REGISTERED NUMBER: 12313466 (England and Wales)

REPORT OF THE DIRECTOR AND

UNAUDITED FINANCIAL STATEMENTS FOR THE PERIOD 1 DECEMBER 2023 TO 31 MARCH 2025

FOR

OAQGROVE LTD

Page

Company Information

1

Report of the Director

2

Income Statement

6

Statement of Financial Position

7

Notes to the Financial Statements

8

DIRECTOR:

Ms L Quinn

REGISTERED OFFICE:

17 Victoria Road East

Thornton Cleveleys

Lancashire

FY5 5HT

REGISTERED NUMBER:

12313466 (England and Wales)

ACCOUNTANTS:

Miller Roskell Limited

Chartered Certified Accountants

17 Victoria Road East

Thornton Cleveleys

Lancashire

FY5 5HT

The director presents her report with the financial statements of the company for the period 1 December 2023 to 31 March 2025.

REVIEW OF BUSINESS

Oaqgrove was created as a not for profit enterprise in November 2019. The name Oaqgrove has come from a number of influences, a place called Oakgrove, an interest in ancient history, a desire to always consider the natural environment and an ongoing rebellion against the norms of business, finance and accountancy. The 'q' in Oaqgrove makes it unique and happens to be the first letter of the last name of the founder.

Alongside many other enterprises, Oaqgrove has been established in a way that is intended to have a positive impact on the environment, to make a contribution to social causes and to create flexible and rewarding opportunities for those that join Oaqgrove.

Oaqgrove is born out of a passion for public service delivery and enabling resilient and thriving local communities. The whole point of building personal experience and skills is to put them to best effect. Making this effort a collective and collaborative experience is all the more powerful.

We will research and influence thinking where we feel we can add value and we will demonstrate the benefit and value of the support that we provide.

Our vision:

As the world wakes up to a fragile future, we see the public sector and local communities in the UK leading a sustainable way forward.

Oaqgrove is supporting this endeavour with passion and creativity. We are enabling deliverable solutions that transform lives locally. We are doing this by supporting inclusive and sustainable public sector strategies, plans, business cases and programmes.

Our values:

" Learn to improve

" Listen to engage

" Collaborate to deliver

" Tell a story to encourage

" Take action to include

" Contribute to sustain

" Enjoy to live

Our intention:

" We care about a sustainable future for public sector service delivery and the ability of local communities to transform their localities throughout the UK.

" As a learning organisation, we consistently develop and apply our skills and experience in diverse ways, to support public and community sectors in achieving this aim.

" As a not for profit enterprise, we are investing in our organisation's future capacity to support.

We will support:

" Inclusive and sustainable public sector business plans - safeguarding lives of residents.

" Meaningful public sector investment strategies - future-proofing local areas.

" Public sector resilience initiatives - making local communities resilient.

" Ethical public sector and community business cases - enabling local ownership of change.

We intend to:

" Operate sustainably as a not for profit enterprise - strengthening support for future needs.

" Positively contribute to social and environmental causes - doing our bit.

" Create inclusive, flexible, rewarding jobs - supporting individuals to collectively make a difference.

Our business set-up is as follows:

" 100% not for profit.

" Director salary set at level of last local government role (2009-2013) - £90,320.

" Annual salary increase aligned with local government pay increase (if appropriate in each business year).

" Annual charitable donation set at 1% of net surplus after tax or £500, whichever is greater (subject to annual review).

" Annual social value delivery set at 2 days per employee (subject to annual review).

" Business surplus invested in business to strengthen our support offer.

Our team is currently:

" Lisa Quinn - Founder and Director - experienced public sector leader

" Simon Gow - Associate - experienced public sector business planner

In our fifth business year we have achieved the following:

" We experienced a strong business year, close to business plan expectations, after using available reserves to get our new council farms initiative off the ground.

" The surplus investment of £50,000 in 22/23, supported by a Director salary break from July to November 2023 and a balancing Director salary reduction at the start of the 23/25 business period, was intended to strengthen the business position and this was a success leading into this new business year - it demonstrated the importance of building up a strong level of reserves in the early years of the business - we achieved all of the following in getting to this point:

¢ safeguarded our business

¢ strengthened our support offer

¢ widened our collaboration opportunities

¢ made space to join relevant public sector procurement and tendering portals

¢ built the Oaqgrove presence on LinkedIn

¢ strengthened our business plan in line with procurement and tendering portal requirements

" We also took the opportunity to align the Oaqgrove business year with the public sector business year, changing our year end from 30th November to 31st March - this resulted in an extended business period of 16-months, spanning from 1st December 2023 to 31st March 2025 - this also better supports fee alignment, avoiding in-year uplifts.

" Despite the success in the extended 23/25 business period, some of the reasons for the lack of opportunity-conversion in 22/23 persisted, requiring continual management of this risk - the main reasons being:

¢ client budget limitations

¢ inability of potential local government clients to take on proposed support

¢ delay in work commencement

¢ client need to abort work

" We achieved a surplus of £3,255, with a final surplus investment of £2,745 following an application of reserves of £6,000 to cover additional consultancy costs, invested to progress our new council farms initiative.

