OpenCharities

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

2023-03-31-accounts

Ji TRUSTEES, REPORT AND FINANCIAL STATEMENTS 2022-2023

Contents

Contents
Page
Reference and Administrative Details 3
Introduction 4
The Chair’s Report 5
KVA’s Purpose and Outcomes 9
KVA’s Activities and Approach 10
1. Capacity Building 12
2. Representation 24
3. Projects 30
3.1. Health Care and Social Prescribing 30
3.2. The Buddy Scheme 34
3.3. Children and Young People 35
3.4. Kingston Eco-op 37

Structure, Governance and Management		 41
Financial Review 44
Responsibilities of the Trustees 46
Independent Examiners’ Report to the Trustees of KVA CIO 47
Financial Statements
 52

2

Reference and Administrative Details

----- Start of picture text -----
Registered charity name: Kingston Voluntary Action
Charitable Incorporated
1160403
Organisation (CIO) number:
Address: Siddeley House, 50 Canbury Park Road, Kingston upon
Thames, KT2 6LX
Telephone number: 020 8255 3335
Website: www.kva.org.uk
----- End of picture text -----

Trustees

----- Start of picture text -----
Name Position Organisation Appointed Resigned
Nigel Newby Chair RaKAT February 2015 -
Michael D'Souza Trustee One February 2015 -
Norbiton
-
Ranjit Dhillon Trustee ASCA February 2015
- -
Helena Pohl Trustee August 2020
- -
Tarlochan Johal Treasurer August 2020
- -
Mary McDonald Trustee May 2022
Nigel Evason Trustee - September 2022 -
Patricia Mary Monro Trustee RAK March 2023 -
Archie James Trustee Creative March 2023 -
Manister-O'Neill Youth
----- End of picture text -----

RaKAT Richmond and Kingston Accessible Transport ASCA Addiction Support and Care Agency RAK Refugee Action Kingston

Independent Auditors

Goodman Jones 29 – 30 Fitzroy Square, London, W1T 6LQ

Bankers

Bankers
The Royal Bank of
Scotland		 Drummond House, 1 Redheughs Avenue, Edinburgh, EH12
9JN
CAF Bank Limited 25 Kings Hill Avenue,Kings Hill,Kent,ME29 4JQ
Virgin Money 15 – 17 Castle Street,Kingston upon Thames,KT1 1ST

3

Introduction

The Board of Trustees has pleasure in presenting Kingston Voluntary Action’s (KVA) Trustees’ Report and Financial Statements for the year ended 31 March 2023.

The Chair’s Report sets out an overview of the year. This is followed by more detailed information on KVA’s achievements across the wide range of the organisation’s activities, as well as by the Financial Review and the detailed Financial Statements.

The Board hopes that you will find this an interesting and informative read, particularly in setting out how KVA has dealt with the challenges and opportunities of re-tendering for our existing contracts with Royal Borough of Kingston [RBK] (Infrastructure Support, Health, Care, Social Prescribing and Digital Leadership, Kingston Eco-op and The Buddy Scheme) and bidding for funding for a range of projects, whilst at the same time carrying out ‘business as usual’.

4

The Chair’s Report

The financial year 2022/23 saw a return to a more ‘normal’ way of working, although the long-term impact of Covid-19 remains with the recognition of changing and increasingly complex need, concerns about growing inequalities in health generally, pressures on the NHS and staff shortages in both statutory and the VCSE sector. These challenges have been further exacerbated by the Cost of Living crisis.

KVA has continued to work in a ‘hybrid’ way, though with an increasing focus on faceto-face events and meetings, which are proving popular.

This year also saw KVA re-tendering for its contracts that had been extended to March 2023. The existing contracts were re-structured to include: a ‘framework’ agreement for Day Opportunities and Meaningful Occupations for the work of Kingston Eco-op and The Buddy Scheme, revised outcomes for the Infrastructure Support contract, including digital support and for the Health, Care and Social Prescribing contract, to incorporate work focused on identifying and supporting those most disadvantaged. Responding to the invitations to tender, as well as supporting other organisations as they did the same, whilst continuing ‘business as usual’ was extremely challenging.

KVA have continued to work closely with statutory partners, particularly through our CEO’s membership of many boards and groups led by the RBK and the South West London Integrated Care System (SWL ICS) which was formally launched in July 2022. The CEO of RBK left in January 2023, with Sarah Ireland taking over as interim CEO (now confirmed in post). We are very grateful for the funding and support that RBK and the NHS have given us over many years and for their recognition of the value that KVA, as the local infrastructure support organisation and Voluntary, Community and Social Enterprise (VCSE) sector partner, has brought to the borough.

At a broader level, the launch of the SWL ICS in July 2022 across six boroughs – Kingston, Richmond, Sutton, Croydon, Wandsworth and Merton - heralds much closer working between the NHS, local authorities and the VCSE sector. Structures are in place at SWL level as well as at the local level. There is a Kingston Place Based Partnership Committee, which includes KVA’s CEO as a full member and KVA is working with the other five borough-based Councils for Voluntary Service (CVSs) to develop a VCSE Sector Alliance to be part of the SWL decision making processes. This reflects the national guidance on the importance of the VCSE sector to the new arrangements.

KVA has continued to raise awareness about how the sector works and to represent its voice, through a variety of means, including using the Chief Executive Officers’ Network as well as through a myriad of other groups, not least within the SWL ICS. We have continued to emphasise the role the sector plays in working with and supporting our statutory partners through early intervention and prevention and in tackling the wider determinants of health.

5

The development of the VCSE Sector Strategy (put on hold during Phases 0 and 1 of the commissioning process) was picked up again in the new year of 2023, led by RBK’s Assistant Director of Culture, Communities and Engagement and their Programme Director for Community Hubs, with a new focus of ‘Empowering People, Strengthening Communities’.

We have continued to hold Voluntary Sector Forum meetings, where the sector and statutory partners hear about and discuss important strategic issues affecting the sector. We have also continued to hold the Health and Wellbeing Network, also with statutory partners, introducing new trends, projects and organisations working in the health arena.

We continued to support the infrastructure of VCSE organisations through our wideranging training programme and through one-to-one support with groups on issues arising around governance, finances, strategic planning, income generation, HR, marketing, Communications and digital requirements. We continued to respond to identified local need by supporting new groups to start up and grow and by encouraging a co-ordinated local network of services.

We have also continued to support additional financial resources being brought into the borough from external sources, amounting to £382,639.

Communications remain key to maintaining our reach into the sector throughout the year with frequent e-bulletins, regular network and information sharing meetings, and with the design and dissemination of major State of the Sector survey and a Cost of Living crisis survey. We continued to work closely with Public Health and the NHS to disseminate important messages about accessing help and promoting targeted services.

Superhighways services continue to be in demand, helping organisations in Kingston and across London to gain the technological, digital and data capabilities to achieve their goals. Two new funding streams have enabled the team to expand their work – Cornerstone Fund Round 2, funds the continuation of the Datawise London partnership, led by Superhighways, and a grant from the National Lottery Community Fund, funds the new Digital Foundations programme, supporting very small charities and grassroots community groups gain the tech and digital basic knowledge to run their organisations and amplify their impact. This work is vital in helping keep the sector abreast of the rapidly changing digital world and make the most of data to shape services and influence.

Kingston Eco-op has been able to return to normal operations following the restrictions of the pandemic and was successful in bidding to be listed on RBK’s Framework Agreement for Day Opportunities and Meaningful Occupations. The project has continued to develop its services even further, increasing the client base,

6

staff levels and partnership working, as well as finding ways to offer clients more engagement with planning and developing activities and events.

The Buddy Scheme was awarded funding from RBK, initially for one year, and has continued its highly valued work with our amazing volunteers offering their ‘buddies’ much needed companionship and activities, with regular outings, picnics, and even shared birthday celebrations. The Buddy Scheme retains its popularity and dynamism and continues to receive new referrals, recruit new volunteers, and match them to new ‘buddies’.

Connected Kingston continued to grow. By the end of March 2023, the Connected Kingston website listed 480 services from 237 organisations. 32 Connected Kingston Champions were also trained online throughout the year to support residents across the borough, bringing the total number of Connected Kingston Champions to 424.

The Good Food Group - Coming out of the pandemic, KVA has continued to work in partnership with VCSE organisations and public sector partners to support Kingston residents, particularly the most vulnerable. For every organisation that the project supports, the impact goes much wider – to their beneficiaries, staff and volunteers.

As ever, none of this would have been possible without the exceptional dedication of the staff team. Their skills and experience, and their knowledge of the VCSE sector in Kingston and beyond continues to help build connected and resilient communities. Despite some staff changes and recruitment issues, the staff have worked tirelessly to maintain and develop our services.

This year has also seen new Trustees joining the Board. Mary McDonald, Nigel Evason, Patricia Monro and Archie Manister-O'Neill all bring a range of experience and perspectives to our work. I would also like to thank all our Trustees for their invaluable support and direction throughout the year. Particular thanks are due to Helena Pohl and Tarlochan Johal.

Facing the future

KVA will continue to support local VCSE organisations and partners as we move to a future where we will need to be more innovative and flexible than ever in facing challenges such as:

7

I particularly wish to thank our totally dedicated CEO, Sanja Djeric Kane, for achieving so much this year under often taxing and certainly challenging climate and also the staff team who together have moved KVA into a stronger and more vibrant position. My fellow trustees also receive my thanks for their support and wisdom. We are now in a position whereby we can create a strategic plan to move forward supporting the VCSE that offers so much to the life, diversity, health and wellbeing within the borough.

Nigel Newby Chair of the Trustees

8

KVA’s Purpose and Outcomes

KVA is the umbrella organisation and infrastructure body for Kingston’s VCSE sector and works to improve the quality of life for all Kingston’s communities. It does this by empowering the VCSE sector with tools, skills and knowledge and by championing their independent voice and achievements.

KVA works towards a Kingston where:

During 2022/23, KVA continued to adapt to meet changing circumstances whilst maintaining the principles and approach that are highly valued by its beneficiaries.

As part of KVA’s responsiveness to change, its digital project Superhighways, has been developing its reach beyond Kingston to support VCSE organisations in different parts of London, funded by The National Lottery Community Fund, Trust for London and City Bridge Trust. This work clearly reflects KVA’s objectives around capacity building and development of the VCSE sector for the benefit of residents in Kingston and wider areas.

9

KVA’s Activities and Approach

KVA’s main areas of activity encompass:

  1. A comprehensive capacity building offer that includes:

  2. Advice, support, guidance and training on a wide range of topics that help VCSE organisations set up, develop and grow.

  3. Support, guidance and training on funding, outcomes, and evaluation.

  4. Digital and data support through Superhighways, which offers technical advice and troubleshooting, training, and one-to-one support.

  5. Representation, support, and amplification of the ’voice’ of the VCSE sector through a range of networks, partnership working, participation on strategic boards and in co-design activities.

  6. In addition, KVA has responded to community need by hosting and supporting projects and activities including:

  7. Health, Care, Social Prescribing and Digital Leadership

  8. The Buddy Scheme

  9. Children & Young People’s project

  10. Kingston Eco-op

  11. The Good Food Group

During the year, KVA had to re-tender for all these activities and projects. Following a rigorous tendering process, KVA was accepted on a Framework Agreement for Day Opportunities and Meaningful Occupations in relation to Kingston Eco-op and The Buddy Scheme and was awarded new contracts for Infrastructure Support (including digital support) and Capacity Building and Health, Care and Social Prescribing, all starting from April 2023.

