for the Period Ended 31 March 2022
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 2022
Principal activities of the company
Directors
The directors shown below have held office during the whole of the period from
1 April 2021 to 31 March 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
for the Period Ended
2022 | 2021 | |
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| £ | £ |
Turnover: | | |
Gross profit(or loss): | | |
Administrative expenses: | ( | ( |
Other operating income: | | |
Operating profit(or loss): | ( | ( |
Interest receivable and similar income: | | |
Interest payable and similar charges: | ( | ( |
Profit(or loss) before tax: | ( | ( |
Tax: | ( | ( |
Profit(or loss) for the financial year: | ( | ( |
As at
Notes | 2022 | 2021 | |
---|---|---|---|
| £ | £ | |
Fixed assets | |||
Tangible assets: | 3 | | |
Total fixed assets: | | | |
Current assets | |||
Debtors: | 4 | | |
Cash at bank and in hand: | | | |
Total current assets: | | | |
Prepayments and accrued income: | | | |
Creditors: amounts falling due within one year: | 5 | ( | ( |
Net current assets (liabilities): | ( | | |
Total assets less current liabilities: | ( | | |
Creditors: amounts falling due after more than one year: | 6 | ( | ( |
Total net assets (liabilities): | ( | ( | |
Capital and reserves | |||
Called up share capital: | | | |
Profit and loss account: | ( | ( | |
Total Shareholders' 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 2022
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
Other accounting policies
for the Period Ended 31 March 2022
2022 | 2021 | |
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Average number of employees during the period | | |
for the Period Ended 31 March 2022
Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
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Cost | £ | £ | £ | £ | £ | £ |
At 1 April 2021 | | | | |||
Additions | ||||||
Disposals | ||||||
Revaluations | ||||||
Transfers | ||||||
At 31 March 2022 | | | | |||
Depreciation | ||||||
At 1 April 2021 | | | | |||
Charge for year | | | | |||
On disposals | ||||||
Other adjustments | ||||||
At 31 March 2022 | | | | |||
Net book value | ||||||
At 31 March 2022 | | | | |||
At 31 March 2021 | | | |
for the Period Ended 31 March 2022
2022 | 2021 | |
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£ | £ | |
Trade debtors | | |
Other debtors | | |
Total | | |
for the Period Ended 31 March 2022
2022 | 2021 | |
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£ | £ | |
Trade creditors | | |
Taxation and social security | | |
Other creditors | | |
Total | | |
for the Period Ended 31 March 2022
2022 | 2021 | |
---|---|---|
£ | £ | |
Bank loans and overdrafts | | |
Total | | |
At Miss S – Accounting for Purpose CIC, we work exclusively with CICs, charities, & creatives, so that we can help people to help and inspire people. We offer the usual accounting services plus training, mentoring, business planning, impact assessments and help with funding applications. We only work with the not-for-profit sector and creatives which allows us to positively impact the most amount of people that we possibly can. Miss S has 4 aims which are to: - give our clients time to shine- constantly question and evolve- empower people (with their numbers) - create sustainabilityDuring 2021-2022, 'To create sustainability' became our main goal. We wanted to keep all our viable clients in business so that when the pandemic restrictions ended, they were in a strong position to start again. For some, we went a little further and used their downtime to work on areas of the business that had been neglected, such as policies. We reviewed and improved a lot of policies so that charities were in a better place to obtain future funding than they were pre-pandemic. Recently, we have assisted several charities and CICs to register and set up, this was particularly true of domestic violence, food rescue, and mental health organisations who are responding to the increased need during covid stay at home measures. As the pandemic squeezed all reserves from every business and organisation, we started to provide training to empower people to do the bookkeeping or impact assessments themselves, rather than pay accountants and consultants fees. This, of course, also impacted our own solvency, driving us to look for grants and loans ourselves. Many of our clients, needed to give extra during the pandemic, whilst receiving less. This meant that they needed a huge amount of support from ourselves. We gave this willingly and free of charge so that they were able to access loans, funding or the Coronavirus Job Retention Scheme and carry on looking after their beneficiaries.Pro Bono and Volunteering workDuring the year, we realised how important our experience and knowledge was to so many people, whether they were clients or not. We started to transform further from accountants to advisors/accountants. We worked hard on developing training courses that could be delivered at no or a low fee. We gave one-to-one training sessions to teach bookkeeping to those who could no longer afford our bookkeeping services.We offered a day a month to any not-for-profit that needed us in a one-off capacity, free of charge. We started to offer mentoring, we presented at national (online) seminars and are currently developing plans to run more online webinars, workshops, and training. From April 21 to March 22 we gave away over £6,000 in billable hours to clients (and non clients) needing our help but unable to afford it. Additionally, we have acted as volunteers for the sector as business advisors or trustees, amounting to a further 