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2021-03-31-accounts

Annual Report and Accounts 2020-21

2020-21

Working to strengthen local voluntary and community organisations

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KCSC Annual Report 2020-21
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Annual Report and Accounts 2020-21

Contents

Contents
and Accounts
2020-21
At
Kensington
& Cc
SocialCouncil		 and Accounts
About KCSC 4
Legal and Administrative Information 5
Welcome from the Chair 6
Introduction from the Chief Executive Officer 8
Directors/Trustees’ Report 10
KCSC Response to COVID-19 12
Activities and Achievements in 2020/21
- Health and Wellbeing 14
- Sector Support, Representation & Voice 17
KCSCs Priorities 24
KCSC’s Outcomes and Impact 25
Auditor’s Report 26
Statement of Financial Activities 29
Thank you to our funders 45

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Dalgarno trust, Fire Department event
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About KCSC

Legal and Administrative Information

Company Number

Directors and Trustees

Mark Anfilogoff

4146375

Michael Bach (resigned 19/5/20)

Christine Bennett

Helen Cylwik

Judith Davey Stephen Duckworth

Ann Goodger

Miles Kerstein

Charity Number

1087457

Registered Office

111-117 Lancaster Road London W11 1QT

Kevin Masters (resigned 8/12/20)

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Westway CT, Mutual Aid Kensington Foodbank 2021
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Our Vision

Residents of Kensington and Chelsea have improved lives.

Our Mission

Working to strengthen and promote local voluntary and community organisations; Supporting communities to be the drivers of change.

Our Values

Our Position

Annie Redmile

Daisy Ryan Anneka Singh

Shelina Thawer, PhD Anna-Louise Thomond Angela Wilson (resigned 12/11/20)

Chief Executive Officer

Angela Spence

Independent Auditors

Goldwins Limited 75 Maygrove Road London NW6 2EG

Bankers

CAF Bank Ltd PO Box 289, West Malling Kent ME19 4JQ

Solicitors

Russell Cooke 2 Putney Hill London SW15 6AB

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KCSC Annual Report 2020-21

Welcome from the Chair

I am pleased to introduce our Annual Report for 2020/21. Reflecting on my first year as Chair at KCSC, I am struck by what an extraordinary year it has been and, all things considered, how extraordinarily well the sector, communities and residents have adapted and responded to the unprecedented challenges posed by the pandemic. While my intentions of personally meeting with our partners and intended beneficiaries was hampered by the successive lockdowns this past year, the stellar work being undertaken by and within the sector and in partnership with our service users was by no means diminished by it being experienced from a distance. Amidst the personal losses, we have witnessed selfless and dedicated responses which have been truly heart-warming.

I feel humbled and extremely privileged to have been part of the KCSC extended ‘family’ during this time.

This report explains how KCSC responded to Covid-19. In what proved to be an extremely difficult time, I am proud of KCSC’s work and efforts to support residents and organisations highlighted in this report. The pandemic has drawn attention to the critical importance of voluntary sector services and even though many, if not all, organisations faced their own internal challenges, they carried on regardless to meet the needs of their beneficiaries and service users.

During the past year, KCSC held numerous conversations with organisations within the sector on how they were dealing with the pandemic and the nature of the challenges they were facing. We know with some certainty that recovering from the pandemic will take time for the many communities the sector supports and consequently, will require a resilient and adaptable sector well supported by KCSC.

achieve over the next three years. Within this process we factored in the learning gained from our engagement with the voluntary and community sector on the impact of the pandemic on residents, communities and services. Following this, we now have a Theory of Change map which captures the essence of this work which can be viewed in our strategic plan.

Throughout this undertaking, I am pleased that staff and Trustees were able to collaborate and reflect on the pandemic and its impact, to collectively consider what the future means for our stakeholders, and how KCSC interacts with, and responds to, a difficult and changing environment.

I would like to conclude by thanking Trustees who stepped down this year: Michael Bach, the previous Chair, for his commitment and contribution to the organisation during his years of service; Kevin Masters who helpfully advised KCSC on its IT upgrade and Angela Wilson with her experience of health commissioning to help guide our understanding of health and care developments.

My appreciation also to continuing Trustees for their contribution to KCSC’s work and who have made my first year as Chair so welcoming.

Additionally, a big thank you to all KCSC staff for their tireless hard work during an extremely challenging year. I am equally grateful to all of our funders and partners who continue to place their trust in KCSC to deliver vital services.

I very much look forward to continuing to work together as we collectively emerge from

this pandemic and wish you and your dear ones on-going safety and good health.

As this year marked the end of KCSC’s previous strategic plan, Trustees have been working with staff on developing a new Strategic Plan (2021-2024). In December we undertook a Theory of Change process to determine the outcomes KCSC will seek to

Shelina Thawer, PhD 12 October 2021

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KCSC Annual Report 2020-21

Introduction from the Chief Executive Officer

Last year our annual report reflected on the start of the pandemic and the immediate social and financial impact it had on society. In this year’s annual report we reflect on the work of KCSC over the period of the pandemic in more detail.

Like many other charities, KCSC played its part during lockdown in the development of new services in response to the pandemic. The work that was done with partners across the voluntary and community sector

(VCS) and the statutory sector, to set up a food service, demonstrates the value of what can be achieved together when the usual protocols of decision making are adjusted and speeded up in an emergency. KCSC also developed a strong working relationship with food suppliers and I would particularly like to thank Waitrose for the extra support given to ensure that the ordering and delivering of food was seamless and for their public recognition of the food distribution service.

During the year a lot of our efforts were focussed on keeping the sector up to date with the various Covid-19 rules and regulations that came into place. Our forums and various other meetings were well attended; we brought together the VCS with Public Health, the NHS and the Council to engage in the activation of government decisions here in Kensington and Chelsea. Thanks to all who attended our meetings, took part in our Covid-19 survey and shared their experiences with KCSC on the impact of Covid-19 and lockdown measures. KCSC’s Organisational Development team also worked incredibly hard to respond to the many requests for support to access Covid-19 funding and to provide appropriate training as organisations adjusted to new ways of working.

One of the major changes taking place in which KCSC has invested much of its time has been the continuing transformation of NHS health and care services. KCSC worked hard during 2020/21 to understand, and keep our members informed of, the potential effect of health and care transformation on the local VCS. This ensured that the sector continues to be represented effectively at every level within the new NHS North West London structure, and the role of VCS services within the integrated care system is recognised. KCSC continues to manage contracts and grant programmes on behalf of West London Clinical Commissioning Group, through which local organisations receive funding to deliver services. This year launched an Innovation and Change grants programme to support organisations to adapt services or create new ones in response to the pandemic.

This year we welcomed new staff into KCSC - Dhani Dhanoa, Michael Godfrey, Camila Marin-Restrepo, Nada Sallam and Busayo Twins - who all joined during lockdown; even though we were all working from home they were able to quickly settle into KCSC as members of the team. Sadly we said goodbye to Sylvia Nissim who decided to return to her homeland of Switzerland; we also said goodbye to Bashir Hassan and James King. KCSC wishes them all well for the future.

