REGISTERED NUMBER: 12313466 (England and Wales)

REPORT OF THE DIRECTOR AND

UNAUDITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2026

FOR

OAQGROVE LTD

Page

Company Information

1

Report of the Director

2

Income Statement

7

Statement of Financial Position

8

Notes to the Financial Statements

9

DIRECTOR:

Ms L Quinn

REGISTERED OFFICE:

17 Victoria Road East

Thornton Cleveleys

Lancashire

FY5 5HT

REGISTERED NUMBER:

12313466 (England and Wales)

ACCOUNTANTS:

Miller Roskell Limited

Chartered Certified Accountants

17 Victoria Road East

Thornton Cleveleys

Lancashire

FY5 5HT

The director presents her report with the financial statements of the company for the year ended 31 March 2026.

REVIEW OF BUSINESS

Oaqgrove was created as a not for profit organisation in November 2019. The name Oaqgrove has come from a number of influences, a place called Oakgrove, an interest in ancient history, a desire to always consider the natural environment and an ongoing rebellion against the norms of business, finance and accountancy. The 'q' in Oaqgrove makes it unique and happens to be the first letter of the last name of the founder.

Oaqgrove has been established to have a positive impact on the environment, to make a contribution to social causes and to create flexible and rewarding opportunities for those that join or collaborate with Oaqgrove.

Oaqgrove is born out of a passion for public service delivery and enabling resilient and thriving local communities. The whole point of building personal experience and skills is to put them to best effect. Making this effort a collective and collaborative experience is all the more powerful.

Our experience spans senior leadership and major programme roles in local government in the UK and Australia and support for Central Government in the UK and Aotearoa/New Zealand.

The breadth of our experience shapes the informed, practical support that we provide.

Our vision and contribution:

As the UK faces an increasingly uncertain future, we see the public sector and local communities leading the way to a more regenerative way of living.

Oaqgrove brings passion and creativity to this purpose, enabling deliverable solutions that transform lives locally since 2019. We are doing this by supporting inclusive and regenerative public sector strategies, plans, business cases and programmes.

Our values:

" Learn to improve

" Listen to engage

" Collaborate to deliver

" Tell a story to encourage

" Take action to include

" Contribute to regenerate

" Enjoy to live

Our purpose:

We care about a regenerative future for public sector service delivery and the ability of local communities to transform their localities throughout the UK.

As a learning organisation, we consistently develop and apply our skills and experience in diverse ways, to support public and community sectors in achieving this purpose.

As a not-for-profit organisation, we are investing in our future capacity to provide support and influence local, regional and national public policy.

Our strategic purpose is to:

" support inclusive and regenerative public sector business plans - contributing to improving the lives of local communities

" guide the development of meaningful public sector investment strategies - helping to future-proof local areas

" enable the making of robust public sector and community business cases - being a part of local ownership of change

" influence local, regional and national public policy - collaborating where there is strong evidence of need for intervention

Our operational purpose is to:

" operate regeneratively as a not-for-profit organisation - safeguarding our capacity to meet future needs

" positively contribute to social and environmental causes - doing our bit to contribute across all activities

" create inclusive, flexible, rewarding opportunities for associates/employees - supporting individuals to collectively make a difference

" collaborate with like-minded organisations and businesses - broadening our support and impact

Our organisation set-up is as follows:

" 100% not for profit

" Director salary set at level of last local government role (2009 - 2013) - £90,320

" Annual salary increase aligned with local government annual pay increase (if appropriate)

" Annual charitable donation set at 1% of net surplus after tax or £500, whichever is greater (subject to annual review)

" Annual social value delivery set at 2 days per employee (subject to annual review)

" Net surplus, after tax and charitable donation, invested to strengthen our support offer and our influence on local, regional and national public policy

Our team is currently:

" Lisa Quinn - Founder and Director - experienced public sector leader

" Simon Gow - Associate - experienced public sector business planner

In our 25/26 financial year we delivered as follows:

" We experienced our most difficult financial year to date, with opportunities that could have got close to our Five-year plan expectation if they had all come to fruition - frustratingly, many of those opportunities did not come to fruition - however, we have chosen to call it our most successful, unsuccessful year, as there was much to be positive about and we invested further in our support offer development.

