for the Period Ended 31 January 2026
| 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 January 2026
Directors
The director shown below has held office during the period of
8 July 2025
to
31 January 2026
The director shown below has held office during the period of
9 June 2025
to
31 January 2026
The director shown below has held office during the whole of the period from
31 January 2025
to
31 January 2026
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
| 2026 | ||
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As at
| Notes | 2026 | ||
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| Fixed assets | |||
| Tangible assets: | 3 |
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| Creditors: amounts falling due within one year: | 4 |
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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 January 2026
Basis of measurement and preparation
for the Period Ended 31 January 2026
| 2026 | ||
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| Average number of employees during the period |
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for the Period Ended 31 January 2026
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
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| Cost | £ | £ | £ | £ | £ | £ |
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| At 31 January 2026 |
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| At 31 January 2026 |
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for the Period Ended 31 January 2026
| 2026 | ||
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| £ | ||
| Taxation and social security |
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| Total |
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During the financial year, Clear Pathways Project CIC delivered a range of personal development and employability activities for individuals facing barriers to education, training and employment. We delivered multiple structured intervention programmes, providing direct, in-depth support to 36 individuals, and ran a series of additional workshops and group seminars that supported approximately a further 50 people. The individuals we worked with included people who had been, or were currently, involved in the criminal justice system, as well as people who were far removed from the labour market and at risk of long-term disengagement. Our person-centred, strengths-based approach focused on building confidence, motivation, life skills and job readiness, meeting participants where they were and supporting them to move towards positive and sustainable futures. The community benefited through clear, measurable outcomes. Three participants progressed into fulltime employment and six progressed into further education. Across the board, participants reported improved health and wellbeing and became better able to engage with other statutory services, reducing isolation and supporting longer-term stability for individuals and the wider community. To strengthen and sustain this impact, we built strong working partnerships with local organisations including the DWP, Recovery Steps, Mind, and the local council. We also have ongoing discussions with other local statutory services and larger national organisations about collaboration and partnership as we continue to grow and expand our services.
The company's stakeholders are its participants (the individuals who take part in the programmes and workshops), its partner organisations, its funders, and its directors. Participants were consulted throughout each cohort and programme using a range of methods. Feedback was gathered both quantitatively, through forms and surveys, and qualitatively, through written and verbal feedback. This allowed participants to share their experiences openly and helped the company understand what was working well and where support could be improved. Partner organisations were consulted through ongoing conversations and meetings. These discussions focused on ensuring that participants received the fullest possible support for their individual needs, and on coordinating effectively between services. Funders were consulted and kept informed through written and verbal reports, and the company also received guidance and support from funders during the year. Directors met formally through quarterly board meetings to assess how the company is operating, review the outcomes being achieved, and plan for future growth and expansion. In response to feedback from these consultations, the company has made practical changes to improve the participant experience. Based on participant feedback, the Structured Intervention Programme was reduced from 12 weeks to 10 weeks, and several full-day workshops and seminars were shortened to half-day sessions. These changes were made to keep participants engaged, reflect what worked best for them, and ensure the support offered remained accessible and effective. Feedback from partner organisations, funders and directors has also been used to strengthen coordination between services and inform the company's planning and decision-making as it continues to develop and expand.
Full details of directors' remuneration are provided in the company's accounts, within the notes to the accounts under "Directors' Remuneration."
No transfer of assets other than for full consideration
This report was approved by the board of directors on
24 July 2026
And signed on behalf of the board by:
Name: S Bell
Status: Director