Finally, I would like to give a personal thank you to all of my colleagues at KCSC who worked so hard during a very difficult time in spite of their own personal challenges. Thank you also to the Trustees who put in additional time to meet with the senior management team to help guide us through our Covid-19 response.

Angela Spence, CEO 12 October 2021

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KCSC Annual Report 2020-21

Directors/Trustees’ Report

The Trustees present their report and the financial statements for the year ending 31 March 2021.

Legal Status

Kensington and Chelsea Social Council (KCSC) is a registered charity and a company limited by guarantee. The governing document of KCSC is its Memorandum and Articles of Association.

Organisation of the Charity

KCSC is governed by a Board of Trustees. The responsibility for planning, service delivery and reporting is delegated to the Chief Executive Officer (CEO) and the staff team. The CEO reports to the Board of Trustees. KCSC is the Royal Borough of Kensington and Chelsea’s recognised voluntary sector ‘infrastructure’ organisation. Its mission as stated in its 2021-2024 Strategic Plan is ‘Working to strengthen and promote local voluntary and community organisations; Supporting communities to be the drivers of change’. It does this through a wide variety of organisational and community development activities, facilitating voluntary sector and community participation, representing the sector’s views at a strategic level and working with key statutory stakeholders.

Structure, Governance and Management

KCSC is a membership organisation; all voluntary and community organisations working in the borough of Kensington and Chelsea which meet a broad set of criteria are automatically members. The strategic direction of KCSC is the responsibility of the Board of Trustees, whilst the implementation of strategy, financial management and the running of the organisation is delegated to the CEO. The Trustees receive regular reports and recommendations from the CEO regarding the recruitment, supervision and appraisal of staff. The performance of the CEO is appraised annually by Trustees.

Trustees are elected annually at annual general meetings. At their first meeting they elect office-holders and sub-committee members. In situations where vacancies occur, Trustees can co-opt individuals who serve until the next AGM, when they stand down together with elected members. A Trustee induction and training policy has been in place since the 2006 AGM.

KCSC is a member of the National Association for Voluntary and Community Action (NAVCA) and has achieved NAVCA’s quality mark. Membership of NAVCA requires KCSC to comply with criteria which include having a statement of values and performing the five functions of a local infrastructure organisation.

Risk Management

The charity maintains a risk register. Trustees have considered the risks faced by KCSC and these are reviewed annually. In 2020/21, special attention was paid to KCSC’s response to the Covid-19 pandemic, whilst maintaining its core services, sources of funding, its reputation with its stakeholders and statutory and legal compliance.

Financial Review

The Statement of Financial Activities shows incoming resources for the 2020/21 yearend of £1,482,244 (2019/20: £1,096,828) and outgoing resources of £1,108,132 (2019/20: £1,018,841). At this point, restricted funds were £1,122,511 (2019/20: £733,675), designated funds were £39,828 (2019/20: £56,023) and unrestricted funds were £239,434 (2019/20: £227,435).

Our largest funders are the Royal Borough of Kensington and Chelsea (RBKC) and West London Clinical Commissioning Group (WLCCG), income from which represents 90% of total income.

Funding is provided through a mix of service level agreements and contracts. From our total 2020/21 income of £1,482,244, £371,084 (25%) was distributed as grants or contract payments to the voluntary and community sector operating across Kensington and Chelsea and (in the case of WLCCG funding) Queen’s Park and Paddington. A further £439,394 from 2020/21 income will be distributed during 2021/22.

Investments

The Trustees considered the charity’s investments and decided to retain current investments. Investments, valued at the end of the year at £33,749 (2019/20: £23,221), were held in unit trusts administered by Schroders.

Reserves and Reserves Policy

The charity has a reserves policy. It is our intention to hold unrestricted funds of £183,000, equivalent to six months’ running costs. Our reserves will provide cash flow, help us to manage fluctuations in funding and, if necessary, meet contingent liabilities. Trustees are confident that they can maintain a solvent organisation for the foreseeable future.

Public Benefit

Our activities comply with the duty under section 17 of the Charities Act 2011 to have due regard to the Charity Commission’s general guidance on public benefit. We continue to meet this duty through our charitable objects, which are:

“To promote any charitable purpose for the benefit of the community in Greater London with particular reference to the Royal Borough of Kensington & Chelsea by the advancement of education, the protection of health, the protection of the environment and the relief of poverty, sickness and distress”.

Shelina Thawer, PhD 17 December 2021

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KCSC Annual Report 2020-21

KCSC response to Covid-19

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Community Living Well Project, Unwind Reception
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KCSC staff, in common with many others, moved to home working from the end of March 2020, as required by Government guidelines. KCSC had recently moved to ‘cloud based’ working which meant that all staff were able to work as normal, and they continued working fully remotely until mid-August when a change to guidelines enabled a limited number of staff to return to the office and thus have a presence in the borough.

From March onwards, KCSC staff quickly became part of numerous working groups and emergency meetings hosted by the council and the NHS, and staff ‘pivoted’ in their roles to incorporate this new activity. KCSC’s CEO attended the newly formed Community Resilience Group (CRG), which included senior RBKC Council and NHS staff, the Volunteer Centre (K&C) and other key stakeholders, and supported the co-ordination of the borough’s support of residents during the pandemic. The CRG continues to meet fortnightly. An immediate priority for KCSC was to facilitate effective communications with the Voluntary and Community Sector (VCS); as part of

this effort our email bulletin, previously fortnightly, became weekly and was used to share important information about the pandemic, and the VCS, Council and NHS response.

From April to August KCSC staff, lead by the Community Development Manager, were heavily involved in the provision of an Under-65’s food delivery service, in partnership with the Venture Centre, Age UK (K&C) and SMART together with other VCS organisations. Funding was provided by the K&C Foundation, Westway Trust, RBKC Council and donations from local Waitrose customers. The service delivered over one thousand bags of groceries for the three months from April to June; at this point the service was taken over by the Venture Centre.

During this period, KCSC worked with RBKC Council and VCS colleagues, in particular Age UK (K&C) to advise on the setting-up of a shopping service to support those who were isolating, and also digitally excluded from on-line shopping. This service ran until September 2020.

KCSC also worked to ensure that services remained linked up in spite of the pandemic and shared information about services. The Health and Wellbeing team launched a dedicated hot line (‘V-SAP’) for VCS and health professionals seeking information about VCS services which were continuing to run and to provide a referral pathway for residents. KCSC’s Organisational Development team provided RBKC Council with regular updates about the services being delivered by the VCS, and by the borough’s food banks, so that residents could be ‘sign posted’ effectively to the right service by the council’s Covid Hub team. All of these activities ensured that residents’ emergency needs could be met as efficiently as possible.

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Dalgarno trust - Football event
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Westway CT, Food Delivery service
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In June, KCSC organised a sector-wide survey in order to find out more about how VCS organisations were coping since the onset of Covid-19. The response rate was quite low, which was to be expected given the situation, but the responses did provide a useful insight into the local sector’s response. Many of the themes that came out of the responses to the survey have become key elements of the sector’s work since then - including the digital divide, food availability and increasing issues with mental health and anxiety seen within the staff and service-users. Organisations also said that they were starting to think about future working, post-pandemic, with respondents reporting that partial online delivery was likely to become part of normal working practices.

