Working to strengthen local voluntary and community organisations Annual Report and Accounts 2021-22 _Meanwhile Gardens, Trellick Path_ 3 **----- Start of picture text -----**
KCSC Annual Report 2021-22
**----- End of picture text -----**
## Contents Annual Report and Accounts 2021-22 |Contents|| |---|---| |About KCSC|4| |Legal and Administrative Information|5| |Welcome from the Chair|6| |Introduction from the Chief Executive Offcer|8| |Directors/Trustees’ Report|10| |Activities and Achievements in 2021/22|| |- Health and Wellbeing|12| |- Sector Support, Representation & Voice|15| |KCSC’s Priorities|22| |KCSC’s Outcomes and Impact|23| |Auditor’s Report|24| |Statement of Financial Activities|27| |Thank you to our funders|45| _Open Age, Zumba Class_ 4 5 ## About KCSC **----- Start of picture text -----**
Carers Network - line dancing
**----- End of picture text -----**
## Our Vision ## Our Values Residents of Kensington and Chelsea have improved lives. • Social justice - Listening and learning - Collaborative working ## Legal and Administrative Information ## Company Number ## Directors and Trustees Mark Anfilogoff (resigned 2/11/21) Christine Bennett 4146375 Helen Cylwik Judith Davey ## Charity Number 1087457 Modan Deb (from 2/11/21) Stephen Duckworth Ann Goodger Miles Kerstein Annie Redmile ## Registered Office 111-117 Lancaster Road London W11 1QT ## Independent Auditors Daisy Ryan (resigned 2/11/21) Anneka Singh (resigned 6/1/22) Shelina Thawer, PhD Anna-Louise Thomond Goldwins Limited 75 Maygrove Road London NW6 2EG ## Bankers ## Chief Executive Officer CAF Bank Ltd PO Box 289, West Malling Kent ME19 4JQ Angela Spence - Respect and dignity ## Our Mission Working to strengthen and promote local voluntary and community organisations; Supporting communities to be the drivers of change. • Integrity ## Our Position • Influencer - Challenger - Leader - Knowledgeable ## Solicitors Russell Cooke 2 Putney Hill London SW15 6AB KCSC’s new Strategic Plan, 2021-2024 can be found here. 6 7 KCSC Annual Report 2021-22 ## Welcome from the Chair I am pleased to introduce our Annual Report for 2021/22 which I hope you will enjoy reading. The report presents a picture of the work we have delivered for our members and wider stakeholders and our plans for the year ahead. Throughout the year, KCSC began to review how the organisation would operate within a new post-pandemic era. Whilst the threat of the virus remained ever-present, we were keen to see how we could continue to deliver services and function as an organisational team in an environment that still remained a threat to overall health, safety and wellbeing but also required adjustments so that staff, trustees and our members could meet together in person once again. We decided on a very cautious approach ensuring that much of what we delivered online was still made available and staff remained safe within the working environment. As trustees we took a tentative step forward last August, holding our first in person Away Day since the pandemic. Our plan as a Board during the past year has been to help maintain stability within KCSC, review our internal governance processes and begin to look towards our future financial resilience. What has resulted is that KCSC has transitioned into a hybrid way of working, recognising that a mix of office and homeworking can work for our organisation and does not disrupt the services we provide. The Board spent some considerable time this year reviewing internal governance procedures and as a result we have strengthened our succession planning processes and board skills-development plans. Towards the end of the financial year we began to look more closely at our longer-term sustainability and the Board agreed that we should focus on this area during the next financial year. We are now one year into the delivery of our three year strategic plan, with a mission _‘to work to strengthen and promote our local voluntary and community sector and support communities to be the drivers of change’_ . In demonstrating how we are achieving our objectives and meeting our outcomes we recognise the importance of your feedback, through the surveys we send to stakeholders and information shared at the many meetings we hold. Our annual report details what we have achieved this year alongside quotes from those who access our services either directly or in collaboration with VCS partners. The work to continue to gather feedback in greater detail will be an area we will focus on during year two of our strategic plan. Thank you to all of our funders which have ensured that, overall, KCSC’s financial position has remained stable this year and the outlook for next year remains positive. I also want to thank all of the Trustees who continue to give their time and effort in helping KCSC deliver for its stakeholders. This year Daisy Ryan who has been a trustee for four years and Anneka Singh who has been a trustee with KCSC for just over two years stepped down. I want to thank them both for their contribution and wish them well for the future. Additionally, a big thank you to all of the staff at KCSC who work hard to ensure the success of the organisation. I am equally grateful to all of our stakeholders who continue to place their trust in KCSC to deliver vital services. Shelina Thawer, PhD 18/09/2022 8 9 KCSC Annual Report 2021-22 ## Introduction from the Chief Executive Officer I’m sure many of you will agree how quickly another year has gone. Whilst time seemed to stand still during much of 2020, during 2021/22 there seemed to be a hastening of time coupled with even greater demand on workload. The increasing workload, which we have all noticed, has made us all think about the importance of the wellbeing of all staff. The pandemic also showed us that ‘hybrid’ work can be possible and can have positive benefits for the staff and the organisation. KCSC has now adopted a hybrid model, making sure that wherever we are, we are accessible for both face to face and online meetings. _Open Age at The National Gallery_ I am very aware, from the many conversations KCSC has had with local organisations, of the challenges they are facing as they emerge from the pandemic. We recognise that planning for the future is becoming far more complex given the financial constraints we are all facing. We are continuing to ‘watch this space’ and gather insights from organisations on what KCSC can do to support the sector. We have introduced many new workshops in partnership with the Council and funders to deliver training programmes we hope are relevant for the times we are in. This year we have continued to focus on all of the changes taking place within the NHS restructure and the developing Integrated Care System and Place Based Partnerships. Within KCSC we have worked hard alongside our VCS colleagues from across Kensington and Chelsea, Westminster and within the ‘Third Sector Together’ VCS partnership to keep pace with these changes; we have been a part of the many discussions and represented the sector at North West London and local level on various programme boards and workstreams. We hope that all of this work will