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← Kingston Voluntary Action

2025-03-31-accounts

Kingston Voluntary Action CIO

Trustees Annual Report and Financial Statements For the year ended 31 March 2025

Contents

Contents
Page
Reference and Administrative Details 3
Introduction 4
The Chair’s Report 4
KVA’s Purpose 8
KVA’s Activities and Approach 8
1. Healthy Organisations 9
2. Healthy Residents and Communities 13
Structure, Governance and Management 20
Financial Review 23
Responsibilities of the Trustees 25
Independent Auditor’s Report to the Trustees of KVA CIO 26
Financial Statements
 30

2

Reference and Administrative Details

Registered charityname: Kingston VoluntaryAction
Charitable Incorporated
Organisation (CIO) number:		 1160403
Address: Siddeley House, 50 Canbury Park Road, Kingston upon
Thames, KT2 6LX
Telephone number: 020 8255 3335
Website: kva.org.uk

Trustees

Name Position Organisation Appointed Resigned
Nigel Newby Chair RAKAT CT February2015 -
Tarlochan Johal Treasurer - August 2020 -
Adam Wheeler Trustee - February2025 October 2025
Archie James
Manister-O'Neill		 Trustee Creative
Youth		 March 2023 -
Helena Pohl Trustee - August 2020 -
Kyle Graham Trustee - February2025 -
MaryMcDonald Trustee - May2022 -
Michael D'Souza Trustee One
Norbiton		 February 2015 June 2025
Patricia MaryMonro Trustee RAK March 2023 -
Ranjit Dhillon Trustee ASCA February2015 -

ASCA Addiction Support and Care Agency RAK Refugee Action Kingston RAKAT CT Caring Community Transport

Independent Auditors

Goodman Jones LLP 40 – 50 Tottenham Street, London, W1T 4RN

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Bankers

Bankers
CAF Bank Limited 25 Kings Hill Avenue, Kings Hill, Kent, ME29 4JQ
The Royal Bank of
Scotland		 Drummond House, 1 Redheughs Avenue, Edinburgh, EH12
9JN
UnityTrust Bankplc PO Box 7193, PlanetaryRoad, Willenhall, WV1 9DG
Virgin Money 15 – 17 Castle Street, Kingston upon Thames, KT1 1ST

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 2025.

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 Chair’s Report

This year marks a pivotal shift for KVA, bridging past approaches with a new strategic direction. During 2023-24 plans were put in place to redefine KVA’s Vision, Mission, Values and Strategic Aims and in 2024/25 staff and Trustees worked together to develop these further and produce our KVA Strategy 2025-28.

This was published in December 2024 and set out how KVA’s work is now focused on two main areas: Healthy Organisations and Healthy Residents and Communities. Whilst the narrative part of the report will reflect this, the financial statements and accounts are presented so that the reader can make connections and comparisons between the 2023/24 figures and those for 2024/25.

KVA is already beginning to see the benefits of working under these two main areas in terms of making links between what we do and the impact of our activities on the Voluntary Community and Social Enterprise (VCSE) organisations we work with, our communities and our residents.

Healthy VCSE organisations are the bedrock of support for Healthy Residents and vibrant Communities. KVA’s work, in terms of capacity building, including advancements in digital and tech, funding support, training, advice and building

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networks and partnerships benefits VCSE organisations who themselves work with marginalised and disadvantaged communities, frequently around health and wellbeing. This in turn links closely to our focused activities relating to developing Healthy Residents and Communities, including Kingston Eco-op, The Buddy Scheme, CORE20+5, the Good Food Group, Surplus Hub, Connected Kingston, Kingston Community Football and the Community Health and Wellbeing Workers (CHWW) Programme.

KVA has also established a Leadership Group to set the direction and oversee the changes, and an Operating Group to carry things through and feed in perspectives from the wider organisation. This new structure has redefined our direction as well as starting to create additional cross-cutting ways of working.

The year also saw KVA continue to develop and grow. In April 2024, we recruited a new VCSE Sector Development Manager, to lead on developing KVA’s capacity building offer and to work with our Communications Manager to update our website and enhance our Communications. New members of staff have also been welcomed to our projects, particularly to Kingston Eco-op, Superhighways, the Surplus Hub and the CHWWs programme.

The year has not been without its challenges, particularly in our operating environment, including increasing health inequalities, growing demand and complexity of need, and an ever more difficult funding environment. Pressures on public sector bodies, both local authorities and health, have increased and the cost of living crisis still has its impact on overall costs.

In addition, the changes to the way that the NHS operate were first heralded in November 2024 and the ‘Fit for the Future: 10-year Health Plan for England’ was published in July 2025. The plan emphasises ‘three shifts’ – ‘from hospital to the community’, ‘from analogue to digital’ and ‘from treatment to prevention’, all of which offer both challenges and opportunities to the VCSE sector. Integrated Care Boards (ICBs), including our Southwest London ICB, are also facing cost-cutting and a change in focus.

Superhighways’ growing team continued to work across London to support VCSE organisations with their digital, data and tech challenges as well as to assist staff internally to make the best use of existing and new technology.

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KVA has also continued to represent the voice of the sector at strategic boards which increasingly have a focus across both the Royal Borough of Kingston Council (RBK) and the NHS. KVA’s CEO contributes the VCSE perspective on strategic and local issues at the Kingston Place-Based Committee and the Kingston Partnership Board, including ’ highlighting the sector s work .

We continued to contribute to the working groups involved in the VCSE Strategy (Empowering People, Strengthening Communities) as well as to host a range of Networks and events, such as the VCSE Forum, VCSE CEO Network, the Health & Wellbeing Network and the Good Food Group. We have taken a leading role, shared with RBK and local NHS, on the development of a new Compact for Kingston, setting out ways of working between the VCSE and Public Sectors. This will be published in September 2025.

Collaborations with Kingston University continued through the Abundance project.

As ever, KVA is immensely grateful to our funders for their ongoing support in difficult times; Achieving for Children, City Bridge Foundation – London’s biggest independent charity funder, Close Brothers Ltd, Croydon Voluntary Action, Forbes Trust, Good Things Foundation, Greater London Authority, Horticulture Society, John Lewis, Kingston Mencap, London Plus, NHS Southwest London ICS, Richmond CVS, Royal Borough of Kingston, The National Lottery Community Fund, The Worshipful Company of Information Technologist (WCIT) Charity, Trust for London and Waitrose.

And of course, no report from KVA would be complete without expressing our heartfelt thanks to colleagues in the VCSE sector who work tirelessly to support their users and contribute so much to the strength and resilience of our communities. What we learn from them every year makes what we can offer more informed, relevant and current.

The Trustees recognise that none of this would be possible without the staff team and their amazing work over the year, led expertly with tireless enthusiasm by CEO Sanja Djeric Kane, now supported by the Leadership Group. Everyone at KVA has worked exceedingly hard to maintain and develop our services. The team’s many skills, experience and knowledge of the VCSE sector in Kingston and beyond continues to help build connected and resilient communities. For more information on our whole staff team, including the great new people who also joined us in 2024/25, please visit the relevant page on our website. It is a pleasure working alongside such a dedicated team.

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Our expanded Trustee Board - two new trustees joined KVA this year - continued to bring a wide range of experience and perspectives to KVA’s work and I would like to thank all of them for their invaluable support and direction throughout the year, particularly as we embed KVA’s strategy and new ways of working. Special thanks are due to Helena Pohl and Tarlochan Johal.

Plans for the future

KVA continues to face the future with confidence and determination to support VCSE organisations and partners in the best way possible, both in Kingston and beyond.

We remain committed to:

We look forward to building further on our strategy and structure to support the VCSE organisations that we work with to thrive and continue to offer so much to the life, diversity, health and wellbeing of the people that they serve.

