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35,993 claims
Sparks Project CIO's Better Connect RISE2 Thrive programme supports individuals into training and employment.
This year we have supported 30 individuals through dedicated mentoring to create tailored plans for everyone. 7 clients, who were economically inactive, have now started employment and a further 3 have engaged with volunteering roles.
Service · Policy statement · From Sparks Project CIO — annual report and accounts, year ending 30 September 2025, page 7
Sparks Project CIO's connection sessions aim to reduce social isolation, improve mental and physical health.
We continued to deliver our Connection Sessions in both Barrowcliff and Eastfield to reduce social isolation, improve mental and physical health and as part of our suicide prevention work.
Service · Policy statement · From Sparks Project CIO — annual report and accounts, year ending 30 September 2025, page 6
Sparks Project CIO's health hubs provide a hybrid model of healthcare services, including blood pressure checks and triaging to GPs.
NEW Pilot of POP-UP Health & Wellbeing Hubs. Delivering a hybrid model on health hubs at various locations across the town. Taking Blood pressure and triaging to GP’s when necessary, open discussions about all thing’s health and mental health.
Service · Policy statement · From Sparks Project CIO — annual report and accounts, year ending 30 September 2025, page 6
Sparks Project CIO's digital skills project helps individuals access online services such as prescriptions and welfare benefits.
Digital Skills Project Supported individuals to access online provision including prescriptions, welfare benefits, energy suppliers and more.
Service · Policy statement · From Sparks Project CIO — annual report and accounts, year ending 30 September 2025, page 6
Sparks Project CIO's Baby SPARKS programme strengthens child development and parental confidence.
Baby SPARKS delivered early intervention for families with babies and toddlers, strengthening attachment, parental confidence and child development. Sessions included baby massage, sensory play, feeding and weaning support, and seasonal memorymaking activities.
Service · Policy statement · From Sparks Project CIO — annual report and accounts, year ending 30 September 2025, page 6
Sparks Project CIO's partnership working is central to its approach, ensuring joined-up support and effective referral pathways.
Partnership working remained central to our approach. We collaborated with health services, Social Services, community organisations and local artists to ensure joinedup support and effective referral pathways.
Relational · Stakeholder position · From Sparks Project CIO — annual report and accounts, year ending 30 September 2025, page 6
Sparks Project CIO's mental health programme supports adults with complex issues to build resilience and progress into volunteering or training.
New PILOT Life MAPS 26-week Mental Health Programme supported adults experiencing complex mental health issues, helping them build motivation, resilience and progression pathways into volunteering, training or community participation.
Service · Policy statement · From Sparks Project CIO — annual report and accounts, year ending 30 September 2025, page 6
Sparks Project CIO opened a second base in Eastfield to provide additional services.
We opened a second base in Eastfield in November which has gone from strength to strength with a creative space for 2 crafting sessions and a private counselling room for one to one appointments.
Operational · Procedural statement · From Sparks Project CIO — annual report and accounts, year ending 30 September 2025, page 6
Sparks Project CIO collaborates with local artists to strengthen community engagement and support.
Partnerships with local artists strengthened, including three awardwinning exhibitions at the Old Parcel Office.
Relational · Stakeholder position · From Sparks Project CIO — annual report and accounts, year ending 30 September 2025, page 6
Sparks Project CIO provides crisis support to elevate immediate issues such as food, energy, housing and financial problems.
With funding for a Crisis worker, we ensured clients could access free practical and emotional support to elevate immediate issues, including food, energy, housing and financial issues.
Service · Policy statement · From Sparks Project CIO — annual report and accounts, year ending 30 September 2025, page 6
Sparks Project CIO operates five core services aimed at improving health, reducing isolation, supporting early intervention, increasing skills and delivering creative activities.
We have developed 5 Core Services to achieve our following objectives. Food Parcels & Fuel Vouchers; Use of Phones, Laptops and Internet Access; Benefits Support; Mental Health & Wellbeing; Information, Advice & Guidance
Service · Policy statement · From Sparks Project CIO — annual report and accounts, year ending 30 September 2025, page 4
Sparks Project CIO was established in 2018 from community-led research.
Sparks was created in 2018 from community led research with residents identifying a need for an independent organisation to be embedded in the neighbourhood.
Context · Observational claim · From Sparks Project CIO — annual report and accounts, year ending 30 September 2025, page 4
The charity has a maintenance fund derived from funding by the Local Health Authority for future property maintenance.
This fund is derived from funding from the Local Health Authority and is to be set aside for significant future maintenance of the property.
Financial · Policy statement · From The Abbey Road Centre — annual report and accounts, year ending 31 March 2025, page 16
The charity converted from a Company Limited by Guarantee to Charitable Incorporated Organisation (CIO) on November 30, 2023.
The charity converted from a Company Limited by Guarantee to Charitable Incorporated Organisation (CIO) on 30 November 2023 as amended on 11 December 2023.
Governance · Policy statement · From The Abbey Road Centre — annual report and accounts, year ending 31 March 2025, page 16
There were no trustees' remuneration or expenses for the year ending March 31, 2025.
There were no trustees' remuneration or other benefits for the year ended 31 March 2025 nor for the year ended 31 March 2024.
Governance · Observational claim · From The Abbey Road Centre — annual report and accounts, year ending 31 March 2025, page 12
The charity operates a defined contribution pension scheme.
The charity operates a defined contribution pension scheme.
Operational · Policy statement · From The Abbey Road Centre — annual report and accounts, year ending 31 March 2025, page 12
The charity is exempt from corporation tax on its charitable activities.
The charity is exempt from corporation tax on its charitable activities.
Financial · Policy statement · From The Abbey Road Centre — annual report and accounts, year ending 31 March 2025, page 12
The Abbey Road Centre's freehold property was transferred for £1 in March 2013.
The freehold property 7-9 Abbey Road was transferred to the charitable company by the Local Health Authority for £1 in March 2013.
Operational · Observational claim · From The Abbey Road Centre — annual report and accounts, year ending 31 March 2025, page 14
The charity's financial statements comply with the Charities Act 2011 and Charity SORP.
In preparing those financial statements, the trustees are required to - select suitable accounting policies and then apply them consistently; observe the methods and principles in the Charity SORP;
Financial · Procedural statement · From The Abbey Road Centre — annual report and accounts, year ending 31 March 2025, page 6
The charity's financial statements are prepared on a going concern basis.
Therefore the trustees still consider it appropriate to prepare the financial statements on a going concern basis as there are sufficient reserves to carry forward.
Financial · Procedural statement · From The Abbey Road Centre — annual report and accounts, year ending 31 March 2025, page 3