2022-03-31-accounts

HACKNEY COUNCIL FOR VOLUNTARY SERVICE (a charity limited by guarantee)

Company Number: 03365292 Charity Number: 1069736

CONSOLIDATED TRUSTEES' REPORT & FINANCIAL STATEMENTS

FOR THE YEAR ENDED

31ST MARCH 2022

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Hackney Council for Voluntary Service Legal and Administration

	Legal and Administration
Board of Trustees:	Benjamin Mak
	Charles Middleton (Chair)
	Jack Griffin
	Jessica Mullen
	Rola Aina
	Sara Barman
	Timothy Vaughan (Treasurer)
Executive Director
and Company	Jake Ferguson – resigned 31 August 2021
Secretary: Executive	Anthony Wong – appointed 1 September 2021
Director: Company	Mark Boisson – appointed 1 September 2021
Secretary:
Registered Office:	24 – 30 Dalston Lane
	London
	E8 3AZ
Auditors:	Moore Kingston Smith LLP
	Chartered Accountants
	9 Appold St
	London
	EC2A 2AP
Bankers:	Unity Trust Bank plc
	Four Brindleyplace
	Birmingham
	B1 2HB
Solicitors:	Russell-Cooke LLP
	2 Putney Hill
	London
	SW15 6AB
	Interface Legal Advisory Service
	40 Wykeham Road
	London
	NW4 2SU
	Bates Wells & Braithwaite London LLP
	2 – 6 Cannon Street
	London
	EC4M 6YH

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Hackney CVS Trustees’ Report 2021/22

Structure, Governance and Management

Hackney Council for Voluntary Service was incorporated on the 6th May 1997 with the company number 3365292 , and registered as a charity on 27th May 1998, with the charity number 1069736 . The company's governing instrument is its Memorandum and Articles of Association. Hackney Council for Voluntary Service is a company limited by guarantee and has no share capital. The liability of each member is limited to £1 per member.

The Board of Trustees administers the charity. They act as Trustees of the Charity, Directors of the Company and are the company law members. They are elected through ordinary motion or co-opted by the Board.

The Board of Trustees meets at a minimum every quarter. Board of Trustees meetings are closed and attended by the Trustees and the Executive Team (Senior Managers) who report on progress and provide administrative support. Meetings are generally two to three hours in length.

Trustees retire by rotation with a minimum of one third of the Trustees stepping down every year. The decision on which Trustees are to step down is made by length of service. Trustees who are required to stand down may stand for re-election.

In 2021/22 the following people acted as Trustees:

• Angela Spence – resigned 23 June 2021

• Benjamin Mak

• Charles Middleton (Chair)

• Daniel Francis – resigned 29 June 2022

• Jack Griffin

• Jessica Mullen

• Lucia Bird – resigned 28 September 2022

• Rola Aina

• Sara Barman

• Timothy Vaughan (Treasurer)

To find out more about our Trustees please visit here http://hcvs.org.uk/meet-the-trustees/ or to meet the staff team visit here http://hcvs.org.uk/meet-the-team/

In addition to formal company law membership, Hackney CVS operates an associate membership scheme for organisations. Hackney CVS Associate membership is free to all voluntary and community sector organisations operating in Hackney and provides the following membership benefits:

• access to resource area (computers and printing facilities);

• up to 3 hours a week of the small meeting room for free (subject to availability);

• access to free printing facility at our reception;

• discounted rates on our room hire (members rate);

• priority booking to our training sessions and events (some training sessions will be exclusive to associate members); and

• access to a wealth of resources and knowledge base in Health and Social Care sector.

Good Governance

Hackney CVS adopted the previous version of the Charity Governance Code and undertook a full review against the practice set out in the Code at the beginning of 2018. A further review was undertaken by an

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independent organisation between April and June 2022 using the Charity Governance Code (2020 revision). The purpose of the review was to appraise the Board’s performance across all aspects of governance that impacted on the efficiency and effectiveness of decision-making and taking, and to develop supportive recommendations to enhance the function of the Board’s performance. A working group has been established to ensure that the areas for improvement are addressed in a timely manner.

Strategic objectives and monitoring outcomes and impact:

• In 2019 the Board reviewed and revised its strategic objectives for 2019-2022.

• In 2020, the Trustees along with staff, met to assess performance against these new strategic objectives. The session was facilitated by an external consultant with scene setting by Trustee Lead for each of the four objectives. Ways were considered of achieving these objectives in a muchchanged environment due to the COVID 19 pandemic.

Developing openness and transparency throughout our governance processes:

• Our website shows how the organisation is governed and how the Board can be held to account.

• A recruitment campaign was conducted leading to three new Trustees joining the Board in January 2020, adding a greater level of skills and diversity to the Board.

• The Board agreed a new scheme of delegation which governs the relationship with projects, which ensures a balance between autonomy and oversight.

How do people become Trustees of Hackney CVS?

Hackney CVS Trustees can co-opt, or as members elect by ordinary motion, suitable people on to the Board. The Board prides itself on a rigorous recruitment process which is informed by organisational values, a skills audit and Hackney CVS’ strategic priorities. The process also typically benefits from publicly advertising vacancies and active promotion through associate membership. Candidates are invited to submit CV’s and a supporting letter; this is followed by an interview with the Chair and CEO. Eligible candidates are then invited to meet the existing Board of Trustees prior to being put forward for co-option or election to the role.

All Trustees must have knowledge and experience that will benefit the Board of Trustees and the organisation. Whether that is in delivering small scale grassroots projects or large public/VCS partnership programmes, they must be committed to furthering Hackney CVS’s role in supporting the large voluntary and community sector (VCS) in Hackney. On joining the organisation new Trustees are properly inducted, using a standard induction pack containing key policies, role descriptions, etc. They are supported in their role by existing Trustees and senior managers in the organisation. Trustees are offered opportunities for formal training or to top up their existing knowledge. Hackney CVS is committed to ensuring that continuous training and development opportunities are available for its Trustees.

All new Trustees are expected to sign a declaration of their appropriateness to act as charity trustees and company directors. Trustees can currently join the Board for a maximum of 3 terms (each term is 3 years), so the longest someone can serve is 9 years.

To know more about the role of a charity trustee please visit the charity commission website https://www.gov.uk/guidance/charity-trustee-whats-involved )

Board composition and diversity

Hackney CVS is keen to ensure it has a diverse board. The Board conducts an annual skills audit process to determine if any skills are missing from its composition. In future we intend to undertake a diversity audit and to continue to attract new Trustees from local Hackney community and voluntary organisations

How many times does the Board meet?

Hackney CVS Trustees aims to meet as a Board at least 4 times a year. They also got involved in other activities such as our annual community awards night, meetings with the local stakeholders, ad hoc working groups and also staff activities such as our organisation’s away day.

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What is discussed at Board meetings?

There are usually a range of issues discussed at the Board. The Executive Team provides updates about all our programmes using a traffic light rating system – progress of some of our big programmes are discussed at each meeting as separate items in themselves. The CEO and senior staff also update Trustees about any new or emerging risks which may affect the charity’s work. New policies and procedures are reviewed and adopted by Trustees. Trustees also consider how well the organisation is meeting its aims and objectives and are involved in setting new strategic aims, our vision and values every 3 years. One of the key functions is to monitor overall income and expenditure through quarterly management accounts and annual budgeting processes to ensure where possible that Hackney CVS does not have an operating deficit or spend money unnecessarily.

What is a conflict of interest and how are these managed?

Trustees have a legal obligation to act in the best interests of Hackney CVS, and in accordance with its governing document, and to avoid situations where there may be a potential conflict of interest. Staff and volunteers have similar obligations from their duties within their terms of employment and under the seven Nolan Principles of Public Life, which Hackney CVS adheres to and promotes.

Conflicts of interests may arise where an individual’s personal or family interests and/or loyalties conflict with those of the charity. Such conflicts may create problems; they can:

• inhibit free discussion;

• result in decisions or actions that are not in the interests of the charity; and

• risk the impression that the charity has acted improperly.

Hackney CVS Board of Trustees has a conflict of interest policy, the aim of which is to protect both the organisation and the individuals involved from any appearance of impropriety.

Any Trustee conflicts of interest are registered annually and kept on file. At each Board meeting the Chair asks at the start of the meeting if any Trustees has any current conflicts and these are recorded in the meeting minutes. For instance, if a Hackney CVS Trustee was also a Trustee of another organisation that was benefiting from an existing project of Hackney CVS, then this would be recorded. The same situation would apply to staff who may be part of another local charity that benefits from us. Anyone in this situation would not be able to participate in the relevant conversations at the Board or influence any decisions in any way.

Operational Management of Hackney CVS

A Chief Executive Officer (CEO) is mandated by the Trustees to manage the day-to-day operations of the charity. To facilitate effective operations, the CEO has delegated authority for operational matters. The CEO, together with the Senior Managers, forms the Executive Team which is the operational leadership group in the organisation.

Hackney CVS had 77 staff roles in 2021/22 some of which were part time and/or on a sessional basis (for example on the Young People & Families Programme).

Remuneration of Staff, salary bandings and Chief Executive Officer’s pay

Each role at Hackney CVS has a job description and person specification, so that staff are clear about their roles and responsibilities. These helps inform potential candidates what knowledge/skills are required for any particular job, allowing a degree of self-selection and thereby improving the pool of applicants. They provide a relatively objective tool for sizing and ranking jobs, which help with salary setting. It can be also helpful in redundancy situations, facilitating job matching and identifying possible alternative employment. Job roles, and therefore salaries, are assessed against a number of criteria including: Strategic scope (senior roles only); Technical knowledge and skills; Mental skills; Interpersonal and communication skills; Initiative and independence; and Responsibilities for people/financial resources.

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It is the role of the Board of Trustees to set the salary level for the Chief Executive Officer which was £66k per annum as at 31 March 2022. The CEO is responsible for managing the Executive Team members and other senior staff in the organisation.

Use of volunteers

Whilst we continue to benefit from the services of volunteers, their numbers have decreased markedly since the COVID-19 pandemic. Hackney CVS reimburses travel expenses and lunch costs, and at the end of a placement offers support with job search, CV writing and interview practice. In some cases, volunteers have used the impetus of a placement with us as a springboard into paid employment, and on occasions this has been employment within the organisation.

The following people volunteered for Hackney CVS in 2021/22:

Angel Olusile	University of Essex Placement
Divine Tettey	HMRF Volunteer
Esther Frederick	Work Experience

Membership of wider networks

During 2021/22 Hackney CVS was a member of the following associations and networks: NAVCA, Charity Finance Group, CLINKS and the Criminal Justice Alliance.

