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2021-03-31-accounts

KASBAH Annual Review 2020/21

A COMPANY LIMITED BY GUARANTEE

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Acknowledgements

We would like to thank the following for their help and support, without which we would not be able to provide such a high quality service.

OUR FUNDERS/SUPPORTERS

Kent County Council

Cameron McKenna Foundation

Northfleet & Ebbsfleet Lions

Medway Council

Dartford Borough Council

SASBAH

(Activity weekends)

Gravesham Borough Council

GCHA

Graham Webb (MBE)

HABINTEG

Hattie Webb

London Road Press (Sponsor of KASBAH stationery)

Contents

Contents
Chair’s Foreword Page 4
Chief Executive Offcer’s Report Page 5
Financial Report Page 6-7
Signifcant Dates Page 6-7
What we do and Why we do it Page 8
Development Page 8
How we managed the Covid-19 lockdowns Page 9
DIAL Page 10-11
Gingerbread House Page 12
Hattie Webb House Page 13
Maddison House Page 14
Rochester Road Page 15
Seabrooke House Page 16
Shortbread House Page 17
The Short Breaks Project Page 18
Outreach Page 19
Acknowledgements Page 20

THANK YOU TO ALL THE GENEROUS DONOR ORGANISATIONS AND INDIVIDUALS WHO HAVE GIVEN US FUNDS IN 2020/21

VOLUNTEERS

Thank you to everyone who has contributed his or her time, support and resource to KASBAH over the last year.

FINANCIAL SERVICES

ACCOUNTANTS (Payroll)

BANKING

Caf Bank Ltd 25 Kings Hill Avenue Kings Hill West Malling Kent ME19 4JQ

Henry Reeves & Co 11 Albion Place Maidstone Kent ME14 5DY

AUDITORS

Alliance & Leicester Plc Lindeyer Francis Ferguson Bootle North House Merseyside 198 High Street G1R 0AA Tonbridge Kent TN9 1BE

Chair’s Foreword

2020/2021 has been a year of significant adjustment in understanding the rigours and changes that needed to be accommodated by the business and by the staff on whom we rely to deliver effective service. KASBAH has imaginatively assimilated new information in the last year to retain its position as a highly respected and reliable support provider in Kent despite the challenges presented by Covid-19.

As a Board looking forward, we will continue to focus on being a positive source of support and guidance to all service users and members by removing barriers to independence, developing key skills and using an empowerment model. This will be provided whilst assuring good governance, prudence and accountability. The KASBAH Board has an unswerving attitude towards ensuring that every KASBAH project is guided to achieve consistent high standards and to support every “twist and turn” on each journey to promoting sustainable independence for our service users and members.

On behalf of the KASBAH Board, I give my sincere thanks and gratitude to you, the KASBAH team; both staff and volunteers with whom our charity thrives and survives.

KASBAH remains resilient, and stand inspired particularly by those service users and their families who have taught us what true tolerance and adaptation means in traumatic and uncertain times. Our dedicated team of staff and volunteers have received resounding feedback this year demonstrating a confidence in the services being delivered, acknowledging the devotion given in both time and skill sets to passionately achieve progression and positive outcomes at every opportunity. This is an achievement we are very proud of, and the Board recognises in its entirety. The KASBAH Board continue to see visible, positive and tangible changes in the personal development of our service users and members with numerous successes to applaud and celebrate.

The rewards we see on the faces of the people that we support within KASBAH; the laughter, the joy and the fun had by all this year has been truly remarkable- and when all is said and done; this is what we aimed for and this is what we achieved despite the many challenges.

KASBAH is confident moving in 2021/22 that should further unforeseen challenges be presented, we will continue to pursue excellence and quality support and care, and that sense of striving for a “better outcome” will continue to be key within our strategies for 2021/22.

Brendan Walsh Chair of Trustees.

Chief Executive Officer’s Report

Although this has been a year of restrictions, change and uncertainty, KASBAH has managed the Covid-19 pandemic throughout with positivity, strong and effective teamwork, and some fantastic innovation. Where the pandemic had the potential to negatively impact our service users and staff team, we took a different approach. With more time in-house we have been able to increase 1:1 time with each service user, work closely on individual communication skills achieving great outcomes and have been able to use this additional time to reflect, review and implement long-lasting changes.

KASBAH prides itself not only on its ethos of empowerment and promoting independence but in supporting people who want to learn and progress. This applies to the staff team as well as the service users; to get the optimum impact we also have a strong focus on dynamics. Covid-19 brought lots of unanticipated changes; one being the need to stop cross-site working meaning we needed to review our staffing teams and increase hours on each site. This has been a positive exercise enabling the teams to bond even further, support each other through tragedy and minimise the inconsistencies that can be caused with multiple part time roles.

KASBAH has risen to the challenges Covid-19 has posed and maintained its high level of support and empowerment throughout every project. We may not have had the access to external activities our service users are used to, but we did not let this hold us back. If a service user or member has needed a listening ear, we have been here. We have utilised this last year to explore new opportunities.

Many of our services have had to adapt; day training provisions were put on hold, the DIAL Advisor Service remained open and supportive throughout the year but needed to take on a remote model to meet current government guidelines. Our ability to support respite placements was severely restricted but it has not stopped us meeting emergency requests; we have been able to offer weekly health walks, supported time out in the community and have found viable alternative methods to support and engage wherever we can.

The Garden Gang (a service led group) designed, built, and manage a small petting zoo at Shortbread House. They maintain the gardens, upcycle, and build creative furniture as well as develop maintenance skills meaning smaller tasks can be fixed in-house. We can and do overcome every challenge as a team and I am proud to be a part of the KASBAH team!

As an organisation we pride ourselves on our ability to adapt, we identify a problem and work cohesively as a team to find viable and long-term solutions; the support and understanding of our fantastic work force gives the organisation the strength and ability to adapt and manage change effectively. We regularly update KASBAH’s Five Year Vision in line with new ventures and directions - this document is available to view on our website - www.kasbah.org.uk.

Emma Carver

Chief Executive Officer

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Financial Report

KASBAH continues to develop its robust financial management systems and is pleased to confirm that the charitable organisation has maintained its strong financial position which has been established over the last 14 years.

We were able to clear the off-set part of the Gingerbread House mortgage this year and have a two-year plan to clear the remaining balance. We have also secured contracted services with KCC for our projects (with a move away from the Direct payment model of funding). This has increased our income stream and will give greater financial security for the organisation.

2020/21 has been a year of sobriety and maintenance but this has not stopped us pulling together as team to overcome the many Covid-19 challenges and have lots of fun. Although many services and activities were put on hold; we have been creative as an organisation to keep our service users engaged and pro-active. The Covid-19 pandemic highlighted a need for increased cash flow as the majority of KASBAH’s reserves are tied up in the properties. We have worked hard as an organisation to be in a stronger financial position at year end which we are pleased to confirm was achieved. This will continue to be our focus until cash reserves exceed six months to provide re-assurance to the KASBAH team and membership that the organisation can facilitate another significant disruption in services.

Our budgeting assumptions have continued to be on the conservative side (as is appropriate in the general economic situation) and we have been able to generate a surplus. The audited accounts show a surplus of £188,146 generated on a turnover of £1,535,138 as a result of continuing attention to management of expenditure and maintenance of KASBAH’s income streams.

If you would like to see our full Trustee Report and Accounts for this year, please call the KASBAH office on 01474 536501 or alternatively they can be viewed on the KASBAH website (www. kasbah.org.uk) or the Charity Commission website (www.charitycommission.gov.uk).

----- Start of picture text -----
Two Development Workers First two residents of Seabrooke KASBAH begin
On the 9th September 1966,
KASBAH is founded join KASBAH (funded by House move out into community Out Reach
National Lottery) service in North
West Kent and
A needs analysis survey is Medway
73.6% of the KASBAH conducted which results in a
Seabrooke House
members were not significant staff re-structure
opens, 15th May 2001
known to Social Services and change of vision
1984 1996 2000 2002 2006 2009
1966
1994 1998 2001 2003 2007
KASBAH formulates
The ‘Furniture Warehouse Project’
Ann Everett joins the KASBAH Board (Chair) begins. This is still our well loved its ‘Five Year Vision’
charity shop at 6 The Hive, Northfleet see website.
The KASBAH Board
identifies a need for an The KASBAH office at 7 The Hive,
‘Independent Living Project’ Northfleet opens (prior to this, staff Emma Carver joins the KASBAH
worked from home) Team as Service Manager
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----- End of picture text -----

----- Start of picture text -----
Income
Charitable Activities
Comparison
2020/2021
Other Trading Activities
Investment Income
2020
2021 Bank Interest
Donations & Legacies
Total Income
0 200K 400K 600K 800K 1M 1.2M 1.4M
1.2M
Expenditure 1M
Comparison
2020/2021 800K
600K
2020
2021 400K
200K
0
Charitable Activities Raising Funds Total Expenditure
----- End of picture text -----

Significant Dates

The following timeline sets out the key events and/or achievements of KASBAH’s history:

KASBAH opens its fourth supported living scheme – Maddison House in Northfleet and 2013 KASBAH Ann’s Retreat extends its support services to include specialist was built at KASBAH office Carers services and become partners with Carers First Rochester Road extension begins

KASBAH begin extends its support services to include specialist was built at KASBAH office the Short Breaks Carers services and become partners with Carers First Rochester Road extension begins Scheme in Medway (Independent Living sessions for young members 16 – 19th KASBAH buys its KASBAH develops a KASBAH buys partnership with MAGIC and birthday) first house: Shortbread House together we provide specialist 236 Rochester Road disabled children services 2010 2012 2016 2018 2011 2013 2015 2017 2019 KASBAH achieved the KASBAH buys its Gained CQC Registration Investors in People status second property, for ‘Personal Care’ and Gingerbread House DIAL combined services with the Advisor Service KASBAH amalgamate with KASBAH opened The Cafe closed and DIAL NWK (Disablement Meeting Place café in charity shop was KASBAH continues to Information and Advice line) Gravesend refurbished grow and develop...

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What We Do and Why We Do It

To support people with disabilities towards greater independence, choice and equality.

THE VISION

KASBAH will respect the rights and circumstances of each person and actively encourage empowerment and inclusion into all aspects of life and living. This will be achieved with a flexible and diverse range of support services to its members.

THE MISSION

How we managed the Covid-19 lockdowns

Together we will create innovative solutions to meet new identified needs and expand the organisation.

THE ORGANISATION’S CORE VALUES

KASBAH will promote:

DEVELOPMENT

KASBAH continues to focus on development, regularly asking the members for feedback and introducing a robust customer satisfaction monitoring aid in the form of simple questionnaires. One nominated staff member within each service provision undertakes this task.

The focus has continued to be partnership - working with statutory and voluntary agencies, raising the organisation’s profile and ensuring the service is meeting the membership’s changing needs, as well as ensuring all services are accessible to the different needs of KASBAH members.

The KASBAH newsletter (KASBAH News) has continued to improve, with increased member involvement.

QUALITY MANAGEMENT

Internal control measures are in place and are working effectively for the organisation. Steps have been taken throughout the last financial year and actioned in order to minimise risk to the organisation.

KASBAH Board

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DIAL

DIAL as a project of KASBAH has worked cohesively with the Advisor Service for many years. The great teamwork has proved to be very successful in supporting both our members across Kent and the clients with general disabilities within the North West Kent area.

In July 2019, DIAL as a project, with our team of volunteers, moved premises to our Gingerbread Office. We relaunched our service as DIAL@KASBAH Advisor Service, bringing together and combining member and client advice as one, this has made our combined service even stronger, with greater success and achievements.

Our team of volunteers are supported four days a week Mon-Thurs, we now have the capacity to extend our opening hours on these days, the team are available for telephone enquiries or consultations between 9-4.30pm. With appointments being offered between 10.30 – 4 pm. Because of our increased flexibility, our wonderful very experienced volunteers have the capacity to complete more forms within their working day, as well as offering comprehensive advice and guidance, especially with benefit related issues, such as Mandatory Reconsideration and Appeals.

As a recap the Disablement Information Advice Line (DIAL) still offer any form of disability guidance and advice with empowerment to people with disabilities across North West Kent, providing they lived within this area, the client group does not necessarily need to be a member of KASBAH. Outside of the North West Kent area, across Kent and Medway the DIAL Advisor service is available to all our registered members, born with a physical and or learning disability. As the advisor, to all our members across Kent and Medway, the Service continues to be an integral part of the support given in the community and within the KASBAH projects. KASBAH continues to offer ongoing support, advice, information and guidance. This is in addition to

Run by disabled people, for disabled people.

offering regular telephone emotional and welfare support to some of our more needy and isolated members within the community. Our members have received advocacy support within medical assessments, statutory meetings, appeals etc. Numerous home visits to our members have been conducted over the last year, KASBAH strives to empower members to overcome challenges and make informed choices. Many members have been signposted to or KASBAH has worked in partnership with other local organisations and statutory services to ensure each person gets the holistic support they require and deserve.

ACHIEVEMENTS

Case studies

Client, Member Mrs. A

Mrs. A contacted our DIAL/Advisor service, asking for assistance with her son’s school as changes had been made to his personal care routine which Mrs A was not happy with the new arrangement.

Our advisor sent an email to the school stating that Mrs. A would like all parties to liaise through the KASBAH advisor service regarding her child’s self-help personal care needs within the school environment. This suggestion was agreed by all, in a bid to find an amicable way forward.

A mediation meeting was arranged over zoom, with our KASBAH advisor acting as an advocate within the meeting due to the breakdown of communication.

We had a positive outcome, the school agreed to continue with prompting to promote as much independence as possible and not to physically intervene. Going forward the school are happy to work closely with Mrs. A in the best interest of her son.

Client, Member Mr G

Mr. G with a diagnosis of Autism living independently within a supported living environment. His mother contacted the KASBAH DIAL/Advisor service asking for benefits review to check whether he was receiving all that he was entitled to.

The DIAL advisor enquired about the benefits the gentleman was already receiving (which was Personal Independence Payment and Employment Support Allowance - ESA). However, because the young man was now living independently from his mother who previously received Carers Allowance for caring for him, he had the underlying entitlement to claim severe disability premium, due to there not being a break in his ESA claim, just a change in circumstances. Mrs.G on behalf of her son, then made the Department of Work & Pensions aware of this and he was awarded a large, backdated payment.

