OpenCharities

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator. This document is also available as Markdown.

← Longbridge Childcare Strategy Group

2025-03-31-accounts

REGISTERED COMPANY NUMBER: 03719730 (England and Wales) REGISTERED CHARITY NUMBER: 1081699

Report of the Trustees and

Unaudited Financial Statements for the Year Ended 31 March 2025

for

LONGBRIDGE CHILDCARE STRATEGY GROUP

Cooper Parry Advisory Limited CUBO Birmingham 4th Floor Two Chamberlain Square Birmingham West Midlands B3 3AX

LONGBRIDGE CHILDCARE STRATEGY GROUP

Contents of the Financial Statements for the year ended 31 March 2025

Page
Reference and Administrative Details 1
Report of the Trustees 2 to 10
Independent Examiner's Report 11
Statement of Financial Activities 12
Balance Sheet 13
Cash Flow Statement 14
Notes to the Cash Flow Statement 15
Notes to the Financial Statements 16 to 23

LONGBRIDGE CHILDCARE STRATEGY GROUP

Reference and Administrative Details

for the year ended 31 March 2025

Trustees S Murray M Short (Chair) C J Atterbury L Williams R L Collins (appointed 4/7/2024) D Appleton Finance Director (appointed 20/2/2025) I J Wilcox Senior Finance Manager (appointed 19/2/2025) L J Wills (appointed 14/7/2025) M L Windridge (appointed 7/10/2025) Registered office Hollymoor Centre 8 Manor Park Grove Northfield Birmingham West Midlands B31 5ER Registered company number 03719730 (England and Wales) Registered charity number 1081699 Independent examiner Cooper Parry Advisory Limited CUBO Birmingham 4th Floor Two Chamberlain Square Birmingham West Midlands B3 3AX

Page 1

LONGBRIDGE CHILDCARE STRATEGY GROUP

Report of the Trustees for the year ended 31 March 2025

The Trustees, who are also Directors of the Charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 31 March 2025. The Trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015).

Structure, governance and management

Longbridge Childcare Strategy Group is a company limited by guarantee (company number 03719730) which was incorporated on 25 February 1999 and achieved charitable status on 21 July 2000 (number 1081699). It is governed by its Memorandum and Articles of Association dated 25 February 1999, as amended by special resolution on 13 December 1999.

The Trustees who held office during the year and to the date of this report are as follows:

Ms S Murray Appointed 02 December 2021
Mr M Short Appointed 02 December 2021
Ms R Collins Appointed 04 July 2024
Mr D Appleton Appointed 20 February 2025
Mr I J Wilcox Appointed 19 February 2025
Mr C J Atterbury Appointed 24 October 2023
Mr L Williams Appointed 17 November 2023
Ms R Sharpe Appointed 22 December 2023

Page 2

LONGBRIDGE CHILDCARE STRATEGY GROUP

Report of the Trustees

for the year ended 31 March 2025

Objectives and activities Objectives and aims Recruitment and appointment of new Trustees

Recruitment of Trustees has been particularly successful this year and we have recruited three additional board members from a variety of professional backgrounds to reflect the needs of the charity.

The current Trustees are full time professionals, some of whom have experience within the childcare field.

We continually encourage parents and individuals to become members of the committee, specifying the roles and responsibilities required for the provision. This is undertaken via an interview with the panel, committing to a minimum of four meetings per year and completing a DBS check.

Principal activity

The principal activity of the company continues to be the provision of quality, affordable childcare facilities and training for those supplying care services. The welfare and development of the children is paramount within all of our activities, particularly at this time.

Longbridge Childcare Strategy Group is a charity established in 1991, to be effective in Birmingham with particular reference to the Longbridge Area and its environs (the Area of Benefit).

"To advance the education and development of young children within Longbridge in particular by the provision of a comprehensive childcare service offering facilities for safe and satisfying play and to provide or to arrange for the provision of such ancillary facilities and activities which are considered necessary or desirable for the fulfilment of the objects."

The Charity includes the following powers exercisable in furtherance of the said Objects, but not otherwise;

  1. To advance, whether by training or otherwise, the knowledge and professional skills of those resident in the Area of Benefit and concerned with the provision of childcare.

  2. To provide practical help within the Centre services, including; advice, assistance, service, support, advocacy and information to meet the needs of those caring for children and to liaise with external bodies concerned with the matters of childcare.

  3. To promote, provide and carry on or assist in the promotion, provision and carrying on of facilities of any kind pursuant to the objects and to arrange and hold meetings, conferences and lectures.

Activities April 2024 - March 2025

Longbridge Childcare Strategy Group (LCSG) remained dedicated to providing exceptional childcare and vital support to vulnerable children and their families in South Birmingham throughout 2024-2025.

This annual report highlights our accomplishments, challenges, and key milestones, all contributing to our ongoing mission to create a nurturing and secure environment for every child in our care.

2024 - 2025 has been an eventful year for Longbridge Childcare Strategy Group, continuing our dedication to providing high-quality child care and support for vulnerable children and their families in the South of Birmingham. This report reflects the achievements, challenges, and milestones over the past year, as we continue to work towards creating a nurturing and safe environment for every child in our care.

