OpenCharities

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2022-03-31-accounts

c navca local focus natlonal volce Annual Report 2021/22

100+ users on Health and Wellbeing Slack workspace

Our website recieved 50,000+ views between March 2021 & April 2022

6 regional roundtable events on social prescribing with over 70 members

followers on Twitter

NAVCA member count: 187!

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Contents:

Legal and Administrative Details

Trustees’ Annual Report | Including Directors’ Report and Strategic Report

Auditor’s Report

Statement of Financial Activities | Including Income and Expenditure Account

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Balance Sheet

Notes to the Financial Statements

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Legal and administrative details:

Legal status:

NATIONAL ASSOCIATION FOR VOLUNTARY AND COMMUNITY ACTION is a charity (No. 1001635) and a company limited by guarentee (No. 2575206)

Directors and trustees:

The directors of the charitable company (‘the charity’) are its trustees for the purpose of charity law and throughout the report they are collectively referred to as ‘the trustees’.

The trustees of the charity during the year are set out on the right.

National Association for Voluntary and Community Action (NAVCA) is a company limited by guarantee. It does not have any paid-up share capital.

In January 2020, the Board appointed Judy Robinson as Chair, with Julie Farrow and Richard Jackson as Vice Chairs. They continued to hold these positions during 2021/22.

Roles/commitee Date elected/
re-elected/
Name: membership: appointed:
Judy Robinson Chair Appointed Chair
Ofcers’ group January 2020
Recruitment sub-group
Julie Farrow Vice-chair December 2019
Ofcers’ group
Chair HR commitee
Recruitment sub-group
Richard Jackson Vice-chair December 2020
Ofcers’ group
Recruitment sub-group
Brian Coghlan Treasurer
Ofcers’ group		 December 2018
Chair Finance commitee
Recruitment sub-group
Stephen Craker November 2018
Kerrie Fletcher Finance commitee November 2019
Recruitment sub-group
Alison Semmence HR commitee December 2020
Michelle Warburton November 2020
Angela White HR commitee November 2019
(Carter) OBE Recruitment sub-group
Clive Clarke Co-opted June 2021

Chief Executive: Maddy Desforges

Company Secretary:

Brian Coghlan to 5 June 2021 Maddy Desforges from 5 June 2021

Principal and Registered Office:

From August 2021 The Circle 33 Rockingham Lane Sheffield S1 4FW

April-August 2021: The Workstation 15 Paternoster Row Sheffield S1 2BX

Auditors:

BHP LLP 2 Rutland Park Sheffield S10 2PD

Bankers:

Unity Trust Bank plc Nine Brindley Place Birmingham B1 2HB Investment Managers: Investec Wealth and Investment Beech House 61 Napier Street Sheffield S11 8HA

Investment Managers:

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Our funders:

In 2021/22, NAVCA was grateful to receive funding from the organisations set out on the right which enabled us to pursue our strategic objectives.

Acknowledgments:

Thank you to all of NAVCA’s members for allowing us to use their photographs in the annual report.

Thank you to Charlotte Ware at Basingstoke Voluntary Action for supporting with the design of this Annual Report.

Lloyds Bank Foundation

Department for Digital, Culture, Media and Sport

The Tudor Trust

Paul Hamlyn Foundation

The National Lottery Community Fund

National Voices

Spirit of 2012

National Academy for Social Prescribing

Cambridgshire & Peterborough ICS

Supported by NHS England & NHS Improvement

NHS England

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Chair’s Foreword

Voluntary sector infrastructure really is like railways or roads: it has to build new connections; it needs to keep maps and information upto-date as things change and maintain; and it needs to improve the basics from dealing with potholes to preventing log jams!

NAVCA’s report for 2021/2022 demonstrates what good voluntary sector infrastructure looks like and what it does. I want to highlight some of this work.

First, building new connections is about relationships which are trusted and effective. Here are three examples. By bringing members together in regional forums or the health and wellbeing forum and by involving them in helping to shape responses to policies such as Levelling Up, NAVCA has shown its determination to be a movement which is led by excellent member relations drawing in experience and understanding from localities. As the new structures in health and social care – Integrated Care Systems (ICS), have emerged new connections had to be made. We have advocated for the proper involvement of the VCS in ICS so that services are better connected to communities and citizens. National connections matter too so the Vision for Volunteering has built a new alliance of national organisations to promote and develop volunteering informed by NAVCA members and other organisations. Government has been supportive of this initiative and NAVCA has made strides this year in developing productive links with a range of government departments including DCMS and the Department for Levelling Up, Housing and Communities.

Second, the right information underpins what NAVCA does and how we support members. Getting a crisp message about why infrastructure

matters, what it does and its impact has been welcomed widely. Adding to this have been a series of briefings and a major research project to understand the situation of members and their priorities. All this means NAVCA has tools both to understand future trends, using shared member intelligence and to “map” directions in an uncertain context.

Third, maintaining, developing and improving. Everyone knows how annoying potholes or poorly maintained stations are and how they are symptoms of organisations that are not committed to improvement. So it is with VCS infrastructure. That’s why NAVCA has developed a new quality standard for members which will enable organisations to validate their

quality and their work. Maintaining a focus on quality, a commitment to learn and embed best practice are features of improving organisations and they are seen in NAVCA’s programme on safeguarding with an emphasis on awareness and training. Embedding NAVCA’S commitment to become an anti-racist organisation has involved practical things like ensuring interview panels include a perspective from someone with a black, Asian or ethnic minority background and setting up an Anti-Racism Group of staff, trustees and members to drive that commitment to quality and change. NAVCA is making sure the benefits of social prescribing improve people’s health and link them to communities, as an integral part of how services operate through improved shared learning and connections.

NAVCA’s vision is a society based on fairness, active citizenship and social action. Trustees and staff have the task of making that vision a reality – I think this report shows how much progress is being made to connect, inform and improve. And for doing this, thanks are due to members for engaging and contributing, to an excellent staff team led by our CEO Maddy Desforges, to the Trustee Board for advice and guidance and to our funders and stakeholders for ongoing support.

JA Robinson

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Trustees’ Report

The trustees, who are also directors for the purposes of company law, are pleased to present their report together with the financial statements of the charity for the year ended 31 March 2022. The legal and administrative information set out on page 4 forms part of this report.

The financial statements comply with current statutory requirements and the trustees have adopted the provisions of the Statement of Recommended Practice (SORP) “Accounting and Reporting by Charities FRS 102 (second edition, October 2019)” in preparing the annual report and financial statements of the charity.

Governing Document:

NAVCA is a charitable company limited by guarantee, incorporated on 21 January 1991 and registered as a charity on 24 January 1991. The company is governed by its Memorandum and Articles of Association that were last amended on 6 December 2015. In the event of the company being wound up, members are required to contribute an amount not exceeding £5.

Our mission is to strengthen and champion social action through effective local voluntary and community sector infrastructure. Our aims are that:

The principal objects of the charity are “to promote any charitable purposes for the benefit of the public, in England, and, in particular, build the capacity of local support and development organisations and provide them with the necessary support, information and services to enable them to pursue or contribute to any charitable purpose.”

The trustees confirm that they have referred to the Charity Commission’s general guidance on public benefit and are satisfied that the organisation’s strategic framework, which provides the template for all of its work, conforms to these requirements.

Vision, mission and aims:

NAVCA’s vision is for a society based on equality, fairness, active citizenship, strong communities and social action. We are the voice for local place at national level, providing leadership and support to our members. We exist to support a vibrant network of local infrastructure organisations across England, to help them grow in strength, confidence and impact and to increase their influence nationally.

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Strategy and Delivery:

Our three strategic objectives are our five-year strategy published in 2019, Excellence, Everywhere:

• Assure the quality: We can demonstrate and champion the quality of local sector support and development as delivered by every member of NAVCA.

• Make the case and fill the gaps: The local VCSE in every part of England has access to the quality support and development services it needs, either through a NAVCA member, a non-member local infrastructure body or an effective alternative model of provision. • Act as innovative infrastructure organisation: We have credibility and influence as the voice of local sector support and development, and provide the best possible support for our members, by being the best national infrastructure body we can be.