Nal Muvby Nigel Newby, Chair of KVA Trustees

21-01-26

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KVA’s Purpose

KVA is Kingston’s Local Infrastructure Organisation (LIO) which offers services to the VCSE organisations, communities and residents primarily, but not exclusively, in the Royal Borough of Kingston and surrounding areas. Our two, overlapping, main areas of work are:

Healthy Organisations – building robust and resilient VCSE organisations by supporting them to set up, develop and grow to respond to their beneficiaries’ changing needs and:

Healthy Residents and Communities – improving health and wellbeing outcomes for residents and communities.

KVA Strategy 2025-2028, Stronger Organisations, Healthier Communities sets out

our five Strategic Aims:

BUILDING – We want to enable stronger and thriving VCSE organisations

ADVOCATING – We want to amplify the voice of the VCSE sector in bringing about change and influencing policy

BRIDGING – We want to enable effective collaborations and partnerships

THRIVING – We want to improve health and wellbeing outcomes for residents and communities

Our fifth strategic Aim is internal facing:

SUSTAINING – We want to ensure that KVA is a robust and sustainable organisation

KVA’s Activities and Approach

As described above, our new Strategy sets out how KVA’s work is now focused on two main areas: Healthy Organisations and Healthy Residents and Communities which are closely connected, and not surprisingly, often overlap.

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1. Healthy Organisations

1.1 Building – enabling stronger and thriving VCSE organisations

Kingston Voluntary Action (KVA) continued and expanded its core role of empowering VCSE organisations through a robust capacity building programme. Despite challenges like rising costs, systems change and funding pressures, KVA supported 128 Kingston organisations with tailored advice, training and facilitation, both online and in-person.

Support covered key areas including governance, management, leadership, funding, finance, communications, safeguarding, community resilience and digital, data and tech.

We delivered 220 personalised ‘Ask the Expert’ sessions, ran 36 training session for 325 participants and a four-month capacity building programme, ‘Thriving in Tough Environments’ tailored for the specific needs of nine small VCSE organisations.

This work, delivered for the community organisations in our borough, was funded by the Royal Borough of Kingston upon Thames.

Specific programmes

Funding Support

In 2024/2025, the funding landscape became more challenging due to paused programmes, increased competition and fewer local opportunities. KVA responded by providing 89 one-to-one funding advice sessions to support bid writing, fundraising strategy development, tailored funding searches and grants reporting. Additional support included training and regular updates via e-bulletins, the KVA website and social media.

KVA’s funding webpage featured an average of 150 opportunities per month, attracting 5,555 visits. In order to support the VCSE sector with improving their funding applications using artificial intelligence, we worked with Plinth and offered a training programme and 1-2-1 support on how to use an AI Grant Writing tool, as well as 29 sponsored credits to organisations to trial the new technology free of charge. A new Fundraising Officer was recruited to enhance support, and overall, KVA helped 37 organisations secure £474,670 in funding.

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- Digital, Data and Tech Support Superhighways Programme

KVA’s Superhighways Programme continued to spread its offer of digital, data and tech support to small VCSE organisations in Kingston and across the whole of London.

The team delivered 180 training sessions/events, 511 one-to-one support sessions and resolved 1,022 tech support tickets in 2024/2025. In total, 406 unique organisations were supported, with 165 receiving tailored one-to-one advice and over 317 attending training. 41 of these organisations were based in the Royal Borough of Kingston upon Thames.

This work was funded by the National Lottery Community Fund, Trust for London and City Bridge Foundation, with RBK funding Kingston specific delivery and income generation from consultancy and membership fees.

Superhighways continued to facilitate the London CVS Development Workers Network to strengthen digital capacity and share learning across boroughs.

In May 2024, they ran the ‘VCSSCamp 10’, bringing together infrastructure organisations from across London for an in-person ‘unconference’, attended by 44 individuals, to discuss digital, data, and tech challenges in the VCSE sector.

Superhighways continued its goal of delivering quality, sector-specific tech self-serve guides and case studies via its website, which helped gain 20,000 active users, an increase of 11,500 on the previous year. Their Datawise London site saw nearly 58,000 unique visitors over the year. A strategic focus on increasing pan-London reach and engagement, including new social media, saw the Superhighways e-news subscriber base increase by 250 unique individuals. Their LinkedIn achieved a healthy engagement rate of 4.27% in the second half of the year.

1.2 Advocating - amplifying the voice of the VCSE sector in bringing about change and influencing policy

Advocating for the VCSE sector continued to be a significant part of our work. This was particularly the case in 2024/25, due to challenges, such as the Government’s decision to increase employers’ National Insurance contributions without an exemption for charities, general cost of living crisis and consequent rise in demand for services in the sector as well as due to changes in working with statutory partners as a result of better recognition of the VCSE sector as an important partner within the Integrated Care System.

Our work in this area was mainly directed towards:

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In addition, KVA negotiated for the expert representatives of the VCSE sector to sit on the Kingston Partnership Board (KVA, Kingston Race and Equalities Council (KREC), Mind in Kingston and Richmond & Kingston Accessible Transport (RAKAT CT) with Citizens Advice Kingston and Staywell as deputies. This is due for review in 2025/26.

Part of amplifying the voice of our sector is our work on raising its profile and showcasing its impact.

KVA ran a number of events in order to achieve this, with the key ones being the Celebrating Communities Awards (in partnership with RBK and Volunteering Kingston) with over 300 attendees, KVA’s 56th Anniversary, launching the 2025–2028 Strategy, and a London-wide event ‘From Email to AI’, run by our Superhighways team for over 100 attendees from 80 diverse organisations. The event also marked Superhighways 25th anniversary.

In 2024/25, KVA focused on expanding digital engagement and sector visibility. Strategic shifts to Instagram and LinkedIn led to increased reach, while the website redevelopment improved user experience and accessibility. Website visits rose to 72,663, a 31.2% increase from the previous year. KVA published 86 news stories, produced 9 videos, and shared over 500 social media posts.

1.3. Bridging - enabling effective collaborations and partnerships

KVA continued its role in building and supporting local, regional and national relationships, and networking within and outside the sector, as well as collaborating

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on joint projects and initiatives, sharing resources and identifying local needs. We did this across both our strands of work. As part of support for Healthy Organisations, KVA:

Sadly, after 12 years and due to lack of funding, we had to close the VCSE Children and Young People Network in March 2025.

Healthy Organisations – Plans for the future

To strengthen the delivery in this area of work, KVA will continue with its regular activities and in particular:

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2. Healthy Residents and Communities

During 2024/25, KVA continued to sustain, identify and develop projects that address inequalities in health and improve the wellbeing outcomes of communities in Kingston. These included our long-standing projects, such as Kingston Eco-op and the Buddy Scheme, as well as Connected Kingston, our local social prescribing platform, the Good Food Group, The Surplus Food Hub, the Core20+5 programme, Kingston Community Football and the Community Health and Wellbeing Workers Programme.

2.1 Thriving – improving health and wellbeing outcomes for residents and communities

Kingston Eco-op

Kingston Eco-op supports vulnerable adults with a mild to moderate learning disability and/or a mental health issue, as well as those struggling with social isolation. By the end of March 2025, there were 39 clients ranging from 30 to 80 years of age accessing Kingston Eco-op's services with nine new referrals received in just the last quarter of 2024/25.

This year, Kingston Eco-op opened a new project, ‘The Larch’ – a social club for adults with autism without a learning disability. Running once a week, it offers a safe, comfortable and secure space for members. It is the only one of its kind in the borough

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and surrounding areas with 19 active members. When surveyed, the Larch members reported that the club gives them a safe, enjoyable and supportive place to be in and helped them to face challenges and make improvements in their lives.

The Buddy Scheme

Thanks to the continued goodwill and support of our wonderful volunteers, the Buddy Scheme had a very positive 2024/25. The number of service users/buddy pairs has increased from 18 to 21 with 591 hours spent by volunteers with their buddies, which is 48% above the contract requirement of 400 hours and 25% up on the 2023/24 total.

We received 23 referrals in 2024/25 (up by 53% from 2023/24) and there was a clear trend towards referrals from younger men with autism who are socially isolated. At the end of 2024/25 the waiting list of service users stood at 24. This underlines that demand/referrals for the scheme consistently and substantially outweigh our ability to provide volunteer buddies.

