**National Association for Voluntary and Community Action**
(A company limited by guarantee) Annual Report and Financial Statements for the Year Ended 31 March 2023
Company registration number: 02575206 Charity registration number: 1001635
_Sponsored by Ladbrook Insurance_
## **Contents**
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|---|---|
|Legal and Administrative Details|3|
|Chair’s Foreword 2022-2023|8|
|Trustees’ Annual Report|11|
|Independent Auditors Report|29|
|Statement of Financial Activities|33|
|Balance Sheet|35|
|Notes to the Financial Statements|37|
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**Page 2**
## **The trustees of the charity during the year were as follows:**
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Date elected/re-elected/
Name Roles/committee membership Date of leaving
appointed
Chair
Appointed Chair Resigned as Chair
Judy Robinson Finance, Audit & Risk Committee
January 2020 17 July 2023
Succession Planning Task & Finish Group
Sandra
Chair from July 2023 17 July 2023
Meadows MBE
Resigned from Board
Vice-chair until November 2022
17 November 2022
Chair HR committee until January 2023
Julie Farrow 6 December 2019 Appointed as Board
Succession Planning Task & Finish Group
Advisor for 1 year in
Appointed as Board advisor in November 2022
November 2022
Resigned from Board 6
Richard Jackson Vice-chair until September 2022 4 December 2020
September 2022
Vice-Chair from November 2022
Stephen Craker Chair HR Committee from January 2023 November 2018
Finance, Audit & Risk Committee
Vice-Chair from October 2022
Kerrie Fletcher Chair Finance, Audit & Risk Committee November 2019
Appointed as co-opted member 17 November 2022
Resigned from Board at
Treasurer until November 2022
Brian Coghlan December 2018 the AGM 17 November
Finance, Audit & Risk Committee
2022
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NAVCA Annual Report 2022/23
**Page 3**
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Date elected/re-elected/
Name Roles/committee membership Date of leaving
appointed
Treasurer from 17 November 2022
Lisa Healings 17 November 2022
Finance, Audit & Risk Committee
Alison HR committee
4 December 2020
Semmence Succession Planning Task & Finish Group
Michelle Resigned from Board 31
November 2020
Warburton January 2023
Angela White HR committee
November 2019
(Carter) OBE Finance, Audit & Risk Committee
Clive Clarke Co-opted June 2021
HR Committee
Jess Sumner 17 November 2022
Succession Planning Task & Finish Group
Hannah Reid 17 November 2022
Christine Blythe 17 November 2022
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**Company Secretary & Chief Executive Officer Registered Office** Maddy Desforges OBE The Circle 33 Rockingham Lane **Charity Registration Number** Sheffield 1001635 South Yorkshire S1 4FW **Company Registration Number** 02575206
NAVCA Annual Report 2022/23
**Page 4**
## **Auditor**
Philip Allsop FCA Senior Statutory Auditor BHP 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
## **Our Funders**
In 2022/23, NAVCA was grateful to receive funding from the following organisations, which enabled us to pursue our strategic objectives;
- National Cyber Security Centre
- Aide CRM and Volunteer Plus (Pipe Media)
- Health and Wellbeing Alliance
- VCS Emergencies Partnership
- NHS England (NHSE)
- National Academy for Social Prescribing (NASP)
- Spirit of 2012
- The National Lottery Community Fund
- British Red Cross
- NHS Confederation
- Department for Culture, Media and Sport (DCMS)
- Ladbrook Insurance
- Paul Hamlyn Foundation
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Acknowledgements
Thank you to NAVCA members Slough CVS and
Nova Wakefield District for allowing us to use
their images in this report
Photographs from the NAVCA Annual Conference
2022 were taken by Ed Jones and Melody
Peacock.
Thank you to Ellie Ewing from Community First for
designing the annual report.
Thank you to our sponsor Ladbrook Insurance for
their support.
NAVCA Annual Report 2022/23
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**Page 5**
## **Highlights**
Publication of Connecting Locally, which demonstrates the impact and value of the NAVCA membership
**£625,000**
Supporting over NAVCA **73** members funds distributed of living activityto support cost **350** VCSEorganisations
We committed
We funded
**£400,000**
to NAVCA members for activities to support Ukrainian refugees arriving in England
We funded 36 members, including 6 partnerships, across all 9 regions of England
Supporting over **20,000** Ukrainian refugees
All
The first
members who took part in the LIQA pilot project achieved accreditation
organisations achieved the refreshed VCQA accreditation
NAVCA Annual Report 2022/23
**Page 6**
“I just wanted to say thank you for arranging [the new CEO network] meetings – I was really looking forward to it and found it beneficial. More widely, I’d like to add how much I admire NAVCA’s work, which I feel is elevating the role and value of infrastructure organisations.”
Christina Alexander, CEO Peterborough Council for Voluntary Services
**Page 7**
People in voluntary organisations, especially infrastructure ones, are natural optimists. They have to be - particularly in a changing landscape! And when the landscape is changing, you need a good map/satnav, some landmarks and helpful guidance. This pretty much sums up NAVCA’s work in 2022/2023.
In this foreword, I want to look at the particular achievements of the year which are setting the NAVCA network on the right course. I’ll reflect, as well, on what sort of voluntary and community sector (VCS) infrastructure a good, fair society needs, and whether our vision and mission meet this challenge.
Pragmatism and practical action to help people are hallmarks of two programmes NAVCA designed and delivered to get resources to members in all nine English regions - the Cost of Living and Ukraine funds. Both funds delivered much-needed grants to assist local activity, for example, cooking lessons to help people cook in a cost-effective way.
The Connecting Locally research project with Sheffield Hallam University allowed NAVCA to stand back to look at the work of members through evidence and analysis. The importance of this research to shape NAVCA’s policy and practice and set the right course cannot be overstated. In addition, it provides evidence to inform decision-makers.
Informing and connecting, in a more day-to-day way than research, were also part of the year’s work. This was seen in the New CEOs Network, the Barking Owl group (great name!) for member communications staff, and the Quarterly Briefings for members. In all this (careful attention to building information channels, connecting members together and creating space to learn and reflect), we are developing a network that is informed and credible.
Increasingly, NAVCA has sought to develop its public policy work, for instance on Levelling Up, the cost-
of-living crisis, health service reorganisation and relationships with local government. As the annual report details, this has brought us into active contact with agencies like The National Lottery, government departments, NHSE, and partners in the voluntary sector. It has drawn on the intelligence and know-how of members.
In this changing landscape, two accreditation systems, for local infrastructure and for volunteer centres, are providing assurance and learning opportunities, thus anchoring organisations to quality and impact. Quality assurance has been a longstanding NAVCA ambition and it is cheering to see it taking off with increasing numbers of applicants.
Partnerships such as the Voluntary and Community Sector Emergencies Partnership (VCSEP) and the work with the National Cyber Security Centre, and with other national infrastructure organisations, have been a developing feature of 2022/23 and, as well as fulfilling practical needs to work together, they encourage the discovery of common causes and improved sector relationships.
The changing landscape for NAVCA and all charities in 2022/23 is one of connected crises and growing poverty and inequality. What’s the purpose of social action in this? Is it a sticking plaster or substitute for retreating public services?
Of course, purpose is seen in the programmes and initiatives described in this report and in the work of members, but these must not be disconnected from the ultimate purpose. It is in NAVCA’s vision and strategy, refreshed this year, that this purpose is found: **“strong social action to drive justice and active citizenship”.**
This purpose influenced the Vision for Volunteering’s commitment that volunteering can’t mainly happen in the affluent parts of society - it’s for all, everywhere.
NAVCA Annual Report 2022/23
**Page 8**
It is the questioning about why funding and support came for Ukranians but not with the same energy for other refugees. It is in the understanding that vibrant democracies need civil society to engage with political issues so there can be informed debate and better decisions. And successful, fair societies need active involvement from all communities, often brokered by the local VCS infrastructure organisation.
In times of major change, it seems to me that NAVCA offers thoughtful ways to do things differently. It speaks out when aspects of change threaten human flourishing and it is finding ways to shape its own future. Effective organisations not only plan for the future, they imagine what it could look like.
This is my last report as NAVCA Chair. I leave NAVCA not without challenges to come, but in good heart and good shape. This report is testament to that progress.
I've been involved with VCS infrastructure and the NAVCA movement for a long time and I know that we stand in the shoes of so many outstanding people who came before us and will follow. The NAVCA movement has never ceased to impress me with the ability to keep on keeping on through changing governments, reorganisations and endless new initiatives! It is creative and determined to make tangible improvements for people and communities. Infrastructure may be unsung, but it IS heroic!