" The reserves position of £59,423 at the end of the 23/25 16-month financial period, maintained Oaqgrove's strong financial position leading into this new financial year - again, it demonstrated the importance of building up a strong level of reserves in the early years of the organisation - we continued to invest in our support offer and operation in the following ways:

¢ Strong continuing collaborations, bringing a range of different opportunities, not least our Council farms initiative.

¢ Great new collaboration with Mission Economics, going from strength to strength.

¢ Emerging new collaborations, linked to our potential local growth funding network initiative and wider regeneration support opportunities.

¢ Strengthened opportunities via frameworks and procurement portals, now with accredited case studies and specialisms.

¢ Development of a refreshed Five-year plan from 25/26, showing that we have a strong way forward, backed up by the successes and gained experience from our first five years.

¢ Progress made on the strengthening of the Oaqgrove organisation structure and planned establishment of the Oaqgrove Board.

¢ Further strengthening of Oaqgrove's resilience and approach to quality assurance.

¢ Continuing to improve the way we work, helping each other to keep on track and work as productively as possible.

" This financial year was the first to be fully aligned with the public sector financial year, where we changed our year end from 30th November to 31st March - this has also supported fee alignment, avoiding in-year uplifts.

" Some of the reasons for the lack of opportunity-conversion noted since 22/23 has persisted, and the challenge as an SME in striving to be successful with public tender opportunities, has required continual management of this risk - the main reasons being:

¢ client budget limitations

¢ inability of potential local government clients to take on proposed support

¢ delay in work commencement

¢ coming a close second and/or being perceived as less experienced when it comes to public tender opportunities

" Given the emerging difficulty in securing new support delivery from June 2025, we limited the deficit at year end by applying a Director salary break from June 2025 to March 2026, and limiting associate input across the same period - however, we felt it was beneficial to continue to invest in our support offer and operation, and made the decision to invest £9,423 for this purpose, whilst still safeguarding our core reserves position of £50,000 - there is a final deficit position of £1,332, following the £9,423 application of reserves, which will be addressed by a Director salary reduction in the 26/27 financial year.

" Our turnover was £61,991 against what we thought was a reasonable original target of £180,000, based on the outcome of previous financial years - it should be noted that the turnover is gross of the collaboration sub-contract position for one of our delivery contracts - this outcome will inform the live Five-year plan, as we make progress in the 26/27 financial year.

" We provided business case support to a Welsh local authority for a local social housing and multi-agency hub development project, in collaboration with Mission Economics, throughout the financial year - this support is continuing into the 26/27 financial year.

" We provided business case support to a Welsh regional fire and rescue service, in their development of an outline business case for a new training centre, in collaboration with Mission Economics, from September 2025 to December 2025.

" We provided capital strategy support to a Scottish local authority, in collaboration with MUFG, in the development of their capital strategy and improvement of their capital planning process from December 2025 to January 2026.

" We commenced support for an English unitary local authority, in developing their capital investment planning approach and improving their regeneration investment modelling, in March 2026 - this support is continuing into the 26/27 financial year.

" We continued to make progress with our council farms initiative throughout the financial year - the aim of the initiative is to enable local authorities to achieve the recommendations in the Campaign for the Protection of Rural England (CPRE) report, Reimagining council farms: a vision for 2040 - the overall aim is to halt the decline in council farm estates due to local authority sell-off and increase the acreage of council farm estates over time - Oaqgrove is collaborating with Shared Assets, Mission Economics, and Charles Coates, a leading expert in council farm estate management, in this endeavour, which continues into the 26/27 financial year - the consortium of like-minded businesses and organisations is seeking funding and a pilot local authority for this initiative, as a means of enabling a wider take-up across England and hopefully beyond - Oaqgrove invested £6,000 of reserves in this initiative during the 25/26 financial year.

" We will donate £500 to the Woodland Trust, again chosen as the Oaqgrove charity in its 25/26 financial year due to its tireless effort to support the UK in combating climate change and protecting and restoring ecosystems.

