**REGISTERED CHARITY NUMBER: 1165086**
**REPORT OF THE TRUSTEES AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024 FOR CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **CONTENTS OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024**
||Page|
|---|---|
|Legal and administrative information|1|
|Report of the Trustees|2 to 31|
|Independent Examiner's Report|32|
|Statement of Financial Activities|33|
|Balance Sheet|34|
|Cash Flow Statement|35|
|Notes to the Financial Statements|36 to 46|
|Detailed Statement of Financial Activities|47 to 48|
|(These pages do not form part of the statutory accounts)||
**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
**LEGAL AND ADMINISTRATIVE INFORMATION FOR THE YEAR ENDED 31 MARCH 2024**
## **REFERENCE AND ADMINISTRATIVE DETAILS**
## **Charity Name**
Croydon Voluntary Association for the Blind
**Other Working Name** Croydon Vision
**Registered Charity number** 1165086
## **Principal Charity Office**
Bedford Hall 72-74 Wellesley Road Croydon Surrey CR0 2AR
The Trustees serving during the year and to the date of this report were as follows: -
**Trustees** Nigel Gooding CBE - Chair Richard Wragg - Vice Chair Frances Cullen - Trustee Kieren Exley - Trustee Jamie Henderson - Trustee Dhruvin Patel - Trustee Swarna Pillai - Trustee
## **Chief Executive**
Susanette Mansour
**Senior Team** Abiodun Obileye - Transport and Facilities Manager Anca Sahin - Project Manager
## **Independent Examiner**
Mark Blackwell ACMA For and behalf of M H R Consultancy Limited Chartered Management Accountants Ferneberga House Alexandra Road Farnborough GU14 6DQ
## **Principal Bankers**
Natwest Bank Croydon Whitgift Centre Branch 40 Whitgift Centre Croydon Surrey CR0 1UQ
CAF Bank Ltd 25 Kings Hill Avenue Kings Hill West Malling Kent ME19 4JQ
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## **CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2024**
The Trustees present their annual report together with the unaudited financial statements of Croydon Voluntary Association for the Blind for the year ended 31 March 2024. The financial statements have been prepared in accordance with the accounting policies set out in Note 1 to the accounts on pages 36 and 37 and comply with the Charity’s governing document, the Charities Act 2011 and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective1 January 2019).
## **STRUCTURE, GOVERNANCE AND MANAGEMENT**
## **Governing document**
Croydon Vision is a charitable incorporated organisation constituted on 8th January 2016 and registered with the Charity Commission on that date. However, the organisation itself has been supporting the blind and visually impaired community for over 100yrs. In July 1923, a few visionaries decided to branch out of The Croydon Guild Social Services because it offered limited social activities for people with sight loss. The name of their new organisation was Croydon Voluntary Association for the Blind. Its aim was to promote the welfare of the blind people in Croydon.
The formation of the CIO was set up because of the merger with Bedford Hall, to become one entity. Furthermore, to restructure the governance of the Charity and convert from an unincorporated trust to a CIO. On 1st May 2017, all the activities and undertakings of Croydon Vision (registered charity number 200482) were merged with this Charity. Croydon Vision (registered charity number 200482) was removed from the register of charities on 16th November 2017.
## **Recruitment and appointment of new Trustees**
The Charity’s constitution states that the number of Trustees shall not be less than three and not more than eight plus the Chair (9). At least two of the Trustees should; if possible, be members who are visually impaired with skills set that complement the Board. The Board is currently undergoing a recruitment process for a possible Treasurer and General Trustee role. There is a desire to recruit sight loss individuals to the Board with skills and drive to transform more lives.
At every annual general meeting of the members of the CIO, one-third of the Charity’s Trustees shall retire from office. If the number of Charity Trustees is not three or a multiple of three, then the number nearest to one-third shall retire from office, but if there is only one Charity Trustee, he or she shall retire. The Charity Trustees to retire by rotation shall be those who have been longest in office since their last appointment or reappointment. If any Trustees were last appointed or reappointed on the same day those to retire shall (unless they otherwise agree among themselves) be determined by lot.
The Charity Trustees may at any time decide to appoint a new Charity Trustee, whether in place of a Charity Trustee who has retired or been removed, or as an additional Charity Trustee, provided that the limit on the number of Charity Trustees would not as a result be exceeded. Trustees who retire by rotation are eligible for reappointment. A Charity Trustee who has served for two consecutive terms may not be reappointed for a third consecutive term but may be reappointed after an interval of one year.
## **Induction and training of new Trustees**
There’s been no new Trustees for this year, however, over the past few years, the Charity has attracted new Trustees from governmental agencies, legal and business industry. Trustees are involved in various appropriate training to further strengthen their role. A Register of Interests for Trustees, Staff and Volunteers is in place and updated annually. Each Trustee has a champion role, to drive positive change and sustainability of the Charity long term.
Each Trustee undertakes an induction process, consisting of the following: meet and greet the team and understand our culture, Trustee welcome pack which contains policies, procedures, and H&S processes. In addition, Trustees are provided a copy of the CIO’s constitution and any amendments made to it and a copy of the CIO’s latest Trustees’ annual report and financial statements. This is to ensure that Trustees carry out their responsibilities effectively; guided by advice provided from the Charity Commission.
Board members are encouraged to spend half a day at the Charity to further understand the operational aspect of the organisation. Furthermore, an annual event calendar is shared with Trustees with encouragement to attend events. At each board meeting, financial and operational information is supplied together with suitable explanations, including front line presentation at Board meetings. Board members are expected to be aware of the various Charity Commission publications that can be obtained to assist them with their duties as Trustees.
## **Organisation**
The Board of Trustees administers the Charity and generally meets every 12 weeks. A People’s Committee is also setup, and various task and finish groups are formed based on needs.
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## **CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2024**
The current Chief Executive is Susanette Mansour; appointed (2018) by the Trustees. There’s been a huge step-change at Croydon Vision. A dynamic new team (volunteers and staff), a defined culture and a new organisational outlook that embraces the ethos of ‘Heart of a Charity and Mindset of a Business’ are visible every day. Each change has been a step in the long-term plan for transformation, adding extra strength to the solid foundations, which allows Croydon Vision to fail forward and grow with purpose. Susanette Mansour will be stepping down as Chief Executive from effect, December 2024. The Board is currently recruiting her successor, with the hope to appoint by end of September 2024.
## **Leadership**
Leadership and decision making of the Charity is delegated to the Chief Executive by the Board of Trustees. The Chief Executive works closely with Management, staff, and volunteers to fulfil the Charity’s objectives and ensure the smooth and effective running of the organisation. The Chief Executive reports to the Chair and to the Board of Trustees.
The CEO and Management team comprise the key management personnel of the Charity in charge of leading or managing the running and operating the Charity on a day-to-day basis.
All Trustees give of their time freely and no trustee received remuneration in the year. One of our Trustees (Frances Cullen) leads an activity at Croydon Vision and charges the organisation at a substantially reduced rate. Details of Trustees’ expenses and related party transactions are disclosed on pages 39 and 40 in Notes 9 and 13 of the accounts.
Croydon Vision has fully embraced generational diversity whereby feedback and appraisals are tailored to individual needs rather than just an annual process. The pay structure of staff focuses on staff KPIs (key Performance Indicator), based on a collaborative performance rather than simply focused on individual performance. In view of the nature of the Charity, it is the Trustees responsibility to benchmark against pay levels within the voluntary sector across London as well as the public sector; with some consideration of NJC pay scales.
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## **CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2024**
## **Volunteers**
Croydon Vision’s Volunteers are simply awesome! At Croydon Vision when we refer to Team, it encompasses both volunteers and staff. With that in mind, having the right Volunteer Liaison Officer in post is super helpful to drive our focus on teamwork and development of volunteering at Croydon Vision. Building on Co-producing; an important pillar at Croydon Vision. The **Volunteer Liaison Officer** works alongside the team to deliver the three volunteering strands: Classic Volunteering, Skill Up and Route to Employment **,** laser focused in creating a roadmap of **Movement to Empower** .
There are 50 volunteers that give many hours of their time to the Charity. Our social value from April to March 2024 was a whooping **£83,922** – amazing support from our Volunteers, including Trustees. The increase on social value, compared to last year was mainly due to weekly excursions (The Motability Project) as well as our centenary celebrations, more hands to support events.
The Trustees and Staff Team would like to record their thanks to all volunteers, for their valuable support. Croydon Vision celebrates volunteers daily/weekly and then annually. We try and bring volunteers together; this can be a challenge as many work different days. However, our grand annual event, 6[th] June 2024 was a great success, the turnout was amazing, and we celebrated our volunteers in style, with gifts, tributes and a delicious meal.
“Thank-you so much for spoiling us at the Celebrating Volunteers event, it was very much appreciated. The gifts are lovely and so thoughtful. Croydon Vision is a super organisation, and I am very proud to be a volunteer” **Sue L, Volunteer** .
**Bharat** has a strong belief that as human beings helping out is important, so that’s what he and his fellow volunteers do. Volunteer’s Week showcased the work they do, which felt great.
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**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2024**
## **Volunteers**
**Theo** thought it was really special few days. He felt a bigger appreciation, which was rewarding for him.
**Jordan** felt really happy at the end of Volunteers Week. Members and Staff showing their appreciation made him feel good.
**Mohamed** found that Volunteers Week made him feel like CV really cared about him as an individual. He was glad to be involved, and it made me feel special, especially since this was the first time he’s been involved in a Volunteers Week.
## **We love to see the journey of progress, members getting the support they need and later on, becoming volunteers (giving back). An example of this is below:**
“I work as an assistant to the Office Manager. I initially came to Croydon Vision for help, to apply for PIP. I was hesitant to get involved with Croydon Vision, I wasn’t sure it was for people my age and I was struggling to accept being part of the sight loss community at the time. Then I spoke with the Employment Advisor about volunteering. She helped me with my CV and enticed me to come to the Croydon Vision careers fair, which was so good. I looked at the role of receptionist and thought ‘this is me’! After putting a lot of work into my application I got the role, and I love it. I now wake up thinking ‘I love to go work’, which is obviously so good for my mental health. I am elated to work for such an honourable charity, who advocate for people like me and I love that it makes me feel helpful!” **Kai - Member & Volunteer** .
## **Related parties and co-operation with other organisations**
None of our Trustees received remuneration from their work with the Charity as Trustees. However, one Trustee leads an activity at Croydon Vision and charges the organisation at a substantially reduced rate. Any connection between a Trustee, CEO or Management of the Charity with any service user, external contractor or supplier of services must be disclosed to the CEO or Board of Trustees in the same way as any other contractual relationship with a related party.