Thanks to partners and funders, to staff for commitment, resourcefulness and hard work, to CEO Maddy Desforges for her steadfast leadership, calmness under pressure and energy, and to my trustee board for solid advice, friendship and good counsel, without which I could not have stayed the chairing course. Good luck and support to my successor, Sandra Meadows MBE. And now, farewell!
NAVCA offers thoughtful ways to do things differently. It speaks out when aspects of change threaten human flourishing and it is finding ways to shape its own future. Effective organisations not only plan for the future, they imagine what it could look like.
**JA Robinson, July 2023**
NAVCA Annual Report 2022/23
**Page 9**
“We all appreciate the new vision and energy that you bring, as well as the access to vital resources that we are struggling to get elsewhere.’’
Navinder Kaur, CEO Voluntary Action Islington
**Page 10**
**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 2023.**
The legal and administrative information set out on pages 3 to 5 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.
## **Nature of governing document**
The charity is a company limited by guarantee and registered charity established in January 1991. It is operated under the rules of its memorandum and articles of association dated January 1991 and most recently amended December 2019. It has no share capital and the liability of each member in the event of winding-up is limited to £5.
## **Objectives and activities for public benefit**
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.
## **Strategy and Delivery:**
## **Vision, mission and aims (2022/23) – local focus, national voice**
NAVCA’s vision through to 2022/23 was ‘a society based on equality, fairness, active citizenship, strong communities and social action’. Our mission was to strengthen and champion social action through effective voluntary and community sector infrastructure.
Our aims were to be the voice for local action at national level, championing and advocating for our membership, as well as providing support, and 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.
NAVCA Annual Report 2022/23
**Page 11**
## **Our outcomes, against our strategic objectives for 2022/23**
**Our strategic objectives for 2022/23 reflected the four key functions of infrastructure. This informed our work throughout the year as we continued to develop our new strategy. Our activity is set out under these headings below.**
## **Leadership and advocacy:**
**Our aim was to 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.**
The need for **good quality evidence and research** on the impact of local infrastructure underpins much of what we do, and is also essential for members to place their work in the wider context. We partnered with the Centre for Regional Economic and Social Research at Sheffield Hallam University to produce a baseline of data and qualitative information on the work of NAVCA members. Published in November 2022, **Connectng Locally** gives us a clear understanding of the extent of member activity, the reach of members into the VCSE sector, and an evidenced basis for advocacy and influencing. Data from Connecting Locally was used to develop standalone research pieces to inform partners and funders about the work of local infrastructure organisations, and so that members can use the research to practically inform their own work.
As part of the developing work on **public policy** , we worked with DCMS and DLUHC on Levelling Up, the cost of living crisis and relationships with government including local authorities with the LGA (Local Government Association). We responded to consultations from the Charity Commission on changes to the annual returns, transparency and use of data, and draft trustee social media guidance. We contributed to the thinking on the National Lottery Community Fund strategic renewal programme and to the consultation on the use of dormant assets. We gathered research and evidence to support the work of NAVCA members on volunteering, relationships with the local authorities, support for Ukrainian refugees
and the cost of living crisis. We did this through gathering case studies, talking to members on a oneto-one basis and running online consultations.
Through regular briefings, fortnightly newsletters and social media, we kept our members informed on current policy priorities across a wide range of issues so they can respond to local community needs more effectively. Topics have included government support for energy bills, changes in government ministers, budgets and financial statements, and implications of various research reports for local infrastructure. We also used our position to bring members together to deliver against pressing issues experienced across the network.
From January to March 2023, we designed and launched the **Cost of Living Fund and Ukraine fund** .
**The Cost of Living Fund** distributed:
## £625,000
to our members and the VCSE organisations they work with, supporting supporting 73 NAVCA members and over 350 VCSE organisations across England. Through the fund, members received £5,000 for cost of living related activities from November 2022 – March 2023; as well as £5,000 to onward grant to local charities and community groups.
Our members and their local community organisations offered a range of activities in their communities with the funding received. For example:
Voluntary Action North East Lincolnshire (VANEL) funded West Marsh Community Centre to run a weekly food larder and drop-in for advice about cost of living and where to go for more help and support.
High Peak CVS collated local, regional and national information aimed at front line groups; held
NAVCA Annual Report 2022/23
**Page 12**
Community Voice networking events to discuss issues such as financial stability of local organisations and the impact on volunteering; shared intelligence with strategic partners; and provided support to new organisations. Grants in Buxton, an area covered by High Peak CVS, funded a series of Slow Cooking Lessons led by **Grapevine** , helping people learn about more cost-effective ways to cook in a recognised safe space for people with mental health conditions or struggling with their wellbeing.
Grapevine sent the following feedback from a session this funding helped them run:
The **Ukraine Infrastructure Fund** supported members with projects and activity strengthening local community support for Ukrainian arrivals to England. We committed:
## £400,000
to NAVCA members to coordinate the local VCS response, enhance community cohesion and lead on cross-sector response to local needs. We funded 36 members, including 6 partnerships, across all 9 regions of England, supporting over 20,000 Ukrainians. This project will continue until December 2023.
Third Sector Leaders Kirklees used the funding to establish a Ukrainian focused partnership across the local VCS, working with the local council and statutory partners. The partnership will establish a clear offer of activities and support. Cambridge CVS and Hunts Forum also worked as a partnership to provide capacity for organisations to contribute to local authority meetings; to represent the VCS sector and provide support to groups working directly with Ukrainian families; and to train groups and to build a programme of activity to bring together a network including new groups.
“It has been the most practical and well received workshop we have run in such a long time. We had a mix of Grapevine members and people from the community attend and we’ve had some lovely feedback showing us many of the recipes they have been cooking.’’
NAVCA Annual Report 2022/23
**Page 13**
## **NAVCA and British Red Cross: Ukraine Support Fund**
## **£400,000**
In 2022, we secured £400,000 from British Red Cross to distribute to NAVCA members. This funding will build infrastructure support for local groups, focused on helping Ukrainian refugees and communities.
## **36 NAVCA members funded**
including 6 partnership projects between members working in similar regions.
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9 regions
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We are funding applications across all nine English regions, meaning support is well distributed and widely available.
## **20,000 people supported**
We estimate that 20,439 Ukrainian people will be supported through this fund. This enables access to local help including translation support, housing provision, and more
**Next steps:**
**Page 14**
**Throughout 2023, we will follow up with the successful applicants to assess the impact of the funding. We are proud to support our members with the vital work they do in responding to emergencies.**
## **Capacity building:**
**Our aim was to create spaces and strengthen opportunities for people to come together, driving aspirations and sharing best practice to strengthen the network.**
We **strengthened the network** by welcoming new members and supporting members to develop. We were delighted to have three new members join the NAVCA network in 2022-2023: Links CVS, serving the sector of Chesterfield & North East Derbyshire; Community360, serving Essex since 1968; and Wirral CVS, a new infrastructure body set up in 2021.
As part of our revised offer, we started to formalise some things NAVCA has previously done on a more adhoc basis. One of these was the **new CEOs network** . Each 6 months, we bring new CEOs together to form a support network, with three meetings over 6 months to review the challenges and strengths they are experiencing. The group then decides how to continue its support, whether through regular online meetings, electronic communication or other means. 17 CEOs joined our new CEOs networks in 2022/23, building important alliances and support networks with others at a similar stage on their leadership journey.
We have built our approach to supporting high-quality local infrastructure across England by developing and launching the **LIQA (Local Infrastructure Quality Accreditation)** . This followed a substantial programme to build an effective quality accreditation offer specifically for local infrastructure organisations. The LIQA replaced the previous NAVCA Quality Accreditation and has been coproduced throughout the year with members and key stakeholders, including local councils, NHS bodies, national funders and government departments. It offers a route for organisations to demonstrate their impact for their communities, a tool for organisational development, and a badge of recognition.
The pilot programme completed in December 2022 and saw five members successfully accredited. This process helped make sure the programme is focused on the needs of local communities and VCSE organisations. Engagement with members of the LGA
(Local Government Association) has seen over 40 local councils engage in the development of the LIQA, helping to ensure the programme is also responsive to the needs of local infrastructure commissioners and funders.
Following its launch in April 2023, 15 members have signed up to undertake the LIQA and we are looking forward to working with more members through the process to review their strengths and areas for development. For members who achieve accreditation, we are able to promote their value and impact in their local community and with their stakeholders. **More informaton about the LIQA is available here** , including testimonials from members who went through the pilot process.