ensure that the role of the VCS will be embedded in the design and delivery of health and wellbeing services for the future. In 2021/22 KCSC welcomed Fenn Reynolds into KCSC as our Communications and Office Assistant replacing Zina Serageldin who had been in the role since 2020. Finally, I would like to give a big thank you to all of my colleagues at KCSC who make KCSC what it is and continue to give their all for the organisation. I would also like to thank the trustees, our members and all of our funders who continue to support KCSC. Angela Spence, CEO 18/09/2022 10 11 KCSC Annual Report 2021-22 ## Directors/Trustees’ Report The Trustees present their report and the financial statements for the year ending 31 March 2022. ## Legal Status ## Structure, Governance and Management 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. KCSC is a membership organisation; all voluntary and community organisations working in the Royal Borough of Kensington and Chelsea (RBKC) 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 regularly by Trustees. ## 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. 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 Annual General Meeting (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 2021/22, special attention was paid to KCSC’s response to the sector’s emergence from 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 2021/22 year-end of £1,661,547 (2020/21: £1,482,244) and outgoing resources of £1,412,281 (2020/21: £1,108,132). At this point, restricted funds were £1,391,709 (2020/21: £1,122,511), designated funds were £72,000 (2020/21: £39,828) and unrestricted funds were £188,333 (2020/21: £239,434). Our largest funders are the Royal Borough of Kensington and Chelsea and North West London Clinical Commissioning Group (NWL CCG), income from which represents 91% of total income. Funding is provided through a mix of service level agreements and contracts. From our total 2021/22 income of £1,661,547, 43% (£708,738) was distributed as grants or contract payments to the voluntary and community sector operating across Kensington and Chelsea and (in the case of NWL CCG funding) Queen’s Park and Paddington. A further £504,469 from 2021/22 income will be distributed during 2022/23. ## Investments The Trustees considered the charity’s investments and decided to retain current investments. Total investments, valued at the end of the year at £34,752 (2020/21: £33,749), 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”._ 21/10/2022 12 13 KCSC Annual Report 2021-22 ## Activities and Achievements in 2021/22 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 ## North Kensington Self-Care Programme North Kensington Self Care programme was launched in February 2020 with the aim of improving the health and wellbeing of residents in North Kensington, increasing access to VCS provision and equipping patients with the knowledge and skills to bettermanage their long-term conditions. _Breathe Easy event_ ## Social Prescribing Programmes Services provided by the voluntary and community sector (VCS) play a major role in the community’s health and wellbeing. KCSC supports this work through its management of three Self Care programmes, all funded by North West London Clinical Commissioning Group (NWL CCG). The programmes empower residents to take control of their own wellbeing by actively participating in services and activities delivered by the VCS. KCSC provides training and support for the local organisations providing the services, processes referrals, and monitors and evaluates delivery. KCSC uses NHS funding to provide a menu of services, delivered by the VCS, to local residents either individually, or in groups. A new Family Fund launched towards the end of the year, which will fund four organisations to work specifically with families. Services provided by the programme range from massage, exercise and cooking workshops to advice, and family therapy. A dedicated Social Prescribing Link Worker provides additional support for patients and ensures a link between Primary Care services and the VCS. KCSC also uses this work to gather evidence and share information with the VCS, and works with the developing Integrated Care Partnership in the borough. We seek to support residents’ health and wellbeing by improving services for residents, facilitating the involvement of the VCS within the Integrated Care system, and securing funding for VCS services. different services and activities were 21 funded this year. **----- Start of picture text -----**
624 4234
new clients sessions delivered
480 663
online sessions welfare calls
Breathe Easy outing delivered delivered
**----- End of picture text -----**
“The teacher is very good, she listens to me and helps me in lots of ways. It has helped me with my physical and mental health, my strength in my arms have improved along with my circulation. My anxiety has reduced a little, and attending these sessions have reduced my social isolation.” Attendee at Women’s only Boxing session, Our Power Hub CIC **----- Start of picture text -----**
Breathe Easy Ada Meeting
**----- End of picture text -----**
## My Care My Way KCSC continues to support the NHS’s My Care My Way (MCMW) work in the borough through the management of a Self Care contract funded by NWL CCG. MCMW 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 and over, to help keep them well, closer to home. Eight VCS organisations were funded through this programme in 2021/22; many services were able to return to ‘in person’, post-pandemic, but some providers continued to offer adapted online services and welfare calls to patients. 14 15 KCSC Annual Report 2021-22 ## 91% of service users felt that the sessions were beneficial. 90% of service users said they would continue using a similar service in their communities. 96% of service users felt that the service was of good quality. ## “The Reflexology sessions have helped me a great deal and I look forward to them every week.” Client supported by ADKC Massage service “Lena (Link-Up Tech Coordinator) is very very patient. I learned so many things from her! My movement had gone so downhill. Lena got me onto Zoom and to the chair exercise online. I loved the group tech support sessions and wish I could attend all the time!” Client feedback from Link-Up Project at Open Age ## Community Living Well ## Other activities 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 2021/22. KCSC uses its communications channels and regular meetings with the local VCS to provide information and obtain feedback for various different statutory partners including Public Health, RBKC Adult Social Care and the NHS. Issues covered during the year ranged from Covid-19, Winter Planning and Suicide Prevention to developments in the Integrated Care system. “I have depression, anxiety and many physical health conditions, the sessions helped me a lot... I’m feeling much better [having found] someone who listened without being judgemental.” During the year KCSC, working with our counterpart One Westminster, received funding from the Central London Community Healthcare Trust (CLCH); this was used to fund local VCS organisations to undertake pilot projects aimed at improving outcomes for patients discharged from hospital. The pilot projects started in late 2021/22 and this work will continue in 2022/23. Client supported by the Community Living Well Self Care project Towards the end of 2021/22, KCSC started working with the Bi-Borough Public Health team on the issue of Covid-19 vaccines and received funding from RBKC Council for a scheme entitled ‘Community Protects: Covid-19 and Vaccine Awareness Grants’. The scheme launched in early 2022/23. 457 1755 new clients sessions delivered ## Sector Support, Representation and Voice ## Organisational Development **----- Start of picture text -----**
K&C Over 50s Forum, Tai Chi