In addition, Superhighways has broadened its range of activities with funding to work across London, not just to support VCSE organisations with their essential digital, but also data skills.

These key areas of activity and projects reflect the objectives of the charity and clearly show how KVA meets the requirement to provide public benefit to those it has been set up to help, in line with the Charity Commission’s general guidance.

10

Reviewing KVA’s activities

KVA keeps its range of projects and funding streams under constant review. 2022/23, as has been noted in the Chair’s report, saw KVA returning to the ‘new normal’, following lifted pandemic restrictions. Whilst a digital approach to many activities has remained, there has also been an increase in face-to-face meetings and collaborative working. At the same time, there is an increasing level and complexity of need that the sector is having to adapt to.

During the year, the focus has been on consolidating lessons learned from the pandemic as well as engaging in the re-commissioning process, which has also involved reviewing KVA’s approach to its role and work, as well as responding to a range of funding opportunities from both RBK and the NHS. KVA has continued to disseminate health messages and to promote self-help through Connected Kingston.

KVA is grateful for the funding and support that RBK has provided over many years and for the recognition of the value that a VCSE sector infrastructure organisation brings to the borough both in underpinning the growth of local services and in supporting partnership working.

We are also grateful to the many other funders, including City Bridge Trust, the funding arm of The City of London Corporation’s charity, Bridge House Estates (1035628), The National Lottery Community Fund (TNLCF), SWL ICS, Trust for London who have supported a range of projects, particularly those run by Superhighways across London.

The year has also seen an increasing focus on health, with the launch of the SWL ICS, which has made considerable demands (particularly on the CEO’s time) in terms of resources to engage with multiple programmes and engagement strands. The SWL ICS is keen to engage with the VCSE sector across the six boroughs, which presents both challenges and opportunities, in terms of how we work in Kingston.

KVA continues to raise its profile with general and focused e-bulletins, network meetings, surveys and the use of social media to promote KVA’s services and partnership working.

Looking ahead remains a significant challenge but KVA has learned a great deal about the sector’s resilience and responsiveness. The experience of the pandemic shone a light on growing inequalities but also showcased KVA’s and the wider VCSE sector’s responsiveness, creativity, innovation, co-operation, understanding and support for people in need. These strengths and a willingness to work in partnership to support early intervention and prevention, offering value for money and expertise in reaching out to Kingston’s more vulnerable communities, are well aligned to emerging public sector policy and stood the organisation in good stead as we re-tendered for our main contracts with RBK.

11

1. Capacity Building

Supporting VCSE organisations to set up, develop and grow has always been at the heart of KVA’s work.

Over the course of the year, KVA continued to provide both generic and specialist advice and support, taking account of changing needs and the evolving environment following the pandemic. As a result, the organisation developed and adapted skills, knowledge and understanding to design and deliver appropriate and effective interventions. This has involved continuing to use online platforms for one-to-one meetings, group facilitation, training and other events, where this is needed to maximise accessibility, whilst recognising the added value achieved through face-toface interaction.

The topics and areas KVA covered remained wide-ranging and dynamic, including governance, strategic and business planning, funding, finance, communications, safeguarding, organisational, staff and trustee development and support for the development and use of digital/tech.

Support towards sustainable and robust VCSE organisations has always been key to KVA’s effort to maintain resilient and connected communities and this year has continued to show just how vital the VCSE sector is in providing services to vulnerable people. This included those trying to fill a huge void in support for young people suffering from mental health issues, disabilities and those who are neurodivergent.

12

1.1 Voluntary Sector Support and Advice

KVA offers advice, guidance and support across a wide range of topics and in different ways to help VCSE organisations set up, develop and grow. A vital element of this is the organisation’s one-to-one work, which is essentially responsive to individual needs.

Many informal groups that want to set themselves up as organisations are looking for guidance on the most appropriate legal form to suit their stage of development and plans. KVA’s approach is to use its understanding of different legal structures and sources of funding to help people discuss options and come to a way forward that fitted their individual ideas, ambitions and external circumstances.

Many of the groups that were set up during the pandemic to meet emerging needs, for example, to provide food, offer support, to tackle increased isolation and mental health issues, have continued to develop and formalise their governance arrangements.

This year, KVA has supported organisations with a focus on mental health/neurodiversity to work on their governance and to help them link with potential partner organisations in the borough e.g. Your Healthcare CIC.

Seven new organisations were set up with KVA’s help during the year. In addition, 11 existing organisations were supported with advice around changing their legal form.

“I am really appreciative of your input and the time you have spent on this amending and updating the constitution.”

Robert Reilly, Kingston Centre for Independent Living (KCIL)

“KVA has been so helpful on many fronts while we have been setting up RBKares as a charity. It’s made a real difference to the RBKares team. Thank you for this invaluable help.”

Kate Kenyon, Founder, RBKares

KVA continued to run ‘Ask the Expert’ sessions, in partnership with RBK and Volunteering Kingston. Kingston groups could book a free 45-minute session with an expert of their choice, covering a wide range of issues relating to finance, governance, fundraising, volunteering, business planning, charitable law and safeguarding. 40 (down from 68) sessions were held during this year, with very positive results of evaluation with respondents saying their knowledge and skills had increased.

13

“Many thanks for the help you gave us. We couldn’t have got this far without it.”

Frances, Two Kings Boxing Club on help with Community Infrastructure Levy (CIL) funding application

“KVA has done so much great work to support Moving on Together reestablish itself. Thank you so much for your time and support helping us with MOT. You have been invaluable and so patient.” Ceris Rayner, Chair MOT

In addition, KVA worked with training partners to run 36 (down from 41) training and information sharing sessions with 336 (up from 321) attendances on a range of topics. These included fundraising and funding bid writing skills, safeguarding, data protection, governance, measuring outcomes and impact, managing finances, as well as emerging topics such as developing corporate relations, autism and neurodiversity in the workplace as well as developing a Kingston Charities Community of Practice at Kingston University. These sessions were very well received with 100% of respondents to the post-intervention evaluation agreeing that they were both accessible and relevant.

“Trainer was very knowledgeable – much appreciated.” Attendee, ‘Starting up – how to become a charity or social enterprise’

“Great training – great trainer. We feel ready for risk management now!” Attendee, ‘Managing Risk for Trustees and Charity Leaders’

KVA also supported various groups with their communication needs, including tweeting their events, creating marketing materials, setting up social media accounts and promoting events through newsletters and websites.

KVA’s Community Accountancy Project continued to be highly valued and in demand. The service offers free advice to all VCSE organisations that are located or operate within Kingston and over the year supported 14 organisations with a wide range of topics, including finance policy, book-keeping, budgeting, eligibility for business rates relief, using digital tools to produce meaningful financial data, HMRC services, National Minimum Wage, Childcare Vouchers and preparing annual accounts. This was achieved by one-to-one sessions, training, emails and posting in the KVA e-bulletin and the service received excellent feedback.

14

“Jacky ran a very good session, clear and really useful.” Tanya Williams, Alzheimer’s Society

“Our management accounts spreadsheet has been pivotal in automating our reporting processes. We could not do this without the Community Accountancy Service at KVA.”

Anonymous testimonial from a Kingston organisation

Overall, KVA’s knowledge of the sector has been invaluable over the last financial year in providing relevant and timely advice and support to local VCSE organisations to help them set up, develop and grow.

Plans for the future

We will:

15

1.2 Funding advice and support

KVA’s approach has always been to help organisations think strategically about their funding needs, to identify the best mix of funding for them, and to offer a holistic assessment – not just to identify any immediate funding needs, but also other capacity building requirements that organisations may have.

However, sustainable income remained a pressing issue for local VCSE organisations over the year. In addition, much of the Covid-19 related funding has been wound down, and competition for what remains (and other new funding streams) is intense.

KVA’s State of the Sector survey sent out in May 2022 indicated that two-thirds of respondents were struggling to manage loss of income, with access to grant funding and contracts proving challenging whilst the demand for their services was growing and their costs for IT-support were increasing.

In response to this, KVA worked with Kingston University to plan and offer two bidwriting clinics, which between them attracted nearly 60 attendees. We also offered support through GrantFinder funding searches to 13 different groups, ranging from well-established organisations to newly set up associations. In addition, we sent targeted emails, signposting to funds, including RBK’s Community Grants and included updated information in regular funding e-bulletins and on our website.

Overall, KVA successfully helped 14 different organisations to bring £382,639 into the borough from a range of funders. These include:

In addition, KVA distributed £16,800 community cooking grants from RBK Public Health to:

16

KVA also worked with SWL ICS, RBK Public Health and Adult Social care to ensure Inequalities in Health SWL Grants were distributed in the sector in our borough as follows:

These figures are down on the previous year, which reflects the increasingly difficult funding and financial climate. As mentioned in the previous section, KVA also offered training and workshops on a range of topics including using social media to fundraise and making a successful funding application, as well as holding ‘Ask the Expert’ sessions on aspects of fundraising, including identifying funders, developing funding proposals and working collaboratively on bids e.g., for employment support for people with autism. These sessions also made links to KVA’s wider capacity building offer to meet any additional needs groups might have identified.

“The training was excellent. It was well paced and a good balance of time in breakouts for discussion. Thank you KVA.”

Course participant, ‘Social Media and Fundraising’

Plans for the future

We will:

17

1.3 Tech, Digital & Data Support and Leadership – Superhighways

KVA’s Project, Superhighways, supports small charities and community groups across London gain the essential digital and data skills, backed by the right tech, to achieve their goals. During Covid-19 the need amongst these organisations to become better at using digital in their work became urgent and more obvious. With that need started the spread of Superhighways project further across the capital.

This year across all funded projects and consultancy services, Superhighways supported over 314 unique small organisations. 115 unique organisations have accessed one to one advice and support with using tech, digital or data and 242 unique organisations have accessed Superhighways training sessions to upskill their staff, trustees and volunteers. 31 of these organisations deliver services in the Royal Borough of Kingston.

Tech support

The Superhighways Membership package provided tech support to 49 organisations (16 of which deliver services in Kingston). Superhighways continued to help members with day-to-day tech challenges, resolving 1,245 queries/issues across the year. The team also supported members navigate changes in Microsoft 365 license pricing and eligibility criteria, provided best practice cyber security guidance and directly supported 16 organisations respond to suspected hacks.

Superhighways also provided support and advice to non-member organisations in Kingston including the peer support group Moving on Together.

18

Digital support

In May 2022, Superhighways started work on the new five-year Digital Foundations programme working in partnership with the HEAR Human Rights and Equalities Network, Refugee Council and VOICE Online Communities CIC, funded by the National Lottery Community Fund.

The project began with several co-design sessions with HEAR Network members and Refugee Community Organisations to help shape the programme and Superhighways continued engaging with smaller, grassroots organisations throughout the year with a series of interviews, building insight into ongoing programme design and seven themes by which delivery was structured.

Despite challenges recruiting to a new Tech & Digital Support Adviser post (eventually recruited in April 2023), Superhighways provided 78 one-to-one advice and support sessions covering a range of tech infrastructure and digital skills issues, along with 24 training and peer learning sessions, including a new London CVS Development Workers Network bringing together development workers of all kinds e.g., funding advice, organisational development, advocacy, communications and community development to share and learn from each other relevant digital and data topics e.g., appointment booking software and automating regular tasks. The Network also gives the opportunity for CVSs to feed into Superhighways led programme design and delivery and to encourage referrals of groups to access one to one support. Superhighways also worked with VOICE Online Communities to set up a Voice User Group, a forum for small charities using the VOICE platform for their websites, to learn about new features and improvements, suggest new ideas for the development road map and also share how they have been using VOICE.