“We found it a very worthwhile process and a great outcome in terms of the learning.”
Mark Davis, CEO Sandwell CVO
“We use the LIQA to reflect and look back, look at where our gaps are and where our strengths are, and build on those strengths to achieve better outcomes for supporting the sector.”
Amber Skyring, CEO Community Action Wessex
NAVCA Annual Report 2022/23
**Page 15**
After taking on the **VCQA (Volunteer Centre Quality Accreditation)** programme from NCVO last year, 11 Volunteer Centres have successfully completed reaccreditation (by the end of March 2023), with a further 22 part way through the process.
“Working our way through the submission has helped us to take pride in the areas where our strengths lie and given us the opportunity to focus on development areas.”
Jane Holdsworth, Area Manager Warwickshire Community and Voluntary Action
## **Events and networks**
We held **events and networks** on a wide variety of individual topics when relevant, as well as regular themed meetings including the Anti-Racist Group and the Barking Owl network for communications workers. We launched Quarterly Members’ Briefings, giving the opportunity for members to hear about the areas of work NAVCA has been focusing on, and finding out more about the detail of what we have been doing. Through broadening our reach and shifting the focus of these meetings, we have been able to inform members more efficiently about our work, and hear from our members about their work, their views and their concerns, to make sure that feeds into national conversations with government and others.
Feedback from quarterly members briefings:
“Really informative session today. Thanks so much for organising and sharing this valuable information.”
November 2022 saw the whole NAVCA team head to Manchester for our first in-person conference since 2019. Over 100 of our members and stakeholders attended, to network, build relationships and share ideas around the theme of tackling poverty locally. Through a diverse series of keynote speeches and workshop themes, we equipped members with knowledge and inspiration to take action on key topics in their communities.
NAVCA Annual Report 2022/23
**Page 16**
“Lots of useful elements - the workshops were very interesting, insightful speakers and lots of opportunity to network.”
Our NAVCA **Anti-Racist Group** brings members, staff and trustees together to share ideas and experiences on tackling racism in our communities. We held these meetings every six weeks, creating a safe space for people to share and explore their thinking. Building on our **Anti-Racism Statement and Call to Acton** , we published a trustee recruitment strategy and continue to be part of the Civil Society Group’s Dismantling Racism project. We are currently offering a series of four further anti-racist workshops including language and allyship, broadening the anti-racist work to the wider NAVCA network. This strengthens our commitment to becoming an anti-racist organisation, working closely with members to encourage change in the wider network.
“The trans inclusion is for everyone session was incredible and has led to further research and reading to inform our organisational policy.”
“The NAVCA Anti-Racist Group gave me strength and confidence to have control and to act.” Anthony Henriques Community Action Derby
NAVCA Annual Report 2022/23
**Page 17**
## **Volunteering:**
**Our aim was to 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.**
We are proud to be a partner in the Vision for Volunteering, and thank our members who contributed by co-chairing the groups leading to its development. After the launch in May 2022, we worked to develop governance arrangements and funding, recruiting a small team to take the work forward in 2023/24. The five themes of the vision give a challenging agenda to develop, with the next stage about storytelling and network building. NAVCA and its network will continue to play a key role to elevate the importance of community-based volunteering.
## **Partnerships:**
**Our aim was to bring together and lead partnerships to meet need, have greater impact or lever in funding.**
As co-chair of the **VCS Emergencies Partnership** with British Red Cross, we are at the forefront of bringing a wide range of VCS organisations together. The focus this year has been on consolidation as well as coordinating emergency responses as required. We shifted the focus to capacity building and preparedness, with tabletop exercises and specific sessions, for example on planning for extreme weather, notably heatwaves. We contributed to the government’s National Resilience Strategy, working to elevate the importance of the VCS as integral to an emergency response which focuses on community resilience. As part of that strategy, the role of the VCS in Local Resilience Forums (LRF) is brought more to the fore, and we have worked with LRF Chairs and others to better understand how to embed the VCS fully in LRF structures, and what support is needed to make that happen.
Our work on **Social Prescribing** with the National Academy for Social Prescribing (NASP), Spirit of 2012 and NHS England’s Personalised Care Team builds our relationships and partnerships. We co-produced a self-assessment toolkit for organisations hosting social prescribing link workers, both in the VCSE sector and the NHS, to provide them with a framework for building and maintaining successful social prescribing practice. This living document will be released via NASP’s website in 2023.
We worked closely with NHS England’s Personalised Care Team to influence key documents including the Social Prescribing Maturity Framework and Workforce Development Framework. We also produced a series of case studies demonstrating NAVCA members’ involvement in both hosting Social Prescribing Link Workers and their wider involvement in strengthening Social Prescribing systems.
Transformation of the way **health and social care** is organised into new Integrated Care Systems continues to dominate our engagement and integration with health bodies. Our members are typically heavily engaged with, and influencing, the re-organisation in their areas, so throughout the year we have provided space for members to meet, discuss and collaborate. Our regular Health and Wellbeing Forum has covered a range of topics, providing opportunities to share successes and challenges, and to inform NAVCA’s work to influence system partners at a national level. We have also used intelligence and insight from these forums to make sure we are connected to members. This enables us to ensure the views and experiences of local VCSE infrastructure continue to shape the recommendations around integrated care, for example engaging in and responding to the Hewitt Review.
NAVCA Annual Report 2022/23
**Page 18**
Working alongside NHS England’s Voluntary Partnerships Team, we led a Peer Network for **VCSE Alliances** , bringing together representatives from the VCSE sector and NHS bodies in each of the 42 Integrated Care Systems (ICSs) in England. A large proportion of VCSE representative organisations are NAVCA members, and this work facilitates their embedding with local and national NHS bodies as members of these partnerships. We delivered a series of online seminars showcasing good practice in integrated care system engagement and addressing key issues such as supporting diverse VCSE engagement and sustaining investment. These events, attended by hundreds of people from across different sectors, have supported the development of robust and more inclusive local partnerships and informed national policy.
Alongside this, we directly supported individual integrated care systems, including to develop strategies. For example, we led the successful VCSE strategy development programme in Cambridgeshire and Peterborough ICS, helping strengthen partnership working around common goals and supporting investment into the sector. This resulted in investment of £2 million in the local VCSE sector. We continue to collate and analyse learning on VCSE engagement in integrated care, enabling us to inform practice and policy and produce publications such as **Snowballs and Eels** , commissioned by The National Lottery Community Fund. This sets out the current position and informs practice for the future on funding partnership building in health and care. This work has informed our current focus on building and maintaining a comprehensive informational resource on the engagement between the VCSE sector and ICSs bringing together our knowledge on VCSE Alliances, ICSs, local infrastructure partnerships, and more.
Staying safe online is a growing concern for individuals and members, with many small organisations not aware of the risks. We worked with the National Cyber Security Centre to deliver our **Cyber Security Train the Trainer** scheme, supporting our members to deliver Cyber Security Awareness training to local VCSE organisations. Over 200 organisations have
received this training, helping them to make small, simple changes which improve their protection against cyber crimes. Over 98% of attendees have stated that this training improved their awareness, knowledge, skills and confidence in how to better protect their organisation online.
## Over
## 200
Organisations trained in cyber security awareness.
Over 98%
Said the training improved their knowledge, awareness and skills.
“Lydia did a fantastic job delivering the Train the Trainer session on Cyber Security. Lydia also provided really useful tips and insights into how we can deliver our sessions to local small charities.”
NAVCA Annual Report 2022/23
**Page 19**
## **Enablers**
Whilst we are a small team, we have worked through the year to make sure the basics are right to enable us to function smoothly and efficiently.
The last member of the newly formed team joined us at the start of the year, and we have continued to develop and consolidate a culture of being open, flexible, and supportive to develop and make the best use of our skilled team.
This year we made some fundamental changes to our internal processes and procedures. We simplified our file structure, making it more relevant and easier for the team to use. We started to review our financial processes, aiding efficiency and providing a clearer picture when reporting to trustees. We also continued to review and update our policies to ensure they reflected the latest legislation and operational practices.
We expanded our reach by broadening our **communications with members** , moving to communicating with a wider range of staff members beyond CEOs, such as volunteer managers and communications officers. Through our fortnightly newsletter and open events, more members are accessing our work and we are listening to a more diverse range of perspectives on different topics such as the cost of living crisis and anti-racism.
to better connect with each other, learn more about each others areas of work and discover opportunities to work collaboratively. Restructured team meetings, where we have a longer session once a month and explore an idea in more depth, only enhances this.