**----- End of picture text -----**
KCSC’s core work of supporting voluntary and community sector (VCS) organisations is carried out by our Organisational Development team, funded by RBKC Council’s Voluntary Sector Support Fund and Public Health. KCSC offers one-to-one advice, training sessions, and access to other specialist support such as financial advice and legal advice. Our approach can be summarised as follows: - Form lasting relationships, not dependency When KCSC meets with organisations (in person or online), we help them identify the support they need, so that they have appropriate skills, knowledge, confidence and resources. We share best practice helping organisations get the basics right, so that they are in a strong position to access funding and ensure they are robust and sustainable. Our work is holistic, helping to develop the essential parts of a socially-focussed organisation – for example, creating an evaluation system, developing a community engagement strategy, forming governance structures, updating policies or finding funding. - Remain community-focussed - Build resilience, self-reliance and sustainability - Encourage collaboration and peer support within and between organisations . 16 17 KCSC Annual Report 2021-22 KCSC Annual Report 2021-22 18 training sessions run this year “Thank you so much for going to the trouble of helping me, again. I really appreciate your prompt response and helpfulness.” 262 attendees at training sessions Feedback from a one-to-one session “ ..that was a really good example of why we need KCSC! A really helpful reminder, overview and update, plus detailed and accessible information on the tricky subject of GDPR...” 100 one-to-one advice sessions with 60 different organisations (Oct 21 – March 22) Attendee feedback from GDPR Training “This was a very useful session and I hope to be able to improve the way my organisation recruits staff as a result.” Attendee feedback from Recruitment and Selection Training ## Case study - Organisational Development KCSC has been working closely with Renegade Theatre, a local theatre company providing performing arts workshops for adults and young people. Having operated as a community group for several years, Renegade approached KCSC for help to incorporate as a Community Interest Company (CIC), which would enable them to apply for larger pots of funding to grow their work. KCSC worked with Renegade’s board to provide 1-1 training on the role and responsibilities of a CIC director. In addition, KCSC has supported Renegade’s bid for Council contracts, and they have been successful. Throughout the application process KCSC and Renegade developed a clear project plan and a creative evaluation system, specifically focussing on how they would evaluate their programme’s effectiveness. ## Meet the Funder events KCSC launched these online events as part of our Covid-19 response in 2020, but we continued them this year, following positive feedback from both attendees and funders. The sessions 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, working with One Westminster and Sobus (our counterparts in Westminster and Hammersmith and Fulham, respectively), ran 7 events this year, attended by 247 people. _Dalgarno Trust, Football Madness event_ ## “I think you do a great job, you make it very interesting”. “I have attended a number of events which have all been extremely informative.” Meet the Funder Event attendees “KCSC does excellent work to support charities and voluntary organizations in K&C.” Event attendee feedback _“Thank you - you’ve been so helpful and [registering a CIC] would have been so confusing without you!”_ 18 19 KCSC Annual Report 2021-22 ## Sector Support, Representation and Voice ## Working with the community **----- Start of picture text -----**
Venture Centre, Community Cookery event
**----- End of picture text -----**
## Community Development working to ensure no one need miss out on education, connectivity or health care. This work and the Partnership continue to work together. KCSC’s Community Development Manager (CDM) has continued to deliver work within various areas of interest. We have continued to advocate for a greater awareness and understanding of the Council’s Charter for Public Participation within the community and a monitoring framework to be developed. However, coming out of lockdown slowed progress in seeking to bring residents and the Council together to discuss and agree actions but we were able to continue work in the background to ensure the Charter remained a live issue. This year RBKC and partner charities, Community Interest Companies, community groups and faith groups assembled to address the food crisis and emerging “cost of living crisis”. KCSC, the Council, and partners adopted a framework to link our responses to those of statutory agencies and Council departments, amplify impact, and draw in support and resources. KCSC was selected as the delivery partner. Following the initial lockdowns in 2020, digital exclusion was a priority area for action in the borough. KCSC became an essential part of a Digital Partnership Group, for our “valued community observations and input”. The Partnership is led by the Council but very much reliant on voluntary and community sector feedback as to how the borough can improve digital connectivity for residents, Finally, towards the end of 2021/22 we facilitated community responses to the New Local Plan Review, (NLPR) against a backdrop of high-profile developments that had upset some parts of the community. We arranged two public NLPR meetings, attended by over 50 people and resulting in over 30 community submissions and a face-to-face meeting with Council officers. “I feel that the work of KCSC in collating and submitting community response and supporting/ advising residents to do same is invaluable and vitally important in amplifying and empowering resident voices.” ## RBKC Resident “It was refreshing to hear from the expert… and be given the steps needed to influence the Local Plan.” ## RBKC Resident ## “Thank you for doing this work.” RBKC Resident ## Kensington and Chelsea Together (K&CT) ## Support to the Local Community Supported by KCSC and the programme’s The K&C Together Programme continued Community Consultants, VCKC led on its work supporting local voluntary and outreach efforts aimed at engaging and community sector organisations to supporting residents to get involved