Annual Accounts Report and Financial Statements For the year ended 31[st] March 2022 Registered Charity No 218795 Registered Company No 00421688 1 ## **BIRMINGHAM VOLUNTARY SERVICE COUNCIL Report and Financial Statements for the year ended 31[st] March 2022** |Contents|| |---|---| ||Page| |Report of the Trustee Board:|3| |Legal and Administrative Details|3| |Structure Governance and Management|5| |Objectives & Activities, Achievements &|| |Performance|6| |(Includes Public Benefit Statement)|| |Financial Review|29| |Plans for Future Periods|31| |Statement of Directors' Responsibilities|35| |Report of the Independent Auditors|36| |Consolidated Statement of Financial Activities|40| |Balance Sheet|41| |Consolidate Cash Flow Statement|42| |Notes to the Cash Flow Statement|43| |Notes to the Financial Statements|44| ## **BIRMINGHAM VOLUNTARY SERVICE COUNCIL Report and Financial Statements for the year ended 31[st] March 2022** ## **REPORT OF THE TRUSTEE BOARD** The Trustee Board presents its annual report and the audited financial statements for the year ended 31[st] March 2022, which also incorporates the directors’ report. The trustees confirm the annual report and financial statements comply with the current statutory requirements, the memorandum and articles of association and the provisions of Statement of Recommended Practice (SORP), applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019). The charitable company qualifies as a small company under The Companies Act 2006 section 383. ## **LEGAL AND ADMINISTRATIVE DETAILS** **Name** : Birmingham Voluntary Service Council, BVSC **Legal Form:** A registered charity and a private company limited by guarantee in England and Wales **Registered Company Number:** 00421688 **Registered Charity No:** 218795 **Registered Office and Operational Address** : First Floor Livery Place 35 Livery Street Birmingham B3 2PB ## **BOARD OF MANAGEMENT** ## **Officers** President: The Lord Mayor of Birmingham Chair: Jonathan Driffill Vice Chair: Lisa Martinali Second Vice Chair: Amrick Singh Ubi Treasurer: David Harris **Co-opted Members** Jonathan Driffill David Harris Ricky Joseph 3 ## **Member Representatives** Matthew Daniels - Age UK Birmingham Matthew Forsyth - Sport 4 Life UK Lisa Martinali - The Pioneer Group Jackie Owen - Home from Hospital Care Des Workman - Robin Day Centre Dr Fathi Elsadig Jamil - Community Resource Information Centre **Network Representatives** Peter Rookes - Birmingham Council of Faiths Amrick Singh Ubhi - Nishkam Centre **City Council Representatives** Councillor Mohammed Idrees Councillor Ken Wood ## **Company Directors:** Matthew Daniels (Resigned 25/05/2022) Jonathan Driffill Matthew Forsyth David Harris (Appointed 2/11/2022) Cllr Mohammed Idrees Fathi Jamil Ricky Joseph Lisa Martinali Jackie Owen Peter Rookes Amrick Singh Ubhi Cllr Ken Wood (Resigned 22/02/22) Des Workman **Chief Executive** : Brian Carr **Company Secretary:** Jasbir Rai **Bankers** : Unity Trust Bank plc Nine Brindley Place Birmingham B1 2HB **Solicitors:** Anthony Collins Solicitors Elizabeth Scholes 134 Edmund Street Employment Law and Birmingham HR Services B3 2ES **Senior Statutory Auditor:** Andrew Morris FCA **Independent Auditors:** Dains Audit Limited 15 Colmore Row Birmingham B3 2BH 4 ## **STRUCTURE, GOVERNANCE AND MANAGEMENT** ## **Governing Document:** BVSC is a charitable company limited by guarantee, registered as a company limited by guarantee on the 17[th] October 1946 and as a charity on the 28[th] February 1964. The memorandum of association establishes the charity’s objectives and powers and the charity is governed under its articles of association. The memorandum and articles of association were last updated on the 31[st] October 2006. BVSC’s Board of Management is appointed at the Annual General Meeting. The Board consists of the Honorary Treasurer, 6 representatives nominated from time to time by Affiliated Bodies and 2 representatives nominated from Birmingham City Council and 2 Voluntary Sector representatives. The Board of Management may co-opt up to 4 additional members. The Board elects its own Chair and meets quarterly. All board members will serve for up to three years with an option to be re-elected for a further three years, with one third retiring each year. ## **Recruitment and Appointment of Trustees:** There are five types of representatives that make up the trustees of BVSC’s board: ## Member Representatives: There are six places for Member Representatives on BVSC’s board. These trustees are appointed to the board through a nomination and ballot process through our membership. The maximum term for nominees is 3 years after which they can stand for re-election if they wish for a further 3-year term. ## Co-opted Members: These are individuals