Public Benefit Statement

The Trustees confirm that they have complied with the duty in section 17 of the Charities Act 2011 to have due regard to the Charity Commission’s general guidance on public benefit published by the Commission in exercising their powers or duties. We believe that all the charity’s activities provide significant benefits to the public as described in detail below.

Objectives, Activities and Achievements of the Charity

The Charity’s Objects as set out in our governing document are as follows:

To promote any charitable purpose for the benefit of the residents of the London Borough of Hackney and surrounding areas (hereinafter called the area of benefit) and in particular the advancement of education, the protection of health, the relief of poverty, distress and sickness, and in furtherance of the said purposes but not otherwise, to promote and organize co-operation in the achievement of the same and to that end bring together representatives of voluntary organisations and statutory authorities within the said area of benefit.

Our approach to strategy

Our strategic framework 2019-2022 (a 3-year cycle approach), sets out four strategic objectives that we aim to deliver during that timeframe. These objectives are as follows:

• Strategic Objective 1 - Supporting stronger, thriving voluntary and community organisations

• Strategic Objective 2 - Developing successful delivery partnerships

• Strategic Objective 3 - Strengthening the sector’s voice to effect change

• Strategic Objective 4 – Being a sustainable, responsible organisation driven by our values

How well have we been doing to deliver our 2019-2022 strategy?

Below is a summary of how we have been meeting our four strategic objectives as shown by the work undertaken by our various projects and programmes.

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Connect Hackney

Funder : The National Lottery Community Fund (TNLCF), Ageing Better Programme Strategic Objective 1 - Supporting stronger, thriving voluntary and community organisations Strategic Objective 2 - Developing successful delivery partnerships Strategic Objective 3 - Strengthening the sector’s voice to effect change

Partner organisations: Shoreditch Trust; Groundwork London; Newham New Deal Partnership; Friends of Woodberry Down; African Health Policy Network; Latin American Women’s Aid; Turkish Cypriot Cultural Association; and Coffee Afrique.

Connect Hackney was a £7.2m research programme, which has sought to tackle loneliness and isolation amongst Hackney residents aged 50 and over.

The programme was due to conclude in March 2021 but owing to the disruption caused by the Covid-19 pandemic, the programme was extended by an additional year. During what was the 7th year of the programme, the focus shifted back to furthering the legacy objectives around the dissemination of our evaluation reports. Our plans were to deliver two learning events, one of which would serve as an end of programme celebration event.

Delivery of commissioned Connect Hackney projects continued into Q3 with the final projects ending in Q4. Programme management supporting delivery (including Learning Network meetings, Older People’s Committee meetings and Evaluation Advisory Group meetings) continued into Q4. Production of Hackney Senior continued alongside the production of the programme’s commemorative booklet ‘ Hackney: Stories of a Generation’ . Programme evaluation outputs included the production of the Reach and Impact report, the final draft of the ‘ Delivering in the ‘New Normal’ report’ and the final draft of the end of programme report. Influencing work continued including inputting into the commissioning of the public health service navigation scheme. A partnership meeting was held between Connect Hackney providers and the TNLCF and a ‘ Connected Communities’ proposal was developed by the Programme Director to support the sustainability of the programme, the paper was presented to key local stakeholders in September 2021. Programme recommendations were developed by the Evaluation Advisory Group, 14 of which accepted by the Hackney Health and Wellbeing Board March 2021. The programme continued to share learning nationally at Ageing Better events. In Q4 the programme secured £44k funding from TNLCF for a Good Practice Mentor scheme to influence policy and share learning for a further year.

Lunch Clubs Network

Funder : London Borough of Hackney

Strategic Objective 1 - Supporting stronger, thriving voluntary and community organisations Strategic Objective 2 - Developing successful delivery partnerships Strategic Objective 3 - Strengthening the sector’s voice to effect change Partner organisations: An Viet Foundation, Chats Lunch Club, Hackney Caribbean Elderly Organisation, Hackney Chinese Community Services, Hackney Cypriot Association, Halkevi, Holly Street Lunch Club, Hot Line Meals, Lunch Up (Woodberry Down), Nightingale Luncheon Club, North London Muslim Community Centre and Vietnam, Laos & Cambodia (VLC) Centre.

The lunch clubs play a crucial role in Hackney, serving nutritious warm meals to lunch club members who are Hackney residents, aged 55 and over. Hackney CVS is contracted by Hackney Council to co-ordinate the lunch club network. The network consists of 12 member organisations.

As well as providing lunches, the clubs also provide activities to improve the mental and physical wellbeing including gentle exercise, chair exercise, bingo, backgammon, tai chi, dance, mah jong and a support network for older vulnerable people. Clubs have reported a marked improvement in the physical and mental health of members since their return to regular lunches after lockdown. The simple exercise of walking to the club has had a marked impact. Some examples of individuals who were dipping mentally getting back on their feet after returning to the club.

During this period, some lunch clubs lost members, either through Covid related deaths, or deaths from other causes. As expected, many members were still self-isolating, even if not mandated to by government guidelines. The clubs were providing a mixed offer, of both in-person provision, as well as keeping in touch via phone with members who were isolating, with some lunch clubs delivering meals.

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Sustainable funding remains a challenge for the lunch clubs.

Neighbourhoods Programme

Funder : City & Hackney CCG

Strategic Objective 1 - Supporting stronger, thriving voluntary and community organisations Strategic Objective 2 - Developing successful delivery partnerships Strategic Objective 3 - Strengthening the sector’s voice to effect change Strategic Objective 4 – Being a sustainable, responsible organisation driven by our values Partners: Hackney Council, Healthwatch Hackney, NHS Primary Care, and a wide spectrum of VCS organisations

Achievements and challenges during the year included:

• Delivered four cycles of Neighbourhood Conversations held in each of the 6 Neighbourhoods; allowed local VCS organisations to network with each other and statutory partners from the NHS; publicise services; build relationships; and allow for collaboration.

• Held four Well Street Forum meetings

• Shoreditch Trust, The Social Innovation Partnership and Healthwatch City of London were funded to explore the early stages of working towards a forum in Shoreditch Park and City

• Delivered small grants programme enabling one organisation in each neighbourhood to organise a community event in their Neighbourhood around the theme of health and wellbeing, each one brought in 10 other local organisations to promote local health and wellbeing services.

• Backfill payments (which reimburse organisations for their meeting prep time as well as actual physical attendances) have helped enable smaller organisations to attend meetings

• Secured a further one year funding

• The major challenges have been timely payments of funding instalments and the constant changes within the health & social care system in terms of top-down asks that have required changes to Neighbourhoods delivery models and continually challenged the capacity of the team.

VCSE Enabler

Funders : NHS North-East London, East London Foundation Trust and London Borough of Hackney Strategic Objective 1 - Supporting stronger, thriving voluntary and community organisations Strategic Objective 2 - Developing successful delivery partnerships Strategic Objective 3 - Strengthening the sector’s voice to effect change

Strategic Objective 4 – Being a sustainable, responsible organisation driven by our values

Partners: Mind in City, Hackney & Waltham Forest, Beersheba Living Well, Hackney Quest, St Mary’s Secret Garden, Age UK, Volunteer Centre Hackney, Healthwatch Hackney and City of London; Hackney Cypriot Association, Kanlungan, SeeAbility, Toynbee Hall, Rainbow Mind, African Community School, Interlink, The Sharp End, The Studio Upstairs and Support When It Matters (SWIM)

The VCSE Enabler programme included Health & Social Care Forum. Hackney Refugees & Migrants Forum, VCS Leadership Group and VCS Assembly.

Achievements and challenges during the year included:

• Delivered three VCS Assemblies, each attracting over 100 VCS organisations alongside statutory partners such as London Borough of Hackney, City of London Corporation and NEL ICS partners.

• Assembly 1 (focusing on Mental Health), created a body of evidence that helped secure £500k grant funding for the VCS to address groups under-served by mental health services

• Assembly 2 (How to make City and Hackney Anti-Racist) led to the creation of a consortium of VCS organisations aiming to reduce school exclusions supporting young people and their parents; the development of Racial Equity Arts Alliance, a network supporting art VCS organisations to share

• learning and experience and improve capacity in anti-racist working aiming to improve positive representation in the area; cultural humility training directory; building partnership with ELFT transformation team.

• Assembly 3 (Empowering Care) has resulted in the funding of Learning Disability awareness training, led by a VCS organisation, within the Primary Care Networks. The East London Business Association is speaking to user-led VCS organisation Choice in Hackney about an awareness-

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raising mentoring scheme. Further suggestions for the improvement of care have fed into conversations with London Borough of Hackney around an Ageing Well pilot in Hackney Marshes and their development of an action programme around their Health and Wellbeing Priority of improving Social Connection. We have also been looking into the possibility of creating a network for befriending schemes to identify any gaps and avoid duplications.

• Initiated delivery of VCS Leadership group strategy meetings and delivered two.

• Delivered 7 Leadership Group meetings

• Hosted 24 SIG (Significant Interest Group) meetings across the year, namely:

• 4 Mental Health SIG

• 3 Hackney Advice Forum

• 4 Learning Disabilities SIG

• 4 Sexual Health SIG

• 6 LGBTQ+ SIG

• 3 Hackney Refugee and Migrant Forum

• 1 Health and Social Care Forum including community voice leads City and Hackney Alliance Development

• Enabled participation and representation of Hackney CVS team and VCS Leadership Group members to participate in the wider Health and Care system including involvement at Hackney Health and Wellbeing Board, Health Inequalities Steering Group and Primary Care Provider Alliance.

• Contributed to VCS alliance report detailing the VCS in Hackney and City of London strengths and opportunities, and in North-East London VCS alliance development.

Growing Minds

Funder : City & Hackney CCG

Strategic Objective 1 - Supporting stronger, thriving voluntary and community organisations Strategic Objective 2 - Developing successful delivery partnerships Strategic Objective 3 - Strengthening the sector’s voice to effect change Partners: Family Action, African Community School, Father 2 Father, Black Parents Community Forum, and Murray Business Consultancy

The Growing Minds project, which is being delivered in partnership with Family Action, and local Black-led community organisations, has successfully completed the 2nd year of the Non-Violence Resistance (NVR) training parenting programme. This programme for parents and carers addresses challenging and harmful behaviours in adolescence and is delivered to the African, Caribbean, and mixed-heritage community.

The evaluation report showed that the training has ‘a significant positive impact’.