74% of training and peer network participants completing feedback forms gave the sessions a 5 out of 5 overall score, with 98% giving either a score of 4 or 5 score.

64% of organisations accessing training and support had an income of under £500K, and 30% had an income of under £100k.

“It was at my level and built from the quite limited knowledge I have of Teams. I was not made to feel in any way stupid for having limited knowledge and skills, as has sometimes happened elsewhere, and that made it possible to relax and so learn. The explanations were clear and it's useful to have these backed up by the slides that are to be provided.”

Superhighways Training attendee

19

Data support

Superhighways also continued their Trust for London funded data support programme for London’s small grassroots organisations working towards a fairer London.

In November 2022, Superhighways recruited two Data Support Adviser posts to work on this programme and shortly afterwards, ran the Where’s the Power in Data event. 93 participants from 88 organisations across London attended on the day to amplify voices from the grassroots and influence change. Feedback from the event was incredibly positive, with everyone enjoying the day and taking away inspiration along with actionable ideas. The feedback was glowing:

“The workshops attended were very informative and useful. I learnt a lot about the ways in which data can be presented and interpreted from one of the workshops.”

Anonymous participant

“I enjoyed everything about the day. The workshops were all equally informative and there was something for everyone along with a learning opportunity and the opportunity to talk with other participants.”

Anonymous participant

In addition, Superhighways ran 40 training sessions attended by 296 participants, which included the popular Excel three-part series. Feedback from this practical skillsbased training sessions included:

“I can make more advanced and user-friendly surveys and forms, and I understand more about the right settings to use. We are also looking at embedding a particular form onto our website to be used regularly which I now feel more confident in designing.”

Anonymous participant

20

“ I have used my Excel training to help me manage my data better (e.g., put it in tables and work with it) and also my training in using other tools (e.g., Datawrapper) to display this data for our funders. One very real outcome was we got continuation funding!”

Anonymous participant

38 unique organisations also accessed one to one support on a range of issues related to better use of data to shape services, raise community voice and influence change.

In June 2022, Superhighways started phase two of the Cornerstone Round two funded Datawise London partnership, working in partnership with the HEAR Network and Coalition for Efficiency and collaborating with London Plus and using a systems change approach to better use of data in the sector.

A focus of this year was our small charities Data Journeys research, consulting 30 small charities via interviews and workshops. The report is due to be launched in the Autumn of 2023, but insights are already shaping work strands. We have continued to support organisations in choosing and implementing fit-for-purpose database systems, further developing support resources and convening new User Groups for low code no code database options and off the shelf systems (Airtable and AIDE), enabling peer learning and collective voice to influence providers. Superhighways also provided support on data analysis and visualisation upskilling using Power BI with another new User Group convened as a next step to further developing skills after attending the training.

Collaborations

Superhighways also delivered 16 training sessions and workshops on behalf of other London CVSs and infrastructure organisations. In addition, Superhighways project managed a collaboration with the 4in10 Network and Lightful, funded by The Catalyst, to deliver a range of digital and data training for 4in10 network members.

91 attendees from 43 unique organisations attended training sessions, providing practical learning opportunities with actionable outcomes:

21

Anonymous participant

Anonymous participant

Digital Inclusion support

Superhighways digital inclusion activity this year has continued supported by core funding from RBK, with additional funding from SWL ICS Health Inequalities Fund, to pilot a Digital Champions training programme for volunteers of local organisations.

Superhighways accessed the Good Things Foundation led National Databank, giving 105 sim cards to Kingston residents referred by local charities and community groups and the local authority, including to newly arrived Ukrainian families.

In October 2022, Superhighways participated in the national Get Online Week campaign, and over the year provided 30 one to one advice and support sessions for Kingston residents referred to us covering basic digital skills and online access.

“Just writing to express my appreciation for your help with getting my client set up with online shopping yesterday. We had struggled with it for two weeks and really needed a fresh pair of eyes. P was so patient and understanding of my client's vulnerability. It means now that my client is able to get food and essentials despite her current agoraphobia.”

Floating Support Worker, Kingston Mental Health charity

22

Superhighways continued to convene the Kingston Digital Inclusion Network with two meetings in this period.

Plans for the future

We will:

23

2. Representation

Networks, Partnerships and Forums

KVA’s role in representing the voice of the VCSE sector during this year has been as important and challenging as ever, with further significant changes in the local landscape affecting the VCSE sector. Maintaining the quality of KVA’s relationships with statutory partners and other stakeholders in volatile and demanding circumstances has remained one of KVA’s key roles.

This has included:

24

Gathering the views of the sector and keeping in touch

KVA continued to gather views from the sector in a variety of ways, including regular e-bulletins, through social media, the KVA website and a Facebook page.

This year, KVA also ran a State of the Sector survey in May/June 2022 which was completed by 68 organisations serving approximately 26,000 Kingston residents by offering 27 different types of services, the key ones being: advice and information, mental health and wellbeing support, social and community activities, community venues and spaces, training and education, befriending, campaigning or awareness raising and advocacy. These 68 organisations between them employ 1,000 staff and work with a minimum of 2,500 volunteers, which clearly demonstrates one of the ways the sector contributes to the local economy.

The results of the survey showed us that 77% of these organisations have seen an increase in demand for their services, with key areas of demand being mental health, general health and wellbeing, social isolation, digital exclusion, poverty and lack of confidence to being able to manage their lives.

“The current cost of living crisis, poverty and ongoing impact of the pandemic are causing crisis and ongoing issues.”

From 2022 SOS Survey

This survey also indicated significant challenges faced by the sector including:

25

KVA services rated as ‘very helpful’ during 2022/23 were: facilitated networking (96%); e-bulletins (95%); representing the sector (86%) and training opportunities (76%).

With regards to future planning of KVA services, we found out that the most urgent support needs of the local organisations are:

A summary of the KVA State of the Sector Survey, can be accessed here.

KVA also ran a Cost-of-Living survey in October 2022 to find out more about the impact of the crisis on VCSE organisations and their users. The findings indicated that 100% of respondents felt their users would be badly affected with problems identified including:

The findings were also useful in supporting RBK’s efforts to identify and map warm spaces where people could go to keep warm and where they would also find help and support for debt management, food, advice and companionship.

In addition to surveys, we also reached out to the community during the year with:

26

Networks, forums and events

KVA continued to run its networks, forums and events both online and in person. They remain vital spaces where local agencies can exchange information, raise issues, build relationships and share best practice and learning among peers. They clearly demonstrated the value of working together within and across sectors.

These include:

The Voluntary Sector Chief Executive Officers’ Network, a group of local experienced leaders, continued to meet regularly, providing members with a valuable opportunity to share their issues and concerns in a private space.

The Network met nine times over the year (one meeting was cancelled because it coincided with the deadline for submission of the Infrastructure Support tender). The meetings covered a wide range of topics – RBK’s commissioning process, including preparation for, and feedback from the co-design workshops, the consultation and report from Lev Pedro Associations on the development of a VCSE sector Alliance to work within the SWL ICS, the development of the VCSE sector strategy, how best to showcase the sector and how its views and perspectives on relevant issues are represented on local boards and working groups.

During the year, the Voluntary Sector Forum met three times. The Forum is a space for the whole sector to come together with statutory partners to share information and discuss key issues facing them. Topics included the development of the Voluntary and Community Sector Strategy, the SWL ICS, the crisis in Ukraine and the Cost of Living crisis. The Forum meeting in January 2023 was dedicated to a workshop focusing on the development of a VCSE sector Alliance at system level, which would be part of the decision-making structure.

Superhighways has continued to facilitate the Kingston Digital Inclusion Network and two meetings have been held during the year. This has seen good engagement with 35 participants so far joining the network to share experiences and learn about regional and national initiatives and resources.

27

Strategic influence: Boards and steering groups

KVA’s role on strategic Boards and steering groups is to represent the voice of the wider VCSE sector and to influence the development of local policies and plans as well as to keep VCSE organisations informed about developments across the borough and further afield.

KVA is a member of many local and regional strategic Boards and steering groups and this year has seen some significant changes, particularly in relation to the development and launch of the SWL ICS. KVA’s CEO has been working with the other CEOs of CVSs in the six Southwest London boroughs on the development of the VCSE Alliance at system level, to represent the sector and influence decision making across all six boroughs covered by the ICS. During 2022/23 KVA sat on the following local and regional Boards and Groups:

28

The issue of representation has continued to be a challenge: KVA is often seen as the only representative of the VCSE sector locally and we make every effort to work with the wider sector to highlight their local and national contribution. For example, we have been working with RBK and Health to widen the VCSE representation on significant boards where possible, including the Kingston Partnership Board and within SWL ICS structures.

Plans for the future

We will

29

3 Projects

3.1 Health, Care and Social Prescribing

Health Inequalities Fund 2022/23

As part of the national priorities to focus on health inequalities, SWL ICS was awarded £4.3 million from the national NHS team. Funding was to be directed towards populations who face the largest inequalities in access, experience and outcomes. KVA was successful in securing a £30,000 grant from SWL ICS and we used the funding to:

30

Building Healthy Communities (CORE20+ and Vaccination Champions)

In April 2022 KVA secured funding from RBK to support the Public Health Team in coordinating the work around Community Vaccination Champions. We combined this with the small grant from SWL ICS for CORE20+5 Programe and employed a Healthy Communities Builder to be responsible for strengthening the community offer through training and support of volunteers to address stigma around vaccination and inequalities in health in particular population groups in Kingston.

Core20+5 is an NHS England approach to reduce healthcare inequalities at both national and system level. The approach defines a target population – the ‘Core20PLUS’ – and identifies ‘5’ focus clinical areas requiring improvement: Maternity, Severe Mental Illness, Chronic Respiratory Disease, Early Cancer Diagnosis and Hypertension Case Finding.

The focus in Kingston was on Beverley; Berrylands and Cambridge Road Estate and on people from mainly Tamil, Korean, as well as Muslim and Black Caribbean communities.

The Healthy Communities Builder used the knowledge and skills of existing vaccination champions and redirected their efforts towards running health related events to improve health outcomes in their specific communities. Events were organised and attended by either trained volunteers or professionals carrying out health checks or health MOTs. On other occasions, presentations were delivered, raising awareness about specific types of cancer and promoting cancer screening. Whenever possible, referrals were made to GP services and relevant services on Connected Kingston as well as to Community Cooking Classes.

Bereavement Project

The Covid-19 pandemic highlighted the need to improve support for bereaved people. In order to build a more comprehensive picture of the impact of bereavement on our local population and to gather further insight into views on our current service provision, Healthwatch Kingston (HWK) and KVA were commissioned by South West London Integrated Care Board to undertake a pilot research project into people’s experiences of bereavement services and support. The project was chosen by NHS England as one of eight End of Life Care (EOLC) pilots in England. https://kva.org.uk/news/community-engagement-report/

– Read The Bereavement Services and Support in Kingston Community Engagement Support Report (published in July 2022).

31

The Good Food Group

The KVA Good Food Group (GFG) is a partnership of voluntary and community groups, organisations and residents from across Kingston which works towards making healthy, nutritious and delicious food accessible and affordable for all. It also builds community and advocacy support around food to improve economic, social and health outcomes for everyone in Kingston. It celebrates Kingston’s rich diverse culture and unites our community around love and enjoyment of food. It also works to reduce food waste. KVA are grateful to RBK and GLA for having trust in us to develop this much needed project and to Kingston University for their involvement and support.