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KCSC Annual Report 2020-21

Activities and

Achievements in 2020/21

This section is grouped into two parts, to reflect the structure of our financial statements:

Health and Wellbeing, and Sector Support, . Representation & Voice

Health and Wellbeing

Overview

Services provided by the voluntary and community sector (VCS) play a major role in the community’s health and wellbeing. KCSC supports organisations to improve residents’ health and wellbeing, gathering evidence and sharing information within the sector and more widely with NHS and other stakeholders.

Social Prescribing Programmes

KCSC manages contracts for three programmes, funded by West London Clinical Commissioning Group (WLCCG - now North West London CCG) and forming part of its My Care My Way, Community Living Well and North Kensington services. All three programmes empower people to take control of their own wellbeing by actively participating in programmes delivered by the VCS. KCSC provides training and support for the organisations providing the services, processes referrals from the NHS, and monitors and evaluates delivery.

Health & Wellbeing services during the Covid-19 pandemic

KCSC, and local VCS organisations, responded quickly to Covid-19, working together to continue to safely support their service users. Many organisations replaced their face-to-face services with welfare calls, and KCSC supported this by providing a wide-scale referral route (via the V-SAP professional helpline) for welfare calls and also a coordinated shopping service. The services were primarily delivered by Age UK (K&C), MSH Health and Wellbeing CIC and Community Massage London (CML) and made possible by the redeployment of staff funded by WLCCG.

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Open Age, Soho Poly project Zoom event
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North Kensington Self-Care Programme

The North Kensington Self-Care programme was launched in February 2020. The aims of the programme include improving the health and wellbeing of residents in North Kensington, increasing access to VCS provision and equipping patients with the knowledge and skills to better-manage their long-term conditions. A dedicated Social Prescribing Link Worker ensures a link between Primary Care services and the VCS. The VCS providers were able to adapt services quickly in response to Covid-19, offering check-in calls and online support.

102 400 referrals sessions received delivered

300 sessions delivered by the North Kensington Social Prescribing Link Worker

“FH said to me when I spoke to her today how very nice you were and happy she was that you had called and that you would be calling again on Monday. What you guys are doing is so valuable.”

Social Prescribing Link Worker, referring to CML’s adapted service

My Care My Way

My Care My Way is a pioneering collaboration involving GP surgeries, hospitals, Health & Social Care Assistants and Case Managers, local community and social care services and the local VCS; it provides an integrated care service for anyone aged 65 or over to help keep them well, closer to home. Nine VCS organisations were funded through this programme in 2020/21. All adapted their services with the changing Covid-19 guidelines by providing regular welfare calls to clients, IT support, safe transport, shopping and medication pick-ups as well as essential face to face visits.

1588 ‘ sessions 624 delivered new referrals received

3011 219 welfare calls delivered online sessions delivered

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KCSC Annual Report 2020-21

91% of service users felt that the sessions were beneficial.

Sector Support, Representation and Voice: Organisational Development

94% of service users rated the service quality Good or Excellent.

90% of service users said they would continue using a similar service in their communities.

“Thank you so much for your support and checking on me. I really appreciate it.”

“You know, you are the first person I’ve spoken to all week.”

Clients who have received welfare calls

KCSC supports voluntary and community sector (VCS) organisations holistically by helping them develop the essential parts of any socially-focussed organisation – for example, creating an evaluation system, developing a community engagement strategy, forming governance structures, updating policies or finding funding. We help to grow skills, knowledge and confidence, so that organisations can run sustainably and independently. Our method of working is defined by a set of core principles:

“Since the lockdown I have improved my communication and IT skills and learning how to use Zoom has enabled me to continue to participate in Open Age remote classes and helped me to stay connected to the church and other community organisations that I depend on.”

Open Age client

Community Living Well

Community Living Well is an integrated service for people aged 16 and over who need support with their mental health and wellbeing. Six local voluntary and community sector organisations were funded through this programme in 2020/21.

390 1129 referrals sessions received r ~~a~~ ys delivered

“The best thing about the gardening is that I get to be outside with the plants and flowers and I really love this. I feel my happiest when I am around the plants and flowers. It is very good for mental health.”

ClementJames Wellbeing project client

Health Engagement

During the year, KCSC supported and managed sessions delivered by Public Health, RBKC Council and Primary Care to inform the VCS about Covid-19, updated government guidelines and changing regulations relevant to a wide range of organisations, and the Covid-19 vaccine roll out. KCSC’s quarterly Health & Wellbeing forum is another important engagement tool; we also represented the VCS on a number of health-related local groups including the Patient Reference Group and the WLCCG Patient and Public Engagement Committee.

The importance of these principles was demonstrated by the VCS’s response to Covid-19, when the public sector and the VCS worked together to ensure essential services were delivered to vulnerable residents. The VCS’s community connections ensured that resources could be accessed by the people who needed them, and going forward they will enable the VCS to continue its role in supporting vulnerable residents to achieve lasting outcomes.

Organisational Development Support Provided During Covid-19

KCSC provided a wide range of advice and support to organisations to help them adapt throughout the pandemic. The majority of local organisations were affected in some way: adapting to teams working, and being managed, remotely; moving services from in-person to digital delivery; coping with less income, when income-generating activities such as room hire, events and selling products and services were badly affected by lockdown restrictions.

KCSC’s activities ranged from delivering regular information and training to sharing the latest updates on Public Health Guidance, to supporting organisations to adapt their services and secure funding. In addition, KCSC Organisational Development staff were redeployed throughout the first half of 2020/21 to support the development of crisis services (see pages 12-13).

Open Age, Literature and Poetry Appreciation Zoom Event

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KCSC Annual Report 2020-21

KCSC Annual Report 2020-21

Towards the second half of 2020/21, staff were able to return to delivering core Organisational Development services, and the following outcomes were achieved:

27 organisations were supported to find and apply for funding, or develop a fundraising plan.

38 organisations were supported to improve their infrastructure.

45 staff received training to help adapt to the social and economic challenges presented by Covid-19.

248 staff gained an improved awareness of Public Health information, capacity to deliver services and/or ability to develop their organisation as a result of attending KCSC training.

Case study

An organisation had been running as an unincorporated association for nearly a decade. The board decided that they wanted to grow and expand and in order to do so they needed access to funding opportunities that were only available to registered companies and charities. We met with them and discussed what legal structures were available. As a result the board members decided to become a community interest company (CIC), and we assisted in completing the online forms. We then helped the organsation look at funding applications that they had not been successful with and gave feedback for future applications. They have now submitted their CIC paperwork and will be applying for funding after also attending our grant funding training for beginners.

Meet the Funder events

KCSC launched this new series of events as part of its Covid-19 response, to replace its annual in-person ‘Funders Fair’. These events enable organisations to hear first-hand topical information about current local grant programmes, useful advice on improving funding applications and insights into the grant- funding process. KSCS ran five events this year, starting in August, attended by over 100 VCS staff. We will continue this effective method of providing information and support in 2021/22.

96% of attendees agreed that the event will help them improve their grant applications.