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**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND**
## **(A CHARITABLE INCORPORATED ORGANISATION)**
## **REPORT OF THE TRUSTEES**
## **FOR THE YEAR ENDED 31 MARCH 2024**
## **OBJECTIVES AND ACTIVITIES**
Croydon Vision’s objectives and funding limit the services we provide to those detailed in our charitable objectives. The Charity’s Trustees have complied with the duty in section 17(5) of the 2011 Charities Act to have due regard to the guidance published by the Charity Commission. Our primary beneficiaries are those people with sight loss or individuals with an interest in sight loss.
## **OUR CULTURE:**
## We put **People First**
We **Empower our People** , on the journey to independence. We take great pride in our **Vibrant Community** .
## **OUR VALUES**
**Awareness:** We invest… In a growth mindset. **Compassion:** We put… People first **Teamwork:** We build… More together **Integrity:** We keep… Our promises. **Diversity:** We stand… Shoulder to shoulder.
## **INTRODUCING OUR WHY, HOW and WHAT we do…**
**OUR VISION, PURPOSE** : Why we do what we do.
Creating a community that protects sight and reducing mild to severe sight loss for the next 100yrs.
## **OUR MISSION** : What we do
We’re here to encourage independence, confidence, and personal development among our blind and partially sighted community. Encouraging people in Croydon to re-evaluate what’s possible – because there is life after sight loss.
**OUR 5 STEP MODEL** : How we do this (Personal development):
We have a five-step process because we believe that transformation is a journey…
## **Stage 1 – Rebuilding:**
Connecting with our vibrant community, Advice & Advocacy, counselling, peer support and active well-being.
## **Stage 2 – Re-direction:**
Walk alongside each person, on their journey to design an individualised plan of action.
## **Stage 3 – Upskilling:**
Improving social mobility through education, technology, and digital inclusion. Providing coaching, mentorship, and intergenerational activities; power of learning and sharing together.
## **Stage 4 – Applying Knowledge:**
Volunteering opportunities, route into work, reviewing CVs, mock interviews, business planning and more.
## **Stage 5 – From Survival to Thriving:**
Employment or entrepreneurship, becoming an ambassador, a change agent for sight loss.
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**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2024**
## **OBJECTIVES AND ACTIVITIES - continued**
## **Empowering Croydon Vision means empowering the sight loss community.**
We have over 100 years of experience at Croydon Vision, which gives us an innate understanding that the needs and experiences of those we seek to empower are constantly changing. As a result, we are focused on:
1. Shifting the **societal narrative** for people with sight loss, from help to empowerment.
2. Enabling and emboldening the sight loss community to **improve their own lives** .
3. Utilising our **land and buildings** to the best effect for our community.
4. Acting on our **strategy 2023-26** , to improve our transport solutions and organise more trips for members.
5. Continuing to transform the lives of all within four distinct categories:
- a. **Young People (3 -18 years old)** - laying the foundations for a rich, full life, by offering activities like cookery workshops and technology training.
- b. **Working Age (19 years plus)** - facilitating routes into employment and entrepreneurship; encouraging innovation, IT training and introducing new technology.
- c. **Over 65s** - embedding our live well, age well attitude by offering wellbeing classes, dance, creative activities, and excursions.
- d. **All ages** - connecting generations to enjoy activities together, volunteering, sharing knowledge, experiences, and perspectives.
6. Working successfully **with other organisations** in Croydon and the sight loss space.
7. Recruiting **the right staff and volunteers** , who want to serve and make a difference.
## **Croydon Vision over the past 100 years…**
**1931:** Funds were raised to buy Bedford Park, the land on which Bedford Hall trust was built.
**1979:** Bedford Hall was sold to developers, allowing new and larger premises to be bought at 72-74 Wellesley Road.
**1982** : Queen Elizabeth paid a visit to Croydon Voluntary Association for the Blind to greet members with warmth and humility.
**2015:** Members voted on a proposal, to merge Croydon Voluntary Association for the Blind (CVAB) and Bedford Hall Trust into one entity. The newly merged organisation was named Croydon Vision to promote inclusion for all.
**2018:** New focus was established on organisational development - refining, adjusting and evolving Croydon Vision to transform and advance. The value of our resources was maximised, including employees, volunteers, finances, technology, and physical assets.
**2021:** A partnership between Croydon Vision and Moorfields Eye Hospital was established to promote a community-led approach to assisting people with sight loss and creating a more holistic way of working with members. Another by Croydon Vision and Age UK.
**2023:** The organisation’s centenary marked a new era, including the launch of a plan that will cement financial sustainability for Croydon Vision, for the next 100 years.
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**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
**REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2024**
## **ACHIEVEMENTS AND PERFORMANCE**
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**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
**REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2024**
## **ACHIEVEMENTS AND PERFORMANCE - continued**
**BIG Lottery – The Lost 500 (Year 2 of Project) – April to March 2024.**
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**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2024**
## **ACHIEVEMENTS AND PERFORMANCE - continued**
**Motability Project to feature – Year 1 impact**
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**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2024**
## **ACHIEVEMENTS AND PERFORMANCE - continued**
## **Children & Young People Project - Impact**
“I had an exceptional experience with Ayeza as she consistently demonstrated a friendly approach, making it easy for the kids to connect with her. She has a remarkable ability to understand and cater to the unique needs of each child, ensuring that everyone feels included and engaged. Additionally, the transport arrangements were seamless and well-coordinated, making each outing stress-free. Beyond the fun, she also provided valuable educational sessions, including interactive science lessons and practical skills like learning how to type.” (CV parent).
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**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2024**
## **ACHIEVEMENTS AND PERFORMANCE - continued**
## **Working Age Project - Impact**
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**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
**REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2024**
**ACHIEVEMENTS AND PERFORMANCE – continued**
**Preventable Sight Loss Impact – Eyes wide open campaign, Community outreach, Visual awareness workshops**
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**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2024**
## **ACHIEVEMENTS AND PERFORMANCE – continued**
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**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
**REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2024**
## **ACHIEVEMENTS AND PERFORMANCE – continued**
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**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2024**
## **ACHIEVEMENTS AND PERFORMANCE – continued**
## **Our values are the key to true success**
**Hemla, Volunteer Liaison Officer:** Croydon Vision is community-driven above all. This means delivering support, inclusion, advocacy and providing services and resources to enhance our members’ lives. Our commitment to raising **awareness** about visual impairments will help us to foster a more inclusive society. During my time here I’ve observed how inclusive it is, welcoming a **diverse** range of volunteers, members and staff. We use **teamwork** to take a proactive approach to advocate for the needs of our members.
**Clara, Marketing and Engagement Officer:** I identify strongly with the values here at Croydon Vision, which do resonate with my personal beliefs and inspire me to contribute positively and meaningfully to our community. We are a **close-knit team** , with everyone supporting and helping each other. I think this is the aspect of Croydon Vision that I like and admire the most.
**Ayeza, Children and Young People Officer:** At CV, our core values are fundamental to our culture and guide our interactions with both members and with each other. **Awareness** and **integrity** ensure we handle every interaction with honesty and a deep **understanding** of others’ needs. **Compassion** shapes our approach to various situations, allowing us to provide the best support and care.
**Diversity** is clearly reflected in our membership, staff, and volunteers, and means we have a range of perspectives and experiences that enhance our community. **Teamwork** is central to Croydon Vision's success, enabling us to achieve significant impact over time. Perhaps the greatest strength of our team lies in our ability to **come together** to overcome challenges and achieve our goals. Our culture fosters an inclusive and supportive environment, where individuals can transition from merely surviving to truly thriving. We are a **strong team** that consistently **collaborates** to ensure success in all endeavours. Additionally, everyone feels valued and empowered to reach their full potential, contributing to the overall mission and vision of Croydon Vision.
**Ancella George, Working Age/Employment Advisor:** Our values are an integral part of the work we do. Without a combination of all these values, our members would not be getting what they have signed up for. Working **together** as a team further enhances productivity and encourages growth amongst the staff. Our values encourage resilience, hard work and wisdom, to help us to overcome any challenges that may arise. I applaud our team for working in collaboration for the betterment of our community and for empowering individuals with sight loss.
Our latest survey gave us time to celebrate what’s working as well as discuss areas for improvement. This was reviewed at our most recent bright ideas day – synopsis below:
## **Do you feel a sense of belonging at CV?**
**----- Start of picture text -----**
Yes
**----- End of picture text -----**
**----- Start of picture text -----**
100% of people said YES
**----- End of picture text -----**
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**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
**REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2024**
## **ACHIEVEMENTS AND PERFORMANCE – continued**
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**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2024**
## **ACHIEVEMENTS AND PERFORMANCE – continued**
## **The journey from membership to Volunteering (Giving back):**
“Croydon Vision has changed my life. I was in trouble in December when I almost committed suicide but had a chance meeting with Shalini at a bus stop. She told me about Croydon Vision and encouraged me to come. Since, then I have attended lots of activities, and I have made some good friends. Now I am a volunteer, and I support other members as well as forming new friendships. I can proudly say CV has changed me for the better.” Paul, H. (Member and Volunteer).
## **How Andrew L and CV help each other…**
On Friday 10th August 2012, at around 8am, Andrew’s life changed forever. He’d just put his 4-year-old son on his shoulder, carried him downstairs and opened the front door to go out for the day. The next thing he knew he was at St George's Hospital with no vision, after having had a massive stroke. He shares his experience since then and how he and Croydon Vision have come to help each other…
## **Saying goodbye to a job he loved.**
With 4 children and 11 grandchildren, Andrew is a busy man with a full life. But since losing his vision over a decade ago, he’s had to find new ways to feel useful. In the days and months following his stroke some of Andrew’s central vision returned, though he still felt as though he was looking through a periscope. His job as a long-distance lorry driver - which he loved - meant the DVLA had to assess his sight at Moorfields. “I’ll never forget when the visual field test came back,” remembers Andrew, “30% or less and you lose your licence and the guy doing the test just said, “I’m so sorry, you’re at 10%.” He looked absolutely heartbroken for me. I knew my sight was bad, but I couldn’t believe that number was so low.”
**Being told to ‘enjoy retirement’.** As well as driving lorries in Europe, Andrew had experience on building sites and in carpentry. Even though he had some sight, insurance wouldn’t cover him for that sort of work anymore. “I went to the job centre and said, ‘I’ll do anything’ but the guy there just said, ‘You enjoy your retirement’. I experienced depression following that, I like to be useful.”
## **Discovering Croydon Vision.**
The number of staff at Croydon Council has been greatly reduced in recent years, so when Andrew was recommended Croydon Vision as a place that could help with his PIP, he couldn’t believe how quick we were to react. “Croydon Vision has now helped me win two court appeals connected to the benefits I’m entitled to.” Andrew explains, “Everyone on the team is there for you and trust me we all need that, even if we’re too proud to ask for it sometimes.”