Our mission at Longbridge Childcare Strategy Group is to put 'Children First' by ensuring that every child has access to affordable, high-quality childcare, and to support their development emotionally, socially, and academically. At our 3 childcare settings Alphabets @ Hollymoor, Alphabets @ Frankley and Alphabets @ Cofton, we envision a world where every child, regardless of background, can grow in a caring and supportive environment that fosters their full potential. We aim to give children the tools they need for their next stage of education.

Alphabets @ Frankley Summary of Setting and Key Achievements 2024 - 2025

This provision is graded Good grade by Ofsted. Operating from Frankley Children's Centre in Frankley, Birmingham. The nursery moved into the main Frankley Plus Children's Centre building in April 2024 due to the lease agreement not being renewed by Hollyhill School for the room they were occupying which joins the school and children centre together. This move back into the Children's Centre has been a positive one and has supported the joined up working we do alongside Barnardos, the Family Support team and other services that are run from the Centre.

Page 3

LONGBRIDGE CHILDCARE STRATEGY GROUP

Report of the Trustees

for the year ended 31 March 2025

The staff team has been able to provide a stable and secure environment for the children and families in the area, without having a break in the care service that may have come with moving venues.

In May 2024 we changed the name of the setting from Alphabets @ Hollyhill to Alphabets @ Frankley. To reflect the move to the Children Centre.

Working in partnership is a strength for this setting; they often work jointly with other professionals to support the families within their care, who may often have complex needs.

Professional development courses have upskilled the staff team. They have taken part in Designated Senior Lead training, Counting Collections Training, Operation Encompass, Makaton training, Food Safety, FGM, Prevent.

Alphabets @ Cofton Summary of Setting and Key Achievements 2024 - 2025.

This provision is Graded Good by Ofsted. It operates from a separate building based on the Cofton Primary School site, in West Heath. Providing care for children aged 2 to 4 years at the Pre-School session as well as a Before and After school club. It also operates a holiday playscheme during school holidays for children aged 3 to 11 years.

To ensure future sustainability the setting reduced the age of the children they care for to 2 years olds, this meant that the occupancy of the setting increased.

The setting continues to be popular with children and families attending the adjoining primary school, also attracting its use from pupils from other local schools during the school holidays.

This settings works closely with Cofton Primary School in order to support their services offering wrap around care, working professionally to support the families that attend with setting,

Professional Development courses have been undertaken by the staff team which included GCP2 training, Designated Senior Lead, Makaton, Counting collections.

Alphabets @ Hollymoor Summary of Setting and Key Achievements 2024 - 2025.

This provision is Good grade by Ofsted. It operates from Hollymoor Centre in Northfield. Offering care for children aged 9 months to 4 years during term time and 9 months to 8 years out of term.

Working in partnership with other childcare professionals and the local children's centres, to meet each child's individual needs.

This year they developed a baby room in order to support the implementation of the Early Education Entitlement funding for children from the age of 9 months.

Staff team upskilled by completed CPD courses including Safer Sleeping, Safe Eating, Setting Based SENCO.

Other Key Achievements in 2024 - 2025

Lead Special Educational Needs Role - Each setting was supported by the introduction of a Lead SEN Practitioner. A mobile role which includes visits to each setting and observations carried out on children to determine future support needed for the child and if referrals to other agencies are required.

Growth

This year, we expanded our reach to serve more children and families than in previous years. We are proud to report expansion at both the Hollymoor and Cofton sites, enabling us to support a greater number of children and families than in any previous year.

Our continuous drive to enhance services has led to the training of our staff to support children with specific medical conditions. This enables us to inclusively cater to children who experience discrimination based upon their health needs, demonstrating our ability to address a wider range of needs and specific challenges faced by various age groups and family structures.

Managers have spent much time building relationships with local schools, and community groups which have been instrumental in identifying and reaching families most in need, fostering a network of support that extends our impact.

Page 4

LONGBRIDGE CHILDCARE STRATEGY GROUP

Report of the Trustees

for the year ended 31 March 2025

This expansion is not merely a matter of numbers. Through our efforts, more children are receiving the educational support, nutritional assistance, and emotional guidance they need to thrive. More families are finding the resources and community connections that empower them to overcome challenges and build stronger futures. We remain committed to building upon this momentum, continually seeking new ways to grow our reach and deepen our impact in the years to come.

Continuation of Nutritional Programs

We continue to ensure that the children using our childcare services receive nutritious snacks and meals, contributing to better health and well-being.

Partnerships - We still continue to partner with Cofton Primary School to offer breakfast club and after school club care to 40 children per week. We also continue to partner with Hollyhill School to provide breakfast club provision to 10 children.

Challenges

Funding Constraints - The children that attend our settings are primarily funded by the Early Education Funding entitlement which was increased, but for another year we have seen that the increase is unfortunately not at the rate in which the National Minimum Wage was increased by. Therefore we still continue to use the expertise of the project manager as the bid writer, in order to try to avoid any shortfalls.

Staffing Shortages - We still continue to face staff shortages and recruitment issues. To help counteract this we have worked with Best Practice Network to place an apprentice in each of the settings to try to strengthen our staff team.

Future Goals

Expansion plans - The successful launch of our Baby Room has led to a growing demand for additional baby places, indicating a need for further service expansion.