## **Team members in 2022/23 were:**
## **Trustees were:**
- Christine Blythe
- Marcus Bowen
- Clive Clarke
For a while, we have wanted to improve how we understand and engage with our members as well as better capture information and intelligence. The new CRM system we have implemented helps us do just that. Over the past year, we have successfully integrated functions of this system, such as our centralised event bookings, and are currently working on our new portal for LIQA and VCQA applications. Work is ongoing to make sure we make best use of the system, including to manage events, bookings and mailings.
- Alex Boys
- Brian Coghlan
- Helen Carter
- Stephen Craker
- Maddy Desforges OBE
- Julie Farrow
- Jill Hopkinson
- Kerrie Fletcher
- Cheng Ee Kok
- Lisa Healings
- Emily Lewis
- Richard Jackson
- Lydia Lowther
- Hannah Reid
- Anne-Marie Morrison
- Judy Robinson
- Conor Smith
- Alison Semmence
- Karen Spark
- Jess Sumner
Our **new staff structure** evolved over the year and by March 2023, team members were settled into their roles and building strong relationships with the network and stakeholders. As a team we have been spending more time in the office, enabling us
- Rebecca Vickers
- Michelle Warburton
- Lydia Warden • Angela White (Carter) OBE
NAVCA Annual Report 2022/23
**Page 20**
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Page 21
## **Looking ahead - 2023/24: Strategy development**
Through the second half of 2022/23, we worked with members, trustees and stakeholders to refresh our strategy and define our offer. This gave us the opportunity to reflect on our focus and that of the movement, and what is needed to work with, advocate for and support local infrastructure in the current climate. We reflected on lessons learned through Covid, the impact of the cost of living crisis, the importance of thriving communities, and the key role of infrastructure.
## **As a result of that work, we sharpened our vision:**
that every local area has a thriving community and voluntary sector and strong social action to drive justice and active citizenship.
## **We updated our mission:**
to strengthen and champion a thriving and influential voluntary and community sector through high quality local support organisations.
## **And we refreshed our strategic ambitions to:**
influence change and innovation in systems and services, locally and nationally, to shape a more fair and equal future and improve people’s lives;
bring together thinking and action to increase the impact of our network;
create a valued hub of knowledge which is shared widely to strengthen our action and impact;
ensure the NAVCA movement has the tools, resources and connections it needs.
Some aspects of that offer are already in place. For example, we have launched the LIQA and will work with members going through that to demonstrate their impact. For other areas we have plans in place, for example to develop our website to enable us to curate and share key resources for members. We will continue to work with members as we identify activity and workstreams to develop, to ensure we co-produce the offer and meet need.
## **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/coopted by the trustees. Trustees are appointed for
a three-year 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.
Two Vice Chairs support the Chair. The Board is served by two standing sub committees, chaired by the two Vice Chairs – Finance, Audit and Risk, and HR – which meet quarterly. In addition, the board establishes working groups on specific topics, chaired by a trustee, to undertake tasks delegated to them by the Board, and advise the Board on policy and strategy.
In 2022/23, we had recruited new Vice Chairs and Treasurer as terms of office ended and circumstances changed. At the beginning of the year, our Vice Chairs were Richard Jackson and Julie Farrow, and Treasurer was Brian Coghlan. They were replaced by Kerrie Fletcher and Stephen Craker as Vice Chairs and Lisa Healings as Treasurer.
The HR Committee, chaired by Julie Farrow until November 2022 and Stephen Craker from November 2022, was heavily involved in improvements to our HR policies and procedures. The scope of the Finance Committee broadened to become the Finance, Audit and Risk Committee, chaired by Kerrie Fletcher, ensured appropriate scrutiny of NAVCA’s financial reporting and decision making, audit process and risk management on behalf of the Board and in line with the NAVCA Scheme of Delegation.
New trustees are provided with induction, ongoing
NAVCA Annual Report 2022/23
**Page 22**
support and development to help them fulfil their role. Details of trustees who have served during the year are set out on pages 3 and 4.
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 notes 18 and 19 of the accounts.
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.
## **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. As four trustees resigned in 2022/23, four new trustees were appointed, including a new Treasurer. One of the trustees whose term ended in 2022/23 was appointed as a Board Advisor. One trustee had left their role in a member organisation and was co-opted onto the board.
**Quality** - ensuring consistent quality infrastructure support is available across England. We have baselined what good infrastructure is, and published research to set out the state of the network. This provides an excellent basis to take forward work to both support and champion local infrastructure. We developed our approach to quality accreditation and have launched a new product which supports organisational review and development and provides a “badge” of quality.
**Funding** - the funding environment remains tight, and although we ended the year in a significantly better position than originally anticipated, we have not yet secured long term funding for our core activities. This
remains a focus for the coming year. In January the Board agreed an income generation strategy to guide our approach.
The trustees keep the systems of internal financial control under review. Systems have been designed to provide reasonable, but not absolute, assurance against material misstatement or loss. They include:
- a 5-year strategic and one year business plan supported by an annual budget approved by the trustees;
- regular consideration by the trustees of financial results, variance from budgets and performance against the non-financial annual plan;
- clear delegation of authority and separation of duties.
The internal financial controls conform to guidelines issued by the Charity Commission. During the year our Resources Manager left the organisation, and we are working with Community Accounting Plus to support our financial management systems and management accounting.
## **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.
NAVCA Annual Report 2022/23
**Page 23**
## **Our staffing structure**
**As of 31 March 2023, our organisation structure was:**
**Jill Hopkinson** Policy Manager
**Emily Lewis** ~~Communic~~ ations Officer
**Maddy Desforges** Chief Executive Officer
**Rebecca Vickers** Resources Officer
**----- Start of picture text -----**
Alex Boys
Deputy CEO
**----- End of picture text -----**
**----- Start of picture text -----**
Cheng Ee Kok
Membership Officer
Lydia Lowther
Projects Officer
Conor Smith
Projects Officer
**----- End of picture text -----**
NAVCA Annual Report 2022/23
**Page 24**
## **Fundraising standards information**
## **Investment powers and policy**
NAVCA does not carry out fundraising activities from the public. Funds come from grants, contracts and commercial income including membership fees.
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 2022/23 the amount the charity had invested stood at a market value of £245,005. Unfortunately, as a result of the economic situation we have seen a fall in the value of the investments we hold. We anticipate this will return to previous levels in due course.
## **Finance**
We started the year with a significant deficit in our budget, relying on using reserves while we rebuilt our strategy. We secured significant resource during the course of the year to fund the activity we had planned, as well as deliver new and emerging projects such as the Cost of Living fund we distributed. The budget was not revised, but both Board and Finance, Audit and Risk Committee were kept fully up to date throughout to inform decision making. The end of year out turn, including the use of the Endowment fund (note 15) was a net increase in funds of £36,070.
Bank interest receivable during the year amounted to £2,344 (2022:47.00).
## **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 are sufficient with the level of reserves for the charity to be able to continue as a going concern.
## **Reserves policy**
NAVCA’s reserves policy is to retain sufficient funds to cover closure liabilities, should the organisation be faced with closure, including 3 months to cover operating costs enabling orderly closure. This equates to £147,000. In addition, we retain £80,000 for specific business development and income fluctuation. The total reserves target is therefore £227,000.
The calculated level of free reserves at 31 March 2023 was £267,863 comprising total unrestricted funds of £512,868 less the Fixed Asset Investments of £245,005 (Note 16).
NAVCA Annual Report 2022/23
**Page 25**
“Thank you for the support and information NAVCA provide, it has been a resource and authority I have used to try and simplify the role of an infrastructure organisation.”
Janette Hilton, CEO Voluntary & Community Action Sunderland
**Page 26**
## **National Association for Voluntary and Community Action - Trustees’ Report**
## **Small companies provision statement**
This report has been prepared in accordance with the small companies regime under the Companies Act 2006.
## **Statement of Responsibilities**
The trustees (who are also the directors of National Association for Voluntary and Community Action for the purposes of company law) are responsible for preparing the trustees’ report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice), including FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland”. The report and accounts have been prepared in accordance with the provisions in the Companies Act 2006 relating to small companies.
Company law requires the trustees to prepare financial statements for each financial year. Under company law the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including its income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to:
- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.
The trustees are responsible for keeping proper accounting records that can 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.
The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.