in become more representative and inclusive the local voluntary and community sector. of their local communities. Working in Through one-to-one sessions, people partnership with the Volunteer Centre shared their interests, passions, concerns Kensington and Chelsea (VCKC), KCSC and support needs, and were provided delivered training, one-to-one support, with direct advice and support, referred to and a networking event bringing together external organisations where needed, and residents, community groups and linked into suitable opportunities within the organisations from across the borough. sector. ## Support to Voluntary Sector Organisations KCSC provided advice and support on a range of topics which included ways for organisations to improve their service user engagement and/or involvement practices; why and how to recruit volunteers from a wider and more diverse pool of candidates; how to design and develop an inclusive recruitment process in their search for new Trustees or Directors; and how and when to use Steering and Working Groups as a way of ensuring that the views and needs of users and the wider community influence decisionmaking. 20 21 KCSC Annual Report 2021-22 ## Case study - K&C Together KCSC and VCKC hosted a Volunteering and Job Fair in November, aiming to bring people together after a near two-year hiatus caused by the Covid-19 pandemic. The Fair was organised in response to an expressed need by local organisations to secure more volunteers, staff and board members, as well as feedback from residents about the challenge of finding out what opportunities for involvement there were in their area. The Fair took place in-person at the Kensington Town Hall as well as online in the form of quick pitches and Q&As by participating organisations to a virtual audience. 35 organisations participated in the Volunteering and Job Fair 10 organisations received oneto-one support 132 residents attended the Volunteering and Job Fair **----- Start of picture text -----**
Dalgarno Trust activities
**----- End of picture text -----**
“Thank you for kindness, I am grateful for the support, no one had explained to me all the things I can do.” Resident who received one-to-one support from KCSC “ I found the workshops incredibly useful and thought provoking. They introduced me to issues that I hadn’t previously thought about. The trainer’s breadth/depth of knowledge and experience and her ability to explain things clearly was awesome. The workshops were so interesting that they flew by very quickly. KCSC has gone beyond excellent on this occasion. Bravo!” Attendee from KCSC Trustee Recruitment Masterclass series ## Sector Support, Representation and Voice Sector Voice Development ## Networking and informationsharing KCSC represents the voluntary and community sector (VCS) at meetings with a wide range of stakeholders, including statutory funders, many different areas of RBKC Council and the NHS, particularly North West London Clinical Commissioning Group. Through this work and our work within the community, we aim to ensure that the whole community has a voice where it matters. KCSC brings organisations together at a range of forums and groups: - Children, Young People and Families Forum - Health and Wellbeing Forum - Kensington and Chelsea Advice Forum During the year, KCSC represented the sector on many of the NHS Programme Boards and workstreams at North West London level and at the local borough level. We also continued to represent the sector on the local Health and Wellbeing Board and the Employment and Skills Board. At a regional level KCSC is a member of the London Recovery Board, which was developed during the pandemic to represent the sector and its role in London’s social and economic recovery. - Main Voluntary Organisation Forum - Older People’s Providers Network (with Westminster) - Sexual Health Forum - Grenfell Network Group - CEO Peer Network 31 meetings were held ## Safer Neighbourhood Board ## Communications 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. KCSC’s aims to share information quickly and effectively using our website (kcsc.org.uk), e-bulletin, targeted mailings and social media. Our weekly e-bulletin 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. 1300+ people received the KCSC E-Bulletin each week 22 23 ## KCSC ## Priorities ## KCSC’s five strategic aims These are taken from KCSC’s 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 - that ensures KCSC’s stakeholder engagement activities are responsive and accessible. The full version of KCSC’s Strategic Plan, 2021-2024 can be found here. ## KCSC’s Outcomes and Impact KCSC built its 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 - Local VCOs and Community groups are more effective at meeting the changing needs of residents. - Local VCOs have a greater reach and impact in communities. - Local communities are drivers of change. - More VCO services are codesigned with residents. - Services for local people are more effective and meet individual and collective needs. - Local VCOs and Community groups are more sustainable and resilient. - Local people have improved wellbeing, and health inequalities are reduced. - Social action in RBKC is more effective. - RBKC residents, VCS and Community groups are more involved in the design and planning of local services. ## Impact Residents of Kensington and Chelsea have improved lives. - Statutory organisations change policies and practice to be more representative of local need. - Collaboration between VCS and Statutory organisations increases. - Commissioning is more responsive to the needs of local communities. - The VCS becomes an integral part of the Integrated Care System including the co-design of local services. - More residents access services which benefit their health. 24 25 Independent Auditor’s Report 2021-22 ## 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 2022 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: - give a true and fair view of the state of the charitable company’s affairs as at 31 March 2022 and of its income and expenditure for the year then ended: - have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and - have been prepared in accordance with the requirements of the Companies Act 2006. ## Basis for opinion We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the 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: - the information given in the trustees’ report (incorporating the directors’ report) for the financial year for which the financial statements are prepared is consistent with the financial statements; and - the trustees’ report (incorporating the directors’ report) has been prepared in accordance with applicable legal requirements. ## Matters on which we are required to report by exception In the light of the knowledge and understanding of the 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: - adequate accounting records have not been kept or returns adequate for our audit have not been received from branches not visited by us; or - the financial statements are not in agreement with the accounting records and returns; or - certain disclosures of