“Thanks so much for today’s session… I found it really informative and will certainly apply some of the things we learnt to my upcoming bids!”

Event attendee

Kensington and Chelsea Together (K&CT)

This new programme launched in 2020/21, in partnership with Volunteer Centre Kensington & Chelsea (VCKC). Its aim is to help put local people in control of where they live, by increasing their involvement in, and influence over, the local voluntary and community sector (VCS). K&CT began by carrying out a public consultation with residents and organisations to help address the barriers faced by those accessing opportunities in the VCS. Issues identified included the need for: VCS opportunities to be advertised more widely; recognition of people’s lived experience; flexibility around commitments such as parenting or caring; accessible training opportunities.

Support to Voluntary Sector Organisations

Support to the Local Community

Training for residents included sessions on the workings of the voluntary sector; reasons and ways to get involved in volunteering; confidence-building and skills awareness; reflecting on the strengths and experiences they bring.

KCSC delivered a combination of general training and one-to-one support, in collaboration with VCKC. Areas covered included: inclusive recruitment practices; volunteer management best practice; increasing access for people with disabilities; designing opportunities for user-involvement.

8 organisations were given 1-1 support

20 local residents attended training

27 voluntary sector staff attended training

Case study

KCSC worked closely with a local charity to design and implement an organisationwide diversity and inclusion audit. This included developing and analysing results from an anonymous staff survey, facilitating focus groups, and hosting discussions with senior leaders. The organisation has now reviewed its recruitment practices, including widening its advertisement of new roles, removing any requirements deemed non-essential to the performance of the role, and designing a more inclusive interview and selection process. Running in parallel to this has been a review of the organisation’s relevant policies and practices.

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KCSC Annual Report 2020-21

Sector Support, Representation and Voice: Community Development

The meeting discussed ’Participation in a time of Covid-19’, and agreed actions for the months ahead, including holding a public meeting with RBKC Council officers and decision-makers to discuss a widely held belief that democracy had been impacted by holding council meetings on ‘Zoom’. GNG attendees felt that the holding of so many online forums had reduced active participation and robust discussion.

This year the CDM continued to raise the issue of the Council’s Charter for Public Participation, achieved in March 2020. From the GNG and others there was frustration at the lack of implementation of the Charter and the absence of a monitoring framework, a key aspect of greater community empowerment, and community development. This, when coupled with Covid-19 protocols leading to the halting of physical public meetings, made accountability and voice harder to achieve. Throughout the year, KCSC’s GNG e-bulletin continued to shine a light on developments in this area ensuring that in 2021, when circumstances allowed, the threads could be picked up again.

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Maxilla Men’s Shed session
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As the first Covid-19 lockdown began it became clear that there was a need for greater support for those sheltering, isolating, and those who had lost work or were already impoverished.

KCSC’s Community Development Manager (CDM), took a lead role within KCSC to ensure that we were in a position to provide hands-on support to the community, adding to the developing response of residents and groups, such as Mutual Aid.

Age UK (K&C) quickly developed new services for those aged 65 and over, and in need, but there was an obvious gap in the response to those under 65 and vulnerable. The CDM, swiftly joined by voluntary sector partners, helped galvanise a voluntary sector response to set up and deliver a food distribution service. KCSC thanks all those that supported the setting-up and running of the service, including the Venture Centre, SMART, Bay 20, Westway Community Transport and local councillors. The CDM also linked the charity Nucleus, a legal advice centre, with the Council to help address the issue of frequent usage of the food system and find a route to a longer-term solution.

Throughout this period, the CDM took part in numerous panels and forums looking into issues arising from Covid-19, whilst working daily at the food distribution warehouse. His work in his two-and-a-half years in the role meant that he was well-placed to network with both residents and client-facing services in the north of the Borough, where need was at its most acute. By late July the requirement for the food response had receded and other organisations were providing more appropriate, longer-term solutions.

In August the first Grenfell Network Group (GNG) meeting of the year was held outside Bay 20. It was reasonably well attended, considering that residents had only just come out of a lockdown, although sadly it was to be the last physical meeting of 2020.

Finally, working in partnership with Community Organisers, ‘Power and Participation’ training was delivered, with the aim of spreading good community development practice across the borough. There were 13 participants from local organisations.

“We learnt that working in partnership with local organisations is invaluable... Local organisations know NK (North Kensington) best and know the response needed to any situation especially KCSC who have supported NK for many years.”

Fiona Doherty, Community Development Director, Bay 20

“Thank you very much for the training. I am looking forward to putting some of this into practice and bringing these ideas back to the charity I work for.”

Client feedback from KCSC Power and Participation training

4 Grenfell Network Group meetings held

26 Grenfell Network Group E-bulletins and updates sent

135 meetings attended with external agencies and individuals

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KCSC Annual Report 2020-21

Sector Support, Representation and Voice: Sector Voice Development

KCSC represents the voluntary and community sector (VCS) at meetings with a wide range of stakeholders, including statutory funders and many different areas of the Council and the NHS, particularly West London Clinical Commissioning Group (WLCCG) and now the North West London CCG. Through this work and our Community Development work, we aim to ensure that the whole community has a voice where it matters.

KCSC also participates in the Health and Wellbeing Board, the Employment and Skills Board and the Borough Voluntary Organisation Advisory Group (BVOAG), which represent the VCS at a strategic level. This year KCSC has started to work with the Council on the development of a newly proposed partnership model which will replace the BVOAG. Meetings have been held with the Council to ensure that the BVOAG’s replacement will maintain a strong VCS voice that can influence local decision making.

Networking and information-sharing

KCSC brings organisations together at a range of forums and groups:

28 forums held

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Dalgarno Trust, Slime class
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Communications

KCSC’s regular communications to the VCS are an important part of our work. We aim to share information quickly and effectively using our website, e-bulletin and targeted mailings. Our e-bulletin, which became weekly this year due to the need to increase our communications because of the Covid-19 pandemic, provides information on local, VCS and national issues to hundreds of local organisations, partners, stakeholders and funders. KCSC also uses its communications channels to seek views from the VCS, to ensure that we can represent its views effectively in our work.

Safer Neighbourhood Board

KCSC manages the Safer Neighbourhood Board (SNB) for the Borough. We are pleased to continue to support the SNB’s goal of achieving a safer and more peaceful community within Kensington and Chelsea.

1325 people received the E-Bulletin

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KCSC

Priorities

KCSC’s five strategic aims

These are taken from KCSC’s new Strategic Plan for 2021-2024.

Strategic Aim 1:

Organisational Development

Build and sustain an effective, resilient, and representative local voluntary and community sector.

Strategic Aim 2: Community Development

Enable and support community led social action and voice.

Strategic Aim 3: Voice and Influence

Shape and influence policy in areas relevant to the Voluntary and Community Sector.

Strategic Aim 4: Health and Wellbeing

Support local voluntary and community organisations to deliver appropriate and effective health and wellbeing services.

Strategic Aim 5: Central Support

Communicate in a timely, appropriate and effective way to KCSC’s stakeholders through a range of media and provide administrative support to ensure that every area of KCSC functions efficiently.