In this reporting period, KVA was able to award 14 grants (compared to five last year) to the GFG members working with residents of different age ranges, needs and ethnic backgrounds, with a focus on reaching the most vulnerable residents and ensuring accessibility in different locations across the borough. These included organisations working with people recovering from addictions, with North Korean refugees, young carers, migrants, women suffering from domestic abuse, children with disabilities and adults with learning disabilities.

The GFG partnership grew to 28 members in 2022/23 and the number of crisis support organisations in receipt of the GFG e-bulletin (published quarterly) went from 61 to 82.

In early 2023, a smaller GFG Strategy group was formed, consisting of key GFG members from across the VCSE and public sector, including RBK Public Health, Kingston Adult Education (KEA) and Kingston University. The Strategy Group was set up to develop a strategy with long-term solutions to short-term challenges, such as those arising from spikes in demand for emergency food aid.

Connected Kingston

Following the end of the lockdown there was a lot of work to be done on updating the listings of organisations which had either suspended their services or moved them online. 208 services were updated and a further 53 services were disabled or removed pending updates. By the end of March 2023, the Connected Kingston platform listed 480 services from 237 organisations.

32

Online training of Connected Kingston Champions continued and 32 new people were trained throughout the year to support residents across the borough, bringing the total number of Connected Kingston Champions to 424.

Plans for the future

This area of work has been affected by many external factors, including the effects of the Cost-of-Living Crisis and the NHS shift to Integrated Care Systems. These changes have already determined, and will continue to determine, the way in which KVA works in partnership with the VCSE sector, Public Health and SWL NHS for the benefit of those most affected by inequalities in health. KVA will continue to share health messages with voluntary and community organisations and will ensure that Connected Kingston (CK) is an up-to-date useful tool in the borough’s approach to social prescribing and will work with other members of the Good Food Group more strategically in order to further grow and develop the Good Food Group and continue to address food insecurity in the borough.

We will:

33

3.2 The Buddy Scheme

There were 20 volunteer/client pairs on the scheme during the year. The volunteers continued to support their ‘buddies’ by accompanying and encouraging them back to pre-lockdown leisure activities after the Covid-19 disruption. The volunteers provide companionship, reduce isolation and loneliness, improve service users’ confidence and assist their integration into the local community.

Volunteers spent a total of 339 hours with their ‘buddies’ during the year, with the more notable trips including the Watercress Line, a day out at the Hornby museum in Margate, a birthday theatre trip in the West End and a visit to an escape room. Regular outings included boat trips, cinema, bowling, ‘crazy golf’ and walking. Some trips have met individual interests e.g., racing meetings, dog walking and visiting a crematorium to remember family past. Some volunteers took their ‘buddy’ out to celebrate their birthday or met up with them over the Christmas period. Group trips included a picnic in Canbury Gardens and a day trip to Hampton Court, under their Community Access scheme.

Five new volunteers were trained online and in person, with four volunteers being matched with a ‘buddy’.

Regular online meetings were held to support volunteers.

11 referrals for new service users were received during the year, with the main referrers being Balance Supported Living Service, Kingston Community Learning Disability Team, Kingston Carers Network and family members. At the end of March 2023 there were 14 people on the waiting list ready to be matched to a volunteer.

Plans for the future

The priority for 2023/24 is to raise the profile of the scheme and to find, recruit and train new volunteers to match up with service users. Group outings will be arranged and we are aiming to improve the sense of togetherness amongst the volunteers and service users after the Covid-19 disruption.

34

3.3 Children and Young People

KVA’s Children and Young Peoples’ (CYP) Project has continued to inform and offer support and advice to voluntary and community organisations in Kingston that work with children, young people and families to ensure that they remained in touch and updated.

The project aims to raise awareness of children and young people’s needs and the duty of care owed to them.

The project has continued to work closely with partners, including the Kingston & Richmond Safeguarding Children’s Partnership (KRSCP) and Achieving for Children (AfC), to ensure that VCSE organisations have been kept up-to-date with developments, and that the sector had an opportunity to share its views with colleagues, and to support the development of local policies and strategies.

The landscape for VCSE organisations in Kingston remains challenging. Continuing uncertainties with funding, increased need, and gaps in services for children and young people around mental health are present, and we continue to work with both VCSE and statutory organisations to find solutions to these deficits.

Our focus through the year has been on mental health support for children and young people, addressing food poverty for children and families and continuing to work closely with KRSCP, Healthwatch Kingston, Achieving for Children and Public Health across all areas of the support for children and young people.

Our groups have also undertaken work around food poverty in the school holidays and beyond, responding in a timely and proactive way to the Cost of Living crisis.

Safeguarding Children and Young People

Children and Young People’s VCSE organisations were well represented on the subgroups of the KRSCP, and reporting mechanisms were developed for the VCSE representatives to feed into the wider sector. Meetings were regularly attended by the KVA Children and Young People Project Officer, as VCS representative on:

35

The KRSCP and KVA share an excellent working relationship with the KRSCP Voluntary Sector Liaison Officer who regularly attends KVA’s CYP Network meetings. These meetings kept the network updated on training and any new advice and information relating to Safeguarding and allowed the KRSCP Voluntary Sector Liaison Officer to be kept abreast of initiatives and work by the sector involving children and young people.

Plans for the future

We will:

36

3.4 Kingston Eco-op

Kingston Eco-op provide a much-needed service to vulnerable adults with a mild to moderate learning disability and/or a mental health issue, as well as to those struggling with social isolation. By the end of March 2023, 32 clients ranging from 30 to 80 years of age were accessing Kingston Eco-op's services.

Post Covid-19 restrictions

With the easing of the Covid-19 restrictions, the project gradually reduced the mitigating infection control measures. By the end of March 2023, it was no longer a requirement to wear facemasks and visitors and staff no longer had to undergo regular LFT testing, socially distance or having their temperature taken on arrival to the centre. This was welcomed and clients were able to undertake and enjoy their activities without restrictions. The project still asks clients, staff and volunteers to undertake an LFT test and encourage them to wear a mask if they are feeling unwell.

Expanding services

Kingston Eco-op has continued to expand their service-delivery and partnerships further. They partner with Richmond and Hillcroft College who deliver English, maths and IT classes and in September 2022 a new class for arts and crafts on Monday mornings was introduced which has proven very popular.

This year also saw the introduction of a bicycle maintenance workshop. This is run by two qualified bicycle mechanics, one of whom is a volunteer.

Kingston Eco-op introduced a way for their clients to take ownership of being members of Kingston Eco-op and ran a Christmas fayre, led by clients, that raised over £120.00. The clients enjoyed it and will hold a spring fayre in May 2023 to generate further income. The project anticipates continuing to hold these fayres every year. Funds raised go towards community activities.

The project increased their client base and therefore their income and subsequently created a new role for Team Leader to start in April 2023. The Team Leader will supervise the front-line staff which in turn will free up the Manager and Deputy to undertake their work.

The project was working to update their data recording and implementing new systems. As of April 2023, all clients will have a Key Worker who will support people to

37

identify their aims and objectives recorded on a pathways plan and reviews will be held twice a year to measure outcomes and monitor progress. Emphasis will be on four key areas:

RBK Contract

RBK Adult Social Care developed a new model for Day Opportunities and Meaningful Occupations, intended to allow people who meet the RBK criteria to choose which service they would like to attend. All existing spot providers (including Kingston Ecoop) were successful with their tenders and were migrated to the new framework which also set maximum rates. For Kingston Eco-op this meant having to expand the offer from 5.5 hours to 6 hours per day without an increase in price.

The new framework requires reporting on KPI’s to RBK as well as the SWL ICS (formally CCG). The project is also looking at ways of increasing activities, workshops and opportunities for people to enable Kingston Eco-op to provide a broader service.

As of April 2023, clients will be bringing in their own lunch instead of the project cooking their lunches, to save on staff costs. The lunch times have been cut down from one hour to 30 minutes to make better use of client-time.

Partnerships

Kingston University’s School of Nursing

Kingston Eco-op developed a partnership with Kingston University’s School of Nursing for clients to be involved in their simulation practices and research around nursing care for people with learning disabilities and/or mental health conditions. There have been three meetings with direct client involvement since the start of the partnership.

38

Working Well Trust

Clients expressed interest in finding work and the project contacted the Working Well Trust who support people into voluntary or paid employment. Four referrals were made to the Working Well Trust and they are meeting with clients on a regular basis.

Wheels 4 All

A partnership with Wheels 4 All to deliver accessible cycling was formed. Delivery started in the autumn of 2022 for one hour every Monday.

Other Day Providers

Kingston Eco-op have good relationships with other day service providers and have joined with Home Farm Trust (HFT) for community outreach days such as picnics and BBQs.

Plans for the future

We will strive to build partnerships with other providers so that more deliveries can take place with experts in their own fields. We are currently in communication with:

Kingston Eco-op are also developing in-house projects such as:

39

wellbeing programme. The target groups are those who are overweight, prediabetic, have high cholesterol or have other weight related issues. The project will work together with a pre-diabetic specialist and a nutritionist for advice and guidance and intend to deliver weekly sessions to support people to understand healthy eating and encourage increased exercise.

Community Project

Kingston Eco-op identified a need in the borough for a social group for people with autism and established a working group to develop this service. The intention is to apply for funding and create an opportunity for adults with autism. The ambition is to launch a social club in the summer of 2023.

Kingston Eco-op will continue to promote their service to increase referrals/number of clients, develop and foster partnerships and innovate further ways for the project to grow.

40

Structure, Governance and Management

Governing Document

KVA is a Charitable Incorporated Organisation (CIO), originally registered as an Association on 10 February 2015.

In November 2021 KVA changed its status from Association to Foundation. KVA is governed by its ‘Constitution’ document which was changed in the same year to reflect that transition.

KVA’s charity number is 1160403.

Organisational Structure

KVA has a Trustee Board which can consist of up to 12 members and can operate on a minimum of three. The Trustee Board meet a minimum of six times a year and is responsible for the strategic direction and policy of the charity.

At present, the Board has nine members from a variety of professional backgrounds relevant to the work of the charity. A Chief Executive is appointed by the Trustee Board and has overall responsibility for the day-to-day operations of the charity.

Recruitment and Appointment of the Trustee Board

The members or the charity Trustees may at any time decide to appoint a new charity Trustee, whether in place of a charity Trustee who has retired or been removed or as an additional charity Trustee.

The Trustee Board seeks to ensure that the needs of the charity are appropriately reflected through the diversity of the Trustees.

Any person who retires as a charity Trustee is eligible for re-appointment.

Trustees’ Induction and Training

KVA provides new Trustees with an Induction Pack to assist them with their duties. The Pack includes the Constitution, the latest Annual Report and Accounts, and the Charity Commission Good Trustee Guide. The Pack also includes details of their responsibilities, which are reviewed on a regular basis.

41

We also offer an Induction Programme, led by the Chief Executive, which includes a briefing on the work of the organisation, the Business Plan, details of Sub-Committees and an opportunity to meet members of the staff. Trustees are encouraged to visit the organisation on a regular basis.

Trustees receive detailed financial and operational information at each Board meeting, and they are encouraged to ask questions and seek clarification on the full implications of the information given.

Trustees are encouraged to participate in appropriate external training events, where these will be of benefit – and to attend various events arranged by KVA which provide opportunities for networking within the voluntary and statutory sectors.