trustees’ remuneration specified by law are not made; or - we have not received all the information and explanations we require for our audit. ## 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 in accordance with ISAs (UK) will always detect a material misstatement when it 26 27 Independent Auditor’s Report 2021-22 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: - We enquired of management, which included obtaining and reviewing supporting documentation, concerning the charity’s policies and procedures relating to: - identifying, evaluating, and complying with laws and regulations and whether they were aware of any instances of noncompliance; - Detecting and responding to the risks of fraud and whether they have knowledge of any actual, suspected, or alleged fraud; - The internal controls established to mitigate risks related to fraud or noncompliance with laws and regulations. - We inspected the minutes of meetings of those charged with governance. - We obtained an understanding of the legal and regulatory framework that the charity operates in, focusing on those laws and regulations that had a material effect on the financial statements or that had a fundamental effect on the operations of the charity from our professional and sector experience. - We reviewed the financial statement disclosures and tested these to supporting documentation to assess compliance with applicable laws and regulations. - We performed analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud. - In addressing the risk of fraud through management override of controls, we tested the appropriateness of journal entries and other adjustments, assessed whether the judgements made in making accounting estimates are indicative of a potential bias and tested significant transactions that are unusual or those outside the normal course of business. 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. Anthony Epton (Senior Statutory Auditor) for and on behalf of Goldwins Limited Statutory Auditor, Chartered Accountants 75 Maygrove Road, West Hampstead London NW6 2EG ## Statement of financial activities ## **Statement of financial activities (including a summarised income and expenditure account)** ## **For the year ended 31 March 2022** |Unrestricted
Funds
Note
£
**Income from:**
2
-
Charitable activities
3
Sector support, representation and voice
197,628
Health and wellbeing
54,872
Covid 19 relief
-
Investment income
4
7,915
**Total income**
**260,415**
**Expenditure on:**
Charitable activities
5
Sector support, representation and voice
218,598
Health and wellbeing
62,771
Covid 19 relief
-
**Total expenditure**
**281,369**
6
(20,954)
Net gain/(loss) on investments
11
1,003
**Net income for the year**
**(19,951)**
1,022
**Net movement in funds**
**(18,929)**
**Reconciliation of funds**
Total funds brought forward
279,262
**Total funds carried forward**
15
**260,333**
Transfers between funds
**Net income before net gains on**
**investments**
Donations|Restricted
Funds
£
-
697,003
704,129
-
-
**1,401,132**
237,973
892,939
-
**1,130,912**
270,220
-
**270,220**
(1,022)
**269,198**
1,122,511
**1,391,709**|**2022**
**Total**
**£**
**-**
**894,631**
**759,001**
**-**
**7,915**
**1,661,547**
**456,571**
**955,710**
**-**
**1,412,281**
**249,266**
**1,003**
**250,269**
**-**
**250,269**
**1,401,773**
**1,652,042**|2021
Total
£
2,999
491,923
950,500
25,000
11,822| |---|---|---|---| ||||1,482,244| ||||455,593
612,539
40,000| ||||1,108,132| ||||374,112
10,528| ||||384,640
-| ||||384,640
1,017,133| ||||1,401,773| 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. 28 29 KCSC Annual Report 2021-22 KCSC Annual Report 2021-22 ## **Balance sheet** **As at 31 March 2022** |Note
**£**
**£**
**Fixed assets**
Tangible fixed assets
10
**-**
Investments
11
**34,752**
**34,752**
**Current assets**
Debtors
12
**15,256**
Cash at bank and in hand
17
**1,769,463**
**1,784,719**
**Liabilities**
Creditors: amounts falling due within one year
13
**(167,429)**
**Net current assets**
**1,617,290**
**Net assets**
14
**1,652,042**
**Funds**
15
Restricted funds
**1,391,709**
Unrestricted Funds
Designated funds
**72,000**
General funds
**188,333**
**Total Funds**
**1,652,042**
**2022**|£
£
4,488
33,749
38,237
71,026
1,386,974
1,458,000
(94,464)
1,363,536
1,401,773
1,122,511
39,828
239,434
1,401,773
2021|£
£
4,488
33,749
38,237
71,026
1,386,974
1,458,000
(94,464)
1,363,536
1,401,773
1,122,511
39,828
239,434
1,401,773
2021| |---|---|---| |||1,401,773| ## **Statement of cash flows For the year ended 31 March 2022** |**Note**
**Cash flows from operating activities**
**Net cash provided by operating activities**
16
**Cash flows from investing activities:**
Interest/ rent/ dividends from investments
**Cash provided by investing activities**
**Change in cash and cash equivalents in the year**
Cash and cash equivalents at the beginning of the year
**Cash and cash equivalents at the end of the year**
17|**2022**
**£**
**374,574**
**7,915**
**7,915**
**382,489**
**1,386,974**
**1,769,463**|2021
£
292,696
11,822| |---|---|---| |||11,822| |||304,518
1,082,456
1,386,974| 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 Shelina Thawer, PhD Modan Deb Chair 18/9/22 Treasurer 16/9/22 Company Registration Number 4146373 The attached notes form part of the financial statements. 30 31 KCSC Annual Report 2021-22 KCSC Annual Report 2021-22 ## **Notes to the Financial Statements For the year ended 31 March 2022** ## **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 ongoing impact of the COVID -19 pandemic on future activities and cash flows. There has been no significant change to service delivery as the organisation adjusts to the provision of face to face work with clients and partners 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. ## **Notes to the Financial Statements For the year ended 31 March 2022** ## **1[Accounting policies (continued)]** - **f Fund accounting** - Unrestricted funds are available to spend on activities that further any of the purposes of the charity. Designated funds are unrestricted funds which the trustees have decided at their discretion to set aside to use for a specific purpose. Restricted funds are donations which the donor has specified are to be solely used for particular areas of the charity’s work or for specific projects undertaken by the charity. ## **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 raising funds comprise of trading costs and the costs incurred by the charitable company in inducing third parties to make voluntary contributions to it, as well as the cost of any activities with a fundraising purpose. - Expenditure on charitable activities includes the costs of delivering services and other activities undertaken to further the purposes of the charity and their associated support costs. Where costs cannot be directly attributed, they have been allocated to activities on a basis consistent with their use of resources. Costs of premises and administration are allocated on a per capita basis as follows: Sector support, representation and voice 64.2% Health and wellbeing 35.2% Support and governance costs 0.6% - Other expenditure represents those items not falling into any other heading. - Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred. ## **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 64.6% Health and wellbeing 35.4% ## **i Operating leases** Rental charges are charged on a straight line basis over the term of the lease. ## **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. - **j Tangible fixed assets and depreciation** - Items of equipment are capitalised where the purchase price exceeds £2,000. Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows: - Computer equipment 33.3% per annum 32 33 KCSC Annual Report 2021-22 KCSC Annual Report 2021-22 ## **Notes to the Financial Statements For the year ended 31 March 2022** ## **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
