2022-2023 Nishkam Civic Association Annual Report of the Trustees S Financial Statements REGISTERED CHARITY NUMBER: 1100307 CONTENTS Pages Patron'5 Statement Report of the Trustees 4t023 Report of the Independent Auditors 24to27 Statement of Financial Activitie5 28 Balance Sheet 29 Cash flow Statement 30 Notes to the Financial Statements 31to42 Detailed Statement of Financial Activities 43to44 ## **Patron’s Statement 2022-2023 Professor Bhai Sahib Mohinder Singh Ahluwalia OBE KSG** As Patron, I am filled with immense gratitude for the unwavering support of our charity's mission by many funders, the board of trustees, the dedicated team of staff, many volunteers and all the users of NCA’s services. The Annual Report for 2022/23 is a testament to the collective efforts that have brought us closer to achieving our goals and making a meaningful impact on the lives of those we serve. In the face of unprecedented challenges posed by the global post-pandemic, the war in Ukraine and the cost-of-living crisis, the NCA has demonstrated resilience, adaptability, and a steadfast commitment to our beneficiaries. Together, we navigated uncharted waters, finding innovative ways to deliver vital services and support to the communities that rely on us the most. Our achievements over the past year reflect the dedication and collaboration of our incredible team, volunteers, partners, and donors. From providing essential resources to the most vulnerable, to fostering educational opportunities, empowering marginalised groups, and championing sustainable initiatives, our shared efforts have brought about positive change in countless lives. However, our work is far from over. As we look ahead, we recognise that there is still much to be done. The challenges facing our communities remain complex and evolving. Yet, I am confident that with your continued support, we will rise to the occasion, adapt to new circumstances, and drive lasting change that reaches even further. – NCA has continued to remain grounded and focused on its founding mission Civic Responsibility and Civic Engagement. This annual report attempts to share some of the challenges that post-Covid pandemic impacted on whole of humanity and successes and the associated impact that the work of NCA made to the lives of all communities locally, regionally, nationally and internationally. The Government is progressively recognising the importance that civil society, the voluntary sector and religious faith groups plays in the empowerment, regeneration and development of our communities. Faith groups are now required to play an integral part in the Government’s post-Brexit agenda for promoting community and economic wellbeing, social justice and community cohesion. I encourage you to delve into this Annual Report to gain insights into the impact we have collectively achieved, the stories that inspire us, and the vision that propels us forward. Let us celebrate the milestones, acknowledge the challenges, and reaffirm our commitment to our mission. Thank you for standing by us during these extraordinary times. Your generosity, dedication, and belief in our cause fuel our determination to create a better, more inclusive world. Together, we are making a difference, one life at a time. ## **Professor Bhai Sahib Mohinder Singh Ahluwalia OBE KSG** 3 **Chairmans Message Professor Upkar Singh Pardesi OBE** I am delighted to welcome you to the NCA’s annual report 2022/23. As the Chairman and Trustees of NCA, our role is to provide strategic direction, good governance and to oversee the processes and scrutinise the numbers. We do this to ensure we are providing the best help we can, to the people who need it the ies fe j --4 most. We work closely with our executive team to aid the fundraising and income jf generation activities. With the Covid-19 global post-pandemic changing what will be “normal” in the future, we must plan to sustain and grow the NCA to meet the new challenges facing all our communities here in the UK and in developing countries. Over the next five years, there will also continue to be much uncertainty of economic growth and the implications of post-Brexit government policies. Whilst there was hope that the long period of austerity would be over by the end of 2022, the rising cost of living, the evidence of economic decline and the repayment of the huge national debt arising from the Covid-19 crisis means that further and deeper cuts in funding of community services will become the new normal. We know from first-hand experience of working with communities that disadvantage and lack of targeted opportunities continue unabated. We have completely and radically restructured the use of buildings and how we cater for our community needs while protecting them and our staff from the spread of new variants of Covid infections. We have done more with less via active volunteering and deploy our energy and creativity to developing new income streams to meet the needs of all communities. The Nishkam Civic Association is at the forefront of advancing community and economic wellbeing, promoting interfaith and intra-faith dialogue and championing social justice and inclusion. As we come to the end of this reporting period, we see a further period of continued uncertainty and challenge on the horizon. We have seen the devastation globally that the war in Ukraine has caused. As a Board, we are confident our team to remain agile and flexible to adapt and navigate any pending crises. Our experience of working with communities that suffer from disadvantage and lack of targeted opportunities tell us that there will not be any quick fixes. The social inequality and injustice, we fear, will be further exasperated by the economic downturn, rising energy prices, rising inflation and increasing interest rates over the next few years. Charities have always been on the forefront of providing essential, life changing functions, however, with the ever-dwindling resources, the ever-increasing need is placing huge demands on already stretched resources and capacities. During the year, many constructive strategic networks and partnership were developed at local and national levels which have enabled the NCA to go from strength to strength. The NCA has made an impressive impact throughout the years. I look forward to seeing the impact of its strategic plan 2023/26 and the many new initiatives and partnerships. I wish the executive and operational teams and the many volunteers good wishes and the success for the future. 4 **Chairmans Message (continued) Professor Upkar Singh Pardesi OBE** The NCA’s work, ultimately, aims at protecting the most vulnerable and to providing personal development opportunities to the hard-to-reach communities who tend to get left behind in many levelling up investments. But we are a small organisation, with ambitious aspirations. We must work in such a way that our impact is greater than the sum of our individual functions, inspiring the confidence of the funders, partners and benefactors. We have a limited, but very important role in helping local communities' weather this storm: we must help trustees understand and meet their duty of prudence, running NCA as efficiently and effectively as possible during straitened times. The income for the year was £697,479 against outgoings of £791,774, however the costs less depreciation (largely buildings) were £734,864, therefore reporting a small pre-depreciation loss. This has mainly due to the investment that we have made in the development of a new team of staff with expertise to deliver NCA’s Apprenticeships programme. This was the beginning of the investment we know that we must continue to make as the contract with the government’s Education and Skills Funding Agency (ESFA) represents a great opportunity for NCA to develop a significant and continuous income stream. This strategy for financial sustainability cannot be delivered with the investment necessary in both new human resources, systems and processes. We are proud that the NCA continues to fulfil its overall aim of improving the civic strength and wellbeing of the community by engaging, educating, empowering, enabling and uplifting. The NCA is recognised and seen by many as a real anchor organisation, trusted partner and regarded as an exemplar of what community and civic engagement should look like. The Board of Trustees wishes to acknowledge and applaud the work and dedication of the staff in managing the services provided, and also all the volunteers, without whom much of this great work