Related Parties

KVA is an independent local charity, based in the Royal Borough of Kingston upon Thames, and is responsible for its own policy, direction and funding.

None of the Trustees receive remuneration or other benefits for their work with KVA.

As part of its work, KVA co-operates and liaises with a number of other local charities. Where one of the KVA’s Trustees holds the position of Trustee/Director or CEO of another charity, they must declare their interests before taking part in discussions regarding the other charity, and they may not participate in the ultimate decisionmaking process.

KVA is a subscribing member of a network of charities sharing similar objectives, known as the National Association for Voluntary and Community Action (NAVCA). To be accepted for NAVCA membership, KVA has to demonstrate that it meets the criteria of being a local infrastructure organisation and a Registered Charity providing support services to other VCSE organisations.

KVA contributes to NAVCA in a number of ways. It pays a subscription fee to the Association and separately contributes to the cost of regional meetings and networks. It also raises policy issues that may benefit from work at a national level. Locally, it pursues any issues raised at national level.

KVA is a member of NCVO and actively contributes to its Development Officers’ Forum and regular surveys and discussion sessions.

Staff and Trustees attend a range of local Council meetings, to represent the voice of the VCSE sector, in order to share ‘best practice’ and ideas. As described elsewhere in this report, information and updates received from the local Council are disseminated to local VCSE organisations through a range of networks and communication tools

42

Risk Management

The Trustee Board has conducted its own review of the major risks to which KVA is exposed and has considered them according to the expected frequency and severity of loss. These include risks to funding and financial control, those arising from employment of staff and volunteers, and other operational risks.

The review covers core priorities, risk identification, revision of the Risk Register and response to risk. These processes, outlined in the plan, enable the Trustee Board to identify major risks to which the charity is exposed, and to put in place processes and actions to mitigate these risks.

The principal risk to the organisation is maintaining long-term sustainable funding. Such risks are mitigated by building relationships with funders, demonstrating achievement of outcomes and continuing to look at ways to diversify income streams.

The Trustee Board ensures that there is a fundraising strategy which seeks to provide long-term financial sustainability to the organisation.

Financial controls and HR management procedures are exercised to generate efficiency in the use of resources.

Internal risks are minimised by the implementation of procedures for authorisation of all transactions, including those made within projects, to ensure that expenditure is properly budgeted and approved.

The procedures, guidelines and policies of the charity are periodically reviewed and include external advice, where necessary, to mitigate risk to the organisation and staff.

43

Financial Review

The Financial Statements show that the grants and other income received are expended on staff, and other costs on the specific Projects to which they relate.

Where contacts transcend the year end, and as appropriate in accordance with the Statement of Recommended Practice (SORP), any balance of income over expenditure is carried forward for use in the following year as a ‘restricted fund’.

A full list of remaining funds can be found in Note 13.

Principal funding sources

Principle funding sources for the Charity are currently Grants from Achieving for Children, ‘City Bridge Trust, the funding arm of The City of London Corporation’s charity, Bridge House Estates (1035628)’, Close Brothers Ltd, Forbes Trust, Good Things Foundation, Greater London Authority, Horticulture Society, John Lewis, Kingston Mencap, Local Giving, London Plus, The National Association Voluntary and Community Action (NAVCA), NHS Southwest London ICS, Percy Bilton Charity, Royal Borough of Kingston, Richmond CVS, Rotary Club, Sport England, The National Lottery Community Fund, Trust for London, Waitrose, as well as other income. KVA continues to seek funding from other funders to meet the needs of KVA’s objectives.

Reserves policy and going concern

KVA’s aim is to hold a minimum of Unrestricted Reserves equivalent to three months’ running costs. Such costs would include salaries, overheads, including rent and standing commitments, as well as any statutory redundancy obligations. The reserves would be required in the eventuality of the CIO needing to wind down. This totals to £261,082 (£237,467 in 2022). However, this figure does not include the liability in case of withdrawing from the defined benefit pension scheme. This is because KVA is unlikely to leave the scheme, and the Trustees have reviewed and mitigated this risk.

As of 31 March 2023, KVA holds Unrestricted Reserves of £569,584 (£430,591 in 2022), of which £5,163 (£0 in 2022) is held as Kingston Eco-op Fund to ensure the continuity of the on-going project. £104,070 (£60,174 in 2022) is held as Superhighways’ Development Fund to ensure the continuity of the on-going project. £79,623 (£66,536

44

in 2022) is held as Voluntary Sector Strategy Fund to support strategic engagement of the VCSE sector in the borough.

KVA implemented several measures to monitor and mitigate the effects of Covid-19, such as increased health and safety measures for the people within KVA and the people in close contact (for example, making cleaning products available, working from home and promoting guidance from the Government).

The additional cost to enable continued operations was not significant enough to cause financial hardship. However, KVA will monitor the cost of renewal of assets as hybrid working will continue in future financial year.

After making appropriate enquiries, the Trustees had a reasonable expectation that the Charity had adequate resources to continue in operational existence for the foreseeable future. For this reason, the Trustees continue to adopt the ‘going concern’ basis in preparing the financial statement.

Investment powers

Under the Constitution, the Trustee Board has no specific power to borrow or invest in any other operation.

45

Responsibilities of Trustees

The Charity’s Trustees are responsible for preparing the Trustees’ Annual Report and the Financial Statements, in accordance with the applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). The law applicable to Charities in England and Wales, requires that the Trustees prepare financial statements for each financial year, giving a true and fair view of the state of affairs of the Charity, and of the incoming resources and applications of resources of the Charity for that period. In preparing these Financial Statements, the Trustees are required to:

The Trustees are responsible for keeping proper accounting records that disclose – at any time and with reasonable accuracy – the financial position of the Charity enabling them to ensure that the Financial Statements comply with the Charities Act 2011, and the Charity (Accounts and Reports) Regulations 2008.

The Trustees are also responsible for safeguarding the assets of the Charity, and for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Signed on behalf of the Trustees by:

----- Start of picture text -----
______ ________
Tarlochan Johal – Treasurer Date:
----- End of picture text -----

46

Independent Auditor’s Report to the Trustees of Kingston Voluntary Action CIO for the year ended 31 March 2023 (‘the Charity’)

Opinion

We have audited the financial statements of Kingston Voluntary Action (the ‘Charity’) for the year ended 31 March 2023 which comprise the Statement of Financial Activities, the Balance Sheet, the Statement of Cash Flows, and the related notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

The financial statements have been prepared in accordance with Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standards applicable in the UK and Republic of Ireland (FRS 102) in preference to the Accounting and Reporting by Charities: Statement of Recommended Practice issued on 1 April 2005 which is referred to in the extant regulations but has been withdrawn.

This has been done in order for the accounts to provide a true and fair view in accordance with the Generally Accepted Accounting Practice effective for reporting periods beginning on or after 1 January 2015.

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 Auditors' responsibilities for the audit of the financial statements section of our report. We are independent of the Charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the United Kingdom, including the Financial Reporting Council's Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these

47

requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the Trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the Trustees with respect to going concern are described in the relevant sections of this report.

Other information

The other information comprises the information included in the Annual Report other than the financial statements and our Auditors' Report thereon. The Trustees are responsible for the other information contained within the Annual Report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements, or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Matters on which we are required to report by exception

We have nothing to report in respect of the following matters where the Charities (Accounts and Reports) Regulations 2008 requires us to report to you if, in our opinion:

48

Responsibilities of Trustees

As explained more fully in the statement of Trustees' responsibilities, the Trustees 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 Charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the Charity or cease operations, or have no realistic alternative but to do so.

Auditors' responsibilities for the audit of the financial statements

We have been appointed as auditors under section 144 of the Charities Act 2011, and report in accordance with the Act and relevant regulations made or having effect thereunder.

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an Auditor’s Report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in 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:

49

We also communicated relevant identified laws and regulations and potential fraud risks to all engagement team members; and remained alert to any indications of fraud or non-compliance with laws and regulations throughout the audit.

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

Based on our understanding of the Charity and industry, we identified that the principal risks of noncompliance with laws and regulations related to industry sector regulations and unethical and prohibited business practices, and we considered the extent to which noncompliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on the preparation of the financial statements such as the Charities Act 2011 and UK Tax Legislation. We evaluated management’s incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls). Appropriate audit procedures in response to these risks were carried. These procedures included:

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our Auditors' Report.

50

Use of our report

This report is made solely to the Charity’s Trustees, as a body, in accordance with part 4 of the Charities (Accounts and Reports) Regulations. Our audit work has been undertaken so that we might state to the Charity's Trustees those matters we are required to state to them in an auditors' report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the Charity and the Charity’s Trustees as a body, for our audit work, for this report, or for the opinions we have formed.

----- Start of picture text -----
18-12-23
Signed Date
Julian Flitter FCA
Goodman Jones LLP
Chartered Accountants 29/30 Fitzroy Square
Statutory Auditors London
W1T 6LQ
Goodman Jones LLP is eligible for appointment as auditor of the Charity under of section 1212 of the Companies Act
2006
----- End of picture text -----

51

Statement of financial activities for the year ended 31 March 2023

Unrestricted
Restricted
Total Funds
Total Funds
Note Funds
Funds
2023
2022
£
£
£
£
Income and endowments from:
Income from donations and
legacies
Income from charitable activities
2
Income from investments
3
Total income and endowments
Expenditure on:
Charitable activities
4/5
Defined benefit pension schemes
10
Total expenditure
Net income/(expenditure)
Actuarial gains/(losses) on defined
benefit pension schemes
10
Remeasurements – amendments
to the contribution schedule
10
Net movement in funds
Reconciliation of funds
Total funds brought forward
Total funds carried forward		 4,000
3,431
7,431
1,893
450,813
748,780
1,199,593
974,956
4,305
-
4,305
198
459,118
752,211
1,211,329
977,047
(320,105)
(626,795)
(946,900)
(867,839)
(206)
-
(206)
(267)
(320,311)
(626,795)
(947,106)
(868,106)
138,807
125,416
264,223
108,941
186
-
186
252
-
-
-
23,618
138,993
125,416
264,409
132,811
430,591
334,808
765,399
632,588
569,584
460,224
1,029,808
765,399

The Statement of Financial Activities includes all gains and losses in the year.

All income and expenditure derive from continuing activities.

52

Statement of financial activities for the year ended 31 March 2022

Unrestricted
Restricted
Total Funds
Total Funds
Funds
Funds
2022
2021
£
£
£
£
Income and endowments from:
Income from donations and legacies
Income from charitable activities
Income from investments
Total income and endowments
Expenditure on:
Charitable activities
Defined benefit pension schemes
Total expenditure
Net income/(expenditure)
Actuarial gains/(losses) on defined
benefit pension schemes
Remeasurements – amendments to the
contribution schedule
Net movement in funds
Reconciliation of funds
Total funds brought forward
Total funds carried forward		 50
1,843
1,893
35,466
439,955
535,001
974,956
1,177,926
198
-
198
691
440,203
536,844
977,047
1,214,083
(361,580)
(506,259)
(867,839)
(1,028,340)
(267)
-
(267)
(1,231)
(361,847)
(506,259)
(868,106)
(1,029,571)
78,356
30,585
108,941
184,512
252
-
252
(1,582)
23,618
-
23,618
-
102,226
30,585
132,811
182,930
328,365
304,223
632,588
449,658
430,591
334,808
765,399
632,588

The Statement of Financial Activities includes all gains and losses in the year.