END OF YEAR STATISTICS 01 APRIL 2020 – 31 MARCH 2021

Month
April
May
June		 No. of contacts
2020-21
109
96
114		 No. of contacts
2020-21
109
96
114		 No. of contacts
2019-20
148
138
165		 No. of contacts
2019-20
148
138
165
July 142 178
August 99 181
September 96 111
October
November
December
January
February
March
Totals		 166
143
75
150
130
115
1,435		 213
112
135
194
186
168
1,929

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----- Start of picture text -----
“Long walk to the park
and play football. “
----- End of picture text -----

Gingerbread House

Gingerbread House is a large five-bedroom bungalow in Northfleet which has been extended over two floors. The entrance is spacious and light but full of personality and colour.

This property offers shared living accommodation for up to four people with a sleep-in provision for those who need additional support during the night. Gingerbread runs a successful ‘Garden Gang’ two days a week. They have been very active this year converting a small patch of the garden into a small holding area, where we now have chickens, rabbits and guinea pigs. This project has been designed as a steppingstone to increase confidence and skills before moving on to greater independence.

Welcome Teepan, Thomas, Sam and Sophie.

At the beginning of the year, we supported many smooth transitions for our new Service Users. Our person-centred approach means everyone has settled well into their new home and is looking forward to working in partnership with our staff to improve their daily living skills.

OVERVIEW

ACHIEVEMENTS

Hattie Webb House

Hattie Webb House is located in the heart of Rochester town, close to all amenities and good public transport services. At this moment in time the house is occupied by three tenants, two have physical and learning disabilities and one has learning disabilities. The house is fully adapted to meet the needs of all our service users that have physical disabilities.

All three current tenants that live in the house meet the criteria for being at Hattie Webb House in terms of their disabilities and identified areas of support that is required to live an independent life within our community. As Hattie Webb House tenants have an open-ended tenancy our service users do not move on regularly therefore any potential referrals tend to find alternative accommodation due to the time scales and unpredictability of vacancies.

We have two dedicated members of staff on site, one part time House Co-ordinator, one full time Life Skills Coach and additional bank support when required. The house is staffed Monday to Friday and at weekends for meal support, there is the option for evening and weekend staff support upon request for activities outside of the usual working hours. The bank staff cover when there is sickness or holiday cover required this ensures that support is present when there is absence with regular staff. The house tenants have access to 24 hours out of hours emergency call provision; this is done on a rota system between the two HWH staff. The tenants have demonstrated recently that they are very capable of looking out for each other and supporting each other when required in the event of an emergency. Very often they contact on call for advice and guidance on what to do in an emergency situation.

Hattie Webb House provides a day service provision for young adults with learning and or physical disabilities, this service is based at Hattie Webb House and staff provide independent living skills training three days a week. At present we have 7 service users that access this service during the week. Staff are allocated responsibility for each session to ensure consistency and person centred when planning activities and timetables incorporating the main key areas of learning within the tasks that they have chosen.

Outreach is provided in the Medway area by KASBAH and at this time we currently have one service user that accesses this service.

At Hattie Webb House we promote independence and ensure we provide a person-centred approach with all of our service users; we aim to empower existing skills in order to achieve great outcomes. We are always happy to welcome new and previous visitors into our house and we will even provide a nice cuppa and a chat, if your very lucky there may even be a biscuit or cake on offer too.

Dawn Varley House Co-ordinator

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Maddison House

Maddison House is a Supported Living project that is situated in Northfleet, Kent. The building itself boasts seven spacious bedrooms that are all en-suite, each bedroom includes fridges and work tops that could be used to prepare small snacks. Our lounge-diner area is utilised by residents for socialising, group training/‘refresher sessions’, house meetings and group meals. Residents also share a Kitchen, Laundry Room and Garden. Maddison House is not staffed 24/7 and we do not have sleep over staff in order to increase independence with a view to moving to live independently within the community.

Maddison House staff provide support with all aspects of daily living for example budgeting, cooking, cleaning and emotional support whilst encouraging further independence. Additionally we like to keep things Fun! Residents are supported to access social skills sessions (both day time and evening) and to attend a nightclub in Gillingham once per-month where the residents have an opportunity to link up with individuals from other sites and have an enjoyable time together. Staff provide occasional weekend support for the residents to plan and cook a group meal together such as a Sunday roast dinner. We have also enjoyed day trips to London, shows at The O2 Arena and several long weekends at Butlin’s.

Maddison House is tailored for individuals whom strive to live independently but wish to maintain a high level of social activity and group involvement. Past, present and future residents have the option to treat Maddison House as a stepping stone before moving on to live independently or to treat Maddison House as a longer term option. Our Outreach has expanded this year, we now have 5 service users who have gone onto independent living, but still want to benefit from the support and community at Maddison House. From a staff perspective, at Maddison House our promise to each resident is to support them to achieve a meaningful and fulfilling life. This includes goal planning, providing choice, pushing boundaries, self-advocating and positive risk-taking.

This year we have moved on 2 service users into their own flat in the community and welcomed 2 new service users in house!

“I have just got some guinea pigs, they live in the garden”

We love Maddison House and our service users are proud to call it their home.

ACHIEVEMENTS

Rochester Road

Rochester Road is a longer-term provision with staff support 24/7, we have five bedrooms and a staff sleepover room. We currently have five residents at Rochester Road. Staff support residents to live and be as independent as possible, whilst making a house a home. Rochester Road has a lovely, homely feel and is very comfortable with lovely gardens and a resident cat.

pandemic and have found other ways to stay in touch with the clubs, family and friends. For some service users this was a very different way of life to what they have been used too. Facetime was a very valuable resource for the residents to stay in touch with everyone, which everyone adapted to very quickly.

We also have an annexe in our rear garden, this is self-contained and provides living accommodation for one resident. The support needs provided are of a lower level of need to the main house and offer a more independent accommodation to our current resident.

Rochester Road celebrate everyone’s birthdays with balloons and banners, presents and cake. We have had to adapt and have takeaways instead of going out for birthday meals in this last year, due to the pandemic. But all staff ensure that we have just as much fun. We promote group activities, social skills and enjoy the local community as much as possible. Rochester Road is committed to promoting independence, choice and person-centred approaches.

Rochester Road staff team have worked hard to provide fun activities as well as daily health walks, lots of chats about staying safe and well. This has also meant that Rochester Road have been unable to attend their weekly gym and swim session but are hoping to return soon. We have found alternatives such as Mencap on- line zoom exercise classes which have been enjoyed by all.

Rochester Road residents have had to adapt in the last year due to the disruption caused by the

ACHIEVEMENTS

world challenge which has been fun and engaging, we are hoping to have some tennis coaching in the near future.

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Seabrooke House

Seabrooke House is a six bedded Supported Living home in Swanscombe. It was set up as KASBAH’s first supported living scheme and is geared towards bespoke training in independent living skills, this includes (but is not limited to) training in cookery, cleaning, shopping, healthy eating, finances, travel, providing skills to go out independently. We are passionate about empowerment and development.

Seabrooke is often the start of many young adult’s own unique journey towards greater independence.

Seabrooke is a place where we support positive risk taking. We educate disabled people on how to effectively risk assess each situation and make informed decisions. In line with the Mental Capacity Act we minimise risks but do not remove them. Everyone has the capacity to make and learn from their own decisions.

Seabrooke is a place where mistakes are ok! They are learning opportunities. We all learn from them, our service users are no exception. The greatest mistake we can ever make is to limit ourselves in fear of making one.

“I have now moved into Janus Court, it is lovely and I am enjoying the independence”

Seabrooke is a place where we promote and encourage all aspects of independence.

Seabrooke is a place where our service users are respected and treated as adults.

Seabrooke is a place where we empower every individual to lead a full, active, safe and happy life and to strive to meet their full potential.

We also have 2 independent living flats next door at Janus Court for those who would like a taste of independent living with the safety net of Seabrooke close at hand. We also have a small day service provision specialising in independent living skills.

Seabrooke is short term placement providing 24hr support. Normally individuals come to Seabrooke and aim to transition within a 2 year placement, this can possibly be extended on a case by case basis. Our aim is to signpost into other KASBAH services or other suitable services based on each individual’s needs.

We have supported 2 move ons and 2 move ins in the last year.

Shortbread House

Shortbread House is an impressive house set over three floors with five bedrooms, three bathrooms and generous social spaces for the service users to engage and socialise.

The service provided at this site has always been bespoke and as such needed a property to meet the complex needs managed positively at this site.

We are a very person-centred led organisation and set realistic goals to achieve successful outcomes with a ‘partnership’ model of support. Shortbread House has continued to incorporate fun learning and partnership work to support the residents in learning new skills. As a team we try to manage any signs of stress calmly and effectively using the environment to our advantage to provide re-assurance and guidance where needed.

“Living at Shortbread House makes me feel happy ”

“I enjoy living here and having my own space upstairs”

OVERVIEW

ACHIEVEMENTS

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Short Breaks

Short Breaks on the Go project came into existence two years ago to provide much needed activities for young people with moderate learning and physical disabilities in the Medway towns. Our trips ran very successfully for a year but due to the first and subsequent lockdowns we have only been able to offer our young people one trip out over the last year.

Over the first year we have had trips to the cinema, crazy golf, ten pin bowling, seaside, golf driving range, a pantomime, Christmas meal, boat trip on the river and trip to Medway Park leisure centre to play badminton. Young people and staff alike have thoroughly enjoyed our trips and were very pleased to welcome new young people. We were also happy to learn some have started paid work and moved on to residential supported living. Parents have been very supportive and appreciated the opportunities we have offered their sons/daughters.

We are sorry to say that we have come to the very sad decision ‘to wrap up the project’. We will not be starting up the trips again for our young people now we are coming out of lockdown due to the length of time since we have been able to offer any trips and the uncertainty of what activities would be open to us and the accompanying restrictions.

All the members of our team were involved in the original Short Breaks project and have worked with the young people for many years before we started up the Short Breaks on the Go project and are very sad to see the end of this valuable service.

“It was very good evening with driving range and the dinner”

Outreach

Outreach is the end product of our service users hard work. They have been through their life skills training in our KASBAH House sites and feel that they are ready to spread their wings and gain some more independence. This is where we come in.

We are there to help them maintain and build on their skills when they transition into their new homes. We will always do our best to to meet their needs as individuals and respect the choices they make. It is our aim to support them to become independent, happy, healthy, fulfilled people.

We provide support and will partnership work with everyday chores such as cleaning, laundry, shopping, cooking, making and keeping appointments and of course paying the dreaded bills.

We will also support them to access their, clubs, voluntary work, hobbies and fitness schedules.

While encouraging them to meet their full potential we have a social skills day every Friday where individuals, if they choose to participate, can learn new skills.

Then there is our annual outreach short break. This year ( all going well) we will be Glamping on the Isle of Wight, there are some very interesting accommodations on the site, such as a double decker bus and a helicopter that have been repurposed into fun apartments. There’s a shower with disco lights and music, a horse, chickens ( yes we can eat the eggs) and a silo that is now a mini cinema.

We are a small staff team that consists of Linda, Graham, Jayne, Brenda and Debbie and we are all enthusiastic about our jobs. We get to know our clients likes and dislikes

This means that we are consistent and the service users will rarely have a member of staff supporting them that they are unfamiliar with.

Everybody on outreach is very positive about, and looking forward to the coming year.

With all the new adventures, achievements and possibilities that we know it will bring for us.

----- Start of picture text -----
Linda is brilliant! MP
----- End of picture text -----

I can’t wait for outreach to arrive each day :) FK

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A Big Thank You for Support & Commitment goes to:

Brendan Walsh

Richard Chapman

Trevor Sinclair Jason Owen Christine Taylor Charissa Baldock Veronica Higgwe Stephen Field

Chair (Appointed Chair Jan 21) (Appointed to Board Jun 20)

Vice Chair (Acting Chair Jun 20-Jan 21) Treasurer Trustee Trustee Trustee (Appointed Jun 20) Trustee (Appointed Jun 20) Retired from Chair (Jun 20) / Advisor to the Board

Tope Adeleye Bank Staff (started Jan 21) Julie Bassett Bank Staff (restarted Jan 21) Charmaine Bultman Bank Staff (started Jan 21) Sophie Candler Bank Staff (left Dec 20) Arron Carver Bank Staff (started Mar 21) Shannon Heneghan Bank Staff (started Aug 20) Alannah Male Bank Staff (left Jun 20) Nneoma Okeke Bank Staff (started Apr 20) Tayla Parris Bank Staff (started Feb 21) Megan Stone Bank Staff (left Sept 20) Lauren Sweeney Bank Staff (started Jan 21)

Emma Carver Chief Executive Officer Sophie Aiken HR Manager Julie Appleby Finance Manager Sarah Heneghan Office Administrator Rebecca Glibbery Supported Housing Manager/SBH House Manager (left Oct 20) Karen Heath Complex Needs / DIAL Advice Manager Victoria Norris House Manager (SBH/MH) Stacey Murray Senior Life Skills Coach (SBH) Chris Yusuf Senior Life Skills Coach (SBH) Carol Latter Life Skills Coach (SBH) (left April 20) Suzi Mason Life Skills Coach (SBH) (left Dec 20) Jodie Murray Life Skills Coach (SBH) (started Sept 20) Ruth Olorode-Allen Life Skills Coach (SBH) (started Sept 20) Courtney Rawson Life Skills Coach (SBH) Ashley Rehman Life Skills Coach (SBH) Stacey Williams Life Skills Coach (SBH) (left Dec 20) Dawn Varley House Co-ordinator (HWH) Janine Lozada Life Skills Coach (HWH) Jane Candler House Manager (RR/HWH) Jacquline Baldwin Life Skills Coach (RR) Ian Grimley Life Skills Coach (RR) (left Jun 20) Yvonne McCuish Life Skills Coach (RR) Linda Nyamutsahuni Life Skills Coach (RR) Chantal Robinson Life Skills Coach (RR) (started Nov 20) Clare Williams Life Skills Coach (RR) Sam Williams Senior Life Skills Coach (MH) Amanda Ball Life Skills Coach (MH) Sam Pitcher Life Skills Coach (MH) Chris Evenden Senior Life Skills Coach (GBH) Charlie Packer Senior Life Skills Coach (GBH) Jim Allison Life Skills Coach (GBH) Phoebe Carver OT Apprentice / Life Skills Coach (GBH) (started May 20) Lucie Heath Life Skills Coach (GBH) Amos Isibor Life Skills Coach (GBH) (started Jan 21) Sarah Ringer Life Skills Coach (GBH) (left Jun 20) Anna Saunders Life Skills Coach (GBH) (started Feb 21) Sheila Stringer Life Skills Coach (GBH) Scott Matthews House Co-ordinator (SHBH) (left Feb 21) Sharon Day Senior Life Skills Coach (SHBH) Blaze Alcindor Life Skills Coach (SHBH) (started Jun 20) Lauren Gee Life Skills Coach (SHBH) Toyin Lawal Life Skills Coach (SHBH) Audrey Lovelidge Life Skills Coach (SHBH) Connor Vincent Life Skills Coach (SHBH) Maria Worrell Life Skills Coach (SHBH) Linda Shaw Outreach Co-Ordinator Jayne Brown Life Skills Coach (OR) Brenda Clark Life Skills Coach (OR) Deborah Merrison Life Skills Coach (OR) Graham Shaw Life Skills Coach (OR) Linda Gilham Shorts Breaks On The Go Tina Jeffrey Shorts Breaks On The Go Barbara Rowland Shorts Breaks On The Go Diana Widdecombe Short Breaks On The Go