The scheme continues to innovate and develop to meet the demand as far as possible. For example, this year we developed a direct link with Kingston University to create placement opportunities for psychology students who became Buddies for a sixmonth period.

Our annual service user survey showed very positive feedback and outcomes. All responders agreed that having a buddy helped them go out more and feel more confident. 80% felt less isolated for having a buddy and 90% agreed that having a buddy helped them do activities they couldn’t do on their own.

Core20+5

The national NHS initiative targets 20% of the most disadvantaged population, focusing on five key clinical areas.

Having secured further funding from SWL ICB, for this programme, KVA employed a community health project worker with a clinical background who continued preventative work with the most disadvantaged of our residents by offering them health checks, health talks, information booths, and drop-in sessions, thereby enhancing their access to health education and services. We engaged over 1,000 people and carried out 150 health checks, a BMI that required a visit to a GP and 61 with possible or severe hypertension.

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Having someone with a clinical background who could carry out health checks and talks was paramount to this service being so well received and reaching so many residents out in the community. Unfortunately, the funding for this initiative came to an end in March 2025.

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.

Kingston Surplus Hub

KVA's Kingston Surplus Hub is a community driven initiative, instigated by the Good Food Group. Its aim is to ensure that those in our community experiencing food insecurity have access to healthy, nutritious food. By redistributing surplus food to those in need, we help improve diets and overall well-being of Kingston families in most need and reduce waste in our area.

The new Surplus Hub Operations Manager joined KVA in January 2025 and the Surplus Hub Service Level Agreement was signed by all parties (KVA, Places Leisure and RBK) in February 2025. Ground and electrical works commenced within the outside car parking spaces to prepare for the 20ft shipping refrigerated container to be installed.

Over the course of two months, the Operations Manager visited over 15 organisations, observed their operations and collected data to understand the borough wide surplus food offering, which will be used to develop the provision into next year.

Kingston Community Football

Kingston Community Football, a partnership between KVA and Parkside FC, funded by RBK Community Resilience Fund, continued to grow and thrive with 100 men in the WhatsApp group and 20-30 turning up for sessions each week. The members are from all demographics and various ages, from 18-80.

Kingston Community football is more than a football session. It’s a weekly social event that brings the community together, builds confidence, reduces social isolation and

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provides signposting to other services for those who require additional support. The Kingston Community Football coach received training in health coaching, mental health first aid and Connected Kingston, so he can signpost and support the group with the wider health determinants that have arisen throughout.

A survey amongst the participants highlighted that 100% of respondents found that the sessions support their mental health and 95% stated the sessions improve their physical health.

Community Health and Wellbeing Workers

2024/25 saw us starting engagement with residents on the Cambridge Road Estate through our Community Health and Wellbeing Workers (CHWW) programme. A CHWW helps residents to deal with the pressing issues within the households, across their physical, mental and social care.

The project was funded by the SWL Integrated Care Board and delivered in partnership with Kingston Primary Care Network (PCN) and CCOB (Churchill, Canbury, Orchard and Berrylands) PCN. In 2024/25, we made over 1,100 household visits, had 307 meaningful conversations with 152 people, with 45 individuals seeking support since November 2024. Many issues have been around housing, but we have also identified some residents who are lonely, isolated, lack information and require some help with physical and mental health issues.

Drop-in sessions were held every Wednesday at Archway Parish Hall, engaging with local charities and organisations to offer services and support to residents including holding digital inclusion session for those requiring help with laptops and sim card data.

Digital Inclusion for Kingston Residents

Strong progress was also made in Kingston in tackling digital exclusion through community outreach, training and distribution of devices. 146 sim cards were given to residents experiencing data poverty referred by local VCSE organisations including RBKares. 46 one-to-one basic digital skills sessions were delivered and five laptops gifted. Ten volunteers or VCSE staff attended our Digital Champions training programme and continue to provide digital inclusion support to their communities. This work was funded by the Good Things Foundation, UK Shared Prosperity Fund and Royal Borough of Kingston.

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2.2 Building - enabling stronger and thriving VCSE organisation

KVA worked closely with SWL ICS on bringing additional funding to Kingston and distributing it to, mainly small, community organisations to tackle inequalities in health amongst their users. The funding programmes in 2024/25 included distributing grants for Inequalities in Health - £9,885; Winter Engagement Grants - £7,820 and Community Engagement Grants - £12,394. The funding KVA distributed enabled these small VCSE organisations to work better with their members on prevention, accessibility and information sharing related to health and wellbeing. Additionally, KVA distributed another £7,200 in Community Cooking Classes Grants, addressing healthy eating and prevention of poor diet related diseases and £1,650 in GetUBetter App grants.

2.3. Advocating - amplifying the voice of the VCSE sector in bringing about change and influencing policy

Raising the profile and showcasing the impact of local VCSE organisations is a part of KVA being the advocate for the sector. This area of work spreads across both our key areas of work.

Connected Kingston (CK)

KVA continued to collaborate with RBK Public Health on developing, improving and promoting Kingston’s social prescribing platform Connected Kingston (CK) and all the projects and services on offer to support Kingston resident’s health and wellbeing.

We continuously monitored the CK inbox for queries, making amends on the platform and supported groups to add their projects and activities. From April 2024 to the end of March 2025, 299 new opportunities were onboarded by KVA. This was a combination of new organisations, services and, since November 2024, events.

This year we sent out eight newsletters/bulletins to our 568 Connected Kingston subscribers. In December 2024, the CK team went back to using the CK Instagram account. This proved to be hugely beneficial. This resulted in an increase in followers of over 100% - from 331 in December 2024 to 678 in March 2025. CK Facebook views reached a peak of 65,900 over the Christmas campaign ‘12 Days of Christmas’.

Additional key initiatives focused on advocating for the community and its residents in this area of KVA’s work included:

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KVA has always recognised that its voice is not the only one to speak with authority about the sector and this year we continued to encourage other organisations to contribute to this role. For example, the sector is well represented on SWL ICS Board sub-groups and working groups: Digital (KVA/Superhighways), Health Inequalities (Kingston Race and Equalities Council - KREC), Workforce Development (Kingston Centre for Independent Living - KCIL) and the Older People’s Delivery Oversight Group (Staywell).

2.4 Bridging - enabling effective collaborations and partnerships

The Good Food Group

The Good Food Group (GFG) continued to grow as a trusted borough-wide food partnership hosted by Kingston Voluntary Action. Over the past year, the group has expanded to 73 member organisations from across the sectors, with between 40 and 45 actively engaged in the design, delivery, and development of local food-based initiatives.

The Good Food Group remained an active voice in borough-wide strategic spaces, aligning with the Start Well, Live Well, Age Well themes of Kingston Health and Care

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Plan 2022–2024. It also contributed to RBK Climate Action Strategy and pan-London work through links to the GLA Food Roots cohort and Sustain.

Health and Wellbeing Network

Three health and wellbeing networks, with a total of 88 attendees, were held throughout the year bringing together VCSE organisations, social prescribers and public sector colleagues to have updates, share good practice and discuss health and wellbeing needs of our communities and what support can be provided. Following feedback from attendees, we have made a conscious effort to ensure there is plenty of networking time and an opportunity for attendees to promote their services/ activities during the meetings. This has been invaluable for some organisations.

Healthy Residents and Communities – Plans for the future

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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 CIO. KVA is governed by its ‘Constitution’ document which was changed in the same year to reflect that transition.

KVA’s charity number is 1160403.

Governance

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

During 2024/25, the Board had ten members from a variety of professional backgrounds relevant to the work of the charity. The 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

KVA Trustees may at any time decide to appoint a new Trustee, whether in place of a Trustee who has retired or been removed or as an additional 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 Trustee is eligible for re-appointment.

In 2024/25, KVA carried out KVA Board Skills Audit, identifying gaps and subsequently recruiting two new Trustees with expertise in IT/ Cyber Security and PR and Marketing.