would be impossible to achieve. The Trustees are also grateful to all the organisations which have supported the NCA with financial or voluntary support; with their help and with good management we have continued to deliver our core deliverables, and so we offer sincere thanks to all our staff, volunteers, supporters and friends. Finally, we must emphasise and credit the support and funding from the Guru Nanak Nishkam Sewak Jatha (GNNSJ), without it providing financial resources to fund critical services to be provided to communities in most need, many projects would not come to fruition. The Management Team and members of the Board are grateful for the commitment, dedication and resilience staff and volunteers exhibited during a productive but challenging year. As always, the volunteering (Nishkam Sewa) aspect of NCA’s work is crucial to its very existence. We thank all who have helped deliver another year of selfless service to many communities that most needed assistance during a very challenging period in human history. ## **Professor Upkar Singh Pardesi OBE** 5 The Trustee5 Report The Trustees present their report with the ffirbancial statements of the charity for the year ended 31 March 2023. The Trustees have adopted the provisions of Accounting and Reporting by charities.. Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reportirhg Standard applicable in the UK and Republic of Ireland IFRS 1021 leffective I january 20191. charivs funds are intended to be spent in the short term, under the overarching policy of "service delayed is Service denied-. Consequently, there are no funds for long term investment. although the Charity owns the premises from which the Charity operates and provides services from. The costs defrayed by the Charity in the year in delivering the charitable activities and support cost5 were £791,774 leaving a deficit of £94,295. Total reserves are £3,447,414 which the Trustees consider adequate to support the Char- itvs objectives. REFERENCE ANDADMINISTRATrVE DETAILS Registered company number 04378505 IEngland and Wales) Golng contem The accounts have been prepared on the basis of being a going concern. The Tru5tee5 confirm that they have taken into account all available information about the future for at least 12 months from the date of the accounts were 3pproved and conclude that there is no uncertainty relating to going concern. Re8iStered charity number 1100307 Principal Address 6 Soho Road, Birmingham, West Midlands, 82198H Tru5tee5 Professor Upkar Sin8h Pardesi, Chairman Mr Parminder Singh Jhutti Mr Jarnail Singh 8hinder Mrs Pamjit Kaur Bahia Mr Sandeep Singh Virdee Mr Gurinder Singh Mandla Or Gopinder Kaur Sagoo Mr Shaminder Singh Rai Miss Hernam Kaur Najran Mrs Hermlnder Kaur Channa Mrs Harr-loth Kaur Padam Pay pollry for senlor staff The pay of staff is reviewed annually by the Management Team and increased as and where appropriate. The senior management pay is reviewed by the Board of Trustees. All directors give their time freely and no director received remuner3tion in the year. Recruitment Commlttee The directors of the Company are also Charlty Trustees for the purposes of charity law and under the Companws Articles are known as members of the Management Committee. Under the requirement5 of the Memorandum and Articles of Association the minimum and maximum members of the Management Committee shall be determined by the Company in the Annual General Meeting, but until so fixed there shall be no maximum number and the minimum number of member5 of the council shall be three. All members of the Management Committee give their time voluntarily and received no benefits from the Charity. and appolntment of Management Audltors Prime Accountants Charter House 161 Newhall Street 8irmingham West Midland5 83 ISW STRucfuRE. GOVERNANCE AND MANAGEMENT Reserves pollcy The present level of funding is adequate for the future activities of the Charity and is assessed by the trustees on a regular basis. To avoid the necessity of reali5in8 fixed assets held for the charitvs use, the trustees endeavour to retain net current assets equating to approximately 3-6 months unavoidable running costs. The trustees monitor the cash flows on a regular basis and are Satisfied that sufficient resourtes are held. Risk management The Trustees actively review the major risk5 which the Charity faces on a regular ba515 and believe that maintaining reserves at current levels. combined with an annual review of the controls over key financial systems, will provide sufficient resources in the event of adverse conditions. The Trustees have also examined other operatiorbal and business risks faced by the charity and confirm that they have estsbli5hed system5 to mitigate the significant risks. Principal fundin8 sources The Charity's funding comes from various sources. in the form of grants from public bodies funding specific community initiatives. revenues from the use of the Charity's facilities and donations from the public and other connected Charitls. Go¥ern5ng document The charity is controlled by its governing document. a deed of trust, and constitutes 3 limited company, limited by guarantee, as defined by the Companie5 Act 2006. Fundraising No fundraising events or activities took place in the year. Related parties The Charity sets out its related party transactions in the notes to the financial statements. Investment pollry and oblectlves Apart from retaining a prudent amount in reserves, all the Global and Local issues Our Work and the United Nation5 Sustainable Development Goals(SDG'sl We are all interconnected and interdependent with a shared responsibility for the welfare and wellbeing of all and the planet. At a macro level the SDG'S challenge the numerous inequalities that exist which must be eradicated if we are to live in peace. The NCA is making its effort to raise awareness of the SDG'S, connect strategy and service provision to contribute towards SDG'S outcomes with projects and initiatives locally and internationally. Covid-19 exposed the existing inequalities and continues to bring into greater focus the impact on marginalised ethnicities. Covid shone a spotlight on the role of Faith communities and their strength to engage and Serve often under difficult conditions. There has been recognition of what Faith communities have to offer, however there remains a reluctance for statutory agencies to connert and work with Faith communitles In an equitable and sustainable way. The NCA remains focussed on addressing systemic inequalities locally in Handsworth against a backdrop of inflation, rising mortgage rates and record energy costs. We have worked closely with funders and partners to ensure resources have been focussed on providing services which form a vital safety net for local people. Our strategy recognises the immense impact on all people and more so on those identified as marginalised ethnicities and therefore we ensure our services remain accessible, relevant and culturally appropriate. Key Challenges The role of Faith as an equal partner at a strategic and operational level Lack of long-term strategies to address systemic inequalities by National and Local Government and statutory agencies Many mainstream statutory services do not meet the cultural needs of Handsworthl Birmingham'5 diverse population Breakdown of trust between community and statutory agencies Lack of sustainable long-term Erant / government funding to support structures such as NCA to address inequalities What type of society do we wish to create? NCA aspires to create a values led. sustainable, stron8 and self-reliant society empowered to fulfil their civic responsibility to support the development of safe, peaceful. equitable, environmentally friendly neighbourhoods that meet the needs of Birmingham's diverse communities. It appears to be becoming more acceptable for the need and over reliance on food banks, warm hubs, poor housing, deprivation, competition for limited resources leading to disharmony and ultimatelv creating an unsustainable over dependency on others and greater reliance on welfare benefits and charities to meet basic essential living needs. Civic Engagement and Strategic Partnerships The Nishkam Civic Engagement approach has continued to go from strength to strength as we continue with building and empowering relationships that encourage collaboration. participation, a sense of ownership and responsibility, clarifying rights and accountabilities. addressing social justice in an equitable, collegial, and systematic way. Through