FLOURISH TOGETHER C.I.C.
FLOURISH TOGETHER C.I.C.
FLOURISH TOGETHER C.I.C.
Company limited by guarantee
Company Registration Number:
10465275 (England and Wales)
Unaudited statutory accounts for the year ended 30 November 2022
Period of accounts
Start date: 1 December 2021
End date: 30 November 2022
FLOURISH TOGETHER C.I.C.
Contents of the Financial Statements
for the Period Ended 30 November 2022
| Directors report | |
| Profit and loss | |
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
FLOURISH TOGETHER C.I.C.
Directors' report period ended
The directors present their report with the financial statements of the company for the period ended 30 November 2022
Directors
The directors shown below have held office during the whole of the period from
1 December 2021 to 30 November 2022
The director shown below has held office during the period of
1 December 2021 to 17 June 2022
The director shown below has held office during the period of
21 June 2022 to 30 November 2022
The director shown below has held office during the period of
14 June 2022 to 30 November 2022
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
FLOURISH TOGETHER C.I.C.
Profit And Loss Account
for the Period Ended
| 2022 | 2021 | |
|---|---|---|
| | £ | £ |
| Turnover: | | |
| Cost of sales: | | |
| Gross profit(or loss): | | |
| Administrative expenses: | ( | ( |
| Other operating income: | | |
| Operating profit(or loss): | | |
| Profit(or loss) before tax: | | |
| Tax: | ( | |
| Profit(or loss) for the financial year: | | |
FLOURISH TOGETHER C.I.C.
Balance sheet
As at
| Notes | 2022 | 2021 | |
|---|---|---|---|
| | £ | £ | |
| Current assets | |||
| Cash at bank and in hand: | | | |
| Total current assets: | | | |
| Creditors: amounts falling due within one year: | 3 | ( | ( |
| Net current assets (liabilities): | | | |
| Total assets less current liabilities: | | | |
| Creditors: amounts falling due after more than one year: | 4 | ( | ( |
| Total net assets (liabilities): | | | |
| Members' funds | |||
| Profit and loss account: | | | |
| Total members' funds: | | |
The notes form part of these financial statements
FLOURISH TOGETHER C.I.C.
Balance sheet 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
FLOURISH TOGETHER C.I.C.
Notes to the Financial Statements
for the Period Ended 30 November 2022
-
1. Accounting policies
Basis of measurement and preparation
These financial statements have been prepared in accordance with the provisions of Section 1A (Small Entities) of Financial Reporting Standard 102 Turnover policy
Turnover Turnover is measured at the fair value of the consideration received or receivable, net of discounts and value added taxes. Turnover includes revenue earned from the sale of goods and from the rendering of services. Turnover is reduced for estimated customer returns, rebates and other similar allowances.Sale of goods Turnover from the sale of goods is recognised when the significant risks and rewards of ownership of the goods has transferred to the buyer. This is usually at the point that the customer has signed for the delivery of the goods.Rendering of services Turnover from the rendering of services is recognised by reference to the stage of completion of the contract. The stage of completion of a contract is measured by comparing the costs incurred for work performed to date to the total estimated contract costs. Turnover is only recognised to the extent of recoverable expenses when the outcome of a contract cannot be estimated reliably. Other accounting policies
Taxation Income tax expense represents the sum of the tax currently payable and deferred tax.The tax currently payable is based on taxable surplus for the year. Taxable surplus differs from surplus as reported in the statement of comprehensive income because of items of income or expense that are taxable or deductible in other years and items that are never taxable or deductible. The company's liability for current tax is calculated using tax rates that have been enacted or substantively enacted by the end of the reporting period.Deferred tax is recognised on timing differences between the carrying amounts of assets and liabilities in the financial statements and the corresponding tax bases used in the computation of taxable surplus. Deferred tax liabilities are generally recognised for all taxable timing differences. Deferred tax assets are generally recognised for all deductible temporary differences to the extent that it is probable that taxable surplus will be available against which those deductible timing differences can be utilised. The carrying amount of deferred tax assets is reviewed at the end of each reporting period and reduced to the extent that it is no longer probable that sufficient taxable surplus will be available to allow all or part of the asset to be recovered.Deferred tax assets and liabilities are measured at the tax rates that are expected to apply in the period in which the liability is settled or the asset realised, based on tax rates (and tax laws) that have been enacted or substantively enacted by the end of the reporting period. Deferred tax liabilities are presented within provisions for liabilities and deferred tax assets within debtors. The measurement of deferred tax liabilities and assets reflect the tax consequences that would follow from the manner in which the Company expects, at the end of the reporting period, to recover or settle the carrying amount of its assets and liabilities.Current or deferred tax for the year is recognised in surplus or deficit, except when they related to items that are recognised in other comprehensive income or directly in equity, in which case, the current and deferred tax is also recognised in other comprehensive income or directly in equity respectively.