Trustees’ Induction and Training

KVA also reviewed its Trustee Induction Process this year to better assist new trustees with getting to know the organisation, understanding and carrying out their duties, as well as make them feel valued and welcome.

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KVA provides new Trustees with an Induction Pack to assist them with their duties. The Pack includes key organisational documents, such as the Constitution, the latest Annual Report and Accounts, KVA Organisational Chart, contact details for all the other trustees, KVA Strategy 2025-2028, minutes of the last three Board meetings and others. The Pack also includes links to useful resources, such as Law Works – Charity Trustee Duties Web Resources.

All new KVA Trustees sign a Trustee Eligibility Form (Charity Commission).

KVA offers an Induction Programme, led by the Chief Executive Officer. New Trustees are given an opportunity to meet members of the KVA Leadership Group, including the Finance Manager. They are also encouraged to visit KVA projects.

All KVA Trustees must attend a meeting with the KVA Finance Manger to be introduced to KVA finances and attend Cyber Security Training with our Superhighways Team.

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 or internal 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.

The KVA Board has two Sub-committees with adopted Terms of Reference – A Finance Subcommittee (which meets before every Board meeting) and Remuneration Subcommittee which meets at least once per year, prior to setting the budget, or more often if necessary.

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 receives remuneration or other benefits for their work with KVA. As part of its work, KVA co-operates and liaises with several other charities. Where one of 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 decision-making process.

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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 several 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 also a member of NCVO (National Council of Voluntary Organisations).

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 those 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.

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Financial Review

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

The total funds of the Charity as at 31 March 2025 stood at £1,338,029 (£1,097,738, in 2024)

• Unrestricted Funds as at 31 March 2025 £760,435 (£701,491, 2024) General funds £620,232 (£375,535, 2024) Designated funds: -Health, care and social prescribing £ 27,802 (£56,777, 2024) -Superhighways £ 53,341 (£117,957, 2024) -Infrastructure support £59,060 (£151,222, 2024) • Restricted Funds as at 31 March 2025 £577,594 (£396,247, 2024)

General funds of £620,232 includes fixed assets of £6,902. Total free reserves £613,330 (£375,535, 2024).

A full list of funds can be found in Note 15.

Principal funding sources

The principal sources of funding for the Charity are currently Grants from Achieving for Children, “City Bridge Foundation, the funding arm of The City of London Corporation’s charity, Bridge House Estates (1035628)”, Close Brothers Ltd, Croydon Voluntary Action, Forbes Trust, Good Things Foundation, Greater London Authority, Horticulture Society, John Lewis, Kingston Mencap, London Plus, NHS Southwest London ICS, Richmond CVS, Royal Borough of Kingston, The National Lottery Community Fund, WCIT Charity, 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 opening balance for unrestricted reserves on 1 April 2025 was £760,435 of which the Trustees have designated £140,203 towards specific projects, leaving a balance of £620,232 in KVA’s unrestricted reserves. Looking ahead, 2025/26 and 2026/27 are going to be financially challenging due to the increased cost of living, Employers National Insurance Contributions and London Living Wage and a number of grants and contracts coming to an end. KVA anticipates having to use some of its unrestricted funds to cover these shortfalls for some of KVA’s projects.

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KVA’s Reserves Policy is to hold between 3-6 months running costs as unrestricted funds. Such costs include salaries, overheads, including rent and standing commitments, as well as any statutory redundancy obligations. The unrestricted ~~f~~ unds are required in the eventuality of the CIO needing to wind down. This equates to between £466,045 (£328,398 in 2024) and £728,312 (£498,324 in 2024). We can report that we achieved our Policy for this period.

As of 31 March 2025, KVA holds unrestricted funds of £760,435 (£701,491 in 2024), of which £620,232 (£353,535, in 2024) is held as a general fund, and the following as designated funds: £27,802 (£56,777, in 2024) is held as Health, Care and Social prescribing Fund to ensure the continuity of the on-going project; £53,341 (£117,957 in 2024) is held as Superhighways’ Development Fund to ensure the continuity of the on-going project and £59,060 (£151,222 in 2024) is held as Infrastructure Support Fund to support strategic engagement of the VCSE sector in the borough.

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.

24

Responsibilities of the 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:

21-01-26 ______ _________ Tarlochan Johal – Treasurer Date:

25

Independent Auditor’s Report to the Trustees of Kingston Voluntary Action CIO for the year ended 31 March 2025 (‘the Charity’)

Opinion

We have audited the financial statements of Kingston Voluntary Action (the ‘Charity’) for the year ended 31 March 2025 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

26

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 during 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:

27

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:

28

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.

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.

Signed
Julian Flitter FCA
Cookman Sous (LP		 Signed
Julian Flitter FCA
Cookman Sous (LP		 Date
22-01-26
Goodman Jones LLP Goodman Jones LLP
Chartered Accountants Chartered Accountants 40-50 Tottenham Street
Statutory Auditors Statutory Auditors London
W1T 4RN
Goodman Jones LLP is eligible for appointment as auditor of the Charity under of section 1212 of the Companies Act Goodman Jones LLP is eligible for appointment as auditor of the Charity under of section 1212 of the Companies Act
2006

29

Statement of Financial Activities for the year ended 31 March 2025

Unrestricted
Restricted
Total Funds
Total Funds
Note Funds
Funds
2025
2024
£
£
£
£
Income and endowments from:
Donations and legacies
Charitable activities
2
Investments
3
Total income and endowments
Expenditure on:
Charitable activities
4/5
Defined benefit pension schemes
12
Total expenditure
Net income/(expenditure)
Transfer between funds
Actuarial gains/(losses) on
defined benefit pension schemes
12
Re-measurements to defined
benefit pension contribution
scheme
12
Net movement in funds
Reconciliation of funds
Total funds brought forward
Total funds carried forward		 2,115
5,515
7,630
3,177
579,549
879,125
1,458,676
1,171,437
25,144
-
25,144
13,104
606,808
884,640
1,491,448
1,187,718
(544,175)
(698,773)
(1,242,948)
(1,119,519)
(86)
-
(86)
(267)
(544,261)
(698,773)
(1,243,034)
(1,119,786)
62,547
185,867
248,414
67,932
4,520
(4,520)
-
-
(52)
-
(52)
(2)
(8,071)
-
(8,071)
-
58,611
181,347
240,291
67,930
701,491
396,247
1,097,738
1,029,808
760,435
577,594
1,338,029
1,097,738

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

All income and expenditure derive from continuing activities.

30

Statement of Financial Activities for the year ended 31 March 2024

Unrestricted
Restricted
Total Funds
Total Funds
Funds
Funds
2024
2023
£
£
£
£
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
Net movement in funds
Reconciliation of funds
Total funds brought forward
Total funds carried forward		 362
2,815
3,177
7,431
564,320
607,117
1,171,437
1,199,593
13,104
-
13,104
4,305
577,786
609,932
1,187,718
1,211,329
(445,610)
(673,909)
(1,119,519)
(946,900)
(267)
-
(267)
(206)
(445,877)
(673,909)
(1,119,786)
(947,106)
131,909
(63,977)
67,932
264,223
(2)
-
(2)
186
131,907
(63,977)
67,930
264,409
569,584
460,224
1,029,808
765,399
701,491
396,247
1,097,738
1,029,808

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

All income and expenditure derive from continuing activities.