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Our outcomes, against our strategic objectives

Assure the quality:

We demonstrate and champion the quality of local sector support and development, as delivered by every member of NAVCA.

During 2021/22 our members started to come through the immediate pressures of the pandemic, to face new challenges in both their own sustainability and operations, and the reality of managing the impact of the pandemic (such as contributing to the booster programme in December as the Omicron variant gained traction), and the growing cost of living crisis. We concentrated on understanding the challenges and issues faced by our members, so that we could focus our work and ensure we were sharing the information needed, and offering useful services and support. We also looked to baseline local infrastructure – to better understand what it is doing now, the challenges it faces, and what is needed to demonstrate impact.

We brought members together and created space to develop and share thinking

We reviewed our engagement mechanisms. We brought members together in 20 regional forums through the year, to network with other members working locally, connect over mutual interests, and create important space for peer support. The sessions with Rachael Maskell MP, Shadow Minister for Civil Society, were especially well received and useful to develop thinking on the wider role of the sector, the challenges it faces and how it takes its place as we emerge from Covid. In addition we facilitated topic focussed discussions, for example to develop membership model; and held casual “drop-in” sessions for CEOs to talk to us. This engagement is important for members to come together, but also provides a vital route for us to keep up to date on the challenges and opportunities at local level.

members. This year, we again held the event online, as Covid rates threatened to rise and stop a face to face event. We had over 120 registrations for our “thinking space” conference, reflecting the ongoing challenge and need to make time to work through the issues we face. Engaging speakers book ended the session around imagining a different future, and the impact of polarisation in society. Provocateurs framed a number of workshop sessions around key topics including the climate emergency and racism. A more detailed write up is here: Thinking Space 2021 - next steps.

And developed our communications approach to make sure we gathered intelligence and shared information on key issues

We developed our regular communications with members, to gather intelligence, test thinking, and share information and insights. Our CEO bulletin is received fortnightly by around 200 CEOs, and enables us to share policy information, important updates, resources, funding opportunities and more. Our newsletter, LINX, goes to over 1800 subscribers, offering a wider audience news from the voluntary and community sector, and an insight into our work and the work of our members. COIN (Chief Officers Information Network) continues to be a go-to place for support, to test thinking, and share resources.

Our AGM and conference provide a focal point of the year for our

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We expanded to new platforms, with Slack providing a useful tool to engage members. Our Barking Owl workspace, specifically for communications workers in member organisations, has over 100 members. The Health and Wellbeing Alliance Slack workspace also has over 100 members, and offers an approach to sharing information which reflects the current issues in a more segmented way.

We refreshed our approach to quality accreditation to enable the network to show our value and impact

Throughout 2021/22, we developed our Quality Accreditation offers: the Local Infrastructure Quality Accreditation (LIQA) and the Volunteer Centre Quality Accreditation (VCQA). These accreditations will enable organisations across the country to show they are

delivering infrastructure support to a good standard. We worked with stakeholders from within and outside the NAVCA network to develop the content and assessment for both Accreditations, identifying what is needed in strong VCS infrastructure. The accreditations will enable organisations to demonstrate that they offer excellent support, are influential in their local system, and give confidence to stakeholders when it comes to engagement and investment.

The new Local Infrastructure Quality Award (LIQA) offers a re-fresh and re-focus of the NAVCA quality award, built around the four functions of infrastructure. We worked with members and stakeholders to identify the outcomes we expect to see, the evidence which might show those outcomes, and a simplified process to go through. The pilot was launched at the end of the reporting year, with 8 organisations taking part.

a series of discussion events between late July and early September. The VCQA opened for organisations to secure an assessment spot in May 2022.

We promoted strong safeguarding approaches and led activity to develop and embed best practice

We aimed to equip every member, and their groups, with an editable resource to point people to local support and national resources for safeguarding, as well as developing confidence and knowledge within local VCSE infrastructure organisations.

Working with Community Action Suffolk and Basingstoke Voluntary Action we developed the #AreTheySafe resource pack to highlight the importance of safeguarding awareness and training. We hosted nine regional events, with engagement and participation from over 150 VCSEs from a range of backgrounds (Local Infrastructure Organisations, local and national VCSEs, village halls, citizens advice services, NHS staff, and others). We looked at how to create more effective support networks for VCSE staff and volunteers, identifying common themes where there is lack of support or access to information. We hosted the DBS Service at these events, creating connections with local VCSEs. We worked with the DBS service to explore how local VCSE sector support organisations can forge strong links with their newly appointed DBS Regional Advisors.

We engaged with University of Sussex to add to the Mutual Aid toolkit to support grassroots community groups to recognise safeguarding as their responsibility and develop their confident in identifying and reporting concerns. The report developed as a result of this research will be shared with members in 2022.

We took on oversight and management of the Volunteer Centre Quality Award (VCQA) from NCVO, working with stakeholders to develop the approach to be current and relevant. NAVCA members and those outside of the membership that hold the VCQA were engaged through

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We developed a renewed approach to gathering and managing information about our network

To improve how we manage information about members we adopted an online CRM system to enable us to better track member engagement, allow us to share information within the NAVCA staff team and ensure that our members’ contact details are up to date and accurate. We are able to use these details to inform our work, ensuring that we provide excellent support to our members. On 1 March 2022, we began to use AideCRM internally, developing workplace culture around use of and updating the system.

Make the case and fill the gaps:

The local VCSE in every part of England has access to the quality support and development services it needs, either through a NAVCA member, a nonmember infrastructure body, or an effective alternative model of provision.

We went back to set out why infrastructure matters

We worked with members to re-think the key functions of local VCS infrastructure, and articulate the impact it has and why it matters. We identified four areas, building on previous iterations of what local infrastructure is, how impact is articulated locally, and reflecting developments over recent years. These are: leadership and advocacy; community development; volunteering; and partnerships and collaborations. These will inform and drive our work in the coming years

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We commissioned research to baseline the state of local infrastructure and challenges it faces

We wanted to better understand our membership and challenges it faces working with local communities, particularly coming out of the pandemic. We commissioned Sheffield Hallam University to undertake a survey supplemented by qualitative interviews, with guidance and support from stakeholders including the LGA, NHS England, Lloyds Bank Foundation, The National Lottery Community Foundation and NAVCA members. We will aggregate the responses to make a powerful case for the importance of infrastructure, as well as to reflect on needs and challenges to inform our work and priorities. The report will be written and published in 2022.

We supported members to join new health and well being structures through ICS transformation

Health and wellbeing has been an important focus through the year, reflecting key changes in national policy. Members have invested significant time and capacity in engaging with and influencing the development of Integrated Care Systems (ICSs), which draw heavily on engaging the VCS and communities. System transformation brings its own challenges: being part of the system but also able to critique it; clarity on the legal status of engagement; and expectations about capacity and resource required from the VCS to take its place with credibility and impact.

Through regular forums and communications, we supported members to engage with these new structures, to share ways of working, understand the emerging picture and options for the way forward. We worked with NHS England to support the development of sector alliances in each of the 42 ICS areas, aiding sector engagement with health systems, promoting understanding of how to engage effectively with the VCS, what it brings to the transformation process, and the importance of investment. We were particularly pleased that the profile and importance of local infrastructure was recognised in NHS

England guidance Building strong integrated care systems everywhere; ICS implementaton guidance on partnerships with the VCSE sector (September 2021). We have begun development of a toolkit of resources to sit alongside the programme.

NAVCA has an important role to bring the voice of communities to the national table, particularly in the space of health and wellbeing, to ensure people’s experiences and intelligence inform system and policy development. We can’t do this alone and have worked closely with National Voices, NCVO and other partners to articulate what is needed. The VCSE Health and Wellbeing Alliance offers one route, and we have continued work with National Voices to coordinate the partnership. Quarterly working days provide space to come together, identify issues, and discuss opportunities to link up work. We have also coordinated collective responses, for example to the consultation on the health disparities white paper from Department of Health and Social Care. The strategic priorities of the alliance for the next financial year are social prescribing, primary care, mental health, and maternal health. Alongside this we have driven more proactive work including contributing to national discussions on the role and place of volunteerism within health structures, including being an advocate for place-based volunteering on the NHS Volunteer Responders Advisory Board.