FLOURISH TOGETHER C.I.C.
Notes to the Financial Statements
for the Period Ended 30 November 2022
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2. Employees
2022 2021 Average number of employees during the period 0 0
FLOURISH TOGETHER C.I.C.
Notes to the Financial Statements
for the Period Ended 30 November 2022
3. Creditors: amounts falling due within one year note
| 2022 | 2021 | |
|---|---|---|
| £ | £ | |
| Taxation and social security | | |
| Other creditors | | |
| Total | | |
FLOURISH TOGETHER C.I.C.
Notes to the Financial Statements
for the Period Ended 30 November 2022
4. Creditors: amounts falling due after more than one year note
| 2022 | 2021 | |
|---|---|---|
| £ | £ | |
| Other creditors | | |
| Total | | |
COMMUNITY INTEREST ANNUAL REPORT
FLOURISH TOGETHER C.I.C.
Company Number: 10465275 (England and Wales)
Year Ending: 30 November 2022
Company activities and impact
Company activities and impact 1st December 2021 to 30th Nov 2022340 individuals (309 women [91%] and 31 men [9%]) were supported over the last year with 1,136 interventions ranging from one to one coaching, mentoring, peer learning sessions, talks and specialist workshops as well as networking events. 125 people accessed intensive support with 87 of those accessing 5 support sessions or more. This led to 44 new enterprise start-ups have been supported during this time with 40 jobs created. Of those supported 138 (41%) were entrepreneurs from Black, Asian or other Culturally Diverse backgrounds and 225 (66%) were Social Enterprises/Purpose Led businesses. Including wider consultation activities, in excess of 400 organisations engaged with us during this period. Programmes and support our beneficiaries accessed included:Time to Grow ProgrammeIntensive programme combining social enterprise, innovationand leadership support for start-up and scale-up social ventures. 27 participants undertook the programme including: - 13 (48%) BAME - 10 (37%) facing mental health challenges - 21 (78%) needing to work on confidence / self-esteem - 18 (67%) unemployedOutputs/outcomes: - 92% fully completed the programme - 20 (74%) set up a venture of those - 92% were social enterprises - 82% were new start-ups - 16 (59%) helped into employment (including self-employment). - 22 people accessed mentoring support (with 12 wider mentors involved in addition to peer support across the group) - £3,500.00 invested in 11 people with awards ranging from £100-£300Intensive Support with 60 social and community ventures supported through a combination of the Business Growth Hub ESF commissioned programme and Manchester City Council commissioned programme. This enabled us to support 45 diverse women led VCSE organisations with bid-writing, targeted support and mentoring helping grass roots VCSE organisations and diverse women-led organisations to gain improved bid-writing skills, confidence, planning, communication and impact measurement communication. 45 organisations were intensively supported with bid-writing support applying for £385,680.00 of funds and income, with £315,480.00 being secured, equating to over 81% success rate.Support included access to regular Flourishing Mondays & Fridays (drop-in social venture support days) plus numerous hours of tailored, intensive support (1042 hours in total).Flourishing Mondays and Fridays these pop-up social venture support days / co-working space were piloted from July 2022 in response to needs identified through research post-pandemic to meet the needs of start-ups SMEs. Launched across Manchester and Stockport initially engaging over 65 people plus 25 wider contributors, these support days (combining workshops and practical training alongside peer learning support and 1-2-1 drop-ins with specialists to enable social venture to access free support to develop and progress and their enterprises) are already seeing successes and will be rolled out in new locations in 2023.How to Festival This online portal of learning and development resources for social entrepreneurs was co-designed with our community and created by women changemakers (the majority of whom were previously unemployed / had limited prior knowledge of creating such a site) to enable the VCSE sector, start-ups and the wider community access bite-size community-led learning at their own pace. Content included high quality peer led relevant training, tips and resources but also gives a platform to showcase social ventures. It also contained a ‘Buy Social’ mall promoting social ventures where people can make a difference through their purchasing power. The portal provided 12 months access to 30 learning webinars a, 15 podcasts, involving 23 contributors. 216 people had access over the year with a total of 438 webinar views. Social Enterprise Supporter TrainingResearch we conducted for The Business Growth Hub (in consultation with mainstream business support providers and VCSE infrastructure agencies) showed us that that the groundswell of interest in developing social enterprise / purpose led ventures is not being met by corresponding skills, knowledge and capacity to effectively support these organisations to start and develop well. This led to the design and pilot of a two-day intensive support programme with 35 support professionals. Feedback was highly positive and the need for this capacity support fully endorsed by attending providers, with plans to further develop this capacity building training in 2023.Hub developmentResponding to a change in working & commuting habits we identified an opportunity to develop derelict / underutilised spaces into community-led social and creative enterprise work hubs. The first Flourish Hub was scheduled to open in the first half of 2023 with plans to develop further Hubs across Greater Manchester in areas identified as needing targeted / localised support to enable people to unlock their entrepreneurial potential. This is happening in partnership with the Station Alliance (Northern rail, Network Rail and Transport for Greater Manchester) plus some support form GMCVO.Pop Up Spa activitiesWe partnered with our sister organisation Pop Up Spa and Retreat to deliver sector specific support programmes to grow the Social Economy in new ways, whilst unlock potential to boost skills, employability and enterprise. 