## **Asking ‘What can I do for Croydon Vision?’**
Following the help he got from CV, Andrew asked himself ‘What can I do for Croydon Vision?’. He serves as the Permanent Charity Steward for Lavender Hill 3191 Fellowships, so when he heard CV needed a defibrillator, he spoke to another Fellowship who owns a medical equipment supply company.
Andrew had intended to pay for it himself, but his Fellowship insisted on donating the machine (which usually costs £2,000) and covering the cost of the training too. Andrew is a big fan of Shalini’s cooking (she is our Cooking Lead and Outreach Officer), so he also arranged the donation of a new chest freezer and £100 of cooking equipment. “It felt really good,” Andrew enthused, “though I don’t do things for the glory, it gives me purpose - and having nothing to do is so frustrating.”
## **What Croydon Vision gives Andrew…**
Just being at Croydon Vision is important to Andrew and members like him, “It breaks up time when you’d otherwise be sitting at home in the dark, just waiting for company, which can be so depressing.” he explains. If Andrew could click his fingers, he says he’d love to get us our new building. “It would give people a life-changing hub where they can come together and just do more.” Knowing Andrew, he’s the type to help us make it happen! – Andrew (Member and Volunteer).
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**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
**REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2024**
**ACHIEVEMENTS AND PERFORMANCE – continued**
**Abiodun** was struck by the happiness that filled the air, “When we come together at Croydon Vision, it is a happy union. Everyone is happy, they gave us food, drink, flowers at the Garden Party it was so beautiful.”
**Heather** loved the way we filled the hall with flowers, “I walked into the most beautiful room of white tablecloths and beautiful blue glasses in a circle on the table and the stage was a riot of fresh flowers and a beautiful archway of flowers. The room was filled with fresh flowers on every table. They smelt beautiful and we enjoyed being shown how to make bouquets.”
**Mrs Samuel** loved how sociable it was, “The food was good, and it was also special being with my friends at the Garden Party.”
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**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2024**
## **ACHIEVEMENTS AND PERFORMANCE – continued**
**Services - Our social groups, held at Bedford Hall on Mondays, Tuesdays and Thursdays are lively occasions, where people can share stories, experiences and laughs too. We also run lots of activities including drama, cooking, quizzes and keep fit. A few members tell us what it’s like to join in:**
“I have glaucoma, I like to go to keep fit and I really benefit from the excursions. Because I’m on my own I appreciate the company.” **Kaye**
“I recently had a stroke so coming here for the exercise and stretching is very beneficial. I have a very bad back, so it helps it. I also come for the dancing with two canes, and I move myself!” **Pearl**
“Croydon Vision is very good for my mental health. If you’re around others the same as you - you don’t feel so alone.” **Isaac**
“As Muhammad has been attending activities and workshops regularly at CV, we have noticed great improvements in his social interaction and energy! He interacts more with his siblings, and we’ve seen an increase in his vocabulary. He’s picked up new words from his peers at CV during games such as articulate and Ker-Plunk!” **Parent of one of our younger members.**
“I live alone in my flat, so when I come to Croydon Vision I relax. Without this place life would be boring.” **Abiodun**
## **How technology becomes a game changer!**
A member had a one-to-one meeting with our Employment Advisor and was then referred to the Accessible Tech Trainer:
“I was studying until I became visually impaired, and I found it hard to continue. Due to the advances in technology and deterioration of my vision, I decided to suspend my studies. I came to Croydon Vision to upskill and also to gain knowledge about the technologies that can help me. So, I started to attend tech sessions with the ATT, and I still do it regularly. The knowledge I gained from the sessions not only gave me the confidence to continue my studies, but also allowed me to pursue employment opportunities. Every time I attend a session it feels that both my computer skills and knowledge have improved”. AS (Working Age Member)
## Another example:
A member still in employment met our **Member Liaison Officer (MLO)** and was introduced to CV, he was complaining about struggling with reading printed documents. The member was then referred by the MLO to the A **ccessible Tech Trainer (ATT)** who offered him a tour of our Resource Centre, and he was recommended to get new gadgets to aid him with his work struggles.
The member says: “It has changed my whole work life; I find myself doing my tasks faster than I was previously able to. I also received training and tech support from Croydon Vision (CV) on how to make full use out of my iPad. With the skills I gained I am now able to work way effectively, and I am now able to get most of my work done in the office and not having to carry it home. I am grateful for the support that the ATT, MLO and CV has given me.” DC (Working Age Member).
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**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2024**
## **ACHIEVEMENTS AND PERFORMANCE – continued**
**This year, a key focus was on people with sight loss maintaining and progressing within employment. Through this, we can develop leaders with lived experience of sight loss who will lead the inclusive workplaces of tomorrow.**
## **A Case Study:**
Beginning of 2024, a survey was conducted at CV for the working age members, which is when we contacted EB. We found out that EB was facing the threat of losing her job due to difficulties in accessing her tasks effectively. Despite her capabilities, she was worried she may lose her job. Her employer had concerns about her productivity and was unsure on how to support her. The situation was dire, with the employee facing the possibility of unemployment, coupled with emotional and financial strain.
Recognising the importance of workplace inclusivity and the potential of the visually impaired employee, we intervened by drafting and providing a supporting letter to the employer. This letter highlighted the availability of support services such as Access to Work, emphasizing how these resources could enable the employee to overcome barriers and continue contributing effectively within the organisation. Additionally, the ATT facilitated the communication between the employee and her employer, advocating for reasonable adjustments within work and a reconsideration of her role within the company.
CV’s intervention resulted in a positive outcome. The employer decided to explore alternative solutions that would enable EB to remain a valuable member of the team. Consequently, the employee was offered a different role within the organisation—one that aligned better with her abilities and allowed for reasonable accommodations to be made. This new role not only preserved her employment but also provided her with a renewed sense of belonging within the company.
As a result of this intervention, the future looks brighter for both the member and the organisation. By prioritising inclusivity and making accommodations for diverse needs, the company fostered a culture of acceptance and equality in the workplace. The visually impaired employee, now empowered with the necessary support, can thrive in her new role, leveraging her skills and contributing meaningfully to the organisation's objectives. Moreover, this success story sets a precedent for future instances where employees with disabilities require accommodations, fostering a more inclusive and supportive work environment for all. Ultimately, this case serves as a testament to the transformative power of advocacy and collaboration in championing accessibility and diversity in the workplace.
“I was in a state of both panic and confusion. When I found out I was at risk of losing my job. When Croydon Vision contacted me, I Initially, I thought nothing of it until I was asked about employment. I then explained my situation to Daniel, the IT trainer. I was taken aback by his willingness to help me. He suggested writing a supporting letter to my employer, informing them about the available support mechanisms in place to assist me. I was very pleased that I was able to receive such quick support from Croydon Vision. With the information contained in the letter, my employer reassessed their previous decision. Rather than termination, I was given a more accommodating role for my disability. I am very grateful for Daniel and Croydon Vision's aid. I will be attending other activities that go on there.” EB
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**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2024**
## **ACHIEVEMENTS AND PERFORMANCE – continued**
## **Croydon Vision is needed more than ever before.**
THE NOW and FUTURE: There are 10,500 people with sight loss in Croydon (2022), this means **1 in 37** people living with some form of visual impairment. By 2032, it is projected to increase by 21% which equate to 12,700 living with sight loss. In order to provide the most support, make the most difference and be a force for good in our area, it is crucial that we understand the complexity of societal issues at work. As we write this, Croydon Council are £1.6 billion in debt, impacting the Voluntary Sector with a massive cutback of £2.6m, this reduction in funds had a significant impact on residents in need of accessing local services.
## Cost of living:
The demand for services continues to rise nationwide. Locally, the voluntary sector is struggling to fully meet needs due to financial cuts by the council, as well as higher demands on trusts and foundation, causing huge delays on awards/responses. Life is a concern for many people, due to the rise in utility bills versus option to eating well. There’s an increase in anxiety, a fall in living standards which impacts physical and mental wellbeing. Our members are experiencing the impact of sight loss and lack as majority live in the most deprived areas.
In Croydon, there seems to be a cycle of social dependence, some working age members opting to stay on social benefit rather than taking up employment. The system seems more favourable to claim benefits, instead of encouraging employment, sometimes, due to the complexity of welfare application. Another continued issue is Department of Work and Pensions (DWP), access to work takes 5-9 months from initial assessment for someone in work, to them receiving an award for accessible equipments. As a result, sometimes, employers are discouraged to employ people with sight loss because the lack of equipments can affect day to day business. In some cases, employees have raised an alarm that reasonable adjustment wasn’t in place, escalating to tribunal claims.
- Some contexts on poverty and health within our community:
- The unemployment rate in Croydon is 8% (nationally that same number is 4.9%).
- 71% of our members have severe sightloss, residing in the areas of highest deprivation and lowest income in the Borough.
- 29% of Croydon Vision members have an additional disability - either a physical/learning disability and/or a long-term health condition and/ or mental health illness.
Statistics like these demand action. We want to see change happen for people with sight loss, levelling the playing field and transforming lives from dependence to independence.
## **Nationally - there are more than 2 million people in the UK living with sight loss.**
- Every day 250 people start to lose their sight.
- 340,000 people are registered blind or partially sighted in the UK.
- There are now more than 26,000 visually impaired children in the UK, and around half of them have an additional special educational need or disabilities.
- Nearly 80% of the people registered as blind or partially sighted in the UK are 65 or older, and around 60% are 75+.
- Well over half of people currently living with sight loss are women.
## **Zooming in on Croydon…**
The Croydon borough has certainly seen its fair share of upheaval in recent years. It is the second-largest London Borough, with more than 51% of the population identifying as coming from a BAME background.
- Black African and Caribbean people are four to eight times more at risk of developing certain forms of glaucoma.
- The risk of diabetic eye disease is around three times greater in South Asian people due to diabetes retinopathy.
- There is also evidence that people from ethnic minority backgrounds experience barriers to accessing eye health care, which will increase their risk of avoidable sight loss.
- Service demand continues to increase, including people with sight loss:
- 10,500 people are estimated to be living with sight loss in Croydon today.
- 1,825 people are registered blind or partially sighted.
- By 2032 it is projected that 12,700 people in Croydon will be living with sight loss.
The current sight loss stats by age:
- 190 are aged 0 to 17 years.
- 2,500 are aged 18 to 64 years.
- 1,930 are aged 65 to 74 years.
- 2,640 are aged 75 to 84 years.
- 3,240 are aged 85 years and over.
