for the Period Ended 31 October 2024
| Directors report | |
| Profit and loss | |
| 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 October 2024
Principal activities of the company
Directors
The directors shown below have held office during the whole of the period from
1 November 2023
to
31 October 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
for the Period Ended
| 2024 | 2023 | |
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£ |
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| Turnover: |
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| Cost of sales: |
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| Gross profit(or loss): |
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| Administrative expenses: |
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| Operating profit(or loss): |
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| Profit(or loss) before tax: |
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| Profit(or loss) for the financial year: |
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As at
| Notes | 2024 | 2023 | |
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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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| Net current assets (liabilities): |
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| Total assets less current liabilities: |
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| Total net assets (liabilities): |
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| Members' funds | |||
| Profit and loss account: |
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| Total members' funds: |
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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 31 October 2024
Basis of measurement and preparation
Tangible fixed assets depreciation policy
Other accounting policies
for the Period Ended 31 October 2024
| 2024 | 2023 | |
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 31 October 2024
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
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| Cost | £ | £ | £ | £ | £ | £ |
| At 1 November 2023 |
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| At 31 October 2024 |
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| At 1 November 2023 |
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| Charge for year |
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| On disposals | ||||||
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| At 31 October 2024 |
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| Net book value | ||||||
| At 31 October 2024 |
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| At 31 October 2023 |
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for the Period Ended 31 October 2024
| 2024 | 2023 | |
|---|---|---|
| £ | £ | |
| Trade debtors |
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| Total |
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for the Period Ended 31 October 2024
| 2024 | 2023 | |
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| £ | £ | |
| Taxation and social security |
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| Accruals and deferred income |
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| Other creditors |
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| Total |
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Upskilled our volunteers, with one completing a L3 and one a L2. Built robust working arrangements between Directors therefore increasing productivity. Used the business plan to focus our local offer. Have further developed strong and meaningful relationships with other agencies such as health, police, education, Council, charities and young groups. Have increased our delivery to 3 nights a week, plus mentoring in our local school, working in coproduction with our young people. This has helped the community by decreasing youth ASB by 22% and having more sessions for young people to attend. Detached has allowed the most disadvantaged and hard to reach young people build relationships with trusted adults, so are therefore able to receive timely and appropriate support and advice. We have continued to attract funding to continue our work.
We see our main stakeholders as schools, parents, the young people and other local agencies who we can work together with. Our in schoolwork has picked up where the counselling stopped, and we have mentored over 20 young people on a 1-1 basis, supporting them to remain in education, move on to college, or work. We have built good relationships with parents, and this work is ongoing. We recognise that they are the experts in their children, and by working closely together we can help support healthier and more stable family dynamics. Our youth voice and coproduction is flourishing, meaning we are offering the young people what they have identified, therefore increasing engagement. For example, our very successful Kick and Chips group was developed this way and has seen great youth work carried out with some very hard to reach young people, who now are able to attend building-based sessions. We have been an active member of the Fenland Youth Forum, the Whittlesey Business Forum, the Whittlesey Community Hub, and have engaged with other agencies such as the Rotary Club, Cambs Community Voluntary Service, and Locality Team, which has empowered working together, sharing of ideas and resources, improved access to training, and overall has made delivering this year of PYP fun and beneficial to all.
£10,500 remuneration was paid to Directors.
No transfer of assets other than for full consideration
This report was approved by the board of directors on
16 October 2025
And signed on behalf of the board by:
Name: R Sutton
Status: Director