The annual report was approved by the trustees of the charity on 5th September 2023 and signed on its behalf by:
## **JA Robinson**
Chair, on behalf of the Board
- select suitable accounting policies and apply them consistently;
- observe the methods and principles in the Charities SORP;
- make judgements and estimates that are reasonable and prudent;
- state whether applicable accounting standards, comprising FRS 102 have been followed, subject to any material departures disclosed and explained in the financial statements; and
NAVCA Annual Report 2022/23
**Page 27**
## **Highlights**
## **18,000**
## **Membership**
NAVCA member count:
followers on Twitter
CEOs joined our new CEOs network
Over **100** attendees regularly joined each VCSE Alliance Webinar
Over **100** stakeholders
came to our conference, to network, build relationships and share ideas around the theme of tackling poverty
regular attendance at our Health and Wellbeing forums
NAVCA Annual Report 2022/23
**Page 28**
## **Independent Auditor’s Report to the Members 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 2023 which comprise the statement of financial activities, balance sheet, statement of cashflows and notes to the financial statements, including 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 2023 and of its 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.
## **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 responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the
UK, including the FRC’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.
## **Other information**
The other information comprises the information included in the trustees annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent
NAVCA Annual Report 2022/23
**Page 29**
with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.
We have nothing to report in this regard.
## **Opinions on other matters prescribed by the Companies Act 2006**
In our opinion, based on the work undertaken in the course of the audit:
- the information given in the trustees’ report (incorporating directors’ report) for the financial year for which the financial statements are prepared is consistent with the financial statements; and
- the trustees’ report has been prepared in accordance with applicable legal requirements.
## **Matters on which we are required to report by exception**
In the light of the 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 trustees’ report.
We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:
- adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or
- the financial statements are not in agreement with the accounting records and returns; or
- certain disclosures of directors’ remuneration specified by law are not made; or
- we have not received all the information and explanations we require for our audit; or
- the trustees were not entitled to prepare the financial statements in accordance with the small companies’ regime and take advantage of the small
companies’ exemption 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 set out on page 27, 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 responsibilities for the audit of the financial statements**
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 noncompliance 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 extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:
- the engagement partner ensured that the engagement team collectively had the appropriate competence, capabilities and skills to identify or recognise non-compliance with applicable laws and
NAVCA Annual Report 2022/23
**Page 30**
regulations;
- we identified the laws and regulations applicable to the charity through discussions with management and trustees, and from our knowledge and experience of this charity;
- we focused on specific laws and regulations which we considered may have a direct material effect on the financial statements or the operations of the charity, including the Charities Act 2011, data protection, employment law, building regulations and health and safety legislation;
- we assessed the extent of compliance with the laws and regulations identified above through making enquiries of management and trustees;
- identified laws and regulations were communicated within the audit team regularly and the team remained alert to instances of non-compliance throughout the audit.
We assessed the susceptibility of the charity’s financial statements to material misstatement, including obtaining an understanding of how fraud might occur, by:
- making enquiries of management and trustees as to where they considered there was susceptibility to fraud, their knowledge of actual, suspected and alleged fraud; and
- considering the internal controls in place to mitigate risks of fraud and non-compliance with laws and regulations.
To address the risks of fraud through management bias and override controls, we:
- performed analytical procedures to identify any unusual or unexpected variances;
- tested journal entries to identify unusual transactions;
- assessed whether judgements and assumptions made in determining the accounting estimates set out in note 1 were indicative of potential bias; and
- investigated the rationale behind significant or unusual transactions.
In response to the risk of irregularities and noncompliance with laws and regulations, we designed procedures which included, but were not limited to:
- agreeing financial statement disclosures to underlying supporting documentation;
- reading the minutes of meetings of those charged with governance;
- enquiring of management as to actual and potential litigation and claims
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 regulation. 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.
A further description of our responsibilities is available **’** on the **FRC s website** . This description forms part of our auditor’s report.
## **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. Our audit work has been undertaken so that we might state to the charitable company’s members 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 the charitable company’s 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) For and on behalf of BHP LLP 2 Rutland Park Sheffield S10 2PD
## **Date: 21 September 2023**
NAVCA Annual Report 2022/23
**Page 31**
‘’I just wanted to thank you for a great meeting to discuss the Big Help Out. I appreciated your thoughts, overview, opportunities, and the positivity to use this to promote and enhance awareness of the NAVCA network. The role NAVCA plays is a pivotal one, to ensure we have the best local infrastructure support available – a challenge during these recent times.’’
Chris Hailey-Norris, CEO Up For Yorkshire
**Page 32**
## **Statement of Financial Activities for the Year Ended 31 March 2023**
(Including Income and Expenditure Account and Statement of Total Recognised Gains and Losses)
**----- Start of picture text -----**
Unrestricted Restricted Endowment
Note Total 2023 £
funds £ funds £ funds £
Income and Endowments from:
Donations and legacies 2 33,349 - - 33,349
Charitable activities 3 173,482 1,298,718 - 1,472,200
Investment income 4 8,924 - - 8,924
Total Income 215,755 1,298,718 - 1,514,473
Expenditure on:
Raising funds 5 (2,218) - - (2,218)
Charitable activities 6 (229,188) (1,218,700) (4,588) (1,452,476)
Total Expenditure (231,406) (1,218,700) (4,588) (1,454,694)
- -
Gains/losses on investment assets (23,692) (23,692)
Net (expenditure)/income (39,343) 80,018 (4,588) 36,087
Transfers between funds 17,665 (17,665) - -
Other recognised gains and losses
- -
Actuarial gains on defined benefit pension schemes (17) (17)
Net movement in funds (21,695) 62,353 (4,588) 36,070
Reconciliation of funds
Total funds brought forward 534,563 180,026 4,588 719,177
Total funds carried forward 15 512,868 242,379 - 755,247
**----- End of picture text -----**
All of the charity's activities derive from continuing operations during the above two periods.
The funds breakdown for the period is shown in note 15.
NAVCA Annual Report 2022/23
**Page 33**
These are the figures for the previous accounting period and are included for comparative purposes
**----- Start of picture text -----**
Unrestricted Restricted Endowment
Note Total 2022 £
funds £ funds £ funds £
Income and Endowments from:
Charitable activities 3 363,453 986,566 - 1,350,019
Investment income 4 5,959 - - 5,959
Total Income 369,412 986,566 1,355,978
Expenditure on:
Raising funds 5 (1,593) - - (1,593)
Charitable activities 6 (347,860) (887,513) (1,235,373)
Total Expenditure (349,453) (887,513) (1,236,966)
- -
Gains/losses on investment assets 11,015 11,015
Net income 30,974 99,053 - 130,027
Other recognised gains and losses
Actuarial gains on defined benefit pension schemes 10 - - 10
Net movement in funds 30,984 99,053 - 130,037
Reconciliation of funds
Total funds brought forward 503,579 80,973 4,588 589,140
Total funds carried forward 15 534,563 180,026 4,588 719,177
**----- End of picture text -----**
NAVCA Annual Report 2022/23
**Page 34**
## **Balance Sheet as at 31 March 2023**
**----- Start of picture text -----**
Note 2023 £ 2022 £
Fixed assets
Investments 21 245,005 264,452
Current assets
Debtors 10 118,575 47,806
Cash at bank and in hand 11 545,166 567,805
663,741 615,611
Creditors: Amounts falling due within one year 12 (147,486) (151,454)
Net current assets 516,255 464,157
Total assets less current liabilities 761,260 728,609
Creditors: Amounts falling due after more than one year 13 (6,013) (9,432)
Net assets 755,247 719,177
Funds of the charity:
Endowment funds - 4,588
Restricted income funds
Restricted funds 15 242,379 180,026
Unrestricted income funds
Unrestricted funds 512,868 534,563
Total funds 755,247 719,177
**----- End of picture text -----**
The financial statements on pages 33 to 53 were approved by the trustees, and authorised for issue on 5th September 2023 and signed on their behalf by:
**Lisa Healings**
Trustee
NAVCA Annual Report 2022/23
**Page 35**
## **Statement of Cash Flows for the Year Ended 31 March 2023**
**----- Start of picture text -----**
Note 2023 £ 2022 £
Cash flows from operating activities
Net cash income 36,070 130,037
Adjustments to cash flows from non-cash items
Investment income 4 (8,924) (5,959)
Gains-Loss on investments 23,692 (11,015)
50,838 113,063
Working capital adjustments
Increase in debtors 10 (70,769) (13,287)
Decrease in creditors 12 (34,941) (248,225)
Increase in deferred income 12 27,554 74,710
Net cash flows from operating activities (27,318) (73,739)
Cash flows from investing activities
Interest receivable and similar income 4 2,344 47
Purchase of investments 21 (21,028) (15,069)
Sale of investments 16,783 14,093
Income from dividends 4 6,580 5,912
Net cash flows from investing activities 4,679 4,983
Net decrease in cash and cash equivalents (22,639) (68,756)
Cash and cash equivalents at 1 April 2022 567,805 636,561
Cash and cash equivalents at 31 March 2023 545,166 567,805
Reconciliation of net cash flow to movement in net funds
Decrease in cash (22,639) (68,756)
Net funds at 1 April 2022 567,805 636,561
Net funds at 31 March 2023 545,166 567,805
**----- End of picture text -----**
All of the cash flows are derived from continuing operations during the above two periods.