112 hours.Who we have supported during this yearIn the last twelve months we have supported organisations working in the following areas affecting our communities: - Arts & Communities- Disabilities- Mental Health- Female Empowerment- Neurodivergence- Health & Wellbeing- Books & Learning- Gymnastics - Drug & Alcohol Abuse- Domestic Abuse- Equality & Diversity- Child Safety- FoodWhat people say about us'Miss S has showed ongoing support to Chapel Arts Studios but particularly during the pandemic when the business required support to make a plan, for both the short and long term, to ensure the ongoing viability of the organisation. Tracey was able to help the organization realign its vision working, with its core staff, board and funders to enable a significant restructure of the team and was integral in maintaining financial stability in a very uncertain time for all arts organisations.'Anita White, Chapel Arts Studios (September 2021)'Miss S were a huge support for our business during the pandemic. Their knowledge and willingness to help gave us the confidence in our business decisions, but also ensured we had a business to come back to. Their friendly and personal approach also helped cheer us up when feeling low.'Laura Paynton, Eclipse Gymnastics CIC (September 2021)We were lucky enough to win a book writing training package that would normally cost £1,500. This enabled both directors to write business books and to devise training packages relating to the books’ subject matter. Tracey has created an ebook called “Get That Grant!” and Fiona is writing a full-length book aimed at helping CICs start up and develop. Additionally, Fiona Sanderson (Director) became the main source of expert advice on a social media group for CIC owners, giving away 37.5 hours of free advice within the Hub or during the 19 “live” sessions from November 21 to March 22 that she delivered. These answered common questions raised by the CIC community and has led to the acquisition of 3 new clients and a plan for a Masterminding Programme for CIC owners commencing in September 22. Covid 19 forced Miss S to transform to a digital only practice. It forced our clients to cut costs and that meant Miss S losing some bookkeeping clients and all social enterprise start-ups we had. We had to adapt the way we worked, investing in equipment, storage and software to deliver our work online. We diversified our income streams by offering one-to-one bookkeeping training to our clients. This has been so well received and enabled so many businesses to remain sustainable, that we wish to make it a permanent offer. We received two small grants from Winchester City Council in Oct21 and Mar22 totaling £4,944, that helped towards recovering from the economic strains of the last few months of the Covid pandemic and ensured that more local businesses received the advice, mentoring, training, and empowerment that they needed to succeed themselves. By funding Miss S, the grant helped Miss S directly, but also there was a ripple effect that touched all our clients, and many other organisations out there who rely on us to advise them. Environmental ImpactWe are now a purely digital practice, storing all records in secure online facilities. This has reduced our carbon footprint significantly – no paper usage anymore, less printing and scanning means less energy used. We enabled remote working for our staff, so there were significantly less journeys to and from the office. This saved over 2,000 miles of car exhausts being put into the environment. We offset the rest of our impact by buying/planting trees in this country and oversees. ConclusionWe learned a great deal during this year and the pandemic, through diversification, increased CPD and a lot of self- reflection. We overcame major surgery, covid and financial hardship to keep Miss S going, and as a result, we now believe that we have the reputation of experts, as well as the knowledge, to help more people, save more jobs and create more sustainability within the third sector.
Our primary stakeholders are:Our clientsVarious social media groups specifically for not for profits and creativesAsset Link FinanceSantanderWe consult with our clients on a regular basis, often monthly, sometimes daily. We act on any feedback very quickly as we pride ourselves on being responsive. Our one-to-one training is completely client-initiated. They tell us what they need or lack confidence in, and we develop a training schedule to deliver that. We also offer a mentoring service in which clients can discuss anything that is bothering them and we will explore options together and devise a plan of action. We play a vital role in one particular Facebook group, offering free advice to the group who are CIC owners from all over the country. It is easy for us to spend up to 2hrs a day responding to queries in the group either publicly or via messenger. A few have subsequently become clients. The interactions in this Facebook group have been particularly influential in shaping Miss S this year and we have adapted our services to more specifically meet the requirements of not-for-profit organisations and have a book in the writing to assist new CIC owners.
There were no other transactions or arrangements in connection with the remuneration of directors, or compensation for the director’s loss of office, which require to be disclosed. Details of remuneration received are shown clearly within our full accounts.
No transfer of assets other than for full consideration
This report was approved by the board of directors on
30 March 2023
And signed on behalf of the board by:
Name: Tracey Ward
Status: Director