The full version of KCSC’s new Strategic Plan, 2021-2024 can be found here: https://tinyurl.com/2tbb2hnw

KCSC’s Outcomes and Impact

KCSC built its new 3-year plan using a Theory of Change model and aligned its activities with the medium and longer-term outcomes that were agreed - which will lead to achieving its overall Impact (and its Vision).

Medium Term Outcomes

Longer Term Outcomes

Impact

Residents of Kensington and Chelsea have improved lives.

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Independent Auditor’s Report 2020-21

Independent Auditor’s Report 2020-21

Auditor’s Report

To the Members of Kensington and Chelsea Social Council

Opinion

We have audited the financial statements of Kensington and Chelsea Social Council for the year ended 31 March 2021 which comprise the Statement of Financial Activities, the Balance Sheet, statement of cash flows and the related notes. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102: The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

Opinion on financial statements

In our opinion the financial statements:

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 Auditorʼs responsibilities for the audit of the financial statements section of our report. We are independent of the Charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRCʼs 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 charity’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 directors with respect to going concern are described in the relevant sections of this report.

Other information

The trustees are responsible for the other information. The other information comprises the information included in the annual report other than the financial statements and our auditorʼs report thereon. 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.

In connection with our audit of the financial statements, 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 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 or a material misstatement of the other information. 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.

Opinion on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the Charity and its 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 requires us to report to you if, in our opinion:

or

Responsibilities of the trustees

As explained more fully in the Trustees’ Responsibilities Statement, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view and for such internal control as they 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 Charity’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 Charity or to cease operations, or have no realistic alternative but to do so.

Our responsibilities for the audit of

the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from

material misstatement, whether due to fraud or error, and to issue an auditorʼs report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted

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Independent Auditor’s Report 2020-21

in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are

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

In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, our procedures included the following:

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

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charity’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and the charity’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Bley Epon Anthony Epton (Senior Statutory Auditor)

for and on behalf of Goldwins Limited Statutory Auditor, Chartered Accountants 75 Maygrove Road, West Hampstead London NW6 2EG

Date: 19/10/2021

Statement of financial activities

Statement of financial activities (including a summarised income and expenditure account)

For the year ended 31 March 2021

Unrestricted Restricted 2021 2020
Funds Funds Total Total
Note £ £ £ £
Income from:
Donations 2 2,999 - 2,999 -
Charitable activities 3
Sector support, representation and voice 195,059 296,864 491,923 485,369
Health and wellbeing 57,760 892,740 950,500 572,865
Covid 19 relief - 25,000 25,000 25,000
Investment income 4 11,822 - 11,822 13,594
Total income 267,640 1,214,604 1,482,244 1,096,828
Expenditure on:
Raising funds - - - 1,691
Charitable activities 5
Sector support, representation and voice 204,780 250,813 455,593 429,612
Health and wellbeing 60,930 551,609 612,539 577,538
Covid 19 relief - 40,000 40,000 10,000
Total expenditure 265,710 842,422 1,108,132 1,018,841
Net income before net gains on 6
investments 1,930 372,182 374,112 77,987
Net gain/(loss) on investments 11 10,528 - 10,528 (13,798)
Net income for the year 12,458 372,182 384,640 64,189
Transfers between funds (16,654) 16,654 - -
Net movement in funds (4,196) 388,836 384,640 64,189
Reconciliation of funds
Total funds brought forward 283,458 733,675 1,017,133 952,944
Total funds carried forward 15 279,262 1,122,511 1,401,773 1,017,133

All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. The attached notes form part of these financial statements.

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KCSC Annual Report 2020-21

KCSC Annual Report 2020-21

Balance sheet As at 31 March 2021

Balance sheet
As at 31 March 2021
2021 2020
Note £ £ £ £
Fixed assets
Tangible fixed assets 10 4,489 9,431
Investments 11 33,749 23,221
38,238 32,652
Current assets
Debtors 12 71,025 137,324
Cash at bank and in hand 17 1,386,974 1,082,456
1,457,999 1,219,780
Liabilities
Creditors: amounts falling due within one year 13 (94,464) (235,299)
Net current assets 1,363,535 984,481
Net assets 14 1,401,773 1,017,133
Funds 15
Restricted funds 1,122,511 733,675
Unrestricted Funds
Designated funds 39,828 56,023
General funds 239,434 227,435
Total Funds 1,401,773 1,017,133

Statement of cash flows For the year ended 31 March 2021

Note 2021 2020
£ £
Cash flows from operating activities
Net cash provided by operating activities 16 292,696 (294,955)
Cash flows from investing activities:
Interest/ rent/ dividends from investments 11,822 13,594
(Purchase) of fixed assets - (9,685)
Cash provided by investing activities 11,822 3,909
Change in cash and cash equivalents in the year 304,518 (291,046)
Cash and cash equivalents at the beginning of the year 1,082,456 1,373,502
Cash and cash equivalents at the end of the year 17 1,386,974 1,082,456

These accounts have been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies.

The Financial Statements were authorised for issue by the Board of Trustees / Directors of Kensington & Chelsea Social Council and signed on its behalf by:

Shelina Thawer, PhD Mark Anfilogoff Jeez Mark Chair 9/9/2021 Treasurer 9/9/2021

Company Registration Number 4146375

The attached notes form part of the financial statements.

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KCSC Annual Report 2020-21

Notes to the Financial Statements For the year ended 31 March 2021

1 Accounting policies

a Basis of preparation of financial statements

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102 - effective 1 January 2015) - (Charities SORP FRS 102) and the Companies Act 2006.

The charitable company meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy or note.

b Going concern

The trustees consider that there are no material uncertainties about the charitable company's ability to continue as a going concern. The trustees do not consider that there are any sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next reporting period. In reaching that conclusion, the trustees have considered the impact of the COVID -19 pandemic on future activities and cash flows. There has been a significant change to service delivery in the move from face to face work with clients and partners to other methods of provision, but this has not involved any substantial increase in expenditure. Funding is secured and the trustees are confident that it will not be affected by the pandemic.

c Income

Income, including income from government and other grants, whether 'capital' or 'revenue', is recognised when the charity has entitlement to the funds, any performance conditions attached to the income have been met, it is probable that the income will be received and that the amount can be measured reliably.

Grants are credited to income when they are receivable unless they are for activities relating specifically to a specific future period, in which case they are deferred to that period. Income received under contracts for services is recognised in the financial statements in proportion to the percentage of completion of the contract.

d Donations of gifts, services and facilities

Donated professional services and facilities are recognised as income when the charity has control over the item or received the service, any conditions associated with the donation have been met, the receipt of economic benefit from the use by the charity of the item is probable and that economic benefit can be measured reliably. In accordance with the Charities SORP (FRS 102), volunteer time is not recognised so refer to the trustees’ annual report for more information about their contribution.

On receipt, donated gifts, professional services and donated facilities are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt.

e Interest receivable

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the bank.

Notes to the Financial Statements For the year ended 31 March 2021

1[Accounting policies (continued)]

g Expenditure and irrecoverable VAT

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings:

Costs of premises and administration are allocated on a per capita basis as follows: Sector support, representation and voice 65.9% Health and wellbeing 33.5% Support and governance costs 0.6%

h Allocation of support costs

Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Support costs comprise the salary and overhead costs of the central function.