" Our turnover was £209,022 against what we thought was a reasonable original target of £240,000, based on the outcome of the previous three business years and considering the 16-month business period - this outcome will inform the new 5-year business plan cycle from 25/26.

" We completed capital strategy support for a Police and Crime Commissioner, in association with the Link Group (providing strategic financial planning support to the public sector).

" We joined a major collaborative consortium led by Arup (a leading place-making company), making a significant contribution to the Government's Delivery Associates Network from the end of November 2023 - this work continued throughout the 23/25 business year, supporting local grant recipients with project delivery across all major Government funding programmes.

" We provided business case support to a London borough, for a local regeneration project - we provided initial support for this project, up to the borough having to make a major change in approach - we then provided support for making the business case for an alternative approach.

" We provided capital strategy support for a London borough, although this was aborted by the council part way through delivery - this was due to local financial constraints.

" We commenced business case support to a Welsh local authority for a local social housing and multi-agency hub development project, right at the end of the business year - this support will continue throughout the 25/26 business year.

" We established a council farms initiative in the early part of the business year, with support from Juliet Blackburn Consulting Ltd - the aim of the initiative is to enable local authorities to achieve the recommendations in the Campaign for the Protection of Rural England (CPRE) report, Reimagining council farms: a vision for 2040 - the overall aim is to halt the decline in council farm estates due to local authority sell-off and increase the acreage of council farm estates over time - Oaqgrove is collaborating with Shared Assets, Mission Economics and Charles Coates, a leading expert in council farm estate management, in this endeavour, which continues into the 25/26 business year - the consortium of like-minded businesses is seeking funding and a pilot local authority for this initiative, as a means of enabling a wider take-up across England and hopefully beyond - Oaqgrove invested £6,000 of reserves in this initiative during this business year.

" We will donate £500 to the Woodland Trust, again chosen as the Oaqgrove charity in its fifth and extended business year due to its tireless effort to support the UK in combating climate change and protecting and restoring ecosystems.

Our social ethos - we aim to:

" Collaborate with like-minded organisations and businesses

" Give to charities annually where we identify with the cause

" Create inclusive, flexible, and rewarding jobs

" Identify opportunities to contribute social value annually

" Evidence social value for all support and business delivery

Our environmental ethos - we strive to:

" Minimise plastic and metal products

" Reuse / recycle where possible

" Be a paperless enterprise

" Be a remote working organisation

" Make our travel green and economical, if needed

" Achieve net zero carbon by 2025

" Evidence environmental performance for all support and business delivery

Social Value and Environmental Performance Framework

We have taken steps to enable the evaluation of our social value and environmental performance in our service and business delivery, with the identification of measurable actions.

Social value actions:

" Establish working relationships with like-minded organisations, to share good practice and increase our collective impact through our engagements.

" Ensure social value is at the heart of all support delivery, by only identifying opportunities that meet our social and environmental ethos.

" Prioritise suppliers that share and demonstrate social value goals aligned with our own, and prioritise small businesses based in the UK to support economic resilience and sustainability.

" Support charities where we identify with the cause and other organisations with similar social value aims.

" Create inclusive, flexible and rewarding jobs.

Environmental actions:

" Establish working relationships with like-minded organisations, to share environmental thinking and increase our collective influence through our engagements.

" Ensure environmental concerns are at the heart of all support delivery, by only pursuing opportunities that meet our social and environmental ethos.

" Prioritise suppliers that share and demonstrate environmental goals aligned with our own.

" Minimise the use of paper, plastic, and metals through our work activities.

" Limit greenhouse gas emissions associated with our work activities, with a view to being a net-zero carbon emission organisation.

Social Value and Environmental Performance 2023/25

Our social value and environmental performance in our service and business delivery during 2023/25 has been measured against our identified measurable actions.

Social value performance:

" We continued strong working relationships with Nichols Group, MUFG (formerly Link Group), Arup and Radics Consulting, and we formed new working relationships with Juliet Blackburn Consulting Ltd, Shared Assets, Charles Coates and Mission Economics - all are like-minded organisations and individuals.

" Social value was at the heart of all support delivery for this extended business year - the government programme, business case and capital strategy support were aimed at local government and local grant recipient project delivery.

" Our collaborators/sub-contractors share and demonstrate social value goals aligned with our own - they are small businesses or individuals based in the UK.

" We donated £500 to the Woodland Trust, continuing our support for their tireless efforts to support the UK in combating climate change and protecting and restoring ecosystems.

" We continue to resource on a contract basis, applying the principles of inclusivity, flexibility and rewarding work to our valued working relationships.

Environmental performance:

" Our continuing and new working relationships with like-minded organisations very much focused on environmental thinking and influence during this extended business year - particularly the establishment of our council farms initiative, collaborating with Juliet Blackburn Consulting Ltd, Shared Assets, Charles Coates and Mission Economics.

" Environmental concerns were at the heart of all support delivery for this extended business year - we have ensured that environmental factors have been taken into consideration when considering all new opportunities.