NAVCA Annual Report 2022/23
**Page 36**
## **Notes to the Financial Statements for the Year Ended 31 March 2023**
## **1. Accounting policies**
National Association for Voluntary and Community Action is a private company limited by guarantee incorporated in England and Wales. The registered office is The Circle, 33 Rockingham Lane, Sheffield, South Yorkshire, S1 4FW.
## **Summary of significant accounting policies and key accounting estimates**
The principal accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated.
## **Statement of compliance**
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)) (issued in October 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.
## **Basis of preparation**
National Association for Voluntary and Community Action meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy notes.
The financial statements are presented in sterling which is the functional currency of the charity and rounded to the nearest £.
## **Going concern**
The financial statements have been prepared on a going concern basis.
is appropriate i.e. whether there are any material uncertainties related to events or conditions that may cast significant doubt on the ability of the charity to continue as a going concern. The trustees make this assessment in respect of a period of one year from the date of approval of the financial statements.
## **Income and endowments**
Voluntary income including donations, gifts, legacies and grants that provide core funding or are of a general nature is recognised when the charity has entitlement to the income, it is probable that the income will be received and the amount can be measured with sufficient reliability.
## **Grants receivable**
Grants are recognised when the charity has an entitlement to the funds and any conditions linked to the grants have been met. Where performance conditions are attached to the grant and are yet to be met, the income is recognised as a liability and included on the balance sheet as deferred income to be released.
## **Deferred income**
Deferred income represents amounts received for future periods and is released to incoming resources in the period for which, it has been received. Such income is only deferred when:
- The donor specifies that the grant or donation must only be used in future accounting periods; or
- The donor has imposed conditions which must be met before the charity has unconditional entitlement.
## **Investment income**
Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the bank. Dividends are recognised once the dividend has been declared and notification has been received of the dividend due.
The trustees assess whether the use of going concern
NAVCA Annual Report 2022/23
**Page 37**
## **Expenditure**
All expenditure is recognised once there is a legal or constructive obligation to that expenditure, it is probable settlement is required and the amount can be measured reliably. All costs are allocated to the applicable expenditure heading that aggregate similar costs to that category. Where costs cannot be directly attributed to particular headings they have been allocated on a basis consistent with the use of resources, with central staff costs allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset’s use. Other support costs are allocated based on the spread of staff costs.
## **Depreciation and amortisation**
Depreciation is provided on tangible fixed assets so as to write off the cost or valuation, less any estimated residual value, over their expected useful economic life as follows:
|**Asset class**|**Depreciaton method**
**and rate**|
|---|---|
|Furniture & equipment|20% straight line|
|Computer equipment|33% straight line|
## **Raising funds**
These are costs incurred in attracting voluntary income, the management of investments and those incurred in trading activities that raise funds.
## **Charitable activities**
Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them.
## **Governance costs**
These include the costs attributable to the charity’s compliance with constitutional and statutory requirements, including audit, strategic management and trustees meetings and reimbursed expenses.
## **Taxation**
The charity is considered to pass the tests set out in Paragraph 1 Schedule 6 of the Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes. Accordingly, the charity is potentially exempt from taxation in respect of income or capital gains received within categories covered by Chapter 3 Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992, to the extent that such income or gains are applied exclusively to charitable purposes.
## **Fixed asset investments**
Fixed asset investments, other than programme related investments, are included at market value at the balance sheet date. Realised gains and losses on investments are calculated as the difference between sales proceeds and their market value at the start of the year, or their subsequent cost, and are charged or credited to the Statement of Financial Activities in the period of disposal.
Unrealised gains and losses represent the movement in market values during the year and are credited or charged to the Statement of Financial Activities based on the market value at the year end.
## **Trade and other debtors**
Trade debtors are amounts due from customers for merchandise sold or services performed in the ordinary course of business.
Trade debtors are recognised initially at the transaction price. They are subsequently measured at amortised cost using the effective interest method, less provision for impairment. A provision for the impairment of trade debtors is established when there is objective evidence that the charity will not be able to collect all amounts due according to the original terms of the receivables.
NAVCA Annual Report 2022/23
**Page 38**
## **Cash and cash equivalents**
## **Fund structure**
Cash and cash equivalents comprise cash on hand and call deposits, and other short-term highly liquid investments that are readily convertible to a known amount of cash and are subject to an insignificant risk of change in value.
## **Trade and other creditors**
Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of business from suppliers. Accounts payable are classified as current liabilities if the charity does not have an unconditional right, at the end of the reporting period, to defer settlement of the creditor for at least twelve months after the reporting date. If there is an unconditional right to defer settlement for at least twelve months after the reporting date, they are presented as non-current liabilities.
Trade creditors are recognised initially at the transaction price and subsequently measured at amortised cost using the effective interest method.
Unrestricted income funds are general funds that are available for use at the trustees' discretion in furtherance of the objectives of the charity.
Restricted income funds are those grants for use in a particular area or for specific purposes, the use of which is restricted to that area or purpose.
## **Pensions and other post retirement obligations**
The charity operates a defined contribution pension scheme which is a pension plan under which fixed contributions are paid into a pension fund and the charity has no legal or constructive obligation to pay further contributions even if the fund does not hold sufficient assets to pay all employees the benefits relating to employee service in the current and prior periods.
Contributions to defined contribution plans are recognised in the Statement of Financial Activities when they are due. If contribution payments exceed the contribution due for service, the excess is recognised as a prepayment.
## **2. Income from donations and legacies**
||**Unrestricted**
**funds**
**General £**|**Total 2023**
**£**|**Total 2022**
**£**|
|---|---|---|---|
|Grants, including capital grants;
Grants from other charites|33,349|33,349|-|
||33,349|33,349|-|
NAVCA Annual Report 2022/23
**Page 39**
## **3. Income from charitable activities**
**----- Start of picture text -----**
Unrestricted
Restricted Total 2023 Total 2022
funds
funds £ £ £
General £
**----- End of picture text -----**
|Grant and project income|-|1,298,718|1,298,718|1,235,566|
|---|---|---|---|---|
|Membership|54,909|-|54,909|47,939|
|Contracts|68,167|-|68,167|66,514|
|Quality accreditaton|39,175|-|39,175|-|
|Events|10,486|-|10,486|-|
|Other income|745|-|745|-|
||173,482|1,298,718|1,472,200|1,350,019|
## **4. Investment income**
||**Unrestricted**
**funds**
**General £**|**Total 2023**
**£**|**Total 2022**
**£**|
|---|---|---|---|
|Income from dividends;
Dividends receivable from other listed investments|6,580|6,580|6,580|
|Interest receivable and similar income;
Interest receivable on bank deposits|2,344|2,344|47|
||8,924|8,924|5,959|
NAVCA Annual Report 2022/23
**Page 40**
## **5. Expenditure on raising funds**
## **a) Investment management costs**
||**Unrestricted**
**funds**
**General £**|**Total 2023**
**£**|**Total 2022**
**£**|
|---|---|---|---|
|Other investment management costs;
Amounts payable to investment managers|2,218|2,218|1,593|
||2,218|2,218|1,593|
## **6. Expenditure on charitable activities**
**----- Start of picture text -----**
Activity
Grant funding Activity
undertaken 2023 £ 2022 £
of activity £ support costs £
directly £
**----- End of picture text -----**
|Member support|48,570|-|139,772|188,342|242,874|
|---|---|---|---|---|---|
|Grant and project expenses|102,218|-|284,991|387,209|194,021|
|Grants distributed|-|815,190|-|815,190|669,097|
|Contract expenses|18,387|-|43,348|61,735|129,381|
||169,175|815,190|468,111|1,452,476|1,235,373|
Within the expenditure analysed above, there are governance costs of £17,607 (2022 - £23,982) which relate directly to charitable activities. See note 7 for further details.
