for the Period Ended 31 March 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 March 2026
Directors
The directors shown below have held office during the whole of the period from
1 April 2025
to
31 March 2026
The director shown below has held office during the period of
1 April 2025
to
23 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 | 2025 | |
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| Turnover: |
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| Cost of sales: |
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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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| 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 | 2026 | 2025 | |
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| Fixed assets | |||
| Intangible assets: |
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| Tangible assets: |
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| Total fixed assets: |
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| Current assets | |||
| Stocks: |
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| Debtors: | 3 |
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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: | 4 |
(
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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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| Creditors: amounts falling due after more than one year: |
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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 2026
Basis of measurement and preparation
Tangible fixed assets depreciation policy
Other accounting policies
for the Period Ended 31 March 2026
| 2026 | 2025 | |
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 31 March 2026
| 2026 | 2025 | |
|---|---|---|
| £ | £ | |
| Trade debtors |
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| Prepayments and accrued income |
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| Other debtors |
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| Total |
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| Debtors due after more than one year: |
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for the Period Ended 31 March 2026
| 2026 | 2025 | |
|---|---|---|
| £ | £ | |
| Bank loans and overdrafts |
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| Amounts due under finance leases and hire purchase contracts |
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| 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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2026 has been a year of growth, learning and partnership development for Inside Out Support Wales. Building on the Cefnogi Project and Pennod Nesaf (The Next Episode), we continued to support people affected by the criminal justice system. Lived experience remained at the centre of our work. Our aim remains clear: to reduce reoffending through credible, practical and relationship-based support. Headline Impact International exchange to Costa Rica Brighter Pathways officially commissioned by HMPPS as a £50,000 programme Two additional members of staff with lived experience joined the workforce Inside Out Support Wales became a partner with Kaleidoscope International Exchange – Costa Rica In 2026, we took part in an international exchange to Costa Rica to learn about different approaches within the justice system. The exchange included visits to women’s centres, children’s units and university settings. It gave us valuable opportunities to share learning, explore good practice and develop international relationships. Brighter Pathways Brighter Pathways was officially commissioned by HM Prison and Probation Service as a £50,000 programme. This commission represents an important step in the development of Inside Out Support Wales and demonstrates confidence in our lived-experience-led approach. Workforce and Lived Experience During 2026, we expanded our workforce by recruiting two additional members of staff with lived experience of the criminal justice system. Lived experience strengthens trust, credibility and the quality of our support. It remains a core organisational strength. Partnership Working Inside Out Support Wales became a partner with Kaleidoscope during 2026. This partnership creates further opportunities for collaboration and joined-up support. Looking Ahead – 2027 In 2027, we have been further commissioned to take part in another international exchange. We also aim to: Expand Brighter Pathways into another prison Develop accommodation under the Inside Out Support Wales brand Establish a Midlands arm and develop new regional partnerships Build the governance, safeguarding and operational arrangements needed to support this growth 2026 has been an important year for Inside Out Support Wales. The Costa Rica exchange, the commissioning of Brighter Pathways, the growth of our lived-experience workforce and our partnership with Kaleidoscope have strengthened the organisation. We enter 2027 with clear ambitions for responsible growth while remaining committed to helping people build meaningful and stable lives beyond the criminal justice system.
No consultation with stakeholders
Directors received remuneration totalling £53,113 during the year ended 31 March 2026
No transfer of assets other than for full consideration
This report was approved by the board of directors on
31 August 2026
And signed on behalf of the board by:
Name: Christopher Leslie
Status: Director