Strengthening Partnerships - Build stronger relationships with local businesses and schools encouraging the usage of our nurseries by its stakeholders and their linked parents / carers.

Parent / Carer and Community Events - Continue to engage the community with fundraising events and volunteer opportunities. It is important for us to foster stronger community and parental ties, by holding Family inclusion events.

Pursuit of further fundraising efforts, these will be transparently managed, with clear communication on how the raised funds will be utilized to benefit our settings.

Central Office

Negotiations regarding the Lease for the building were unresolved during this period and will now continue as a priority for the next year. The condition of the building remains stable, LCSG has continued to complete emergency repairs as and when needed.

The centre has continued to see an increased uptake in community events to include crafts,exercise classes, meeting place for the over 50's and a space for new mothers.The introduction of LCSG Food pantry and warm spaces have increased the footfall to the centre and provided the community with a much needed support network due to the cost of living crisis. We have identified the need for further grants and bids to maintain the building in regard to the roof, heating and promoting a more energy efficient centre. We will be prioritising these actions over the next 2 years.

Looking Ahead

The next 12 months bring exciting opportunities to further support children and families:

We're also expanding our fundraising efforts with a more focused presence on social media, advertising, and marketing strategies, ensuring that the local community knows who we are and where we're based. This will help us attract more support, volunteers, and engagement for the work we do.

Page 5

LONGBRIDGE CHILDCARE STRATEGY GROUP

Report of the Trustees

for the year ended 31 March 2025

Management

The Board continued to work with staff throughout the year to investigate potential changes which could benefit the organisation. Through consultation, priority was placed on building a larger Board which reflects the community and holds specialisms which can support the development and growth of LCSG.

LCSG Priorities for this year were;

This Report has shown that we continue to maintain quality services and support children and families. We also worked in partnership with other organisations and the Local Authority. The organisation continues to move forward optimistically with plans for future growth and development.

Public benefit statement

The Trustees confirm that they have complied with the duty in section 4 of the Charities Act 2011 to have due regard to the Charity Commission's general guidance on public benefit, 'Charities and Public Benefit'.

Page 6

LONGBRIDGE CHILDCARE STRATEGY GROUP

Report of the Trustees for the year ended 31 March 2025

Objectives and activities

Social Impact Report April 2024 - March 2025

During this year LCSG has provided quality childcare and family support for families including disadvantaged children needing special educational needs and safeguarding support, young adults, women, men, senior members of the community and single parents. Access to these services has been a powerful tool in addressing the effects from social disadvantage brought about by poor housing and living in areas of poverty. We continue to work with those in our community who are isolated and vulnerable; this is typically those on the lowest incomes. By offering welfare support to the most in need, quality childcare and family support has enabled individuals to access work or training courses, increase their hours or take on new opportunities. This has helped them to move out of poverty, improve their lives and enhance their children's long-term life chances.

LCSG have been active in Birmingham with a primary focus on Northfield West Heath and Frankley Great Park which the Birmingham Indices of deprivation 2019 ranked as among the 10% most deprived areas nationally. The wards are faced with a growing number of families living in poverty due to the cost-of-living crisis. We engage with these hard-to-reach families and individuals offering a fun, safe but stimulating environment along with a programme of activities designed to foster a sense of community and wellbeing.

LCSG has given extra social support to over 900 local families throughout the year. Our records show that 83% of the children attracted Pupil Premium and or Deprivation funding this rises to 90% in Frankley. 2730 people have accessed support through our community centre and out of term social activities and projects. (10920 people have visited each year face to face in total) Birmingham City Council continues to recognise the centre as a 'warm welcome' venue. In addition to this we have provided hampers and support packs which include online support to 4,000 families receiving benefit support or have additional needs.

LCSG continues to assess and support the children who come into our care. Communication remains a major concern especially for children who have English as an additional language. Using communication assessment strategies and tools we work in partnership with the parents to identify the child's communication needs and put an early intervention plan into place. This is a service made available for every child. The children and young people we have supported for the last 3 years have included those who have experienced trauma (they may be having counselling or play therapy). Children and young people with a Health Care Action Plan. Looked after children and young people, Children, and young people from prisoner families. Children and young people with parents/carer or a sibling who suffers from health problems or a disability which impact on the child's quality of life. (This can include mental health), children and young people with parents/carers who are rehabilitating from an addiction. The numbers of children with extended needs (SEND) have dramatically increased. The areas of concern include difficulties hearing, mild to moderate learning disability, developmental disability i.e., autism or autism spectrum disorder. Parents are increasingly asking for support in managing their child's behaviour.