Westway Development Trust
Events, services for VCO's, fees
**Total sector support 2022**
Total sector support 2021
**Health and wellbeing**
Royal Borough of Kensington & Chelsea
**Total health & wellbeing 2022**
Total health & wellbeing 2021
**Covid 19 relief**
Kensington & Chelsea Foundation
**Total Covid 19 relief 2022**
Total Covid 19 relief 2021
**Total income from charitable activities 2022**
Total income from charitable activities 2021
**Sector support, representation and voice**
Northwest London CCG (formerly West London
CCG)
Northwest London CCG (formerly West London
CCG)
Central London Community Healthcare NHS
Trust|**Unrestricted**
£
195,408
-
-
-
-
-
2,220|**Restricted**
£
85,756
52,500
35,000
23,747
500,000
-
-|**2022**
**Total**
**£**
**281,164**
**52,500**
**35,000**
**23,747**
**500,000**
**-**
**2,220**|2021
Total
£
203,498
52,500
45,000
22,963
166,667
1,234
61| ||**197,628**|**697,003**|**894,631**|491,923| ||195,059|296,864|**664,800**
**67,088**
**27,113**|929,000
21,500
-| ||54,872
-|609,928
67,088
27,113||| ||**54,872**|**704,129**|**759,001**|950,500| ||57,760|892,740|**-**|25,000| ||-|-||| ||**-**|**-**|**-**|25,000| ||-|25,000|**1,653,632**|1,467,423| ||**252,500**|**1,401,132**||| ||252,819|1,214,604||| ## **4 Income from investments** ## **2 Income from donations** **2022** 2021 **Unrestricted Restricted Total** Total £ £ **£** £ Tudor Trust - - **-** 2,000 Waitrose - - **-** 999 **Total donations 2022 - - -** 2,999 Total donations 2021 2,999 - |Bank interest
Bank interest from notice deposit accounts
Investment income
**Total income from investments 2022**
Total income from investments 2021|**Unrestricted**
**£**
93
6,508
1,314|**Restricted**
**£**
-
-
-|**2022**
**Total**
**£**
**93**
**6,508**
**1,314**|2021
Total
£
174
10,513
1,135| |---|---|---|---|---| ||**7,915**|**-**|**7,915**|11,822| ||11,822|-||| 34 35 KCSC Annual Report 2021-22 KCSC Annual Report 2021-22 ## **Notes to the financial statements For the year ended 31 March 2022** ## **5 Analysis of expenditure** |**Analysis of expenditure**|**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**
**Governance**
**costs**
£
£
£
£
Salaries (Note 7)
-
330,085
168,188
-
1,776
Temporary and freelance staff and consultants
-
14,196
7,773
-
46
Staff and volunteer costs
-
20,124
4,166
-
21
Events, workshops and forums
-
26,729
11,211
-
-
Marketing, publicity and website
-
-
-
-
-
Grants to other organisations
-
-
136,289
-
-
Provision of services to develop the sector
-
6,286
9,500
-
-
Payments to partners to deliver services
-
-
-
-
-
Newsletters, videos and other media production
-
836
707
-
-
Service delivery
-
-
572,449
-
-
Other project delivery costs
-
6,417
13,799
-
20
Premises and equipment costs
-
31,640
17,326
-
101
Depreciation
-
-
-
-
-
Insurance
-
1,022
559
-
3
Office overheads
-
4,569
2,105
-
16
Audit and compliance
-
-
3,600
-
9,059
**-**
**441,904**
**947,672**
**-**
**11,042**
Support costs
7,534
4,129
-
-
Governance costs
-
7,133
3,909
-
(11,042)
**Total expenditure 2022**
**-**
**456,571**
**955,710**
**-**
**-**
**Prior year**
Unrestricted direct expenditure
-
187,676
52,275
-
14,668
Restricted direct expenditure
-
250,813
551,609
40,000
-
Unrestricted support & governance costs allocated
-
17,104
8,655
-
(14,668)
Total expenditure 2021
-
455,593
612,539
40,000
-
**Support costs**
3,552
91
42
-
-
-
-
-
-
-
40
2,970
4,488
7
473
-
**11,663**
(11,663)
-
**-**
11,091
-
(11,091)
-|||||**2022**
**£**
**503,601**
**22,106**
**24,353**
**37,940**
**-**
**136,289**
**15,786**
**-**
**1,543**
**572,449**
**20,276**
**52,037**
**4,488**
**1,591**
**7,163**
**12,659**|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| ||**-**
-|**441,904**
**947,672**
**-**
7,534
4,129
-
7,133
3,909
-|**11,042**
-
(11,042)
**11,663**
(11,663)
-||**1,412,281**
**-**
**-**|1,108,132
-
-| ||**-**|**456,571**
**955,710**
**-**|**-**|**-**|**1,412,281**|**1,108,132**| |||187,676
52,275
-
14,668
250,813
551,609
40,000
-
17,104
8,655
-
(14,668)
11,091
-
(11,091)||||| ||-|455,593
612,539
40,000
-||-||| Of the total expenditure, £281,369 was unrestricted (2021: £265,710) and £1,130,912 was restricted (2021: £842,422). 36 37 KCSC Annual Report 2021-22 KCSC Annual Report 2021-22 ## **Notes to the financial statements For the year ended 31 March 2022** ## **Notes to the financial statements For the year ended 31 March 2022** ## **6 Net income for the year** |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|**2022**
**£**
**4,488**
**4,000**
**-**
**42,504**|2021
£
4,942
3,860
4
16,192| |---|---|---| ## **7 Analysis of staff costs, trustee remuneration and expenses, and the cost of key management 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
Agency and temporary staff|**2022**
**£**
**440,233**
**40,831**
**21,141**
**1,396**|2021
£
454,038
34,979
21,698
1,218| |---|---|---| ||**503,601**
**-**|511,933
20,700| ||**503,601**|532,633| No employee earned greater than £60,000 during the year (2021: nil). The total employee benefits including employer NI and pension contributions of the key management personnel were £120,824 (2021: £118,554). The charity trustees were not paid or received any other benefits from employment with the charity in the year (2021: £nil). KCSC paid for a mobile phone and monthly rental for one trustee during the year totalling £106 (2021: 1 trustees £115). No charity trustee received payment for professional or other services supplied to the charity (2021: £nil). ## **8 Staff numbers** The average number of employees (head count based on number of staff employed) during the year was 13 (2021: 14). The average number of employees (full-time equivalent) during the year for each activity was as follows: ## **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** |**Tangible Fixed Assets**||| |---|---|---| |**Cost**
At 1 Apr 2021
Additions in year
At 31 Mar 2022
**Depreciation**
At 1 Apr 2021
Charge for the year
At 31 Mar 2022
**Net book value**
**At 31 Mar 2022**
At 31 Mar 2021
**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**| ||56,194
4,488|**56,194**
**4,488**| ||60,682|**60,682**| ||**-**|**-**| ||4,488|4,488| ||**2022**
**£**
**34,752**|2021
£
33,749| ||**34,752**|33,749| ||**33,749**
**1,003**|23,221
10,528| ||**34,752**|33,749| ||**100%**|100%| ## **11 Investments** |Sector support, representation and voice
Health and wellbeing
Governance and Support|**2022**
**No.**
**7.8**
**4.2**
**0.1**|2021
No.