We increased the recognition and support for communities leading delivery of social prescribing

We have developed a new partnerships with the National Academy for Social Prescribing (NASP) and Spirit of 2012, and are working closely with NHS England to build on our members experience and create stronger connections between local VCSE infrastructure organisation and stakeholders involved in social prescribing at a national, regional, system and place level.

We have brought together a group of NAVCA members as a steering group to lead our approach and delivered regional roundtable events to explore the challenges and possible solutions. In 2022-23 we will work through this new partnership to deliver a tangible support offer that increases the effectiveness of the social prescribing infrastructure for all involved.

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Act as an innovative national infrastructure organisation:

We have credibility and influence as the national voice of local infrastructure.

Outcomes during 2021/22:

We worked with partners to develop a 10 year Vision for Volunteering

Working with NCVO, Volunteering Matters, Sport England and the Association of Volunteer Managers we led the development of a 10 year Vision for Volunteering. NAVCA staff and members designed and facilitated workshops to bring together a wide variety of organisations and individuals – over 350 people from more than 300 organisations contributed. The resulting Vision has five key themes: Awareness and Appreciation; Power (shifting power to communities); Equity and Inclusion; Collaboration; Experimentation.

“NAVCA are head and shoulders above the rest with their reactive, collaborative approach to highlighting issues around

volunteering.’’ Claire | Volunteer lead at Halton and St Helens VCA

The vision is far reaching, and thanks to contributions from such a wide set of perspectives, gives us a good challenge for the coming years. The vision is rightly focussed around community connections and social action, alongside service-focussed volunteering. Following the launch of the Vision in May 2022, we are engaging members in thinking about how we develop the Vision further at a local level.

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We developed briefings and policy positions on key issues with our members

We provided important and timely briefings for CEOs covering policy positions on key issues, as well as setting out our position as a network to influence nationally. On Levelling Up, we provided a lead voice with partners to bring to the fore the importance of resilient communities, looking to influence the Levelling Up White Paper and its implementation. We have been increasingly concerned around levelling up at all levels – between households as well as communities and places – as a way of raising the poverty agenda. We are continuing to work on local authority relationships, with work in hand to produce a piece setting out the importance of good strategic relationships between the VCS and local Councils. To strengthen the position of the sector following on from Covid we are exploring what are the conditions for strong local infrastructure, and what happens and what is different when strong local infrastructure is in place.

We have engaged and influenced around the Ukraine crisis, particularly on how communities welcome refugees. We regularly briefed members, identified ways that local infrastructure can best engage, and have been working with the Department for Levelling Up (DLUHC), the Department for Digital, Culture, Media and Sport (DCMS) and the Local Government Association (LGA). We have escalated issues, reflected our members experience, and looked to influence the design of the scheme to reflect the engagement of local communities as well as specialist organisations. We have built relationships with the LGA, with whom our interests in translating a national scheme to local align, resulting for example in Government guidance for local authorities pointing to local infrastructure through the NAVCA Members Map. A number of our members are working with their local authority to coordinate the response locally, especially support for refugees and host households. NAVCA is well aligned with LGA on this, and we are looking at what work we might work on together.

We developing and supported VCS engagement in an emergency response

As co-chair of the Emergencies Partnership (VCSEP) we led the VCS planning, preparedness and response to emergencies, as well as learning in after event reviews. Regular meetings of the network, as well as a regional forum built relationships and understanding between different parts of the VCS. The partnership responded to specific emergencies: the Omicron variant booster

vaccination programme in the autumn; coordinating support for the Afghan evacuation. It also continued to run capacity building exercises for example around flood or heatwave, and to share information about potential emergency response.

Both NAVCA and the VCSEP were part of the Governments review of Civil Contingency arrangements. We contributed to the Review of National Preparedness through the commission chaired by Lord Toby Harris; their report reflected well the important role communities play in emergency response, and how they should be better integrated to Local Resilience Forum. We continue to engage and seek to influence as the review of structures continues. The VCSEP continues to develop in its new structures and secretariat team, all now located within British Red Cross. DCMS has agreed a 3-year funding pot which we are front-loading to year one in anticipation of securing further funds through this year. The focus this year is on preparedness and planning.

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We worked to become an Anti-Racism organisation and work closely with our members to encourage them to be actively anti-racist

We had committed to being an antiracist organisation, but knew we had, and still have, some way to go. We have reviewed our internal systems and structures to remove bias, and promote an antiracist stance, including for example blind recruitment and ensuring interview panels include a member who brings a perspective from black, Asian or ethnic minority perspective. We established an AntiRacism group who’s purpose is to create space to raise, discuss and challenge racism where we see it, including in our own organisation, other local infrastructure organisations, and those they support. The group has 25 members made up of NAVCA staff, trustees and members. Our statement of intent sets out our approach. In March 2022 we published our anti-racism statement and call to action, which we encourage all our members to commit to.

We also developed practical support and encouraged members to consider their approach to being anti racist. We partnered with Gamiel Yafai from Diversity Marketplace to offer a series of workshops around how to create a culture of inclusion, recognising our own perceptions and actions, and then how to take further action; and one specifically for trustees around decision making, and the impact of power imbalances can have on a charity achieving its aims. Over 500 people from across our network, and members of our members, signed up to these events.

‘‘Excellent session ‘How to create a culture of inclusion and become an Equity, Diversity and Inclusion Ally’ this morning. Thanks to @NAVCA & @gamielyafai’’

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• Marcus Bowen

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Peo le: p

We promote a supportive, learning culture in the organisation, where people feel motivated to do well; and support flexible working for our staff.

In 2021, we saw the need to restructure of the organisation to make sure we operate in a way that has the most benefit for our members. The process took place throughout the second half of 2021 and the changes were in place by January 2022. The NAVCA team has found this to be a positive shift in our culture and people, which has helped improve engagement with members and focus on our strategy.

The final quarter of the year found us coming together as a new team to identify what we do, how to do it, and the culture we want to develop to have greatest impact.

We would like to thank all staff and volunteers for their hard work in 2021/22:

Finance:

Due to Covid grant awards revaluations of investments and pension funds and an extension to the VCSEP grant distribution, both income and costs increased during the course of the year with the bottom line improving from an initial budgeted small deficit to favourable position. The budget was not revised but a revised forecast was presented to Board on a quarterly basis to ensure they were informed.

Looking ahead - 2022/23

In 2021/22, we worked on developing our systems and processes, alongside an organisation restructure, in order to focus sharply on our mission and provide a better service for our members. We adapted to the impact of the pandemic on our membership and their networks, continuing to respond to policy developments and provide our members with valuable information. Through our role as a facilitator and collaborator, we brought members together to work on projects with us and other stakeholders. We focussed on health and wellbeing as a topic, supporting members to engage with system transformation through the new Integrated Care Systems. We recognised and celebrated the impact and influence of our network, and we aim to strengthen this throughout 2022/23.

Looking ahead, we will work towards our strategic objectives, aligned with the four functions of local infrastructure:

Leadership and advocacy: Nurture ambition and be a catalyst so local communities are actively influencing local and national systems, and their assets are used to influence decisions and actions.

Practical support and community development: Create spaces and strengthen opportunities for people to come together, driving aspirations and sharing best practice to strengthen the network.

Partnerships: Bring together and lead partnerships to meet need, have greater impact or lever in funding.

These four themes are integral to the work we do to support our members and influence policy that impacts the voluntary and community sector. The outcomes we are working towards in 2022/23 are:

Membership: we will develop a clear, effective and efficient membership offer which the majority of members – and a diverse range of staff within members’ organisations – are regularly and actively engaged in. Members report they are receiving the support they need from their membership body and can easily access and navigate the services they want to engage with.