Our social ethos - we aim to:

" agree social value approach when delivering collaboratively

" demonstrate our social value commitment in tenders and proposals

" apply social value principles to all support and intervention delivery

" create inclusive, flexible and rewarding roles

" support charities aligned to our purpose through annual contributions and investment

Our environmental ethos - we strive to:

" agree environmental approach when delivering collaboratively

" identify support and intervention opportunities that embrace ethical environmental principles

" deliver as a remote working organisation

" travel green and economical, if needed

" operate as a paperless organisation

" minimise plastic and metal products

" reuse and recycle where possible

Social Value and Environmental Performance Framework

We have taken steps to enable the evaluation of our social value and environmental performance in our service delivery and operation, with the identification of measurable actions.

Social value actions:

" Establish working relationships with like-minded organisations, to share good practice and increase our collective impact through our engagements.

" Ensure social value is at the heart of all support delivery, by only identifying opportunities that meet our social and environmental ethos.

" Prioritise suppliers that share and demonstrate social value goals aligned with our own, and prioritise small businesses based in the UK to support economic resilience and regeneration.

" Support charities aligned to our purpose and other organisations with similar social value aims.

" Create inclusive, flexible and rewarding roles.

Environmental actions:

" Establish working relationships with like-minded organisations, to share environmental thinking and increase our collective influence through our engagements.

" Ensure environmental concerns are at the heart of all support delivery, by only pursuing opportunities that meet our social and environmental ethos.

" Prioritise suppliers that share and demonstrate environmental goals aligned with our own.

" Minimise the use of paper, plastic, and metals through our work activities.

" Limit greenhouse gas emissions associated with our work activities, with a view to being a net-zero carbon emission organisation.

Social Value and Environmental Performance 25/26

Our social value and environmental performance in our service and operational delivery during 25/26 has been measured against our identified measurable actions.

Social value performance:

" We continued our strong collaborations with Nichols Group, MUFG, Arup, Radics Consulting, Shared Assets, Charles Coates and Mission Economics - all are like-minded organisations and individuals.

" Social value has been at the heart of all support delivery for the 25/26 organisation year - our business case support was aimed at local government project delivery, for care provision and safeguarding public health.

" Our collaborators/sub-contractors share and demonstrate social value goals aligned with our own - they are small businesses or individuals based in the UK.

" We donated £667 to the Woodland Trust, continuing our support for their tireless efforts to support the UK in combating climate change and protecting and restoring ecosystems.

" We continued to resource on a contract basis, applying the principles of inclusivity, flexibility and rewarding work to our valued working relationships.

" We invested 50% of our core cash in Charity Bank, not only to earn interest, but to contribute to the great work it does to provide affordable and sustainable finance to charities and community groups.

Environmental performance:

" Our continued collaboration with like-minded organisations was very much focused on environmental thinking and influence during the 25/26 organisation year - particularly the continued development of our council farms initiative, collaborating with Shared Assets, Charles Coates and Mission Economics.

" Environmental concerns were at the heart of all support delivery for the 25/26 organisation year - we ensured that environmental factors were taken into consideration for all new opportunities.

" Our collaborators and sub-contractors share and demonstrate environmental goals aligned with our own.

" We used Ecosia web browser due to its environmental focus.

" We continued to minimise the use of paper, plastic, and metals through our work activities - the laptop used for organisation purposes since 2019 was replaced with a refurbished laptop and will be donated to Weee Charity - the only paper handled by the organisation is limited incoming post.

" Greenhouse gas emissions associated with work activities from home have been minimised through home improvements to date.

Director, Lisa Quinn

23rd June 2026

DIRECTOR

Ms L Quinn held office during the whole of the period from 1 April 2025 to the date of this report.

This report has been prepared in accordance with the provisions of Part 15 of the Companies Act 2006 relating to small companies.