our civic engagement approach. we have continued to encouraEe citizens, strategic partners and faith. public and private institutions to take an active role in the life and development of their communities. Nishkam Civic Association is passionate and determined to promote participation in civic engagement as it is the foundation of a democratic society and lies at the heart of the 'nishkam ethos,. We can only build stronger families, communities and society if we are building on a solid fourbdation of valves and virtues. We want strong, but humble, compassionate and brave, individuals taking the hard decisions to ensure truth will always prevail. Creating independent, self-sustaining, self-reliant groups, networks, partnerships and institutions that appreciate the interdependent nature of existence is a key driver for the engagement strategy. The aspects of community and civic development that we have continued to engage in include: Helping people find common causes on issues that affett them and their institutions. Helping people work together on such issues under their own control within established and new structures. Building the on the strength and independence of ¢ommunity groups, organisations and networks whilst appreciating and promoting interdependence. Building equity, inclusiveness, participation and cohesion amongst people, groups and organisations through a values and virtues-based approach. Empowering people and their organisations where appropriate to influence and help transform public policies, services and other factors affecting their lives. Some of the landmark activities in local engagement have included: The community Archway Prolert to commemorate the life of HM The Queen and the Industrial Revolution. Looking at Nishkam Infrastructure portfolio to ensure current and future viability and sustainability. This included the Tenby Site, the derelict buildings surrounding the existing estate, and also supporting colleagues with planning need5. We have seen numerous high profile campus visits and engagement opportunities.. Oasis Leadership Team to look at opportunities for collaboration and sharing best practice in education, the teaching of values and virtues and youth services provision. Royal British Legion team to see how we can commemorate and celebrate the contribution of South Asian and minority groups. contribution to WWI and WWII. Privileged to contribute to the Coronation planning for Birmingham activities and to support colleagues to ensure engagement and involvement of all. The Nishkam Health Trust commemorated its 10th Anniversary. and the team were pleased to support the major celebration of a sister organisation. Civic Engagement (continued) The work with the exciting project on the Museum of World, Religions continues to gain traction as conversations with strategic partners continue. The Faith Covenant is a leading light of how public agencies can work with faith communities and we are proud that local via Birmingham City Council and nationally via our involvement in the Faith Action Advisory Board, the Nishkam team are active participants in shaping direction of travel and future plans. Birmingham is being held up as trailblazing in how we manage our relationships across faith and with public I statutory partners- much of this is to do with the time. energy and resource our Patron. Bhai Sahib Mohinder Singh OBE KSG has invested in this City. The model of engaging is not just locally focused or Birmingham centric. The team had the opportunity to attend and facilitate the Water for all Conference in Amritsar. India. The enabled the discussion around climate change. civic responsibilities, stakeholder management and 'empowering people to make change happen, come together to drive the ethos on an international platform in tollaboration with other strategit partners primarily the Guru Nanak Nishkam Sewak Jatha and Living Peace Projects. The Peace Charter for Forgiveness and Reconciliation continues on the trajectory to raise awareness and sensiti2e people and institutions to its core principles, application, uses and need for peace locally, nationally and internationally. The Nishkam Team were privileged to plan, shape, host events with local and international partners. This included a launch event in A¢¢ra, Ghana and one in the House of Loids. UK. The Nishkam Team are further enacting change by their participation and involvement with strategic frameworks and partners. Through leadership, support and vision of the Patron, the Nishkam Civic Association team has continued to play an active role locally, national and internationally. This was done by active hands-on participation in several Boards, Steering groups and advisory Bodies, including.. Chairmanship of the Birmingham Faith Leaders Group Chairmanship of the National Spirituality & Mental Health Forum Chairmanship of the West Midlands Combined Authority- Faith Steering Group Chairmanship of the West Midlands Combined Authority- Health Roundtable Core Group Chairmanship of the Council of Sikh Gurudwaras in Birmingham Vice Chairmanship of the Birmingham Voluntary Sector Council Membership of Council of Governors. University Hospital Birmingham Trust Co-chairmanship of the Chair Handsworth Neighbourhood Forum Non-Executive Director of Acorns Children's Hospice 10. Advisory Board, Faith Action 11. Vice Coordinator of B'ham Council of Faiths Promoting Health and Wellbeing 12. Membership of the Birmingham Cit12ens Leadership Group Interfaith & Intrafaith The work we do revolving around Faith can be split into two main categories, Interfaith and Intrafaith. Interfaith refers to the work we do with other faith group5 to promote cohesion between faiths and enable dialogue. Intrafaith refers to the work we do within the Sikh faith in discussing the internal and external challenges that members of the faith experience and how we can help address those challenges. Interfaith Intrafaith To us interfoith work describes octivities thot enhrjnce diologue ond cooperotion between different religions we wont to connect with global. nationol, regional ond locol interfoith organisations to promote the universol volues 0 compassion, forgiveness. reconciliotion andpeace. Just os interfoith diulogue 15 essential to res1St forces of division thot spreod misunderstonding & mistrust in o sincere effort to promote hormonious. cooperotive, constructive ond positive interaction between oll. The same is essentiallor oll organisations, groups & individuals within allfaith5. To achieve this goal, we are facilitating and supporting the development of the Museum of World Religions in Birmingham to act as a space where people can further their understanding of different religion5 and have open dialogue between each other, in the meantime while the museum is being built, we want to transform the spaces available within the NCA to act as a temporary centre. We hope to host events that will facilitate harmonious relations between faiths and help enlighten each other to different issues that are prevalent in the community and how bv working together Faith has many solutions to age old problems. Furthermore, we will continue to champion the contribution and expansion of selfless service in the promotion of interfaith collaboration while also proactively creating opportunities for engagement, dialogue and initiatives to work for the common good. Our Intra-faith focuses internally within the Sikh faith, ensuring the different Sikh Gurudwara's, Subgroups and organisations are working together in harmony to face the many internal and external challenges. These challenges are addressed at a local, regional, national and global level. As with many other faiths the challenges for this century are social, political, and most importantly how we continue to engage and capacity build our youth into role models with values of the highest order. We work c105ely with many local Sikh Organisations to address key issues within the Sikh faith, and importantly influence and bring about change in policies which disadvantage or restrict people from practicing their Sikh Dhorom . iji MUSEUM OF WORLD RELIGIONS Peace Charter for Fotilveucm atsd Re¢oA¢iIIAtlo ciiJ I.ZAJLIAME Religions for Peace Sr Ethelbur8a's IIiIII)LIL&II F.4rtH IEADEKS. GROLIP . ,NSMHF 10 ¥1 a 10 Interfaith Activities Footsteps- Environmental Funding Workshop for Places of Worship hosted and facilitated bv Nishkam Centre with site visits Religlous Action in Europe- ECRL 8irmingham Declaration, hosted and facilitated at Nishkam Centre, June 