for the Period Ended 31 March 2025
| Profit and loss | |
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
for the Period Ended
| 2025 | 2024 | |
|---|---|---|
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£ |
£ |
| Turnover: |
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| Cost of sales: |
(
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(
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| Gross profit(or loss): |
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| Administrative expenses: |
(
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(
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| Operating profit(or loss): |
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| Interest payable and similar charges: |
(
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(
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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 | 2025 | 2024 | |
|---|---|---|---|
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£ |
£ |
|
| Current assets | |||
| Cash at bank and in hand: |
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| Total current assets: |
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| Creditors: amounts falling due within one year: | 3 |
(
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(
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| Net current assets (liabilities): |
( |
( |
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| Total assets less current liabilities: |
( |
( |
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| Creditors: amounts falling due after more than one year: | 4 |
(
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(
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| Total net assets (liabilities): |
( |
( |
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| Members' funds | |||
| Profit and loss account: |
( |
( |
|
| Total members' funds: |
( |
( |
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
for the Period Ended 31 March 2025
| 2025 | 2024 | |
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 31 March 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Bank loans and overdrafts |
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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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for the Period Ended 31 March 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Bank loans and overdrafts |
|
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| Other creditors |
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| Total |
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Developing partnerships with Main Providers and increasing the amount of trained meeting leaders was the main focus of the past year. Peers can now get access to mutual aid at a much earlier stage of the recovery process, and so local groups of peers are expanding both in number and in experience. Most of the growth has been focused in the north west, where a core group of experienced peers now exists. Being another year old means that more peers are more established in the organisation. The experience base is expanding and so more training can be delivered by more people in more places. Regular training groups now meet weekly to learn together and work on how to increase awareness of mutual aid in their local areas. Awareness is steadily growing in the areas where we are active, and development continues to be organic. The organisation is more established now. For each person who achieves recovery then their family and relationship networks benefit along with the local community. As we develop communities of people in recovery then it becomes more realistic for others to achieve recovery, seeing that someone they know has achieved it
ACT Peer Recovery is based on peer meetings run by peer meeting leaders and there are no people in the organisation who are not peers. Monthly meetings are held in each area to consider feedback and changes to be made. There is also ongoing feedback from meetings through WhatsApp online forums again organised around each area. A process of continuous improvement is built into the model itself and changes are tested before being incorporated into the meeting formats. Every peer in the community is involved in the process since it is mutual aid and there is a one person, one vote procedure in decision making. No decisions are taken any anyone who is nota peer member of the community.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
22 December 2025
And signed on behalf of the board by:
Name: Mark Sutherland WEBSTER
Status: Director