All income and expenditure derive from continuing activities.

53

Balance sheet as at 31 March 2023

Note 2023
2022
£
£
Current assets
Debtors
8
Cash at bank and in hand
Total current assets
Liabilities
Creditors:falling due within one year
9
Net current assets
Liabilities
Creditors:falling due more than one year
10
Net assets
The funds of the CIO:
Restricted income funds
12
Unrestricted income funds
12
Total funds		 69,849
64,724
1,000,246
793,513
1,070,095
858,237
(33,312)
(81,897)
1,036,783
776,340
(6,975)
(10,941)
1,029,808
765,399
460,224
334,808
569,584
430,591
1,029,808
765,399

These Financial Statements were approved by the members of the Trustee Board on 1[st] December 2023 and are signed on their behalf by:

----- Start of picture text -----
___________
----- End of picture text -----

Nigel Newby

Chair

Tarlochan Johal Treasurer

54

Statement of cash flows for the year ended 31 March 2023

2023
2022
£ £
£
Cash flows from operating activities:
Net cash provided by (used in) operating activities
202,428
87,781
Cash flows from investing activities:
Interest from investments
4,305
198
Net cash provided by (used in) investing activities
4,305
198
Change in cash and cash equivalents in the reporting period
206,733
87,979
Cash and cash equivalents at the beginning of the reporting
period
793,513
705,534
Cash and cash equivalents at the end of the reporting period
1,000,246
793,513
Reconciliation of net movement in funds to net cash flow from
operating activities for the year ended 31 March 2023		 4,305 202,428
87,781
198
4,305
198
206,733
87,979
793,513
705,534
1,000,246
793,513
2023
2022
£
£
Net income/(expenditure) for the reporting period (as per the
statement of financial activities)
Adjustment for:
Interest from investments
(Increase)/decrease in debtors
Increase/(decrease) in creditors
Amount paid to the defined benefit schemes
Reclassification of defined benefit pension schemes
Net cash provided by operating activities		 264,223
108,941
(4,305)
(198)
(5,125)
(9,657)
(48,585)
131
(3,986)
(11,703)
206
267
202,428
87,781

The notes on page 56 to 79 form part of these Financial Statements.

55

Notes to the financial statements (continued)

1 Accounting policies

Basis of preparation of the Financial Statements

The Financial Statements have been prepared in accordance with ‘Accounting and Reporting by Charities: SORP’ applicable to Charities preparing accounts in accordance with the Financial Reporting Standards (FRS) applicable in the UK, Republic of Ireland (FRS 102) and Charities Act 2011.

Assets and liabilities are initially recognised as historical cost or transaction value, unless otherwise stated in the relevant Accounting Policy.

KVA meets the definition of a ‘public benefit’ under FRS 102.

The Financial Statements are prepared in Sterling, which the functional currently of the Charity.

Monetary amounts in these Financial Statements are rounded to the nearest Pound (£).

Incoming resources

All income is recognised once the Charity has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably.

Income received from the Government and other Grants, is recognised once the above criteria are met, together with any performance conditions attached to the Grant. Income is deferred only when the Charity has yet to fulfil performance conditions.

Income received from Government and other agencies that amount to ‘contract for services’, are included in income from charitable activities.

Resources expanded

Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement, and the amount of the obligation can be measured reliably. Expenditure is classified by activity.

Expenditure on operational programmes is recognised in the year in which it is incurred. A designated fund is established for expenditure that has been committed to Projects by the Trustees, but remains unspent at the year end.

56

Notes to the financial statements (continued)

The majority of costs are directly attributable to specific activities. Certain shared costs are apportioned to activities in furtherance of the Objects of the Charity.

Office costs are apportioned on the proportion of staffs’ time spent on the Project. Property-related costs are apportioned on the proportion of floor area occupied by the activity.

Staff costs and office costs are allocated in the same proportion as directly attributed to staff time.

Funds accounting

Funds held by the Charity are:

Taxation

The Charity is exempt from Corporation Tax under Section 505 of the Income and Corporation Taxes Act 1998.

Value Added Tax (VAT)

Value Added Tax is recoverable by the Charity on specific Projects, but where any irrecoverable VAT has been incurred, this is included with the relevant expenditure.

Redundancy or termination

Redundancy costs are recognised when the payment is due to an offer made to encourage redundancy.

57

Notes to the financial statements (continued)

Trustee board remuneration and expenses

No remuneration has been paid to any Trustee during the period. However, reimbursement expenses are, on occasion, paid. The value of these are shown in the Notes to the Accounts.

Interest receivable

Interest on funds held on Deposit is included when receivable, and the amount can be measured reliably by the Charity. This is normally upon notification of the interest paid or payable by the Bank.

Debtors

Trade, and other debtors, are recognised at the settlement amount and after any trade discount offered. Pre-payments are valued at the amount pre-paid and net of any trade discounts due.

Cash at bank and in-hand

Cash at the Bank and In-Hand, includes cash and short term, highly liquid investments with a short maturity of three months or less from the date of acquisition, of opening of the Deposition or similar account.

Liabilities and provisions

Liabilities are recognised when there is an obligation at the Balance Sheet date, as a result of a past event. It is probable that a transfer of economic benefit will be required in settlement, and the amount of settlement can be estimated reliably.

Liabilities are recognised at the amount that the Charity anticipates it will pay to settle the debt, or the amount it has received as ‘advanced payments’ for the goods or services it might provide.

Provisions are measured at the best estimate of the amounts required to settle the obligation. Where the effect of the time value of money is material, the provision is based upon the present value of those amounts, discounted at the pre-tax discount rate that reflects the risks specific to the liability. The unwinding of the discount is recognised within interest payable, and similar charges.

58

Notes to the financial statements (continued)

Financial instruments

The Charity only has financial assets and financial liabilities of a kind that qualify as Basic Financial Instruments. Basic Financial Instruments are initially recognised at transaction value, and subsequently measured at their settlement value, with the exception of Bank Loans which are measured at ‘amortised cost’, using the effective interest method.

Pensions

The Charity operates a defined benefits Pension Scheme.

The Scheme is a multi-employer scheme where it is not possible - in the normal course of events - to identify on a consistent and reasonable basis, the share of the underlying assets and liabilities belonging to individual participating employers. Therefore, as required by FRS 102, Section 17, the Charity accounts for this Scheme are as if it were a ‘defined contribution scheme’.

The amount charged to the Statement of Financial Activities, represents contributions payable to the scheme in respect of the accounting period.

Where the scheme is in deficit, and the Charity has agreed to a deficit funding arrangement, the Charity recognises a liability for this obligation. The amount recognised is the net present value of the deficit reduction contributions payable under the Agreement that relates to the deficit.

The Charity also operates a defined contribution Pension Scheme, and the pension charged represents the amounts payable by the Charity to the fund in respect of the year.

Going concern

After making appropriate enquiries, the Trustees have a reasonable expectation that the Charity has adequate resources to continue in operational existence for the foreseeable future. Accordingly, the Charity continue to adopt the going concern basis in preparing the financial statements.

59

Notes to the financial statements (continued)

2. Income from charitable activities

(a)
Income from charitable activities
Unrestricted
funds
Restricted
funds
Total
funds
Total
funds
2023
2022
£
£
£
£
Voluntary sector support and advice
Superhighways
Kingston Eco-op
Health and social care
Income from charitable activities
Income from charitable activities- 2022		 237,964
191,430
429,394
450,272
104,306
413,266
517,572
228,762
108,543
81,084
189,627
186,156
-
63,000
63,000
109,766
450,813
748,780
1,199,593
974,956
439,955
535,001
974,956
(a)
Income from charitable activities
Unrestricted
funds
Restricted
funds
Total
funds
Total
funds
2022
2021
£
£
£
£
Voluntary sector support and advice
Love Kingston
Superhighways
Kingston Eco-op
Health and social care
Income from charitable activities
Income from charitable activities- 2021		 241,708
208,564
450,272
502,066
-
-
-
59,495
109,162
119,600
228,762
431,314
89,085
97,071
186,156
124,451
-
109,766
109,766
60,600
439,955
535,001
974,956
1,177,926
402,536
775,390
1,177,926

60

Notes to the financial statements (continued)

3. Investment Income

All of the investment income arises from money held in interest bearing deposit accounts.

4. Analysis of expenditure on charitable activities

Total
Total
2023
2022
£
£
Voluntary sector support and advice
Superhighways
Kingston Eco-op
Health and social care
Grant payable
Support costs
Total charitable activities expenditure		 222,948
184,791
369,414
293,426
170,370
141,063
62,002
56,436
44,577
108,877
77,589
83,246
946,900
867,839
Support cost Total
Total
2023
2022
£
£
Voluntary sector support and advice
Superhighways
Kingston Eco-op
Health and social care
Governance costs
Total support costs		 33,172
39,051
13,678
16,172
19,713
22,993
4,431
-
6,595
5,030
77,589
83,246

61

Notes to the financial statements (continued)

5. a) Analysis of governance and support costs

Admin
expenses
Occupancy
expenses
Subtotal
support
cost
Governance
expenses
2023
2022		 Admin
expenses
Occupancy
expenses
Subtotal
support
cost
Governance
expenses
2023
2022		 Admin
expenses
Occupancy
expenses
Subtotal
support
cost
Governance
expenses
2023
2022
£
£
£
£
£
£
General office expenses
Independent
examination/audit fees
Under/(over) provision
independent audit fee
Tax advice from Goodman
Jones
Trustee indemnity insurance
Rent and utilities costs
Total		 27,814
-
27,814
-
27,814
29,073
-
-
-
5,500
5,500
2,300
-
-
-
300
300
500
-
-
-
-
-
1,250
-
-
-
795
795
980
-
43,180
43,180
-
43,180
49,143
27,814
43,180
70,994
6,595
77,589
83,246
Admin
expenses
Occupancy
expenses
Subtotal
support
cost
Governance
expenses
2022
2021
£
£
£
£
£
£
General office expenses
Independent
examination/audit fees
Under/(over) provision
independent audit fee
Tax advice from Goodman
Jones
Trustee indemnity insurance
Rent and utilities costs
Total		 29,073
-
29,073
-
29,073
27,913
-
-
-
2,300
2,300
5,500
-
-
-
500
500
-
-
-
-
1,250
1,250
-
-
-
-
980
980
1,261
-
49,143
49,143
-
49,143
56,265
29,073
49,143
78,216
5,030
83,246
90,939

62

Notes to the financial statements (continued)

5. b) Analysis of grants and partnership payments

Grants
Partnerships
2023
£
£
£
Health Inequalities Small Grants
Centre for Community Development
Connected North Korea
Kingston Carers Network
Kingston Centre For Independent Living
Kingston WelCare
Nanoom
Winter Engagement funding (SWL NHS)
Nanoom
Kingston Pantry
Doxa Deo Community Church
Communities Cooking Classes Grant
Kingston Carers Network
Voices of hope
Bereavement Project
Healthwatch Kingston upon Thames
Food Roots Winter Crisis (GLA)
Doxa Deo Comm Church
Cornerstone Fund - Data wise London
DataKind UK
Digital Foundations - The National Lottery
HEAR Equality and Human Rights Network
Refugee Council
VOICE Online Communities CIC
Total		 2,000
-
2,000
1,712
-
1,712
1,500
-
1,500
1,400
-
1,400
1,265
-
1,265
2,000
-
2,000
500
-
500
27,000
-
27,000
3,600
-
3,600
3,600
-
3,600
-
1,500
1,500
-
2,050
2,050
-
4,800
4,800
-
4,800
4,800
-
9,600
9,600
-
28,600
28,600
44,577
51,350
95,927