Governance costs are the costs associated with the governance arrangements of the charity. These costs are associated with constitutional and statutory requirements and include any costs associated with the strategic management of the charity’s activities.

Support and governance costs are re-allocated to each of the activities on the following basis which is an estimate, based on staff time, of the amount attributable to each activity

Sector support, representation and voice 66.4% Health and wellbeing 33.6%

i Operating leases

Rental charges are charged on a straight line basis over the term of the lease.

33.3% per annum

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KCSC Annual Report 2020-21

KCSC Annual Report 2020-21

Notes to the Financial Statements For the year ended 31 March 2021

1 Accounting policies (continued)

k Listed 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. Any change in fair value will be recognised in the statement of financial activities. Income distributions from investments are included when receivable and the amounts can be measured reliably by the charity; this is normally upon notification of the income paid or payable by the investment fund.

l Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

m Cash at bank and in hand

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

n Creditors and provisions

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

o Financial instruments

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.

p Pensions

The charitable company agrees to contribute to personal pension schemes operated by some members of staff. The charitable company also offers employees an auto enrolment pension scheme to which they make contributions unless they choose to opt out. The pension cost charge represents contributions payable by the charitable company to the scheme. The charitable company has no liability under the schemes other than for the payment of those contributions.

3 Incoming resources from charitable activities

Incoming resources from charitable activities
Royal Borough of Kensington & Chelsea
City Bridge Trust
Trust for London
Tudor Trust
West London CCG
Westway Development Trust
Big Lottery
Bi Borough ICT
Events, services for VCO's, fees
Total sector support 2021
Total sector support 2020
Health and wellbeing
West London CCG
Royal Borough of Kensington & Chelsea
Total health & wellbeing 2021
Total health & wellbeing 2020
Covid 19 relief
Kensington & Chelsea Foundation
Westway Development Trust
Total Covid 19 relief 2021
Total Covid 19 relief 2020
Total income from charitable activities 2021
Total income from charitable activities 2020
Sector support, representation and voice		 Unrestricted
£
194,998
-
-
-
-
-
-
-
61		 Restricted
£
8,500
52,500
45,000
22,963
166,667
1,234
-
-
-		 2021
Total
£
203,498
52,500
45,000
22,963
166,667
1,234
-
-
61		 2020
Total
£
219,235
-
50,000
22,640
166,666
2,880
10,000
5,300
8,648
195,059 296,864 491,923 485,369
210,698 274,671 929,000
21,500		 551,365
21,500
57,760
-		 871,240
21,500
57,760 892,740 950,500 572,865
51,365 521,500 25,000
-		 -
25,000
-
-		 25,000
-
- 25,000 25,000 25,000
- 25,000 1,467,423 1,083,234
252,819 1,214,604
262,063 821,171

4 Income from investments

2 Income from donations

2021 2020 Unrestricted Restricted Total Total £ £ £ £ Tudor Trust 2,000 - 2,000 - Waitrose 999 - 999 - Total donations 2021 2,999 - 2,999 - Total donations 2020 - -

Bank interest
Bank interest from notice deposit accounts
Investment income
Total income from investments 2021
Total income from investments 2020		 Unrestricted
£
174
10,513
1,135		 Restricted
£
-
-
-		 2021
Total
£
174
10,513
1,135		 2020
Total
£
261
11,725
1,608
11,822 - 11,822 13,594
13,594 -

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KCSC Annual Report 2020-21

KCSC Annual Report 2020-21

Notes to the financial statements For the year ended 31 March 2021

5 Analysis of expenditure

Analysis of expenditure Analysis of expenditure Analysis of expenditure
Cost of
raising funds
Sector
support,
representation
& voice
Health and
wellbeing
Covid 19 relief
£
£
£
Salaries (Note 7)
-
345,865
161,142
-
Temporary and freelance staff and consultants
-
14,298
7,266
-
Staff and volunteer costs
-
8,962
3,746
-
Events, workshops and forums
-
23,460
(250)
-
Marketing, publicity and website
-
142
-
-
Grants to other organisations
-
-
104,927
-
Provision of services to develop the sector
-
1,773
10,000
-
Payments to partners to deliver services
-
-
55,800
12,610
Newsletters, videos and other media production
-
200
-
-
Service delivery
-
-
238,767
27,390
Other project delivery costs
-
7,045
4,479
-
Premises and equipment costs
-
30,519
15,509
-
Depreciation
-
-
-
-
Insurance
-
956
486
-
Office overheads
-
5,269
2,012
-
Audit and compliance
-
-
-
-
-
438,489
603,884
40,000
Support costs
9,739
4,929
-
Governance costs
-
7,365
3,726
-
Total expenditure 2021
-
455,593
612,539
40,000
Prior year
Unrestricted direct expenditure
1,691
203,755
58,817
-
Restricted direct expenditure
-
198,219
503,774
10,000
Unrestricted support & governance costs allocated
-
27,638
14,947
-
Total expenditure 2020
1,691
429,612
577,538
10,000		 Governance
costs
£
1,642
44
15
2
-
-
-
-
-
-
22
93
-
3
12
9,258
Support costs
3,284
88
33
403
-
-
-
-
-
-
1,092
4,775
4,942
5
46
-		 2021
£
511,933
21,696
12,756
23,615
142
104,927
11,773
68,410
200
266,157
12,638
50,896
4,942
1,450
7,339
9,258		 2020
£
418,716
41,308
9,975
44,012
13,228
71,133
9,605
60,200
125
265,233
10,177
49,505
4,942
1,366
9,618
9,698
-
-		 438,489
603,884
40,000
9,739
4,929
-
7,365
3,726
-		 11,091
-
(11,091)		 14,668
(14,668)
-		 1,108,132
-
-		 1,018,841
-
-
- 455,593
612,539
40,000		 - - 1,108,132 1,018,841
12,736
-
(12,736)		 29,849
-
(29,849)
1,691
429,612
577,538
10,000		 - -

Of the total expenditure, £265,710 was unrestricted (2020: £306,848) and £842,422 was restricted (2020: £711,993).

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KCSC Annual Report 2020-21

KCSC Annual Report 2020-21

Notes to the financial statements For the year ended 31 March 2021

This is stated after charging :
Depreciation
Auditors' remuneration:
Audit fees
Provision for current year net of VAT
Underprovision in previous year
Operating lease rentals:
Property		 2021
£
4,942
3,860
4
16,192		 2020
£
4,942
3,746
2
32,384

7 Analysis of staff costs, trustee remuneration and expenses, and the cost of key management personnel

personnel
Staff costs were as follows:
Salaries and wages
Social security costs
Employer’s contribution to defined contribution pension schemes
Employer's contribution to death in service insurance
Redundancy and termination costs
Agency and temporary staff		 2021
£
454,038
34,979
21,698
1,218
-		 2020
£
368,131
30,442
19,339
654
150
511,933
-		 418,716
20,700
511,933 439,416

No employee earned greater than £60,000 during the year (2020: nil).

The total employee benefits including employer NI and pension contributions of the key management personnel were £118,554 (2020: £114,509).