During the year the Tree of Life element was launched. Tree of Life is a narrative-based talking therapy approach delivered by trained peer leaders for African, Caribbean and mixed-heritage young people. It aims to improve their emotional health and wellbeing during the important transition years from primary to secondary school, and secondary school to adult. 12 sessions were held in 10 secondary schools and two within community settings, benefiting 147 young people, with excellent feedback from the schools reporting the positive impact the programme had on their young people.

Fairer Hackney and the Specialist Infrastructure Grant

Funders : London Borough of Hackney and City Bridge Trust Strategic Objective 1 - Supporting stronger, thriving voluntary and community organisations Strategic Objective 2 - Developing successful delivery partnerships Strategic Objective 3 - Strengthening the sector’s voice to effect change Partners: ELBA, Voluntary Centre Hackney, Tower Hamlets CVS, Redbridge CVS and Compass Wellbeing

During the past year, our work spanned over a multitude of programmes to support the voluntary and community sector in Hackney. The specialist grants support our core staff to run our networks and forums, organisational development services and provide strategic representation with our statutory partners.

Key successes in numbers:

• 22 Training sessions attended by 337 individuals from 275 organisations

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• 9 How to apply sessions to local funders and Covid-19 grants and 3 Meet the funder sessions attended by 190 organisations

• 5 workshops on issues related to mental health and organisational wellbeing post-pandemic, attended by 79 organisations

• 139 one-to-one support sessions to 102 local organisations in Hackney.

• A successful partnership formed by 5 organisations who were successful in securing a No Recourse to Public Funds from the London Borough of Hackney to launch a grants programme for their respective communities.

The variety of our work includes developing the VCS workforce to supporting organisations to amplify their voice to influence local decision making. The feedback we are getting about our work has always been positive. From our user survey:

• 89% of respondents agree that Hackney CVS champions the needs of disadvantaged communities,

• 89% agree that Hackney CVS is an organisation they can trust

• 82% agree that Hackney CVS is good at promoting the work of local charities and community groups

• 82% agree that we are good at promoting the work of local charities and community groups.

• 80% agree that Hackney CVS is good at listening to their needs

• 55% agree that their organisation is better able to influence services locally and/or the decisions of statutory organisations thanks to Hackney CVS

From our front-line organisational development services, the feedback of engagement in training and one-toone support sessions that:

• 85% reported that their level of knowledge of the core competencies to working in the charity sector has increased because of attending our training and engaging in one-to-one support sessions.

• 83% reported that they are confident in applying the skills they learnt through our training session into their day-to-day work.

• 77% reported that they have picked up new skills from our training sessions.

Hackney Advice Service

Funder: London Borough of Hackney Strategic Objective 1 - Supporting stronger, thriving voluntary and community organisations Strategic Objective 3 – Strengthening the sector’s voice to effect change

Partners – 20 VCS advice organisations

The Hackney Advice Service is a transformational project aiming to support the implementation of a system thinking approach to designing person-centred services; spanning across statutory and voluntary and community sector services. Our role is to work with advice organisations to develop their knowledge and skills in system thinking to meet the purpose of advice, by:

• Working with and supporting grant-funded advice providers to: o Study their systems and learn from the demand

• Prototype a new, collaborative approach to community advice delivery and design

• Use this learning to support system leaders to experiment to learn how to perfect one person at a time

• Support organisations to learn how to make this the normal way of doing things.

• Sharing and exchanging practice within the sector, local partners, the Council, external funders and with other areas that are adopting similar approaches and linking this to wider systems change work

• Working closely with the Policy and Partnership team and Public Health

• Develop partnerships by:

• Supporting advice providers to work together to deliver a single service in a relational way that finds ways to help people address wider issues.

• Helping to shape partnerships to support providers to co-design solutions with residents to help them move towards their “good life”

During 2021/2022, we supported advice organisations to make sense of the principles underpinning the system change process and to engage meaningfully in the evaluation processes of the project.

Key successes:

• Advice organisations are referred to and consulted on co-designing and making changes to welfare benefits processes administered by LBH.

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• Advice organisations are developing relationships with key council departments, customer services team, housing and council tax teams, rent arrears and income collection teams.

• 60% of the 20 funded advice organisations are signed up to the “Better Conversations Tool” to escalate and make direct referrals to council departments.

• Advice organisations have a better understanding of the access and the demand coming through to their services.

• The council has agreed a proportional uplift in funding for the year 2022/23 for advice organisations to meet the increasing demand.

Challenges:

The pandemic has contributed to a huge increase in demand for advice services across the borough, whereas the funding and resources invested in the advice service doesn’t match the level of demand. While the Council has made an uplift to their funding for advice services in community settings, advice organisations working in GP practices did not get an uplift.

Sustainable Employment Network (SEN)

Funder : City & Hackney CCG

Strategic Objective 1 - Supporting stronger, thriving voluntary and community organisations Strategic Objective 2 - Developing successful delivery partnerships Strategic Objective 3 - Strengthening the sector’s voice to effect change Strategic Objective 4 – Being a sustainable, responsible organisation driven by our values Partners: Network members

The SEN was running at a reduced capacity with limited resources supporting Chair involvement. Funding was confirmed by City & Hackney CCG in early 2022 for an administration post to support the network. A more extensive programme with outcomes was designed informed by the Legacy report from the previous year and started to be delivered.

Successes over the year have been:

• Held a facilitated discussion between SEN members and a senior recruitment manager within Homerton University Hospital (HUH; a key strategic employer in the borough) to identify key action points for future work, from the perspective of an employer understanding the barriers that disabled people experience when applying for work/ retaining work and from the perspective of the employer. It was identified that some line managers within the NHS would benefit from mental health awareness resources, autism awareness, good practice in the workplace etc. These resources, training and relevant information were all shared with HUH.

• During the covid-19 pandemic there were substantial changes to the labour market, we provided support by sharing regular updates on key changes to support organisations adapt and enabled collaborative working.

• Increased the attendance and engagement at network meetings through gaining an understanding of members needs and making meetings and mailouts relevant, through targeted marketing such as attending relevant Neighbourhoods, DWP and Hackney Advice Forums and raising awareness of theHSEN

• Built relationships with the following local employers with a view to improving access to local employment opportunities for clients with disabilities, including E5 bakehouse, 5 Points Brewery.

• Contributed to a key piece of strategic work commissioned by Hackney Council to understand and address barriers to employment in the digital technology industry for clients facing additional barriers. Network members were able to contribute their views and experiences to this survey. The findings /actions / next steps were shared at the HSEN relaunch event and will feed into the work being carried out to address these barriers with digital technology companies. This is important in ensuring that the experience of network members is taken on board and fed into key strategic priorities in the borough.

My Ends/Rise Up East

Funder : MOPAC, Violence Reduction Unit

Strategic Objective 1 - Supporting stronger, thriving voluntary and community organisations Strategic Objective 2 - Developing successful delivery partnerships

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Strategic Objective 3 - Strengthening the sector’s voice to effect change Partners: The Wickers Charity, Hackney Wick FC, Immediate Theatre, NCBI, The Crib, Hackney Quest, ELBA, Eastside Young Leaders Academy and Princes Trust

My Ends, known locally as Rise Up East, is a new project, with funding secured in March 2021 from City Hall’s Violence Reduction Unit. The My Ends programme has been developed to put communities at the forefront of tackling violence by giving them the support they need to deliver locally-designed interventions in areas of the capital that are affected by high and sustained levels of violence. It is a 2.5-year partnership programme focused on the Hackney Wick area to create direct pathways into employment and training.

Key successes include:

• Worked with statutory partners to reduce school exclusions.

• Coordinated community response relating to the Child Q case

• Part of a successful first stage application to the GLA’s High Streets for All scheme

• Young Leaders have been recruited to do participatory action research to map assets and to also look at the drivers of violence in the area

• Young people referred to other partners within My Ends

• Peer researchers from Hackney Quest and Immediate Theatre delivered a piece of work on youth & community voice in regeneration, with a report, recommendations and actions

• Almost 200 young people registered on the programme by delivery partners

Young Londoners Fund (YLF)

Funder : Young Londoners Fund, Greater London Authority

Strategic Objective 1 - Supporting stronger, thriving voluntary and community organisations Strategic Objective 2 - Developing successful delivery partnerships Strategic Objective 3 - Strengthening the sector’s voice to effect change Partners: Voluntary Action Islington, Hackney Quest, Immediate Theatre and Peabody

Through this work we support children & young people’s groups in Hackney and convene and support networks which work with young people in the borough. During this period, we ran a quarterly Children & Families Forum Network, which disseminated information to the sector. Topics covered included updates on the Child Q case, children-related work in Neighbourhoods, reducing exclusions, ways of building trust with young people, challenges accessing health & care services, issues around commissioning, clinical support for youth leaders and signposting to organisational support. Similar work was undertaken in Islington through Voluntary Action Islington.

Hackney CVS has been an active part of the 16+ Network of 57 individuals from 39 organisations (including VCS organisations, mental health representatives and employment offer organisations) which was set up to work together to improve the offer to 16–25-year-olds, share best practice, share information, fundraise as a collective, campaign for policy and create development and training opportunities across the network.

These two networks are vital in ensuring that smaller organisations are aware of the opportunities for collaboration at a local and London-wide basis through funders such as Youth Endowment Fund and Youth Futures Foundation as well as the work of the Black Men for Change Network (BM4C).

Politically Black

Funder : MOPAC, Violence Reduction Unit Strategic Objective 2 - Developing successful delivery partnerships Strategic Objective 3 - Strengthening the sector’s voice to effect change Partners: Black Men 4 Change (BM4C), Hackney Council, The Open Minds Alliance

The Politically Black group continued to demonstrate the value of youth leadership work in the borough and across London. We develop leadership and representation skills and ensuring that the voice of young black men was heard. In 2021-22 we supported Young Leaders to continue to develop as our community leaders of the future. The lifting of COVID restrictions meant that we were able to do more face-to-face work.