63

Notes to the financial statements (continued)

5. b) Analysis of grants and partnership payments (continued)

Grants
Partnerships
2022
£
£
£
Kingston Covid-19 Grants
Barnfield Riding for the Disabled Association
Connect North Kingston
ITC Tamil Centre
Kingston Advocacy Group
Kingston Bereavement Service
Kingston Chinese Association
Kingston LGBT Forum
Kingston Vineyard
Kingston WelCare
Learning English at Home
Milaap Centre
Muslim Outreach
Refugee Action Kingston
Saheli Association
Save the World Club
TAG Youth Club for Disabled Young People
Voices of Hope
Yorda Adventures Kingston
Empowering communities through food
Balance CIO
Kingston United Reformed Church
Korean Culture and Arts UK
Bereavement project
Healthwatch Kingston upon Thames
Centre for Community Development
Kingston Advocacy Group
Kingston Carers Network
Kingston Centre for Independent Living
Kingston Chinese Association
Korean Culture and Arts UK CIC
Migrant Advocacy Service
Milaap Multicultural Day Centre
Oxygen CIO Kingston
Cornerstone
Coalition for Efficiency
DataKind UK
Total		 6,900
-
6,900
4,425
-
4,425
4,425
-
4,425
2,655
-
2,655
8,000
-
8,000
3,312
-
3,312
5,000
-
5,000
7,266
-
7,266
4,402
-
4,402
6,400
-
6,400
4,381
-
4,381
2,100
-
2,100
4,425
-
4,425
3,200
-
3,200
2,890
-
2,890
6,986
-
6,986
12,425
-
12,425
5,808
-
5,808
3,600
-
3,600
2,400
-
2,400
3,600
-
3,600
-
5,000
5,000
500
-
500
300
-
300
487
-
487
500
-
500
500
-
500
500
-
500
490
-
490
500
-
500
500
-
500
-
200
200
-
500
500
108,877
5,700
114,577

64

Notes to the financial statements (continued)

6. Net income / (expenditure) for the year

This is stated after charging: 2023
2022
£
£



Other pension costs
Independent examiner’s/Auditor’s remuneration
Under/(over) provision of Independent examiner’s remuneration
VAT advice from Goodman Jones LLP
7. Staff costs and emoluments		 15,887
13,194
5,500
2,300
300
500
-
1250
21,687
17,244
Total staff costs were as follows: 2023
2022
£
£
Wages and salaries
Social security costs
Other pension costs
Additional pension contributions		 599,842
547,572
47,038
41,706
15,887
13,194
3,986
11,703
666,753
614,175

Particulars of employees:

The average number of employees during the period, calculated on the basis of full-time equivalents, was as follows:

2023
2022
Number of administrative staff 20
20

No employee received remuneration of more than £60,000 during the period (2022: none).

No remuneration was paid to Trustees (2022: £nil). During the year, £165 was paid to one Trustee for expenses reimbursed (2022: nil, £nil).

Key management personnel remuneration incurred by the charity in the year amounted to £60,947 (2022: £60,649).

Redundancy payments

No staff were made redundant in 2023 (2022: £988).

65

Notes to the financial statements (continued)

8. Debtors

2023
2022
£
£
Trade debtors
Accrued income
Prepayments		 43,956
45,097
11,527
5,719
14,366
13,908
69,849
64,724

9. Creditors: amounts falling due within one year

2023
2022
£
£
Trade creditors
Taxation and social security
Other creditors
Accruals
Deferred income		 12,113
24,474
-
-
12,595
46,249
5,500
2,527
3,104
8,647
33,312
81,897

Deferred income represents Tech Support Memberships and Tech/Digital consultancy work.

66

Notes to the financial statements (continued)

10. Pension commitments

KVA participates in “TPT Retirement Solutions – The Growth Plan” scheme, a multi-employer scheme which provides benefits to some 638 non-associated participating employers. The scheme is a defined benefit scheme in the UK. It is not possible for the company to obtain sufficient information to enable it to account for the scheme as a defined benefit scheme. Therefore it accounts for the scheme as a defined contribution scheme.

The scheme is subject to the funding legislation outlined in the Pensions Act 2004 which came into force on 30 December 2005. This, together with documents issued by the Pensions Regulator and Technical Actuarial Standards issued by the Financial Reporting Council, set out the framework for funding defined benefit occupational pension schemes in the UK.

The scheme is classified as a 'last-man standing arrangement'. Therefore, the company is potentially liable for other participating employers' obligations if those employers are unable to meet their share of the scheme deficit following withdrawal from the scheme. Participating employers are legally required to meet their share of the scheme deficit on an annuity purchase basis on withdrawal from the scheme.

A full actuarial valuation for the scheme was carried out at 30 September 2020. This valuation showed assets of £800.3m, liabilities of £831.9m and a deficit of £31.6m. To eliminate this funding shortfall, the Trustee has asked the participating employers to pay additional contributions to the scheme as follows:

KVA contributes to the define contribution schemes at the rate of 3% (2022: 3%) of salary.

67

Notes to the financial statements (continued)

10. Pension commitments (continued)

Deficit contributions

From 1 April 2022 to 31 January 2025: £3,312,000 per annum (payable monthly)

Unless a concession has been agreed with the Trustee, the term to 31 January 2025 applies.

Note that the Scheme’s previous valuation was carried out with an effective date of 30 September 2017. This valuation showed assets of £794.9m, liabilities of £926.4m and a deficit of £131.5m. To eliminate this funding shortfall, the Trustee has asked the participating employers to pay additional contributions to the Scheme as follows:

Deficit contributions

£11,243,000 per annum (payable monthly and increasing by From 1 April 2019 to 30 September 2025: 3% each on 1st April)

The recovery plan contributions are allocated to each participating employer, in line with their estimated share of the Series 1 and Series 2 Scheme liabilities.

Where the Scheme is in deficit, and where the charity has agreed to a deficit funding arrangement, the charity recognises a liability for this obligation. The amount recognised is the net present value of the deficit reduction contributions payable under the agreement that relates to the deficit. The present value is calculated using the discount rate detailed in these disclosures. The unwinding of the discount rate is recognised as a finance cost.

Present values of provision

31 March 2023
31 March 2022
31 March 2021
(£s)
(£s)
(£s)
Present value ofprovision 6,975
10,941
46,247

68

Notes to the financial statements (continued)

10. Pension commitments (continued)

Reconciliation of opening and closing provisions

----- Start of picture text -----
|||||| |---|---|---|---|---| |Period|Period| |ending|ending| |31 March|31 March| |2023|2022| |(a)|Present values of provision|£|£|£| |(i)|Provision at start of period|10,941|46,247| |Unwinding of the discount factor (interest expense)|206|267| |Deficit contribution paid|(3,986)|(11,703)| |Remeasurements- impact of any change in assumptions|(186)|(252)| |Remeasurement – amendments to the contribution schedule|-|(23,618)| |(ii)|Sub total|(3,966)|(35,306)| |Provision at end of period|6,975|10,941| |2023|2022| |(b)|Income and expenditure impact|£|£| |Unwinding of the discount factor (interest expense)|206|267| |Remeasurements-impact of any change in assumptions|(186)|(252)| |Remeasurement – amendments to the contribution schedule|-|(23,618)| |Net movement within the year|20|(23,603)|

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

Assumptions

----- Start of picture text -----
||||| |---|---|---|---| |31 March 23|31 March 22|31 March 21| |% per annum|% per annum|% per annum| |Rate of discount|5.52|2.35|0.66|

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

The discount rates shown above are the equivalent single discount rates which, when used to discount the future recovery plan contributions due, would give the same results as using a full AA corporate bond yield curve to discount the same recovery plan contributions.

69

Notes to the financial statements (continued)

10. Pension commitments (continued)

Deficit contributions schedule

The following details the deficit contributions agreed between the charity and the Scheme at each year end period:

2023 2022 2021
Year ending £ £ £
Year 1 3,986 3,986 11,703
Year 2 3,322 3,986 12,054
Year 3 - 3,322 12,416
Year 4 - - 10,657
Year 5 - - -
Year 6 - - -
Year 7 - - -
Year 8 - - -
-
Year 9 - -
-
Year 10 - -

11. Analysis of movements in unrestricted funds

2023

Balance as at
Incoming		 Resources Balance as at 31
1 April 2022
Resources		 Expended March 2023
£ £ £ £
General Funds 303,881 219,769 (142,922) 380,728
Designated Kingston Eco-op - 108,543 (103,380) 5,163
Designated Superhighways Development Fund 60,174 104,306 (60,410) 104,070
Designated VoluntaryStrategic Action Plan 66,536 26,500 (13,413) 79,623
Total 430,591 459,118 (320,125) 569,584

70

Notes to the financial statements (continued)

11. Analysis of movements in unrestricted funds (continued)

2022

Balance as at Incoming Resources Balance as at
1 April 2021 Resources Expended 31 March 2022
£ £ £ £
General Funds 217,916 304,491 (218,526) 303,881
Designated Superhighways Development Fund 57,535 109,212 (106,573) 60,174
Designated VoluntaryStrategic Action Plan 52,914 26,500 (12,878) 66,536
Total 328,365 440,203 (337,977) 430,591

Designated Kingston Eco-op

Kingston Eco-op is a project which offers a range of developmental activities for adults who have learning disabilities, mental health problems or other challenges in their lives.

Designated Superhighways

Superhighways supports small charities and community groups gain essential digital and data skills, backed by the right tech, to meet their goals.

Designated Voluntary Strategic Action Plan

This fund is designated to support the Empowering People, Strengthening Communities Partnership and the development and promotion of the Voluntary Sector Strategy for the VCS in Kingston, in partnership with the RBK.

