for the Period Ended 31 March 2025
| 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 March 2025
Principal activities of the company
Additional information
Stakeholder Engagement We actively engaged with VCSE organisations, statutory partners and community stakeholders through regular sector engagement, system partnership meetings and co-production activity. This included direct collaboration with Dorset Council, NHS Dorset, Family Hubs, and a wide range of grassroots VCSE organisations. Stakeholder feedback directly informed our role in shaping VCSE-led early help delivery, neighbourhood health engagement, and system-wide collaboration priorities. Financial Performance & Social Return All financial activity during the year has been directed towards advancing our community purpose. Public investment supported by Dorset VCSA through the Pathfinder Programme enabled the direct delivery of preventative family support across multiple Dorset localities. The social return generated includes strengthened community capacity, improved access to early help, reduced pressure on statutory services, and enhanced partnership working between the VCSE and public sector. Risk and Governance The Board has robust governance processes in place and operates a risk based decision-making process, which is overseen by the Chair of the Board. All processes are documented including a clear Register of Interests and accordingly, each meeting considers potential conflicts of interest. These potential conflicts have been managed in a timely manner and have been minuted accordingly. Directors’/Trustees Remuneration <br/>Directors/Trustees receive no excessive benefit, and remuneration remains proportionate and transparent within our Company accounts. All payments comply fully with the CIC asset lock, ensuring that resources are used solely in pursuit of Dorset VCSA’s social objectives. Future Outlook Looking ahead, Dorset VCSA will continue to strengthen VCSE representation, support neighbourhood health development, expand community-led early intervention, and enable more effective collaboration between the VCSE, NHS and local government. We will also focus on sustaining and scaling successful community-led models developed through the Pathfinder Programme.
Directors
The directors shown below have held office during the whole of the period from
8 March 2024
to
31 March 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
for the Period Ended
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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 March 2025
Basis of measurement and preparation
Tangible fixed assets depreciation policy
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Dorset VCSA CIC (Dorset Voluntary and Community Sector Assembly) was incorporated in March 2024 to create a strong, independent and inclusive infrastructure body for the voluntary, community and social enterprise (VCSE) sector across Dorset working as part of the Integrated Care System. Its purpose is to strengthen the collective voice of the sector, enable collaboration, and ensure that communities and grassroots organisations can meaningfully influence decisions that affect health, care and wellbeing. During the reporting period March 2024 to March 2025, Dorset VCSA's activities delivered clear and measurable community benefit across Dorset in the following key areas: 1. Establishing a County-Wide VCSE Infrastructure Body to represent the sector as part of the Integrated Care System During its first year of operation, Dorset VCSA CIC focused on establishing the governance, systems and partnerships required to operate as a credible, independent VCSE infrastructure organisation. This included formalising its role as the recognised, system-wide mechanism for VCSE engagement within the Dorset Integrated Care System (ICS). This has enabled VCSE organisations of all sizes including small grassroots and volunteer-led groups to have a fair, transparent and structured route into health and care system discussions, strengthening democratic participation and improving the quality of decision-making through lived experience insight.
We actively engaged with VCSE organisations, statutory partners and community stakeholders through regular sector engagement, system partnership meetings and co-production activity. This included direct collaboration with Dorset Council, NHS Dorset, Family Hubs, and a wide range of grassroots VCSE organisations. Stakeholder feedback directly informed our role in shaping VCSE-led early help delivery, neighbourhood health engagement, and system-wide collaboration priorities. A survey was carried out in January 2025 to ask stakeholders for their input into deciding our priorities for the next year. The results of the survey were shared with our wider engagement partners and through an Online Webinar.
Directors/Trustees receive no excessive benefit, and remuneration remains proportionate and transparent within our Company accounts. All payments comply fully with the CIC asset lock, ensuring that resources are used solely in pursuit of Dorset VCSA’s social objectives.
No transfer of assets other than for full consideration
This report was approved by the board of directors on
5 December 2025
And signed on behalf of the board by:
Name: Mark Richard Sharman
Status: Director