Health and wellbeing: we will impact key strategies and plans, creating an environment for our members to engage in, and foster better understanding between the Statutory Health and Voluntary Sectors. We will influence ways of working and be seen as a key strategic partner for supporting, directing and developing the work between the health and care sector and VCSE sector. We will continue to focus on demonstrating the value of community-based approaches on the wider determinants of health.

we will ensure NAVCA has a clear and Policy and Communications: compelling message and position on key issues, and communicates these and relevant issues clearly and concisely with members and stakeholders.

Resources: we will ensure NAVCA is well run, with systems and structures developed and implemented to make best use of all resources and ensure effective and timely decision making.

Volunteering: Lead, facilitate and influence the VCS and other partners to create a culture and develop systems where volunteering thrives, with ready connections to volunteer opportunities.

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Our Trustee Board

NAVCA is managed by a Trustee Board comprising up to 13 trustees. Nine must be elected by NAVCA members, and a further four can be appointed/co-opted by the trustees. Trustees are appointed for a threeyear term, and can serve no more than six consecutive years as a trustee. The chair is appointed by trustees, and again must serve no more than six consecutive years.

The Board is served by a small number of working groups, each chaired by a trustee, which meet between three and five times per year. These are responsible for scrutinising specific areas of work, undertaking tasks delegated to them by the Board, and advising the Board on policy and strategy. The Board is also served by a small group of officers who take a lead role to support the executive team. In 2020/21, the officers were Judy Robinson (Chair), Richard Jackson and Julie Farrow (Vice Chairs), and Brian Coghlan (Treasurer). The HR Committee, chaired by Julie Farrow, was heavily involved in improvements to our HR policies and procedures. The Finance Committee, chaired by Brian Coghlan, ensures appropriate scrutiny of NAVCA’s financial reporting and decision making, on behalf of the Board and in line with the NAVCA Scheme of Delegation.

New trustees are provided with induction, ongoing support and development to help them fulfil their role. Details of trustees who have served during the year are set out on page four.

All trustees give their time freely and no trustee was paid during the year. Details of trustee expenses and related party transactions are disclosed in note 10 of the accounts.

Internal control and risk management

The trustees examine the major risks faced by the charity, in relation to external factors and relationships, its governance and management, its internal operations and its business. The management of risk is reviewed by the senior management team and the Trustee Board.

The principal risks and their mitigations are:

• Governance – sufficient breadth and depth of experience among trustees to ensure the capacity and insight is brought to bear to successfully oversee and steer the organisation. The Board has reviewed its trustees, and co-opted Clive Clarke to bring a different perspective to the Board. Further work is underway to recruit trustees as a number come to the end of their term in the year 2022-23

• Ensuring the quality of local infrastructure, to enable NAVCA and its members to make the case for its impact effectively. Work is underway to review our approach to quality and standards, and to embed this fully with our work with members. We will use the opportunity to think about how we support development, and engage widely with stakeholders.

•A funding environment dominated by short-term opportunities for NAVCA and our members means a lack of long-term financial stability and core funding which can mean that staff capacity to deliver is very stretched. We will continue to make the case for the importance of infrastructure, including commissioning research, collating and disseminating information about the network’s impact.

Trustees are required to disclose all relevant interests and register them with the company secretary and, in accordance with the organisation’s Memorandum and Articles, withdraw from decisions where a conflict of interest arises.

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The trustees keep the systems of internal financial control under review. Systems have been designed to provide reasonable, but not absolute, assurance against material mis-statement or loss. They include:

The internal financial controls conform to guidelines issued by the Charity Commission.

Arrangements for setting pay and remuneration of key management personnel:

The setting of pay and remuneration for SMT members of staff is reserved to the Board in NAVCA’s scheme of delegation, with salaries approved annually as part of the budget setting process. No member of staff is paid more than £60,000 per annum.

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Staff structure 21/22

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Policy Communications
Manager Officer
Finance Resources
Manager Officer
Membership Membership
Manager Officer
Projects
Deputy CEO
Officer
Health & Health &
Wellbeing Wellbeing
Manager Officer
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Fundraising standards information

NAVCA does not carry out significant fundraising activities from the public. The vast majority of funds come from grants, contracts and commercial income including membership fees.

Reserves policy

NAVCA’s reserves policy is to retaining sufficient funds to cover closure liabilities, should the organisation be faced with closure, including 3 months to cover operating costs enabling orderly closure. In addition we retain funds for specific business development. The amount set aside for this is £265, 000.

The calculated level of free reserves at 31 March 2022 was £267,563 comprising total unrestricted funds of £534,563 (Note 18).

Investment powers and policy

Under its Memorandum and Articles of Association, the charity has the power to make any investment that the trustees see fit. At the end of 2021/22 the amount the charity had invested stood at a market value of £247,615. Pleasingly, as seen in the main accounts, we benefitted from a revaluation increase on the prior year due to recovery in the overall financial markets.

The remainder of the organisation’s funds are held in deposit accounts, with funds being moved, when appropriate, between accounts to maximise the interest earned. Bank interest receivable during the year amounted to £47.00.

Surplus 2021/22

The surplus for the year is £130,027 after carrying forward a total of £60,552 into 2022/23. This carried forward fund covers income received in 2021/22 to be spent against delivery in 2022/23: £10,000 funds from NHS England for delivery of the Integrated Care Toolkit, £20,551 from NHS Cambridgeshire and Peterborough CCG for ICS Strategy and £30,000 grant from Paul Hamlyn Fund for core spend on levelling up work.

£95,200 from NHS England for Embedding VCSE and development of the Integrated Care Toolkit, £10,525 from Spirit of 2012 and National Academy for Social Prescribing work have been designated to be spent in 2022-23.

Going concern

The financial statements have been prepared on a going concern basis. The trustees have considered the level of funds held and the expected level of income and expenditure for 12 months from authorising these financial statements. The budgeted income and expenditure is sufficient with the level of reserves for the charity to be able to continue as a going concern.

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Trustees’ responsibilities statement

The trustees (who are also directors of NAVCA for the purposes of company law) are responsible for preparing the annual Trustees’ Report and the financial statements in accordance with applicable law and UK Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the trustees to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charitable company, the incoming resources and application of resources, including the income and expenditure, of the charitable company for the period.

In preparing these financial statements, the trustees are required to:

The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

As far as the trustees are aware:

On behalf of the Board

JA Robinson 20 October 2022

22

‘’I’m really appreciating the connection with others working in a similar role, it’s really helpful to swap ideas and tools. I’ve picked up lots of tips already!’’

- A NAVCA member, about our Barking Owl network

23

Independent Auditors’ Report to the members and trustees of National Association for Voluntary and Community Action

Opinion:

We have audited the financial statements of National Association for Voluntary and Community Action for the year ended 31 March 2022 which comprise the statement of financial activities, the balance sheet, the company balance sheet, the statement of cash flows and the related notes, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’ (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

• give a true and fair view of the state of the charitable company’s affairs as at 31 March 2022 and of the entity’s incoming resources and application of resources, including its income and expenditure for the year then ended;

• have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

• have been prepared in accordance with the requirements of the Companies Act 2006 and the Charities Act 2011.

are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the United Kingdom, including the Financial Reporting Council’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern:

In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Basis for opinion:

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We

24

Matters on which we are required to report by exception:

In the light of our knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the directors’ report. We have nothing to report in respect of the following matters in relation to which Companies Act 2006 and the Charities Act 2011 requires us to report to you if, in our opinion:

• the trustees were not entitled to prepare the financial statements in accordance with the small companies’ regime and take advantage of the small companies’ exemptions in preparing the directors’ report and from the requirement to prepare a strategic report.

Responsibilities of trustees:

As explained more fully in the trustees’ responsibilities statement, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements:

We have been appointed auditor under the Companies Act 2006 and section 151 of the Charities Act 2011 and report in accordance with those Acts.

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion.

Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The specific procedures for this engagement and the extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

1. We gained an understanding of the legal and regulatory framework applicable to the entity and the sector in which it operates, and considered the risk of such regulations, including fraud. We designed audit procedures to respond to the risk.

2. We focused on laws and regulations relevant to the entity which could give rise to a material misstatement in the financial statements. Our testing included discussions with management, trustees, and those staff with direct responsivity for the compliance of laws and regulations. We also reviewed legal expenses.