2022 Interfaith Week- Workshop to explore. If there be sustainable peace without God? Queens Baton Relay- Community Cohesion through Interfaith, a shared peace prayer was recited for the people of Birmingham and the success of the Commonwealth Games Strengthening Families & Welfare Services Our strengthening families and welfare services provide support to families and improve the overall well-being of people within the community- Ouravenues of support range from debt and benefits to household support with the overall aim of helping to resolve issues and work towards building stronger, more resilient families. The Communlty Safety Net {CSN) We have been delivering IAG services since 2012 and have become a trusted place for the local community to receive support, in a culturally appropriate manner. Through information. advice. advocacy and guidance providing hands-on service to members of diverse communities in Handsworth and residents within 1.5 miles of NCA IB2198HI. The CSN project commenced in December 2021 after securing 3 years of fundin8 from the National Lottery Community Fund to address inequalities, reduce barriers, empower and increase self-sufficiency of our clients, to strengthen families and improve overall wellbeing. Some Key Achlevements Assisted 1500+ people through the CSN project with financial outcomes over £1.032,189.51. 108 Windrush claims completed 858 Household Support Fund applications completed distributing £171,780 98% of clients recommend this service 100% of tlients agree this is a vital service The Impart of our work Increased household income to cover essential living tosts. Soft outcomes achieved of improved confidence, knowledge and skills, self-sufficiency improved, overall well-being improved. Obtained grant funds for vulnerable familie5 to cover essential living items. •Relocation of families living in poor conditions Imould, overcrowded. sofa surfing, homeless) Reduced unmanageable debt. 2022-23 was a challenglng year due to the emerging issues of energy crisis and cost of living which pushed many families into poverty and reliant upon welfare benefits so adapted our services and delivered the following services meeting the challenge head on. Challen8es for 23-24 Capacity to meet demand due to rising household costs and fuel energy causing significant day to dav needs. Difficulty accessing relevant BCC housing team to di5PUte the quality of living situations and resolutions. • Hlgh demand of the service causing a delay in timely appointments. Clients showing greater emotionallmental stress due to circumstances and the need to balance staff welfare Difficulty recruiting experienced caseworkers Newfor 22-23 Through Prlmary Care Networks IPCNI a project was set up for inward referrals from GP surgeries. Wlndrush Compensatlon Scheme- expertise to complete applications and provide additional extra 5UPPOrt due to trauma & emotional impact. Household support Fund IHSFI applications made. Erant funding to support low-income households with the cost of food, utilities and related costs Partnered with Family Action. Monthly workshops- empower clients by improving their knowledge and skills according to client needs, workshops delivered include Housing, Energy crisis and State Pension. Cllent Quote he Advice team have really lifted my stress. my water arrears have been waived and my PIP DL has been awarded on enhanced rate for 5 years I will be financial enough to help with my needs. God bless my caseworke Our Funders Nationwide Foundation modality 10 ((( 12 SOCIAL POLICY WORK As part of our strategic work to influence social policy reform and change which is designed to give our clients a collective voice and platform to share the impart of many legislative reforms, especially with social welfare reforms which affert the most disadvantaged and vulnerable in society. We work with key stakeholders such as . l- Advice UK and are part of the Influencing Reference Group, advocating for sustainable advice services. 2- Access to Justlce to improve understanding and awareness of the role of the law as a tool for social justice. 3 - Members of Centre on Household Assets and Savings Management {CHASMI of University of Birmingham. researching finantial insecurity and promoting policies to foster financial wellbeing. 4-_Flnancial Incluslon Partnershlp IBirmingham City Council) 5--National Academy for Social prescribing INASPI We regularly prepare and submit submissions to Government committees on Personal Independence Payment and the effect of the mandatory reconsideration process. Signed petitions where benefit law is changing and share client experiences and provide regular feedback to local authorities. We do this to influence social poliry change to achieve sustainable changes supporting equality, justice, community cohesion to support the levelling up agenda. Key focus.. working with partners to influence the Ministry of Justice to fund advice services. Member of THF. ALLESS TO Ju&ficE FOLNDrlTION advice UK The voice of independent advice P¥twhip LNIYF'IL%I'IY BIRMINGH.4I1 National Academy for Social Prescribing ]￿l 10 17 FfAMUAS 13 SOUTH ASIAN FAMILY SUPPORT HUB The Family Support Hub Project focuses on the local South Asian Communities. Covid-19 has had a catastrophic effect on all communities in particular people from marginalised ethnicities. The project delivers a culturally appropriate person-centred service for South Asian families designed to overcome barriers to build strong and more resilient families. Working closely with parents. carers. children, young people and adults with single, moderate or multiple complex issues, through individual and family interventions to support and strengthen families by implementing positive coping mechanisms around structurelroutine leadin8 to progress, compassion and unity New for 22-23 We are local Reducing Parental Conflict champions by working closely with Birmingham Childrens Trust. This work entails working Wlth parents individually over the first two sessions and then jointly in the third session. The aim of this work is for parents to realise the impact their daily behaviour with each other is having on the children emotionally, the parents are then given an opportunity to change the way they behave to eliminate/reduce the negative emotional impact on the children. We advocate, mediate and help familie5 to communicate with agencies such as Schools, Adult Social Services, Birmingham Childrens Trust, Housing, Voluntary organisations, Occupational therapy and Specialist Support Services IDomestic Abuse / Addiction) and provide support in accessing the correct services to meet their needs. The Impart of ourwork Supported 136 families achieving the following.. Improved Confidence Wellbeing improved Self-sufficiency improved Family routine improved Family environment improved Improved Family dynamics Improved school attendance, punctuality and attainment Reduced parental conflict and escalation of issues We alm to: Build positive family relationships Early intervention 5UPPQrt to avoid escalation Improve educational attainment, attendance and punctuality Reduce deprivation and poverty Improve emotional and mental wellbeing Signposting for specialist support services for e.g., domestic abuse / groomin substance abuse Reduce the risk of anti-sociallcriminal behaviour Ensure safeguarding and provide acces5 to safeguarding and child protection services Act as agents for change to improve familv dynamics Reducing Parental Conflirt working closely with Birmingham Childrens Trust Challenge$ 23-24 Improve and enhance partnership with other organisations with expertise in Domestic Abuse due to the increase Improve service integration with other Nishkam and external partners Celebrate National Childrens and family days Increase capacity to meet demand Creation of values led parenting and relationship workshops Client Quote '1 was very happy with the service and wish that we could have used this service at the start of the court proceedings rather than after years of damage. I really hope that this service can continue and help to prevent other families. and especially children, from going through what we have gone through. Our Funders Tudortrust 10 17 14 NISHKAM INTEGRATED CARE CONNECTIVITY ENGAGEMENT The NCA and Nishkam Healthcare Trust INHTI have worked very closely to create a model of integrated health and social care. The core focus of each entity creates a perfect model along with other Nishkam Entities and partners. The model has been aligned to the Integrated Care System "IICSSI are partnerships of organisations that come together to plan and deliver joined up health and care services, and to improve the lives of people who live and work in their area. Handsworth has suffered from Systemic Socio-Economic Inequalities, which impact health and wellbeing. The model below demonstrates how NCA emphases on the wider social determinants of wellbeing and NHT from a health perspective. The model focusses on a person-centred approach removing obstacles to accessing support different support services in a quick and integrated way, ensuring the person receives holistic support at the earliest point. Our approach is early help to reduce escalation and point of impact on the persons physical, social and emotional wellbeing. At a point of budgetary constraints this model of focussing on relatively Iow-c05t options of funding on preventative and early help strategies and reducing human suffering is our preferred Strategy and approach. OUR PARTNERS OUR PARTNERS Birmingham City Council- Adult Social Care Services Birmingham Children's Trust Diabete5 UK Sandwell College DWP WMCA Birmingham Adult Education Services Department for Education Apprenticeships provision Faith Action West Midlands Violence Reduction Unit- Faith & Communities Spurgeon's Family Action Perry Barr NNS Flourish Perry 8arr Early Help Locality We are Digital Good Things Foundation West Midlands Faith Forum Birmingham Faith Leaders Group Birmingham Hospice Iformerly St Marys Hospice) NHS ICB SWBH Chi ]￿l 10 17 FfAMUAS 15 NISHKAM AASRA (Hope) WELLBEING RETREAT Post COVID-19 has deepened the importance of services that offer social interaction, tackle existing health conditions and improve spiritual. mental. emotional and physical health. After the initial funding finished, we decided to continue to provide this service as this was essential to meet the needs of the community through a volunteer led approach focusing on meeting the needs of long serving sewadar's Ivolunteersl of Guru Nanak Nishkam Sewak jatha IGNNSII Volunteers spearheaded the redevelopment of the Wellbeing Centre into a wonderful multi purpose studio to provide Eroup activities. Sessions engage individuals in a range of workshops and discussions with an overarching goal to reduce social isolation. to meet cultural needs and create a positive impact on emotional wellbeing. Activities and workshops include- Spiritual support Classical Music Physical and Art Therapy Yoga Access to Hot Meals 36 regular attendees 1500 Interventions During these programmes, those who required further support were linked to the appropriate services. The model of the Nishkam Aasra Hub has proven to be highly successful and therefore redesigned and positioned our Nishkam Wellbeing Centre around the Aasra Hub model. Goals for 23-24 Complete phase 2 and 3 of redevelopment of wellbeing centre Increase no of workshops for female sewadarfs Engage and recruit more Male sewadar's on to weekly workshops Expand range of therapeutic equipment Commence"Start of Life Care Projett" in partnership with NHT/NHS Progress End of Life Care project in partnerships with Birmingham Hospice 10 17 16 Conference and Events Our Conference and Events setvices has seen a steady but important return since covid 19. Our conferente and events team are at the centre of all activities delivered at the centre to ensure everything is well facilitated and everyone has an excellent experience. In line with our approach towards integrated se￿ICe$, many partners are now delivering services from the Nishkam Centre creating an outreach community hub. Breat example of this is Birmingham Adult Social Care Services. We have focussed on using our facilities to create a neighbourhood (Place based) Hub for community setvices. Our existing partnership have served us well in hosting their event5 in a community setting but in a professional setting. We treat all our venue bookings as an opportunity to form partnerships which leads to quality engagement, retention and growth. In recognition of the changing approaches to working from home or hybrid working, many organisation have closed their main offices and require spaces for their staff to hold meetings or to work from. Seeing this as an opportunity We have adapted some rooms to create flexible working spaces, such as co working offices or hot desking creating a flexible offering. The centre is strategically located opposite Handsworth Job Centre. offering training providers with an ideal location to deliver their seNices such as Sandwell College, Skills max, Birmingham Adult Education Sernices to mention a few. The highlight of our events calendar was the Queens Baton relay for the Commonwealth games hosted in Birmingham, which bought together all Nishkam organisations along with numerous community organisations and stakeholder5. £36,000 Sales income 100% reinvested into support services c£40,000 pro bono support services BIRMINGHAM 2022 10 17 Education, Training & Apprenticeships NCA has continued to deliver life skills in partnership with partners such as Sandwell College, Birmingham Adult Education Services and Skills Max. Our volunteer led Enrichment classes cover subjects such as Textiles and Punjabi languages. The classes act as a point of learning and social and cultural connection for most learners. This has allowed greater focus on our embryonic flag ship Apprenticeship provision. Following OFSTED first early monitoring visit in June 2022 we recognised some strengths and areas for development. The leadership team embarked on a restructure with recognition of the need for resourcing and expertise required to ensure good quality delivery of apprenticeships. The NCA board strengthened the governance group INETACI. Following an internal review by Governors and Senior managers, Nishkam apprenticeship began a process of restructuring, commencing October 2022 this was partially completed with the recruitment of Quality and Curriculum Manager in Feb 23 the restructure was delayed due to difficulties with recruitment. 90% Underrepresented groups 11 Apprentlceshlp Standards 56 Apprentlceshlps APPRENTICESHIP 10 17 18 Delivered 4 workshops 3D printing Cyber security NFT Gaming 217 Attendees 15 Employers 18 New partners Handsworth Innovation Hub Handsworth Innovation Hub was established by The Nishkam Civic Association in collaboration with Taran3D to help support marginalised communities access tech & Innovation. uur 'Innovate Yourself, series of events helps to bridge the digital divide, giving people the opportunity to access education, training and career opportunities in a welcoming and inspiring environment. Handsworth Innovation Hub operates at a grass-roots level to connect and engage with people through technology and innovation. This is achieved with the support of Birmingham's leading XR company Taran3D and the renowned Nishkam Civic Association, which itself has over 20 years of deep-rooted history in the locaL community. Volunteer Management & Development Volunteers and staff contributed over 10,000 hours values at a conservatively at £135,000 Our volunteers remain at the forefront of advancing community and economic wellbeing, promoting interfaith, intercultural, inter-£ommunity dialogue and championing social justice and inclusion. They support NCA to be agile and adaptable, this strength in depth was proven during covid but as we adapted and repositioned NCA for a post covid world. The number of volunteers supporting delivery of seNices has dropped since Covid 19 but we have received greater support from younger professionals who are able to share their professional expertise on a voluntary basis and support new initiatives suth as the H3ndsworth Innovation Hub. As an Investors in Volunteering IliVI accredited organisation we continue to invest in our volunteers and benefit from the many positive outcomes from working together, repositioning the organisation. We are preparing for liv re-assessment in 2023 As the backbone of the organisation volunteers are seen as one of the most essential, unique and invaluable components of the Nishkam service offering. We become more and more reliant upon our volunteers to develop and provide a cutting edge which has proved extremely powerful to ensure we remain relevant and agile to meet all challenges. 