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**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2024**
## **FUTURE PLANS**
## **Year one of three years - Strategy 2023-26**
We want to welcome many more people to our vibrant community, from mild to severe impairment, providing vital services through a new bespoke centre that is forward thinking, inclusive and multi-functional (bricks and clicks). A building that is self-sustainable for the next 100yrs, driven by our model, heart of a charity and mindset of a business.
Our strategy will focus on preventative work (avoidable sight loss), whilst providing practical support to transform lives and developing a culture of giving back to the community.
EMBRACING DISCOMFORT: Our strategy has discomfort, simply because we know we do not have all the answers. There is strength in that. We’ll need that strength to challenge the status quo. We’re breaking free from perfection in this strategy, which we’re not seeing as a plan so much as a set of choices that collectively position our organisation.
With that in mind, our strategy focuses on creating a sustainable advantage through cost management and team capabilities, to deliver superior returns, both financially, and socially for our people.
**Embracing aspiration:** We envision reaching every person in Croydon experiencing sight loss, developing stronger networking links, educating people about eye health, transforming lives, and giving back to the community.
**Igniting a culture shift** : Our model will focus on preventing sight loss, smashing taboos and laser-focused on transformational work; to deliver hope that there is life after sight loss.
**Unlocking the circle of giving:** Practical support will lead to transforming the lives of people living with sight loss, who will in turn be empowered to embrace giving back to their community, utilising their skills and experiences, promoting a more intergenerational model.
**Building resilience** : Our target of £7.5 million represents a bold declaration of intent for the next 100 years. We want to deliver financial sustainability by building a multi-functional centre of excellence that leverages the power of bricks (physical) and clicks (virtual) to serve our community.
**Driven by our Purpose:** We put People First. We Empower our people, on the journey to independence. We take great pride in our Vibrant Community. These crystal-clear statements underpin everything we hope to achieve.
## **Prioritising our Ambitious Goals.**
At Croydon Vision our focus remains on transforming lives, promoting independence, and giving back. We aim to remain consistent on these points through three clear planning priorities:
**1. PREVENTION OF SIGHT LOSS** Reaching our community, meeting with thought leaders, businesses, educational establishments, healthcare, and other care providers, to ensure important messaging about eye health is understood by all. When so many eye conditions are preventable but not treatable, doing anything less would simply not align with our values.
**2. PRACTICAL SUPPORT USING OUR 5-STEP MODEL (Surviving to Thriving)** Please see page 6 of this report, giving a detailed synopsis of our 5-step model.
**3. PHASE 3 - BUILDING TO SUSTAIN THE NEXT 100 YEARS** We’re determined to incorporate sustainability into all areas of our operation. Key to this is driving forward with our vision to create a new, purpose-led building that will:
- facilitate greater engagement with the community,
- open up more opportunities for an increased proportion of the borough’s sight loss community.
- • deliver long-term financial sustainability for the organisation and beneficiaries.
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**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2024**
## **ACHIEVEMENTS AND PERFORMANCE**
## **Measuring our Impact.**
Much has been achieved in 100 years, but there is more to be done. As we enter our next 100 years we are focusing on:
## **Tackling preventable sight loss.**
We are focused on improving eye health and reducing avoidable sight loss in our community. We are doing this by engaging with:
- Local businesses > Targeting campaigns to disseminate information.
- Local media > Sharing campaigns through press releases including for local residents.
- Local schools > Creating downloadable resources for schools, colleges, and universities in our surrounding area.
- • Local organisations > Increasing engagement so we can share knowledge.
## **KPIs**
- To scale up awareness of avoidable sight loss and reach 25 local businesses by YE24, 50 local businesses by YE25 and 100 local businesses by YE26.
- To launch 2 media campaigns each year YE24, YE25 and YE26.
- Connect and build relations with 5 schools by YE24,10 local schools by YE25 and 15 local schools by YE26.
- Adding 5 new organisations each year, including sports facilities, local charities, other sight loss service providers.
- To collaborate with key stakeholders (internal and external), to develop an app for social networking, further raise awareness of sight loss and reach, launching YE25.
## **Delivering practical transformation using our 5-step model**
We will both amplify our commitment to those with severe sight loss and reach out to those with milder visual impairment:
1. Providing a 5-step plan from surviving to thriving.
2. Facilitating opportunities for more outreach activities through our improved transportation.
3. Promoting opportunities for active wellbeing.
4. Offering mentoring opportunities that can be passed down.
5. Delivering technology solutions that can be passed up.
6. Fostering a caring environment that’s conducive to sharing.
7. Continuing our commitment to provide support to the ‘Lost 500’ by expanding our reach to engage with those who live with all forms of visual impairment and have been left without support.
Ways we will engage with and listen to the entire sight loss community:
1. Member questionnaires conducted twice a year.
2. Annual away days to promote group collaboration and discussion.
3. Scale up outreach and taking our work into the community to gauge the needs of those with sight loss who are new to Croydon Vision.
4. Engaging with sight loss leaders who are new to Croydon Vision.
We will be bold about the services we aim to **keep, start, and stop** . This will strengthen our editing bricks and clicks model, which incorporates:
- Lunch service
- Transport solutions
- Children & Young People
- Volunteering
- Routes to Employment
- Online services (clicks)
- New services and facilities through listening to the entire sight loss community.
## **KPIs:**
- Increase membership (all forms of sight loss) from 10% to 50% of the community within the borough by YE26.
- Collaborate and develop a robust plan YE24, to deliver a new building to suit the needs of sight-loss residents in the borough.
- Members advocate and improve accessible branding within businesses, 3 YE24, 7 YE25 and 9 YE26
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## **CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2024**
## **ACHIEVEMENTS AND PERFORMANCE – continued**
## **Phase 3 - Building to sustain the next 100yrs.**
While we are focused on providing facilities that better meet the needs of all sight-loss members, we have a responsibility to protect the financial interests of Croydon Vision and provide sustainable sources of income. We plan to achieve this by:
- Developing and executing plans for a multi-functioning hub that embodies the heart of a charity, mindset of a business ethos.
- Safeguarding sustainable income delivered through a suite of diverse income streams.
- Making best use of the land we have available with robust and viable plans to invest in new buildings. These will replace existing buildings, which could be deemed unfit for purpose for a sight loss community.
## **KPIs:**
- Increased income targets for YE24, YE25 and YE26 in line with Fundraising Strategy for the period.
- Robust plans by YE24, for a new building to better serve the needs of the sight loss community and factor in: a. Access to funding for the build.
- b. Improved financial sustainability, post-build.
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**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **REPORT OF THE TRUSTEES - continued FOR THE YEAR ENDED 31 MARCH 2024**
## **ACHIEVEMENTS AND PERFORMANCE – continued**
## **PREVENTION OF SIGHT LOSS - YEAR 1**
2023-24 brought a mix of opportunities and challenges. The highs, the lows and the in-betweens were evident throughout, and navigating them was both rewarding and exhausting. Leading an organisation through pandemic, a massive period of modernisation and change, as well as cost of living crisis. All in a borough with complex challenges (Croydon Council) and previously, unidentified needs for people with sight loss, a challenge that is still evident, to ensure inclusion and awareness is scaled up.
There’s a saying by Jim Rohn that puts things into perspective, “ **Don't wish life was easier, wish you were better. Don't wish for less problems, wish for more skills. Don't wish for less challenge, wish for more wisdom”.** The current landscape looks bleak, it comes with many challenges including recent election, the riots, funding. The voluntary sector as a whole is going through turbulence and locally Croydon council is still experiencing hard times. It could well take another 10 years to rebuild. However, amidst all this, there is a growing sense of cautious optimism. 2024-25 will be our best to date. It is the year of fulfilment, and this is spoken with real boldness, in spite of the current challenges we face both nationally and internally - we will come through this.
|**KPI aspirations**|**What we achieved so far**|
|---|---|
|To scale up awareness of avoidable
sight loss and reach
25 local businesses by YE24,
50 local businesses by YE25
and 100 local businesses by YE26.|Community outreach and engagement increased by 55% compared to last year.
We built relationships with 28 businesses, supporting some with visual awareness
workshops.
Worked with businesses to retain employment for someone with sight loss by
providing assess to work information to them, most unaware of such provision.|
|To launch 2 media campaigns each
year YE24, YE25 and YE26.|Continued our Eyes Wide Open campaign which for the second-year running was
super popular with businesses and the community at large.
We collected over 1,600 glasses. The campaign continues to raise the profile of
Croydon Vision.
Our summer BBQ and Open day, all aimed at increasing awareness of avoidable
sight loss.
During Eye Health Week, Croydon Vision positioned in all 4 corners of the borough,
east, west, north and south, working with an ophthalmologist. A common action by
participants:
One of the most common reactions during eye health talks are people taking action to
book an eye test appointment, mainly because they haven't done so in years, some
also are usually unaware of the incentive by their employer.|
|Connect and build relations with 5
schools by YE24,10 local schools by
YE25 and 15 local schools by YE26.|Our Outreach Officer, Children and Young People Officer collaborated and visited
schools in the borough together or with other officers such as the accessible tech
trainer.
It’s been amazing to see young people engaged, asking questions and leaving with
knowledge and takeaways they can apply. They find the gadgets super cool.
For 2023-24, we reached 7 schools, including Royal Russell, Brit school, Trinity
school, Chestnut Primary school etc.|
|Adding 5 new organisations each year,
including
sports
facilities,
local
charities, other sight loss service
providers.|Our Motability Project enables us to support a number of organisations in Croydon
with transport solutions.
We smashed our target and provided vital services to over 12 organisations.
This enabled us to bring more awareness of service provision and understanding of
preventable sight loss.
Our CEO Co-Chairs the Southeast and London region for sight loss, influencing and
sharing vital knowledge to strengthen the eye sector.|
|To collaborate with key stakeholders
(internal and external), to develop an
app for social networking, further raise
awareness of sight loss and reach,
launchingYE25.|This is pending, the idea behind this, to provide an app, a hub space for people with
mild and moderate sight loss, a service tailored for their needs, whilst also continuing
service provision for people with severe sight loss.|
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**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
**REPORT OF THE TRUSTEES - continued FOR THE YEAR ENDED 31 MARCH 2024**
## **ACHIEVEMENTS AND PERFORMANCE – continued**
**PRACTICAL SUPPORT USING OUR 5-STEP MODEL (Surviving to Thriving)**
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**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **REPORT OF THE TRUSTEES - continued FOR THE YEAR ENDED 31 MARCH 2024**
## **ACHIEVEMENTS AND PERFORMANCE – continued**
## **PHASE 3 - BUILDING TO SUSTAIN THE NEXT 100 YEARS**
|**KPI aspirations**|**What we’ve achieved so far.**|
|---|---|
|Increased income targets for YE24, YE25
and YE26 in line with Fundraising Strategy
for the period.|Our income increased in 2023-24, however, cost also increased and this is due to
a number of factors:
Cost of living crisis brought about greater demand than anticipated.
