for the Period Ended 31 March 2025
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
As at
| Notes | 2025 | 2024 | |
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| Fixed assets | |||
| Tangible assets: | 3 |
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| Total fixed assets: |
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| Current assets | |||
| Stocks: | 4 |
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| Debtors: | 5 |
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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: | 6 |
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| Net current assets (liabilities): |
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| Total assets less current liabilities: |
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| Provision for 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
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 March 2025
Basis of measurement and preparation
Tangible fixed assets depreciation policy
Other accounting policies
for the Period Ended 31 March 2025
| 2025 | 2024 | |
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| Average number of employees during the period |
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for the Period Ended 31 March 2025
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
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| Cost | £ | £ | £ | £ | £ | £ |
| At 1 April 2024 |
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| At 31 March 2025 |
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| At 31 March 2025 |
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| At 31 March 2025 |
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| At 31 March 2024 |
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for the Period Ended 31 March 2025
| 2025 | 2024 | |
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| £ | £ | |
| Stocks |
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| Total |
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for the Period Ended 31 March 2025
| 2025 | 2024 | |
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| £ | £ | |
| Trade debtors |
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| Other debtors |
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for the Period Ended 31 March 2025
| 2025 | 2024 | |
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| £ | £ | |
| Trade creditors |
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| Taxation and social security |
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| Other creditors |
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IMPACT REPORT 2024-25 Up to 50 people have been supported by the Crisis Navigation service since the beginning of the reported period; all whom are people eligible for legal aid. We continue to develop the service provision in line with feedback from clients and by using our experience of, and observations from, delivering the service. In practice, this has meant delivering substantive case work ourselves wherever possible, drawing on the Crisis Navigator’s experience, particularly with some housing matters and issues around access to statutory mental health services and local authority care provision. We continue to signpost and refer out to specialist organisations where specific expertise is needed, for example with debt advice organisations or to services like the Outside Project at the LGBTQIA+ Centre, where clients have been able to access expert housing support from within communities that they are engaged in in other areas of their life. We’ve made 60 referrals to other organisations for the people supported. In these instances, the Crisis Navigator will often support clients at the initial appointment with the new organisation, at the clients’ request. Our experience of delivering the service throughout the last three years has seen other community-based and some statutory services becoming increasingly difficult to access, usually because of extremely long waiting lists and very high demand. This has informed the service developing to provide more direct case work, as described above. This development is not only born of difficulty though, with clients often feeding back that they appreciate the trusting relationships they are building over their time working with us. Building trusting, non-judgemental supportive relationships with clients has been central to the ethos of the holistic defence service since its inception, so it has been important to continue nurturing this aspect of service delivery. This has seen the average amount of time spent working with each client steadily increase over the last three years of service delivery. Alongside direct one-to-one client support, we have also been establishing links with other organisations. In December we delivered training to South London Refugee Association’s youth groups, attended by 25 young people and 10 volunteers and translators. We covered questions raised relating to criminal legal issues as well as partnering with an immigration solicitor to cover any crossover issues. We have delivered similar sessions with Revoke, an organisation supporting young asylum seekers. We have also shared training and advice materials with a local gym project engaged with young people at risk of various types of social exclusion as well as local charities delivering employment support and homelessness services. Some successes in this period have been supporting clients to establish greater levels of housing security; supporting clients to access their full entitlement of welfare benefits; ensuring housing security and reengagement with support services upon leaving prison and seeing people connecting with substantive, longer-term mental health support. Case study: H had been a lifelong resident of the borough, with his family and then as a private renter, up until 2021. In 2021, H was injured following a violent incident at his workplace, resulting from a mistaken identity. Unsurprisingly, the incident dramatically uprooted H’s life – disrupting the freelance career he’d been building as well as leaving him with the symptoms of complex PTSD. H would spend the next two years finding ways to cope with those symptoms without any formal support. The toll of this period also left him unable to work in the same way and led to him becoming homeless. H was moving between friends’ sofas and family members’ occasional floor space or spare rooms. H attempted to join the local authority’s housing register several times during this difficult period, as well as finding intermittent but inconsistent support for the symptoms of his PTSD. When we met H, he was desperate to find some stability and, in his words, to pick up from the positive point his life had been at before the incident in 2021. Working together with the Crisis Navigation service, H ensured his place on the housing register and began the process of asking to be re-banded with increased priority, given his diagnosis of PTSD. Alongside this, we approached the local authority to advocate for H as a homeless person in the present moment, too. H was able to confidently advocate for himself, with some support from the service, communicating his needs to the homelessness team. This ultimately resulted in them fulfilling their statutory duties to support him into the private rental market if they did not feel they could offer him temporary accommodation to relieve his homelessness. H reported feeling that he’d been able to maintain a level of autonomy and control that was important to his sense of self. We have also begun working on finding H some tailored mental health support. It is important to H that he sees a professional who shares or deeply understands certain experiences, having felt in the past that professionals had judged him and misrepresented his experiences. After we supported H to send out initial enquiries, he felt confident to take on this task himself and is now going through the process of finding the right therapeutic support. All of this has also meant that H has been able to reinvigorate his career – to start working again with new clients, and to begin to reengage with the work he is so passionate about.
No consultation with stakeholders
Directors' remuneration totalled £98,745. 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
5 December 2025
And signed on behalf of the board by:
Name: Rhona Friedman
Status: Director