10 16 IASTRDIG 17 20 DIGITAL TRANSFORMATION Covid provided a reason to review and assess how we use technology differently, but without losing the personalised way of working and supporting clients. With the support of expert volunteers. we set a course to embed Zoho as the solution of choice which would act as a CRM, and to improve workstreams and workflow with the aim to reduce administrative task by 40%. This required a significant change to our work culture, adapting and embracing a new way of working. The NCA staff were involved at each stage of development, testing and training to ensure the System was fit for purpose and maintained a person- centred approach. The following has been achieved through 22-23 Complete ticketing system by which each query/resolution is tracked All contact data is centralised on single data base- Zoho CRM Developed Zoho based IAG data base to enable complete recording of casework and outcomes A survey system set up for services: SAFSH/CSN/ARRS Creation of a Separate Volunteering Module with automation Start of life Care project Referral System with automation Apprentice5' System on Zoho- Streamlined Invoicing and cash handling via Zoho books Sales Pipeline to manage inbound enquiries for sales focused activities Social Media Integration All Website Leads to Zoho System using Zoho Forms with Automation Recruitment System with ATS for Nishkam on Zoho Recruit Work drive setup for Large Files Analytics Dashboards for the org progre55 The impact of ourworkP Reduced administration time by 40% NCA is a paperless organisation achieving and meeting environmental goals whilst achieving cost savings in paperlink of £4k pa All the information about NCA customers are in one database Segmentation of all Customers and queries are at I system Analytical view of all the reports and work allocation Improved Productivity by tools and tech End to End Flight Poth for Apprenticeship Standardising of Invoicing System for all departments Better Customer Experience through automation for Events and Query Management Encouraged Digital Culture throughout the organisation Increase agility and continuous improvement. Building a Client Directory What's next for 23-247 Working closely with our developer and expert volunteers we have taken the decision to pause, reflect on our journey and agree the stages of development. These will consider how we best utilise the data to approach people to raise awareness of our services and actively engage in a process of co-design and development. i*a JiEll4 10 17 21 Our Funder5 We believe in working in partnership with our funders and take this opportunity to share our gratitude for their vital investment and support. Our funders are crucial to our ability to respond to issues and provide relevant support service to vulnerable communities. Education & Skills Funding Agency Tudortrust William A Cadbury Charrrable Trust COMMUNITY FUND Th• EVESON wearedigital Good Things FcMJndation Faith Action l•modality 22 NISHKAM CIMC ASSOCIATION REPORT OF THE TRUSTEES FOR THEYEAR ENDED 31 MARCH 2023 STATEMENT OF TRUSTEES. RESPONSIBILITIES The trust88s (who are also the directors of Nishkam Civi¢ Association ftsr the purposes of Company lawl are responsible for preparing ihe Report of Ihe Trustees and the fin8nci81518tements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdotn Generally Accepted Accounting Practi￿) induding Financial Reporting Standard 102 'The Financial Reporiing Standard applicable in the UK and Republic of Ireland.. Cornpany law requires the tru51ee5 to prepare financial 5tateTnent5 for each financial ypar which give a Irue and f8ir view of the state of affairs of the ¢haritsble company and of the incoming reSoUr￿S and applic8tion of resource5. Including the income and expendrture, of the charitsble cotnpany for that period. In preparing those financial stslements, the trustees are required lo select suitable a¢¢ounting poli¢ies and then apply Ihem ¢onsislenUy', observe the method5 and pnnciples in the Charity SORP., make judgements and Èstimates that are reasonable and prudent., state whether applicable accounting standards have been followed, subject to any material departu￿$ disclosed and explained in the finan¢i31 staiements., prepare the financial statements on the going COn￿M basis ullless it 15 inappropnate to presuffle that the charitable company will continue in business. The trustees ar8 responsible for k8Èping proper accoLJnting records which disclose with reasonable 8ccuracy at any tirne the financial posiloll of the charitgble COTnpany and lo enable thetn to ènsure that the financial statements comply with Ihe Companies Act 2006. They are also responsible for Sdfegudrdirig Ihe assets of the charitable company and hence foT taking re850nable steps for the prevention and detection of traud and other irr4ularitiÈs. In so far as the trustees are awar8. there is no relevant audit inforrnatK)n of wlFi¢h the charitable company's auditors 8re un8ware,' and the trustees have taken all steps that they ought lo have taken to make thetn5elves awa￿ ol any ￿levant audit information and to 8Stablish that th8 auditors are aware of that informatson. AUDITORS The auditors, Prirne, will be propK)sed for re-appointrnent at the forthcotning Annual General Meeting. Report of the Iwstee5, incor company directors. on ..... orati a strategic repor¢ approved by order of the board of trustees. as the and signed on the board's behalf by.. Prof Upkar Singh Pardesi ru5t88 23 REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF NISHKAM CIVIC ASSOCIATION Oplnlon We have audited the financial statements of Nishkam Civic Association Ithe'charitable company'l for the year ended 31 March 2023 which comprise the Statement of Financial Activities, the Balance Sheet. the Cash Flow Statement and notes to the financial statements, including 3 summary ol significant accounting policies. The financial reporting framework thal has been applied in Iheir preparation is applicable law and United Kingdom Accounting Standards Iunited Kingdom Generally Accepted Accounting Practice), including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland,. In our opinion th8 finan(ial stalemenls= give a true and fair view of the state of the charitable companys affairs as at 31 March 2023 and of its incoming resources and application of resources. including its income and expenditure, for the year then ended., h8v8 been propedy prepared in accordance with United Kingdom Generally Accepted Ac¢ounling Pra¢li¢e, inclLJding Financial Reportin9 Standard 102 'The Financial Repo￿ng Standard applicable in the UK and Republic ol Ireland.: and have been prepared in accordance with the requirements of the Companies Act 2006. Basls for oplnlon We conducted our audit in accordance with 1nlematl¢￿aI Siandards on Auditing IUKI IISAS IUKII and applicable law. Our responsibililies under those standards are further described in the Auditors, responsibilities lor the audit of the fin8nci81 stslements section ol our rekY)rt. We 8re in(je￿￿￿ent of the ch8ritsble company in accordancg with the ethical requirements that are relevanl ¢0 our audit ol the financial statements in the UK, including Ihg FRC'S Elhical Standard, and we have lulfille(l our other ethical ￿SponSibl1111es in accordance with these requirements. We believe thal the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Concluslons r•latlng to golng conc•m In auditing the financial statements, we have wi¢ludgd that thg trustees, u$9 of Ihe going concgrn basis of accounts'ng in the preparation of the financial statements is appropriate. Based on the work we have performed, we have not identified any material un¢ertainlie$ relating lo events or conditions that, individually or collectively, may cast significant doubl on the Charitsble company's ability lo continue as a going concem for a peric¥J of at leasl ￿e1ve months from when Ihe financial statements are aulhorised for issue. Our responsibilities and the responsibilities of the Iruslees wrth respect lo going concem 8re described in the relevant sections of this report. other Infomiatlon The trustees are responsible for the other infl￿n8110n. The other infomalion comprises the information included in the Annual Report, other than the financial stslemgnts and our Report ofthe Inde￿ndent Auditors thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly staled in our report, we do not exp￿$$ any fomi of assurance Conclusion Ihertron. In connection with OUT audit of the financial slatemenls, our responsibilrty is to read the other information and, in doing so, consider whether the other infomalion is materially inconsislent with the financial statements or our knowledge obtained in the audit orotherwise appears to be materially mis5tsted. If we identify such material in¢onsisten¢ies or 8PP8rent material misslalements, we are required lo determine whether this gives rise to 8 material misstatement in the finanual statements themselves. If, based on the work we have performed, we conclude that there is a material missktemenl of this other infomiation, we are required to report that fact. We have nothing to report in this regard. 