The charity trustees were not paid or received any other benefits from employment with the charity in the year (2020: £nil). KCSC paid for a mobile phone and monthly rental for one trustee during the year totalling £115 (2020: 2 trustees £11). No charity trustee received payment for professional or other services supplied to the charity (2020: £nil).

8 Staff numbers

The average number of employees (head count based on number of staff employed) during the year was 14 (2020: 11).

Notes to the financial statements For the year ended 31 March 2021

9 Taxation

The charity is exempt from corporation tax as all its income is charitable and is applied for charitable purposes.

10 Tangible Fixed Assets

Cost
At 1 Apr 2020
Additions in year
At 31 Mar 2021
Depreciation
At 1 Apr 2020
Charge for the year
At 31 Mar 2021
Net book value
At 31 Mar 2021
At 31 Mar 2020
11 Investments
Investments at fair value:
Listed investments - UK
Movements
Market value at the start of the year
Net gain(loss) on revaluation
Market value at the end of the year
The following holdings constituted 5% or more of the total portfolio:
8629.13 ordinary shares in Schroders Unit Trusts Limited		 Furniture and
equipment
£
60,682
-		 Total
£
60,682
-
60,682 60,682
51,251
4,942		 51,251
4,942
56,193 56,193
4,489 4,489
9,431 9,431
2021
£
33,749		 2020
£
23,221
33,749 23,221
23,221
10,528		 37,019
(13,798)
33,749 23,221
100% 100%

The average number of employees (full-time equivalent) during the year for each activity was as follows:

Sector support, representation and voice
Health and wellbeing
Governance and Support		 2021
No.
8.2
4.1
0.1		 2020
No.
6.3
3.5
0.1
12.4 9.9

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KCSC Annual Report 2020-21

Notes to the financial statements For the year ended 31 March 2021

12 Debtors

Grant debtors
Trade debtors
Connected company
Other debtors
Prepayments
Creditors : amounts due within 1 year
Tax and Social Security
Trade creditors
Connected company
Other creditors
Accruals
Deferred income and grants in advance
Deferred income
Balance at the beginning of the year
Amount released to income in the year
Balance at the end of the year		 2021
£
59,750
4,106
-
-
7,169		 2020
£
115,000
9,105
51
2,642
10,526
71,025 137,324
2021
£
13,200
53,600
13
23,019
4,632
-		 2020
£
9,598
36,899
-
17,596
4,539
166,667
94,464 235,299
2021
£
166,667
(166,667)		 2020
£
483,333
(316,666)
- 166,667

13 Creditors : amounts due within 1 year

14 Analysis of net assets between funds

Tangible fixed assets
Investments
Current assets
Liabilities
Net assets at 31 March 2021		 General
unrestricted
£
-
33,749
233,619
(27,934)		 Designated
£
4,489
-
35,339
-		 Restricted
£
-
-
1,189,041
(66,530)		 Total funds
£
4,489
33,749
1,457,999
(94,464)
239,434 39,828 1,122,511 1,401,773

Notes to the financial statements For the year ended 31 March 2021

15 Movements in funds

Movements in funds
Restricted funds:
Voluntary sector transformation (WLCCG)
K&C Together (CBT)
Grenfell engagement
--Trust for London
--Tudor Trust
NK Capacity building (RBK&C)
Health engagement (WLCCG)
Self care North Ken (WLCCG)
Self care delivery (WLCCG)
Self care innovations (WLCCG)
--Programme administration
--Direct support to the sector
Men's Shed (WLCCG & RBK&C)
Self care mental health (WLCCG)
--Programme administration
--Grants to organisations
Covid 19 relief
--Westway Trust
--Kensington & Chelsea Foundation
Total restricted funds
Unrestricted funds:
Designated funds:
Project support
Technology support and development
Self care delivery
Anniversary fund
Depreciation fund
Total designated funds
General funds
Unrealised gains on investment assets
Total unrestricted funds
Total funds
Reaching Potential (Westway Development
Trust)		 At 1 Apr
2020
£
337,761
-
-
11,809
-
3,358
6,295
104,432
-
10,726
153,907
26,300
15,043
49,044
15,000
-		 Income
£
166,667
52,500
45,000
22,963
1,234
8,500
45,000
345,000
181,240
-
-
21,500
50,000
250,000
-
25,000		 Expenditure
£
(124,185)
(45,685)
(45,000)
(23,700)
(4,721)
(7,522)
(45,607)
(79,697)
(195,572)
(26,169)
(3,896)
(55,800)
(39,941)
(104,927)
(15,000)
(25,000)		 Transfers
£
-
-
-
-
3,487
-
-
-
14,332
20,000
(29,165)
8,000
-
-
-
-		 At 31 Mar
2021
£
380,243
6,815
-
11,072
-
4,336
5,688
369,735
-
4,557
120,846
-
25,102
194,117
-
-
733,675 1,214,604 (842,422) 16,654 1,122,511
25,000
14,000
593
7,000
9,430		 -
-
-
-
-		 -
(5,660)
-
(400)
(4,942)		 -
-
(593)
(4,600)
-		 25,000
8,340
-
2,000
4,488
56,023
227,435
-		 -
267,640
10,528		 (11,002)
(254,708)
-		 (5,193)
(11,461)
-		 39,828
228,906
10,528
283,458 278,168 (265,710) (16,654) 279,262
1,017,133 1,492,772 (1,108,132) - 1,401,773

Transfers Between Funds

Transfers are made from funds for the full amount of purchases of capital equipment to the designated depreciation fund and depreciation of these assets is charged to that fund. For capital items bought specifically for a project, the whole cost is charged to that project, otherwise the cost is allocated across the projects on the same basis as other costs.

Transfers are made from general unrestricted funds to cover deficits on completed restricted projects.

Transfers have been made to and from designated funds in line with the Reserves Policy and between restricted funds and between restricted and unrestricted funds with the agreement of the funders.

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KCSC Annual Report 2020-21

Notes to the financial statements For the year ended 31 March 2021

Purposes of restricted funds

Voluntary sector transformation (WLCCG) Funding from West London Clinical Commissioning Group (WLCCG) has been awarded to deliver a programme of voluntary sector transformation support which will position organisations to be tender ready for NHS contracts in the future and to strengthen the self care consortium run by KCSC. KCSC’s role is to administer and lead the project.

K&C Together (City Bridge Trust) City Bridge Trust has awarded funds for a project which aims to support the inclusion and representation of local people in local voluntary and community organisations.

Grenfell engagement (Trust for London & Funding has been received by KCSC to lead on engagement Tudor Trust) and community development to strengthen community relations and influencing with decision makers and support the social action initiatives which seek to empower residents and community groups within North Kensington.

Health engagement (WLCCG) The funding is the longest standing and most consistent received from WLCCG to enable KCSC to work with the CCG to build its relationship with the voluntary sector. The funding covers costs for engagement activities/events particularly on areas where the CCG need to consult on agreeing their priorities. It also covers funding for senior staff within KCSC including the CEO to attend all of steering group meetings and committee meetings which they run.