Ron Tiller Les Buss Dorothy Nash Staff & Students Ifield School Vanessa Frazier DIAL Volunteer Carly Gadd DIAL Volunteer Michael McDermott DIAL Volunteer Charlie McNeilly Joanne Stringer DIAL Volunteer Sheila Stringer DIAL Volunteer Paul Williams

Charity Shop Volunteer Charity Shop Volunteer Charity Shop Volunteer Ifield School DIAL Volunteer DIAL Volunteer DIAL Volunteer (left Jun 20) DIAL Volunteer DIAL Volunteer ICT Digital (IT Support & Maintenance) Maintenance

Sean O’Leary

Taiwo Diya Vincent Ndlovu Mia Franklin Katie Grigson

Nov 20-Mar 21 Nov 20-Mar 21 Started Mar 21 Started Mar 21

SBH = Seabrooke House HWH = Hattie Webb House RR = Rochester Road MH = Maddison House GBH = Gingerbread House SHBH = Shortbread House OR = Outreach

Tel: 01474 536501 Email: admin@kasbah.org.uk www.kasbah.org.uk

Registered Office: KASBAH, 7 The Hive, Northfleet, Kent DA11 9DE

Registered Charity No. 1123362 Company No. 6465666

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KENT ASSOCIATION FOR SPINA BIFIDA AND HYDROCEPHALUS (Under the working name of KASBAH)

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

Company number: 06465666 Charity number: 1123362

CONTENTS

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||||| |---|---|---|---| |LEGAL AND ADMINISTRATIVE INFORMATION|2| |TRUSTEES’ REPORT|3|-|12| |INDEPENDENT AUDITORS’ REPORT|13|-|15| |STATEMENT OF FINANCIAL ACTIVITIES| |(INCLUDING INCOME AND EXPENDITURE ACCOUNT)|16| |BALANCE SHEET|17| |STATEMENT OF CASH FLOWS|18| |NOTES TO THE FINANCIAL STATEMENTS|19|-|27|

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LEGAL AND ADMINISTRATIVE INFORMATION FOR THE YEAR ENDED 31 MARCH 2021

Directors and Trustees:

Stephen Field, Chair (Resigned 09 June 2020, Appointed Treasurer 15 June 2021) Brendan Walsh (Appointed 09 June 2020, Appointed Chair 01 January 2021) Richard Chapman, Vice Chair Trevor Sinclair, Treasurer (Resigned 31 May 2021) Christine Taylor, Trustee Jason Owen, Trustee Charissa Baldock (Appointed 09 June 2020) Veronica Higgwe (Appointed 09 June 2020, Resigned 31 May 2021)

Charity Number: 1123362 Company Number: 6465666

Registered Office:

Auditors:

Bankers:

7 The Hive Northfleet Kent, DA11 9DE

Chief Executive Officer and Company Secretary: Emma Carver

Lindeyer Francis Ferguson North House 198 High Street Tonbridge Kent, TN9 1BE

CAF Bank Ltd 25 Kings Hill Avenue Kings Hill, West Malling Kent, ME19 4TA

Santander UK Plc Customer Service Centre Bootle Merseyside

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KENT ASSOCIATION FOR SPINA BIFIDA AND HYDROCEPHALUS

TRUSTEES’ REPORT FOR THE YEAR ENDED 31 MARCH 2021

The trustees (who are also directors of the company for the purposes of company law) present their report and the audited financial statements of Kent Association for Spina Bifida and Hydrocephalus (“KASBAH”) for the year ended 31 March 2021.

The trustees confirm that the report and financial statements of the charity comply with the current statutory requirements, the requirements of the governing document, and the provisions of “Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)” (effective 1 January 2019) (Charities SORP (FRS 102)).

COMPANY STATUS

KASBAH is a charitable company limited by guarantee and has no share capital. The liability of each member in the event of winding up is limited to £10. The company was incorporated on 7 January 2008 and is governed by a memorandum and articles of association.

DIRECTORS

The following directors have held office since 1 April 2020:

The directors are the company’s members and also trustees for the purpose of charity law and throughout this report are collectively referred to as the Trustees.

STRUCTURE, GOVERNANCE AND MANAGEMENT

a. Memorandum and Articles

KASBAH is a registered charity (number 1123362) and is governed in accordance with its Memorandum and Articles of Association adopted 7 January 2008.

There has been no significant change in the objectives since the last annual report. The principal object of the Charity is now to support people of all ages with a physical and/or learning disability to become empowered, have choices and lead full and independent lives.

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b. Method of Appointment or Election of Directors

In accordance with the Charity’s Articles of Association, the Charity may by Ordinary Resolution appoint a person who is willing to act as director as well as determine the rotation by which any Director retires by rotation.

At the Annual General Meeting (AGM) the members of the Association shall elect/re-elect the Trustees of the Board. The officers of the Board will be decided by the nominated Trustees at the first Board meeting following the AGM. Other Trustees may be co-opted at any time to hold office until the next AGM and may be re-elected by the members.

New Trustees are required to participate in an induction programme together with further training where appropriate.

c. Organisational Structure and Decision Making

The Trustees have overall responsibility for approval of strategy, policies, plans, risk management and finance. Implementation is delegated to an executive management team, led by the Chief Executive Officer. Regular reports and meetings monitor activities and performance with the Trustees.

d. Relationship with Partners

KASBAH works closely with many voluntary and statutory agencies. They and KASBAH require all staff, volunteers, trustees and those in any way acting on behalf of the organisation to act in accordance with all legal requirements, policies, procedures and accepted practices of the organisation in force at the time. Additionally, all volunteers and staff are required to undergo a criminal records disclosure at the enhanced level and undertake a comprehensive induction.

The KASBAH support services are either part or fully funded by Kent County Council, Medway Unitary Authority, Gravesham Borough Council, and Dartford Borough Council.

KASBAH is an affiliated member of SHINE (Spina Bifida, Hydrocephalus, Information, Networking, Equality). We also have a working partnership with both Gravesend Church Housing Association (GCHA) and HABINTEG Housing Association both of which receive Annual Reports and Audited Accounts.

e. Risk Management

The policy is that Trustees and Senior Management review and identify potential risks to the organisation and its sustained operation on an on-going basis. They then take the appropriate action to negate or reduce the risk to an acceptable level including retaining financial reserves to provide for contingencies.

f. Remuneration of Key Management Personnel

Salaries are reviewed annually; the Organisation assesses the increased cost of living as well as the performance of the employee, any additional payment will be subject to finances being available within the organisation. Other adjustments might also be made (e.g. to ensure the proper operation of personnel policies such as: equal pay for equal value work; consistency of salaries; the job has grown and/or includes more responsibility).

It is the policy of the Organisation’s Board that all bonus payments to members of staff are assessed and adjusted where appropriate to reflect each individual's performance over and above each person’s job description. Annual targets are set within each appraisal, if the appraisal is not completed prior to the meeting, staff bonus' may be not be applied. Overtime Paid overtime must be authorised by a senior member of staff prior to work being.

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OBJECTIVES AND ACTIVITIES

a. Policies and Objectives

KASBAH’s Mission Statement:

“KASBAH will respect the rights and circumstances of each person and actively encourage empowerment and inclusion into all aspects of life and living. This will be achieved with a flexible and diverse range of support services to its members provided by a well supported and developed staff team.

Together we will create innovative solutions to meet new identified needs and expand the organisation.”

b. Public Benefit

The Trustees have had due regard to the guidance issued by the Charity Commission on public benefit when reviewing the charity’s objectives and planning for the future.

c. Strategies for Achieving Objectives

THE DIAL ADVISOR SERVICE

This service provides information, advice and guidance on a variety of condition related subjects such as general disability advice, entitlements and benefits advice, health, education, aspirations and transition. The Advisor Service can provide home visits, telephone support and advocacy to members and their carers and families, this service is available to answer questions and give advice on all matters affecting those with, or dealing with, the conditions but there does need to be an identified need. The Advisor Service also takes an active part in educating professionals and interested parties on how to empower the KASBAH membership by gaining a better understanding of the disability and the individual’s needs and goals. The DIAL element of this service provides specialist disability support with a focus on maximising local people’s income and supporting the form filling when applying for a range of eligible benefits.

In 2019 the DIAL project and the Advisor Service; two independent information, advice and guidance services within KASBAH, amalgamated on one site to provide a more cohesive and pro-active provision. This has worked well utilising our experienced Advisor managing the complex cases and our team of dedicated volunteers complementing this provision and providing much of the face-to-face support (within a remote working model).

As Covid-19 impacted many organisations, for KASBAH we saw a decline in formal advice and increase in informal support; being a dependable entity to rely on. Even with these changes we have still seen growth within our membership (with 4 new referrals this year). KASBAH believes that the maintenance of good quality services is equally as important as continual expansion; therefore, both areas will remain a priority.

In 2020/21 KASBAH has supported 1929 requests for support and been able to retain all volunteers despite the challenges of providing and receiving support remotely.

CHARITY SHOP

The charity shop offers several facilities to other projects within KASBAH. It is used to provide volunteers, service users and members with the opportunity to learn retail and socialisation skills. It also enables the volunteers and service users to interact with the local community. As this service has developed, the charity shop has also become a community drop-in point that has promoted friendship and inclusion for the service users of the local area.

The shop had a major overhaul in 2016 after the closure of the community café, the charity shop was re-assessed to meet the work experience needs of the service users residing in KASBAH supported living projects; an upcycling

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project was developed at Seabrooke House and a more formal training structure put in place with volunteers from the general public managing the weekend shifts. This service continues to be a great community resource and outside of Covid-19 restrictions is supported two days a week by Ifield School during term time.

INDEPENDENT LIVING SKILLS TRAINING TIMELINE

In 2000 The need for independent living was identified.

In 2002 Seabrooke House was opened; KASBAH’s first Independent Living Project. The property is owned by Gravesend Churches Housing Association.

In 2007 The lack of suitable adapted move-on accommodation was identified.

In 2009 Hattie Webb House was opened; designed predominantly to be a physical disabilities site. This property is owned by Habinteg Housing Association.

2011 KASBAH identified the need for greater freedom and control within a supported living site.

In 2011 Rochester Road was KASBAH’s first house to be purchased and therefore dictate the eligibility criteria and admissions.

In 2013 an opportunity arose to open a further supported living site; Maddison House. This site was developed to offer low level support and focus on peer group support to pool skills and abilities. This site is owned by Gravesend Churches Housing Association.

In 2015 KASBAH was able to pay off the mortgage at Rochester Road and invest in its second house purchase; Gingerbread House. This house was developed for complex needs with much needed respite availability.

In 2018 KASBAH built a one-bedroom flat in the garden area of Rochester Road and completed its third house purchase. This allowed Gingerbread House to trial an ‘Outreach’ model whilst Shortbread House was re-designed to meet the growing needs of our most complex service users.

In 2020 ; the current service users were ready to move on to greater independence from Gingerbread House and a complex model which complements Shortbread House was put back in place. This model works and the group complement each other well.

In 2021 ; the Shortbread House layout was reconfigured to give each floor a dedicated living room space to promote greater freedom, expression and respite was moved to its own floor to minimise impact on the rest of the house.

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OUTREACH

KASBAH provides specialist support to service users who have been through the KASBAH supported living schemes within North West Kent and Medway. This tends to be in key areas of daily living with a strong focus on social skills and group activities to reduce isolation and promote meaningful relationships.

SHORT BREAKS ON THE GO

Since 2010 KASBAH have been providing daily living training sessions monthly to young people aged 14+, in 2015 we began to offer specialist play schemes in school holidays offering informal independent living training to young people aged 8+.

KASBAH continued to provide this provision until the summer of 2019 but due to restricted funding and the young people’s desire to access community activities rather than hall-based activities, the service was reviewed and has been put on indefinite hold since December 2019.

‘Short Breaks on the Go’ took a new form in 2019; moving to a community model; where young people were meeting at the activity and paying a nominal fee to take part in monthly planned activities. Until the Covid-19 pandemic began there was a growing membership, and this model was working well. But over the last year the needs have changed; our young people have formed their own friendships and networks and no longer need KASBAH to facilitate this.

COMMUNITY FARM

KASBAH has continued to support the development of a community farm within Northfleet School for Girls. Volunteers attend on a Tuesday to work on the grounds when restrictions have allowed; the farm has continued to grow and provides a valuable work experience resource to our service users.

d. Grant Making Policies

KASBAH may make small grants to those affected by the conditions, in line with written grants criteria within the £2,000 budget. The Advisor administers this with a budget agreed annually by the Board of Trustees.

e. Volunteers

KASBAH greatly benefits from volunteers, assisting in the office, at the KASBAH sites, in the charity shop and in fund raising events. Their contribution and support is greatly appreciated.

ACHIEVEMENTS AND PERFORMANCE

REVIEW OF ACTIVITIES

THE DIAL ADVISOR SERVICE

The DIAL Advisor Service has had to adapt and adjust this year due to on-going Covid-19 impact. This service has undertaken 299 remote support sessions (-218 on last year) and attended 72 virtual meetings to support KASBAH members during 2020/21, and where possible support continues to be provided by telephone, e-mail and letter to enable the Advisor to maximise time and resources 2,291 (+ 440 on last year). We have ensured that the provision has remained active and available throughout all three lockdowns. Due to a change in priority, this year our focus has been on promoting positive mental health and offering a listening ear and re-assurance to our members, this type of support has increased by 200% over the last year. KASBAH has facilitated 2,041 (+ 190) telephone calls from the membership and NWK clients providing support, information, guidance and advocacy. There has been 4 new member referrals, accessing a range of support including supported living support.

