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
Directors
The directors shown below have held office during the whole of the period from
1 April 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
| 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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( |
| Distribution costs: |
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| Administrative expenses: |
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| Other operating income: |
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| Operating profit(or loss): |
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( |
| Interest receivable and similar income: |
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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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( |
| 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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£ |
£ |
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| Fixed assets | |||
| Intangible assets: |
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| Tangible assets: | 3 |
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| Investments: |
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| Total fixed assets: |
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| Current assets | |||
| Stocks: |
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| Debtors: | 4 |
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| Cash at bank and in hand: |
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| Total current assets: |
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| Prepayments and accrued income: |
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| Creditors: amounts falling due within one year: | 5 |
(
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(
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| Net current assets (liabilities): |
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( |
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| Total assets less current liabilities: |
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( |
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| Creditors: amounts falling due after more than one year: |
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| Provision for liabilities: |
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| Accruals and deferred income: |
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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 March 2025
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
Other accounting policies
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
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
|---|---|---|---|---|---|---|
| Cost | £ | £ | £ | £ | £ | £ |
| At 1 April 2024 |
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| Disposals | ||||||
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| Transfers | ||||||
| At 31 March 2025 |
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| Depreciation | ||||||
| At 1 April 2024 |
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| Charge for year |
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| On disposals | ||||||
| Other adjustments | ||||||
| At 31 March 2025 |
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| Net book value | ||||||
| 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 | |
|---|---|---|
| £ | £ | |
| Trade debtors |
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| Other debtors |
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| Total |
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for the Period Ended 31 March 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Trade creditors |
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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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2025 has been a year of consolidation and growth for Inside Out Support Wales. Following the successful completion of the Cefnogi Project in 2024, which supported over 100 individuals through self-employment, education and resettlement support, 2025 marked the full delivery of Pennod Nesaf (The Next Episode). This programme built directly on what worked under Cefnogi, deepening our impact with people leaving prison and strengthening pathways into education, employment and long-term reintegration. Across custody and community settings, we continued to work directly with people with convictions, placing lived experience at the centre of delivery. Our core aim remains clear: to reduce reoffending in Wales through credible, relational and practical support. Headline Impact - 100+ individuals supported through Cefnogi and Pennod Nesaf - Independent Social Impact Report commissioned and received - Commissioned delivery for HMPPS across prison and community settings - Expanded anti-racism, equality and diversity work, including staff training Key Achievements in 2025 – Pennod Nesaf Delivery Pennod Nesaf was delivered as a direct continuation of Cefnogi, with support provided through: - Prison-based workshops - Community-based sessions - One-to-one mentoring Delivery focused on self-employment, education, motivation, accountability and realistic future planning, supporting individuals to build sustainable lives beyond custody. Evidence of Impact An independent Social Impact Report confirmed the effectiveness of our approach, highlighting: - Increased confidence and self-belief - Improved engagement with education and employment - Greater post-release stability - Positive shifts in motivation, outlook and future planning Learning from this report continues to inform and strengthen our delivery model. We delivered a series of workshops commissioned by HM Prison and Probation Service (HMPPS), supporting individuals both in custody and in the community. This work further strengthened our reputation as a trusted and credible delivery partner, particularly in engaging individuals who are often labelled as “hard to reach”. Addressing racial inequality and disproportionality within the criminal justice system was a key focus in 2025. We designed and delivered anti-racism, equality and racial sensitivity workshops across custody, community and professional settings, including: - Anti-racism and lived-experience workshops for people in prison and on probation - Equality and diversity workshops commissioned by HMPPS - Racial sensitivity training for prison staff focused on lived experience, professional curiosity, and building trust - Collaborative work with South Wales Police around race, disproportionality and community trust All delivery was undertaken with clear boundaries, safeguarding oversight and partnership working. Scope of Support Delivered - Education & advocacy, including university and further education applications - Preparation for release through honest conversations and practical planning - Peer mentoring led by people with lived experience - Professional training on criminal records, sexual convictions, and anti-racism practice - Research contributions commissioned by the Welsh Government focused on education and desistance Our workforce continued to grow in 2025, with a strong proportion of staff bringing direct lived experience of the criminal justice system. This strengthens trust, credibility, and the quality of our delivery. Lived experience is a core organisational strength, not an add-on. In 2026, Inside Out Support Wales will introduce a strengthened focus on children and young people affected by the criminal justice system. This will include work with children of people in prison, young people at risk of entering the criminal justice system, and families impacted by imprisonment. This preventative work will be trauma-informed, relationship-based and rooted in lived experience. All work will be developed in line with robust safeguarding policies, professional oversight and partnership working. 2025 has been a strong and defining year for Inside Out Support Wales. We have continued to grow with integrity, deliver evidence-led impact, and challenge inequality where it exists. With trusted partnerships, a skilled lived-experience workforce and a clear direction of travel, we remain committed to supporting people to build meaningful, stable lives beyond the criminal justice system.
No consultation with stakeholders
Director Remuneration amounted to £34,300
No transfer of assets other than for full consideration
This report was approved by the board of directors on
30 December 2025
And signed on behalf of the board by:
Name: Christopher Leslie
Status: Director