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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| Distribution costs: |
(
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(
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| Administrative expenses: |
(
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(
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| Operating profit(or loss): |
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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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£ |
£ |
|
| Fixed assets | |||
| Intangible assets: | 3 |
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| Tangible assets: | 4 |
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| Investments: |
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| Total fixed assets: |
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| Current assets | |||
| Stocks: |
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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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| Total assets less current liabilities: |
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| Accruals and deferred income: |
(
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(
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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: |
( |
( |
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
Intangible fixed assets amortisation 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
| Goodwill | Other | Total | |
|---|---|---|---|
| Cost | £ | £ | £ |
| At 1 April 2024 |
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| Additions | |||
| Disposals | |||
| Revaluations | |||
| Transfers | |||
| At 31 March 2025 |
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| Amortisation | |||
| 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
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
|---|---|---|---|---|---|---|
| Cost | £ | £ | £ | £ | £ | £ |
| At 1 April 2024 |
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| Additions | ||||||
| Disposals | ||||||
| Revaluations | ||||||
| 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 creditors |
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| Other creditors |
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| Total |
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A Year of Growth, Partnership, and Transformation Introduction Foundation 2 Change (FND Change C.I.C.) is proud to present our 2024/2025 annual impact summary. This year has marked a period of meaningful expansion, strengthened partnerships, and powerful personal transformations within the communities we serve. Our mission remains rooted in empowering individuals to rebuild their lives with confidence, dignity, and hope. Expanding Our Reach and Services Through the successful acquisition of additional funding, we broadened our support to include more ex prisoners, individuals completing rehabilitation, and those awaiting programme entry. This investment enabled us to: -Provide safe and stable shelter facilities -Extend rehabilitation pathways -Support independent living skills, social reintegration, and medical needs These developments have allowed us to meet people where they are and guide them toward sustainable, long term change. Strengthening Core Rehabilitation Work Our contracted partnership with Birmingham and Solihull Mental Health NHS Foundation Trust (BSMHFT) continues to deliver strong and consistent outcomes. The programme supporting individuals in the final three months of their custodial sentence remains a cornerstone of our work. Its success has inspired us to deepen our focus on mental health, resilience, and the challenges of transitioning back into society. The Power of Partnership Collaboration is central to our approach. We believe deeply in the power of "WE" the collective strength that emerges when organisations unite around a shared purpose. Over the past year, we have strengthened partnerships with: -Rehabilitation and recovery services -Housing providers -Employment and training organisations -Educational institutions -Volunteering programmes These partnerships ensure that each person's journey is supported by a comprehensive, person centred care plan and a network of opportunities that promote forward momentum. Impact and Lasting Change We continue to witness remarkable transformations. Individuals once facing addiction, instability, and social exclusion are now stepping into new roles as confident, contributing members of society. Their progress reflects not only their own determination but also the strength of the support systems surrounding them. These stories of change are the heartbeat of Foundation 2 Change. They remind us why our work matters and inspire us to keep pushing for a future where every person has the opportunity to rebuild, grow, and thrive.
No consultation with stakeholders
The total amount paid or receivable by directors in respect of qualifying services was £50,000
No transfer of assets other than for full consideration
This report was approved by the board of directors on
16 December 2025
And signed on behalf of the board by:
Name: Jay Arnold
Status: Director