for the Period Ended 30 April 2025
| Directors report | |
| 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 30 April 2025
Directors
The directors shown below have held office during the whole of the period from
1 May 2024
to
30 April 2025
The director shown below has held office during the period of
1 May 2024
to
10 January 2025
The director shown below has held office during the period of
15 April 2025
to
30 April 2025
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
As at
| Notes | 2025 | 2024 | |
|---|---|---|---|
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£ |
£ |
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| Fixed assets | |||
| Tangible assets: | 3 |
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| Total fixed assets: |
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| Current assets | |||
| Debtors: | 4 |
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| Cash at bank and in hand: |
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| Total current assets: |
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| Creditors: amounts falling due within one year: | 5 |
(
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(
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| Net current assets (liabilities): |
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( |
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| Total assets less current liabilities: |
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( |
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| Total net assets (liabilities): |
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( |
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| Members' funds | |||
| Profit and loss account: |
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( |
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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 April 2025
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
for the Period Ended 30 April 2025
| 2025 | 2024 | |
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 30 April 2025
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
|---|---|---|---|---|---|---|
| Cost | £ | £ | £ | £ | £ | £ |
| At 1 May 2024 |
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| Additions |
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| Disposals | ||||||
| Revaluations | ||||||
| Transfers | ||||||
| At 30 April 2025 |
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| Depreciation | ||||||
| At 1 May 2024 | ||||||
| Charge for year | ||||||
| On disposals | ||||||
| Other adjustments | ||||||
| At 30 April 2025 | ||||||
| Net book value | ||||||
| At 30 April 2025 |
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| At 30 April 2024 |
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for the Period Ended 30 April 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Trade debtors |
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| Other debtors |
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| Total |
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for the Period Ended 30 April 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Trade creditors |
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| Taxation and social security |
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| Accruals and deferred income |
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| Total |
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At KBSK CIC, our mission is simple : To create safe, inclusive spaces where every child and young person , regardless of background, can thrive. Founded on the belief that the arts are a powerful tool for building confidence, we are committed to removing the barriers that prevent children from accessing meaningful opportunities. While the arts remain at the heart of everything we do, our services have significantly expanded to reflect the needs of the communities we serve. Today, KBSK provides: Mental health and wellbeing support . Food and crisis intervention for families experiencing financial hardship. Youth nights, social clubs, and early years programming. Leadership pathways and volunteering opportunities for young people Community health and wellbeing support through NHS-commissioned workers Safe spaces for marginalised children and young carers. A youth-led governance model that holds our leadership to account. Our mission is to respond rapidly and compassionately to the evolving needs of our community. Through everything we deliver, from food support to creative mentorship, we aim to provide preventive action, build resilience, and foster a sense of belonging for everyone that walks through our doors. KBSK is powered by empathy, equity, and youth voice. We give children the space, tools, and support they need to lead, because we believe the best way to build for the future is to listen to it. Above all, we believe every child matters and deserves the chance to feel safe, be heard, and succeed. “KBSK - FOR EVERY CHILD” This has improved lives by the following: - Increased access to the performing arts in areas of deprivation - Providing support and self esteem building - Performance opportunities - Safe spaces for young people - Supporting families during the cost of living Monthly Engagements: May 2024 - 805 June 2024 - 1152 July 2024 - 934 August 2024 -2,105 September 2024 - 1168 October 2024 - 1,316 November 2024 - 1199 December 2024 - 1,200 January 2025 - 1008 February 2025 - 1,400 March 2025 - 1459 April 2025 - 1,400 Total Engagements 12 month : 15,206
Our stakeholders are those that contribute towards our services and or are Impact ed in some way by our services, they include, The Directors, The Local Community, The Local Authority, Project Partners & Grant Providers. To enable us to achieve our objectives and to encourage continuous improvement within the organisation, we maintain regular lines of communication with all of the individuals or organisation who have contributed to or used our services. For example, a feedback form is sent to individuals who have participated in our training programmes, public consultations around key decisions on community projects and reports are produced upon the completion of a project to review its impact on the community and other stakeholders. Directors- The directors are one of our key stakeholders and without them the key activities of the CIC would not go ahead. To consult between the director’s quarterly meetings are held to discuss organisation growth and directions, as well as reflecting on feedback from other stakeholders in addition to making plans as to how the organisation can reach the desired beneficiaries and achieve the outlined benefits. The purpose of such meetings is to ensure that all directors decisions are fully informed by the views of the company’s intended beneficiaries. Additionally, we have a website that is continuously updated by directors, this has allowed the organisation to provide information on projects, key decision, etc. and on an accessible and informative platform available for all stakeholders to access. The Local Community and Service users: We believe that it is essential to get the opinions and views of our service users and the local community to allow us to better understand the impact of our project but also to enable us to have a clearer idea of areas for improvement to ensure we remain on track to achieving our outlined objectives. To enable clarification around such points, regular communication with said stakeholders has been essential to our success, this has included seeking feedback forms from those that have been involved in a project allowing us to reflect on how it have impacted the individuals involved. Additional, often key decision relating to project we are working on are put to the local community to decide in the form of a poll. Furthermore, our website is regularly updated to include contact details for our projects to allow stakeholders to get in touch and express their views. Such Varied and regular methods of communication has allowed us to develop our understanding of what does and doesn’t work for our stakeholders and where feedback has been positive, we’ve maintained that element.
The aggregate amount of emoluments paid to or receivable by directors in respect of qualifying services was £33,679. See page3 in the annual accounts year ending 30 April 2025. There were no other transactions or arrangements in connection with the remuneration of directors, or compensation for director’s loss of office, which require to be disclosed.
No transfer of assets other than for full consideration
This report was approved by the board of directors on
20 August 2025
And signed on behalf of the board by:
Name: Adrienne Dove Armstrong
Status: Director