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Key successes include:

• 5 Young Leaders gained their Level 2 youth work qualification, supported by senior staff

• Leaders were involved in presenting to the Community Resilience Partnership and speaking on a SAGE panel

• The group had a successful trip to the War Inna Babylon exhibition at the ICA

• 4 Young Leaders helped to facilitate the first VCS Assembly on the subject of emotional wellbeing, and also at the second Assembly on the subject of racial equality

• 12 leaders completed the Youth Mental Health First Aid training

• 3 Leaders gained safeguarding Level 1 qualifications

• 7 young people secured employment externally

• 8 leaders completed the Money Works training programme

• A number of Leaders from the group worked as peer educators through the Growing Minds Tree of Life project

• 12 Young Leaders completed Being Different training looking at sexuality, gender fluidity and inclusion

• 6 Young Leaders took part in the Young Futures consultation event with Hackney Council

• 8 Young Leaders secured employment externally

• The Black Speakers Corner saw local black business owners attend and speak to the Young Leaders

Hackney Account

Funder : MOPAC

Strategic Objective 1 - Supporting stronger, thriving voluntary and community organisations Strategic Objective 2 - Developing successful delivery partnerships Strategic Objective 3 - Strengthening the sector’s voice to effect change Strategic Objective 4 – Being a sustainable, responsible organisation driven by our values Partners: BM4C

Account is a Youth-led Stop and Search Monitoring & Scrutiny group for Hackney. From 2021-2022 the group engaged with young people (aged 8-17) on an ongoing basis at Homerton Grove Adventure Playground as well as 6th Form students at B6 college (aged 16-18), delivering ‘Know Your Rights’ and ‘Hackney Black History’ training. For future outreach work the group has also produced a ‘Zine’ (based on the 2020 research report), a mini Know Your Rights booklet, and an original music mixtape.

The group met with MOPAC to advise and scrutinise on its new Action plan for Policing and Police and Crime Plan 2021-25. The team also took part in a 3-way meeting at Town Hall with the Borough Commander and the Mayor of Hackney to discuss Stop and Search statistics. The team also carried out public facing work around the use of Section 60s (including a contribution to super-complaint to the Met), the Lamont Roper Inquest and a local Stop and Search incident.

The group hosted the network event ‘London Youth for Justice’, bringing together 9 youth-led projects from across London to collaborate on pan-London accountability work. The group also hosted and participated in partnership events and sessions with H.O.L.L.A (NYC), Brent YIAG, Waltham Forest YIAG, Liberty, Camden Council Young Activists project, Young Hammersmith and Fulham Foundation, and delivered 8 training sessions on ‘Systems Change’ in London Youth’s Rise Up Programme.

In response to the ‘Child Q’ case, where a young Black girl was unjustly strip searched by police officers in a Hackney school, Account has developed a series of local campaigns, bringing together a community-led coalition to respond.

Female Hackney

Funder : Safer London

Strategic Objective 1 - Supporting stronger, thriving voluntary and community organisations Strategic Objective 2 - Developing successful delivery partnerships Strategic Objective 3 - Strengthening the sector’s voice to effect change

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Strategic Objective 4 – Being a sustainable, responsible organisation driven by our values Partners: The Yana Project, Black Women, Safer London and ELFT BME Access Team

Female Hackney is an emerging sisterhood aimed at uplifting women of African and Caribbean heritage in Hackney’s community. Based in the Young People & Families the project works on social pressures affecting Black women and address issues related to mental health

Key successes include:

• International Women’s Day event, Breaking the Bias, with guest speaker Jenni Steele from Yana Project.

• 10-week COURAGE training (an African therapeutic technique) through ELFT BME Access Team.

• Art therapy sessions on dealing with trauma

• A variety of training for the group, including coding taster sessions with Black Women, business skills, Reset Your Mind, presentation skills, Being Different, Black Hair & Slavery, and Undefeated Mind training

• Took part in an inter-generational event with Connect Hackney

• 2-night residential weekend supported by Safer London including workshops and team building such as Escape Rooms and spa access. During the workshops they had to create an idea for a services manual or an advert of how to promote the services which Safer London provides across London.

“ Female Hackney has definitely benefited me in many ways. The workshops have been very supportive and have given me more of an understanding what a true sisterhood is. I feel like it’s helped me with not only listening – more it’s helped me realise the different things people go through day to day .” Chyna Whyte

Hackney Giving (CBT)

Funder : City Bridge Trust (CBT) Strategic Objective 1 - Supporting stronger, thriving voluntary and community organisations Strategic Objective 2 - Developing successful delivery partnerships Strategic Objective 3 - Strengthening the sector’s voice to effect change Strategic Objective 4 – Being a sustainable, responsible organisation driven by our values Partners: London’s Giving, East London Business Alliance, Volunteer Centre Hackney, London Borough of Hackney and The Funding Network

Hackney Giving is a local giving scheme designed to bring together donations from residents and businesses to support grassroots charities and voluntary organisations in their work with the borough’s diverse communities. Hackney Giving also distributes funds on behalf of the Public Sector.

City Bridge Trust funding is key to the success of Hackney Giving as this grant supports our core programme costs, such as staff salaries and overheads. This core support has given Hackney Giving the necessary infrastructure to support VCS groups during the pandemic and beyond. Hackney Giving grants in this period have supported VCS organisations to deliver a range of activities including:

• Reducing inequalities

• Making a positive difference to people’s mental health and wellbeing

• Providing public health information to communities disproportionately affected by the pandemic

• • Supporting vaccination events and providing outreach to reduce vaccination inequity.

During the financial year 2021-22 we awarded 71 grants, totalling £493,155.

“ We have felt the benefit of working with our community partners and have been astounded by the creativity, insight and compassion of our colleagues in the voluntary and community sector. The sector has shown an incredible determination to meet the challenges of the times, working relentlessly to fight inequality and provide support for those hardest hit by the pandemic, and we have been glad to have been a part of this. We have seen how much we can achieve by working together, and are keen to see more collaboration across the community, voluntary and statutory sectors for the benefit of the greater community .” – Hackney Giving funded organisation.

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Hackney Giving (Community Support Small Grants)

Funders : Residents and businesses

Strategic Objective 1 - Supporting stronger, thriving voluntary and community organisations Strategic Objective 2 - Developing successful delivery partnerships Strategic Objective 3 - Strengthening the sector’s voice to effect change Strategic Objective 4 – Being a sustainable, responsible organisation driven by our values Partners: None specifically

Hackney Giving pooled donations from businesses and residents to provide Community Support Small Grants of up to £3,000 in May 2021.

A range of projects were grant funded to support residents as they continued to deal with the ongoing impacts of the pandemic, including:

• Hackney Chinese Community Services - delivered in-person IT surgeries for older residents.

• Lev Echod Cancer Care - provided weekly peer to peer support groups for women living with cancer.

• Salaam Peace - delivered a summer sports programme for young people.

• E5 Baby & Children Bank - provided support packs for young people at different ages including toys, games, cuddly toys, activities, craft materials and books as well as toiletries for older young people.

9 grants awarded, totalling £27,000.

Hackney Giving (Covid-19 information grants and community-led outreach grants, and vaccinations inequality)

Funders : City & Hackney Public Health Team and North-East London NHS Clinical Commissioning Group Strategic Objective 1 - Supporting stronger, thriving voluntary and community organisations Strategic Objective 2 - Developing successful delivery partnerships Strategic Objective 3 - Strengthening the sector’s voice to effect change

Strategic Objective 4 – Being a sustainable, responsible organisation driven by our values Partners: City & Hackney Public Health Team, North-East London NHS Clinical Commissioning Group and Volunteer Centre Hackney

During the pandemic, we became a trusted channel for statutory funders, including the City and Hackney Public Health Team and North-East London NHS Clinical Commissioning Group. With funding from these partners, we were able to distribute grants to voluntary and community sector (VCS) organisations:

Covid-19 Information Grants, round 2 (Round 1 occurred in the previous financial year) Under this initiative, we provided 2 types of grants:

• Messenger grants of up to £7,500. Messenger grant holders disseminated information to their communities.

• Contact Point grants of up to £15,000. In addition to Messenger grant activities, Contact Point grant holders worked more closely with the Public Health team to identify and feedback issues arising in the community (such as misinformation circulating).

Grants supported communities that were disproportionately impacted by the pandemic and/or communities that were not accessing mainstream public health information. Communities supported included adults with learning disabilities, autistic people, African-heritage communities, and Turkish and Kurdish communities.

16 grants awarded, totalling £184,553.

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Covid-19 Information Small Grants

This programme aimed to ensure that accurate, timely and accessible information on COVID-19 was communicated effectively to often underserved communities.

23 grants awarded, totalling £115,534

In terms of reach we worked with many ethnically diverse communities and with young people, older people, disabled people and/or those living with long-term health conditions, those living on low incomes, homeless people and families. Grant-funded organisations worked in at least 24 different languages.

Community led outreach grants, vaccination inequality

These grants were provided to groups to reduce Covid-19 vaccine inequality. Residents supported included refugees, undocumented migrants, the Charedi communities, Filipino communities and older people.

17 grants awarded, totalling £166,068k.

Baobab Foundation

Funders : Charity Aid Foundation and Clothworkers

Strategic Objective 1 - Supporting stronger, thriving voluntary and community organisations Strategic Objective 2 - Developing successful delivery partnerships Strategic Objective 3 - Strengthening the sector’s voice to effect change Strategic Objective 4 – Being a sustainable, responsible organisation driven by our values Partners: None specifically

Baobab Foundation is a new pro-Black foundation, which resources racial justice through Black and Global Majority communities. It is a unique network of 400+ members, radical friends and solidarity partners who connect in words, thought and action with the intention to achieve lasting systems change. As a network Baobab works to collectively shape its own agenda and set its own priorities.

Baobab has been working towards becoming independent, working with Bates Wells Braithwaite t provide legal advice on its’ incorporation. A steering group has been established, as has a strategy

Key successes

• have raised £4.4m towards our £5m target for its collective fund for 2022 and £1.575m towards its core costs target of £1.233m in phase two

Challenges

• is taking longer than envisaged for Baobab to become incorporated, therefore an extension has been agreed for Hackney CVS to remain as the accountable body until September 2022.

Looking ahead to 2022/23

2021/22 proved to be a significant period of change for Hackney CVS, with the departure of the former CEO, following a period of 20 years with the organisation, with 16 years at the helm. In addition, there have been several significant changes in leadership at a few influential partner organisations, including Hackney Council and Homerton Hospital, and the announcement that the CEO for Healthwatch Hackney, is also moving on.

Looking forward, 2022/23, will need to be a year of reconfiguration, not only internally as the organisation adjusts to a new leadership structure, but with the local health and social care landscape. Significant change is taking place with the development of a new health system, with the Clinical Commissioning Group (CCG), being replaced with the Integrated Care System structure, and the establishment of the new NHS North-East London body. Longstanding contractual arrangements will need to flex under the new governance arrangements, and this poses a risk to Hackney CVS if new personnel omit to consider the value of us as an anchor institution and the wider VCS within their decision-making. It will be imperative therefore that we ensure we dedicate resources to helping to shape the new NEL ICS, and build relationships, so that the VCS is able to play its role as part of the integrated care partnership, and that it is adequately resourced.

