 8-16 hours per individual/organisation. Key backers of the intensive support were Manchester City Council, Nat West and the Growth Company. A total of 110 people (40% of total beneficiaries) accessed 121 support these were 102 (93%) women , 8 (7%) men plus 56 (51%) were from Racially Minoritised backgrounds SUPPORTING OTHERS TO SECURE FUNDING AND INVESTMENT Of the 110 people accessing intensive support 32 of them accessed bidwriting support and were supported to collectively apply for £509,000.00 and of that £457.000 was successfully secured across the group. In addition to growing our own organisation and team through and post Covid we are pleased to have build this growth in start up and emergent charities, community groups and social enterprise during the period. CORE PROGRAMMES – ENTERPRISE, INNOVATION, LEADERSHIP AND LEGACY BUILDING We resumed delivery of our Time to Grow programme and were backed by the WEA and Salford CVS to run 4 individual area programmes combining local in person sessions with a series of 10 online sessions with 94 people registered. This brought the wider areas together to build skills in social business planning, financial management, marketing and impact measurement. Each cohort benefitted from a local showcasing and networking event at the end of the programme alongside a Time to Grow marketplace attended by 45 people and including 10 marketplace stalls where all made sales, connections and promoted their organisations. Additionally we delivered a central mentor-a-thon (mentoring marathon) involving 32 people, including 10 mentors and 12 people accessed a sounding board and 8 secured seed funding totalling £1,850. We also ran 4 SOUP events collectively attended by 117 people, these were in partnership with Manchester Social Economy Alliance and 23 people (20 women, 3 men and 9 from racially marginalised backgrounds) pitched for cash and community support with 9 people securing seed funds totalling £2200.00. So a total of £4050 was invested in community seed fund from a range of sources. Place Based activities stimulating social enterprise activities and support in new areas were an area of focus A Summary of area based and focused activities: Stockport - from our Flourish Hub we ran a social enterprise cohort programme, a series of workshops and 1-2-1 support (30 people) Bury - in partnership with Happy Me communities we ran the Happy Me Happy Futures programme (24 people) offering Level 2/3 accredited 9-week course in Natural Beauty including work experience, 4 days of wellbeing programmes involving self reflection visioning future, mindfulness forest bathing, wellbeing & self care and Time to Grow Manchester - in partnership with ITC Cheetham we engaged 15 diverse women, supporting 9 women to access a fully funded 3 day Bootcamp Salford - in partnership with Salford CVS we engaged 22 diverse women on a 6 day social enterprise support programme over 9 months Across the programmes during the year we recorded 51 business/organisational start ups equating to one third of people who came on Time to Grow programmes/accessing intensive support FLOURISHING FRIDAYS whilst minimised due to our focus on Core Time to Grow programmes, we still ran 2 Flourishing Fridays with 32 people registered. These provided additional support, space for peer to peer connection and piloted a series of coworking days at our new Heaton Chapel Hub. WE LEAD FOR LEGACY Since launching the We Lead for Legacy Civic Leadership programme on November 23rd 2023, in partnership with She Leads for Legacy and Reform Radio, (commissioned by the GMCA) we have successfully supported 33 racially marginalised civic leaders from across all 10 boroughs of Greater Manchester: 45% were from black backgrounds, 33% South Asian, 10% Middle Eastern & 12% from other backgrounds including Thai & Argentinian with 33% being migrants or refugees to the UK; in terms of gender 75% were women & 25% men with 68% from VCSE backgrounds, 26% Public Sector & 6% from the Private Sector. The programme has had a significant impact on emerging and aspiring leaders from racially marginalised backgrounds - 95% of respondents reported that the programme helped them to feel that they could influence change with 85% reporting that they felt confident in their influencing skills (up from 55% at the start of the programme). 28% of participants had during the programme applied for, or secured, public appointments including trustee, political and board roles, while 34% moved into new positions with 16% being promoted and 20% reporting increased income. The programme also invested in community innovation, with 56% of participants accessing seed funding to progress new initiatives, including social action projects. HUB DEVELOPMENT: We grew our team and networks, hitting the milestone of having supported over 2000 women changemakers across Greater Manchester and the NW to date via our organisation and the growing need for premises, saw us evolve our Flourish Hub model. Flourish Together’s bid to become an Action Station via a scheme led by Northern Rail, Network Rail and Transport for GM and utilise a relatively redundant space above a station in Stockport was successful during this period, in terms of growing the number of people sharing the space from around 5 core people across 3 companies using the space last year, to 16 people across 4 companies using the space this year. The hub is helping to secure 1 full time post and provide new wellbeing and skills development services locally as well as new facilities. During the year 569 people accessed the space through events, training, wellbeing events, room hire and visiting organisations based at the space. This has created a blueprint and model and we have secured the opportunity to take on a second premises in Altrincham. Whilst this is a very different venue and will need a different business model it will be complementary to the Heaton Chapel Hub. WELLBEING: Over the past year we expanded our Careers in Holistic Health course running them in Stockport, Bury, Knutsford and Trafford. 55 women have been supported to train in a range of accredited holistic health and natural beauty courses. 100% achieved qualifications with 48 women (87%) achieving 3 qualifications at L2 and L3. 32 (58%) are from racially marginalised backgrounds, 17 have physical or mental health conditions, 15 are agreed 50+ and 7 are under 20 including a group Not in Employment, Education or Training. Investors in this work include the WEA via UKSPF/GMCA and local councils as well as local housing associations and individuals purchasing courses. Added impact and value from the programme are the free / affordable treatments offered to the community via the courses over the last year in the region of 781 hours of therapies if costed at £30 hour (a low estimate against market rate treatments) this equates to £23,430 of value in community wellbeing across the courses. During this period we developed a Wellbeing Retreat event model, to be run quarterly, which both showcases many Health and Wellbeing social ventures in our network, whilst offering much needed accessible health/ wellbeing support and therapies. 45 women attended these events experiencing yoga, meditation, self reflection and wider taster therapeutic experiences including Sound Baths Crystal therapy and Flower therapy. Plus 26 people accessed complimentary 30 minute holistic therapy treatments - at £20 these treatments equate to £520 of value. PURCHASING WITH PURPOSE Each year we aim to spend as much of our annual budget with VCSE organisations, social enterprises and women led business. This accounting year was no different with over 80% of our purchasing being spent in such a way as to create a ripple effect with our purchasing power and invest in the local and social economy as well as help support women start ups and evolving ventures.