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Where possible the DIAL Advisor Service has continued to attend Kent County Council and disability partnership forums, to raise awareness and keep abreast of current affairs and information to feed back to the KASBAH membership. These opportunities have been limited within Covid-19 priorities over the last year.

The DIAL Advisor Service is actively involved in ensuring that the KASBAH membership is heard, valued, and empowered to have the same choices and rights as any other person. As with previous years, the Advisor continues to have a more active role in the supported living sites to offer advice,

guidance, and hands-on support to aid independence in individuals and support identified areas of concern. KASBAH has maintained close and productive working partnerships local many organisations, SHINE, IASK, IMAGO, We Are Beams, Porchlight, the KiND consortium, incorporating KASBAH, DISK and CILK. KiND has recently made the decision to desist as DISK will be closing its services in March 2022.

DIAL Advisor Service Annual Statistics

Month of the Year Support given (per enquiry) Support given (per enquiry)
2019-20 2020-21
April 162 148
May 214 138
June 220 165
July 260 178
August 244 181
September 180 111
October 159 213
November 202 112
December 158 135
January 194 194
February 145 186
March 233 168
TOTAL 2,371 1,929

Moving the DIAL Advisor Services up to the Gingerbread Office has been very effective and enabled a renewed focus and drive on this valuable service. KASBAH also identified the need for Finance and Human Resources to return to this site also to provide a much-needed team approach to Covid-19 challenges; this took place in January 2021.

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CHARITY SHOP

The charity shop has been closed all year due to Covid-19 restrictions. It is planned that the shop will reopen in the new financial year.

INDEPENDENT LIVING SKILLS TRAINING

Seabrooke was originally funded by Supporting People (government funding) from 2002 to 2018. KASBAH maintained its 'A' level provider status from 2008-2018 when funding ceased, this was achieved by involving the trainees (service users) in every aspect of the service delivery.

This provision continues to achieve a high level of success and recognition from funders, service users and parents for its work in training and preparing each person for independent living within their communities. Each year this site trains and enables up to 8 residential people and up to 10 day training people at any one time to learn the skills they will need to live independent lives, with many now living successfully in the community without statutory support. The scheme continues to enable service users to make informed decisions and access equal opportunities in all of their life choices. Seabrooke House has achieved full occupancy this year with one challenging move-in that we worked hard to maintain.

Hattie Webb House has continued to maintain its high standards of service delivery and has worked hard this year to promote a happy and positive service user dynamic after the passing of Emma; a treasured service user who will never be forgotten. Day service was disbanded and a new model of 1:1 support is now being explored.

Rochester Road has consistently achieved positive outcomes for the service users. This site has maintained full occupancy and is not currently offering respite placements. The annexe continues to be an effective addition to the house.

Maddison House reached full occupancy on the day the service opened. The model of like-minded people sharing a home and skills has been demonstrated very effectively at this site in addition to continual progression. Five of the service users have now moved on to independent living (own self- contained flats). Maddison also have a growing outreach provision within London Road which is a model that has flourished bringing the in-house support and training into the community.

Gingerbread House now accommodates four more complex service users who complement each other well in the way they interact and support each other. Having a sister site on-site has made Covid-19 that bit more manageable as we regularly share activities, support and staff which has aided us to combat many of the challenges we have faced over the last year. Although Shortbread now only has 2 service users, we have managed to maintain a complex part-time placement also which has provided much needed respite for the family over the year.

OUTREACH

With a small team of 4 staff members at the start of the Covid-19 pandemic, outreach had its work cut out to meet the needs of the 19 service users accessing this service. Despite the challenges this team visited each person every day and meet every daily need, even when shielding reduced this team by 50%.

‘SHORT BREAKS ON THE GO’

Due to Covid-19 restrictions this project was not in operation this year and has made the decision to not re-open and the need is no longer evident. Our young people have formed their own friendships and networks during Covid-19 and this was the purpose of this project.

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THE COMMUNITY FARM

This year KASBAH has continued to support the farm development, Rochester Road continues to take the lead. Gingerbread House have continued to focus on the ‘Garden Gang’ this year which has been very beneficial to the organisation. Our petting zoo was built and is now managed by our service users housing; 4 chickens, 2 rabbits and 2 guinea pigs and many wonderful upcycling projects have been supported and sit proudly in the Gingerbread/ Shortbread gardens.

FINANCIAL REVIEW

KASBAH continues to develop its robust financial management systems and is pleased to confirm that the charitable organisation has maintained its strong financial position which has been established over the last 14 years. The current Covid-19 pandemic highlighted a need for increased cash flow as the majority of KASBAH’s reserves are tied up in the properties. We have worked hard as an organisation to be in a stronger financial position at year end which I am pleased to confirm was achieved.

2020/21 has been a year of sobriety and maintenance but this has not stopped us pulling together as team to overcome the many Covid-19 challenges and have lots of fun. Although many services and activities were put on hold; we have been creative as an organisation to keep our service users engaged and pro-active. We increased 1:1 support on all sites; mimicked daily structures where possible with alternative activities; health walks and exercise in the garden, shopping at the local shops, in-house alternatives for gardening/DIY skills/beauty regimes and incorporated lots of competitions and challenges.

Our budgeting assumptions have continued to be on the conservative side (as is appropriate in the general economic situation) and we have been able to generate a healthy surplus. This will continue to be our focus until cash reserves exceed six months to provide re-assurance to the KASBAH team and membership that the organisation can facilitate another significant disruption in services.

a. Reserves Policy

The reserves policy of the charity is based on the organisation’s calculations within the Reserves Risk Assessment to ensure sufficient funding is allocated to cover the following risks:

This figure is currently calculated at £1,860,418 as at 31 March 2021. This can be seen in more detail on pages 25 and 26 of the financial statements.

b. Principal Funding

The financial statements show a total income for the year of £1,535,138 and net income of £188,146. This has increased reserve levels to £1,860,418 of which £1,761,044 is held in tangible fixed assets, including 236 Rochester Road (which we own outright), Gingerbread and Shortbread House, with the remaining reserves held in liquid assets amounting to £99,374. We were able to clear the off-set part of the Gingerbread House mortgage this year and have a two-year plan to clear the remaining balance.

This is a positive achievement and a result of great teamwork and the vision of the organisation for greater financial security.

KASBAH has a robust financial reporting and monitoring system with a focus on setting realistic budgets for each area of expenditure, this has enabled the organisation to perform on target and meet the organisation’s vision and targets.

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IMPACT OF COVID-19

As an organisation, KASBAH has thrived, where others may have focussed on the negative impact of Covid-19, KASBAH has used this as an opportunity to invest even more time with each service user and come together as a strong and insurmountable team. This is what KASBAH does best, we rise to the challenge and find a positive way to move forward. Where incidents were anticipated to increase due to increased time in-house and boredom, we are pleased to report incidents decreased from the previous year. In the second lockdown we did not record a single instance and learnt the importance of daily time and activity away from the household.

The team were integral to the Organisational Response Plan for KASBAH, and in consultation with the team we agreed a temporary stop to all paid overtime, annual leave and limited sick pay to enable cash flow to increase when the first lockdown began. The staff devised a banking system whereby if a shift was not needed staff did get the day off and could then cover when staff were needed; this was invaluable when self-isolations became a weekly occurrence and enabled minimal impact to be felt in any KASBAH site. By the end of the second lockdown, all additional hours were able to be paid and every team had well-deserved breaks. We have managed all three lockdowns without the use of agency staff or cross-site working and have seen the KASBAH team at its best.

By the third lockdown the KASBAH Board issued a Covid-19 bonus to every staff member who had worked during the pandemic based on the hours worked. This was a small token of recognition, but the sentiment spoke volumes and I know KASBAH will be able to overcome any challenge posed in the future.

PLANS FOR THE FUTURE

KASBAH is actively working towards its evolving Five-Year Vision, as all of the Kent County Council grants have been rolled over for another year, KASBAH’s focus remains on ensuring the long-term financial stability of the organisation, meeting evolving and emerging service user needs and being able to be creative and dynamic in our solutions.

Additional plans include:

1. We have plans to utilise the Hive office as a training flat and mock it up as functional living space to add much needed space and resources for day support and respite (up to £2,000 including an essential roof repair).

2. We are purchasing two additional vehicles; one as a small run-around (up to £1,200) and an 8- seater vehicle to enable larger group activities to be easily supported (up to £15,000).

3. Five staff have been identified to become Behavioural Coaches/Trainers in the organisation: 4 in Studio, 3 de-escalation and 1 other Positive Behaviour Support Coach (£15,000 agreed).

4. The Gingerbread House mortgage will be cleared in full over the next two years (£60,000 has been agreed to pay on 31/03/2022 and the remaining £55,000 to be paid on 31/03/2023). This is with the proviso that should a better financial investment in terms of housing be identified, there is flexibility to utilise these allocated amounts.

5. Identify the next big challenge and remain prepared for further restrictions.

There is a total of £93,200 to ring-fence from reserves this year and a further £55,000 to ring-fence for the following year.

FUTURE DEVELOPMENTS

For the year 2021-22 KASBAH anticipates higher income levels and higher expenditure levels due to the on-going development in Shortbread House with a structured respite provision in place. The demand for respite and short breaks has increased drastically over the last three months. KASBAH is fully aware of the importance of these short breaks to enable Carers to manage their full-time roles therefore this need will remain a priority. As an organisation we have nominated a lead person to facilitate each day, plan activities in advance and ensure we have excellent levels of resources to maximise engagement and ensure each respite session is meaningful.

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We plan to invest significant funds and time in upskilling 5 staff members in both de-escalation (Studio 3) and continuing to embed a Positive Behaviour Support across the organisation.

KASBAH also wants to focus on individual’s wish lists and where possible make these a reality; book the holidays and activities each person has been planning during lockdown, increase sport and group activities and continue to invest 1:1 with each person to assist managing the transition back to the ‘new normal’.

AUDITORS

The auditors, Lindeyer Francis Ferguson, are deemed to have been re-appointed in accordance with section 487(2) of the Companies Act 2006.

TRUSTEES' RESPONSIBILITIES

The Trustees are responsible for preparing the Annual Report and the financial statements in accordance with applicable law and United Kingdom Generally Accepted Accounting Practice applicable to smaller charities.

Law applicable to charities in England/Wales requires the Trustees to prepare financial statements for each financial year that give a true and fair view of the state of affairs of the Charity and of the surplus or deficit of the Charity for that period. In preparing those financial statements the Trustees have:

The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the Charity and enable them to ensure that the financial statements comply with the Charities Act 2011. They are also responsible for safeguarding the assets of the Charity and hence for taking reasonable steps for the detection and prevention of fraud and other irregularities.

So far as each of the Trustees is aware at the time the report is approved:

This report was approved by the Trustees on ................................. and signed on its behalf, by:

.........................................................................................................................................................................................

Stephen Field Treasurer of KASBAH

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KENT ASSOCIATION FOR SPINA BIFIDA AND HYDROCEPHALUS

INDEPENDENT AUDITORS’ REPORT TO MEMBERS FOR THE YEAR ENDED 31 MARCH 2021

OPINION

We have audited the financial statements of Kent Association for Spina Bifida and Hydrocephalus (“KASBAH”) for the year ended 31 March 2021 which comprise the Statement of financial activities, the Balance sheet, the 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 (United Kingdom Generally Accepted Accounting Practice), including the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).

In our opinion, the financial statements:

BASIS FOR OPINION

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

CONCLUSIONS RELATING TO GOING CONCERN

We have nothing to report in respect of the following matters in relation to which the ISAs (UK) require us to report to you were:

OTHER INFORMATION

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

PAGE 13

KENT ASSOCIATION FOR SPINA BIFIDA AND HYDROCEPHALUS

INDEPENDENT AUDITORS’ REPORT TO MEMBERS FOR THE YEAR ENDED 31 MARCH 2021 CONTINUED…

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.

OPINIONS ON OTHER MATTERS PRESCRIBED BY THE COMPANIES ACT 2006

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

MATTERS ON WHICH WE ARE REQUIRED TO REPORT BY EXCEPTION

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the directors’ report included within the trustees’ report

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

RESPONSIBILITIES OF TRUSTEES

As explained more fully in the trustees’ responsibilities statement set out on page 11, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

AUDITOR’S RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL STATEMENTS

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will

PAGE 14

KENT ASSOCIATION FOR SPINA BIFIDA AND HYDROCEPHALUS

INDEPENDENT AUDITORS’ REPORT TO MEMBERS FOR THE YEAR ENDED 31 MARCH 2021 CONTINUED…

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

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

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: http://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 charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and, the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

.........................................................................................................................................................................................

Jonathan Healey FCA Senior Statutory Auditor

For and on behalf of:

Lindeyer Francis Ferguson Limited Statutory Auditors Chartered Accountants

Date: ................................................................................................................................................................................

North House 198 High Street Tonbridge Kent TN9 1BE

PAGE 15

KENT ASSOCIATION FOR SPINA BIFIDA AND HYDROCEPHALUS

STATEMENT OF FINANCIAL ACTIVITIES (INCLUDING INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 MARCH 2021

2021 2021 2021 2020
Unrestricted Restricted Total Total
funds funds funds funds
Note £ £ £ £
Income from:
Donations & legacies 4,331 – 4,331 7,280
Charitable activities 3 1,500,488 29,975 1,530,463 1,419,862
Other trading activities 5 28 – 28 6,429
Investments
Bank interest 316 – 316 930
Total income 1,505,163 29,975 1,535,138 1,434,501
Expenditure on:
Raising funds 6 10,983 – 10,983 10,917
Charitable activities 4 1,295,125 40,884 1,336,009 1,269,183
Total expenditure 1,306,108 40,884 1,346,992 1,280,100
Net income 8 199,055 (10,909) 188,146 154,401
Transfers between funds (10,909) 10,909 – –
Other recognised gains / losses:
Gains on revaluation of fixed assets 161,323 – 161,323 –
Net movement in funds 349,469 – 349,469 154,401
Reconciliation of funds:
Total funds brought forward 1,510,949 – 1,510,949 1,356,548
Total funds carried forward 1,860,418 – 1,860,418 1,510,949

The statement of financial activities includes all gains and losses recognised in the period.

All income and expenditure derives from continuing activities.