24 REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF NISHKAM CIVIC ASSOCIATION Oplnlons on other matters prescrSbed by th• Companles Act 2006 In our opinion, based on the work undertaken in the course of the audit.. the information given in the Report of the Trustees for the financial year for which the financial statements are prepared is consistènt with thè financial ststemènts," and the Report of the Trusiees 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 understsnding of the charitsble company and its environment obtsined in the course of the audit, we have not identrfied material misstatsments in the Report of the Trustees. We have nothing to report in respect of the following matters vthere the Companies Act 2006 requires us to repK)rt lo you rf. in our opinion.. adequ8le 8¢counling records have not been kepl or returns 8deouate lor our audit have not been received from branches nol visited by us., or the financial statements are not in agreement with the accounting records and retum$.' or certain disclosures of Iruslees. remuneration specified by law are not made.. or we have not received 811 the infomalion and explanations we require for our audit. Re$pon$lbllltlo$ of tN$teo$ As explained more fully in the Statement of Tnjslees. Responsibilities, the trustees (who are also the directors of the charil8ble company for the purposes of comp8ny18wI are reskX)nsible for the prepar81ion of th& financial statements and for bein9 satisfied that they give a true and lair view, and for such internal ¢onlrol as the Iruslees determine is necessary to enable Ihe preparation ol financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statsm8nts, trustees are responsible for assessing th8 Charitable company's abllity lo continue 8$ 8 going concem. disclosing, as applicable, matters related lo going concern and using the going ¢oncorn basis of a¢¢ounting unless the Irustees either inlend lo liquidate Ihe charitable company or to cease operations, or have no realistic allernative bul to do so. 25 REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF NISHKAM CIVIC ASSOCIATION Our rèsponslbllltles far the audlt of the flnanclal statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material rnisstatement, whether due to fraud or error, and to issue a Report of the Independent Auditors that includes OLJr opinion. Reasonablé assurance is a high lèvel of assurance. but is not a guarantee that an aLJdit conducted in accordance with ISAS IUKI will always detecl 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 rinancial slalemenls. The extent to which our procedures are capable of detectiThJ iThegularities. induding fraud is detailed below.. Our approach lo identifying and assessing the risk5 of material misstatement in respect of irregularities, including fraud and non-compliance wilh 18ws and regulations. was 8s follows.. The engagement partner ensured that the engagement ieam collectively had the appropriate competence. capabilities and skills lo identify or recognise non-compliance with applicable laws and regulations., We identified the laws and regulations applicable to the charity through discussions with trustees and other management, and from our commercial knowledge and experienc8 of the industry sector,. We focused on specific laws and regulat￿nS which we considered may have a direct material effect on the financial slalemenls or the oper8ts.ons ol the charity including tsx81ion legis181ion 8nd dats protection. anli-bribery. employment, environmental and health and safety legislation., We assessed the extenl of compliance with the laws and regulations identified above through m8king enquiries of management and inspecting legal correspondence. We assessed the susceptibility ol the company's financial slalements lo material misst8t8menl, including obtaining an understsndlng ol how fr8u(I might occur. by: Making enquiries of management as to where they consKlered there was susceptibility to fraud, their knowledge of actual, suspected and alleged fraud.. and Considering the internal eontro15 in place lo miligale risks of fraud and non-eompliance with laws and regulations. To address the risk ol fraud through rnanagement bias and override of controls, we.. Performed analytical procedures lo idenlrfy 8ny unusual or unexpected relationships., Tested joumal entrigs to identify unusual transactions". Assessed whether judgements and assumplions made in deterniining accounting estimates were indicative ol potential bias., and Investigated the ratsonale behin¢J significant or unusual transactions. In response to ihe risk of irregularities aThJ rw)n-compliance with laws and regulations. we designed procedures which included, but were not limited to-. Agrgeing finan¢i81 slatsment disdosures lo urKlerlwng supporting d¢Kumenlalion'. Reading the minutes of meetsngs of those charged with govemance., Enquiring of management as to actual and polenlial lrtwation and claims- and Reviewing correspondence with HMRC and olher relevant parties. There are inherent limitslions in our audit pr(wlures (lescribed above. The more ￿Moved that laws and regulations are from financial transactions, the less likely it is that we would become aware of non-compliance. Auditing siandards also limilthe audit prctedures required lo identsfy non-compliance with laws and regulations to enquiry of the directors and other management and the inspection of regulatory and legal correspondence, Malerial misstalements thal arise due lo fraud can be harder to delect than those Ihat arise from error as they may involve deliberate concealment or collusion. 26 REPORT OF THE INDEPENDENT AUDITORS TO THE MeM8£RS OF NISHKAM CIVIC ASSOCIATION A (urther de5crfplion of our ￿s￿￿)nSI)llit￿ for Ihe audit of the fina￿81 stalem8nts ¢5 lor21￿ on thè Finartial Rep)rting Coun¢¢s websrte al wM¥.frC.org.￿lauthtLYSIeSPQ￿Sts.hl￿s. TIM'5 deScrp￿.0n fcwms ￿ of cxjr ReEK)rt of the Independont Audibys. Use ol ow report Tlis roport is mad• sol* to Ihe chwitsble comwys Thvnbers. as a trAKty. in acoirdance wth Ch4)ter 3 of Part 16 of Ihe Companies Act 2006. Our atyjii ￿￿k has bew undertaken so that ￿ Trwghl state lo th• tharitab18 company's MÈM￿1$ IIK)sè mattets we we rewred to state lo Ihem audilors. report and for no other purptsse. To the fvlest extent pemiitted by law. w8 do r￿t acc8pI or assurne resp)nsiblily to anyone other than the charilabl? ¢¢ynpony and th8 thaFbtaL4e Lyjmwy's ￿￿[S￿e¥S as a L￿y. for our audl work. for this report, or for the o￿niC￿S we have for[￿. Morgan Davies FCA {Sen￿r Statffi NAyJkn) for a￿1 on behall ol Prime Charte￿d A￿Ountants Statulory AL*JittY 161 Newhall Street Biimingh B31SW Date.. *il 1.01. ¢oL3...... 27 NISHKAM CIVIC ASSOCIATION STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2023 2023 Total fund$ 2022 Total funds Unrestricted Restricted fund fund Noles INCOME AND ENDOWMENTS FROM Donations and legacies 80,632 80,632 102,959 Charltsbl• a¢tl¥ltl•$ Charitable Activf(ies 351.344 351,344 230,660 Other trading activities Investment inwme 217,710 217,710 54.524 56.406 Total 666.279 697 479 444,549 EXPENDITURE ON R8ising funds 237,782 2,519 240,301 97,298 CharStabl8 actlvltl88 Seminars and presentati¢￿$ Support Cost5 Premises Costs Charitable Activit18S Governance Costs Finance Costs Staff Costs 13,957 116,012 49,918 13,957 116,012 49,918 138.703 44.274 84.159 5.249 5,120 595 365 8T1 5,120 595 365 871 206.773 Total 791774 576.456 NET INCOMEIIEXPENDITUREI Transfers between funds {122,9761 28,681 194.295} 1131,9071 Net movèm•nt In lund$ {118,2961 24,001 194,295) 1131,9071 RECONCILIATION OF FUNDS Total funds brought forward 2,901,133 640,576 3,541,709 3,673.616 TOTAL FUNDS CARRIED FORWARO 2,782,837 664,577 3,447,414 3,541,709 The notes form part of these finanual statements 28 NISHKAM CIVIC ASSOCIATION BALANCE SHEET 31 MARCH 2023 2023 Total fund5 2022 Total funds Unreslricted fund Restricted fund Notes FIXED ASSETS Intangible assets Tangible assets Investment$ Investments Social Investments 14 f9.889 1 S 2,928,784 19.889 2,928,784 23.061 2,978,326 16 17 492.252 492.252 492,252 2.948,674 492.252 3,440,926 3,493,640 CURRENT ASSETS Debtors.. amounts falling due within one.year 18 Cash at bank and in hand 28,125 179 038 