The overall response time from application of funds to receiving an award is
longer than ever before which sometimes affect project delivery, sometimes
covered by core due to the sensitivity of the service.
This was the first year, with no direct funds from the council, to support people
with sight loss, both practical and preventative work, amounting to just under 10%
of our total income.
However, with all the above happening, we’ve amplified our efforts to maintain
sustainability. We did so, in a co-produced manner, to help bridge some of the
gaps in loss of income (members, team and Trustees).
The result of this meant that in 2023-24, some of our services have converted to
paid for, from 22% to now 75%.
A hardship fund is available, created by our members through fundraising. The
funds are designated for people struggling financially.|
|Robust plans by YE24, for a new building
to better serve the needs of the sight loss
community and factor in:
a. Access to funding for the build.
b. Improved financial sustainability,
post-build.|By summer of 2023, WSM Architect was appointed to undertake sketch plans for
a new building (not limiting next door as location). The sketches were brought
alive visually by Black grape Marketing, who produced a great video. This was
then launched at our Gala dinner 2023. The vision and call to action became a
movement overnight. The video was well received, enabling us to start building
relationships with businesses as well as some members, who raised their hands,
wanting to be a part of this movement.
Whilst we continue to develop relationships with businesses and philanthropists,
we are also working to understand the council’s position regarding a building,
exploring the right site for such an ambitious project.
So far, a pre-application was put forward to the Council regarding the
development at Croydon Vision. The Council considered the demolition of the
existing buildings as per our proposal. However, due to conservation terms, did
not accept the plan.
The Council advised that any subsequent development would need to incorporate
the retention of the existing buildings and would need to be subservient to the
existing buildings so that they do not result in harm to the Conservation Area. As
a result, they have advised that any potential development should be sited to the
rear of the existing buildings and have noted that any potential development
would be relatively limited in size. In addition to the above, the Council have also
outlined several other potential planning concerns relating to the impact on
neighbour amenity, character and appearance, access and parking provision.
As we explore possibilities for a site, it was disappointing to receive this news
from the planning team. However, it wasn’t totally unexpected as the area within
Croydon Vision is considered conservatory. Even a proposal to meet greater
needs in our community isn’t enough, laws of the land supersede.
Going forward, our strategy now becomes; a focus on obtaining the funds
for the project. The next CEO (2025) will explore options, together with the
Board on where and timelineforthis project to commence.|
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**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2024**
## **FINANCIAL REVIEW**
## **Statement of Financial Activities**
The Statement of Financial Activities is shown on page 33, with a more detailed analysis of income and expenditure within the notes to the financial statements.
## **Risks, Reserves, and Insurance**
The first half of the year was challenging with funds and some staff matters, whilst navigating new projects. The effect of the first half meant scaling back in terms of staffing which then affected some future development. However, by the third quarter, Croydon Vision saw a number of wins with funders such as Garfield Weston, Outreach Project etc. Staffing matter also resolved, this brought about much productivity, a culture of collaborative performance.
Going forward, increasing of reserves, ensuring that cash reserves equate to six months of operations. This conservative level of reserves will require close budget monitoring, including holding a balanced budget at least until reserves are back to cover six months of operational costs £141,000. The completion of the lift and building project has enhanced efficiency in utility, better utilisation of the premises, allowing for a decrease in some operational expense.
However, we also continue to explore time as a proxy for risk, the point of a risk-based reserves policy is to recognise that reserves are needed both for liquidity and to cover risks. Traditional reserves policies based on three-to-six months’ turnover are overly focused on using time as a proxy for risk – we want to look further and wider than restricting organisational development.
However, apart from using time as a proxy for risk, we really want to assess and cover risks adequately. The point of a risk-based reserves policy is to recognise that reserves are needed both for liquidity and to cover risks. Traditional reserves policies based on three-to-six months’ turnover are overly focused on using time as a proxy for risk – we want to look further and wider than restricted.
## **Income**
In the twelve months of 2023-24 total income was £747,895 (2023: £733,646) and the was generated through donations, and legacies (£19,297), grants funding (£550,517), fundraising events (£8,821) service users and activity income (£55,978) hall hire and rental income (£106,380) and other income, including investment income (£6,902). More information on projects can be found elsewhere within this report and these Financial Statements. Most of these grant funding covers multiple years and has therefore changed the income profile of the Charity in the short to medium term.
## **Expenses**
The total expenditure for the year was £815,677 (2023: £734,791). The increase of 11% reflect the impact of inflation and higher costs to the Charity. Staff and contract staff costs remain the largest single cost, comprising of 55% of costs at £451,716. Our average headcount was 15 (2023 13). Total direct charitable expenditure was £713,327 (2023: £650,363) which reflect the extra costs for new projects commencing in the year. Fundraising costs have increased by 22% which includes the costs of various fundraising events in the year and the additional resources needed to help us meet the challenges of the current fundraising environment.
## **Impact analysis (summary)** :
Existing and launch of new projects such as Motability Foundation, The Lost 500 by BIG Lottery, City Bridge Foundation, The Powell Foundation and others, have been a game changer, enabling Croydon Vision to reach far afield.
**31%** increase in membership, navigating demand vs supply is a current challenge 2023 (857), 2024 (1125). This resulted in **22%** increase in staff and contractor costs, to meet demand and needs for our members.
Overall direct charitable expense increased by **10%,** within the main variances being depreciation as a result of the acquisition of three minibuses towards the end of last year, staff and contract staff costs as explained above and direct project costs following on from the launch of the new projects.
There has been a modest **2%** increase in income this year, despite the loss of funding from the Council. The main variances being service user income which has doubled to £55,978 from £26,826 and increases in hall hire and rental income, along with continued success with grant funding applications.
However, the adverse effect of the loss of Council funding and the cost-of-living crisis has still resulted in a deficit this year of £67,782 which has an impact on our reserves. More details can be found in Note 19, pages 43 and 44.
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**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
**REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2024**
## **FINANCIAL REVIEW - continued**
## **Principal funding sources**
The Charity is dependent upon grants and donations from individual donors and institutions. Details of the Charity’s income is set out in Notes 2 and 3 on page 38 of the accounts.
## **Balance Sheet**
The above result led to a deficit of £67,782 (2023: £1,145), which has resulted in a combined fund balance of £1,475,624 (2023: £1,543,406) at the year end. The Charity’s free reserves are £37,620 (2023: £54,121). An analysis of the funds can be found in Note 18 on page 42, with the movements within each fund detailed in Note 19 on pages 43 and 44.
## **Plan of Action (diversifying income)**
Our Fundraiser at Croydon Vision continues to work towards reaching more foundation and trusts, for successful grants awards. In addition, Croydon Vision continues to develop its products, especially the Visual Awareness Workshops, with the aim to drive product development and further increase sight loss awareness in Croydon and surroundings.
## **Investment policy**
The Trustees are responsible for the safekeeping of all assets of the Charity and may invest funds as they see fit.
## **Reserves Policy**
The after effect of Covid-19 as well as the building project; lift installation impacted our reserves 2022-23. For this year, the cost-ofliving crisis, increased depreciation (purchase of minibuses) as well as loss of grant from local authority has further depleted our unrestricted reserves to £37,620. We are concerned and looking at various ways to further diversify income. The Board, CEO, fundraising lead, and management have a contingency programme to increase reserves short and long term, working with the new strategy 2023-26, factoring inflation.
Furthermore, the gap between securing additional/new grants took longer than anticipated which resulted in a deep into reserves, to maintain the increased demand for services. These were project that had strong realistic expectations such as the Lost 500. It is now time to build back up, to ensure the organisation remains robust not just in asset but also unrestricted funds. This will enable the organisation to do more preventative work, protecting sight and prevent unavoidable sight loss in the next 100yrs.
Croydon Vision adopts the following principles in relation to on-going project funding:
- Planning for staffing changes will align with project-funding timeline; staffing expenditure will not be met by reserves.
- • In exceptional circumstances when Trustees expressly wish that a specific activity continues and have a strong and realistic expectation that new funds will be received, designated funds will be used to sustain posts for a defined period.
- Redundancy for all members of staff for whom redundancy is applicable.
- Staff long-term sickness.
- Contracts and commitments, including Telephones, IT
- Accountant, HR Contract, and legal costs.
- 6 months operating cost of core (£23,500 per month, totalling £141,000).
## **Risk Management**
An integrated risk strategy is in place which is overseen by the CEO and management. In addition, a risk management policy and register are in place. The strategy comprises the following:
- An annual review of the risks which Croydon Vision may have to face.
- The establishment of systems and procedures to mitigate those risks; and
- The implementation of procedures designed to report on and minimise any potential impact on Croydon Vision should any of those risks materialise.
The Board of Trustees is confident that the planned process will enable them to identify the major risks to which the Charity is exposed and that they have established systems to mitigate those risks. The Trustees re-appointed Mark Blackwell of MHR Consultancy Ltd to carry out an independent examination of the Charity’s financial statements for the year ended 31 March 2025.
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## **CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2024**
## **STATEMENT OF TRUSTEES RESPONSIBILITIES**
The Trustees are responsible for preparing the Report of the Board of Trustees and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
The law applicable to charities in England and Wales, the Charities Act 2011, Charity (Accounts and Reports) Regulations 2008 and the provision of the constitution requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the Charity and of the incoming resources and application of resources, including the income and expenditure, of the Charity for that period. In preparing those financial statements, the Trustees are required to:
- select suitable accounting policies and then apply them consistently;
- observe the methods and principles in the SORP 2019 FRS102;
- make judgements and estimates that are reasonable and prudent;
- state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements, and
- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business.
The Trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the Charity and to enable them to ensure that the financial statements comply with the Charities Act 2011, the Charity (Accounts and Reports) Regulations 2008 and the provisions of the trust deed. They are also responsible for safeguarding the assets of the Charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
The Trustees are responsible for the maintenance and integrity of the Charity and financial information included on the Charity's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.
## **ON BEHALF OF THE BOARD OF TRUSTEES**
## **Nigel Gooding, CBE (Chair)**
For and on behalf of the Board of Trustees
## **30 September 2024**
-31-
## **CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND**
I report to the Trustees on my examination of the accounts of the Croydon Voluntary Association for the Blind (the Charity) for the year ended 31 March 2024.
## **Responsibilities and basis of report**
As the Charity Trustees you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 (‘The Act’).
I report in respect of my examination of the Charities accounts carried out under section 145 of the 2011 Act and in carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act.
## **Independent examiner’s statement**
I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:
1. accounting records were not kept in respect of the Charity as required by section 130 of the Act; or
2. the accounts do not accord with those records; or
3. the accounts do not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a ‘true and fair view which is not a matter considered as part of an independent examination.