Reaching potential (Big Lottery Awards for Funding was received from the Big Lottery Awards for All and All & Westway Trust Young Futures Fund) Westway Trust Young Futures Fund to fund the post of Projects & Events Assistant in order to provide focussed training events for VCSE's. North Kensington capacity building The funding is to enable the development and implementation of (RBK&C) a programme of training and support in response to the emerging needs of fledgling and established organisations who were funded by the Grenfell Projects Fund (GPF) and Community Leadership Programme (CLP). North Kensington self care (WLCCG) Funding was awarded to set up a social prescribing programme to support the Grenfell Recovery. Funding is targetted at providing emotional and mental health wellbeing services as well as other services that will support the community of North Kensington.

Notes to the financial statements For the year ended 31 March 2021

Purposes of restricted funds (continued)

Self care pilot service delivery (WLCCG) KCSC manages the self care contract funded by WLCCG. The work includes negotiating contracts with voluntary and community sector providers and overseeing the systems and functions including the referrals and monitoring. KCSC also advocates on behalf of providers to the WLCCG to ensure they understand the needs of the providers. The delivery element of the programme is the funds paid out to the providers for delivering the self care services.

Self care innovations (WLCCG)

Provided by WLCCG, the money is available to administer a grant programme as well as contract specific pieces of work, all of which allow for testing new ideas with a view to running sustainable health and wellbeing services. The remaining funds will be used to continue the work into the next financial year.

Men's Shed (WLCCG & RBK&C)

Funds were received for KCSC to oversee the application process to source a provider to deliver a Men's Shed project within North Kensington. The funds also cover payment to the provider to deliver the Men's Shed services through March 2021.

Self care mental health engagement The funding from WLCCG is provided to continue the expansion (WLCCG) of the self care pilot into mental health. KCSC’s role is to administer a programme to give grants directly to VCO's to deliver wellbeing services for people with mental health needs.

Covid 19 relief (Westway Trust and Kensington & Chelsea Foundation)

Funds were awarded for an emergency food distribution during the Covid 19 crisis. In partnership with Age UK Kensington & Chelsea, KCSC has set up distribution centres to enable them to purchase and deliver food to vulnerable individuals and families under the age of 65.

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KCSC Annual Report 2020-21

KCSC Annual Report 2020-21

Notes to the financial statements For the year ended 31 March 2021

Purposes of designated funds

Notes to the financial statements For the year ended 31 March 2021

18 Operating lease commitments

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

Project support

Technology support and development

Operating lease commitments
Total future minimum lease payments under non-cancellable operating leases are		 as follows: as follows:
Less than 1 year 2021
2020
£
£
16,192
32,384
16,192
32,384
Property
16,192 32,384

19 Legal status of the charity

Self care delivery

Anniversary fund

The charity is a company limited by guarantee and has no share capital. Each member is liable to contribute a sum not exceeding £1 in the event of the charity being wound up.

20 Related party transactions

There are no related party transactions to disclose for 2021 (2020: none).

There are no donations from related parties which are outside the normal course of business and no restricted donations from related parties.

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

Reconciliation of net income / (expenditure) to net cash flow from operating activities
Net income for the reporting period
(as per the statement of financial activities)
Depreciation
Interest, rent and dividends from investments
(Gains)/loss on investments
Decrease/(increase) in debtors
(Decrease) in creditors
Net cash provided by operating activities		 2021
£
384,640
4,942
(11,822)
(10,528)
66,299
(140,835)		 2020
£
64,189
4,942
(13,594)
13,798
(56,279)
(308,011)
292,696 (294,955)

17 Analysis of cash and cash equivalents

Cash at bank and in hand
Cash in notice deposit accounts		 2021
£
400,664
986,310		 2020
£
55,435
1,027,021
1,386,974 1,082,456

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45

KCSC Annual Report 2020-21

Notes to the financial statements For the year ended 31 March 2021

21 Notes from 2020 accounts

Thank you to our funders

Kensington and Chelsea Social Council would like to thank all the funders that have supported us during the year.

a Analysis of assets and liabilities by funds of previous reporting period

General
unrestricted Designated Restricted Total funds
£ £ £ £
Tangible fixed assets - 9,431 - 9,431
Investments
Current assets
Liabilities
Net assets at 31 March 2020		 23,221
-
-
23,221
234,785
46,592
938,403
1,219,780
(30,571)
-
(204,728)
(235,299)
227,435
56,023
733,675
1,017,133
~~————~~
Details of movement in funds during the previous reporting period Details of movement in funds during the previous reporting period
At 1 Apr Incoming Outgoing At 31 Mar
2019 resources resources Transfers 2020
£ £ £ £ £
Restricted funds:
Voluntary sector transformation (WLCCG) 272,285 166,666 (101,190) - 337,761
Grenfell engagement
--London Funders 3,502 - (3,502) - -
--Trust for London - 50,000 (50,000) - -
--Tudor Trust - 22,640 (10,831) - 11,809
Reaching Potential -
--Big Lottery - 10,000 (10,000) - -
--Westway Development Trust - 2,880 (3,568) 688 -
NK Capacity building (RBK&C) - 22,485 (19,127) - 3,358
Health engagement (WLCCG) 9,679 47,000 (62,788) 12,404 6,295
Health grants admin (WLCCG) 2,408 - - (2,408) -
Self care North Ken (WLCCG) - 115,000 (10,568) - 104,432
Self care delivery (WLCCG) - 188,000 (230,173) 42,173 -
Self care innovations (WLCCG) -
--Programme administration 19,795 - (29,069) 20,000 10,726
--Direct support to the sector 185,001 - (9,929) (21,165) 153,907
Men's Shed (WLCCG & RBK&C) 55,000 21,500 (50,200) - 26,300
Self care mental health (WLCCG)
--Programme administration - 29,823 (14,780) - 15,043
--Grants to organisations - 120,177 (71,133) - 49,044
North Ken engagement 35,131 - (25,135) (9,996) -
Covid 19 relief (Westway Trust) - 25,000 (10,000) - 15,000
Total restricted funds 582,801 821,171 (711,993) 41,696 733,675
Unrestricted funds:
Designated funds:
Project support 25,000 - (2,640) 2,640 25,000
Technology support and development 37,996 - (15,541) (8,455) 14,000
Self care delivery 62,765 - - (62,173) 592
Anniversary fund 5,000 - (731) 2,731 7,000
Depreciation fund 4,688 - (4,942) 9,685 9,431
Total designated funds 135,449 - (23,854) (55,572) 56,023
General funds 234,694 275,657 (282,994) 13,876 241,233
Unrealised gains on investment assets - (13,798) - - (13,798)
Total unrestricted funds 370,143 261,859 (306,848) (41,696) 283,458
Total funds 952,944 1,083,030 (1,018,841) - 1,017,133

b Details of movement in funds during the previous reporting period

This publication is written by KCSC and designed by Positive Design Works. We would like to thank the local organisations who kindly donated photos for us to use, as examples of the work of hundreds of organisations in the borough.

Working to strengthen local voluntary and community organisations

Kensington and Chelsea Social Council 111-117 Lancaster Road London W11 1QT

Phone: 020 7243 9800 Email: info@kcsc.org.uk Web: www.kcsc.org.uk