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At a City & Hackney level, we will need to embed our VCS Enabler model and secure future financial investment. We remain grateful to the City & Hackney CCG, and East London Foundation Trust for confirming financial investment to cover this period. Our portfolio of networks and forums funded by this investment was critical to the sector's ability to work collaboratively in responding to the COVID-19 pandemic. To safeguard the sector's resilience to future shocks, securing sustainable funding remains an urgent priority. We will seek to cement the VCS Assembly, as a vehicle which is recognised by both the VCS and the statutory sector, to collaborate on borough-wide agendas, develop solutions, and identify the requisite resources for these to be realised.

We will also be rolling out our new Neighbourhoods programme, working in partnership with VCS organisations, to deliver neighbourhood forums across the eight City & Hackney neighbourhoods across the footprint. The year will be used to cement the foundations, and secure longer-term investment to safeguard the future of the programme, ensuring services and residents are able to collaborate at a neighbourhood level to address local needs. The model works to capacity build the VCS, allowing in the future for the programme to shift from Hackney CVS to VCS ownership.

As recovery from the pandemic continues, along with the continual risk of further outbreaks, maintaining our strong communications will be critical. Hackney Giving has proven to be an effective mechanism through which public health and the CCG were able to reach and engage communities, otherwise inaccessible to them, to convey public health messaging, and improve access to COVID-19 testing. 2021/22 will be a period to reflect on the success of Hackney Giving, the approach to partnership working, and consideration of how to build on our successes for the future.

Following the successful outcome of our Young Black Men’s bid to The National Lottery Community Fund, this year will be a year to scale our work on this agenda, steadying several projects and programmes, and reengaging the VCS and statutory partners on this agenda, in line with the 10-year Outcomes for Young Black Men’s strategy. This area of work plays a leading role in tackling racial injustice, in recognition of the poorer outcomes for young people from African heritage backgrounds on metrics around education, mental health, and criminal justice. We will also be continuing our VRU-funded Rise Up East (MyEnds) to tackle youth violence, taking an asset-based approach by putting young people in the lead, and creating opportunities. We have recognised that our Young People & Families team requires some redefining, and further development, and therefore 2022/23 will serve as a transitional period to consider this in tandem with developing a new organisational strategy, so that we, along with our partners, stakeholders, and funders are clear on our aims and objectives in relation to this area of our work.

In the development of our new strategy, we will be taking on board not only progress made with our existing strategy but considering global events which have redefined how we work with partners, both in the VCS and the statutory sector. These events have reframed the lens through which entrenched issues are now being considered, such as structural discrimination, particularly around race. As such, a specific focus will be on tackling structural racism given the known impact this has on health inequalities, and social justice. If the pandemic has taught us anything, it is the need to be agile and take account of unexpected demands on our resources, but also of the resilience and agility that exists within the VCS. Our new strategy will need to take account of the risk of future pandemics and global events which may require shifts in how we weigh our resources; but remain robust enough that as far as possible, we stay on course in line with our strategic priorities. Finally, it will need to align to changes related to the health and social care environment in which we operate, both at a City & Hackney place-based level, as well as at a NorthEast London level.

2021/22 proved to be a challenging year, however, we were able to weather the storm due to the dedication and commitment of our staff, volunteers, Board, our partners, and the flexibility of our funders. We thank everyone that has through their commitment, enabled Hackney CVS to continue to survive a challenging period, and support the VCS to thrive. Whilst we anticipate 2022/23 being equally challenging, we are buoyed by this support and commitment.

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Risk Management

Our Trustees have assessed the risks the organisation faces and have drawn up an organisation-wide risk register which identifies the major risks. These risks have been categorised as governance, operational, financial, environmental and compliance. The likelihood and the impact of these risks have been assessed both by the Board of Trustees and Senior Managers, with measures put in place to mitigate these risks, where appropriate. The Trustees review the risk register annually and are satisfied that systems are in place, or arrangements are in hand, to manage the risks that have been identified. In particular, insurance cover is in place and the finances of the organisation are regularly reviewed.

Risks are also monitored by project leads along with their line managers and separate Project Board where applicable. The focus tends to be in terms of project delivery, finance and other relevant aspects. Mitigation actions are then agreed and taken to minimise those risks as far as practicable, taking cognisance of value for money.

In common with similar charities, one of Hackney CVS’s key risks relates to a decrease in funding. In order to mitigate that risk, plans are continuously developed and implemented to broaden its funding base, which includes tapping into the corporate sector and more actively approaching funders, instead of mainly waiting on funders to offer opportunities. The production of evidence-based business cases is part of our response strategy.

Financial Review

In terms of the financial performance of unrestricted funds, we ended the year with an operational gain/net income of £139k. Designated funds benefitted from a gain of £9k in the value of investment units and had expenditure of £50k.

Our fully owned, trading subsidiary, City and Hackney Together, broke even in 2021/22 and therefore generated neither a profit nor a loss. It also broke even in the previous year.

Restricted funds had an in-year net expenditure of £360k, thereby utilising some of its brought forward balance of £854k.

Total income increased by 5%, from £3,713k in 2020/21 to £3,899k in 2021/22, whilst total operating expenditure increased by 35%, from £3,085k to £4,169k.

The consolidated balance sheet at year-end shows a reasonably strong financial position. The reserves, which totals £1,500k, were made up of restricted funds (£494k) for ongoing projects; designated funds (£636k) mainly for premises costs; and general funds (£370k).

Reserves Policy

The Trustees have reviewed the general reserves that Hackney CVS requires after assessing the risks faced by the organisation, agreed to maintain the target general reserves at £280k, which was set in 2019/20. This is equivalent to approximately three months’ unrestricted expenditure plus closure costs. This will provide sufficient funds to underpin the organisation’s work for three months in case of a lack of funding and to fund closure costs, should such a scenario materialise. At the end of the financial year 2021/22, general reserves were £370k, however £90k has already been committed to finance the remaining amortisation costs of the major improvement made to our leased offices in 2018/19, leaving £280k of ‘free reserves’ at the year-end. Investment Policy

Investment Policy

Hackney CVS policy on investment has an overall objective to produce the best financial return within an acceptable level of risk. The objective for long term investments is to generate a return in excess of inflation whilst generating income to support the ongoing activities. On the other hand, for short-term investments the objective is to preserve the capital value with a minimum level of risk with the investment to be readily available to meet unanticipated cash flow requirements.

The Board of Trustees has given delegated authority to its Chair, Treasurer, Chief Executive Officer and Director of Finance and Resources, so that they can make swift reinvestment decisions.

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Statement of Trustees’ Responsibilities

The trustees (who are also directors of Hackney Council for Voluntary Service 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).

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

• select suitable accounting policies and then apply them consistently;

• observe the methods and principles in the Charities SORP;

• make judgements and estimates that are reasonable and prudent;

• state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements;

• 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 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.

Insofar as the trustees are aware:

• there is no relevant audit information of which the charitable company’s auditor is unaware; and

• the trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information.

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of the financial statements may differ from legislation in other jurisdictions.

The Trustees’ report has been prepared in accordance with the provisions applicable to companies subject to the small companies’ regime.

This report was approved by the Board on 24 January 2023 and signed on its behalf by:

Timothy Vaughan Trustee

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INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS AND TRUSTEES OF HACKNEY COUNCIL FOR VOLUNTARY SERVICE

Opinion

We have audited the financial statements of Hackney Council for Voluntary Service (the ’parent charitable company’) and its subsidiaries (the ‘group’) for the year ended 31 March 2022 which comprise the Group Statement of Financial Activities, the Group and Parent Charitable Company Balance Sheets, the Group Cash Flow Statement 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 FRS 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 group’s and the parent charitable company’s affairs as at 31 March 2022 and of the group’s incoming resources and application of resources, including its income and expenditure, for the year then ended;

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

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

Basis for opinion

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

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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’ annual report for the financial year for which the financial statements are prepared is consistent with the financial statements; and

• the trustees’ annual report have 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 group and parent charitable company and their environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ annual report.

We have nothing to report in respect of the following matters where the Companies Act 2006 and the Charities Act 2011 require us to report to you if, in our opinion:

• the parent charitable company has not kept adequate and sufficient accounting records, or returns adequate for our audit have not been received from branches not visited by us; or

• the parent charitable company’s financial statements are not in agreement with the accounting records and returns; or

• certain disclosures of trustees’ 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 Trustees’ Annual Report and from preparing a strategic report.

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement set out on page 19, 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 group and parent 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 group or parent charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s Responsibilities for the audit of the financial statements

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

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

As part of an audit in accordance with ISAs (UK) we exercise professional judgement and maintain professional scepticism throughout the audit. We also:

• Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

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• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purposes of expressing an opinion on the effectiveness of the group and parent charitable company’s internal control.

• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the trustees.

• Conclude on the appropriateness of the trustees’ use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the group and parent charitable company’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the group or parent charitable company to cease to continue as a going concern.

• Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

• Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities within the group to express an opinion on the consolidated financial statements. We are responsible for the direction, supervision and performance of the group audit. We remain solely responsible for our audit report.

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

Explanation as to what extent the audit was considered capable of detecting irregularities, including fraud

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

The objectives of our audit in respect of fraud, are; to identify and assess the risks of material misstatement of the financial statements due to fraud; to obtain sufficient appropriate audit evidence regarding the assessed risks of material misstatement due to fraud, through designing and implementing appropriate responses to those assessed risks; and to respond appropriately to instances of fraud or suspected fraud identified during the audit. However, the primary responsibility for the prevention and detection of fraud rests with both management and those charged with governance of the charitable company.

Our approach was as follows:

• We obtained an understanding of the legal and regulatory requirements applicable to the charitable company and considered that the most significant are the Companies Act 2006, the Charities Act 2011, the Charity SORP, and UK financial reporting standards as issued by the Financial Reporting Council

• We obtained an understanding of how the charitable company complies with these requirements by discussions with management and those charged with governance.

• We assessed the risk of material misstatement of the financial statements, including the risk of material misstatement due to fraud and how it might occur, by holding discussions with management and those charged with governance.

• We inquired of management and those charged with governance as to any known instances of noncompliance or suspected non-compliance with laws and regulations.

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• Based on this understanding, we designed specific appropriate audit procedures to identify instances of non-compliance with laws and regulations. This included making enquiries of management and those charged with governance and obtaining additional corroborative evidence as required.

