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
The above report has been prepared in accordance with the provisions applicable to companies subject to the small companies regime as set out in Part 15 of the Companies Act 2006.
Directors
The directors shown below have held office during the whole of the period from
1 April 2024
to
31 March 2025
The director shown below has held office during the period of
6 January 2025
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
| 2025 | 13 months to 31 March 2024 | |
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As at
| Notes | 2025 | 13 months to 31 March 2024 | |
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| Creditors: amounts falling due within one year: | 3 |
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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
Turnover policy
Other accounting policies
for the Period Ended 31 March 2025
| 2025 | 13 months to 31 March 2024 | |
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| Average number of employees during the period |
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for the Period Ended 31 March 2025
| 2025 | 13 months to 31 March 2024 | |
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| £ | £ | |
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We are the Community Anchor for groups in the rural area of Kirklees in West Yorkshire best described as the Holme and Colne valley. Community Anchors are the support system for community organisations and for the people involved in running them. This work is com-missioned by the local Kirklees Council and money managed in form of mini contracts from our local VCS support agency TSL. Every community has people using their time, energy, motivation and skills to make great things happen in their community. Usually, they are in third sector community organisations as trustees, management committee members, social entrepreneurs or organisers. They may be in paid or volunteer roles. Like the other Community Anchors we share our experience, contacts, knowledge, resources and expertise with other local organisations. We listen to those working in communities and share information. We bring people together and help create plans. We help organisations develop, collaborate and influence the decisions that affect their communities. Anchors work in enabling and co-productive ways with those in communities who are organising groups and activities, building on strengths and alliances. As the Lead Anchor in this area we have continued to touch base with the groups and pro-jects we have worked with in the past before we were a formal CIC and also make new connections. In total looking over the last 12 months we have a live case load of over 65 groups we are in touch with 40 0f which are new .
We operate in a large rural area that contains over ten small rural milltowns and villages. These are very active communities with a few hundred local community groups operating in total. There are 120 community managed buildings alone, many are home to more than one local group. Some of the larger community halls have different groups meeting there every day. These are all our stakeholders as together they represent the diverse range of community organisations in the area and we are commissioned to support them all as best we can. Our job is “Support, Connect and Unite” these groups – so consultation is key to the work we do in terms of connection and most new action is about collaboration – i.e. uniting both groups and other local stakeholders. We aim to create networks of like-minded organisations where we can. In this period, we convened 4 meetings of the Family Together Partnership and organised some People Helping People events – we have also attended and spoke at many other local networks and community associations as well as worked with our 2 Parish Councils. All this work involves 2-way discussions as to what the issues are; what the priorities are and what could or should be down to help. We cascade information down and intelligence up. We have also actively supported and helped facilitate a few local consultations using the Place Standard tool, collaborating with colleagues in the Local Authority. In the current climate the Public Sector is struggling to be proactive in response to many ideas and concerns as they are struggling to run core services, but we look to use the energy and ideas of local groups to make improvement where possible.
As we are still a new emerging organisation a decision was made to only employ freelancers to deliver the few small contracts we have. The payments are made to of our directors and other local people. All have other incomes outside of this work. The aggregate amount of emoluments paid to or receivable by directors in respect of qualifying services was in the region of £29K out of the turnover of £32K. The majority of the contracts we have are for support work done out in the field by the people we commission.
In this year we did support one local group by holding money for them that was raised locally. This was worth about £600 and was all spent on their behalf or returned within the accounting period. We have ring fenced money for tree planting in the 25/256 season as part of our carbon off set policy. We have also created a small fund to support voluntary activities Other than that, no transfer of assets other than for full consideration has been made
This report was approved by the board of directors on
9 October 2025
And signed on behalf of the board by:
Name: David Michael CARRE
Status: Director