for the Period Ended 31 December 2024
| 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 31 December 2024
Directors
The directors shown below have held office during the whole of the period from
1 April 2024
to
31 December 2024
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 | 31 December 2024 | 31 March 2024 | |
|---|---|---|---|
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£ |
£ |
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| Fixed assets | |||
| Intangible assets: |
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| Tangible assets: | 3 |
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| Investments: |
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| Total fixed assets: |
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| Current assets | |||
| Stocks: |
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| 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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| Net current assets (liabilities): |
( |
( |
|
| Total assets less current liabilities: |
( |
( |
|
| Total net assets (liabilities): |
( |
( |
|
| Members' funds | |||
| Profit and loss account: |
( |
( |
|
| Total members' funds: |
( |
( |
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 31 December 2024
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
Other accounting policies
for the Period Ended 31 December 2024
| 31 December 2024 | 31 March 2024 | |
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 31 December 2024
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
|---|---|---|---|---|---|---|
| Cost | £ | £ | £ | £ | £ | £ |
| At 1 April 2024 |
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| Additions | ||||||
| Disposals | ||||||
| Revaluations | ||||||
| Transfers | ||||||
| At 31 December 2024 |
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| Depreciation | ||||||
| At 1 April 2024 |
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| Charge for year |
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| On disposals | ||||||
| Other adjustments | ||||||
| At 31 December 2024 |
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| Net book value | ||||||
| At 31 December 2024 |
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| At 31 March 2024 |
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for the Period Ended 31 December 2024
| 31 December 2024 | 31 March 2024 | |
|---|---|---|
| £ | £ | |
| Trade debtors |
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| Total |
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for the Period Ended 31 December 2024
| 31 December 2024 | 31 March 2024 | |
|---|---|---|
| £ | £ | |
| Other creditors |
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| Total |
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The Care Leaders Fellowship was founded on the belief that individuals with personal experience of the care system and professionals who work within it should collaborate closely to address the social issues faced by care-experienced people. By working shoulder to shoulder, these two groups drive meaningful and lasting change. The Care Leaders Fellowship unites individuals with lived and professional experience in the care system to address social issues faced by care-experienced people. The 12-month programme nurtures empathy, ignites entrepreneurial spirit, and equips leaders with the skills to create impactful solutions. This financial period has seen the conclusion of one cohort and the robust planning of the next, starting January 25. The programme comprises 12 learning modules, addressing strategy and business planning, comms and marketing, pitching ideas, evaluation and impact, and other subjects imperative to delivering successful social enterprises. The 2023 cohort included Care to Dance, House of Participation, My Future Self Matters and other organisations who have successfully progressed to deliver real social change. After a period of evaluation described in the below section, applications for the 2025 cohort commenced in July 2024, with marketing materials shared to Local Authorities and within the sector to promote the fellowship. Interviews followed and an initial 10 places were granted to commence January 25.
The direct stakeholders are those who are looking to start or progress social impact organisations which improve the lives of care experienced people. Indirect beneficiaries are the care-experienced people who the social impact organisations support / will support. Feedback was sought from the first fellowship cohort to improve the model for the second cohort. This was gained after each session, and after the end of the first fellowship programme. Some of the changes implemented were the reduction of the number of retreats from 3 to 2, as many fellows said that it was not always possible to make the time. There was also the introduction of an application process for speakers to ensure that they were well qualified to deliver sessions, as well as applications opening to more fellows who were maybe not as advanced in their idea and needed support for their programmes to take shape. A fellow from the first cohort was paid to carry out research and facilitate the next cohort with their experiences gained throughout their fellowship journey.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
15 September 2025
And signed on behalf of the board by:
Name: Luke Rodgers
Status: Director