PAGE 16

KENT ASSOCIATION FOR SPINA BIFIDA AND HYDROCEPHALUS

BALANCE SHEET AS AT 31 MARCH 2021

Note £ 2021
£		 £ 2020
£
Fixed assets
Tangible assets
Current assets
Debtors
Cash at bank and in hand
Current liabilities
Creditors: amounts falling due within one year
Net current assets
Creditors: amounts falling due after more than one
year
Total net assets
The funds of the charity
Unrestricted funds
Revaluation reserve
Other funds
10
11
12
13
15		 174,343
477,889
652,232
(81,816)		 1,761,044
570,416
(471,042)
1,860,418
279,213
1,581,205
1,860,418		 155,017
382,800
537,817
(56,316)		 1,581,947
481,501
(552,499)
1,510,949
117,890
1,393,059
1,510,949

Approved by the board of trustees on ................................................. 2021 and signed on its behalf by:

..................................................................................................................................................................................................................….........

Stephen Field Treasurer of KASBAH

Company number: 06465666

PAGE 17

KENT ASSOCIATION FOR SPINA BIFIDA AND HYDROCEPHALUS

STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2021

Note £ 2021
£		 £ 2020
£
Cash flows from operating activities
Net cash provided by operating activities
Cash flows from investing activities
Interest received
Purchase of tangible fixed assets
Net cash flows from investing activities
Cash flows from financing activities
Repayments of borrowings
Net cash flows from financing activities
Change in cash and cash equivalents
Cash and cash equivalents brought forward
Cash and cash equivalents carried forward
A. Reconciliation of net income to net cash flow
from operating activities
Net income for the reporting period
As per the statement of financial activities
Adjustments for:
Depreciation
Interest received
(Decrease) in debtors
(Increase) in creditors
Net cash provided by operating activities
A		 316
(23,891)
(83,570)
6,116
(316)
(19,326)
27,614		 202,234
(23,575)
(83,570)
95,089
382,800
477,889
188,146
14,088
202,234		 930
-
(27,070)
4,122
(930)
(27,511)
(14,017)		 116,065
930
(27,070)
89,925
292,875
382,800
154,401
(38,336)
116,065

PAGE 18

KENT ASSOCIATION FOR SPINA BIFIDA AND HYDROCEPHALUS

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021

1 STATUS

Kent Association for Spina Bifida and Hydrocephalus is a charitable company limited by guarantee incorporated in England and Wales. In the event of the company being wound up, the liability in respect of the guarantee is limited to £10 per member of the charity. The address of the registered office is 7 The Hive, Northfleet, Kent, DA11 9DE.

2 ACCOUNTING POLICIES

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows:

2.1 Basis of preparation

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 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

Kent Association for Spina Bifida and Hydrocephalus 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 note(s).

The financial statements are presented in pounds sterling and rounded to the nearest pound.

2.2 Going concern

Since the end of the financial year, the global pandemic Covid-19 has inevitably impacted the operation of the charity. However, KASBAH has not seen a reduction in the number of service users during this period and funding from Local Authorities has been maintained. The trustees are continuing to review government guidelines and respond to updates where necessary. The Trustees believe that the charity therefore has not been adversely impacted in such a way that would cast doubt over the going concern status, so the going concern basis of accounting therefore continues to be adopted.

2.3 Income

Income from donations and grants is recognised when the charity is entitled to the funds, the receipt is probable and the amount can be measured reliably. For donations, this is usually on receipt. For grants, this is usually when a formal offer is made in writing, unless the grant contains terms and conditions outside of the charity's control which must be met before the charity is entitled to the funds. Where grants are received in response to a proposal including a budgeted timescale, such that the timescale for the expenditure is implicit in the grant agreement, the income is recognised in accordance with that timescale.

Income from charitable activities is recognised over the period to which the income relates. Charges for services are recognised when the services are provided. Income received in advance is accounted for as deferred income.

2.4 Expenditure

Expenditure is recognised when a present legal or constructive obligation exists at the balance sheet date as a result of a past event, it is probable that a transfer of economic benefits will be required to settle the obligation, and the amount can be estimated reliably.

Expenditure has been classified under headings that aggregate all costs related to the category.

PAGE 19

KENT ASSOCIATION FOR SPINA BIFIDA AND HYDROCEPHALUS

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 CONTINUED…

2 ACCOUNTING POLICIES continued

Staff costs are allocated on the basis of staff time.

Support costs, which are those costs relating to functions which assist the work of the charity but do not directly relate to its activities, have been allocated to the activities undertaken by the charity on the basis of the usage of those costs by the activities.

2.5 Taxation

The charity is exempt from corporation tax on its income and gains to the extent that these are applied to its charitable objects.

2.6 Fund accounting

Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees. Restricted funds can only be used for the particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.

2.7 Tangible fixed assets and depreciation

Tangible fixed assets are stated at cost less depreciation. Depreciation is provided at rates calculated to write off the cost less estimated realisable value of each asset over its expected useful life, as follows:

Freehold properties can be measured reliably based on market value. These properties are therefore measured at fair value at each reporting date with changes in fair value recognised in the statement of financial activities.

2.8 Debtors

Trade and other debtors are recognised at the settlement amount due. Prepayments are recognised at the invoiced cost prepaid.

2.9 Creditors

Creditors are recognised when a present legal or constructive obligation exists at the balance sheet date as a result of a past event, it is probable that a transfer of economic benefits will be required to settle the obligation, and the amount can be estimated reliably. Creditors are recognised at the settlement amount.

2.10 Financial instruments

The charity only has financial instruments 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.

2.11 Pensions

The charity operates a defined contribution scheme for the benefit of its employees. The assets of the scheme are held separately from those of the charity in an independently administered fund. The pension cost in the financial statements represents the contributions payable by the charity during the year.

2.12 Operating leases

Rentals payable under operating leases are charged to the statement of financial activities on a straight line basis over the lease term.

PAGE 20

KENT ASSOCIATION FOR SPINA BIFIDA AND HYDROCEPHALUS

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 CONTINUED…

3 INCOME FROM CHARITABLE ACTIVITIES

Independent
Skills Training
2021
£
Advice &
Information
2021
£		 Independent
Skills Training
2021
£
Advice &
Information
2021
£		 Short
Breaks
2021
£		 Total
2021
£		 Total
2020
£
Kent County Council:
Independent Skills Training
Information, Advice & Guidance
DIAL
Medway Unitary Authority
Dartford Borough Council
Gravesham Borough Council
Other sponsors and donors		 –
15,309
15,309
–
–
–
64
30,682		 993,703
–
–
90,023
106,244
184,417
126,037
1,500,424		 –
–
–
(643)
–
–
–
(643)		 993,703
15,309
15,309
89,380
106,244
184,417
126,101
1,530,463		 967,470
15,706
15,706
102,935
97,420
188,031
32,594
1,419,862

The comparative figures include £42,081 of restricted income.

4 EXPENDITURE ON CHARITABLE ACTIVITIES

Advice & Independent Short
Information Skills Training Breaks Total Total
2021 2021 2021 2021 2020
£ £ £ £ £
Direct activity costs 1,148 251,388 77 252,613 239,120
Direct staff costs 32,144 766,736 227 799,107 753,080
Support costs allocated (note 7) 7,288 277,001 - 284,289 276,983
40,580 1,295,125 304 1,336,009 1,269,183
Surplus / (deficit) for the year (9,898) 205,299 ( 947) 194,454 150,679

The comparative figures include £55,708 of restricted expenditure.

5 INCOME FROM OTHER TRADING ACTIVITIES

2021
£		 2020
£
Charity shop income
Fundraising events		 28
-
28		 5,541
888
6,429

PAGE 21

KENT ASSOCIATION FOR SPINA BIFIDA AND HYDROCEPHALUS

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 CONTINUED…

6 EXPENDITURE ON RAISING FUNDS

2021
£		 2020
£
Charity shop costs
Support costs allocated (note 7)		 3,694
7,289
10,983		 3,815
7,102
10,917

7 SUPPORT COSTS

2021
£		 2020
£
Staff costs
Premises costs
Staff training and travel
Printing, postage and stationery
Telephone
IT Support and maintenance
Repairs and maintenance
Equipment hire
Subscriptions
Professional fees
Website design and public relations
Small grants scheme
Motor running costs
Bank charges
Bad debt expense
Depreciation of fixed assets
Governance costs:
Audit and accountancy
Legal and consultancy fees
Trustee and Board expenses
Trustee indemnity insurance
Allocation based on estimated usage:
Raising funds
Charitable activities:
Advisor / DIAL
Independent Skills Training		 175,835
33,401
8,787
4,358
3,770
9,938
3,524
2,495
609
14,076
675
200
715
707
–
6,117
4,375
13,523
493
222
291,578
2021
%
2.5%
2.5%
95.0%
100.0%		 158,729
23,761
18,476
7,490
4,129
10,348
7,565
2,234
473
5,509
6,716
125
4,173
777
460
4,122
4,200
12,887
774
647
284,085
2020
£
7,289
7,288
277,001
291,578

PAGE 22

KENT ASSOCIATION FOR SPINA BIFIDA AND HYDROCEPHALUS

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 CONTINUED…

8 NET INCOME

2021 2020
£ £
Net income is stated after charging:
Operating lease payments 94,229 85,512
Auditors' remuneration for audit services 1,975 1,800
Auditors' remuneration for accountancy services 2,400 2,400
Depreciation 6,117 4,122

9 STAFF COSTS

2021
£		 2020
£
Wages and salaries
Employer's national insurance
Employer's pension contributions		 892,362
63,818
18,763
974,943		 835,329
59,325
17,155
911,809

The average number of employees during the year is as follows:

DIAL
Independent Skills Training
Short Breaks/Playscheme		 2021
No
1
48
–
49		 2020
No
1
49
5
55

One (2020: one) employee received emoluments in excess of £60,000.

PAGE 23

KENT ASSOCIATION FOR SPINA BIFIDA AND HYDROCEPHALUS

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 CONTINUED…

10 TANGIBLE FIXED ASSETS

Freehold
property
£		 Motor
vehicles
£
Fixtures, fittings
& equipment
£		 Motor
vehicles
£
Fixtures, fittings
& equipment
£		 Total
£
Cost or valuation
At 1 April 2020
Additions
Revaluation
At 31 March 2021
Depreciation
At 1 April 2020
Charge for the year
At 31 March 2021
Net book value
At 31 March 2021
At 31 March 2020		 1,569,580
–
161,323
1,730,903
–
–
–
1,730,903
1,569,580		 16,000
–
–
16,000
16,000
–
16,000
–
–		 65,899
23,891
-
89,790
53,532
6,117
59,649
30,141
12,367		 1,651,479
23,891
161,323
1,836,693
69,532
6,117
75,649
1,761,044
1,581,947

The freehold property was revalued as at 31 March 2017 by Tower Estate Agents. The trustees have reviewed the valuation as at 31 March 2021 and confirmed a fair value increase of £161,323 (2020: £nil). The carrying amount of freehold property under the historical cost model would be £1,451,690 (2020: £1,451,690).

11 DEBTORS

2021
£		 2020
£
Support costs receivable
Prepayments and accrued income
Other debtors		 146,619
24,934
2,790
174,343		 106,989
46,544
1,484
155,017

12 CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

2021
£		 2020
£
Bank loans
Trade creditors
Social security and other tax
Accruals and deferred income
Other creditors		 19,276
16,877
23,080
17,742
4,841
81,816		 21,390
3,956
15,084
12,253
3,633
56,316

PAGE 24

KENT ASSOCIATION FOR SPINA BIFIDA AND HYDROCEPHALUS

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 CONTINUED…

12 CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR CONTINUED

2021
£		 2020
£
Deferred income included above :
Brought forward
Released in year
New deferrals
Carried forward		 –
–
1,078
1,078		 15,397
( 15,397)
–
–

Deferred income relates to KCC and Medway residents' charges invoiced in advance of the period being covered by the invoice. As KASBAH tends to invoice in arrears for services provided from 2020 onwards, deferred income is minimal.

13 CREDITORS: AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR

2021
£		 2020
£
Bank loans
Amounts repayable after more than five years:
By instalments		 471,042
385,664		 552,499
407,079

The bank loans are secured by way of a legal mortgage charge, dated 12 February 2015 and 28 November 2018, over the properties at Gingerbread House and Shortbread House, Northfleet, respectively.

14 FINANCIAL COMMITMENTS

At 31 March 2021 the charity was committed to future minimum lease payments under non-cancellable operating leases as follows:

2021
£		 2020
£
Land and buildings
Due within one year
In two to five years
More than five years		 48,578
12,000
4,750
65,328		 41,378
15,000
10,313
66,691

PAGE 25

KENT ASSOCIATION FOR SPINA BIFIDA AND HYDROCEPHALUS

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 CONTINUED…

15 MOVEMENT ON FUNDS continued

At 1 April
2019
£		 Income
£		 Expenditure
£		 Transfers
£		 At 31 March
2020
£
Unrestricted funds
Revaluation reserve
Rochester Road
Gingerbread House
General funds
Designated funds:
27 East Kent Avenue
Restricted funds
Information, advice & guidance
DIAL
Medway Unitary Authority		 112,937
4,953
117,890
1,198,658
40,000
1,238,658
-
-
-
-
1,356,548		 –
–
–
1,401,143
–
1,401,143
15,706
15,706
1,946
33,358
1,434,501		 –
–
–
(1,224,392)
–
(1,224,392)
( 29,279)
(15,706)
(10,723)
(55,708)
(1,280,100)		 –
–
–
17,650
(40,000)
(22,350)
13,573
–
8,777
22,350
–		 112,937
4,953
117,890
1,393,059
–
1,393,059
–
–
–
–
1,510,949

The restricted funds arise from grants and donations to fund particular projects or items of expenditure, and unused income is carried forward to cover future expenditure on those areas. Details of restricted funds active during the year are as follows:

Information, advice & guidance

This grant is a Kent County Council service level agreement for the provision of information, advice and guidance to disabled people, families and Carers in the County of Kent. Sufficient resources are held to meet the expectations of this grant.

DIAL

This grant is a Kent County Council service level agreement for the provision of a disability helpline and volunteer led disability support and advice for people in North West Kent. All funding was spent during the year.

Medway Council

This is a contract funded by Medway Council to provide daily living training sessions to young adults in Medway aged 14+ through monthly sessions and social activities (funding is provided for up to 18th birthday, thereafter is through direct payments).

