for the Period Ended 30 June 2025
| Directors report | |
| Profit and loss | |
| Balance sheet | |
| Additional notes | |
| Community Interest Report |
Directors' report period ended
The directors present their report with the financial statements of the company for the period ended 30 June 2025
Principal activities of the company
Directors
The director shown below has held office during the period of
1 July 2024
to
30 June 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
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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 30 June 2025
Basis of measurement and preparation
for the Period Ended 30 June 2025
| 13 months to 30 June 2025 | ||
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| Average number of employees during the period |
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In the space provided below, please insert a general account of the company’s activities in the financial year to which the report relates, including a description of how they have benefited the community. During the financial year, we have continued to deliver a wide range of basketball-based programmes designed to engage, develop, and empower individuals across the community, from young people through to adults. Using basketball as a central tool, we have provided structured training sessions, competitive opportunities, and community outreach initiatives that promote physical health, personal development, and social inclusion. We have focused on creating accessible opportunities for participation by heavily subsidising our basketball provision. This has ensured that individuals from a wide range of socio-economic backgrounds are/were able to engage in regular physical activity and benefit from a safe, supportive, and inclusive environment. As a result, participation levels have remained strong, with continued growth in both youth and adult engagement. In addition to sports provision, we place a strong emphasis on personal development and pathways into employment. A number of young members have been supported into paid roles within the organisation, including coaching, officiating, and programme delivery. These opportunities are offered at rates above the national minimum wage, providing meaningful employment, developing transferable skills, and supporting financial independence. Our activities have delivered clear community benefits, including improved physical and mental wellbeing, increased community cohesion, and the development of positive role models. By combining sport with education and employment opportunities, we continues to make a measurable social impact and contribute positively to the local community.
Stakeholder: Participant (Youth 1) Background: Youth A joined the programme with challenges relating to behaviour and attitude when interacting with others. These difficulties were linked to underlying mental health challenges, which affected his engagement both on and off the court. Consultation Method: Ongoing one-to-one discussions with coaches Informal check-ins during and after sessions Observational feedback from coaching staff Feedback Identified: Youth A responded positively to structured environments Required consistent boundaries alongside encouragement Benefited from feeling part of a supportive team Action Taken: Maintained clear behavioural expectations and consistent routines Provided regular encouragement and constructive feedback Created an inclusive, supportive team environment OutcomeImpact: Marked improvement in behaviour and attitude Increased ability to engage positively with peers and coaches Significant shift in overall outlook on life, with improved confidence and emotional control Stakeholder: Participant (Youth B) Background: Since joining the programme, Youth B has shown strong commitment and reliability. He demonstrated potential not only as a player but also as a role model for younger participants. Consultation Method: Informal discussions with coaching staff regarding progression opportunities Feedback from programme staff observing his engagement and leadership qualities Ongoing dialogue around responsibilities within the programme Feedback Identified: Youth B was ready for increased responsibility Demonstrated capability to support delivery of sessions Would benefit from opportunities that support independence and development Action Taken: Provided Youth B with the opportunity to assist in delivering weekly youth sessions (Thursday evenings) Introduced structured responsibilities within coaching activities Supported his transition into a leadership role OutcomeImpact: Gained financial empowerment through paid involvement in sessions Developed leadership, communication, and organisational skills Increased confidence and sense of responsibility Strengthened engagement with the programme and wider community
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
30 March 2026
And signed on behalf of the board by:
Name: Wilfred Nsofor
Status: Director