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.
Mark Blackwell ACMA M H R Consultancy Limited Chartered Management Accountants Ferneberga House Alexandra Road Farnborough GU14 6DQ
## **30 September 2024**
-32-
**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2024**
|**Unrestricted**
**funds**
**Notes**
**£**
**INCOMING AND ENDOWMENT FROM:**
**Donations and Legacies**
**2**
19,297
**Charitable activities**
**3**
131,308
**Other trading activities**
**4**
115,286
**Investments**
**5**
1,595
**Other Income**
5,222
**Total Income**
272,708
**EXPENDITURE ON:**
**Raising funds**
**6**
63,760
**Charitable activities**
**7**
230,044
**Total Expenditure**
293,804
**Operating (Deficit)/Surplus**
(21,096)
**Net gains/(losses) on investments**
-
**Net (expenses)/Income**
(21,096)
**Transfer between funds**
-
**Net movement in funds**
(21,096)
**RECONCILIATION OF FUNDS**
**19/20**
**TOTAL FUNDS BROUGHT FORWARD**
**362,067**
**TOTAL FUNDS CARRIED FORWARD**
**340,971**||**Restricted**
**funds**
**£**
-
475,187
-
-
-
475,187
8,749
497,719
506,468
(31,281)
-
(31,281)
-
(31,281)
**148,764**
**117,483**|**Endowment**
**funds**
**£**
-
-
-
-
-
-
-
15,405
15,405
(15,405)
-|**2024**
**Total**
**£**
**19,297**
**606,495**
**115,286**
**1,595**
**5,222**
**747,895**
**72,509**
**743,168**
**815,677**
**(67,782)**
**-**
**(67,782)**
**-**
**(67,782)**
**1,543,406**
**1,475,624**|**_2023_**
**_Total_**
**_£_**
_58,204_
_570,896_
_95,203_
_692_
_8,651 _|
|---|---|---|---|---|---|
||||||_733,646_|
||||||_59,610_
_675,181_|
||||||_734,791 _|
||||||_(1,145)_
_-_|
||||
(15,405)
(15,405)
**1,032,575**
**1,017,170 **||_(1,145)_
-|
||||||_(1,145)_
_1,544,551_|
||||||_1,543,406_|
-33-
## **CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **BALANCE SHEET**
## **AT 31 MARCH 2024**
|**Notes**
**FIXED ASSETS**
Tangible assets
**14**
Investments
**15**
**CURRENT ASSETS**
Stock
Debtors: amounts falling due within one year
**16**
Cash at bank
**LIABILITIES**
Creditors: Amounts falling due within one year
**17**
**NET CURRENT ASSETS**
**TOTAL ASSETS LESS CURRENT LIABILITIES**
**NET ASSETS**
**TOTAL FUNDS OF THE CHARITY**
**19**
Unrestricted funds
Designated funds
Restricted funds
Endowment funds
**TOTAL FUNDS**|**2024**
**£**
**1,427,633**
**458**
**1,428,091**
**-**
**77,019**
**168,487**
**245,506**
**(197,973)**
**47,533**
**1,475,624**
**1,475,624**
**37,620**
**303,351**
**117,483**
**1,017,170**
**1,475,624**|**_2023_**
**_£_**
_1,491,189_
_458_
_1,491,647_
_1,045_
_84,368_
_162,988_
_248,401_
_(196,642)_
_51,759_
_1,543,406_
_1,543,406_
_54,121_
_307,946_
_148,764_
_1,032,575_
_1,543,406_|
|---|---|---|
The financial statements were approved by the Board of Trustees on **30 September 2024** and were signed on its behalf by:
……....................................... **Nigel Gooding - Chair/Trustee**
……....................................... **Richard Wragg – Vice Chair/Trustee**
-34-
**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2024**
|**Cash flows from operating activities:**
Net cash provided by operating activities
**Cash flows from investing activities**
Sale of fixed assets
Purchase of fixed assets
**Cash provided by (used in) investing activities**
Increase in cash and cash equivalents in the year
expended
**Cash and cash equivalents at the start of the year**
**Cash and cash equivalents at the end of the year**
**CASH FLOW NOTES**
**Reconciliation of net movement in funds to net**
**cash flow from operating activities**
Net (expenditure) income for the reporting period (as
per the statement of financial activities)
Adjustments for:
Add back depreciation charge
Decrease/(increase) in stock
(Increase)/Decrease in debtors
Increase/(decrease) in creditors
**Net cash used in operating activities**
**Analysis of cash and cash equivalents**
Cash and cash equivalents
**Total cash and cash equivalents**|**2024**
**£**
7,160
7,160
-
(1,661)
(1,661)
5,499
**162,988**
**168,487**
**2024**
**£**
(67,782)
65,217
1,045
7,349
1,331
7,160
**2024**
**£**
**168,487**
**168,487**|**_2023_**
**_£_**
_157,903_
_157,903_
_2_
_(152,341)_
_(152,339)_
_5,564_
**_157,424_**
**_162,988_**
**_2023_**
**£**
_(1,145)_
_43,001_
_354_
_76,136_
_39,557_
_157,903_
**_2023_**
**£**
_162,988_
_162,988_|
|---|---|---|
-35-
**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024**
## **1. ACCOUNTING POLICIES**
A summary of the principal accounting policies adopted judgements and key sources of estimation uncertainty in the preparation of the accounts are laid out below.
## **Basis of preparation of the Financial Statements**
The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland issued in October 2019, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the Charities Act 2011 and UK Generally Accepted Accounting Practice.
Croydon Voluntary Association for the Blind meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy.
The financial statements are prepared in sterling which is the functional currency of the Charity and rounded to the nearest £.
## **Judgement and key sources of estimation uncertainty**
In the application of the Charity’s accounting policies, the Charity is required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an on-going basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.
## **Fund Accounting**
Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the Trustees. Unrestricted funds may include designated funds where the Trustees, at their discretion, have created a fund for a specific purpose.
Restricted funds can only be used for restricted purposes within the objects of the Charity. Restrictions arise when specified by the donor or when funds are raised for restricted purposes. Where required, a monitoring report is sent to the donor or funder detailing expenditure. Further explanation of the nature and purpose of each fund is included in Note 20 on pages 45 to 46.
## **Income**
All incoming resources are included on the Statement of Financial Activities (SoFA) when the Charity is legally entitled to the income and the amount can be quantified with reasonable accuracy. Grants and donations are only included in the SoFA when the general income recognition criteria are met.
There has been no offsetting of assets and liabilities, or income and expenses, unless required or permitted by the FRS 102 SORP or FRS 102.
## **Expenditure**
Expenditure is recognised once there is a legal or constructive obligation to make payment to a third party, it is probable that settlement will be required, and the amount of the obligation can be measured reliably.
Costs of raising funds is detailed on Note 6 on page 39 and comprises the costs associated with attracting voluntary income and any fundraising events. Charitable expenditure is detailed in Note 7 on page 39, and comprises those costs incurred by the Charity in the delivery of its activities. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature to support them.
All expenditure is accounted for on an accruals basis.
-36-
**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
**NOTES TO THE FINANCIAL STATEMENTS – continued FOR THE YEAR ENDED 31 MARCH 2024**
## **1. ACCOUNTING POLICIES – continued**
## **Going concern**
The financial statements have been prepared on a going concern basis, as the Trustees believe that no material uncertainties exist. The Trustees have considered the level of funds held and the expected level of income and expenditure for 12 months from authorising these financial statements and consider these sufficient for the Charity to be able to continue as a going concern.
## **Tangible fixed assets**
Tangible fixed assets are stated at cost or valuation less depreciation. Individual fixed assets costing £1,000 or more are capitalised.
Depreciation is provided at rates calculated to write off the cost or valuation of fixed assets, less their estimated residual value, over their expected useful lives on the following bases:
**Asset Category Annual Rate** Motor Vehicles 25% on cost Specialist Equipment 25% on cost Computer Equipment 33.33% on cost Fixtures and Fittings 20% on cost Freehold Buildings 2% on cost Land No depreciation
## **Investments**
Investments are a form of basic financial instrument and are initially recognised at their transaction value and subsequently measured at their fair value as at the balance sheet date using the closing quoted market price when the amount is material. The income arising on the investments is shown under investment income in the Statement of Financial Activities.
Gains and losses on investment assets disposed of are shown as gains and losses in the Statement of Financial Activities.
## **Cash at bank and in hand**
Cash at bank and in hand represents bank accounts where funds are available on demand.
## **Stocks**
Stocks are valued at the lower of cost and net realisable value, after making allowance for obsolete and slow-moving items.
## **Debtors**
Trade and other debtors are recognised at the settlement amount due. Prepayments are recognised at the invoiced cost prepaid.
## **Creditors and Provisions**
Creditors and provisions are recognised where the Charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.
## **Taxation**
The Charity is an exempt charity within the meaning of schedule 3 of the Charities Act 2011 and is considered to pass the tests set out in Paragraph 1 Schedule 6 Finance Act 2010. Accordingly, it is potentially exempt from taxation in respect of income and capital gains received to the extent that such income or gains are applied to exclusively charitable purposes. No provision for taxation has been made in these financial statements.
## **Pension costs and other post-retirement benefits**
The Charity operates a defined contribution pension scheme and was offered to all staff. Contributions payable to the Charity’s pension scheme are charged to the Statement of Financial Activities in the period to which they relate.
-37-
## **CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **NOTES TO THE FINANCIAL STATEMENTS – continued FOR THE YEAR ENDED 31 MARCH 2024**
## **2. INCOME FROM DONATIONS AND LEGACIES**
|Donations
Grants and Service Level fees
Legacies, Bequests and In Memory|**2024**
**£**
**19,297**
**-**
**-**
**19,297 **|**_2023_**
**_£_**
_4,657_
_47,496_
_6,051 _
_58,204 _|
|---|---|---|
Income from donations and legacies was £19,297 (2023: £58,204) of which £19,297 was unrestricted (2023: £58,204) and £nil was restricted (2023: £nil).
## **3. INCOMING RESOURCES FROM CHARITABLE ACTIVITIES**
|**Activity**
Grants - unrestricted
Core Services
Grants - restricted
CAF Resilience
Grants - restricted
The Lost 500 – Big Lottery
Grants - restricted
The Lost 500 – City Bridge Foundation
Grants - restricted
The Lost 500 – Edward Gosling
Grants - restricted
The Lost 500 – Vision Foundation
Grants - restricted
The Lost 500 – Other Funders
Grants - restricted
Children and Young People’s Programme
Grants - restricted
Community Organisations Cost of Living
Fund
Grants - restricted
Community Transport Project
Grants - restricted
Croydon Vision Community Events
Grants - restricted
We can create too
Service users Income
Core Services
**INCOME FROM TRADING ACTIVITIES**
Fundraising
Hall hire
Rent received
Other
Income earned from trading activities was £115,286 (2023: £95,203) all unrestricted.