PAGE 26

KENT ASSOCIATION FOR SPINA BIFIDA AND HYDROCEPHALUS

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 CONTINUED…

16 ANALYSIS OF NET ASSETS BETWEEN FUNDS

2021
Unrestricted funds
£
2021
Restricted funds
£		 2021
Unrestricted funds
£
2021
Restricted funds
£		 2021
Unrestricted funds
£
2021
Restricted funds
£		 2021
Total funds
£
Tangible fixed assets
Net current assets
Long term liabilities		 1,761,044
570,416
( 471,042)
1,860,418		 –
–
–
–		 1,761,044
570,416
( 471,042)
1,860,418
2020
Unrestricted funds
£
2020
Restricted funds
£		 2020
Total funds
£
Tangible fixed assets
Net current assets
Long term liabilities		 1,581,947
481,501
( 552,499)
1,510,949		 –
–
–
–		 1,581,947
481,501
( 552,499)
1,510,949

17 RELATED PARTY TRANSACTIONS

The Board of Trustees and the Chief Executive Officer are considered to be the charity's key management personnel. There was no trustees' remuneration nor other benefits during the current or prior period.

No trustees were reimbursed expenses in the year (2020: one trustee reimbursed £114 for travel and subsistence). In addition, board-related and training costs amounting to £nil (2020: £835) were met by the charity on behalf of the Board of Trustees.

During the year, the Board of Trustees were awarded Christmas gifts totalling £493 (2020: £nil).

The total amount of employee benefits (including employer's pension contributions) received by key management personnel during the year was £84,581 (2020: £73,777).

PAGE 27

KENT ASSOCIATION FOR SPINA BIFIDA AND HYDROCEPHALUS

www.kasbah.org.uk

KENT ASSOCIATION FOR SPINA BIFIDA AND HYDROCEPHALUS (Under the working name of KASBAH)

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

Company number: 06465666 Charity number: 1123362

CONTENTS

----- Start of picture text -----
||||| |---|---|---|---| |LEGAL AND ADMINISTRATIVE INFORMATION|2| |TRUSTEES’ REPORT|3|-|12| |INDEPENDENT AUDITORS’ REPORT|13|-|15| |STATEMENT OF FINANCIAL ACTIVITIES| |(INCLUDING INCOME AND EXPENDITURE ACCOUNT)|16| |BALANCE SHEET|17| |STATEMENT OF CASH FLOWS|18| |NOTES TO THE FINANCIAL STATEMENTS|19|-|27|

----- End of picture text -----

LEGAL AND ADMINISTRATIVE INFORMATION FOR THE YEAR ENDED 31 MARCH 2021

Directors and Trustees:

Stephen Field, Chair (Resigned 09 June 2020, Appointed Treasurer 15 June 2021) Brendan Walsh (Appointed 09 June 2020, Appointed Chair 01 January 2021) Richard Chapman, Vice Chair Trevor Sinclair, Treasurer (Resigned 31 May 2021) Christine Taylor, Trustee Jason Owen, Trustee Charissa Baldock (Appointed 09 June 2020) Veronica Higgwe (Appointed 09 June 2020, Resigned 31 May 2021)

Charity Number: 1123362 Company Number: 6465666

Registered Office:

Auditors:

Bankers:

7 The Hive Northfleet Kent, DA11 9DE

Chief Executive Officer and Company Secretary: Emma Carver

Lindeyer Francis Ferguson North House 198 High Street Tonbridge Kent, TN9 1BE

CAF Bank Ltd 25 Kings Hill Avenue Kings Hill, West Malling Kent, ME19 4TA

Santander UK Plc Customer Service Centre Bootle Merseyside

PAGE 2

KENT ASSOCIATION FOR SPINA BIFIDA AND HYDROCEPHALUS

TRUSTEES’ REPORT FOR THE YEAR ENDED 31 MARCH 2021

The trustees (who are also directors of the company for the purposes of company law) present their report and the audited financial statements of Kent Association for Spina Bifida and Hydrocephalus (“KASBAH”) for the year ended 31 March 2021.

The trustees confirm that the report and financial statements of the charity comply with the current statutory requirements, the requirements of the governing document, and the provisions of “Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)” (effective 1 January 2019) (Charities SORP (FRS 102)).

COMPANY STATUS

KASBAH is a charitable company limited by guarantee and has no share capital. The liability of each member in the event of winding up is limited to £10. The company was incorporated on 7 January 2008 and is governed by a memorandum and articles of association.

DIRECTORS

The following directors have held office since 1 April 2020:

The directors are the company’s members and also trustees for the purpose of charity law and throughout this report are collectively referred to as the Trustees.

STRUCTURE, GOVERNANCE AND MANAGEMENT

a. Memorandum and Articles

KASBAH is a registered charity (number 1123362) and is governed in accordance with its Memorandum and Articles of Association adopted 7 January 2008.

There has been no significant change in the objectives since the last annual report. The principal object of the Charity is now to support people of all ages with a physical and/or learning disability to become empowered, have choices and lead full and independent lives.

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b. Method of Appointment or Election of Directors

In accordance with the Charity’s Articles of Association, the Charity may by Ordinary Resolution appoint a person who is willing to act as director as well as determine the rotation by which any Director retires by rotation.

At the Annual General Meeting (AGM) the members of the Association shall elect/re-elect the Trustees of the Board. The officers of the Board will be decided by the nominated Trustees at the first Board meeting following the AGM. Other Trustees may be co-opted at any time to hold office until the next AGM and may be re-elected by the members.

New Trustees are required to participate in an induction programme together with further training where appropriate.

c. Organisational Structure and Decision Making

The Trustees have overall responsibility for approval of strategy, policies, plans, risk management and finance. Implementation is delegated to an executive management team, led by the Chief Executive Officer. Regular reports and meetings monitor activities and performance with the Trustees.

d. Relationship with Partners

KASBAH works closely with many voluntary and statutory agencies. They and KASBAH require all staff, volunteers, trustees and those in any way acting on behalf of the organisation to act in accordance with all legal requirements, policies, procedures and accepted practices of the organisation in force at the time. Additionally, all volunteers and staff are required to undergo a criminal records disclosure at the enhanced level and undertake a comprehensive induction.

The KASBAH support services are either part or fully funded by Kent County Council, Medway Unitary Authority, Gravesham Borough Council, and Dartford Borough Council.

KASBAH is an affiliated member of SHINE (Spina Bifida, Hydrocephalus, Information, Networking, Equality). We also have a working partnership with both Gravesend Church Housing Association (GCHA) and HABINTEG Housing Association both of which receive Annual Reports and Audited Accounts.

e. Risk Management

The policy is that Trustees and Senior Management review and identify potential risks to the organisation and its sustained operation on an on-going basis. They then take the appropriate action to negate or reduce the risk to an acceptable level including retaining financial reserves to provide for contingencies.

f. Remuneration of Key Management Personnel

Salaries are reviewed annually; the Organisation assesses the increased cost of living as well as the performance of the employee, any additional payment will be subject to finances being available within the organisation. Other adjustments might also be made (e.g. to ensure the proper operation of personnel policies such as: equal pay for equal value work; consistency of salaries; the job has grown and/or includes more responsibility).

It is the policy of the Organisation’s Board that all bonus payments to members of staff are assessed and adjusted where appropriate to reflect each individual's performance over and above each person’s job description. Annual targets are set within each appraisal, if the appraisal is not completed prior to the meeting, staff bonus' may be not be applied. Overtime Paid overtime must be authorised by a senior member of staff prior to work being.

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OBJECTIVES AND ACTIVITIES

a. Policies and Objectives

KASBAH’s Mission Statement:

“KASBAH will respect the rights and circumstances of each person and actively encourage empowerment and inclusion into all aspects of life and living. This will be achieved with a flexible and diverse range of support services to its members provided by a well supported and developed staff team.

Together we will create innovative solutions to meet new identified needs and expand the organisation.”

b. Public Benefit

The Trustees have had due regard to the guidance issued by the Charity Commission on public benefit when reviewing the charity’s objectives and planning for the future.

c. Strategies for Achieving Objectives

THE DIAL ADVISOR SERVICE

This service provides information, advice and guidance on a variety of condition related subjects such as general disability advice, entitlements and benefits advice, health, education, aspirations and transition. The Advisor Service can provide home visits, telephone support and advocacy to members and their carers and families, this service is available to answer questions and give advice on all matters affecting those with, or dealing with, the conditions but there does need to be an identified need. The Advisor Service also takes an active part in educating professionals and interested parties on how to empower the KASBAH membership by gaining a better understanding of the disability and the individual’s needs and goals. The DIAL element of this service provides specialist disability support with a focus on maximising local people’s income and supporting the form filling when applying for a range of eligible benefits.

In 2019 the DIAL project and the Advisor Service; two independent information, advice and guidance services within KASBAH, amalgamated on one site to provide a more cohesive and pro-active provision. This has worked well utilising our experienced Advisor managing the complex cases and our team of dedicated volunteers complementing this provision and providing much of the face-to-face support (within a remote working model).

As Covid-19 impacted many organisations, for KASBAH we saw a decline in formal advice and increase in informal support; being a dependable entity to rely on. Even with these changes we have still seen growth within our membership (with 4 new referrals this year). KASBAH believes that the maintenance of good quality services is equally as important as continual expansion; therefore, both areas will remain a priority.

In 2020/21 KASBAH has supported 1929 requests for support and been able to retain all volunteers despite the challenges of providing and receiving support remotely.

CHARITY SHOP

The charity shop offers several facilities to other projects within KASBAH. It is used to provide volunteers, service users and members with the opportunity to learn retail and socialisation skills. It also enables the volunteers and service users to interact with the local community. As this service has developed, the charity shop has also become a community drop-in point that has promoted friendship and inclusion for the service users of the local area.

The shop had a major overhaul in 2016 after the closure of the community café, the charity shop was re-assessed to meet the work experience needs of the service users residing in KASBAH supported living projects; an upcycling

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project was developed at Seabrooke House and a more formal training structure put in place with volunteers from the general public managing the weekend shifts. This service continues to be a great community resource and outside of Covid-19 restrictions is supported two days a week by Ifield School during term time.

INDEPENDENT LIVING SKILLS TRAINING TIMELINE

In 2000 The need for independent living was identified.

In 2002 Seabrooke House was opened; KASBAH’s first Independent Living Project. The property is owned by Gravesend Churches Housing Association.

In 2007 The lack of suitable adapted move-on accommodation was identified.

In 2009 Hattie Webb House was opened; designed predominantly to be a physical disabilities site. This property is owned by Habinteg Housing Association.

2011 KASBAH identified the need for greater freedom and control within a supported living site.

In 2011 Rochester Road was KASBAH’s first house to be purchased and therefore dictate the eligibility criteria and admissions.

In 2013 an opportunity arose to open a further supported living site; Maddison House. This site was developed to offer low level support and focus on peer group support to pool skills and abilities. This site is owned by Gravesend Churches Housing Association.

In 2015 KASBAH was able to pay off the mortgage at Rochester Road and invest in its second house purchase; Gingerbread House. This house was developed for complex needs with much needed respite availability.

In 2018 KASBAH built a one-bedroom flat in the garden area of Rochester Road and completed its third house purchase. This allowed Gingerbread House to trial an ‘Outreach’ model whilst Shortbread House was re-designed to meet the growing needs of our most complex service users.

In 2020 ; the current service users were ready to move on to greater independence from Gingerbread House and a complex model which complements Shortbread House was put back in place. This model works and the group complement each other well.

In 2021 ; the Shortbread House layout was reconfigured to give each floor a dedicated living room space to promote greater freedom, expression and respite was moved to its own floor to minimise impact on the rest of the house.

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OUTREACH

KASBAH provides specialist support to service users who have been through the KASBAH supported living schemes within North West Kent and Medway. This tends to be in key areas of daily living with a strong focus on social skills and group activities to reduce isolation and promote meaningful relationships.

SHORT BREAKS ON THE GO

Since 2010 KASBAH have been providing daily living training sessions monthly to young people aged 14+, in 2015 we began to offer specialist play schemes in school holidays offering informal independent living training to young people aged 8+.

KASBAH continued to provide this provision until the summer of 2019 but due to restricted funding and the young people’s desire to access community activities rather than hall-based activities, the service was reviewed and has been put on indefinite hold since December 2019.

‘Short Breaks on the Go’ took a new form in 2019; moving to a community model; where young people were meeting at the activity and paying a nominal fee to take part in monthly planned activities. Until the Covid-19 pandemic began there was a growing membership, and this model was working well. But over the last year the needs have changed; our young people have formed their own friendships and networks and no longer need KASBAH to facilitate this.

COMMUNITY FARM

KASBAH has continued to support the development of a community farm within Northfleet School for Girls. Volunteers attend on a Tuesday to work on the grounds when restrictions have allowed; the farm has continued to grow and provides a valuable work experience resource to our service users.

d. Grant Making Policies

KASBAH may make small grants to those affected by the conditions, in line with written grants criteria within the £2,000 budget. The Advisor administers this with a budget agreed annually by the Board of Trustees.

e. Volunteers

KASBAH greatly benefits from volunteers, assisting in the office, at the KASBAH sites, in the charity shop and in fund raising events. Their contribution and support is greatly appreciated.

ACHIEVEMENTS AND PERFORMANCE

REVIEW OF ACTIVITIES

THE DIAL ADVISOR SERVICE

The DIAL Advisor Service has had to adapt and adjust this year due to on-going Covid-19 impact. This service has undertaken 299 remote support sessions (-218 on last year) and attended 72 virtual meetings to support KASBAH members during 2020/21, and where possible support continues to be provided by telephone, e-mail and letter to enable the Advisor to maximise time and resources 2,291 (+ 440 on last year). We have ensured that the provision has remained active and available throughout all three lockdowns. Due to a change in priority, this year our focus has been on promoting positive mental health and offering a listening ear and re-assurance to our members, this type of support has increased by 200% over the last year. KASBAH has facilitated 2,041 (+ 190) telephone calls from the membership and NWK clients providing support, information, guidance and advocacy. There has been 4 new member referrals, accessing a range of support including supported living support.

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Where possible the DIAL Advisor Service has continued to attend Kent County Council and disability partnership forums, to raise awareness and keep abreast of current affairs and information to feed back to the KASBAH membership. These opportunities have been limited within Covid-19 priorities over the last year.

The DIAL Advisor Service is actively involved in ensuring that the KASBAH membership is heard, valued, and empowered to have the same choices and rights as any other person. As with previous years, the Advisor continues to have a more active role in the supported living sites to offer advice,

guidance, and hands-on support to aid independence in individuals and support identified areas of concern. KASBAH has maintained close and productive working partnerships local many organisations, SHINE, IASK, IMAGO, We Are Beams, Porchlight, the KiND consortium, incorporating KASBAH, DISK and CILK. KiND has recently made the decision to desist as DISK will be closing its services in March 2022.