37 women were supported in 2022 to start the Holistic Therapies training courses, 35 (95%) completed courses to receive accredited qualifications (75% were unemployed at the point of accessing our support) through a ‘Careers in Holistic Health’ programme with significant results in line with our Time to Grow programme as detailed above. Additionally 41% were single parents and of the 27 people out of 37 who joined the course who were unemployed at the start 15 (55.5%) gained employment or went into self-employment within 6 months of completing the course.Flourishing FuturesRecognising the barriers many women entrepreneurs face setting up their ventures - including insecure housing & challenging personal financial situations (particularly in the current climate). This financial resilience programme was co-designed with our community to support women changemakers achieve financial security to enable them to focus on developing their ventures. This launched in December 2022 and we aim to roll this out to wider women’s networks (to be reported on in 2023 report).Investment EventsDuring December 2021 - November 2022 we held two Mentor-a-thons benefitting over 30 people per event. Overall we invested £5776.00 in 25 women led organisations during the period.Purchasing with PurposeEach year we aim to spend as much of our annual budget with VCSE organisations, social enterprises and women led business. Between December 2021 - November 2022Our transaction expenditure was in the region of £131,414.00 of this £114,022 (87%) was spent buying from Social Ventures, Women Led Business and VCSE catering, media and other suppliers in the nor for private profit sector.Additional analysis of expenditure shows£105,866.00 (80%) was spent on women led business ventures £3,738.99 was spent on social enterprise Media organisations (2.5%)£2,906.52 was spent at social enterprise cafe / catering companies (2%)£4,767.00 was spent on Wellbeing activities in community venues (4%)£15,982.62 was invested in seed fund and donations to community ventures (12%)
Consultation with stakeholders
Including wider consultation activities, in excess of 400 organisations engaged with us during this period. Key stakeholders are beneficiaries of our programmes, intensive support and events. Plus wider partners, strategic leaders across Greater Manchester and the North West and our board of Directors. We have a range of funding and investment partners including Manchester City Council, WEA, Nat West, The National Lottery, Salford CVS, One Manchester, Step Up, The Business Growth Hub, GMCVO, Proper Good, Sector 3, The Leap and others The consultation we undertook in 2020 as part of a GMCA policy plus further consultation during the 2021 ELLII programme together with impact case studies from Time to Grow participants led to the development of Flourishing Futures programme (financial resilience training & community venture support).We were commissioned by The Business Growth Hub to carry out research on the Social Enterprise landscape within Greater Manchester, consulting mainstream business support providers and 20 VCSE infrastructure agencies plus over 100 early stage social entrepreneurs via focus groups, interviews and surveys. This led to the development of our Social Enterprise Supporter events (see above).Consultation with Time to Grow participants led to the development of Flourishing Mondays and Fridays – to meet the growing need for social venture drop-in support and enterprise training i) without committing to a cohort programme ii) in a range of locations across Greater Manchester to reach more people affected by increased cost of living/unable to afford to travel and iii) delivering just-in-time training to people when they need it.All Time to Grow Programme and Flourishing Futures participants, Flourishing Mondays & Fridays attendees, recipients of intensive support and How To Festival participants have been consulted with evaluate existing programmes, co-design future services and create new events and initiatives to further meet the needs of the community as they evolve.In preparation for opening the Flourish Hub we consulted with the local community to inform the development of the Hub and the services/provision to be developed. We conducted 4 stakeholder events, 2 physical and 2 virtual, to shape scope, understand demand and subsequently design services to be delivered via our first Hub in Heaton Chapel Hub. These were attended by over 40 people – a combination of local residents, community groups, local businesses and VCSE support organisations.Directors meetings have taken place to review and inform the services, strategy and wider engagement opportunities.
Directors' remuneration
No remuneration was received
Transfer of assets
No transfer of assets other than for full consideration
This report was approved by the board of directors on
14 July 2023
And signed on behalf of the board by:
Name: Nickala Torkington
Status: Director