25

3. We addressed the risk of management override of internal controls, including the testing of journals and review of the nominal ledger. We evaluated whether there was evidence of bias by management or the trustees that represented a risk of material misstatement due to fraud.

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulations. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

Use of our report:

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006, and to the charitable company’s trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charitable company’s members and its trustees those matters we

are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and its members, as a body, and the charitable company’s trustees as a body for our audit work, for this report, or for the opinions we have formed.

Philip Allsop FCA (Senior Statutory Auditor)

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

24 October 2022

For and on behalf of BHP LLP

2 Rutland Park

Sheffield S10 2PD

BHP LLP is eligible to act as an auditor in terms of section 1212 of the Companies Act 2006

26

2022

Income and
endowments from:
Charitable actvites
Investments
Total income and endowments
Expenditure on:
Raising funds
Charitable actvites
Total expenditure
Net gains/(losses) on investments
Transfer between funds
Other recognised gains/losses
Re-measurement (loss)/
(gain on defned beneft pension
plan
Net movement in funds
Reconciliaton of funds:
Total funds brought forward
Total funds carried forward
Net income (expenditure)
363,453
5,959
3
4
369,412
(1,593)
(347,860)
5
6
(349,453)
11,015
13
-
10
18
24
30,984
503,579
534,563
30,974
986,566
-
986,566
-
(887,513)
(887,513)
-
-
-
99,053
80,973
180,026
99,053
-
-
-
-
-
-
-
-
-
-
4,588
4,588
-
1,350,019
5,959
1,355,978
(1,593)
(1,235,373)
(1,236,966)
11,015
-
10
130,037
589,140
719,177
130,027
Name:
Unrestricted
Funds £
Restricted
Funds £
Endowment
Funds £
Total £
Note		 1,534,674
5,825
1,540,499
(1,118)
(1,365,547)
(1,366,665)
32,870
-
(2,180)
204,524
384,616
589,140
206,704
2021 Total £
1
Statement
of Financial
Actvites
(Including
Income and
Expenditure
Account)

All income and expenditure derive from continuing activities. The statement of financial activities includes all gains and losses recognised during the year.

27

Name: Note 2022 £ 2021 £

Fixed assets
Tangible assets 12 - -
Investments 13 247,615 235,624
247,615 235,624
Current assets
Debtors 47,806 34,519
Cash at bank and in hand 14 584,642 653,398
632,448 687,917
Creditors: amounts falling due
within one year 15 (151,454) (298,555)
Net current assets 480,994 389,362
Total assets less current liabilites 728,609 624,986
Net assets excluding pension liability 728,609 624,986
Defned beneft pension liability 24 (9,432) (35,846)
Net assets 719,177 589,140
Charity Funds
Endowment funds 19 4,588 4,588
Restricted funds 18 180,026 80,973
Unrestricted funds
Designated funds 18 267,000 197,400
General Reserve (including 18 267,563 306,179
revaluaton reserve of £35,147
(2021: £27,701)
Total unrestricted funds 534,563 503,579
Total charity funds 20 719,177 589,140

Balance Sheet

The trustees acknowledge their responsibility for complying with the requirements of the Act with respect to accounting records and for the preparation of the financial statements.

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

The financial statements were approved and authorised for issue by the Board on

Signed on behalf of the board of trustees.

JA Robinson 20 October 2022

The notes on pages 29 to 53 form part of these financial statements. Company registration number: 02575206

28

2022 £ 2021 £

Name:

Note

Cash fows for operatng actvites
- -
Net cash (utlised)/provided by 21 (73,739) 470,995
operatng actvites
Cash fow from investng actvites
Bank interest 47 132
Dividends received 5,912 5,693
Sale proceeds of sale of 14,093 55,141
investments
Purchase of investments (15,069) (50,863)
Net cash used in investng actvites 4,983 10,103
Change in cash and cash equivalents in the year (68,756) 481,098
Cash and cash equivalents at the beginning 653,398 172,300
of the year
Cash and cash equivalents at the end
22		 584,642 653,398
of the year 23

Statement of Cash Flows

Notes to Financial Statements

Summary of significant accounting policies:

(a) General information and basis of preparation

National Association for Voluntary and Community Action (NAVCA) is a charitable company in the United Kingdom. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £5 per member of the charity. The address of the registered office is given in the charity information on page 1 of these financial statements. The nature of the charity’s operations and principal activities is being the national voice for local charity infrastructure concerned with voluntary and community action.

The charity constitutes a public benefit entity as defined by FRS 102. The financial statements have been prepared in accordance with 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) (Second Edition, October 2019), the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the Charities Act 2011, the Companies Act 2006 and UK Generally Accepted Practice.

The financial statements are prepared on a going concern basis under the historical cost convention, modified to include certain items at fair value. The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £.

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.

Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. The charity makes estimates and assumptions concerning the future. The resulting accounting estimates and assumptions will, by definition, seldom equal the related actual results. There are no estimates and assumptions that have significant risk of causing a material adjustment to the carrying amount of assets and liabilities withing the next financial year.

(b) Funds

Unrestricted funds 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 are set out in the notes to the financial statements.

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 purposes. The cost of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund are set out in the notes to the financial statements.

Endowment funds represent those assets, which must be held permanently by the charity, principally cash at bank and in hand. Income arising on the endowment funds can be used as instructed, to assist the staff of CVS to take part in community work seminars, conferences and other training opportunities in the UK or in Europe. Any capital gains or losses arising on the investments form part of the fund. Investment management charges and legal advice relating to the fund are charged against the fund.

30

(c) Income recognition

All income is included in the Statement of Financial Activities (SoFA) when the charity is legally entitled to the income after any performance conditions have been met, the amount can be measured reliably, and it is probable that the income will be received.

For donations to be recognised the charity will have been notified of the amounts and the settlement date in writing. If there are conditions attached to the donation and this requires a level of performance before entitlement can be obtained, then income is deferred until those conditions are fully met or the fulfilment of those conditions is within the control of the charity and it is probable that they will be fulfilled.

Income from trading activities includes income earned from fundraising events and trading activities to raise funds for the charity. Income is received in exchange for supplying goods and services in order to raise funds and is recognised when entitlement has occurred.

The charity receives government grants in respect of restricted funding for delivery of services. Income from government and other grants are recognised at fair value when the charity has entitlement after any performance conditions have been met, it is probable that the income will be received, and the amount can be measured reliably. If entitlement is not met, then these amounts are deferred.

Investment income is earned through holding assets for investment purposes such as shares and property. It includes dividends, interest and rent. Where it is not practicable to identify investment management costs incurred within a scheme with reasonable accuracy the investment income is reported net of these costs. It is included when the amount can be measured reliably. Interest income is recognised using the effective interest method and dividend and rent income is recognised as the charity’s right to receive payment is established.

(d) Expenditure recognition

All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category. Expenditure is recognised where there is a legal or constructive obligation to make payments to third parties, it is probable that the settlement will be required, and the amount of the obligation can be measured reliably. It is categorised under the following headings:

• Costs of raising funds includes investment management fees;

• Expenditure on charitable activities includes costs of activities undertaken to further the purposes of the charity; and

• Other expenditure represents those items not falling into the categories above.

Irrecoverable VAT is charged as an expense against the activity for which expenditure arose. Grants payable to third parties are within the charitable objectives. Where unconditional grants are offered, this is accrued as soon as the recipient is notified of the grant, as this gives rise to a reasonable expectation that the recipient will receive the grants. Where grants are conditional relating to performance then the grant is only accrued when any unfulfilled conditions are outside of the control of the charity.

(e) Support costs allocation

Support costs are those that assist the work of the charity but do not directly represent charitable activities and include office costs, governance costs, administrative and payroll costs. They are incurred directly in support of expenditure on the objects of the charity and include project management carried out at Headquarters. Where support costs cannot be directly attributed to particular headings, they have been allocated to cost of raising funds and expenditure on charitable activities on a basis consistent with use of the resources. Other overheads have been allocated on a time allocation basis.