LCSG employs thirty employees on a range of employment contracts which include full time, part time and term time only. We work in partnership with the Birmingham Playcare Network (BPCN) who run a scrap store from our centre which recycles donations from individuals and businesses throughout Birmingham they employ eight part-time staff and fifty volunteers. BPCN also facilitates short courses and projects from the Hollymoor Centre. These projects are aimed at addressing a social need which brings in vulnerable people. They hold a biweekly craft group for people over 50 years old and a mother and baby club supporting young moms. Five hundred people visit ScrapStore each month 6000 each year. We have a scout group and a dance academy group. We also have a school onsite called Flexible Learning which is for children who find attending mainstream education a challenge. Each of the occupants of the Hollymoor Centre refer individuals and groups to LCSG. We work together to offer the best help and support. In total over 24,462 people in the community benefited from our combined services. This partnership has enhanced our connection with families in the local community and strengthened the support we are able to give, we have found that we are able to attract a larger number of families who would have been harder to reach out to. By bringing them into our community we can work in partnership with other professionals and services to make a real change to their lives. An example of the professionals we work with are Health Visitors, Social Workers, Police, Health Care Professionals, teachers, and housing organisations. We also work in partnership with the Children's Centres, Special Educational Needs co-ordinators and Speech and Language Therapists. In addition, we support parents back into training by providing flexible childcare packages in partnership with the colleges.

LCSG employees are childcare practitioners who are experienced in connecting with and supporting people who are vulnerable and who often find it hard to trust anybody. Forming a partnership with them in support of their children helps to build a bond of trust. The parents/carers are grateful to have the opportunity to talk their problems through with the child's key person. The key person will then signpost them or help them find the help available. The key people have an extensive training program available to them which includes training in managing trauma, mental health first aid, drug and alcohol rehabilitation, domestic violence, and a range of safeguarding courses. This is to provide the socially supported families with the highest quality of care and advice available.

Page 7

LONGBRIDGE CHILDCARE STRATEGY GROUP

Report of the Trustees for the year ended 31 March 2025

Objectives and activities

During the summer LCSG were able to capitalise on the new team of Playworkers who were employed last year. This included the development of a team of seven young adults aged between 16 to 18 years old who were very enthusiastic and committed to providing a summer scheme full of fun and friendship for the young children in their care. These young people gained valuable work experience, made new friends, and had a valuable experience of employment and managing their own money.

Safeguarding and promoting the welfare of children remain to be an integral factor in all LCSG's management procedures. This commitment is deeply embedded in the general ethos of LCSG who aim to continue to foster a culture of vigilance and care. The number of qualified Designated Safeguarding Leads has increased to give the team the skills and confidence to act appropriately and with confidence when they need to. LCSG's induction pack has also been revised to strengthen new employee's knowledge and understanding of what is expected from them as a member of the team. The members of the group have all continued to adhere to government guidelines but share this responsibility as a team. The care and wellbeing of individuals remains our top priority.

Page 8

LONGBRIDGE CHILDCARE STRATEGY GROUP

Report of the Trustees for the year ended 31 March 2025

Financial review

Financial position

The financial review of the year to 31st March 2025 shows the charity has faced challenges however 24/25 is showing positive signs of recovery from previous years.

It's been somewhat of a concern for the industry as a whole due to the early years recruitment crisis and we have found it increasingly difficult to recruit in order to expand on numbers.

Our focus was to increase uptake within each of the settings, to plan an attractive advertising strategy in order for The Hollymoor to become more known and to alleviate any financial strains that were not needed within the charity. This has been somewhat successful, we have seen a significant increase at Alphabets@Cofton and Alphabets@Hollymoor. The managers are using a variety of methods in order to attract new clients and the centre is receiving more traction.

Funded rates provided by the Government have always been significantly lower than needed, however consultations during this year provided positive news that the age in which children receive funding would be lowered, hours extended to 30 and a rise in the funding rates. This has had a positive impact on the 24/25 accounts.

During this time, we looked at ways in which we could save money in all areas, as some employees moved on to new ventures, roles were able to be dissolved amongst the team. Managers were given more insight into budgets and more training was provided, this helped to identify trigger points within the budgets and where money was being spent. Increased costs with the food and utilities have been the biggest challenge and managers have been encouraged to research cheaper alternatives.

At the Directors meeting in February 2024 a wage rise was agreed for managers and deputy managers, with all remaining roles above the new national minimum wage increase from April 2024.

EEE Funding rates were again released late into the month. The formula had been written for the next 3 financial years which would be looked at every 12 months. This has since been reviewed to incorporate the new childcare options from 9 months old. We are optimistic that the new rates and EYPP rates will have a significant positive impact over the next 2 financial years for the Charity.

After the success we had previously had with the HAF programme and the uptake for childcare provision out of term on a downturn, It was decided that if possible to attract new opportunities and bids in regard to offering a completely free service, to not only allow us to keep in consistent contact with our vulnerable families but to also take the strain financially off our service users. A Warm Welcome bid was granted at £11000 and a Winter food aid grant of £4000 where we were able to provide exciting opportunities for the families in the local area to come together and for us to provide a safe, warm and welcoming environment, We were able to provide a food parcel for each family registered with us to include a healthy balanced meal and recipe ideas. This supported the children's welfare out of term when the families were facing the most challenging times due to the cost of living.

The HAF Programme continued throughout 24/25 for 24 sessions over the academic year,this is now offered in all 3 settings bringing in over £19,000 of support for our most vulnerable children. We were able to support this with additional grants from Tescos, Bodenem Trust and Change X

We have continued to use The Hollymoor site in connection with BPCN for a series of group gatherings including Create and Craft fairs, group gatherings and training, generating more footfall to the area and subsequently more recognition in the area. This resulted in many of the rooms that were vacant being booked within the day which was another area we have tapped into to secure consistent income into the charity. We are seeing a year on year growth within the centre income due to word of mouth from the service users. We will continue to advertise any gaps within the day to ensure we have consistent bookings within the building.