31

Balance sheet as at 31 March 2025

Note 2025 2024
£ £
Fixed assets
Property, Plant and Equipment 8 6,902 -
Total fixed assets 6,902 -
Current assets
Debtors 10 114,487 189,419
Cash at bank and in hand 1,296,584 1,040,229
Total current assets 1,411,071 1,229,648
Liabilities
Creditors:falling due within one year 11 (71,799) (128,652)
Net current assets 1,339,272 1,100,996
Liabilities
Creditors:falling due more than one year 12 (8,145) (3,258)
Net assets 1,338,029 1,097,738
The funds of the CIO:
General funds 15 620,232 375,535
Designated funds 15 140,203 325,956
Restricted income funds 15 577,594 396,247
Total funds 1,338,029 1,097,738

21-01-26

These Financial Statements were approved by the members of the Trustee Board on and are signed on their behalf by:

Nigel Newby

Tarlochan Johal

Chair

Treasurer

32

Statement of cash flows for the year ended 31 March 2025

2025
2024
£ £
£
Cash flows from operating activities:
Net cash provided by (used in) operating activities
Cash flows from investing activities:
Interest from investments
Purchase of property, plant and equipment

Net cash provided by (used in) investing activities
Change in cash and cash equivalents in the reporting period
Cash and cash equivalents at the beginning of the reporting
period
Cash and cash equivalents at the end of the reporting period		 25,144
(7,140)		 238,351
26,879
13,104
-
18,004
13,104

256,355
39,983
1,040,229 1,000,246
1,296,584 1,040,229

Reconciliation of net movement in funds to net cash flow from operating activities for the year ended 31 March 2025

2025
2024
£
£
Net income/(expenditure) for the reporting period (as per the
statement of financial activities)
Adjustment for:
Depreciation charges
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		 248,414
67,932
238
-
(25,144)
(13,104)
74,932
(119,570)
(56,853)
95,340
(3,322)
(3,986)
86
267
238,351
26,879

The notes on page 34 to 62 form part of these Financial Statements.

33

Notes to the financial statements

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 expended

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.

34

Notes to the financial statements (continued)

1. Accounting policies (continued)

Resources expanded (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.

Tangible fixed assets and depreciation

All assets over the value of £1,000 are capitalised and valued at historical cost. Depreciation is charged on Property Plant and Equipment on a straight-line basis over their estimated useful life of 5 years from the year of acquisition.

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.

35

Notes to the financial statements (continued)

1. Accounting policies (continued)

Redundancy or termination

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

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.

36

Notes to the financial statements (continued)

1. Accounting policies (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.

Critical accounting estimates and areas of judgement (continued)

Critical accounting estimates and assumptions:

The preparation of financial statements requires the use of certain critical accounting estimates. Management must also exercise judgemental in applying the Charity’s accounting policies. The estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year are discussed below.

37

Notes to the financial statements (continued)

1. Accounting policies (continued)

Income recognition:

The Charity receives income from contracts and performance grants. These agreements include various quantitative and qualitative milestones and performance conditions to be met in order for the Charity to have entitlement to the funds. The Charity makes various assumptions in determining the stage of completion of these contracts and performance grants.

2. Income from charitable activities

(a) Income from charitable activities

Unrestricted
funds
Restricted
funds
Total
funds
Total
funds
2025
2024
£
£
£
£
Voluntary sector support and advice
Superhighways
Kingston Eco-op
Health, care and social prescribing
Income from charitable activities		 246,456
512,699
759,155
468,003
133,864
306,545
440,409
449,365
140,812
59,881
200,693
196,069
58,417
-
58,417
58,000
579,549
879,125 1,458,674 1,171,437

(a) Income from charitable activities

Unrestricted
funds
Restricted
funds
Total
funds
Total
funds
2024
2023
£
£
£
£
Voluntary sector support and advice
Superhighways
Kingston Eco-op
Health, care and social prescribing
Income from charitable activities		 243,365
224,638
468,003
429,394
141,643
307,722
449,365
517,572
121,312
74,757
196,069
189,627
58,000
-
58,000
63,000
564,320
607,117 1,171,437 1,199,593

38

Notes to the financial statements (continued)

2. Income from charitable activities (continued)

KVA will be representing this section under two main work areas. The adjusted table would be a summary version.

(a)
Income from charitable activities
Unrestricted
funds
Restricted
funds
Total
funds
2025
£
£
£
Healthy Organisations
Voluntary sector support and advice
Superhighways
Healthy Residents and Communities
Voluntary sector support and advice
Kingston Eco-op
Health, care and social prescribing
Income from charitable activities		 246,456
71,933
318,389
133,864
306,545
440,409
-
440,766
440,766
140,812
59,881
200,693
58,417
-
58,417
579,549
879,125
1,469,674

39

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
2025
2024
£
£
Voluntary sector support and advice
Superhighways
Kingston Eco-op
Health, care and social prescribing
Grant payable
Support costs
Total charitable activities expenditure		 389,289
245,957
454,295
429,747
182,124
180,457
76,377
57,112
38,949
132,104
101,914
74,142
1,242,948
1,119,519
Support cost Total
Total
2025
2024
£
£
Voluntary sector support and advice
Superhighways
Kingston Eco-op
Health, care and social prescribing
Governance costs
Total support costs		 51,571
29,342
15,410
7,362
19,882
22,069
2,240
3,267
12,811
12,102
101,914
74,142

KVA will be representing this section under two main work areas. The adjusted table would be a summary version.

40

Notes to the financial statements (continued)

4. Analysis of expenditure on charitable activities (continued)

Total
2025
£
Healthy Organisations
Voluntary sector support and advice
Superhighways
Healthy Residents and Communities
Voluntary sector support and advice
Kingston Eco-op
Health, care and social prescribing
Grant payable
Support costs
Total charitable activities expenditure		 179,489
454,295
209,800
182,124
76,377
38,949
101,914
1,242,948
Support cost Total
2025
£
Healthy Organisations
Voluntary sector support and advice
Superhighways
Healthy Residents and Communities
Voluntary sector support and advice
Kingston Eco-op
Health, care and social prescribing
Governance costs
Total support costs		 40,078
15,410
11,493
19,882
2,240
12,811
101,914

41

Notes to the financial statements (continued)

5. a) Analysis of governance and support costs

Admin
expenses
Occupancy
expenses
Subtotal
support
cost
Governance
expenses
2025
2024
£
£
£
£
£
£
General office expenses
Independent
examination/audit fees
Under/(over) provision
independent audit fee
Trustee indemnity
insurance
Rent and utilities costs
Total		 25,396
-
25,396
-
25,396
13,741
-
-
-
9,623
9,623
8,157
-
-
-
1,466
1,466
2,656
-
-
-
1,721
1,721
1,289
-
63,707
63,707
-
63,707
48,299
25,396
63,707
89,103
12,811
101,914
74,142
Admin
expenses
Occupancy
expenses
Subtotal
support
cost
Governance
expenses
2024
2023
£
£
£
£
£
£
13,741
-
13,741
-
13,741
27,814
-
-
-
8,157
8,157
5,500
-
-
-
2,656
2,656
300
-
-
-
1,289
1,289
795
-
48,299
48,299
-
48,299
43,180
13,741
48,299
62,040
12,102
74,142
77,589
General office expenses
Independent
examination/audit fees
Under/(over) provision
independent audit fee
Trustee indemnity
insurance
Rent and utilities costs
Total

The Auditor’s remuneration constituted an audit fee of £9,000 (2024, £9,000). The amount in shown the table above for Independent examination/audit fees includes irrecoverable VAT.