ON BEHALF OF THE BOARD:

Ms L Quinn - Director

20 July 2026

TURNOVER

61,991

209,022

Cost of sales

52,492

73,272

GROSS SURPLUS

9,499

135,750

Administrative expenses

20,653

138,597

OPERATING DEFICIT

4

(11,154

)

(2,847

)

Interest receivable and similar income

399

100

DEFICIT BEFORE TAXATION

(10,755

)

(2,747

)

Tax on deficit

-

(67

)

DEFICIT FOR THE FINANCIAL YEAR

(10,755

)

(2,680

)

FIXED ASSETS

Tangible assets

5

982

241

CURRENT ASSETS

Stocks

5,925

18,945

Debtors

6

1,577

14,563

Cash at bank

46,053

42,657

53,555

76,165

CREDITORS

Amounts falling due within one year

7

5,869

16,983

NET CURRENT ASSETS

47,686

59,182

TOTAL ASSETS LESS CURRENT LIABILITIES

48,668

59,423

RESERVES

Income and expenditure account

48,668

59,423

48,668

59,423

The company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 March 2026.

The members have not required the company to obtain an audit of its financial statements for the year ended 31 March 2026 in accordance with Section 476 of the Companies Act 2006.

The director acknowledges her responsibilities for:

(a)	ensuring that the company keeps accounting records which comply with Sections 386 and 387 of the Companies Act 2006 and

(b)

preparing financial statements which give a true and fair view of the state of affairs of the company as at the end of each financial year and of its surplus or deficit for each financial year in accordance with the requirements of Sections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to financial statements, so far as applicable to the company.

The financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies regime.

The financial statements were approved by the director and authorised for issue on 20 July 2026 and were signed by:

Ms L Quinn - Director

1.	STATUTORY INFORMATION

OAQGROVE LTD is a private company, limited by guarantee , registered in England and Wales. The company's registered number and registered office address can be found on the Company Information page.

2.	ACCOUNTING POLICIES

Basis of preparing the financial statements

These financial statements have been prepared in accordance with Financial Reporting Standard 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland" including the provisions of Section 1A "Small Entities" and the Companies Act 2006. The financial statements have been prepared under the historical cost convention.

Turnover

Turnover is measured at the fair value of the consideration received or receivable, excluding discounts, rebates, value added tax and other sales taxes.

Tangible fixed assets

Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life.

Stocks

Work in progress is valued at the lower of cost and net realisable value.

Cost is calculated using the first-in, first-out method and includes all purchase, transport, and handling costs in bringing stocks to their present location and condition.

Taxation

Taxation for the year comprises current and deferred tax. Tax is recognised in the Income Statement, except to the extent that it relates to items recognised in other comprehensive income or directly in equity.

Current or deferred taxation assets and liabilities are not discounted.

Current tax is recognised at the amount of tax payable using the tax rates and laws that have been enacted or substantively enacted by the statement of financial position date.

Deferred tax

Deferred tax is recognised in respect of all timing differences that have originated but not reversed at the statement of financial position date.

Timing differences arise from the inclusion of income and expenses in tax assessments in periods different from those in which they are recognised in financial statements. Deferred tax is measured using tax rates and laws that have been enacted or substantively enacted by the year end and that are expected to apply to the reversal of the timing difference.

Unrelieved tax losses and other deferred tax assets are recognised only to the extent that it is probable that they will be recovered against the reversal of deferred tax liabilities or other future taxable profits.

3.	EMPLOYEES AND DIRECTORS

The average number of employees during the year was 1 (2025 - 1 ) .

4.	OPERATING DEFICIT

The operating deficit is stated after charging:

Period

1/12/23

Year ended

to

31/3/26

31/3/25

£

£

Depreciation - owned assets

196

110

5.	TANGIBLE FIXED ASSETS

Computer

equipment

£

COST

At 1 April 2025

1,124

Additions

937

At 31 March 2026

2,061

DEPRECIATION

At 1 April 2025

883

Charge for year

196

At 31 March 2026

1,079

NET BOOK VALUE

At 31 March 2026

982

At 31 March 2025

241

6.

DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

2026

2025

£

£

Trade debtors

-

13,200

Other debtors

1,577

1,363

1,577

14,563

7.

CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

2026

2025

£

£

Taxation and social security

3,182

13,658

Other creditors

2,687

3,325

5,869

16,983

8.	RELATED PARTY DISCLOSURES

The director(s) operated a loan account(s) with the company. The balance owed to the director(s) at 31 March 2026 was £- (2025 - £-).