**INVESTMENT INCOME**
Investment income||**2024**
**£**
**75,330**
**-**
**148,989**
**51,433**
**12,500**
**34,874**
**-**
**8,250**
**35,992**
**165,785**
**10,000**
**7,364**
**55,978**
**606,495**
**2024**
**£**
**8,821**
**58,758**
**47,622**
**85**
**115,286**
**2024**
**£**
**1,595**|**_2023_**
**_£_**
_43,980_
_89,986_
_138,984_
_17,733_
_12,500_
_14,946_
_7,350_
_-_
_-_
_202,500_
_-_
_16,091_
_26,826_
_570,896_
**_2023_**
**_£_**
_6,909_
_54,846_
_33,448_
_-_
_95,203_
**_2023_**
**_£_**
_692 _|
|---|---|---|---|
|||||
|||||
## **4. INCOME FROM TRADING ACTIVITIES**
## **5. INVESTMENT INCOME**
All the Charity’s investment income of £1,595 (2023: £692) is unrestricted.
-38-
## **CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **NOTES TO THE FINANCIAL STATEMENTS – continued FOR THE YEAR ENDED 31 MARCH 2024**
## **6. RAISING FUNDS**
|AGM, Marketing costs and rebrand
Direct fundraising costs
Fundraising events|**2024**
**£**
**6,400**
**45,975**
**20,134**
**72,509**|**_2023_**
**_£_**
_16,362_
_43,248_
_-_|
|---|---|---|
|||_59,610_|
Of the total raising funds expenditure of £72,509 (2023: £59,610), £8,749 was in respect of restricted funds (2023: £49,858) and £63,760 was in respect of unrestricted funds (2023: £9,752).
## **7. CHARITABLE ACTIVITIES COSTS**
|**Direct costs**
**Governance**
**(See note 8)**
**£**
**£**
CAF Resilience
-
-
Children and Young People’s Programme
8,250
-
Community Organisations Cost of Living Fund
34,971
-
Community Transport Assets
35,500
-
Community Transport Project
158,596
1,676
Core Services
222,511
22,937
Croydon Vision Community Events
7,214
-
The Lost 500 Project
238,291
5,228
We can create too Project
7,994
-
713,327
29,841|**2024**
**Totals**
**£**
**-**
**8,250**
**34,971**
**35,500**
**160,272**
**245,448**
**7,214**
**243,519**
**7,994 **
**743,168**|**_2023_**
**_Totals_**
**_£_**
_54,037_
_-_
_-_
_5,917_
_52,997_
_366,095_
_-_
_180,674_
_15,461 _|
|---|---|---|
|||_675,181 _|
Of the total charitable activities’ costs of £743,168 (2023: £675,181), £497,719 was in respect of restricted funds (2023 £309,086), £230,044 was in respect of unrestricted funds (2023: £350,689) and £15,405 in respect of endowment funds (2023: £15,406)
## **8. GOVERNANCE COSTS**
|Accountancy fees
Health & Safety
HR fees
Independent Examiner fee
Payroll fees
Professional fees|**2024**
**£**
**13,597**
**5,270**
**9,364**
**1,200**
**410**
**-**
**29,841**|**_2023_**
**_£_**
_9,789_
_4,018_
_5,706_
_990_
_390_
_3,925_
_24,818_|
|---|---|---|
Of the total governance costs of £29,841 (2023: £24,818), £6,904 was in respect of restricted funds (2023: £3,900) and £22,937 was in respect of unrestricted funds (2023: £20,618).
## **9. TRUSTEES' REMUNERATION AND BENEFITS**
The Charity Trustees were not paid or received any other benefits from employment with the Charity in the year (2023: £nil) neither were they reimbursed expenses during the year (2023: £nil).
-39-
## **CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **NOTES TO THE FINANCIAL STATEMENTS – continued FOR THE YEAR ENDED 31 MARCH 2024**
## **10. STAFF COSTS**
|Wages and salaries
Social security costs
Pension costs|**2024**
**£**
**372,754**
**26,509**
**15,924**
**415,187**|**_2023_**
**_£_**
_322,573_
_23,538_
_14,961 _
_361,072_|
|---|---|---|
One employee had employee benefits in excess of £60,000 in the £60,000- £70,000 band (2023: 1).
Pension costs are allocated to activities in proportion to the related staffing costs incurred.
The Senior Management Team of the Charity comprises of the Trustees and those detailed on page 1 of the Trustees report. The total employee benefits of the key management personnel of the Charity were £160,828 (2023: £118,348).
## **11. STAFF NUMBERS**
The average monthly number of employees (including casual and part time staff) during the year was as follows:
||**2024**|**_2023_**|
|---|---|---|
||**Numbers**|**_Numbers_**|
|Senior Management Team|3|_4_|
|Other Direct Charitable Staff|12|_9_|
||
15|_13_|
## **12. PENSION COSTS**
The company has a defined contribution pension scheme, which all employees are entitled to join. The company contributes 5% and the employees contributed 5% and employees may make further additional voluntary contributions.
During the year ended 31 March 2024, the Charity's total contributions amounted to £15,924 (2023: £14,961).
The Trustees are satisfied that any foreseeable change in employer’s contributions can be budgeted for without detriment to the Charity’s on-going activities.
## **13. TRANSACTIONS AND RELATED PARTIES**
None of the Trustees received remuneration from their work with the Charity as Trustees. However, one of our Trustees (Frances Cullen) leads an activity at Croydon Vision and charges the organisation at a substantially reduced rate. Any connection between a Trustee or Senior Manager of the Charity with Service User, external contractor or suppler of services must be disclosed to the full Board of Trustees in the same way as any other contractual relationship with a related party.
There were no other material related party transactions during the period.
-40-
## **CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **NOTES TO THE FINANCIAL STATEMENTS – continued FOR THE YEAR ENDED 31 MARCH 2024**
## **14. TANGIBLE FIXED ASSETS**
|**COST/VALUATION**
At 1 April 2023
Additions
Disposal
At 31 March 2024
**DEPRECIATION**
**NET BOOK VALUE**
At 31 March 2024
At 31 March 2023
At 1 April 2023
Charge for year
Eliminated on disposal
At 31 March 2024|**Freehold**
**Property**
**Unrestricted**
**Freehold**
**Property**
**Endowment**
**Other Assets**
**£**
**£**
**£**
344,581
1,155,419
235,369
-
-
1,661
-
-
-
344,581
1,155,419
237,030
303,351
1,017,170
107,112
307,946
1,032,575
150,668
36,635
122,844
84,701
4,595
15,405
45,217
-
-
-
41,230
138,249
129,918|**Totals**
**£**
1,735,369
1,661
-
1,737,030
1,427,633
1,491,189
244,180
65,217
-
309,397|
|---|---|---|
## **Valuation of the Freehold Property**
A revaluation of the freehold property was carried out in May 2015 by an external firm of valuers and property was valued on an “existing use” basis at £1,500,000. This was split between £500,000 land and £1,000,000 buildings.
## **Endowment Funds**
In previous years, £500,000 of the freehold property was originally regarded by the Charity Commission as a permanent endowment and therefore restricted. At the time of the last valuation before May 2015, the freehold buildings had a total net book value of £649,115. So, using the fraction £500,000/£649,115 the restricted proportion is calculated at £1,017,170 net book value as at 31 March 2024 (2023: £1,032,575).
## **15. FIXED ASSET INVESTMENTS**
|**£**
**Listed**
**Investments**
**MARKET VALUE**
At 1 April 2023
458
Additions
-
Disposals
-
Revaluation
-
At 31 March 2024
458|**£**
**Totals**
458
-
-
458|
|---|---|
The remaining non-UK listed investments are 135 shares in Banco Santander, S.A. shares of €0.50 nominal value. Revaluation was considered to be immaterial due the small value of the shares held.