The Hollymoor Centre successfully secured a significant grant from the VCSE, totalling £148,802.88, dedicated to enhancing the building's environmental sustainability. This vital funding was sought in preparation for forthcoming regulatory changes in 2027 and 2030. The upgrades completed include the installation of new solar panels, energy-efficient windows and doors, and modern, energy-efficient lighting. We anticipate that these measures will lead to a reduction in utility costs, and we plan to assess the resulting savings and impact on outgoing expenses over the next twelve months.

In conclusion the settings have shown an equal uptake in paid childcare places, however we have also seen an increase of funded support at all 3 sites compared to the previous year.

This is welcome news to the charity, however as we are governed by the rates and cannot charge top up fees we have very tight margins as we see more and more children accessing the funded support and not the paid services.

Key triggers are still the out of core hours (before 9am and after 3pm)

Page 9

LONGBRIDGE CHILDCARE STRATEGY GROUP

Report of the Trustees

for the year ended 31 March 2025

We are hoping the introduction of the funded package to support working parents up to 30 hours per week from September 2025 will alleviate these hours.

Managers are now covering parts of the ratio without the additional need to pay for staff. Managers have a clear understanding of the required numbers of children needed in order to break even per hour. This is set out each year at the AGM. We have also introduced a more robust system in order to attract more funding opportunities for the charity and now have a dedicated person to write and submit grants and bids to attract the additional income the charity needs.

Concerns

The Charity continues to face financial pressures due to several factors. Significantly, we have seen a year-on-year increase in salary costs, driven primarily by substantial rises in the National Minimum Wage and the introduction of increased employer National Insurance contributions.

Beyond payroll, other concerns include:

Compounding these challenges is a sector-wide recruitment crisis. To successfully navigate this new environment, it is essential that we offer an attractive package to both recruit new employees and retain our current staff.

Reserves policy

Given the current net liabilities position, the reserves policy of the company is under review. The short-term priority is to eliminate the net liabilities. In the medium term, the trustees intend to agree a policy for maintaining unrestricted funds which will balance the group's day to day cash flow needs, while allowing for suitable investment in staff and resources which will benefit the group in the longer term.

Funds in deficit

The financial statements show a deficit in total funds of £84,686 as at 31 March 2025 (2024 - deficit of £79,800).

Going concern

The Trustees have considered a period of at least 12 months from the date of approval of these financial statements and consider that the charity will be able to continue to attract sufficient funding and manage its expenditure levels accordingly. The Group has access to a £10,000 overdraft facility that was renewed in December 2024 for a further 12 months. As such, the Trustees are content that the accounts can be prepared on the going concern basis.

Structure, governance and management

Risk management

The trustees have a duty to identify and review the risks to which the charity is exposed and to ensure appropriate controls are in place to provide reasonable assurance against fraud and error.

This report has been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies.

This report has been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies.

The Trustees, who are also Directors of the Charity for the purposes of the Companies Act 2006, present their report ............................................. Approved by order of the board of trustees on: 12/16/2025

........................................................................... M Short - Trustee

Page 10

Independent Examiner's Report to the Trustees of Longbridge Childcare Strategy Group

Independent examiner's report to the trustees of Longbridge Childcare Strategy Group ('the Company')

I report to the charity trustees on my examination of the accounts of the Company for the year ended 31 March 2025.

Responsibilities and basis of report

As the charity's trustees of the Company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 ('the 2006 Act').

Having satisfied myself that the accounts of the Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity's accounts as carried out under Section 145 of the Charities Act 2011 ('the 2011 Act'). In carrying out my examination I have followed the Directions given by the Charity Commission under Section 145(5) (b) of the 2011 Act.

Independent examiner's statement

Since your charity's gross income exceeded £250,000 your examiner must be a member of a listed body. I can confirm that I am qualified to undertake the examination because I am a member of the Institute of Chartered Accountants in England and Wales, which is one of the listed bodies.

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe:

  1. accounting records were not kept in respect of the Company as required by Section 386 of the 2006 Act; or

  2. the accounts do not accord with those records; or

  3. the accounts do not comply with the accounting requirements of Section 396 of the 2006 Act other than any requirement that the accounts give a true and fair view which is not a matter considered as part of an independent examination; or

  4. the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities (applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)).

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.

Cooper Parry

The Institute of Chartered Accountants in England and Wales

Cooper Parry Advisory Limited CUBO Birmingham 4th Floor Two Chamberlain Square Birmingham West Midlands B3 3AX