42

Notes to the financial statements (continued)

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

Grants Partnerships
2025
£ £
£
Community Cooking Classes Grant
AuLaw Organic Farm UK CIC 840 840
Kingston Carers’ Network 1,600 1,600
Kingston United Reformed Church 1,460 1,460
Oxygen 1,600 1,600
Voices of Hope 1,700 1,700
SWL Bereavement Services and Support Engagement Grant
Addiction Support Care Agency (ASCA) 708 708
Centre of Change 1,000 1,000
Dignitate 850 850
JFJ Foundation 1,000 1,000
Jigsaw4u 1,000 1,000
Kingston and Richmond KHS Foundation Early Pregnancy Unit 1,000 1,000
Mind in Croydon Ltd 990 990
Positive Network 1,000 1,000
Rainbows Across Boarders 1,000 1,000
SEEN Limited 1,000 1,000
St Raphael's Hospice 900 900
Sutton Cruse 946 946
Togetherness Community Centre 1,000 1,000
GetUBetter Grant
Clear Community Web 550 550
RBKares 550 550
Volunteer Centre Sutton 550 550
Health Inequalities
Centre for Community Development 4,200 4,200
Kingston Centre for Independent Living 3,000 3,000
Kingston WelCare 2,685 2,685
Winter Engagement Fund
ITC Tamil Centre 550 550
Kingston Carers’ Network 550 550
Kingston upon Thames Association for the Blind 550 550
Korean Culture and Arts UK CIC 550 550
Korean Senior Citizens UK 550 550
London Kim’s Dance Group CIC 470 470
London Korean Music Academy 550 550
Migrant Advocacy Service 550 550
Milaap Centre 550 550
Nanoom UK CIC 550 550
New Malden Korean School 550 550

43

Notes to the financial statements (continued)

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

Grants
Partnerships
2025
£
£
£
PCC of St. Mary The Virgin Chessington
RBKares
St Peter’s Norbiton
Voices of Hope
Cornerstone Fund - Data wise London
HEAR Equality and Human Rights Network
Digital Foundations - The National Lottery Community Fund
HEAR Equality and Human Rights Network
Refugee Council
VOICE Online Communities CIC
Total		 300
300
500
500
500
500
550
550
3,600
3,600
4,800
4,800
7,200
7,200
20,250
20,250
38,949
35,850
74,799

44

Notes to the financial statements (continued)

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

Grants
Partnerships
2024
£
£
£
Bereavement Project
Kingston Healthwatch Bereavement service
Cost of Living fund
RBKares
Communities Cooking Classes Grant
AuLaw Organic Farm UK CIC
Balance CIC
Community Brain
Connect North Korea
Kingston Carers’ Network
Kingston United Reformed Church
Korean Culture and Arts
Migrant Advocacy Service
Moving on Together
Nanoom
Oxygen
Refugee Action Kingston
TAG Youth Club for Disabled Young People
Voices of Hope
GetUBetter Grant
Age UK Richmond
Power 2 Connect
Richmond Aid
Health Inequalities
Connect North Korea
Nanoom
Refugee Action Kingston
Cornerstone Fund - Data wise London
HEAR Equality and Human Rights Network
Digital Foundations - The National Lottery
HEAR Equality and Human Rights Network
Refugee Council
VOICE Online Communities CIC
Kingston Community Resilience Fund - RBK
KREC
Total		 7,000
7,000
5,000
5,000
3,600
3,600
3,600
3,600
3,600
3,600
3,600
3,600
3,600
3,600
3,600
3,600
1,200
1,200
3,600
3,600
3,600
3,600
3,600
3,600
3,600
3,600
3,600
3,600
3,600
3,600
3,600
3,600
550
550
550
550
550
550
33,300
33,300
4,200
4,200
32,954
32,954
4,800
4,800
4,800
4,800
7,200
7,200
15,150
15,150
6,708
6,708
132,104
38,658
170,762

45

Notes to the financial statements (continued)

6. Net income / (expenditure) for the year

This is stated after charging: 2025
2024
£
£
Other pension costs
Independent examiner’s/Auditor’s remuneration
Under/(over) provision of Independent Auditor’s remuneration		 47,858
38,528
9,623
8,157
1,466
2,656
58,947
49,341

7. Staff costs and emoluments

Total staff costs were as follows: 2025
2024
£
£
Wages and salaries
Social security costs
Other pension costs
Additional pension contributions		 790,014
650,397
67,678
50,686
47,858
38,528
3,322
3,986
908,871
743,597

Particulars of employees:

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

2025 2024
Number of administrative staff basis of Full-time equivalents 22 19
Number of administrative staff basis of Head count 32 30

One employee received remuneration of more than £60,000 during the period (2024: None). The emoluments of one member of staff, including benefits in kind, are within the range of £60,000 to £69,999 (2024 – none in the range £60,000 to £69,999).

No remuneration was paid to Trustees (2024: Nil). During the year, £15 was paid to one Trustee for expenses reimbursed (2024: £14).

The key management personnel of the charity comprise the trustees and the Leadership Group. The Leadership Group includes the Chief Executive Officer, Deputy Chief Executive Officer/Health Programmes Manager, Voluntary, Community and Social Enterprise (VCSE) Sector Development Manager, Policy and Partnerships Officer and Finance Manager.

The total remuneration of key management personnel during the year was £241,806 (2024: £101,619).

Redundancy payments

One staff were made redundant in 2025 (2024: None). Total payment £3,937 (2024: None).

46

Notes to the financial statements (continued)

8. Fixed Assets

Property,
Plant and
Equipment
Total
£
£
Cost of valuation
At the beginning of the year
Additions
At end of the year
Depreciation and impairments
At the beginning of the year
Depreciation
At end of the year
Net book value at beginning of the year
Net book value at end of the year		 -
-
7,140
7,140
7,740
7,140
-
-
238
238
238
238
-
-
6,902
6,902

9. Operating lease commitment

At 31 March 2025 the Charity had commitments to make future minimum lease payments under operating leases as follows:

2025
2024
£
£
Not later than 1 year
Later than 1 year and not later than 5 year		 60,000
50,730
222,000
228,000
282,000
278,730

10. Debtors

2025
2024
£
£
Trade debtors
Accrued income
Prepayments		 53,025
60,093
46,266
107,212
15,196
22,114
114,487
189,419

47

Notes to the financial statements (continued)

11. Creditors: amounts falling due within one year

2025
2024
£
£
Trade creditors
Taxation and social security
Other creditors
Accruals
Deferred income		 26,214
86,938
-
-
31,209
32,917
11,955
8,797
2,421
-
71,799
128,652

Deferred income represents Tech Support Memberships.

48

Notes to the financial statements (continued)

12. Pension commitments

KVA participates in scheme (TPT Retirement Solutions – The Growth Plan), a multi-employer scheme which provides benefits to some 521 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 2023. This valuation showed assets of £514.9m, liabilities of £531.0m and a deficit of £16.1m. 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 5% (2024: 5%) of salary.

49

Notes to the financial statements (continued)

12. Pension commitments (continued)

Deficit contributions

From 1 April 2025 to 31 January 2028: £2,100,000 per annum (payable monthly)

Unless a concession has been agreed with the Trustee, the term to 31 January 2028 applies.

Note that the Scheme’s previous valuation was carried out with an effective date of 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:

Deficit contributions

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

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 2025 31 March 2024 31 March 2023
(£s) (£s) (£s)
Present value ofprovision 8,145 3,258 6,975

50

Notes to the financial statements (continued)

12. Pension commitments (continued)

Reconciliation of opening and closing provisions

Period
ending
31 March
2025		 Period
ending
31 March
2024
(a)
Present values ofprovision		 £
£		 £
(i) Provision at start of period
Unwinding of the discount factor (interest expense)
Deficit contribution paid
Remeasurements- impact of any change in assumptions
Remeasurements- amendments to the contribution schedule
(ii) Sub total
Provision at end of period		 86
(3,322)
52
8,071		 3,258




4,887		 6,975
267
(3,986)
2
-
(3,717)
8,145 3,258
2025 2024
(b)
Income and expenditure impact		 £ £
Unwinding of the discount factor (interest expense)
Remeasurements-impact of any change in assumptions
Remeasurements-amendments to the contribution schedule
Net movement within the year		 86
52
8,071		 267
2
-
8,209 269

Assumptions

31 March 25 31 March 24 31 March 23
%per annum %per annum %per annum
Rate of discount 4.84 5.31 5.52

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.