-41-
## **CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2024**
## **16. DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR**
|Other debtors
Accrued income|**2024**
**£**
**45,226**
**31,793**
**77,019**|**_2023_**
**_£_**
_54,568_
_29,800_
_84,368_|
|---|---|---|
## **17. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR**
|**2024**
**£**
Trade creditors
**20,651**
Deferred income
**156,944**
Tax and social security
**6,332**
Other creditors and accrued expenses
**14,046**
**197,973**|**_2023_**
**_£_**
_17,422_
_166,694_
_8,641_
_3,885_
_196,642_|
|---|---|
## **18. ANALYSIS OF NET ASSETS BETWEEN FUNDS**
Current year information for the net assets between funds:
|**Unrestricted**
**Restricted**
**Funds**
**Funds**
£
£
Fixed assets
309,880
100,583
Investments
458
-
Current assets
75,469
170,037
Current liabilities
(44,836)
(153,137)
340,971
117,483
Comparative year information for the net assets between funds:
**Unrestricted**
**Restricted**
**Funds**
**Funds**
£
£
Fixed assets
322,531
136,083
Investments
458
-
Current assets
65,217
183,184
Current liabilities
(26,139)
(170,503)
362,067
148,764|**Endowment**
**Funds**
£
1,017,170
-
-
-
1,017,170
**Endowment**
**Funds**
£
1,032,575
-
-
-
1,032,575|**2024**
**Total**
**Funds**
**£**
1,427,633
458
245,506
(197,973)
1,475,624
**2023**
**Total**
**Funds**
**£**
1,491,189
458
248,401
(196,642)
1,543,406|**_2023_**
**_Total_**
**_Funds_**
**_£_**
_1,491,189_
_458_
_248,401_
_(196,642)_|
|---|---|---|---|
||||_1,543,406_|
||||**_2022_**
**_Total_**
**_Funds_**
**_£_**
_1,381,851_
_458_
_319,327_
_(157,085)_|
||||_1,544,551 _|
-42-
## **CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2024**
## **19. MOVEMENT IN FUNDS – Current Year**
|**MOVEMENT IN FUNDS – Current Year**||||||
|---|---|---|---|---|---|
||||**Net movement**|**Transfers**||
|||**At 1/4/23**|**in funds**|**between funds**|**At 31/3/24**|
|||**£**|**£**|**£**|**£**|
|**Unrestricted funds**||||||
|General fund – Free reserves||54,121|(16,501)|-|37,620|
|**Designated funds**||||||
|Designated fund – Freehold building||307,946|(4,595)|-|303,351|
|||362,067|(21,096)|-|340,971|
|**Restricted funds**||||||
|Children & Young People Fund||-|-|-|-|
|Community Organisations Cost of Living Fund||-|-|-|-|
|Community Transport Assets||136,083|(35,500)|-|100,583|
|Community Transport Project||6,086|5,093|-|11,179|
|Lost 500 Project||5,965|(244)|-|5,721|
|We can create too||630|(630)|-|-|
|||148,764|(31,281)|-|117,483|
|**Endowment funds**||||||
|Freehold Building|1,032,575||(15,405)|-|1,017,170|
||1,032,575||(15,405)|-|1,017,170|
|**TOTAL FUNDS**|1,543,406||(67,782)|-|1,475,624|
|Net movement in funds for the current year are as follows:||||||
|||**Income**|**Expenses**||**Movement in**|
||||||**funds**|
|||**£**|**£**||**£**|
|**Unrestricted funds**||||||
|General fund||272,708|(289,209)||(16,501)|
|Designated fund – Freehold building||-|(4,595)||(4,595)|
|||272,708|(293,804)||(21,096)|
|**Restricted funds**||||||
|Children & Young People||8,250|(8,250)||-|
|Community Organisations Cost of Living Fund||35,992|(35,992)||-|
|Community Transport Assets||-|(35,500)||(35,500)|
|Community Transport Project||165,785|(160,692)||5,093|
|Croydon Vision Community Events 2023||10,000|(10,000)||-|
|Lost 500 Project||247,796|(248,040)||(244)|
|We can create too||7,364|(7,994)||(630)|
|||475,187|(506,468)||(31,281)|
|**Endowment funds**||||||
|Freehold Building||-|(15,405)||(15,405)|
|||-|(15,405)||(15,405)|
|**TOTAL FUNDS**||747,895|(815,677)||(67,782)|
-43-
## **CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **NOTES TO THE FINANCIAL STATEMENTS – continued FOR THE YEAR ENDED 31 MARCH 2024**
## **19. MOVEMENT IN FUNDS – Previous year**
|**MOVEMENT IN FUNDS – Previous year**||||||
|---|---|---|---|---|---|
||||**Net movement**|**Transfers**||
||**At 1/4/22**||**in funds**|**between funds**|**At 31/3/23**|
|||**£**|**£**|**£**|**£**|
|**Unrestricted funds**||||||
|General fund – Free reserves||176,412|(122,291)|-|54,121|
|**Designated funds**||||||
|Designated fund – Freehold building||312,540|(4,594)|-|307,946|
|||488,952|(126,885)|-|362,067|
|**Restricted funds**||||||
|CAF Resilience||7,618|(7,618)|-|-|
|Community Transport Assets||-|136,083|-|136,083|
|Community Transport Project||-|6,086|-|6,086|
|Lost 500 Project||-|5,965|-|5,965|
|We can create too|||630|-|630|
|||7,618|141,146|-|148,764|
|**Endowment funds**||||||
|Freehold Building|1,047,981||(15,406)|-|1,032,575|
||1,047,981||(15,406)|-|1,032,575|
|**TOTAL FUNDS**|1,544,551||(1,145)|-|1,543,406|
|Net movement in funds for the previous year are as follows:||||||
|||**Income**|**Expenses**||**Movement in**|
||||||**funds**|
|||**£**|**£**||**£**|
|**Unrestricted funds**||||||
|General fund||233,556|(355,847)||(122,291)|
|Designated fund – Freehold building||-|(4,594)||(4,594)|
|||233,556|(360,441)||(126,885)|
|**Restricted funds**||||||
|CAF Resilience||89,986|(97,604)||(7,618)|
|Community Transport Assets||142,000|(5,917)||136,083|
|Community Transport Project||60,500|(54,414)||6,086|
|Lost 500 Project||191,513|(185,548)||5,965|
|We can create too||16,091|(15,461)||630|
|||500,090|(358,944)||141,146|
|**Endowment funds**||||||
|Freehold Building||-|(15,406)||(15,406)|
|||-|(15,406)||(15,406)|
|**TOTAL FUNDS**||733,646|(734,791)||(1,145)|
-44-
**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
**NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2024**
## **20. FUND DESCRIPTION**
## **Unrestricted Funds**
## General Fund
This fund is held to meet the day-to-day activities of the Charity in line with the Charity’s objectives. This fund has been raised through donations, legacies and grants from Trusts and Foundations, an example below:
## **Garfield Weston Foundation - Changing how we see, changing how we are seen**
This funding enabled the charity to upscale services, reaching many more people living with sight loss in Croydon, the journey from **Surviving to Thriving**
How we did this.
- Outreach Service
- Lunch Service
- Counselling Service
- Advice & Advocacy Service
- Upskilling through accessible Tech Training
## **Designated Funds**
## Freehold Building
This fund is held to match the unrestricted element of the Charity’s freehold buildings. The unrestricted portion of the building has a net book value at 31 March 2024 of £307,946 see note 14, page 41 for further details).
## **Endowment Funds**
## Freehold Building
In previous years, £500,000 of the freehold property was originally regarded by the Charity Commission as a permanent endowment and therefore restricted. At the time of the last valuation before May 2015, the freehold buildings had a total net book value of £649,115. So, using the fraction £500,000/£649,115 the restricted proportion is calculated at £1,017,170 net book value as at 31 March 2024 (2023: £1,032,575).
## **Restricted Funds**
## CAF Resilience
The CAF grant focused on transformational change as we build to sustain the organisation over the next three years.
- To reach more people and smash taboos of sight loss
- Becoming an organisation that ‘teach people to fish’ thereby increase independence.
- Develop our model, Heart of a Charity, and Mindset of a Business
-45-
**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
**NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2024**
## **20. FUND DESCRIPTION**
## **Restricted Funds**
## **Motability Foundation - Community Transport Assets and Project**
We kicked off year one of project, it had steeped learnings with many satisfactions of meeting needs. The project is directly aimed at improving community transport options in the London Borough of Croydon for people living with the disability of sight loss and sometimes other complex health conditions. To meet the needs of our existing members, others in the community who are impaired by sight loss and mobility issues together with targeting the individuals who are part of the Lost 500 project and their families.
To further collaborate with existing organisations that we work with as well as to forge new relationships, therefore extending the support we offer to many more people in Croydon. The funding is twofold;
Capital cost to purchase 3 minibuses, replacing our old fleet. Ongoing project support for community transport for people with sight loss and other disabilities.
## See impact – page 10
## **We can create too – Morrisons**
This project was a game changer for our members. So far, we’ve organised 34 sessions of art and pottery, 29 sessions of craft workshops as well as events and exhibitions, all of which promotes social inclusion, wellbeing, and increased selfesteem. Below gives some impact shared by Members.
“Prior to the art and pottery classes, I would be alone, staring at the walls in the care home I reside. It made me feel depressed and anxious. Now, I come to the art class in the morning and pottery in the afternoon. I enjoy being creative. I’ve been showing other people my work and they are surprised; wondering how I do it and how I think of things that makes me feel good. Croydon Vision is a nice environment and makes me feel good. I feel more relaxed doing art, it helps with my mental health. We are looking forward to show casing our work in Croydon.” **Mark.**
## **Lost 500 Project**
Year two of this project sees increased outreach, resulting in 268 new members, meeting their needs. The project is funded by The Big Lottery, Edward Gostling Foundation, City Bridge Foundation, The Powell Foundation, The Vision Foundation other funders.
In the midst of a pandemic, it became absolutely clear that the referral system is failing people in Croydon. Upon initial diagnosis of their sight loss, **527** individuals were left on their own, not referred by statutory professionals to Croydon Vision. The 527 individuals continue to be dependent on family/friends, isolated and many living a degenerating lifestyle. We wanted to reach these individuals and transform lives.
The total cost of the project amounts to £869,182 (excluding Outreach expansion). We are grateful to the above funders (some 3/2/1 year), their support enables us to transform the lives of:
**47 –** Children and Young People **364** – Working Age **116** – Over 65s
- Improve the physical and mental health of people with sight loss
- • Improve inclusion in the labour market.
- Help overcome technological and digital exclusion
## **21. CAPITAL COMMITMENTS**
The Charity has authorised and contracted for expenditure of £Nil. The Charity has authorised but not contracted for expenditure of £Nil in its capital budget for the upcoming year.
-46-
**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **DETAILED STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2024**
|**Voluntary income**
Donations
Grants and service level contracts
Legacies, Bequests, and in Memory
**Incoming resources from charitable activities**
Service users’ income
Grants
**Activities for generating funds**
Fundraising events
Hall hire
Rent received
Other
**Investment Income**
Bank Interest
Dividends
**Other Income**
Sundry income
**Total incoming resources**
**Fundraising costs**
AGM, Marketing costs and rebrand
Direct fundraising costs
Fundraising events
**Charitable activities**
Staff Salaries
Team Training (staff and volunteers)
Staff Recruitment
Contract Staff
Staff Travelling and Meetings
Staff Welfare
Consultancy
Depreciation
Direct Projects expenses
Flat expenses
Hall expenses
IT and website
Office Administration
Premises expenses
Lift project
Volunteer expenses|**2024**
**£**
19,297
-
-
19,297
55,978
550,517
606,495
8,821
58,758
47,622
85
115,286
1,589
6
1,595
5,222
**747,895**
6,400
45,975
20,134
72,509
415,187
2,833
758
36,529
1,203
1,727
5,561
65,217
77,696
10,155
6,198
11,870
26,414
46,843
-
5,136
713,327|**_2023_**
**_£_**
_4,657_
_47,496_
_6,051_
_58,204_
_26,826_
_544,070_
_570,896_
_6,909_
_54,846_
_33,448_
_-_
_95,203_
_678_
_14_
_692_
_8,651 _
**_733,646_**
_16,362_
_43,248_
_-_
_59,610_
_361,072_
_9,450_
_8,232_
_9,001_
_1,393_
_3,242_
_5,307_
_43,001_
_48,982_
_23,456_
_15,636_
_10,438_
_48,629_
_53,488_
_6,657_
_2,379_
_650,363_|
|---|---|---|
This page does not form part of the statutory financial statements
-47-
**CROYDON VOLUNTARY ASSOCIATION FOR THE BLIND (A CHARITABLE INCORPORATED ORGANISATION)**
## **DETAILED STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2024**
|**Operating (Deficit)**
**Governance costs**
Accountancy fees
Health & Safety
HR fees
Independent Examiner fee
Payroll fees
Professional fees
**Total resources expended**|**2024**
**£**
**(67,782)**
13,597
5,270
9,364
1,200
410
-
29,841
**815,677**|**_2023_**
**_£_**
**_(1,145) _**
_9,789_
_4,018_
_5,706_
_990_
_390_
_3,925_
_24,818_
**_734,791_**|
|---|---|---|
This page does not form part of the statutory financial statements
-48-