8.2
4.1
0.1| |---|---|---| ||**12.1**|12.4| 38 39 KCSC Annual Report 2021-22 KCSC Annual Report 2021-22 ## **Notes to the financial statements For the year ended 31 March 2022** ## **12 Debtors** |Grant debtors
Trade debtors
Other debtors
Prepayments
**Creditors : amounts due within 1 year**
Tax and Social Security
Trade creditors
Connected company
Other creditors
Accruals
**Deferred income**
Balance at the beginning of the year
Amount released to income in the year
Amount deferred in the year
Balance at the end of the year|**2022**
**£**
**2,113**
**3,062**
**40**
**10,041**|2021
£
59,750
4,106
-
7,169| |---|---|---| ||**15,256**|71,025| ||**2022**
**£**
**13,031**
**128,736**
**11**
**18,349**
**7,302**|2021
£
13,200
53,600
13
23,019
4,632| ||**167,429**|94,464| ||**2022**
**£**
**-**
**-**
**-**|2021
£
166,667
(166,667)
-| ||**-**|-| ## **13 Creditors : amounts due within 1 year** ## **14 Analysis of net assets between funds** |**Analysis of net assets between funds**||||| |---|---|---|---|---| |Investments
Current assets
Liabilities
**Net assets at 31 March 2022**|**General**
**unrestricted**
£
34,752
180,963
(27,382)|**Designated**
£
-
72,000
-|**Restricted**
£
-
1,531,756
(140,047)|**Total funds**
**£**
**34,752**
**1,784,719**
**(167,429)**| ||**188,333**|**72,000**|**1,391,709**|**1,652,042**| ## **Notes to the financial statements For the year ended 31 March 2022** ## **15 Movements in funds** ||**At 1 Apr**||||**At 31 Mar**| |---|---|---|---|---|---| ||**2021**|**Income**|**Expenditure**|**Transfers**|**2022**| ||£|£|£|£|**£**| |**Restricted funds:**|||||| |Finance service (RBK&C)|-|25,000|(9,477)|-|**15,523**| |Voluntary sector transformation (WLCCG)|380,243|500,000|(94,742)|(80,000)|**705,501**| |K&C Together (CBT)|6,815|52,500|(56,234)|-|**3,081**| |Grenfell engagement|||||| |--Trust for London|-|35,000|(35,000)|-|**-**| |--Tudor Trust|11,072|23,747|(29,331)|-|**5,488**| |NK Capacity building (RBK&C)|4,336|-|(4,338)|2|**-**| |Community leadership programme (RBK&C)|-|15,756|(8,851)|-|**6,905**| |Winter hardship (RBK&C)|-|45,000|-|-|**45,000**| |Health engagement (WLCCG)|5,688|42,750|(48,579)|141|**-**| |Vaccine awareness (RBK&C)|-|67,088|(8,984)|-|**58,104**| |Self care North Ken (NWL CCG)|369,735|395,000|(384,455)|-|**380,280**| |Self care delivery (NWL CCG)|-|172,178|(176,580)|15,000|**10,598**| |Self care innovations (NWL CCG)|||||| |--Programme administration|4,557|-|(20,292)|20,000|**4,265**| |--Direct support to the sector|120,845|-|(100,145)|43,835|**64,535**| |Self care mental health (NWL CCG)|||||| |--Programme administration|25,102|-|(17,615)|-|**7,487**| |--Grants to organisations|194,118|-|(136,289)|-|**57,829**| |Hospital discharge (Central London|||||| |Community Healthcare NHS Trust)|-|27,113|-|-|**27,113**| |**Total restricted funds**|**1,122,511**|**1,401,132**|**(1,130,912)**|**(1,022)**|**1,391,709**| |**Unrestricted funds:**|||||| |_Designated funds:_|||||| |Project support|25,000|-|-|30,000|**55,000**| |Fundraising and strategy|-|-|-|17,000|**17,000**| |Technology support and development|8,340|-|(3,216)|(5,124)|**-**| |Anniversary fund|2,000|-|-|(2,000)|**-**| |Depreciation fund|4,488|-|(4,488)|-|**-**| |_Total designated funds_|39,828|-|(7,704)|39,876|**72,000**| |General funds|239,434|260,415|(273,665)|(38,854)|**187,330**| |Unrealised gains on investment assets|-|1,003|-|-|**1,003**| |**Total unrestricted funds**|**279,262**|**261,418**|**(281,369)**|**1,022**|**260,333**| |**Total funds**|**1,401,773**|**1,662,550**|**(1,412,281)**|**-**|**1,652,042**| ## **Transfers Between Funds** 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. 40 41 KCSC Annual Report 2021-22 KCSC Annual Report 2021-22 ## **Notes to the financial statements For the year ended 31 March 2022** ## **Purposes of restricted funds** Finance service (RBK&C) To support KCSC to provide capacity building finance services to VCOs delivering services primarily to residents of Kensington and Chelsea. 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 KCSC to support the inclusion of the voluntary sector into the borough’s developing integrated care arrangements, 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. Winter hardship (RBK&C) Funding has been awarded to support the system of food banks in the borough; its use is to be determined during 2022/23 as part of KCSC’s new Food Insecurity Programme. 