Fund-raising costs are those incurred in seeking voluntary contributions and do not include the costs of disseminating information in support of the charitable activities. The analysis of these costs is included in note 7.

31

(f) Tangible fixed assets

Tangible fixed assets costing more than £1,000 are capitalised and included at cost less accumulated depreciation. Cost includes costs directly attributable to making the asset capable of operating as intended. Depreciation is provided on all tangible fixed assets, at rates calculated to write off the cost, less estimated residual value, of each asset on a systematic basis over its expected useful life as follows:

IT equipment 3 years straight line Office furniture and fittings 5 years straight line

(g) Investments

Investments are recognised initially at fair value which is normally the transaction price excluding transaction costs. Subsequently, they are measured at fair value with changes recognised in ‘net gains / (losses) on investments’ in the SoFA if the shares are publicly traded or their fair value can otherwise be measured reliably. Other investments are measured at cost less impairment.

the cost of the defined benefit plan during the period. Pension plan assets are measured at fair value and the defined benefit obligation is measured on an actuarial basis using the projected unit method. Actuarial valuations are obtained at least triennially and are updated at each balance sheet date.

(j) Tax

The charity is an exempt charity within the meaning of schedule 3 of the Charities Act 2011 and is considered to pass the tests set out in Paragraph 1 Schedule 6 Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes.

(k) Going concern

The financial statements have been prepared on a going concern basis, as the trustees believe that no material uncertainties exist. The trustees have considered the level of funds held and the expected level of income and expenditure for 12 months from authorising these financial statements. The budgeted income and expenditure is sufficient with the level of reserves for the charity to be able to continue as a going concern.

(h) Provisions

Provisions are recognised when the charity has an obligation at the balance sheet date as a result of a past event, it is probable that an outflow of economic benefits will be required in settlement and the amount can be reliably estimated.

(i) Employee benefits

When employees have rendered service to the charity, shortterm employee benefits to which the employees are entitled are recognised at the undiscounted amount expected to be paid in exchange for that service. The charity operates a defined benefit pension scheme for the benefit of its employees. A liability for the charity’s obligations under the plan is recognised net of plan assets. The net change in the net defined benefit liability is recognised as

32

2021

2

Unrestricted Restricted Endowment
Name: Funds £ Funds £ Funds £ Total £
Income and
endowments from:
Charitable actvites 253,944 1,280,730 - 1,534,674
Investments 5,825 - - 5,825
Total income and endowments 259,769 1,280,730 - 1,540,499
Expenditure on:
Raising funds (1,118) - - (1,118)
Charitable actvites (148,125) (1,217,422) - (1,365,665)
Total expenditure (149,243) (1,217,422) - (1,366,665)
Net gains on investments 32,870 - - 32,870
Net income (expenditure) 143,396 63,308 - 206,704
Transfer between funds - - - -
Other recognised gains/losses
Re-measurement (loss)/ (2,180) - - (2,180)
(gain on defned beneft pension
plan
Net movement in funds 141,216 63,308 - 206,524
Reconciliaton of funds:
Total funds brought forward 362,363 17,665 4,588 384,616
Total funds carried forward 503,579 80,973 4,588 589,140

Statement of Financial Activities 2021

33

3

Unrestricted Restricted
Funds £ Funds £ 2022 £ 2021 £
Membership income 47,939 - 47,939 48,876
Grant and Project income 249,000 986,566 1,235,566 1,413,730
Contract income 66,514 - 66,514 72,068
363,453 986,566 1,350,019 1,534,674
Grant and project income
Restricted
HWA (Health and Wellbeing Alliance) 20,500 60,000
NHSE – Embedding VCSE 45,400 -
NHSE – Integrated Care Toolkit 49,800 -
DCMS -VCS Emergencies Partnership Secretariat 80,100 123,500
DCMS- VCS Emergencies Partnership grant distributon 616,266 1,056,017
DCMS- VCS Emergencies Partnership Phase III 100,000 -
VCSE - Data and Intelligence sharing - 5,420
Spirit of 2012 re Social Prescribing 13,000 -
The Natonal Academy for Social Prescribing re social prescribing 19,000 -
VCSE –‘Levelling Up’ - 1,500
DCMS – Safeguarding 42,500 33,343
Social Investment Support (Barrow Cadbury Grant) - 950
986,566 1,280,730
Unrestricted
The Natonal Loteries Communites Fund – emergency Covid- 167,000 133,000
19 funding
Tudor Trust 32,000 -
Paul Hamlyn Foundaton 30,000 -
Shefeld City Council 10,000 -
Lloyds Foundaton 10,000 -
249,000 133,000
Total grants and project income 1,235,566 1,413,730
Membership fees and charitable purpose contracts 114,453 120,944
Total resources from charitable actvites 1,350,019 1,534,674

Income from charitable activities

34

4 | Income from charitable activities

2022 £ 2021 £

Dividends 5,912 5,693
Interest 47 132
5,959 5,825

5 | Raising Funds

2022 £ 2021 £
Investment
manager fees 1,593 1,118
1,593 1,118

6 | Analysis of expenditure on charitable activities

Actvites Actvites
undertaken undertaken
directly £ by members £ Support costs 2022 £ 2021 £
Member Support 185,869 - 57,005 242,874 158,521
Grant and Project Expenses 185,922 - 8,099 194,021 222,064
Grants distributed - 669,097 - 669,097 971,158
Contract Expenses 102,384 - 26,997 129,381 13,804
474,175 669,097 92,101 1,235,373 1,365,547

35

7 | Support Costs

Support costs totalling £92,101 (2021: £61,587) have been allocated across the activities of the charity on the following basis:

Support costs totalling £92,101 (2021: £61,587)
charit on the followin basis:		 have been allocated across the actvites of the
y g Basis of
allocaton £ 2022 £ 2021 £
Governance (note 8) Time spent & expenditure 23,982 22,749
Strategic Expenditure 16,816 6,314
Premises Expenditure 7,702 8,548
Operatons Expenditure 16,047 6,441
Informaton technology Expenditure 16,819 12,880
Finance Expenditure 1,597 937
Professional Expenditure 9,138 3,718
92,101 61,587

Governance Costs 8 |

2022 £ 2021 £
Preparaton of fnancial statements and 1,275 1,650
Audit fee 7,500 6,500
Trustee board expenses 1,047 935
Support costs 14,160 13,664
23,982 22,749

36

9 | Net income for the year

Net income is stated after charging:

2022 £ 2021 £
Depreciaton of tangible fxed assets - -
Operatng lease rentals – land and buildings 2,896 -
Operatng lease rentals- other 89 355

10 | Trustees’ and key management personnel remuneration and expenses

The trustees neither received nor waived any remuneration during the year (2021: £nil). The reimbursement of trustees’ expenses was as follows:

2022 2021
Number Number 2022 £ 2021 £
Travel and subsistence 2 2 1,047 935

37

11| Staff cost & employees benefits

The average monthly number of employees and full time equivalent (FTE) during the year was as follows:

2022 Number 2022 FTE 2021 Number 2021 FTE
Charitable actvites 10 9 8 7

The total staff costs and employees’ benefits was as follows:

2022 £ 2021 £
Wages and salaries 337,030 280,719
Social security 30,027 24,647
Other pension costs 9,511 22,493
Recruitment costs 2,518 9,837
Redundancy payments 5,904 -
384,990 337,696

No employee received remuneration amounting to more than £60,000 in either year.

The trustees consider that the key management personnel comprised the Chief Executive Officer. The total amount of employee benefits received by key management personnel is £59,400 (2021: £39,548).