There are inherent limitations in the audit procedures described above. We are less likely to become aware of instances of non-compliance with laws and regulations that are not closely related to events and transactions reflected in the financial statements. Also, the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentations, or through collusion.

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006 and, in respect of the consolidated financial statements, to the charity’s trustees, as a body, in accordance with Chapter 3 of Part 8 of the Charities Act 2011. Our audit work has been undertaken so that we might state to the charitable company’s members and trustees those matters which 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 any party other than the charitable company, the charitable company’s members, as a body, and the charity’s trustees, as a body, for our audit work, for this report, or for the opinion we have formed.

	Date 31 January 2023
Luke Holt (Senior Statutory Auditor)
for and on behalf of Moore Kingston Smith LLP, Statutory Auditor	9 Appold St
	London
	EC2A 2AP

Moore Kingston Smith LLP is eligible to act as auditor in terms of Section 1212 of the Companies Act 2006

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Consolidated Statement of Financial Activities (Incorporating an Income and Expenditure Account) For the year ended 31st March 2022

Notes Income from: Donations and legacies Other trading activities Investment income Charitable activities Income from Subsidiary Other Income Total operating income Expenditure on: Raising funds Charitable activities 6 Total operating expenditure Net Gain/(Loss) on investments 9 Net Income/ (Expenditure) before transfers Transfers between funds 13 Net Movement in Funds Reconciliation of Funds Fund balances brought forward at 1st April Fund balances carried forward at 31st March 12, 13	Unrestricted Funds £ 2,650 78,929 3,422 - 487,846 4,066 576,913 181,931 255,597 437,528 - 139,385 - 139,385 230,919 370,304	Designated Funds £ - - - - - -	Restricted Funds £ 16,912 - - 3,304,970 - - 3,321,882 - 3,681,693 3,681,693 - (359,811) - (359,811) 854,029 494,218	Total 2022 £ 19,562 78,929 3,422 3,304,970 487,846 4,066	Total 2021 £ 109,705 6,802 3,303 3,263,013 298,891 31,733
		-		3,898,795	3,713,447
		- 49,546		181,931 3,986,836	98,978 2,985,852
		49,546		**4,168,767 **	3,084,830
		9,132		9,132	4,730
		(40,414) -		(260,840) -	633,347 -
		(40,414) 675,942		(260,840) 1,760,890	633,347 1,127,543
		635,528		1,500,050	1,760,890

All transactions are derived from continuing activities.

All recognised gains and losses are included in the Statement of Financial Activities. Total income attributable to Hackney Council for Voluntary Service only was £3,410,949 and the financial result for the year for the charity only was -£260,840.

24

Hackney Council for Voluntary Service Consolidated Balance Sheet at 31st March 2022

Notes Fixed Assets Tangible assets 8 Investments 9 Current Assets Debtors and prepayments 10 Cash at bank and in hand Creditors: Amounts falling due within one year 11 Net Current Assets Net Assets Funds Restricted funds 12 General funds 13 Designated funds 13	2022 £ 1,035,914 1,037,890 2,073,804 (779,537)	2022 £ 90,834 114,949 205,783 1,294,267 1,500,050 494,218 370,304 635,528 1,500,050	2021 £ 604,252 1,702,656 2,306,908 (792,215)	2021 £ 140,380 105,817
				246,197 1,514,693
				1,760,890
				854,029 230,919 675,942
				1,760,890

Approved by the board and authorised for issue on 24 January 2023

Timothy Vaughan Trustee

Company Registration Number: 03365292

25

Hackney Council for Voluntary Service Balance Sheet at 31st March 2022

Notes Fixed Assets Tangible assets 8 Investments 9 Current Assets Debtors and prepayments 10 Cash at bank and in hand Creditors: Amounts falling due within one year 11 Net Current Assets Net Assets Funds Restricted funds 12 General funds 13 Designated funds 13	2022 £ 1,016,966 901,404	2022 £ 90,834 114,949 205,783 1,294,267 1,500,050 494,218 370,304 635,528 1,500,050	2021 £ 666,392 1,281,520	2021 £ 140,380 105,817
				246,197 1,514,693
	1,918,370 (624,103)		1,947,912 (433,219)
				1,760,890
				854,029 230,919 675,942
				1,760,890

Approved by the board and authorised for issue on 24 January 2023

Timothy Vaughan Trustee

Company Registration Number: 03365292

26

Hackney Council for Voluntary Service Consolidated Cash Flow Statement For the year ended 31 March 2022

Cashflow/(outflow) from operating activities Net cash (used in)/ provided by operating activities Cashflows from investing activities Investment income and interest received Payments to acquire tangible fixed assets Proceeds from disposal of investment Additions of investments Net increase in cash and cash equivalents Cash and cash equivalents at beginning of year Cash and cash equivalents at end of year	2022 £ (668,188)	2021 £ 896,922
	3,422 0 0 0	3,303 0 0 (100,000)
	3,422	(96,697)
	(664,766) 1,702,656	800,225 902,431
	1,037,890	1,702,656

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

Net income Adjustments for: Depreciation charges (Gains)/ losses on investments Investment income Decrease/ (increase) in debtors Increase /(decrease) in creditors Net cash (used in)/ provided by operating activities	2022 £ (260,840) 49,546 (9,132) (3,422) (431,662) (12,678)	2021 £ 633,347 49,545 (4,730) (3,303) (324,522) 546,585
	(668,188)	896,922

27

Hackney Council for Voluntary Service Notes to the Financial Statements For the year ended 31st March 2022

1 Accounting Policies

Company status

Hackney Council for Voluntary Service is a private company limited by guarantee and has no share capital. The liability of each member is limited to £1 per member. It is registered in England and Wales and its registered office is 24-30 Dalston Lane, London, E8 3AZ.

Basis of preparation of financial statements

These notes have been prepared on a going concern basis, under the historical cost convention subject to valuation of investments at fair value.

The financial statements of the charity and its subsidiary 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) (effective 1 January 2019) – (Charities SORP (FRS 102)) and the Companies Act 2006. The charitable company and its subsidiary meet the definition of a public benefit group for the purposes of FRS102.

The trustees have assessed whether the use of the going concern basis is appropriate and have considered possible events or conditions that might cast significant doubt on the ability of the charitable group to continue as a going concern. The trustees have made this assessment for a period of at least one year from the date of approval of the financial statements, taking cognisance of impact of COVID-19 pandemic. In particular the trustees have considered the charitable group’s forecasts and projections and have taken account of pressures on income. After making enquiries the trustees have concluded that there is a reasonable expectation that the charitable group has adequate resources to continue in operational existence for at least the foreseeable future, defined in FRS 102 as twelve months from the date of approval of these accounts. The charitable group therefore continues to adopt the going concern basis in preparing its financial statements.

The financial statements are prepared in sterling, which is the functional currency of the company. Monetary amounts in these financial statements are rounded to the nearest pound.

The principal accounting policies adopted in the preparation of the financial statements are set out below:

Consolidation

The Statement of Financial Activities and Balance Sheet consolidate the financial statements of the charitable company and its subsidiary undertaking. The results of the subsidiary are consolidated on a line-by-line basis. The charitable company has taken advantage of the exemption from preparing its unconsolidated income and expenditure account available under Section 408 of the Companies Act 2006.

Fund accounting

Unrestricted funds comprise accumulated surpluses and deficits on general funds. They are available to spend on activities that further any of the purposes of the charity.

Designated funds are amounts which the Executive Committee have decided at their discretion to set aside for use for a specific purpose.

Restricted funds are funds that are to be used in accordance with specific restrictions imposed by the donors or which have been raised by the charity for specific purpose. The cost of raising and administering such funds is charged against the specific fund.

Further explanation of the aim and purpose of each fund is included in the notes to the financial statements.

28

Hackney Council For Voluntary Service Notes to the Financial Statements For the year ended 31st March 2022

1 Accounting Policies (continued)

Income

Income represents the total income receivable during the year comprising grants, donations and gifts, merchandise and publications, and investment income. All income is recognised when there is entitlement to the funds, the receipt is probable, and the amount can be reliably measured.

Donations, grants and gifts are recognised when receivable. In the event that a donation is subject to fulfilling performance conditions before the charity is entitled to the funds, the income is deferred and not recognised until it is probably that those conditions will be fulfilled in the reporting period.

Expenditure

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probably that a settlement is required and the amount of the obligation can be measured reliably. All expenditure is accounted for on an accruals basis. Expenditure includes VAT which cannot be fully recovered, and is reported as part of the expenditure to which it relates.

Costs of raising funds comprise the fundraising costs and publicity activities incurred in seeking donations and grants for the charity and their associated support costs.

Charitable expenditure comprises those costs incurred by the charity in the delivery of its activity. It includes grants made to organisations and costs incurred in the operation of projects and programmes together with their associated support costs.

Grants payable are payments made to third parties that further the charitable objectives of the charity. The grants are accounted for where the charity has agreed to pay the grant without condition and the recipient has a reasonable expectation of its receipt.

Support costs comprise those costs which are incurred directly in support of expenditure on the objects of the charity and include governance, premises, marketing and general office costs. Governance costs, which are included within support costs, are those costs associated with meeting the constitutional and statutory requirements of the charity and include the audit fees and costs linked to the strategic management of the charity.

Support costs are allocated to each of the activities on one of the following basis: either floor area, staff time or usage depending on the nature of the support costs, to best allocate the costs to each attributable heading. More detail on the analysis and basis of allocated costs is given in note 5 to the financial statements.

Pension Costs

The charity makes payments to personal pension plans of certain employees. The costs are charged to the Statement of Financial Activities for the period to which they relate.

Employee Benefits

The cost of short-term employee benefits is recognised as a liability and an expense. The cost of any material unused holiday entitlement is recognised in the period in which the employee's services are received.

Tangible fixed assets and depreciation

All assets costing more than £5,000 are capitalised.

Depreciation is calculated to write off the cost of fixed assets over their estimated useful lives using the following rates:

Office equipment and fittings 25% per annum straight line Leasehold improvements 20% per annum straight line Residual lives and impairment losses are assessed annually.

Leases

Rentals under operating leases are charged to the Statement of Financial Activities as they fall due.

29

Hackney Council for Voluntary Service Notes to the Financial Statements For the year ended 31st March 2022

1 Accounting Policies (continued)

Financial Instruments

Investments

Investments are a form of basic financial instrument and are initially recognised at their transaction value and subsequently measured at their fair value as at the balance sheet date using the closing quoted market price. The Statement of Financial Activities includes the net gains and losses arising on revaluation and disposals throughout the year.