Date: .............................................12/16/2025

Page 11

LONGBRIDGE CHILDCARE STRATEGY GROUP

Statement of Financial Activities

for the year ended 31 March 2025

Unrestricted
Restricted
fund
fund
Notes
£
£
Income and endowments from
Donations and legacies
2
(49)
12
Charitable activities
3
Charitable activities
789,972
-
Total
789,923
12
Expenditure on
Raising funds
4
272
-
Charitable activities
5
Wages and National Insurance
464,036
-
Consumables and staff expenses
23,168
-
Repairs, research and maintenance
18,761
-
Rent, rates, heat and light
75,138
-
Bank and professional charges
1,277
-
Telephone, stationery & advertising
10,394
-
Sundry expenses
6,486
-
Other grant expenditure
16,987
-
Motor Vehicles Expenses
196
-
Other
8,722
12
Total
625,437
12
NET INCOME/(EXPENDITURE)
164,486
-
Reconciliation of funds
Total funds brought forward
(81,385)
1,585
Total funds carried forward
83,101
1,585		 2025
Total
funds
£
(37)
789,972
789,935
272
464,036
23,168
18,761
75,138
1,277
10,394
6,486
16,987
196
8,734
625,449
164,486
(79,800)
84,686		 2024
Total
funds
£
15
533,504
533,519
-
420,398
22,858
8,504
64,774
978
9,593
3,482
20,269
174
4,741
555,771
(22,252)
(57,548)
(79,800)

Continuing operations

All income and expenditure has arisen from continuing activities.

The notes form part of these financial statements

Page 12

LONGBRIDGE CHILDCARE STRATEGY GROUP

Balance Sheet

31 March 2025

2025 2024
Unrestricted Restricted Total Total
fund fund funds funds
Notes £ £ £ £
Fixed assets
Tangible assets 11 120,665 - 120,665 12,854
Current assets
Debtors 12 2,371 - 2,371 6,620
Cash at bank and in hand 76,148 1,585 77,733 19,306
78,519 1,585 80,104 25,926
Creditors
Amounts falling due within one year 13 (116,083) - (116,083) (118,580)
Net current assets/(liabilities) (37,564) 1,585 (35,979) (92,654)
Total assets less current liabilities 83,101 1,585 84,686 (79,800)
NET ASSETS/(LIABILITIES) 83,101 1,585 84,686 (79,800)
Funds 15
Unrestricted funds 83,101 (81,385)
Restricted funds 1,585 1,585
Total funds 84,686 (79,800)

The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 March 2025.

The members have not required the company to obtain an audit of its financial statements for the year ended 31 March 2025 in accordance with Section 476 of the Companies Act 2006.

These financial statements have been prepared in accordance with the provisions applicable to charitable companies subject to the small companies regime.

12/16/2025

The financial statements were approved by the Board of Trustees and authorised for issue on ............................................. and were signed on its behalf by:

............................................. M Short - Trustee

The notes form part of these financial statements

Page 13

LONGBRIDGE CHILDCARE STRATEGY GROUP

Cash Flow Statement
for the year ended 31 March 2025
2025
Notes
£
Cash flows from operating activities
Cash generated from operations
1
174,972
Net cash provided by/(used in) operating activities
174,972
Cash flows from investing activities
Purchase of tangible fixed assets
(116,545)
Net cash used in investing activities
(116,545)
Change in cash and cash equivalents in the
reporting period
58,427
Cash and cash equivalents at the beginning of
the reporting period
19,306
Cash and cash equivalents at the end of the
reporting period
77,733		 2024
£
(7,755)
(7,755)
(1,820)
(1,820)
(9,575)
28,881
19,306

The notes form part of these financial statements

Page 14

LONGBRIDGE CHILDCARE STRATEGY GROUP

Notes to the Cash Flow Statement

for the year ended 31 March 2025

1. Reconciliation of net income/(expenditure) to net cash flow from operating activities

2025 2024
£ £
Net income/(expenditure) for the reporting period (as per the Statement of
Financial Activities) 164,486 (22,252)
Adjustments for:
Depreciation charges 8,733 4,740
Decrease/(increase) in debtors 4,249 (1,209)
(Decrease)/increase in creditors (2,496) 10,966
Net cash provided by/(used in) operations 174,972 (7,755)
Analysis of changes in net funds
At 1/4/24 Cash flow At 31/3/25
£ £ £
Net cash
Cash at bank and in hand 19,306 58,427 77,733
19,306 58,427 77,733
Debt
Debts falling due within 1 year - (88) (88)
- (88) (88)
Total 19,306 58,339 77,645

2. Analysis of changes in net funds

The notes form part of these financial statements

Page 15

LONGBRIDGE CHILDCARE STRATEGY GROUP

for the year ended 31 March 2025

Notes to the Financial Statements

1. Accounting policies

Basis of preparing the financial statements

The financial statements of the charitable company, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) 'Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015)', Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland', the Charities Act 2011 and the Companies Act 2006. The financial statements have been prepared under the historical cost convention.

The significant accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated.

Going concern

The trustees assess whether the use of going concern is appropriate i.e. whether there are any material uncertainties related to events or conditions that may cast significant doubt on the ability of the academy trust to continue as a going concern. The trustees make this assessment in respect of a period of one year from the date of authorisation for issue of the financial statements.

The financial statements have been prepared on a going concern basis. The trustees have reviewed and considered relevant information, including the annual budget and future cash flows in making their assessment. Based on these assessments, given the measures that could be undertaken to mitigate the current adverse conditions, and the current resources available, the trustees have concluded that they can continue to adopt the going concern basis in preparing the annual report and accounts.

Income

All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received and the amount can be measured reliably.

Expenditure

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.

Irrecoverable VAT is charged as an expense against the activity for which expenditure arose.