38

Ofce
furniture and
IT equipment ftngs
£ £ Total £
Cost or valuaton:
At 1 April 2021 101,996 106,818 208,814
Additons - - -
Disposals - - -
At 31 March 2022 101,996 106,818 208,814
Depreciaton:
At 1 April 2021 101,996 106,818 208,814
Charge for the year - - -
At 31 March 2022 101,996 106,818 208,814
Net book value:
At 31 March 2022 - - -
At 31 March 2021 - - -

12

Tangible fixed assets

----- Start of picture text -----
39
----- End of picture text -----

13

Listed investments
£ Total £
Cost or valuaton
At 1 April 2021 235,624 235,624
Additons 15,069 15,069
Disposals - proceeds (14,093) (14,093)
Gain on disposals 3,570 3,570
Revaluaton 7,445 7,445
At 31 March 2022 247,615 247,615
Carrying amount:
At 31 March 2022 247,615 247,615
At 31 March 2021 235,624 235,624

Fixed asset investments

The historic cost of investments at 31 March 2022 was £212,468 (2021: £207,923). Investments at fair value compromise:

2022 £
UK fxed interest 30,536
Overseas fxed interest 48,359
UK Equites 34,326
European Equites 9,642
North American Equites 31,565
Japanese Equites 3,634
Far East & Australian Equites 9,169
Internatonal Equites 11,762
Emerging Economies 4,302
Internatonal Property 6,525
Property 13,335
Alternate assets 44,460
247,615

The fair value of listed investments is determined by reference to the quoted price for identical assets in an active market at the balance sheet date.

40

Debtors 14 |

2022 £ 2021 £
Trade debtors 35,906 32,788
Prepayments and accrued income 11,900 1,731
47,806 34,519

Creditors: amounts 15 | falling due within one year

2022 £ 2021 £
Trade creditors 37,365 21,884
Other tax and social security 39,379 11,904
Accruals and deferred income 74,710 264,767
151,454 298,555

41

Leases 16 |

a) Operating leases - lessee

Total future minimum lease payments under non-cancellable operating leases are as follows:

2022 £ 2021 £
Not later than one year 89 89
Later than one and not later than fve years - -
Later than fve years - -
89 -

Deferred Income 17 |

£

At 1 April 2021 247,000
Additons during the year 60,552
Amounts released to income (247,000)
At 31 March 2022 60,552

42

Unrestricted funds Balance at 1 Balance at 31
April 2021 £ Income £ Expenditure £ Transfers £ Gains / (losses) £ March 2022 £
Unrestricted 306, 179 369,412 (349,453) (69,600) 11,025 267,563
Designated Funds:
Underwritng fund 150,000 - - (150, 000) - -
Development and redundancy 47,400 - - (47,400) - -
Closure and development provision - - - 267, 000 - 267,000
503,579 369,412 (349,453) - 11,025 534,563
Unrestricted funds - prior year Balance at 1 Balance at 31
April 2020 £ Income £ Expenditure £ Transfers £ Gains / (losses) £ March 2021 £
Unrestricted 164,963 259,769 (149,243) - 30,690 306,179
Designated Funds:
Underwritng fund 150,000 - - - - 150,000
Development and redundancy 35,500 - - 11,900 - 47,400
Emergency funding – Covid 19 11,900 - - (11,900) - -
362,363 259,769 (149,243) - 30,690 503,579

18

Fund Reconciliation

Restricted funds Balance at 1 Balance at 1 Movement in Movement in resources Balance at 31 Balance at 31
April 2021 £ Incoming £ Outgoing £ Transfers £ March 2022 £
HWA – (Health and Wellbeing Alliance) - 20,500 (20,500) - -
NHSE Embedding VCSE - 45,400 - - 45,400
NHSE Integrated Care Toolkit - 49,800 - - 49,800
DCMS VCS Emergencies Partnership Secretariat - 80,100 (80,100) - -
DCMS- VCS Emergencies Partnership grant distributon 29,965 616,266 (594,266) - 51,965
DCMS VCS Emergencies Partnership Phase III - 100,000 (95,329) - 4,671
Social Prescribing -
32,000 (21,475) - 10,525
Tender Support Project 4,049 - - - 4,049
Public Law Project 13,616 - - - 13,616
DCMS – Safeguarding 33,343 42,500 (75,843) - -
80,973 986,566 (887,513) - 180,026
Restricted funds - prior year Balance at 1
April 2020 £		 Incoming £
Movement in		 resources
Outgoing £		 Transfers £ Balance at 31
March 2021 £
HWA – (Health and Wellbeing - 60,000 (60,000) - -
Alliance)
DCMS VCS Emergencies Partnership
Secretariat
DCMS- VCS Emergencies Partnership
grant distributon
VCSE- Data and Intelligence sharing
VCSE –‘levelling up’
Tender Support Project
Public Law Project
Social Investment Support		 -
-
-
-
4,049
13,616		 123,500
1,056,017
5,420
1,500
-
-		 (123,500)
(1,026,052)
(5,420)
(1,500)
-
-		 -
-
-
-
-
-		 -
29,965
-
-
4,049
13,616
DCMS – Safeguarding - 950 (950) - -
- 33,343 - - 33,343
17,665 1,280,730 (1,217,422) - 80,973

18

Fund Reconciliation Continued

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Fund reconciliation (continued)

Health & Wellbeing Alliance (HWA)

NAVCA is a member of the VCSE Health & Wellbeing Alliance. The HWA is a partnership between the voluntary sector and the health and care system (as represented by NHS England, Department of Health & Social Care, and Public Health England) to provide a voice and improve health and wellbeing for all communities.

Tender Support Project

This was a project to provide support to increase organisations’ ability to win contracts to deliver public services.

Public Law Project

NCVO was the lead partner on this Big Lottery funded project. This was to work with NCVO on development of a legacy for the project.

Social Prescribing to support increased co-design/production of social prescribing infrastructure through greater engagement with local VCSE infrastructure organisation at a local, regional and national level. Funds towards this project are also being provided by Spirit of 2012, a registered charity.

DCMS - VCS Emergencies Partnership grant distribution

NAVCA worked with the British Red Cross to deliver the programme ‘VCS Emergencies Partnership co-ordination of the voluntary sector’s Covid-19 response’ which is funded by the Secretary of State for Digital, Culture, Media and Sport (DCMS). NAVCA co-ordinated the delivery of the emergency response to Covid-19 with a goal of improving well-being and reducing vulnerabilities of people affected by the pandemic. This involved the distribution of grants to relevant organisations for this purpose.

Social Investment Support

This is a project funded by Big Society Capital and the Connect Fund to raise awareness and expertise in social investment among NAVCA members and, through them, the local voluntary sector in England.

DCMS – VCS Emergencies Partnership Secretariat

NAVCA worked with the British Red Cross on the delivery of the above programme and received this grant to facilitate the programme by bringing in additional staff to manage the project.

DCMS – safeguarding

NAVCA is a member of the Safer Social Partnership (along with NCVO, Acre, Children England and others) which won funding from the National Lottery Community Fund to develop safeguarding resources for the voluntary sector in England under phase 1 of the Safeguarding Training Fund.

Social Prescribing

DCMS – VCS Emergencies Partnership Phase III

As detailed above NAVCA worked with the British Red Cross to deliver the programme ‘VCS Emergencies Partnership co-ordination of the voluntary sector’s Covid-19 response’ which is funded by the Secretary of State for Digital, Culture, Media and Sport (DCMS). This grant was an extension of that programme to provide ongoing support in the next phase of Covid-19 and to enable the transition of VCSEP from a covid-model to a future preparedness model.

The charity has undertaken a partnership with The National Academy for

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‘‘It has been a great pleasure and enormously beneficial to be part of COIN and thank you to everyone who has contributed to the consistently helpful posts on the network.’’

Kate Morrison CEO of Warwickshire CAVA

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Endowment fund 19 |

The Sir John Wrigley Bequest was made in 1978 to the National Council for Social Services and subsequently devolved to NAVCA. The income from the bequest is being used as instructed, to assist the staff of CVS to take part in community work seminars, conferences and other training opportunities in the UK or in Europe.