172,325 200,450 179,038 169,301 134.113 207,163 172,325 379,488 303.414 CREDITORS Amounts falling due wthin one year 19 1373,0001 1373,0001 1255,3451 NET CURRENT ASSETS 165,8371 172,325 6,488 48.069 TOTAL ASSETS LESS CURRENT LIABILITIES 2,782,837 664,5n 3,447,414 3.541.709 ASSETS 2,762,837 664,577 3 447.414 3,541.709 FUNDS Unrestricted funds.. Gener81 fund Restricted lund5-. Restricted Fund 20 2,782,837 2.901.133 640 576 TOTAL FUNDS 3 447 414 3.541 709 The financial ststeTnents were appioved by the Board of Trustees and authori5ed for issue on -.7.1.i.o/..L3.............. and were signed on its behalf by.. Prof Upkar Singh Pardesi Trustee Dr Gopinder r SagoD- Trustee The notes form part of these financial statemenis 29 NISHKAM CIVIC ASSOCIATION CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2023 2023 2022 Notes Cash flows from op8ratlng actlvltles Cash generated from operations 49,122 127,6491 Net cash provided byllused inl operating activities 49,122 127,6491 Cash flows from Inv•$tlng a¢tlvltl•$ Purchase of tangible fixed assets 4.197 62,821 Nel cash used in investing acts'vilies 4.1971 62,8211 Change In cash and cash èqulv•l•nts In thè rfyportlng p•rl¢d Cash and cash equivalents at th• b•ginning of tho reporting period 44,925 1190.4701 134.113 324,583 Cash and cash equlvalents at the tnd of th* reportlng p¢rlod 179 038 134,113 The notes form part of these finanual statements 30 NISHKAM CIVIC ASSOCIATION NOTES TO THE CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2023 RECONCILIATION OF NET ExPEND￿vRE TO NET CASH FLOW FROM OPERATING ACTIVITIES 2023 2022 Net expenditure for the reporting period las per the Statement of Financial Activities) Adju$tm*nt$ for= Depreciation charges Increase in debtors Increaselldecrea5el in creditors {94.2951 1131.9071 56.910 {31.1491 117.656 60,170 115,9181 39,994 Not cash provld•d bylluS￿ Inl 0￿ratIOnS 127,6491 ANALYSIS OF CHANGES IN NET FUNDS At 1.4.22 Cash flow At 31.3.23 Not cash Cash at bank and in hand 134,113 44,925 179,038 134.113 44.925 179,038 Total 179038 The notes form part of these finanual statements 31 NISHKAM CIVIC ASSOCIATION NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023 ACCOUNTING POLICIES Basis of prèparing thè flnanclal ststem•nts The financial statements of the charitable company, which is a public benefit entity under FRS 102, have been prepared in accordance with the Chanties SORP IFRS 1021 'Accounting and Reporting by Charities.. Stslement of RecOmrner￿ed Practice applicable lo charib.es preparing their accounts in 8¢¢ordan¢e with the Financial Reporting Standard appli¢able in the UK and Republic of Ireland IFRS 1021 (effective 1 January 20191., Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland. and the Companies Act 2006. The financial statements have been prepared under the historical cost convention. with the exception of investments which are included at market value. Incom8 l income is recognised in the Slalemenl of Financial Acb'vities once the charity has entitlement lo the funds, il is probable th81 Ihe income will be received and the amount can be measured reliably. Expendlture Liabilities are recognised as expendilure as soon as there is a legal orconslrudive obligation committing the charilycharity lo that expendilure. il is probable thal a transfer of economic b&nefils will be requir&d Sn setuemgnl and the amount ol the obligation Can be measured reliably. Expenditure is accounted for on an accruals basis anij has been classified under headings that aggregate all cosl related lo the tegory. Where costs cannot be directy attributed to particular headings Ihey have been allocated to activities on a basis ￿nSIStent wrth the use of resource5. Allocatlon ond apportlonment of costs Support costs have been allocaled between govgmance cosis and other support ¢o$t$. Governan¢g costs comprise all costs involving the public accountability ol the charity and its compliance with regulation and good practice. These costs include cost related lo statutory audit and legal fees. Tanglbl¢ flx•d a$$•ts Depreciation is provided al the lollowing annual rales in order io write off each asset over its estimated useful life. Short leasehold Improvgments to propety Plant and machinery £20￿ per annum 10% on cost 20% on cost Taxation The charity is exgmpl from corpor81ion lax on its charitable acliviligs. Fund accountlng Unrestricted funds can be used in accordance with Ihe charitable objectives al the discretion of the Iruslees. Restricted ftjnds can only be used for particular restricied purposes wthin the objects of the charity. Restrictions arise when specified by ihe dOr￿r or when funds are raised for particular restricted purposes. Further explanation of the nature and p￿r￿se of each futKI is included in the notes to the financial siatements. Grants Revenue Grant is re¢(xJniswJ in full in the Stslement of Finanual Activtties in the year for which it is receivable and any abatement in respect of the period is deducled from income and recognised as a 32 NISHKAM CIVIC ASSOCIATION NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2023 ACCOUNTING POLICIES- continued Grants Capital grants are recognised in full when there is an unconditional entiuement to the grant. Unspent amounts of capital grants are re)lected in the balance sheet.. In¢om¢ and Exp¥ndltur• A¢¢ount The Statement of Financial Activities disdoses the identical infomiation of the Income and Expenditure Account and as such no separate Income and Expenditure Account has been prepared. Golng Con¢*m The account have been prepar8d on Ihe basis of being a going conc8m as outlined in the Trustees. report. Baslc fin¥n¢lal as$¢ts Short term debtors ar measured al Iransaction price, less any impaimient. Loans receivable are measured initially at fair value, nel of transaclion Costs, and are measured subsequèntly at amortised st using the effective interesl m8thod. less any impairmenl. Bas1¢ finan¢lal Ilabllltles Short term creditors are mgasured al the transaction price. Other financial liabilities, Including bank loans, are measured initially al fair value, net of transaction costs. and are measured subsequently at amortised costs using the effective interest method. Impalmi•nt of a$s•ts At each reporting dale fixed assets are revwed to detgmiine whether there is any indication that those assets have suffered an impairment loss. If there is an indicab'on of possible impaimient, the recoverable amount of any affecled assel is eslimated and compared with its carrying amount. If estimated recoverable amount is lower. the carrying amount is reduced to its e51imaled recoverable amount, and an Impairment loss Is ￿COgnIse£l immedi81ety in profil and loss account. Donated Ser¥lces Donated professional services and donated f8cililies are Tecognised 8$ income when the charity h8S ntrol over the item, any conditions associated wilh the don81ed item have been mel and Ihts receipt of gconomic bengfit can bg measurgd reliably. In accordan¢g with the Charities SORP IFRS1021, the general volunteer time of Volunteers is not recoJnised and refer lo the trustee's annual report for more informalH)n about their contribution. P¢n$lon Co$t$ The Charity operates a defined contribulion pension scheme, managed by Royal Scottish Life. Contributions payable lo the Charity's pension scheme are charged lo the unrestricted funds and are included in the Statement of Financial Activities in the period lo which they relate. Al the end of the period the Charity owed £2,36512022.. £4,603) lo the pension provider. 33 NISHKAM CIVIC ASSOCIATION NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2023 DONATIONS AND LEGACIES 2023 2022 Donations 80.632 102,959 OTHER TRADING ACTIVITIES 2023 2022 S8min8rs and pr8s8nlalions Learning and development Other income 42,$89 172.573 2,548 26,981 24,848 2,695 21T710 INVESTMENT INCOME 2023 2022 Rents recfjived 47.793 56,406 INCOME FROM CHARITABLE ACTIVITIES 2023 Charitable Aclivilies 2022 Total activities Grants 351,344 230,660 Grants received. included in the above, are as follows.. 2023 2022 Access lo Justice Foundation Big Lottery Fund Birmingham City Council Cadbury- Family Support Hub DWP Education & Skill Funding Agency Enterprise Development Eveson Trusl Family Trust Furlough Job Retention Scheme Groundwork Heritage Lottery Fund Just Jaf Modality Nation81 Lottery Community Fun(1 Power to Change Sandwell & West Birmingham Sport England 2,865 41,333 4,050 25,000 6,000 45,663 124,4S6 5.000 25.85B 9.1 S7 8.000 23,593 52,000 21,633 2.$00 24,597 12,196 2T.321 7,107 45,648 12,311 9,936 9,114 3,333 Carrie