51

Notes to the financial statements (continued)

12. Pension commitments (continued)

Deficit contributions schedule

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

2025 2024 2023
Year ending £ £ £
Year 1 2,906 3,322 3,986
Year 2 2,906 - 3,322
Year 3 2,906 - -
Year 4 - - -
Year 5 - - -
Year 6 - - -
Year 7 - - -
Year 8 - - -
-
Year 9 - -
-
Year 10 - -

13. Analysis of movements in unrestricted funds

2025

Balance as at Incoming Resources Transfer Balance as at
1 April 2024 Resources Expended 31 March 2025
£ £ £ £ £
General Funds 375,535 174,427 (143,506) 213,776 620,232
Designated Health, Care and Social
Prescribing 56,777 58,417 (77,957) (9,435) 27,802
Designated Superhighways Development
Fund 117,957 133,964 (131,314) (67,266) 53,341
Designated Infrastructure Support 151,222 240,000 (199,607) (132,555) 59,060
Total 701,491 606,808 (552,384) 4,520 760,435

52

Notes to the financial statements (continued)

13. Analysis of movements in unrestricted funds (continued)

2024

Balance as at Incoming Resources
Transfer		 Balance as at
1 April 2023 Resources Expended 31 March 2024
£ £ £
£		 £
General Funds 380,728 16,831 (10,221)
(11,803)		 375,535
Designated Health, Care and Social Prescribing
-		 58,000 (1,223)
-		 56,777
Designated Kingston Eco-op 5,163 121,312 (138,278)
11,803		 -
Designated Superhighways Development Fund
104,070		 141,643 (127,756)
-		 117,957
Designated Voluntary Strategic Action Plan -
(Infrastructure Support) 79,623 240,000 (168,401) 151,222
Total 569,584 577,786 (445,879) - 701,491

Designated Health, Care and Social Prescribing

Health, Care and Social Prescribing focus on developing and supporting community and wellbeing initiatives.

Designated Superhighways

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

Designated Infrastructure Support

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.

53

Notes to the financial statements (continued)

14. Anal sis of movements in restricted funds y

Balance Balance
as at 1 as at 31
April
Incoming		 Outgoing March
2024
Resources
Resources
Transfer		 2025
£
£
£
£		 £
Voluntary sector support and advice
Achieving for Children 20,145
-		 (22,765) 2,620 -
Close Brothers Ltd- Buddy Scheme 512
500		 (158) - 854
Croydon Voluntary Action - Core20Plus 1,469
-		 -
-		 1,469
Croydon Voluntary Action - SWL VCSE 5,674
6,933		 -
-		 12,607
Alliance
Forbes Trust- Buddy Scheme 27
-
(27)		 - -
Greater London Authority - Food Roots 25,273
13,625		 (31,190) - 7,708
Winter Crisis Grants
London Plus - The Community Resilience 9,868
-		 (9,868) - -
Fund
London Plus -
800		 (800) - -
NHS southwest London ICS -
27,570		 (7,820) - 19,750
NHS southwest London ICS - Brazil 11,321
88,593		 (49,879) - 50,035
NHS southwest London ICS - Bereavement 20,000
-
(12,394)		 - 7,606
Project
NHS southwest London ICS - Core 20 Plus 31,945
27,503		 (11,723) (3,024) 44,701
NHS southwest London ICS - Health 15,919
-		 (14,900) - 1,019
Inequalities fund
RBK -
1,000		 - - 1,000
RBK- Adult Buddy Scheme -
21,500		 (18,632) - 2,868
RBK - Empowering communities through 18,158
-
(12,167)		 - 5,991
food
RBK - Kingston's Community Resilience Fund 9,892
-		 (4,827) - 5,065
RBK - Moving on Together peer support 8,101
-
(8,101)		 - -
service
RBK - New Malden Centre -
1,500		 (1,500) - -
RBK - Food Security -
250,000		 (23,320) (7,140) 219,540
RBK - Training 1,290
-		 (1,290) - -
RBK - Voluntary & Community Sector -
65,000		 (53,537) - 11,463
RBK – Young People Climate 5,000
-		 - - 5,000
Richmond CVS - Embedding VCS 2,017
-
(2,017)		 - -
Southwest London Clinical Commissioning 9,200
-		 - - 9,200
Group - Bereavement project
Waitrose- Community Matters 1,131
-		 (410) - 721

54

Notes to the financial statements (continued)

14. Analysis of movements in restricted funds (continued)

Balance
as at 1
April
2024
Incoming
Resources
Outgoing
Resources
Transfer
Balance
as at 31
March
2025
£
£
£
£
£
The Arts and Humanities Research Council as
part of UKRI – The Abundance Project
Subtotal
Superhighways
City Bridge Trust - Cornerstone
City Bridge Trust- Development grant
City Bridge Trust- Stepping Stones
Cornerstone - Training
Digital impact
Donations – Digital Foundations
Good Things Foundation
Impact Aloud Training income
London Plus – Digital Foundations
RBK - Community Digital Upskill Volunteers
project
RBK - Hack it Forward
RBK - Kingston Boys Club PC Refurbishment
The National Lottery Community Fund -
Digital Foundations
The Worshipful Company of Information
Technologist Charity
Trust for London
VCSE Alliance groups - community
engagement
Subtotal		 -
10,175
(2,452)
-
7,723
196,942
514,699
(289,777)
(7,544)
414,320
80,755
109,000
(109,902)
-
79,853
5,612
-
-
-
5,612
2,604
-
-
-
2,604
1,165
-
-
-
1,165
3,000
-
(3,000)
-
-
-
700
(700)
-
-
120
6,000
(5,959)
-
161
11,262
-
-
-
11,262
-
500
(500)
-
-
10,401
-
(10,401)
-
-
1,248
-
-
-
1,248
1,644
-
-
-
1,644
34,072
125,695
(151,788)
-
7,979
-
350
(350)
-
-
-
65,000
(53,401)
-
11,599
2,390
-
(2,390)
-
-
154,273
307,245
(338,391)
-
123,127

55

Notes to the financial statements (continued)

14. Analysis of movements in restricted funds (continued)

Balance
as at 1
April
2024
Incoming
Resources
Outgoing
Resources
Transfer
Balance
as at 31
March
2025
£
£
£
£
£
Eco-op
Donations - Kingston Eco-op
John Lewis
Kingston Community Lottery
Kingston Mencap
Local Giving- Magic little Grants
NHS CCG
NHS SW London ICS - Core 20 Plus
RBK - Community cooking class
RBK - Infection Control Training
RBK - Community Resilience Fund, The
Larch club
RBK - Together fund
Seaside Trip Horticulture Society
Subtotal
Health, Care and Social Prescribing
RBK - Connected Kingston
Communications
RBK - Connected Kingston Evaluations
Subtotal
Total		 4,982
2,600
(226)
-
7,356
1,000
-
(1,000)
-
-
541
214
-
-
755
600
-
(600)
-
-
197
-
-
-
197
-
54,882
(54,882)
-
-
-
-
(2,936)
3,024
88
996
-
(996)
-
-
9,622
-
-
-
9,622
13,103
5,000
(7,657)
-
10,446
3,435
-
(1,385)
-
2,050
263
-
(263)
-
-
34,739
62,696
(69,945)
3,024
30,514
8,293
-
(660)
2,000
9,633
2,000
-
-
(2,000)
-
10,293
-
(660)
-
9,633
396,247
884,640
(698,773)
(4,520)
577,594

56

Notes to the financial statements (continued)