" Our collaborators and sub-contractors share and demonstrate environmental goals aligned with our own - we also switched to Ecosia web browser due to its environmental focus.

" We have minimised the use of paper, plastic, and metals through our work activities - laptop used for business purposes in use since 2019 and the only paper handled by the business was limited incoming post.

" Greenhouse gas emissions associated with work activities from home have been minimised through home improvements to date.

Director, Lisa Quinn

26th August 2025

DIRECTOR

Ms L Quinn held office during the whole of the period from 1 December 2023 to the date of this report.

This report has been prepared in accordance with the provisions of Part 15 of the Companies Act 2006 relating to small companies.

ON BEHALF OF THE BOARD:

Ms L Quinn - Director

4 September 2025

TURNOVER

209,022

74,295

Cost of sales

73,272

56,595

GROSS SURPLUS

135,750

17,700

Administrative expenses

138,597

71,378

OPERATING DEFICIT

4

(2,847

)

(53,678

)

Interest receivable and similar income

100

11

DEFICIT BEFORE TAXATION

(2,747

)

(53,667

)

Tax on deficit

(67

)

(2,301

)

DEFICIT FOR THE FINANCIAL PERIOD

(2,680

)

(51,366

)

FIXED ASSETS

Tangible assets

5

241

351

CURRENT ASSETS

Stocks

18,945

10,626

Debtors

6

14,563

3,302

Cash at bank

42,657

56,661

76,165

70,589

CREDITORS

Amounts falling due within one year

7

16,983

8,770

NET CURRENT ASSETS

59,182

61,819

TOTAL ASSETS LESS CURRENT LIABILITIES

59,423

62,170

PROVISIONS FOR LIABILITIES

-

67

NET ASSETS

59,423

62,103

RESERVES

Income and expenditure account

59,423

62,103

59,423

62,103

The company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the period ended 31 March 2025.

The members have not required the company to obtain an audit of its financial statements for the period ended 31 March 2025 in accordance with Section 476 of the Companies Act 2006.

The director acknowledges her responsibilities for:

(a)	ensuring that the company keeps accounting records which comply with Sections 386 and 387 of the Companies Act 2006 and

(b)

preparing financial statements which give a true and fair view of the state of affairs of the company as at the end of each financial year and of its surplus or deficit for each financial year in accordance with the requirements of Sections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to financial statements, so far as applicable to the company.

The financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies regime.

The financial statements were approved by the director and authorised for issue on 4 September 2025 and were signed by:

Ms L Quinn - Director

1.	STATUTORY INFORMATION

OAQGROVE LTD is a private company, limited by guarantee , registered in England and Wales. The company's registered number and registered office address can be found on the Company Information page.

2.	ACCOUNTING POLICIES

Basis of preparing the financial statements

These financial statements have been prepared in accordance with Financial Reporting Standard 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland" including the provisions of Section 1A "Small Entities" and the Companies Act 2006. The financial statements have been prepared under the historical cost convention.

Turnover

Turnover is measured at the fair value of the consideration received or receivable, excluding discounts, rebates, value added tax and other sales taxes.

Tangible fixed assets

Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life.

Stocks

Work in progress is valued at the lower of cost and net realisable value.

Cost is calculated using the first-in, first-out method and includes all purchase, transport, and handling costs in bringing stocks to their present location and condition.

Taxation

Taxation for the period comprises current and deferred tax. Tax is recognised in the Income Statement, except to the extent that it relates to items recognised in other comprehensive income or directly in equity.

Current or deferred taxation assets and liabilities are not discounted.

Current tax is recognised at the amount of tax payable using the tax rates and laws that have been enacted or substantively enacted by the statement of financial position date.

Deferred tax

Deferred tax is recognised in respect of all timing differences that have originated but not reversed at the statement of financial position date.

Timing differences arise from the inclusion of income and expenses in tax assessments in periods different from those in which they are recognised in financial statements. Deferred tax is measured using tax rates and laws that have been enacted or substantively enacted by the period end and that are expected to apply to the reversal of the timing difference.

Unrelieved tax losses and other deferred tax assets are recognised only to the extent that it is probable that they will be recovered against the reversal of deferred tax liabilities or other future taxable profits.

3.	EMPLOYEES AND DIRECTORS

The average number of employees during the period was 1 (2023 - 1 ) .

4.	OPERATING DEFICIT

The operating deficit is stated after charging:

Period

1/12/23

to

Year ended

31/3/25

30/11/23

£

£

Depreciation - owned assets

110

117

5.	TANGIBLE FIXED ASSETS

Computer

equipment

£

COST

At 1 December 2023

and 31 March 2025

1,124

DEPRECIATION

At 1 December 2023

773

Charge for period

110

At 31 March 2025

883

NET BOOK VALUE

At 31 March 2025

241

At 30 November 2023

351

6.

DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

2025

2023

£

£

Trade debtors

13,200

-

Other debtors

1,363

3,302

14,563

3,302

7.

CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

2025

2023

£

£

Taxation and social security

13,658

3,597

Other creditors

3,325

5,173

16,983

8,770