Charitable activities

Costs of charitable activities are incurred on the charity's childcare operations, including support costs and costs relating to the governance of the charity apportioned to charitable activities.

Tangible fixed assets

All fixed assets are initially recognised at cost.

Depreciation

Depreciation of fixed assets is calculated to write off their cost of valuation less any residual value over their estimated useful lives as follows:

Improvements to leasehold property - 20% p.a. straight line basis
Office equipment - 15% p.a. reducing balance
Fixture and fittings - 25% p.a. reducing balance
Computer equipment - 25% p.a. reducing balance

Taxation

The charity is exempt from corporation tax on its charitable activities.

Fund accounting

General funds are unrestricted funds which are available for use at the discretion of the trustees in furtherance of the general objectives of the charity and which have not been designated for other purposes.

Designated funds comprise unrestricted funds that have been set aside by the trustees for particular purposes. The aim and use of each designated fund is set out in the notes to the financial statements.

continued...

Page 16

LONGBRIDGE CHILDCARE STRATEGY GROUP

Notes to the Financial Statements - continued

for the year ended 31 March 2025

1. Accounting policies - continued

Fund accounting

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charity for particular purpose. The cost of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements.

Hire purchase and leasing commitments

Assets obtained under hire purchase contracts or finance leases are capitalised in the Balance Sheet. Those held under hire purchase contracts are depreciated over their estimated useful lives. Those held under finance leases are depreciated over their estimated useful lives or the lease term, whichever is shorter.

Pension costs and other post-retirement benefits

The charitable company operates a defined contribution pension scheme. Contributions payable to the charitable company's pension scheme are charged to the Statement of Financial Activities in the period to which they relate.

Debtors and creditors receivable/payable within one year

Debtors and creditors with no stated interest rate and receivable or payable within one year are recorded at transaction price. Any losses arising from impairment are recognised in expenditure.

2. Donations and legacies

2.
Donations and legacies
Legacies
Grants
3.
Income from charitable activities
Charitable activities
Childcare services
Centre income
Nursery fees - government funded
Government support grants
4.
Raising funds
Other trading activities
Bad debts		 2025
£
-
(37)
(37)		 2024
£
1
14
15
2025 2024
£ £
64,098 58,274
618,587 470,027
107,287 5,200
789,972 533,501
2025
£
272		 2024
£
-

continued...

Page 17

LONGBRIDGE CHILDCARE STRATEGY GROUP

Notes to the Financial Statements - continued

for the year ended 31 March 2025

5. Resources expended

2025 2024
£ £
Unrestricted
fund		 Restricted
fund		 Unrestricted
fund		 Restricted
fund
Wages and national insurance 456,293 - 413,593 -
Accountancy and independent examination 7,834 - 6,193 -
Bank and professional charges 617 - 318 -
Consumables and staff expenses 28,857 - 34,027 -
Insurance 9,796 - 9,139 -
Depreciation 8,722 12 4,726 15
Pensions 7,743 - 6,805 -
Rent, rates, heat and light 75,138 - 64,774 -
Repairs, research and maintenance 12,254 - 6,588 -
Telephone, stationary and advertising 10,394 - 9,593 -
Bad debt write off 272 - - -
617,920 12 555,756 15

6. Support costs

Support costs
Governance
Finance costs Totals
£ £ £
Bank and professional charges 617 660 1,277
Other grant expenditure - 7,174 7,174
617 7,834 8,451

7. Net income/(expenditure)

Net income/(expenditure) is stated after charging/(crediting):

Net income/(expenditure) is stated after charging/(crediting):
2025 2024
£ £
Independent examiners' fees 7,147 5,533
Depreciation - owned assets 8,735 4,740

8. Trustees' remuneration and benefits

There were no trustees' remuneration or other benefits for the year ended 31 March 2025 nor for the year ended 31 March 2024.

Trustees' expenses

There were no trustees expenses paid in the year

continued...

Page 18

LONGBRIDGE CHILDCARE STRATEGY GROUP

Notes to the Financial Statements - continued

for the year ended 31 March 2025

9. Staff costs

Wages and salaries
Other pension costs
The average monthly number of employees during the year was as follows:
Administrative staff
No employees received emoluments in excess of £60,000.
Comparatives for the statement of financial activities
Unrestricted
fund
£
Income and endowments from
Donations and legacies
-
Charitable activities
Charitable activities
533,504
Total
533,504
Expenditure on
Charitable activities
Wages and National Insurance
420,398
Consumables and staff expenses
22,858
Repairs, research and maintenance
8,504
Rent, rates, heat and light
64,774
Bank and professional charges
978
Telephone, stationery & advertising
9,593
Sundry expenses
3,482
Other grant expenditure
20,269
Motor Vehicles Expenses
174
Other
4,726
Total
555,756
NET INCOME/(EXPENDITURE)
(22,252)
Reconciliation of funds
Total funds brought forward
(59,133)
Total funds carried forward
(81,385)		 2025
£
456,293
7,743
464,036
2025
27
Restricted
fund
£
15
-
15
-
-
-
-
-
-
-
-
-
15
15
-
1,585
1,585		 2024
£
413,593
6,805
420,398
2024
28
Total
funds
£
15
533,504
533,519
420,398
22,858
8,504
64,774
978
9,593
3,482
20,269
174
4,741
555,771
(22,252)
(57,548)
(79,800)

10. Comparatives for the statement of financial activities

continued...