Cash and cash equivalents

Cash and cash equivalents include cash at bank and in hand and short-term deposits with a maturity date of three months or less.

Debtors and creditors

Debtors and creditors receivable or payable within one year of the reporting date are carried at their transaction price. Debtors and creditors that are receivable or payable in more than one year and not subject to a market rate of interest are measured at the represent value of the expected future receipts or payment discounted as a market rate of interest.

Critical accounting estimates and areas of judgement

In preparing financial statements it is necessary to make certain judgements, estimates and assumptions that affect the amounts recognised in the financial statements.

In the view of the trustees in applying the accounting policies adopted, no judgements were required that have a significant effect on the amounts recognised in the financial statements nor do any estimates or assumptions made carry a significant risk of material adjustment in the next financial year.

2 Net Movement in Funds The net movement in funds is stated after charging: Depreciation Auditors' remuneration - statutory audit - prior year underprovision 3 Employees and Staff Costs In aggregate the number of full and part time persons employed during the year was: Staff members Staff costs were as follows: Salaries and wages National insurance Pension scheme	2022 £ 49,546 17,343 - 2022 Number 77 £ 1,100,400 98,960 53,793 1,253,153	2021 £ 49,545 12,845 - 2021 Number 79
		£ 1,048,808 92,724 56,133
		1,197,665

During the course of the reporting period, the post of CEO was held by two individuals, for two separate periods within the year, and no single employee received £60,000 or more (including benefits in kind) during the year (2021-One). The pension contributions relating to the higher paid employees amounted to £5,150 (2021- £3,720).

The charity considers that the key management personnel comprise of the trustees, who are not remunerated, and the chief executive. The total employee benefits including pension costs of the key management personnel of the charity and group were £77,787 (2021: £71,824).

The charity had an average of 3 volunteers during the year (2021:14), making a favourable impact across many of our projects.

Two employee received total redundancy payments of £3,433 (2021: One for £15,491) during the year.

30

Hackney Council For Voluntary Service Notes to the Financial Statements For the year ended 31st March 2022

4 Executive Committee Remuneration and Reimbursed Expenses

No members of the Executive Committee received remuneration for their services during the year (2021 - £Nil).

One member of the Executive Committee received expenses totalling £175 for meeting costs reimbursements during the year (2021 - £47 for meeting costs).

5 Allocation of Support costs

Support costs are allocated on a basis consistent with the use of resources.

For year ended 31 March 2022 Basis of allocation Consortia work Communications Organisation and Workforce Development Community Empowerment & Grants, Fundraising and philanthropy Assets for the sector Compact Policy and leadership Youth Programme Refugee Programmes TOTALS

Marketing & General Governance Premises publication Depreciation office costs Costs Totals £ £ £ £ £ £ Floor Area Usage Usage Staff time Staff time 15,788 6,814 8,720 410,263 17,860 459,445 3,267 1,136 3,964 60,333 878 69,578 4,900 1,988 3,964 84,466 1,171 96,489 8,711 8,518 3,964 277,531 3,806 302,530 3,267 1,420 2,775 48,266 586 56,314 2,178 568 3,964 48,266 586 55,562 3,267 568 2,775 48,266 586 55,462 4,356 1,420 2,775 60,333 878 69,762 6,534 5,679 3,964 144,799 2,635 163,611 2,178 284 2,775 24,133 292 29,662

54,446 28,395 39,640 1,206,656 29,278 1,358,415

31

Hackney Council For Voluntary Service Notes to the Financial Statements For the year ended 31st March 2022

5 Allocation of Support costs (continued)

Support costs are allocated on a basis consistent with the use of resources.

For year ended 31 March 2021 Basis of allocation Consortia work Communications Organisation and Workforce Development Community Empowerment & Engagement Grants, fundraising and philanthropy Assets for the sector Compact Policy and leadership Youth Programme Refugee Programmes TOTALS

Marketing & General office Governance Premises publication Depreciation costs Costs Totals £ £ £ £ £ £ Floor Area Usage Usage Staff time Staff time 26,721 6,796 - 376,982 12,554 423,053 5,529 1,133 - 55,439 617 62,718 8,293 1,982 - 77,614 823 88,712 14,743 8,495 - 255,018 2,675 280,931 5,529 1,416 - 44,351 412 51,708 3,686 566 - 44,351 412 49,015 5,529 566 - 44,351 412 50,858 7,372 1,416 - 55,439 617 64,844 11,057 5,664 - 133,053 1,852 151,626 3,686 283 - 22,175 205 26,349

92,145 28,317 - 1,108,773 20,579 1,249,814

5b) Governance costs comprise of the following:

Insurance Audit and accountancy Professional fees Other	2022 £ 6,978 20,698 1,428 174 29,278	2021 £ 6,500 12,845 814 420
		20,579

32

Hackney Council For Voluntary Service Notes to the Financial Statements For the year ended 31st March 2022

6 Analysis of charitable expenditure

For year ended 31 March 2022

Consortia work Communications Organisation and Workforce Development Community Empowerment & Grants, Fundraising and philanthropy Assets for the sector Compact Policy and leadership Youth Programme Refugee Programmes TOTALS	Grants awarded £ - - - - 289,975 - - - - - 289,975	Direct costs £ 1,286,266 18,116 54,349 126,815 14,493 7,247 7,247 5,435 289,863 1,812 1,811,643	Subsidiary costs £ 487,846 - - - - - - - - - 487,846	Support costs £ 459,445 69,578 96,489 302,530 56,314 55,562 55,462 69,762 163,611 29,662 1,358,415	2022 Total £ 2,233,557 87,694 150,838 429,345 360,782 62,809 62,709 75,197 453,474 31,474 3,947,879	2021 Total £ 1,588,176 74,918 125,313 366,334 278,573 53,895 55,738 68,504 346,832 27,569
						**2,985,852 **

(note 7)

(note 5)

33

Hackney Council for Voluntary Service Notes to the Financial Statements For the year ended 31st March 2022

6 Analysis of charitable expenditure (continued)

For year ended 31 March 2021

Consortia work Communications Organisation and Workforce Development Community Empowerment & Engagement Grants, fundraising and philanthropy Assets for the sector Compact Policy and leadership Youth Programme Refugee Programmes TOTALS	Grants awarded £ - - - - 217,105 - - - - - 217,105	Direct costs £ 866,232 12,200 36,601 85,403 9,760 4,880 4,880 3,660 195,206 1,220 1,220,042	Subsidiary costs £ 298,891 - - - - - - - - - 298,891	Support costs £ 423,053 62,718 88,712 280,931 51,708 49,015 50,858 64,844 151,626 26,349 1,249,814	2021 Total £ 1,588,176 74,918 125,313 366,334 278,573 53,895 55,738 68,504 346,832 27,569 2,985,852	2020 Total £ 1,239,819 76,352 123,170 355,180 61,938 56,695 56,583 68,953 326,512 29,631
						2,394,833

(note 7)

(note 5)

34

Hackney Council For Voluntary Service Notes to the Financial Statements For the year ended 31st March 2022

7 Analysis of grants made to institutions

Hackney Giving Neighbourhoods Pilot Number of grants awarded 45 (2021 - 32).	2022 £ 286,075 3,900	2021 £ 217,105
	289,975	217,105

8 Tangible Assets Group and Company

Cost At 1st April 2021 Additions Disposals At 31st March 2022 Depreciation At 1st April 2021 Disposals Charge for the year At 31st March 2022 Net Book Value At 31st March 2022 At 31st March 2021	Leasehold Improvements £ 247,729 247,729 107,349 49,546 156,895 90,834 140,380	Office Equipment and Fittings £ 1,710	Totals £ 249,439 - -
		1,710	249,439
		1,710	109,059 - 49,546
		1,710	158,605
		-	90,834
		-	140,380

35

Hackney Council for Voluntary Service Notes to the Financial Statements For the year ended 31st March 2022

9 Investments Group and Company CCLA COIF Charities Investment Units Market value at 1 April 2021 Additions Disposals Unrealised gain/(loss) on investments At 31 March 2022	2022 £ 105,817 9,132 114,949	2021 £ 1,087 100,000 4,730
		105,817

The historical cost of the investments is £101,087 (2021: £101,087). All investments are held in the UK.

Hackney Council for Voluntary Services is the sole member of City and Hackney Together, a company limited by guarantee. Therefore this entity is treated as a 100% subsidiary. The results of City and Hackney Together are shown in note 18.

10 Debtors Grant debtors Prepayments and accrued income Other debtors Amounts due from group company	Group 2022 2021 £ £ 486,030 377,440 346,705 182,643 203,179 44,169 - - 1,035,914 604,252	Company 2022 2021 £ £ 486,030 377,440 346,705 182,643 30,100 16,461 154,131 89,848 1,016,966 666,392	Company 2022 2021 £ £ 486,030 377,440 346,705 182,643 30,100 16,461 154,131 89,848 1,016,966 666,392
			666,392

11 Creditors: Amounts falling due within one year Trade creditors Taxation and social security Accruals and deferred income	Group 2022 2021 £ £ 412,748 397,382 58,504 82,425 308,285 312,408 779,537 792,215	Company 2022 2021 £ £ 410,748 282,025 29,296 23,158 184,059 128,036 624,103 433,219	Company 2022 2021 £ £ 410,748 282,025 29,296 23,158 184,059 128,036 624,103 433,219
			433,219

36

Hackney Council For Voluntary Service Notes to the Financial Statements For the year ended 31st March 2022