NAVCA Annual Report 2022/23
**Page 41**
## **7. Analysis of governance and support costs**
## **Support costs allocated to charitable activities**
**----- Start of picture text -----**
Premises costs
Basis of Information
Finance costs £ Staff costs £ including
allocation technology £
depreciation £
**----- End of picture text -----**
|Member support|Expenditure|1,314|12,832|-|5,848|
|---|---|---|---|---|---|
|Grants and project expenses|Expenditure|-|-|211,622|-|
|Contract expenses|Expenditure|-|-|30,614|-|
|**Total for 2023**||1,314|12,832|242,236|5,848|
|**Total for 2022**||1,597|16,819|-|7,702|
**----- Start of picture text -----**
Other support Total funds
costs £ £
**----- End of picture text -----**
|Member support|119,778|139,772|
|---|---|---|
|Grants and project expenses|73,369|284,991|
|Contract expenses|12,734|43,348|
|**Total for 2023**|205,881|468,111|
|**Total for 2022**|65,983|92,101|
## **Governance costs**
||**Unrestricted**
**funds**
**General £**|**Total 2023**
**£**|**Total 2022**
**£**|
|---|---|---|---|
|Audit and accountancy fees
Audit and accounts preparaton|14,574|14,574|8,775|
|Trustees remuneraton and expenses|3,033|3,033|1,047|
|Other governance costs|-|-|14,160|
||17,607|17,607|23,982|
NAVCA Annual Report 2022/23
**Page 42**
## **8. Staff costs**
The aggregate payroll costs were as follows:
|**Staf costs during the year were:**|**2023 £**|**2022 £**|
|---|---|---|
|Wages and salaries|323,914|319,700|
|Social security costs|34,300|30,027|
|Pension costs|26,033|26,841|
|Other staf costs|-|5,904|
||384,247|382,472|
The monthly average number of persons (including senior management team) employed by the charity during the year was as follows:
||**2023**|**No**
**2022 No**|
|---|---|---|
|Average number of employees|10|10|
10 (2022 - 10) of the above employees participated in the Defined Contribution Pension Schemes.
Contributions to the employee pension schemes for the year totalled £26,033 (2022 - £26,841).
The total employee benefits of the key management personnel of the charity were £69,851 (2022 - £59,400).
Key Management Personnel comprises Maddy Desforges, CEO.
NAVCA Annual Report 2022/23
**Page 43**
## **9. Tangible fixed assets**
**----- Start of picture text -----**
Furniture and Computer
Total £
equipment £ equipment £
Cost
At 1 April 2022 106,818 101,996 208,814
Disposals (106,818) (101,996) (208,814)
At 31 March 2023 - - -
Depreciation
At 1 April 2022 106,818 101,996 208,814
Eliminated on disposals (106,818) (101,996) (208,814)
At 31 March 2023 - - -
Net book value
At 31 March 2023 - - -
At 31 March 2022 - - -
**----- End of picture text -----**
## **10. Debtors**
**----- Start of picture text -----**
2023 £ 2022 £
**----- End of picture text -----**
|Trade debtors|50,545|35,906|
|---|---|---|
|Prepayments|1,512|11,900|
|Other debtors|66,518|-|
||118,575|47,806|
## **11. Cash and cash equivalents**
||**2023 £**|**2022 £**|
|---|---|---|
|Cash on hand|21|21|
|Cash at bank|545,145|567,784|
||545,166|567,805|
NAVCA Annual Report 2022/23
**Page 44**
## **12. Creditors: amounts falling due within one year**
**----- Start of picture text -----**
2023 £ 2022 £
**----- End of picture text -----**
|Trade creditors|34,888|37,365|
|---|---|---|
|Other taxaton and social security|7,837|39,379|
|Other creditors|2,497|-|
|Deferred income|102,264|74,710|
||147,486|151,454|
## **13. Creditors: amounts falling due after one year**
||**2023 £**|**2022 £**|
|---|---|---|
|Other creditors|6,013|9,432|
## **14. Pension and other schemes**
## **Defined benefit pension schemes**
## SCHEME: TPT Retirement Solutions – The Growth Plan
The company participates in the scheme, a multiemployer 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).**
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.
NAVCA Annual Report 2022/23
**Page 45**
To eliminate this funding shortfall, the Trustee asked the participating employers to pay additional contributions to the scheme as follows:
## **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.
## **Present values of provision**
**----- Start of picture text -----**
|||||
|---|---|---|---|
|31 March 2023 (£s)|31 March 2022 (£s)|31 March 2021 (£s)|
|Present value of provision|6,013|9,432|35,846|
**----- End of picture text -----**
## **Reconciliation of opening and closing provisions**
**----- Start of picture text -----**
Period Ending 31 March Period Ending 31 March
2023 (£s) 2022 (£s)
**----- End of picture text -----**
**----- Start of picture text -----**
||||
|---|---|---|
|Provision at start of period|9,432|35,846|
|Unwinding of the discount factor (interest expense)|178|207|
|Deficit contribution paid|(3,436)|(9,071)|
|Remeasurements - impact of any change in assumptions|(161)|(217)|
|-|
|Remeasurements - amendments to the contribution schedule|(17,333)|
|Provision at end of period|6,013|9,432|
**----- End of picture text -----**
## **Income and expenditure impact**
**----- Start of picture text -----**
Period Ending 31 March Period Ending 31 March
2023 (£s) 2022 (£s)
**----- End of picture text -----**
**----- Start of picture text -----**
||||
|---|---|---|
|Interest expense|178|207|
|Remeasurements – impact of any change in assumptions|(161)|(217)|
|-|
|Remeasurements – amendments to the contribution schedule|(17,333)|
|Contributions paid in respect of future service*|*|*|
|Costs recognised in income and expenditure account|*|*|
**----- End of picture text -----**
*includes defined contribution schemes and future service contributions (i.e. excluding any deficit reduction payments) to defined benefit schemes which are treated as defined contribution schemes. To be completed by the company.
NAVCA Annual Report 2022/23
**Page 46**
## **Assumptions**
||**31 March 2023**
**% per annum**|**31 March 2022**
**% per annum**|**31 March 2021**
**% per annum**|
|---|---|---|---|
|Rate of discount|5.52|2.35|0.66|
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.
## **14.1 Non-adjusting events after the financial period**
## Closure of the Defined Benefit Pension Plan
Following the end of the financial period a decision was made to withdraw from the TPT Retirement Solutions - The Growth Plan defined benefit pension scheme and to crystallise the liability to the organisation. In April 2023 the last member of NAVCA staff was withdrawn from the scheme triggering NAVCA’s liability in respect of scheme deficits. Calculation of the liability is currently being made by the scheme actuaries; however, it is expected that the liability will be no more than £75000.
NAVCA Annual Report 2022/23
**Page 47**
## **15. Funds**
**----- Start of picture text -----**
Balance at 1 Incoming Resources Other recognised Balance at 31
Transfers £
April 2022 £ resources £ expended £ gains/(losses) £ March 2023 £
Unrestricted funds
General
General Funds 267,563 215,755 (231,406) 57,665 (23,709) 285,868
Designated
- - -
Closure & development provision 267,000 (40,000) 227,000
Total unrestricted funds 534,563 215,755 (231,406) 17,665 (23,709) 512,868
Restricted funds
HWA Coordinator - 12,625 (12,625) - - -
- - - -
NHSE Embedding VCSE 45,400 (45,400)
- - - -
NHSE Integrated Toolkit 49,800 (49,800)
C&P ICS - 20,551 (20,551) - - -
- - - -
Cost of Living Support 680,000 (680,000)
- - - -
Intelligence Gathering ICS 10,000 (10,000)
- - - -
Vision for Volunteering 45,750 (45,750)
Ukraine - 440,000 (219,590) - - 220,410
- - - -
DCMS EP Grant Distribution 51,965 (51,965)
DCMS EP Phase III 4,671 - - - - 4,671
- -
Social Prescribing 10,525 71,792 (65,019) 17,298
- - - -
Tender Support Project 4,049 (4,049)
- - - -
Public Law Project 13,616 (13,616)
VCSEP - 18,000 (18,000) - - -
Total restricted funds 180,026 1,298,718 (1,218,700) (17,665) - 242,379
Endowment funds
Expendable
- - - -
Sir John Wriggley Bequest 4,588 (4,588)
- - - -
4,588 (4,588)
Total funds 719,177 1,514,473 (1,454,694) - (23,709) 755,247
**----- End of picture text -----**
NAVCA Annual Report 2022/23
**Page 48**
**----- Start of picture text -----**
Balance at 1 Incoming Resources Other recognised Balance at 31
Transfers £
April 2021 £ resources £ expended £ gains/(losses) £ March 2022 £
Unrestricted funds
General
General Funds 306,179 369,412 (349,453) (69,600) 11,025 267,563
Designated
- - - -
Underwriting fund 150,000 (150,000)
- - - -
Development and redundancy 47,400 (47,400)
- - - -
Closure & development provision 267,000 267,000
- - -
197,400 69,600 267,000
Total unrestricted funds 503,579 369,412 (349,453) - 11,025 534,563
Restricted funds
HWA Coordinator - 20,500 (20,500) - - -
- - - -
NHSE Embedding VCSE 45,400 45,400
- - - -
NHSE Integrated Toolkit 49,800 49,800
VCSEP - 80,100 (80,100) - - -
- -
DCMS EP Grant Distribution 29,965 616,266 (594,266) 51,965
DCMS EP 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)
Total restricted funds 80,973 986,566 (887,513) - - 180,026
Endowment funds
Expendable
- - - -
Sir John Wriggley Bequest 4,588 4,588
- - - -
4,588 4,588
Total funds 589,140 1,355,978 (1,236,966) - 11,025 719,177
**----- End of picture text -----**
The transfers from the Restricted funds to the General fund relate to activities which have ceased, and the release of any restrictions on the use of these funds.