DIAL Advisor Service Annual Statistics

Month of the Year Support given (per enquiry) Support given (per enquiry)
2019-20 2020-21
April 162 148
May 214 138
June 220 165
July 260 178
August 244 181
September 180 111
October 159 213
November 202 112
December 158 135
January 194 194
February 145 186
March 233 168
TOTAL 2,371 1,929

Moving the DIAL Advisor Services up to the Gingerbread Office has been very effective and enabled a renewed focus and drive on this valuable service. KASBAH also identified the need for Finance and Human Resources to return to this site also to provide a much-needed team approach to Covid-19 challenges; this took place in January 2021.

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CHARITY SHOP

The charity shop has been closed all year due to Covid-19 restrictions. It is planned that the shop will reopen in the new financial year.

INDEPENDENT LIVING SKILLS TRAINING

Seabrooke was originally funded by Supporting People (government funding) from 2002 to 2018. KASBAH maintained its 'A' level provider status from 2008-2018 when funding ceased, this was achieved by involving the trainees (service users) in every aspect of the service delivery.

This provision continues to achieve a high level of success and recognition from funders, service users and parents for its work in training and preparing each person for independent living within their communities. Each year this site trains and enables up to 8 residential people and up to 10 day training people at any one time to learn the skills they will need to live independent lives, with many now living successfully in the community without statutory support. The scheme continues to enable service users to make informed decisions and access equal opportunities in all of their life choices. Seabrooke House has achieved full occupancy this year with one challenging move-in that we worked hard to maintain.

Hattie Webb House has continued to maintain its high standards of service delivery and has worked hard this year to promote a happy and positive service user dynamic after the passing of Emma; a treasured service user who will never be forgotten. Day service was disbanded and a new model of 1:1 support is now being explored.

Rochester Road has consistently achieved positive outcomes for the service users. This site has maintained full occupancy and is not currently offering respite placements. The annexe continues to be an effective addition to the house.

Maddison House reached full occupancy on the day the service opened. The model of like-minded people sharing a home and skills has been demonstrated very effectively at this site in addition to continual progression. Five of the service users have now moved on to independent living (own self- contained flats). Maddison also have a growing outreach provision within London Road which is a model that has flourished bringing the in-house support and training into the community.

Gingerbread House now accommodates four more complex service users who complement each other well in the way they interact and support each other. Having a sister site on-site has made Covid-19 that bit more manageable as we regularly share activities, support and staff which has aided us to combat many of the challenges we have faced over the last year. Although Shortbread now only has 2 service users, we have managed to maintain a complex part-time placement also which has provided much needed respite for the family over the year.

OUTREACH

With a small team of 4 staff members at the start of the Covid-19 pandemic, outreach had its work cut out to meet the needs of the 19 service users accessing this service. Despite the challenges this team visited each person every day and meet every daily need, even when shielding reduced this team by 50%.

‘SHORT BREAKS ON THE GO’

Due to Covid-19 restrictions this project was not in operation this year and has made the decision to not re-open and the need is no longer evident. Our young people have formed their own friendships and networks during Covid-19 and this was the purpose of this project.

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THE COMMUNITY FARM

This year KASBAH has continued to support the farm development, Rochester Road continues to take the lead. Gingerbread House have continued to focus on the ‘Garden Gang’ this year which has been very beneficial to the organisation. Our petting zoo was built and is now managed by our service users housing; 4 chickens, 2 rabbits and 2 guinea pigs and many wonderful upcycling projects have been supported and sit proudly in the Gingerbread/ Shortbread gardens.

FINANCIAL REVIEW

KASBAH continues to develop its robust financial management systems and is pleased to confirm that the charitable organisation has maintained its strong financial position which has been established over the last 14 years. The current Covid-19 pandemic highlighted a need for increased cash flow as the majority of KASBAH’s reserves are tied up in the properties. We have worked hard as an organisation to be in a stronger financial position at year end which I am pleased to confirm was achieved.

2020/21 has been a year of sobriety and maintenance but this has not stopped us pulling together as team to overcome the many Covid-19 challenges and have lots of fun. Although many services and activities were put on hold; we have been creative as an organisation to keep our service users engaged and pro-active. We increased 1:1 support on all sites; mimicked daily structures where possible with alternative activities; health walks and exercise in the garden, shopping at the local shops, in-house alternatives for gardening/DIY skills/beauty regimes and incorporated lots of competitions and challenges.

Our budgeting assumptions have continued to be on the conservative side (as is appropriate in the general economic situation) and we have been able to generate a healthy surplus. This will continue to be our focus until cash reserves exceed six months to provide re-assurance to the KASBAH team and membership that the organisation can facilitate another significant disruption in services.

a. Reserves Policy

The reserves policy of the charity is based on the organisation’s calculations within the Reserves Risk Assessment to ensure sufficient funding is allocated to cover the following risks:

This figure is currently calculated at £1,860,418 as at 31 March 2021. This can be seen in more detail on pages 25 and 26 of the financial statements.

b. Principal Funding

The financial statements show a total income for the year of £1,535,138 and net income of £188,146. This has increased reserve levels to £1,860,418 of which £1,761,044 is held in tangible fixed assets, including 236 Rochester Road (which we own outright), Gingerbread and Shortbread House, with the remaining reserves held in liquid assets amounting to £99,374. We were able to clear the off-set part of the Gingerbread House mortgage this year and have a two-year plan to clear the remaining balance.

This is a positive achievement and a result of great teamwork and the vision of the organisation for greater financial security.

KASBAH has a robust financial reporting and monitoring system with a focus on setting realistic budgets for each area of expenditure, this has enabled the organisation to perform on target and meet the organisation’s vision and targets.

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IMPACT OF COVID-19

As an organisation, KASBAH has thrived, where others may have focussed on the negative impact of Covid-19, KASBAH has used this as an opportunity to invest even more time with each service user and come together as a strong and insurmountable team. This is what KASBAH does best, we rise to the challenge and find a positive way to move forward. Where incidents were anticipated to increase due to increased time in-house and boredom, we are pleased to report incidents decreased from the previous year. In the second lockdown we did not record a single instance and learnt the importance of daily time and activity away from the household.

The team were integral to the Organisational Response Plan for KASBAH, and in consultation with the team we agreed a temporary stop to all paid overtime, annual leave and limited sick pay to enable cash flow to increase when the first lockdown began. The staff devised a banking system whereby if a shift was not needed staff did get the day off and could then cover when staff were needed; this was invaluable when self-isolations became a weekly occurrence and enabled minimal impact to be felt in any KASBAH site. By the end of the second lockdown, all additional hours were able to be paid and every team had well-deserved breaks. We have managed all three lockdowns without the use of agency staff or cross-site working and have seen the KASBAH team at its best.

By the third lockdown the KASBAH Board issued a Covid-19 bonus to every staff member who had worked during the pandemic based on the hours worked. This was a small token of recognition, but the sentiment spoke volumes and I know KASBAH will be able to overcome any challenge posed in the future.

PLANS FOR THE FUTURE

KASBAH is actively working towards its evolving Five-Year Vision, as all of the Kent County Council grants have been rolled over for another year, KASBAH’s focus remains on ensuring the long-term financial stability of the organisation, meeting evolving and emerging service user needs and being able to be creative and dynamic in our solutions.

Additional plans include:

1. We have plans to utilise the Hive office as a training flat and mock it up as functional living space to add much needed space and resources for day support and respite (up to £2,000 including an essential roof repair).

2. We are purchasing two additional vehicles; one as a small run-around (up to £1,200) and an 8- seater vehicle to enable larger group activities to be easily supported (up to £15,000).

3. Five staff have been identified to become Behavioural Coaches/Trainers in the organisation: 4 in Studio, 3 de-escalation and 1 other Positive Behaviour Support Coach (£15,000 agreed).

4. The Gingerbread House mortgage will be cleared in full over the next two years (£60,000 has been agreed to pay on 31/03/2022 and the remaining £55,000 to be paid on 31/03/2023). This is with the proviso that should a better financial investment in terms of housing be identified, there is flexibility to utilise these allocated amounts.

5. Identify the next big challenge and remain prepared for further restrictions.

There is a total of £93,200 to ring-fence from reserves this year and a further £55,000 to ring-fence for the following year.

FUTURE DEVELOPMENTS

For the year 2021-22 KASBAH anticipates higher income levels and higher expenditure levels due to the on-going development in Shortbread House with a structured respite provision in place. The demand for respite and short breaks has increased drastically over the last three months. KASBAH is fully aware of the importance of these short breaks to enable Carers to manage their full-time roles therefore this need will remain a priority. As an organisation we have nominated a lead person to facilitate each day, plan activities in advance and ensure we have excellent levels of resources to maximise engagement and ensure each respite session is meaningful.

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We plan to invest significant funds and time in upskilling 5 staff members in both de-escalation (Studio 3) and continuing to embed a Positive Behaviour Support across the organisation.

KASBAH also wants to focus on individual’s wish lists and where possible make these a reality; book the holidays and activities each person has been planning during lockdown, increase sport and group activities and continue to invest 1:1 with each person to assist managing the transition back to the ‘new normal’.

AUDITORS

The auditors, Lindeyer Francis Ferguson, are deemed to have been re-appointed in accordance with section 487(2) of the Companies Act 2006.

TRUSTEES' RESPONSIBILITIES

The Trustees are responsible for preparing the Annual Report and the financial statements in accordance with applicable law and United Kingdom Generally Accepted Accounting Practice applicable to smaller charities.

Law applicable to charities in England/Wales requires the Trustees to prepare financial statements for each financial year that give a true and fair view of the state of affairs of the Charity and of the surplus or deficit of the Charity for that period. In preparing those financial statements the Trustees have:

The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the Charity and enable them to ensure that the financial statements comply with the Charities Act 2011. They are also responsible for safeguarding the assets of the Charity and hence for taking reasonable steps for the detection and prevention of fraud and other irregularities.

So far as each of the Trustees is aware at the time the report is approved:

This report was approved by the Trustees on ................................. and signed on its behalf, by:

.........................................................................................................................................................................................

Stephen Field Treasurer of KASBAH

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INDEPENDENT AUDITORS’ REPORT TO MEMBERS FOR THE YEAR ENDED 31 MARCH 2021

OPINION

We have audited the financial statements of Kent Association for Spina Bifida and Hydrocephalus (“KASBAH”) for the year ended 31 March 2021 which comprise the Statement of financial activities, the Balance sheet, the 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 (United Kingdom Generally Accepted Accounting Practice), including the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).

In our opinion, the financial statements:

BASIS FOR OPINION

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

CONCLUSIONS RELATING TO GOING CONCERN

We have nothing to report in respect of the following matters in relation to which the ISAs (UK) require us to report to you were:

OTHER INFORMATION

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

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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.

OPINIONS ON OTHER MATTERS PRESCRIBED BY THE COMPANIES ACT 2006

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

MATTERS ON WHICH WE ARE REQUIRED TO REPORT BY EXCEPTION

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the directors’ report included within the trustees’ report

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

RESPONSIBILITIES OF TRUSTEES

As explained more fully in the trustees’ responsibilities statement set out on page 11, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

AUDITOR’S RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL STATEMENTS

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will

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

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

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: http://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 charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and, the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

.........................................................................................................................................................................................

Jonathan Healey FCA Senior Statutory Auditor

For and on behalf of:

Lindeyer Francis Ferguson Limited Statutory Auditors Chartered Accountants

Date: ................................................................................................................................................................................

North House 198 High Street Tonbridge Kent TN9 1BE

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KENT ASSOCIATION FOR SPINA BIFIDA AND HYDROCEPHALUS

STATEMENT OF FINANCIAL ACTIVITIES (INCLUDING INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 MARCH 2021

2021 2021 2021 2020
Unrestricted Restricted Total Total
funds funds funds funds
Note £ £ £ £
Income from:
Donations & legacies 4,331 – 4,331 7,280
Charitable activities 3 1,500,488 29,975 1,530,463 1,419,862
Other trading activities 5 28 – 28 6,429
Investments
Bank interest 316 – 316 930
Total income 1,505,163 29,975 1,535,138 1,434,501
Expenditure on:
Raising funds 6 10,983 – 10,983 10,917
Charitable activities 4 1,295,125 40,884 1,336,009 1,269,183
Total expenditure 1,306,108 40,884 1,346,992 1,280,100
Net income 8 199,055 (10,909) 188,146 154,401
Transfers between funds (10,909) 10,909 – –
Other recognised gains / losses:
Gains on revaluation of fixed assets 161,323 – 161,323 –
Net movement in funds 349,469 – 349,469 154,401
Reconciliation of funds:
Total funds brought forward 1,510,949 – 1,510,949 1,356,548
Total funds carried forward 1,860,418 – 1,860,418 1,510,949

The statement of financial activities includes all gains and losses recognised in the period.

All income and expenditure derives from continuing activities.

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BALANCE SHEET AS AT 31 MARCH 2021

Note £ 2021
£		 £ 2020
£
Fixed assets
Tangible assets
Current assets
Debtors
Cash at bank and in hand
Current liabilities
Creditors: amounts falling due within one year
Net current assets
Creditors: amounts falling due after more than one
year
Total net assets
The funds of the charity
Unrestricted funds
Revaluation reserve
Other funds
10
11
12
13
15		 174,343
477,889
652,232
(81,816)		 1,761,044
570,416
(471,042)
1,860,418
279,213
1,581,205
1,860,418		 155,017
382,800
537,817
(56,316)		 1,581,947
481,501
(552,499)
1,510,949
117,890
1,393,059
1,510,949

Approved by the board of trustees on ................................................. 2021 and signed on its behalf by:

..................................................................................................................................................................................................................….........