Page 19

LONGBRIDGE CHILDCARE STRATEGY GROUP

Notes to the Financial Statements - continued for the year ended 31 March 2025

11. Tangible fixed assets

Improvements
to
Plant and
property
machinery
£
£
Cost
At 1 April 2024
120,994
23,033
Additions
113,272
1,310
At 31 March 2025
234,266
24,343
Depreciation
At 1 April 2024
114,154
19,168
Charge for year
7,547
609
At 31 March 2025
121,701
19,777
Net book value
At 31 March 2025
112,565
4,566
At 31 March 2024
6,840
3,865		 Fixtures
and
Computer
fittings
equipment
£
£
57,132
18,560
652
1,311
57,784
19,871
56,998
16,545
69
509
57,067
17,054
717
2,817
134
2,015		 Totals
£
219,719
116,545
336,264
206,865
8,734
215,599
120,665
12,854

Fixed assets, included in the above, which are held under hire purchase contracts or finance leases are as follows:

Improvements
to
property
£
Cost
At 1 April 2024 and 31 March 2025 38,825
Depreciation
At 1 April 2024 31,985
Charge for year 3,420
At 31 March 2025 35,405
Net book value
At 31 March 2025 3,420
At 31 March 2024 6,840
12. Debtors: amounts falling due within one year
2025 2024
£ £
Trade debtors 2,371 6,620

continued...

Page 20

LONGBRIDGE CHILDCARE STRATEGY GROUP

Notes to the Financial Statements - continued

for the year ended 31 March 2025

13. Creditors: amounts falling due within one year

Other loans (see note 14)
Trade creditors
Social security and other taxes
Other creditors
Deferred income
Accrued expenses
14.
Loans
An analysis of the maturity of loans is given below:
Amounts falling due within one year on demand:
Other loans
15.
Movement in funds
Unrestricted funds
General fund
Restricted funds
Restricted general fund
TOTAL FUNDS
Net movement in funds, included in the above are as follows:
Unrestricted funds
General fund
Restricted funds
Restricted general fund
TOTAL FUNDS		 2025
2024
£
£
88
-
15,809
9,826
53,989
60,074
11,104
11,024
152
114
34,941
37,542
116,083
118,580
2025
2024
£
£
88
-
Net
movement
At
At 1/4/24
in funds
31/3/25
£
£
£
(81,385)
164,486
83,101
1,585
-
1,585
(79,800)
164,486
84,686
Incoming
Resources
Movement
resources
expended
in funds
£
£
£
789,923
(625,437)
164,486
12
(12)
-
789,935
(625,449)
164,486		 2024
£
-
9,826
60,074
11,024
114
37,542		 2024
£
-
9,826
60,074
11,024
114
37,542
118,580
2024
£
-

continued...

Page 21

LONGBRIDGE CHILDCARE STRATEGY GROUP

for the year ended 31 March 2025

Notes to the Financial Statements - continued

15. Movement in funds - continued

Comparatives for movement in funds

Net
movement At
At 1/4/23 in funds 31/3/24
£ £ £
Unrestricted funds
General fund (59,133) (22,252) (81,385)
Restricted funds
Restricted general fund 1,585 - 1,585
TOTAL FUNDS (57,548) (22,252) (79,800)
Comparative net movement in funds, included in the above are as follows:
Incoming Resources Movement
resources expended in funds
£ £ £
Unrestricted funds
General fund 533,504 (555,756) (22,252)
Restricted funds
Restricted general fund 15 (15) -
TOTAL FUNDS 533,519 (555,771) (22,252)
A current year 12 months and prior year 12 months combined position is as follows:
Net
movement At
At 1/4/23 in funds 31/3/25
£ £ £
Unrestricted funds
General fund (59,133) 142,234 83,101
Restricted funds
Restricted general fund 1,585 - 1,585
TOTAL FUNDS (57,548) 142,234 84,686

continued...

Page 22

LONGBRIDGE CHILDCARE STRATEGY GROUP

Notes to the Financial Statements - continued

for the year ended 31 March 2025

15. Movement in funds - continued

A current year 12 months and prior year 12 months combined net movement in funds, included in the above are as follows:

Incoming Resources Movement
resources expended in funds
£ £ £
Unrestricted funds
General fund 1,323,427 (1,181,193) 142,234
Restricted funds
Restricted general fund 27 (27) -
TOTAL FUNDS 1,323,454 (1,181,220) 142,234

16. Related party disclosures

During the year ended 31 March 2018 the trustees loaned £9,000 to the company, this remains within other creditors as at 31 March 2025.

There were no Trustee's expenses paid in the year (shown in note 6) and no other related party transactions occured for the year ended 31 March 2025. There were no Trustee's expenses paid for the year ended 31 March 2025.

Key management personnel consists of the trustees only, whose remuneration is shown within note 6.

17. Ultimate controlling party

The charity was under the control of the Board of Trustees in the current and previous year.

18. Share capital

The company is limited by guarantee of its members and does not have any share capital. In the event the company is wound up, the members who are also the trustees, have a liability in respect of the guarantee, limited to £1 per member.

Page 23