Consultation with stakeholders

Including wider consultation activities, in excess of 450 organisations engaged with us during this period. Key stakeholders are beneficiaries of our programmes, intensive support and events. Plus wider partners, strategic leaders across Greater Manchester and the North West and our board of Directors. We have a range of funding and investment partners including Manchester City Council, Stockport Council, The WEA, Nat West, The National Lottery, Great Places Housing, Salford CVS, GMCA, and others. In tendering for a GMCA opportunity to create an innovative Civic Leadership programme for Racially Minoritised leaders we undertook consultation with the VCSE sector, grassroots organisation and diversity and inclusion leads across all 10 Boroughs of GM throughout the programme - this helped shape and inform wider work Thorough consultation with past Time to Grow participants helped us gather the data to pitch for WEA funding successfully in 3 areas to build solid programmes to demonstrate how we create truly ‘Inclusive Economies’ by offering better tailored support and opportunities to those furthest from the workplace and unlocking the talent of marginalised women, those with chronic health issues and additional needs. Through launching and opening the Flourish Hub we deepened consultation with the local community to inform the development of the Hub and the services/provision to be created. We’ve conducted 3 stakeholder events, attended by more than 50 people collectively since opening the Hub in Heaton Chapel. These were a combination of local residents, community groups, local businesses and VCSE support organisations. Plus we have carried out outreach with local schools, care homes and care support organisations. Directors meetings have taken place to review our governance as part of growing the organisation/team and inform the services, strategy and wider engagement opportunities.

Directors' remuneration

The only remuneration received by Directors are reported in the accounts.

Transfer of assets

No transfer of assets other than for full consideration

This report was approved by the board of directors on
27 August 2025

And signed on behalf of the board by:
Name: MS NICKALA TORKINGTON SNAPE
Status: Director