for the Period Ended 31 March 2026
| Profit and loss | |
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
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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(
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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 | |
|---|---|---|---|
|
|
£ |
£ |
|
| Fixed assets | |||
| Intangible assets: | 3 |
|
|
| 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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| Debtors: | 5 |
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| Cash at bank and in hand: |
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| Investments: |
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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: | 6 |
(
|
(
|
| 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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| Provision for liabilities: |
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| Accruals and deferred income: |
(
|
(
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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 2026
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 2026
| 2026 | 2025 | |
|---|---|---|
| Average number of employees during the period |
|
|
for the Period Ended 31 March 2026
| Goodwill | Other | Total | |
|---|---|---|---|
| Cost | £ | £ | £ |
| At 1 April 2025 |
|
|
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| Additions |
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| Disposals |
|
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| Revaluations |
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| Transfers |
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| At 31 March 2026 |
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| Amortisation | |||
| At 1 April 2025 |
|
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| Charge for year |
|
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| On disposals |
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| Other adjustments |
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| At 31 March 2026 |
|
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| Net book value | |||
| At 31 March 2026 |
|
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| At 31 March 2025 |
|
|
|
for the Period Ended 31 March 2026
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
|---|---|---|---|---|---|---|
| Cost | £ | £ | £ | £ | £ | £ |
| At 1 April 2025 |
|
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|
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|
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| Additions |
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|
|
|
| Disposals |
|
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|
|
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| Revaluations |
|
|
|
|
|
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| Transfers |
|
|
|
|
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|
| At 31 March 2026 |
|
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| Depreciation | ||||||
| At 1 April 2025 |
|
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|
|
|
|
| Charge for year |
|
|
|
|
|
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| On disposals |
|
|
|
|
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| Other adjustments |
|
|
|
|
|
|
| At 31 March 2026 |
|
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|
|
|
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| Net book value | ||||||
| At 31 March 2026 |
|
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|
|
|
| At 31 March 2025 |
|
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|
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|
|
for the Period Ended 31 March 2026
| 2026 | 2025 | |
|---|---|---|
| £ | £ | |
| Trade debtors |
|
|
| Prepayments and accrued income |
|
|
| Total |
|
|
for the Period Ended 31 March 2026
| 2026 | 2025 | |
|---|---|---|
| £ | £ | |
| Bank loans and overdrafts |
|
|
| Amounts due under finance leases and hire purchase contracts |
|
|
| Trade creditors |
|
|
| Taxation and social security |
|
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| Other creditors |
|
|
| Total |
|
|
Over the past 12 months, Foundation 2 Change has continued to deliver vital, lived-experience-led rehabilitation and recovery support to individuals affected by addiction, offending, trauma, homelessness and poor mental health. Our work within HMP Birmingham has continued to focus on rehabilitation, mind-set and behavioural change, building trust and preparing individuals for release. Through our partnership working, we aim to break the revolving door of the criminal justice system and support people to build meaningful, sustainable lives in recovery. Within the community, our Pathway to Progress Hub in Digbeth has provided a base for recovery support, peer mentoring, life skills development and reintegration. Our activities have included rehabilitation group work, cooking and budgeting sessions, holistic therapies, trauma-informed support, breathwork and art therapy. We help individuals develop practical life skills, access housing and healthcare, reconnect with their families and communities, and progress towards education, training and employment. Partnership working has remained central to our approach. We continue to work alongside health services, housing providers, probation, criminal justice services and voluntary sector organisations to create joined-up pathways of support. This includes delivering Hepatitis C (Hep C) testing and working alongside specialist partners to connect individuals with appropriate treatment and healthcare. By taking services into trusted environments and building relationships through lived experience, we can engage people who have become trapped within the system, often experiencing significant barriers, stigma and a deep-rooted lack of trust in services. Our approach recognises that people who have repeatedly experienced exclusion or failed interventions may struggle to engage with traditional services. By building trust, offering consistent support and meeting people where they are, we create opportunities for individuals to access healthcare, address unmet needs and begin making positive changes. Through funding and collaboration, we have continued to develop opportunities that address both the practical and emotional barriers people face when rebuilding their lives. We have also promoted recovery, challenged stigma and celebrated positive change through community engagement and events. Our focus remains on creating lasting change, not simply short-term interventions. By combining lived experience, trusted relationships, accessible healthcare and meaningful partnerships, Foundation 2 Change continues to support individuals to move away from addiction and offending towards stability, independence and positive contributions to their families and communities.
No consultation with stakeholders
The total amount paid or receivable by directors in respect of qualifying services was £75,021. There were no other transactions or arrangements in connection with the remuneration of directors, or compensation for director’s loss of office, which require to be disclosed.
No transfer of assets other than for full consideration
This report was approved by the board of directors on
20 October 2026
And signed on behalf of the board by:
Name: Jay Arnold
Status: Director