12 Analysis of Restricted Funds

Group and Company Year ended 31 March 2022 Baobab Foundation Initiative The National Lottery Community Fund Connect Hackney Clinical Commissioning Group CCG Health & Social Care Forum Neighbourhoods Neighbourhoods Pilot Migrant Support Network Devolution Project Digital Inclusion Information & Signposting Peer Support long term conditions Hackney Giving Open Minds VCSE Enabler Reach & Resilience Team Hackney / LBH Team Hackney Infrastructure Support Flexible Support Fund LD Pre-employment Lunch Clubs Health & Social Care Forum MOPAC Windrush Advice Sector Support Getting Hackney Healthy Groundwork CVS Campaign Community Fundraising City Bridge Trust Fairer Hackney Hackney Giving Cornerstone Fund Greater London Authority Young Londoners Fund Post Code Community Trust Mind Over Matter Project Supported Employment Network Lankelly Chase User-Led Programme Hencel & CEPN The Hospital Saturday Fund Mind the Gap/Growing Minds My Ends BM4C VRU Youth Futures NAVCA Emergency Response Network London Youth Olympic Torch Fund	Balance at 1st April 2021 £ 183,320 (7,371) - 6,277 - 7,944 4,024 12,896 11,788 11,752 - - 269,154 6,959 - - 19,394 20,604 - - 1,980 - 100 2,040 55,830 483 18,615 11,752 104 12,299 10,249 - 400 2,000 96,230 63,134 29,040 3,000 32	Income £ 617,586 618,446 20,000 207,608 235,859 6,305 1,000 150,000 17,996 200,741 25,000 25,000 35,000 1,614 40,000 31,500 8,422 29,400 12,500 124,041 397,961 368,197 144,106 3,600	Expenditure Transfers £ £ (526,182) (611,075) (20,000) (6,277) (207,608) (4,024) (12,896) (11,788) (11,752) (235,859) (6,305) (269,154) (6,959) (150,000) (14,502) (180,150) (25,000) (25,000) (35,000) (100) (53,941) (40,240) (50,115) (8,122) - (29,504) - - (8,083) - (12,500) - (400) - (2,000) - (119,041) - (390,007) - (431,331) - (173,146) - - (3,600) - (32) - (3,681,693) -	Expenditure Transfers £ £ (526,182) (611,075) (20,000) (6,277) (207,608) (4,024) (12,896) (11,788) (11,752) (235,859) (6,305) (269,154) (6,959) (150,000) (14,502) (180,150) (25,000) (25,000) (35,000) (100) (53,941) (40,240) (50,115) (8,122) - (29,504) - - (8,083) - (12,500) - (400) - (2,000) - (119,041) - (390,007) - (431,331) - (173,146) - - (3,600) - (32) - (3,681,693) -	Balance at 31st March 2022 £ 274,724 - - - - 7,944 - - - - - - 1,000 - - 3,494 19,394 41,195 - - 1,980 - - 2,040 3,503 243 - 12,052 - 12,299 2,166 - - - 101,230 7,954 - - 3,000 - -
	854,029	3,321,882	(3,681,693)	-	494,218

37

Hackney Council for Voluntary Service Notes to the Financial Statements For the year ended 31st March 2022

12 Analysis of Restricted Funds

Group and Company Year ended 31 March 2021 Baobab Foundation Initiative The National Lottery Community Fund Improving Futures - Families First Lockdown Living Connect Hackney Clinical Commissioning Group CCG Health & Social Care Forum CCG overhead support Neighbourhoods Neighbourhoods Pilot Migrant Support Network Devolution Project Digital Inclusion Information & Signposting Peer Support long term conditions Hackney Giving Open Minds VCSE Enabler Reach & Resilience Team Hackney / LBH Team Hackney Infrastructure Support Erasmus LD Pre-employment Lunch Clubs Oswald Street Project Health & Social Care Forum MOPAC Trusted Relationships Windrush Young Black Men Advice Sector Support Age Well Strategy Getting Hackney Healthy Groundwork CVS Campaign Community Fundraising City Bridge Trust Fairer Hackney London Comm. Response Fund Hackney Giving Balance c/fwd	Balance at 1st April 2020 £ 251 - 55,540 3,229 - 6,277 - 17,607 4,024 12,896 11,788 11,752 - - - - 19,394 6,169 - - (2,829) - 1,980 - 35,000 - 100 2,040 13,164 7,536	Income £ 270,000 85,638 890,685 20,000 34,520 189,642 222,673 137,460 300,000 17,275 150,000 203,898 25,000 25,907 65,533 40,000 16,148 54,500	Expenditure £ (86,680) (251) (85,638) (953,596) (23,229) (34,520) - (189,642) (9,663) - - - - (222,673) (137,460) (30,846) (10,316) (150,000) - - (189,463) - (25,000) (23,078) - - - (35,000) - - - (11,900) (52,681) (16,148) (43,421)	Transfers £	Balance at 31st March 2021 £ 183,320 - - (7,371) - - 6,277 - 7,944 4,024 12,896 11,788 11,752 - - 269,154 6,959 - - 19,394 20,604 - - - - 1,980 - - - 100 2,040 53,633 483 - 18,615
	205,918	2,748,879	(2,331,205)	-	623,592

38

Hackney Council for Voluntary Service Notes to the Financial Statements For the year ended 31st March 2022

12 Analysis of Restricted Funds (continued)

Group and Company Balance at 1st April Year ended 31 March 2021 2020 £ Balance b/fwd 205,918 Cornerstone Fund - Greater London Authority Young Londoners Fund 15,779 Post Code Community Trust Mind Over Matter Project 12,299 Oxford Mindfulness - Supported Employment Network - Lankelly Chase - User-Led Programme Hencel & CEPN 400 The Hospital Saturday Fund 2,000 Community Fundraising 2,197 Mind the Gap/Growing Minds 37,302 BM4C VRU - Youth Futures - NAVCA Emergency Response Network Olympic Torch Fund 32 275,927	Group and Company Balance at 1st April Year ended 31 March 2021 2020 £ Balance b/fwd 205,918 Cornerstone Fund - Greater London Authority Young Londoners Fund 15,779 Post Code Community Trust Mind Over Matter Project 12,299 Oxford Mindfulness - Supported Employment Network - Lankelly Chase - User-Led Programme Hencel & CEPN 400 The Hospital Saturday Fund 2,000 Community Fundraising 2,197 Mind the Gap/Growing Minds 37,302 BM4C VRU - Youth Futures - NAVCA Emergency Response Network Olympic Torch Fund 32 275,927	Income £ 2,748,879 11,752 51,462 30,000 153,901 331,803 41,369 3,000	Expenditure £ (2,331,205) (15,675) (41,213) (30,000) (94,973) (268,669) (12,329)	Transfers £ - - - - - - - - - - - - - - -	Balance at 31st March 2021 £ 623,592 11,752 104 12,299 10,249 - 400 2,000 2,197 96,230 63,134 29,040 3,000 32
	275,927	3,372,166	(2,794,064)	-	854,029

39

Hackney Council for Voluntary Service Notes to the Financial Statements For the year ended 31st March 2022

13 General Funds Charity Only

General Funds Charity Only
Year ended 31 March 2022 Unrestricted funds Staff fund Premises Fund Fixed assets Designated funds General funds	Balance at 1st April 2021 £ 230,919 29,942 505,620 140,380 675,942 906,861	Surplus / (Deficit) for the year £ 139,385 - - - 139,385	Transfers £ - - - - - -	Utilised/ Unrealised £ - - 9,132 (49,546) (40,414) (40,414)	Balance at 31st March 2022 £ 370,304
					29,942 514,752 90,834
					635,528
					1,005,832

Of the total funds of £906,861, £NIL relate to the subsidiary, City & Hackney Together.

Year ended 31 March 2021 Unrestricted funds Staff fund Premises Fund Fixed assets Designated funds General funds	Balance at 1st April 2020 £ 180,404 29,942 641,270 671,212 851,616	Surplus / (Deficit) for the year £ 50,515 - - - 50,515	Transfers £ - - - - - -	Utilised/ Unrealised £ - - 4,730 4,730 4,730	Balance at 31st March 2021 £ 230,919
					29,942 646,000 -
					675,942
					906,861

The staff fund recognises the company's responsibilities to make reasonable provision to meet legal and moral obligations especially in the light of continuing uncertainty among funders and is estimated based on the forecasted budget for next financial year. The Staff Fund will be utilised when staff are to receive sick pay in line with their contract of employment and where funds are not available from restricted funds.

The premises fund represents funds to be used in the move to new premises, a contingency fund, unforeseen cost of the new premises, new furniture and equipment, dilapidation and related increased outgoings; e.g. rates, extra heating and lighting. The premises fund is being held to finance new premises for the charity.

The fixed asset fund represents the net book value of the fixed assets - excluding those reflected in the Restricted Funds. The movement in the year reflects the depreciation on the fixed assets held under unrestricted funds.

40

Hackney Council for Voluntary Service Notes to the Financial Statements For the year ended 31st March 2022

14 Analysis of group Net Assets between Funds

Year ended 31 March 2022 Tangible assets Investments Net Current assets Total net assets Year ended 31 March 2021 Tangible assets Investments Net Current assets Total net assets	Designated Funds £ 90,834 114,949 429,745 635,528 Designated Funds £ 140,380 105,817 429,745 675,942	Unrestricted Funds £ - - 370,304 370,304 Unrestricted Funds £ - - 230,919 230,919	Restricted Funds £ - - 494,218 494,218 Restricted Funds £ - - 854,029 854,029	Total Funds £ 90,834 114,949 1,294,267
				1,500,050
				Total Funds £ 140,380 105,817 1,514,693
				1,760,890

15 Future Financial Commitments

At 31 March 2022, the group had the following future minimum lease payments under non-cancellable operating leases, which fall due as follows:

a) Land and building within one year in 2 to 5 years Over 5 years	2022 £ 16,375 - - 16,375	2021 £ 16,375 - -
		16,375

16 Related Party Transactions

During the year 2021/22, Hackney CVS bought services to the value of £578 (2021- £694) from the following organisations where its Trustees are involved: 1)NCVO – Services of £578 (2021 - Services of £567).

None of the Trustees sat on any meetings where decisions were made.

17 Financial Activities of the Charity

The charitable company has taken advantage of the exemption from preparing its unconsolidated income and expenditure account available under Section 408 of the Companies Act 2006.

41

Hackney Council for Voluntary Service Notes to the Financial Statements For the year ended 31st March 2022

18 Investment in the Subsidiary Undertaking City and Hackney Together

nvestment in the Subsidiary Undertaking City and Hackney Together
Turnover Cost of sales and administrative expenses Operating Profit Net (loss)/profit retained in the subsidiary The assets and liabilities of the subsidiary were: Net Current Liabilities Aggregate reserves in deficit	2022 £ 487,846 - 487,846 - 0 £ 487,846 487,846	2021 £ 298,891
		(298,891)
		-
		- 0 £ -
		-

The wholly owned subsidiary, which is incorporated in England and Wales, pays profits to the charitable company by way of gift aid. The company is limited by guarantee, without share capital. Hackney Council for Voluntary Service is the sole member of City and Hackney Together (company number: 8141065), which is registered at 24-30 Dalston Lane, London, E8 3AZ, and by virtue of this City and Hackney Together is treated as a wholly owned subsidiary of Hackney Council for Voluntary Service.

19 Limited Liability

Hackney Council for Voluntary Service is a company limited by guarantee and as such does not have a share capital. In the event a winding up the liability of each member is limited to £1.

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