Stephen Field Treasurer of KASBAH

Company number: 06465666

PAGE 17

KENT ASSOCIATION FOR SPINA BIFIDA AND HYDROCEPHALUS

STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2021

Note £ 2021
£		 £ 2020
£
Cash flows from operating activities
Net cash provided by operating activities
Cash flows from investing activities
Interest received
Purchase of tangible fixed assets
Net cash flows from investing activities
Cash flows from financing activities
Repayments of borrowings
Net cash flows from financing activities
Change in cash and cash equivalents
Cash and cash equivalents brought forward
Cash and cash equivalents carried forward
A. Reconciliation of net income to net cash flow
from operating activities
Net income for the reporting period
As per the statement of financial activities
Adjustments for:
Depreciation
Interest received
(Decrease) in debtors
(Increase) in creditors
Net cash provided by operating activities
A		 316
(23,891)
(83,570)
6,116
(316)
(19,326)
27,614		 202,234
(23,575)
(83,570)
95,089
382,800
477,889
188,146
14,088
202,234		 930
-
(27,070)
4,122
(930)
(27,511)
(14,017)		 116,065
930
(27,070)
89,925
292,875
382,800
154,401
(38,336)
116,065

PAGE 18

KENT ASSOCIATION FOR SPINA BIFIDA AND HYDROCEPHALUS

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021

1 STATUS

Kent Association for Spina Bifida and Hydrocephalus is a charitable company limited by guarantee incorporated in England and Wales. In the event of the company being wound up, the liability in respect of the guarantee is limited to £10 per member of the charity. The address of the registered office is 7 The Hive, Northfleet, Kent, DA11 9DE.

2 ACCOUNTING POLICIES

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows:

2.1 Basis of preparation

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 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

Kent Association for Spina Bifida and Hydrocephalus 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 note(s).

The financial statements are presented in pounds sterling and rounded to the nearest pound.

2.2 Going concern

Since the end of the financial year, the global pandemic Covid-19 has inevitably impacted the operation of the charity. However, KASBAH has not seen a reduction in the number of service users during this period and funding from Local Authorities has been maintained. The trustees are continuing to review government guidelines and respond to updates where necessary. The Trustees believe that the charity therefore has not been adversely impacted in such a way that would cast doubt over the going concern status, so the going concern basis of accounting therefore continues to be adopted.

2.3 Income

Income from donations and grants is recognised when the charity is entitled to the funds, the receipt is probable and the amount can be measured reliably. For donations, this is usually on receipt. For grants, this is usually when a formal offer is made in writing, unless the grant contains terms and conditions outside of the charity's control which must be met before the charity is entitled to the funds. Where grants are received in response to a proposal including a budgeted timescale, such that the timescale for the expenditure is implicit in the grant agreement, the income is recognised in accordance with that timescale.

Income from charitable activities is recognised over the period to which the income relates. Charges for services are recognised when the services are provided. Income received in advance is accounted for as deferred income.

2.4 Expenditure

Expenditure is recognised when a present legal or constructive obligation exists at the balance sheet date as a result of a past event, it is probable that a transfer of economic benefits will be required to settle the obligation, and the amount can be estimated reliably.

Expenditure has been classified under headings that aggregate all costs related to the category.

PAGE 19

KENT ASSOCIATION FOR SPINA BIFIDA AND HYDROCEPHALUS

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 CONTINUED…

2 ACCOUNTING POLICIES continued

Staff costs are allocated on the basis of staff time.

Support costs, which are those costs relating to functions which assist the work of the charity but do not directly relate to its activities, have been allocated to the activities undertaken by the charity on the basis of the usage of those costs by the activities.

2.5 Taxation

The charity is exempt from corporation tax on its income and gains to the extent that these are applied to its charitable objects.

2.6 Fund accounting

Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees. Restricted funds can only be used for the particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.

2.7 Tangible fixed assets and depreciation

Tangible fixed assets are stated at cost less depreciation. Depreciation is provided at rates calculated to write off the cost less estimated realisable value of each asset over its expected useful life, as follows:

Freehold properties can be measured reliably based on market value. These properties are therefore measured at fair value at each reporting date with changes in fair value recognised in the statement of financial activities.

2.8 Debtors

Trade and other debtors are recognised at the settlement amount due. Prepayments are recognised at the invoiced cost prepaid.

2.9 Creditors

Creditors are recognised when a present legal or constructive obligation exists at the balance sheet date as a result of a past event, it is probable that a transfer of economic benefits will be required to settle the obligation, and the amount can be estimated reliably. Creditors are recognised at the settlement amount.

2.10 Financial instruments

The charity only has financial instruments 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.

2.11 Pensions

The charity operates a defined contribution scheme for the benefit of its employees. The assets of the scheme are held separately from those of the charity in an independently administered fund. The pension cost in the financial statements represents the contributions payable by the charity during the year.

2.12 Operating leases

Rentals payable under operating leases are charged to the statement of financial activities on a straight line basis over the lease term.

PAGE 20

KENT ASSOCIATION FOR SPINA BIFIDA AND HYDROCEPHALUS

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 CONTINUED…

3 INCOME FROM CHARITABLE ACTIVITIES

Independent
Skills Training
2021
£
Advice &
Information
2021
£		 Independent
Skills Training
2021
£
Advice &
Information
2021
£		 Short
Breaks
2021
£		 Total
2021
£		 Total
2020
£
Kent County Council:
Independent Skills Training
Information, Advice & Guidance
DIAL
Medway Unitary Authority
Dartford Borough Council
Gravesham Borough Council
Other sponsors and donors		 –
15,309
15,309
–
–
–
64
30,682		 993,703
–
–
90,023
106,244
184,417
126,037
1,500,424		 –
–
–
(643)
–
–
–
(643)		 993,703
15,309
15,309
89,380
106,244
184,417
126,101
1,530,463		 967,470
15,706
15,706
102,935
97,420
188,031
32,594
1,419,862

The comparative figures include £42,081 of restricted income.

4 EXPENDITURE ON CHARITABLE ACTIVITIES

Advice & Independent Short
Information Skills Training Breaks Total Total
2021 2021 2021 2021 2020
£ £ £ £ £
Direct activity costs 1,148 251,388 77 252,613 239,120
Direct staff costs 32,144 766,736 227 799,107 753,080
Support costs allocated (note 7) 7,288 277,001 - 284,289 276,983
40,580 1,295,125 304 1,336,009 1,269,183
Surplus / (deficit) for the year (9,898) 205,299 ( 947) 194,454 150,679

The comparative figures include £55,708 of restricted expenditure.

5 INCOME FROM OTHER TRADING ACTIVITIES

2021
£		 2020
£
Charity shop income
Fundraising events		 28
-
28		 5,541
888
6,429

PAGE 21

KENT ASSOCIATION FOR SPINA BIFIDA AND HYDROCEPHALUS

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 CONTINUED…

6 EXPENDITURE ON RAISING FUNDS

2021
£		 2020
£
Charity shop costs
Support costs allocated (note 7)		 3,694
7,289
10,983		 3,815
7,102
10,917

7 SUPPORT COSTS

2021
£		 2020
£
Staff costs
Premises costs
Staff training and travel
Printing, postage and stationery
Telephone
IT Support and maintenance
Repairs and maintenance
Equipment hire
Subscriptions
Professional fees
Website design and public relations
Small grants scheme
Motor running costs
Bank charges
Bad debt expense
Depreciation of fixed assets
Governance costs:
Audit and accountancy
Legal and consultancy fees
Trustee and Board expenses
Trustee indemnity insurance
Allocation based on estimated usage:
Raising funds
Charitable activities:
Advisor / DIAL
Independent Skills Training		 175,835
33,401
8,787
4,358
3,770
9,938
3,524
2,495
609
14,076
675
200
715
707
–
6,117
4,375
13,523
493
222
291,578
2021
%
2.5%
2.5%
95.0%
100.0%		 158,729
23,761
18,476
7,490
4,129
10,348
7,565
2,234
473
5,509
6,716
125
4,173
777
460
4,122
4,200
12,887
774
647
284,085
2020
£
7,289
7,288
277,001
291,578

PAGE 22

KENT ASSOCIATION FOR SPINA BIFIDA AND HYDROCEPHALUS

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 CONTINUED…

8 NET INCOME

2021 2020
£ £
Net income is stated after charging:
Operating lease payments 94,229 85,512
Auditors' remuneration for audit services 1,975 1,800
Auditors' remuneration for accountancy services 2,400 2,400
Depreciation 6,117 4,122

9 STAFF COSTS

2021
£		 2020
£
Wages and salaries
Employer's national insurance
Employer's pension contributions		 892,362
63,818
18,763
974,943		 835,329
59,325
17,155
911,809

The average number of employees during the year is as follows:

DIAL
Independent Skills Training
Short Breaks/Playscheme		 2021
No
1
48
–
49		 2020
No
1
49
5
55

One (2020: one) employee received emoluments in excess of £60,000.

PAGE 23

KENT ASSOCIATION FOR SPINA BIFIDA AND HYDROCEPHALUS

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 CONTINUED…

10 TANGIBLE FIXED ASSETS

Freehold
property
£		 Motor
vehicles
£
Fixtures, fittings
& equipment
£		 Motor
vehicles
£
Fixtures, fittings
& equipment
£		 Total
£
Cost or valuation
At 1 April 2020
Additions
Revaluation
At 31 March 2021
Depreciation
At 1 April 2020
Charge for the year
At 31 March 2021
Net book value
At 31 March 2021
At 31 March 2020		 1,569,580
–
161,323
1,730,903
–
–
–
1,730,903
1,569,580		 16,000
–
–
16,000
16,000
–
16,000
–
–		 65,899
23,891
-
89,790
53,532
6,117
59,649
30,141
12,367		 1,651,479
23,891
161,323
1,836,693
69,532
6,117
75,649
1,761,044
1,581,947

The freehold property was revalued as at 31 March 2017 by Tower Estate Agents. The trustees have reviewed the valuation as at 31 March 2021 and confirmed a fair value increase of £161,323 (2020: £nil). The carrying amount of freehold property under the historical cost model would be £1,451,690 (2020: £1,451,690).

11 DEBTORS

2021
£		 2020
£
Support costs receivable
Prepayments and accrued income
Other debtors		 146,619
24,934
2,790
174,343		 106,989
46,544
1,484
155,017

12 CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

2021
£		 2020
£
Bank loans
Trade creditors
Social security and other tax
Accruals and deferred income
Other creditors		 19,276
16,877
23,080
17,742
4,841
81,816		 21,390
3,956
15,084
12,253
3,633
56,316

PAGE 24

KENT ASSOCIATION FOR SPINA BIFIDA AND HYDROCEPHALUS

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 CONTINUED…

12 CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR CONTINUED

2021
£		 2020
£
Deferred income included above :
Brought forward
Released in year
New deferrals
Carried forward		 –
–
1,078
1,078		 15,397
( 15,397)
–
–

Deferred income relates to KCC and Medway residents' charges invoiced in advance of the period being covered by the invoice. As KASBAH tends to invoice in arrears for services provided from 2020 onwards, deferred income is minimal.

13 CREDITORS: AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR

2021
£		 2020
£
Bank loans
Amounts repayable after more than five years:
By instalments		 471,042
385,664		 552,499
407,079

The bank loans are secured by way of a legal mortgage charge, dated 12 February 2015 and 28 November 2018, over the properties at Gingerbread House and Shortbread House, Northfleet, respectively.

14 FINANCIAL COMMITMENTS

At 31 March 2021 the charity was committed to future minimum lease payments under non-cancellable operating leases as follows:

2021
£		 2020
£
Land and buildings
Due within one year
In two to five years
More than five years		 48,578
12,000
4,750
65,328		 41,378
15,000
10,313
66,691

PAGE 25

KENT ASSOCIATION FOR SPINA BIFIDA AND HYDROCEPHALUS

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 CONTINUED…

15 MOVEMENT ON FUNDS continued

At 1 April
2019
£		 Income
£		 Expenditure
£		 Transfers
£		 At 31 March
2020
£
Unrestricted funds
Revaluation reserve
Rochester Road
Gingerbread House
General funds
Designated funds:
27 East Kent Avenue
Restricted funds
Information, advice & guidance
DIAL
Medway Unitary Authority		 112,937
4,953
117,890
1,198,658
40,000
1,238,658
-
-
-
-
1,356,548		 –
–
–
1,401,143
–
1,401,143
15,706
15,706
1,946
33,358
1,434,501		 –
–
–
(1,224,392)
–
(1,224,392)
( 29,279)
(15,706)
(10,723)
(55,708)
(1,280,100)		 –
–
–
17,650
(40,000)
(22,350)
13,573
–
8,777
22,350
–		 112,937
4,953
117,890
1,393,059
–
1,393,059
–
–
–
–
1,510,949

The restricted funds arise from grants and donations to fund particular projects or items of expenditure, and unused income is carried forward to cover future expenditure on those areas. Details of restricted funds active during the year are as follows:

Information, advice & guidance

This grant is a Kent County Council service level agreement for the provision of information, advice and guidance to disabled people, families and Carers in the County of Kent. Sufficient resources are held to meet the expectations of this grant.

DIAL

This grant is a Kent County Council service level agreement for the provision of a disability helpline and volunteer led disability support and advice for people in North West Kent. All funding was spent during the year.

Medway Council

This is a contract funded by Medway Council to provide daily living training sessions to young adults in Medway aged 14+ through monthly sessions and social activities (funding is provided for up to 18th birthday, thereafter is through direct payments).

PAGE 26

KENT ASSOCIATION FOR SPINA BIFIDA AND HYDROCEPHALUS

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 CONTINUED…

16 ANALYSIS OF NET ASSETS BETWEEN FUNDS

2021
Unrestricted funds
£
2021
Restricted funds
£		 2021
Unrestricted funds
£
2021
Restricted funds
£		 2021
Unrestricted funds
£
2021
Restricted funds
£		 2021
Total funds
£
Tangible fixed assets
Net current assets
Long term liabilities		 1,761,044
570,416
( 471,042)
1,860,418		 –
–
–
–		 1,761,044
570,416
( 471,042)
1,860,418
2020
Unrestricted funds
£
2020
Restricted funds
£		 2020
Total funds
£
Tangible fixed assets
Net current assets
Long term liabilities		 1,581,947
481,501
( 552,499)
1,510,949		 –
–
–
–		 1,581,947
481,501
( 552,499)
1,510,949

17 RELATED PARTY TRANSACTIONS

The Board of Trustees and the Chief Executive Officer are considered to be the charity's key management personnel. There was no trustees' remuneration nor other benefits during the current or prior period.

No trustees were reimbursed expenses in the year (2020: one trustee reimbursed £114 for travel and subsistence). In addition, board-related and training costs amounting to £nil (2020: £835) were met by the charity on behalf of the Board of Trustees.

During the year, the Board of Trustees were awarded Christmas gifts totalling £493 (2020: £nil).

The total amount of employee benefits (including employer's pension contributions) received by key management personnel during the year was £84,581 (2020: £73,777).

PAGE 27

KENT ASSOCIATION FOR SPINA BIFIDA AND HYDROCEPHALUS

www.kasbah.org.uk