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. North Kensington capacity building The funding was to enable the development and implementation (RBK&C) of 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). Community Leadership Programme Funding from RBKC for the Organisational Development team to (RBK&C) provide additional support to organisations wishing to apply for the council’s Grenfell Projects Fund, in the form of Skills Development Workshops, one-to-one bid writing support, and support with other elements of the application process. ## **Notes to the financial statements For the year ended 31 March 2022** ## **Purposes of restricted funds (continued)** North Kensington self care (NWL CCG) 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. Self care pilot service delivery (NWL CCG) KCSC manages the self care contract funded by NWL CCG (which has incorporated 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 NWL CCG 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 (NWL CCG) Provided by NWL CCG, 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. Self care mental health engagement (NWL The funding from WLCCG is provided to continue the expansion CCG) 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. Hospital discharge (Central London Funding to enable voluntary sector organisations to carry out Community Healthcare NHS Trust) pilot projects aimed at improving the process of patient discharge from hospitals and reducing readmittance rates. KCSC facilitates organisations working together and undertakes light-touch management of the process. ## **Purposes of designated funds** Project support Fundraising and strategy Funds have been set aside to provide additional aid to ensure capacity is fully met in delivering projects. Funds were used in the year under review to cover the costs of a Policy and Voice Officer and an Organisational Development Officer. The fund was topped back up and increased for use in the current financial year. Funds have been set aside to support KCSC's strategic and fundraising work as the organisation plans for the future and implements actions with the support of consultants. 42 43 KCSC Annual Report 2021-22 KCSC Annual Report 2021-22 ## **Notes to the financial statements For the year ended 31 March 2022** ## **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) on investments
Decrease in debtors
Increase/(decrease) in creditors
**Net cash provided by operating activities**
**Analysis of cash and cash equivalents**
Cash at bank and in hand
Cash in notice deposit accounts|**2022**
**£**
**250,269**
**4,488**
**(7,915)**
**(1,003)**
**55,770**
**72,965**|2021
£
384,640
4,942
(11,822)
(10,528)
66,299
(140,835)| ||**374,574**|292,696| ||**2022**
**£**
**456,096**
**1,313,367**|2021
**£**
400,664
986,310| ||**1,769,463**|1,386,974| ## **17 Analysis of cash and cash equivalents** ## **18 Operating lease commitments** Total future minimum lease payments under non-cancellable operating leases are as follows: |Less than 1 year
1 - 2 Years|**2022**
2021
**£**
£
**42,504**
16,192
**63,756**
-
**106,260**
16,192
**Property**|**2022**
2021
**£**
£
**42,504**
16,192
**63,756**
-
**106,260**
16,192
**Property**| |---|---|---| ||**106,260**|16,192| ## **19 Legal status of the charity** 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. ## **Notes to the financial statements For the year ended 31 March 2022** ## **21 Notes from 2021 accounts** ## **a Analysis of assets and liabilities by funds of previous reporting period** |Tangible fixed assets
Investments
Current assets
Liabilities
**Net assets at 31 March 2021**|**General**
**unrestricted**
£
-
33,749
233,619
(27,934)|**Designated**
£
4,488
-
35,340
-
**39,828**|**Restricted**
£
-
-
1,189,041
(66,530)
**1,122,511**|**Total funds**
**£**
**4,488**
**33,749**
**1,457,999**
**(94,464)**| |---|---|---|---|---| ||**239,434**|||**1,401,772**| ## **b Details of movement in funds during the previous reporting period** |**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**
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
-
**733,675**|**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)
**(842,422)**|**Transfers**
£
-
-
-
-
3,487
-
-
-
14,332
20,000
(29,165)
8,000
-
-
-
-
**16,654**|**At 31 Mar**
**2021**
**£**
**380,243**
**6,815**
**-**
**11,072**
**-**
**4,336**
**5,688**
**369,735**
**-**
**4,557**
**120,846**
**-**
**25,102**
**194,117**
**-**
**-**| |---|---|---|---|---|---| |||**1,214,604**|||**1,122,511**| ## **20 Related party transactions** There are no related party transactions to disclose for 2022 (2021: none). There are no donations from related parties which are outside the normal course of business and no restricted donations from related parties. 44 45 KCSC Annual Report 2021-22 ## **Notes to the financial statements For the year ended 31 March 2022** |**o the financial statements**
**year ended 31 March 2022**|||||| |---|---|---|---|---|---| |**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**|**At 1 Apr**
**2020**
£
25,000
14,000
593
7,000
9,430
56,023
227,435
-
**283,458**
**1,017,133**|**Income**
£
-
-
-
-
-|**Expenditure**
£
-
(5,660)
-
(400)
(4,942)
(11,002)
(254,708)
-
**(265,710)**|**Transfers**
£
-
-
(593)
(4,600)
-
(5,193)
(11,461)
-
**(16,654)**|**At 31 Mar**
**2021**
**£**
**25,000**
**8,340**
**-**
**2,000**
**4,488**| |||-
267,640
10,528|||**39,828**
**228,906**
**10,528**| |||**278,168**|||**279,262**| |||**1,492,772**|**(1,108,132)**|**-**|**1,401,773**| ## Thank you to our funders Kensington and Chelsea Social Council would like to thank all the funders that have supported us during the year. 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 Working to strengthen local voluntary and community organisations