NAVCA Annual Report 2022/23
**Page 49**
## **Notes to the Financial Statements for the Year Ended 31 March 2023**
## **The specific purposes for which the funds are to be applied are as follows:**
HWA Coordinator - NAVCA is a member of the VCSE Health & Wellbeing Alliance (HWA). 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.
NHSE Embedding VCSE and NHSE Integrated Toolkit - NAVCA was commissioned by NHSE to work with the emerging Integrated Care Systems, supporting the VCSE to engage with the new systems, through resources and networks to share learning and experiences.
Cambridgeshire and Peterborough ICS wanted to engage the VCS more effectively in integrated care systems. Through working with the local infrastructure organisation they identified the need for a strategy, with the development being supported by an informed, neutral, advocate. By providing this support the VCS and health systems came together to produce a strategy agreed by all parties.
Cost of Living Support funding provided by DCMS enabled NAVCA to fund its members and local organisations to meet additional costs and build capacity to meet rising demand arising from the cost of living crisis.
Intelligence Gathering ICS enabled NAVCA to bring together a range of experiences and information about the emerging ICS transformation and present it in a clear report.
DCMS EP Phase III - 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.
DCMS VCSEP 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 Prescribing – NAVCA partnered with The National Academy for Social Prescribing to support increased co-design/production of social prescribing infrastructure through greater engagement with local VCS infrastructure organisation at a local, regional and national level. Funds towards this project are also being provided by Spirit of 2012, a registered charity.
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.
Vision for Volunteering - as part of a partnership with NCVO, Volunteer Matters, Sport England and the Association of Volunteer Managers, NAVCA received funding to develop a vision for volunteering, providing inspiration to create conditions for diverse and exciting volunteering over the next 10 years.
Ukraine Support Fund – recognising the need for strong support for Ukrainian arrivals in communities, the British Red Cross funded strong infrastructure support through NAVCA and its members.
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.
VCSEP - Working with British Red Cross, NAVCA co-chairs the Voluntary and Community Sector Emergencies Partnership. This supports the whole voluntary sector to be better prepared for, respond to and learn from
NAVCA Annual Report 2022/23
**Page 50**
emergencies, influencing government and other stakeholders to enable the VCS to reach its full potential. We receive funds to fulfil the chair and leadership role, working through a secretariat team hosted within British Red Cross.
## **Endowment Fund**
## **Designated Funds**
The closure and development fund is a designated fund to provide future business development and in the worst case cover the potential costs of closure of the organisation.
Sir John Wriggley Bequest - 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.
## **16. Analysis of net assets between funds**
|||**Unrestricted**|||
|---|---|---|---|---|
|Fixed asset investments||**General £**
245,005|**Restricted £**
-|**2023 Total Funds £**
245,005|
|Current assets||421,362|242,379|663,741|
|Current liabilites||(147,486)|-|(147,486)|
|Creditors over 1 year||(6,013)|-|(6,013)|
|Total net assets||512,868|242,379|755,247|
||**Unrestricted**
**General £**|**Restricted £**|**Endowment**
**Expendable £**|**2022 Total Funds £**|
|Fixed asset investments|264,452|-|-|264,452|
|Current assets|430,997|180,026|4,588|615,611|
|Current liabilites|(151,454)|-|-|(151,454)|
|Creditors over 1 year|(9,432)|-|-|(9,432)|
|Total net assets|534,563|180,026|4,588|719,177|
## **17. Taxation**
The charity is a registered charity and is therefore exempt from taxation.
NAVCA Annual Report 2022/23
**Page 51**
## **18. Trustees remuneration and expenses**
During the year the charity made the following transactions with trustees:
## **Kerrie Fletcher**
Kerrie Fletcher received remuneration of £2,640 (2022: £Nil) during the year.
This was through an arm’s length contract to deliver quality assurance services as permitted by clause 12(5) b of The Articles of Association of the organisation During the period 7 (2022: 2) Trustees claimed expenses totalling £1,978 (2022:£1,047).
## **19. Related party transactions**
During the year the charity made the following related party transactions:
## **Lisa Healings (Lisa is the CEO of VAST)**
VAST received funding from NAVCA in the period for Ukraine £14,500, Cost of Living Support £9,500 and other services £1,805. At the balance sheet date the amount due to/from VAST was £Nil (2022 - £Nil).
## **Alison Semmence (Alison is the CEO of York CVS)**
During the period York CVS received funding from NAVCA of £10,000 for Cost of Living support. At the balance sheet date the amount due to/from York CVS was £Nil (2022 - £Nil).
## **Stephen Craker (Stephen is the CEO of Communities 1st)**
During the period Communities 1st received funding from NAVCA of £10,000 for Cost of Living support, £5,000 for Ukraine and £1,560 for Quality Assessment work. At the balance sheet date the amount due to/ from Communities 1st was £Nil (2022 - £Nil).
## **Julie Farrow**
## **(Julie is the CEO of Hunts Forum for Voluntary Services)**
During the period Hunts Forum received funding from NAVCA of £10,000 for Cost of Living support plus £2,400 for Quality Assessment work. At the balance sheet date the amount due to/from Hunts Forum was £Nil (2022 - £Nil).
## **Angela Carter (Angela is the CEO of Sefton CVS)**
During the period Sefton CVS received funding from NAVCA of £10,000 for Cost of Living support. At the balance sheet date the amount due to/from Sefton CVS was £Nil (2022 - £Nil).
NAVCA Annual Report 2022/23
**Page 52**
## **20. Grant-making**
Analysis of grants
||**Grants to insttutons 2023 £**|
|---|---|
|**Analysis**||
|Cost of Living|625,600|
|Ukraine|189,590|
||815,190|
The support costs associated with grant-making are £Nil (31 March 2022 - £Nil).
Funds received from Central Government have been distributed as grants to member organisations to deal with the Cost of Living crisis and to support local work with Ukrainian refugees.
No individual grants made to institutions during the year were material.
## **21. Fixed asset investments**
**----- Start of picture text -----**
2023 £ 2022 £
Other investments 245,005 264,452
Other investments
Listed investments £ Total £
Cost or valuation
At 1 April 2022 264,452 264,452
Revaluation (23,692) (23,692)
Additions 21,028 21,028
Disposals (16,783) (16,783)
At 31 March 2023 245,005 245,005
Net book value
At 31 March 2023 245,005 245,005
At 31 March 2022 264,452 264,452
**----- End of picture text -----**
NAVCA Annual Report 2022/23
**Page 53**
## **Local VCS infrastructure organisations**
**For thriving communities, where people can take action on the things which matter to them.**
**Leadership and advocacy** Mobilising and encouraging community action, strengthening our sector’s voice and influence on key decision-makers and funders.
**Partnerships and collaborations** Creating opportunities and driving effective joint working by building networks of local organisations and strategic partners.
**Capacity building** Providing practical support and development for local people and organisations, to nurture skills and build community resilience.
## **Volunteering**
Building an environment in which volunteers and their communities thrive, by encouraging and nurturing volunteering opportunities.
**Page 54**
**National Association for Voluntary and Community Action** Annual Report and Financial Statements for the Year Ended 31 March 2023
Company registration number: 02575206 | Charity registration number: 1001635