14. Analysis of movements in restricted funds (continued)

Balance
as at 1
April
2023
Incoming
Resources
Outgoing
Resources
Transfer
Balance
as at 31
March
2024
£
£
£
£
£
Voluntary sector support and advice
Achieving for Children
Close Brothers Ltd
Croydon Voluntary Action - Core20Plus
Croydon Voluntary Action - SWL VCSE
Alliance
Forbes Trust- Buddy Scheme
Greater London Authority - Food Roots
Winter Crisis Grants
London Plus - The Community Resilience
Fund
NAVCA - Cost of Living Fund
NHS southwest London ICS - Brazil
NHS southwest London ICS - Bereavement
Project
NHS southwest London ICS - Core 20 Plus
NHS southwest London ICS - Health
Inequalities fund
RBK- Adult Buddy Scheme
RBK - Empowering communities through
food
RBK - Kingston's Community Resilience Fund
RBK - Moving on Together peer support
service
RBK - Test and Trace
RBK – Training
RBK - Voluntary Sector Strategy Actions
RBK - Young peoples climate
Richmond CVS - Embedding VCS
Southwest London Clinical Commissioning
Group - Bereavement project
Waitrose- Community Matters
Subtotal		 15,356
23,551
(18,762)
-
20,145
512
-
-
-
512
-
1,469
-
-
1,469
-
5,674
-
-
5,674
288
-
(261)
-
27
5,431
25,000
(5,158)
-
25,273
5,000
5,000
(132)
-
9,868
10,000
-
(10,000)
-
-
11,321
-
-
11,321
27,000
-
(7,000)
-
20,000
37,138
9,876
(15,069)
-
31,945
4,725
85,354
(74,160)
-
15,919
-
18,000
(18,000)
-
-
73,339
-
(51,581)
(3,600)
18,158
-
20,593
(10,701)
-
9,892
11,456
-
(3,355)
-
8,101
7,000
-
(7,000)
-
-
-
1,800
(510)
-
1,290
13,015
-
(13,015)
-
-
-
5,000
-
-
5,000
2,017
-
-
-
2,017
-
12,000
(2,800)
-
9,200
1,179
-
(48)
-
1,131
213,456
224,638
(237,552)
(3,600)
196,942

57

Notes to the financial statements (continued)

14. Analysis of movements in restricted funds (continued)

Balance
as at 1
April
2023
Incoming
Resources
Outgoing
Resources
Balance
as at 31
March
2024
£
£
£
£
Superhighways
City Bridge Trust - Cornerstone
City Bridge Trust- Development grant
City Bridge Trust- Stepping Stones
Cornerstone - Training
Digital impact
Good Things Foundation
Impact Aloud Training income
NHS Southwest London ICS - Health Inequalities
fund
RBK - Community Digital Upskill Volunteers project
RBK - Hack it Forward
RBK - Kingston Boys Club PC Refurbishment
The National Lottery Community Fund - Digital
Foundations
Trust for London
VCSE Alliance groups - community engagement
Subtotal		 63,118
109,000
(91,363)
80,755
5,612
-
-
5,612
2,604
-
-
2,604
1,165
-
-
1,165
-
3,000
-
3,000
120
-
-
120
11,262
-
-
11,262
16,657
-
(16,657)
-
-
14,400
(3,999)
10,401
1,248
-
-
1,248
1,644
-
-
1,644
33,064
145,947
(144,939)
34,072
19,411
29,535
(48,946)
-
-
5,840
(3,450)
2,390
155,905
307,722
(309,354)
154,273

58

Notes to the financial statements (continued)

14. Analysis of movements in restricted funds (continued)

Balance
as at 1
April
2023
Incoming
Resources
Outgoing
Resources
Transfer
Balance
as at 31
March
2024
£
£
£
£
£
Eco-op
Donations - Kingston Eco-op
John Lewis
John Lewis- ECO OP Life Skills project
Kingston Community Lottery
Kingston Mencap
Local Giving- Magic little Grants
NHS CCG
RBK - Community cooking class
RBK - Infection Control Training
RBK - Community Resilience Fund, The
Larch club
RBK - Together fund
Seaside Trip Horticulture Society
Subtotal
Health, Care and Social Prescribing
RBK - Connected Kingston
Communications
RBK - Connected Kingston Evaluations
RBK - Connected Kingston
Subtotal
Total		 2,469
2,613
(100)
-
4,982
400
-
(400)
-
-
1,000
-
-
-
1,000
339
202
-
-
541
600
-
-
-
600
197
-
-
-
197
-
54,882
(54,882)
-
-
-
-
(2,604)
3,600
996
9,622
-
-
-
9,622
-
19,875
(6,772)
-
13,103
5,287
-
(1,852)
-
3,435
1,500
-
(1,237)
-
263
21,414
77,572
(67,847
3,600
34,739
9,360
-
(1,067)
-
8,293
2,000
-
-
-
2,000
58,089
-
(58,089)
-
-
69,449
-
(59,156)
-
10,293
460,224
609,932
(673,909)
-
396,247

59

Notes to the financial statements (continued)

14. Analysis of movements in restricted funds (continued)

Kingston Eco-op

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

The NHS provides funding for a cohort of clients from the original Springboard Project, to continue attending 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 `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.

60

Notes to the financial statements (continued)

15. Analysis of net assets between funds

Net Assets Total
£ £
Restricted income funds:
City Bridge Trust – Cornerstone 79,853 79,853
City Bridge Trust- Development grant 5,612
5,612
City Bridge Trust- Stepping Stones 2,604
2,604
Close Brothers Ltd 854
854
Cornerstone - Training 1,165
1,165
Croydon Voluntary Action - Core20Plus 1,469
1,469
Croydon Voluntary Action - SWL VCSE Alliance 12,607
12,607
Donations - Kingston Eco-op 7,356
7,356
Good Things Foundation 161
161
Greater London Authority - Food Roots Winter Crisis Grants 7,708
7,708
Impact Aloud Training income 11,262
11,262
Kingston Boys Club PC Refurbishment 1,644
1,644
Kingston Community Lottery 755
755
Local Giving- Magic little Grants 197
197
NHS SouthWest London ICS - Brazil 50,035
50,035
NHS SouthWest London ICS - Bereavement Project 7,606
7,606
NHS SouthWest London ICS - Core 20 Plus 3,617
3,617
NHS SouthWest London ICS - Core20Plus Connectors plan 41,172
41,172
NHS SouthWest London ICS - Health Inequalities fund 1,019
1,019
NHS SouthWest London ICS - Winter and Spring Fund 19,750
19,750
RBK 1,000
1,000
RBK- Adult Buddy Scheme 2,868
2,868
RBK - Community Resilience Fund, The Larch club 10,446
10,446
RBK - Connected Kingston Communications 9,633
9,633
RBK - Empowering communities through food 5,991
5,991
RBK – Food Security 219,540
219,540
RBK - Hack it Forward 1,248
1,248
RBK - Infection Control Training 9,622 9,622
RBK - Kingston's Community Resilience Fund 5,065
5,065
RBK - Together fund 2,050
2,050
RBK - VCSE Sector Development Manager 11,463
11,463
RBK - Young peoples climate 5,000
5,000
SouthWest London Clinical Commissioning Group - Bereavement project 9,200
9,200
The National Lottery Community Fund - Digital Foundations 7,979 7,979
Trust for London 11,599
11,599
The Arts and Humanities Research Council as part of UKRI – The
Abundance Project 7,723
7,723
Waitrose- Community Matters 721
721

61

Notes to the financial statements (continued)

15. Analysis of net assets between funds (continued)

Net Assets Total
£ £
Total Restricted Funds 577,594 577,594
Unrestricted Income Funds 620,232 620,232
Designated Health, Care and Social Prescribing 27,802 27,802
Designated Superhighways Development Fund 53,341 53,341
Designated Infrastructure Support for the VCSE Sector 59,060 59,060
Total Unrestricted Funds 760,435 760,435
Total Funds 1,338,029

16. Related party transactions

One member of the key management team is also the Chief Executive of Addiction Support and Care Agency (ASCA). During the year, £624 was received from ASCA for membership fees and consultancy services (2024: £1,896). In addition, during the year, £708 was paid to ASCA for Community Engagement Grant (2024: None).

One member of the key management team is also a trustee of Centre 70. £8,472 was received from Centre 70 for membership fees and membership additional fees (2024: £10,776).

One member of the key management team is also the Chief Executive Officer of Richmond and Kingston Accessible Transport CT Ltd (RAKAT CT). £2,230 was received from RAKAT CT for goods and services (2024: £2,521.79). In addition, during the year, £291 was paid to RAKAT CT for services (2024: £407).

One member of the key management team is also the Chief Executive Officer of Creative Youth. £888 was paid to Creative Youth for room hire (2024: £240).

One member of the key management team family member was paid £94 (2024: None) for photographic services.

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