71

Notes to the financial statements (continued)

12. Analysis of movements in restricted funds

Balance
as at 1
April
2022
Incoming
Resources
Outgoing
Resources
Balance
as at 31
March
2023
£
£
£
£
Voluntary sector support and advice
Achieving for Children
Close Brothers Ltd
Forbes Trust- Buddy Scheme
Greater London Authority – Food Roots Winter Crisis
Grants
London Plus - The Community Resilience Fund
Merton Voluntary Service Council - Young Londoners
fund
NAVCA - Cost of Living Fund
NHS Southwest London ICS - Bereavement Project
NHS Southwest London ICS - Core 20 Plus
NHS Southwest London ICS - Core20Plus Connectors
plan
NHS Southwest London ICS - Health Inequalities
fund
NHS Southwest London ICS - Winter Engagement
funding
RBK- Adult Buddy Scheme
RBK - Community Vaccination Champions Block
Contract
RBK - Empowering communities through food
RBK - London Councils Repatriated Funding
RBK - Moving on Together peer support service
RBK - Test and Trace
RBK - Voluntary Sector Strategy Actions
Richmond CVS-Embedding VCS
Southwest London Clinical Commissioning Group -
Bereavement project
Waitrose- Community Matters
Subtotal		 16,666
-
(1,310)
15,356
606
-
(94)
512
288
-
-
288
-
8,461
(3,030)
5,431
-
5,000
-
5,000
-
10,000
(10,000)
-
-
10,000
-
10,000
-
30,000
(3,000)
27,000
-
10,000
(2,131)
7,869
-
29,269
-
29,269
-
30,000
(25,275)
4,725
-
500
(500)
-
-
18,000
(18,000)
-
-
25,200
(25,200)
-
116,763
-
(43,424)
73,339
9,545
-
(9,545)
-
-
15,000
(3,544)
11,456
7,000
-
-
7,000
13,015
-
-
13,015
2,167
-
(150)
2,017
5,723
-
(5,723)
-
1,231
-
(52)
1,179
173,004
191,430
(150,978)
213,456

72

Notes to the financial statements (continued)

12. Analysis of movements in restricted funds (continued)

Balance
as at 1
April
2022
Incoming
Resources
Outgoing
Resources
Balance
as at 31
March
2023
£
£
£
£
Superhighways
CAST Catalyst
City Bridge Trust- Cornerstone
City Bridge Trust- Development grant
City Bridge Trust- Stepping Stones
Cornerstone - Training
Good Things Foundation
Impact Aloud Training income
RBK - Digital Leadership
RBK- Hack it Forward
RBK - Kingston Boys Club PC Refurbishment
NHS Southwest London ICS - Health Inequalities
fund
The National Lottery Community Fund - Digital
Foundations
Trust for London
Subtotal		 -
15,000
(15,000)
-
5,231
127,000
(69,113)
63,118
6,300
-
(688)
5,612
12,106
-
(9,502)
2,604
1,165
-
-
1,165
120
-
-
120
11,262
-
-
11,262
-
40,000
(40,000)
-
1,248
-
-
1,248
1,644
-
-
1,644
19,920
(3,263)
16,657
156,511
(123,447)
33,064
26,244
54,835
(61,668)
19,411
65,320
413,266
(322,681)
155,905

73

Notes to the financial statements (continued)

12. Analysis of movements in restricted funds (continued)

Balance
as at 1
April
2022
Incoming
Resources
Outgoing
Resources
Balance
as at 31
March
2023
£
£
£
£
Kingston Eco-op
Achieving for Children – Kick start
Donations – Kington Eco-op
John Lewis
John Lewis – Kingston Eco-op Life Skills project
Jubilee fund
Kingston Community Lottery
Kingston Mencap
Local Giving- Magic little Grants
NHS
Percy Bilton Charity
RBK – Community Companionship Outreach Project
RBK - Infection Control Training
RBK - Kingston Eco-op Life Skills Course
RBK - Together fund
Rotary club
Seaside Trip Horticulture society
Sport England
Subtotal
Health, Care and Social Care
RBK - Connected Kingston Communications
RBK - Connected Kingston Evaluations
RBK -
Subtotal
Total		 2,210
12,586
(14,796)
-
2,026
1,701
(1,258)
2,469
1,000
-
(600)
400
1,000
-
-
1,000
-
7,642
(7,642)
-
109
230
-
339
600
-
-
600
197
-
-
197
-
54,882
(54,882)
-
-
490
(490)
-
628
-
(628)
-
12,359
-
(2,737)
9,622
83
-
(83)
-
-
5,484
(197)
5,287
100
-
(100)
-
-
1,500
-
1,500
3,290
-
(3,290)
-
23,602
84,515
(86,703)
21,414
9,559
-
(199)
9,360
2,000
-
-
2,000
61,323
63,000
(66,234)
58,089
72,882
63,000
(66,433)
69,449
334,808
752,211
(626,795)
460,224

74

Notes to the financial statements (continued)

12. Analysis of movements in restricted funds (continued)

Balance
as at 1
April
2021
Incoming
Resource
s
Outgoing
Resource
s
Balance
as at 31
March
2022
£
£
£
£
Voluntary sector support and advice
Achieving for Children
Achieving for Children – Kickstart
Close Brothers Ltd
Forbes Trust- Buddy Scheme
Groundworks- North Kingston Forum
The National lottery Community Fund- Kingston Covid-
19 Progress grant
London Community Response Fund
RBK
RBK- Empowering communities through food
RBK Test and Trace
RBK- Adult Buddy Scheme
RBK London Councils Repatriated Funding
South West London Clinical Commissioning Group –
Bereavement project
Richmond CVS – Embedding VCS
Merton Voluntary Service Council - Young Londoners
fund
The National Association Voluntary and Community
Action- VCS Emergencies Partnership Local Intelligence
Network Grant
Voluntary Sector Strategy Actions
Waitrose- Community Matters
Subtotal		 -
16,666
-
16,666
7,147
(7,147)
-
606
-
-
606
288
-
-
288
992
-
(992)
-
95,255
-
(95,255)
-
250
-
(250)
-
1,802
-
(1,802)
-
-
127,000
(10,237)
116,763
3,000
4,000
-
7,000
-
18,000
(18,000)
-
13,678
-
(4,133)
9,545
-
15,000
(9,277)
5,723
-
2,167
-
2,167
-
17,084
(17,084)
-
3,000
1,500
(4,500)
-
13,015
-
-
13,015
1,255
-
(24)
1,231
133,141
208,564
(168,701)
173,004

75

Notes to the financial statements (continued)

12. Analysis of movements in restricted funds (continued)

Balance
as at 1
April
2021
Incoming
Resources
Outgoing
Resources
Balance
as at 31
March
2022
£
£
£
£
Superhighways
City Bridge Trust- Cornerstone
City Bridge Trust- Stepping Stones
Cornerstone - Training
City Bridge Trust- Development Grant
Good Things Foundation
Good Things Foundation - Digital Health Hubs
Greater London Authority
National Lottery COVID 19 Response
RBK
RBK- Hack it Forward
CAST Catalyst
Catalyst Communities Research project (CAST)
RBK -Kingston Boys Club PC Refurbishment
Superhighways Impact Aloud
National Association for Voluntary and
Community Action
Trust for London
Subtotal
Kingston Eco-op
Donations Kingston Eco-op
RBK- Community Companionship Outreach
Project
Kingston Eco-op Life Skills Course
RBK Infection Control Training
Kingston Community Lottery
Sport England
Achieving for Children- Kick start
John Lewis
Rotary club
John Lewis- Kingston Eco-op Life Skills project
Local Giving- Magic little Grants
Kingston Mencap
NHS CCG
Subtotal		 75,116
-
(69,885)
5,231
25,540
15,500
(28,934)
12,106
1,165
-
-
1,165
-
10,000
(3,700)
6,300
120
-
-
120
134
-
(134)
-
3,413
-
(3,413)
-
8,931
-
(8,931)
-
-
40,000
(40,000)
-
1,248
-
-
1,248
1,511
-
(1,511)
-
1,400
-
(1,400)
-
1,644
-
-
1,644
11,312
-
(50)
11,262
-
4,000
(4,000)
-
17,212
50,100
(41,068)
26,244
148,746
119,600
(203,026)
65,320
1,988
634
(596)
2,026
-
2,200
(1,572)
628
-
3,802
(3,719)
83
-
15,000
(2,641)
12,359
-
109
-
109
-
3,750
(460)
3,290
-
16,437
(14,227)
2,210
-
1,000
-
1,000
-
100
-
100
-
1,000
-
1,000
197
-
-
197
600
-
-
600
-
54,882
(54,882)
-
2,785
98,914
(78,097)
23,602

76

Notes to the financial statements (continued)

12. Analysis of movements in restricted funds (continued)

Balance
as at 1
April
2021
Incoming
Resources
Outgoing
Resources
Balance
as at 31
March
2022
£
£
£
£
Health and social care
RBK - Connected Kingston Communications
RBK - Connected Kingston Evaluations
RBK
Subtotal
Total		 10,372
-
(813)
9,559
2,000
-
-
2,000
7,179
109,766
(55,622)
61,323
19,551
109,766
(56,435)
72,882
304,223
536,844
(506,259)
334,808

Kingston Eco-op

Kingston Eco-op is a Project which promotes social inclusion and training for clients who might otherwise be excluded.

The NHS, provides funding for a cohort of clients from the original Springboard Project, to continue attending ‘work-based activities’ and training – and for the Project to be both sustained and developed.

Community Development

These are small Projects where the organisation has received specific funding for a particular purpose. The Projects include:

Health, Care and Social Prescribing

This includes funding for the continuation of the Health, Care and Social Prescribing Project.

Superhighways

This project provides Capacity building support and training to the VCS to enable them better use Digital and Data.

Funding from RBK has provided support for Digital Inclusion, City Bridge Trust has provided funding for the Datawise London programme under the Cornerstone fund.

In addition, Crisis response funding from City bridge trust and National Lottery Community fund, funded additional digital support.

77

Notes to the financial statements (continued)

13. Analysis of net assets between funds

Net Assets Total
£ £
Restricted income funds:
Achieving for Children 15,356 15,356
City Bridge Trust- Cornerstone 63,118 63,118
City Bridge Trust- Development grant 5,612 5,612
City Bridge Trust- Stepping Stones 2,604 2,604
Close Brothers Ltd 512 512
Cornerstone - Training 1,165 1,165
Donations – Kingston Eco-op 2,469 2,469
Forbes Trust- Buddy Scheme 288 288
Good Things Foundation 120 120
Greater London Authority - Food Roots Winter Crisis Grants 5,431 5,431
Impact Aloud Training income 11,262 11,262
John Lewis 400 400
John Lewis- Kingston Eco-op Life Skills project 1,000 1,000
Kingston Community Lottery 339 339
Kingston Mencap 600 600
Local Giving- Magic little Grants 197 197
London plus - The Community Resilience Fund 5,000 5,000
NAVCA - Cost of Living Fund 10,000 10,000
NHS Southwest London ICS - Bereavement Project 27,000 27,000
NHS Southwest London ICS - Core 20 Plus 7,869 7,869
NHS Southwest London ICS - Core20Plus Connectors plan 29,269 29,269
RBK- Connected Kingston 58,089 58,089
RBK - Connected Kingston Communications 9,360 9,360
RBK - Connected Kingston Evaluations 2,000 2,000
RBK - Empowering communities through food 73,339 73,339
RBK - Hack it Forward 1,248 1,248
RBK - Infection Control Training 9,622 9,622
RBK - Kingston Boys Club PC Refurbishment 1,644 1,644
RBK - Moving on Together peer support service 11,456 11,456
RBK - Test and Trace 7,000 7,000
RBK - Together fund 5,287 5,287
RBK - Voluntary Sector Strategy Actions 13,015 13,015
Richmond CVS - Embedding VCS 2,017 2,017
Seaside Trip Horticulture society 1,500 1,500
NHS Southwest London ICS - Health Inequalities fund 21,382 21,382
The National Lottery Community Fund - Digital Foundations 33,064 33,064
Trust for London 19,411 19,411
Waitrose-CommunityMatters 1,179 1,179
Total Restricted funds 460,224 460,224

78

Notes to the financial statements (continued)

13. Analysis of net assets between funds (continued)

Net Assets Total
£ £
Unrestricted Income Funds 380,728 380,728
Designated Kingston Eco-op 5,163 5,163
Designated Superhighways Development Fund 104,070 104,070
Designated VoluntaryStrategic StrategyAction Plan 79,623 79,623
Total Unrestricted Funds 569,584 569,584
Total Funds 1,029,808

14. Related party transactions

During the year, £636 was received from Addiction Support and Care Agency (ASCA) for membership fees and consultancy services (2022: £nil). The Charity also paid £50 to the daughter of a member of key management personnel for design services (2022: £nil).

15. Operating lease commitment

At 31 March 2023 the Charity had commitments to make future minimum lease payments under operating leases as follows:

Not later than 1 year 2023
2022
£
£
8,250
8,250
8,250
8,250

79

KINGSTON VOLUNTARY ACTION www.kva.org.uk