20 | Analysis of net assets between funds

Unrestricted Restricted Endowment
funds £ funds £ funds £ Total £
Investments 247,615 - - 247,615
Cash and current investments 400,028 180,026 4,588 584,642
Other current assets / liabilites (103,648) - - (103,648)
Pensions provision (9,432) - - (9,432)
534,563 180,026 4,588 719,177

Analysis of net assets between funds – prior year

Unrestricted Restricted Endowment
funds £ funds £ funds £ Total £
Investments 235,624 - - 235,624
Cash and current investments 599,712 80,973 4,588 685,273
Other current assets / liabilites (295,911) - - (295,911)
Pensions provision (35,846) - - (35,846)
503,579 80,973 4,588 589,140

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21 | Reconciliation of net movement in funds to net cash flow from operating activities

2022 £ 2021 £
Net income for the year (as per Statement of Financial Actvites) 34,837 204,524
Adjustment for:
Bank interest (47) (132)
Dividends received (5,912) (5,693)
Gain in disposal of investments (3,570) (5,688)
Remeasurement (gain/loss) on defned beneft plan (10) 2,180
Revaluaton of investments (7,445) (27,182)
(Increase)/Decrease in debtors (13,287) 64,436
(Decrease)/Increase in creditors (51,901) 247,357
Decrease in beneft pension liability (26,404) (8,807)
Net cash provided by operatng actvites (73,739) 470,995

22 | Analysis of cash and cash equivalents

2022 £ 2021 £
Cash in hand 584,642 653,398

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23 | Analysis of changes in net debt

At 1 April Cash Flows At 31 March 2021 £ £ 2022 £ Cash in hand 653,398 (68,756) 584,642

24 | Pensions and other post-retirement benefits

The company participates in a multi-employer scheme, which provides benefits to some 638 non-associated participating employers. The scheme is a defined benefit scheme in the UK. It is not possible for the company to obtain sufficient information to enable it to account for the scheme as a defined benefit scheme. Therefore, it accounts for the scheme as a defined contribution scheme.

The scheme is subject to the funding legislation outlined in the Pensions Act 2004, which came into force on 30 December 2005. This, together with documents issued by the Pensions Regulator and Technical Actuarial Standards issued by the Financial Reporting Council, set out the framework for funding defined benefit occupational pension schemes in the UK.

The scheme is classified as a ‘last-man standing arrangement’. Therefore, the company is potentially liable for other participating employers’ obligations if those employers are unable to meet their share of the scheme deficit following withdrawal from the scheme. Participating employers are legally required to meet their share of the scheme deficit on an annuity purchase basis on withdrawal from the scheme.

A full actuarial valuation for the scheme was carried out at 30 September 2020. This valuation showed assets of £800.3m, liabilities of £831.9m and a deficit of £31.6m. To eliminate this funding shortfall, the Trustee has asked the participating employers to pay additional contributions to the scheme as follows:

Deficit contributions From 1 April 2022 to 31 January 2025:

£3,312,000 per annum (payable monthly)

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24 | Pensions and other post-retirement benefits

Unless a concession has been agreed with the Trustee, the term to 31 January 2025 applies.

Note that the scheme’s previous valuation was carried out with an effective date of 30 September 2017. This valuation showed assets of £794.9m, liabilities of £926.4m and a deficit of £131.5m. To eliminate this funding shortfall, the Trustee has asked the participating employers to pay additional contributions to the scheme as follows:

Deficit contributions

From 1 April 2019 to 30 September 2025: £11,243,000 per annum (payable monthly and increasing by 3% each on 1st April)

The recovery plan contributions are allocated to each participating employer in line with their estimated share of the Series 1 and Series 2 Scheme liabilities.

Where the scheme is in deficit and where the company has agreed to a deficit funding arrangement, the company recognises a liability for this obligation. The amount recognised is the net present value of the deficit reduction contributions payable under the agreement that relates to the deficit. The present value is calculated using the discount rate detailed in these disclosures. The unwinding of the discount rate is recognised as a finance cost.

31 March 31 March
Present value of provision 2022 £ 2021 £
Present value of provision 9432 35,846

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Period Ending 31 Period Ending 31 Income and expenditure Impact March 2022 £ March 2021 £

Reconciliaton of opening and Period Ending 31 Period Ending 31 Period Ending 31
closing provisions March 2022 £ March 2021 £
Provision at start of period 35,846 42,473
Unwinding of the discount factor 207 954
(interest expense)
Defcit contributon paid (9,071) (8,807)
Remeasurements - impact of any (217) 1,226
change in assumptons
Remeasurements - amendments to the (17,333) -
contributon schedule
Provision at end of period 9,432 35,846
Assumptons
31 March 2022 31 March 2021 31 March 2020 %
% per annum % per annum per annum
Rate of discount 2.35 0.66 2.53

The discount rates shown above are the equivalent single discount rates which, when used to discount the future recovery plan contributions due, would give the same results as using a full AA corporate bond yield curve to discount the same recovery plan contributions.

Interest expense 207 954
Remeasurements – impact of any change (217) 1,226
in assumptons
Remeasurements – amendments to the (17,333) -
contributon schedule
Contributons paid in respect of future - -
service*
Costs recognised in income and - -
expenditure account

*includes defined contribution schemes and future service contributions ( ie excluding any deficit reduction payments ) to defined benefit schemes which are treated as defined contribution schemes.

24

Pensions and other post-retirement benefits continued

25

A majority of NAVCA trustees are employees of NAVCA members. NAVCA sells services to and buys services from its members on the same terms as any other party.

During the year services were sold to members that were connected to trustees as follows. These figures excluded membership fees:

Related Party Transactions

Description of Melanie Mills Related organisation 2022 £ 2021 £ goods Big Society Capital 4,167 8,040 Contract services

During the year the following monies (due to services rendered or grants) were paid to the following members that were connected to trustees as follows. The grants given were part of the DCMS VCS Emergencies Partnership grant distribution programme:

Descripton of
Related organisaton 2022 £ 2021 £ goods
Steven Craker Communites 1st ( St Albans – Hertsmere) 12,750 - Grant given
Alison Semmence CEO York CVS 1,500 3,000 Grant given
Angela Carter CEO Sefon CVS 4,750 9,500 Grant given
Richard Jackson CEO VA Leeds 2,375 - Safeguarding training
Richard Jackson CEO VA Leeds 1,500 3,000 Grant given
Kerrie Fletcher CEO S Derbys CVS 1,500 - Grant given
Kerrie Fletcher CEO Community Acton Derby 4,750 9,500 Grant given
Mike Wild CEO MACC 1,700 3,000 Grant given
Julie Farrow CEO Hunts Forum 1,700 3,000 Grant given
Michelle Warburton Manager Salford CVS 1,500 3,000 Grant given

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26 | Financial instruments

The carrying amounts of the charity’s financial instruments are as follows:

Financial assets 2022 £ 2021 £
Measured at fair value through net expenditure: 247,615 235,624
- Fixed asset listed investments (note 13)
247,615 235,624
Debt instruments measured at amortsed cost:
- Trade debtors (note 14) 35,906 32,788
- Other debtors (note 14) 11,900 1,731
47,806 34,519
Measured at amortsed cost
- Trade creditors (note 15) 37,365 21,884
- Other creditors (note 15) 209,289 276,671
246,654 298,555

The income, expenses, net gains and net losses attributable the charity’s financial instruments are summarised as follows:

Income and expense 2021 £ 2021 £
Financial assets measured at fair value through net expenditure
Dividends received (note 4) 5,693 5,693
Gain on disposal of investments (note 13) 5,688 5,688
Net gains/(losses) on revaluaton of investments (note 13) 27,182 27,182

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‘‘I just wanted to say a big thank you to you and everyone at NAVCA, your patience and clarity throughout the whole process made everything so easy and a very enjoyable experience. If you ever need any more design work I would be more than happy to help.’’

Scott Greenway on the LIQA and VCQA design process. March/April 2022

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100+ users on our Barking Owl Slack workspace

In 2021/22 we had 247 registrations for Safeguarding events

Yes you are my favourite 458 newsletter! - Cathy Miles | South Derbyshire CVS registrations for events on EDI in 21/22 ‘‘Thanks to @NAVCA for this morning’s #AreTheySafe webinar. Essential Kate Morrison’’ learning for all of us!CEO of Warwickshire CAVA - Cheshire West VA | On Twitter 100+ registrations for our Thinking Space conference in Nov 2021

National Association for Voluntary and Community Action

Annual review & financial statements Year ended 31 March 2022

Company Number: 2575206 Charity Number: 1001635