that are asked to join the board because they bring a specific set of skills to the board. The Member Representatives on the board can nominate and vote up to five co-opted members onto the board, with one position reserved for the Treasurer. Cooptions are for a 3-year period with an option to be co-opted back on for a further 3 years. ## Voluntary Sector Representatives: There are two Voluntary Sector Representative places; these are selected by the Governance sub-group through an interview process, taking into account relevant networks in the city and the skills needed on the board. ## Honorary Treasurer: This trustee is voted onto the board at the Annual General Meeting, and can be recruited through a variety of avenues including personal approaches to individuals with the relevant skills. ## City Council Representatives: Birmingham City Council nominates two representatives onto the board on a yearly basis. ## **Induction and Training of Trustees:** Trustees have an induction to the organisation by senior managers and have the opportunity to meet with various staff to get an understanding of the organisation and what it does. A comprehensive BVSC Trustee induction pack is prepared for each trustee and an induction day planned. Each trustee is also asked to sign-up to a code of conduct. Trustees can identify areas of skills for development and BVSC sources any relevant training. 5 ## **Organisational Structure and Decision Making:** The overall responsibility for the strategic direction of the organisation lies with the board. The board meets up to five times a year (including a strategic planning away day) and has a Governance sub-committee and a Finance and Personnel sub-committee. The board delegate some strategic and operational decision making to the Chief Executive Officer, who in turn delegates and works with a senior management team to implement these decisions. The board in negotiation with the CEO sets senior management pay. ## **The Charity:** BVSC is an umbrella organisation providing support to the Voluntary and Community sector in Birmingham and aims to work in partnership with all sectors to lead on and drive positive social change. BVSC is an independent charitable company limited by guarantee; it has three wholly owned subsidiary companies, BVSC Enterprises Ltd – BVSC’s social enterprise, TMCO Birmingham and Solihull –a social enterprise was set up to support the delivery of the Talent Match programme, which has now finished and BVSC Management Services Ltd – currently dormant. ## **Risk Management:** Risk management is embedded across the organisation and managers are responsible for managing their projects, contracts, staff and other resources within the robust policies and procedures of the organisation. The board are responsible for approving revisions and amendments to existing policies and the development of new polices. The board regularly reviews the budget, the action plan and risk assessment underpinning this budget. A health and safety group regularly reviews the processes and practices of the organisation, ensuring compliance with statutory and legal regulations with regular reports to the Deputy Chief Executive and the board. The senior management team work with the board to review environmental changes and their impact on the organisation, managing any emerging risks through strategic and business planning. The board have an away day during the year to consider the strategic direction of the organisation and to look at opportunities and how to maximise these and minimise threats. ## **OBJECTIVES AND ACTIVITIES, ACHIEVEMENTS AND PERFORMANCE** ## **Objects of the Charity:** The objects for which BVSC is established is to promote for the benefit of all the inhabitants of the City of Birmingham without distinction of age, sex, race, creed or colour or of political, religious or other opinion all or any purposes for the general good of the community which now are or hereafter may be deemed by law to be charitable and in particular the advancement of education, the development of physical improvement and the furtherance of health, and the relief of poverty, distress and sickness. 6 ## **Public Benefit Statement: Objectives and Activities for Public Benefit** The principal activity of the charity is to promote any charitable purposes for the benefit of the inhabitants of the City of Birmingham, in particular the advancement of education, the development of physical improvement and the furtherance of health and wellbeing, and the relief of poverty, distress and sickness. The trustees have referred to the guidance from the charities commission on ‘Charities and Public Benefit’. The trustees are confident that BVSC’s aims and activities of brokering volunteer opportunities, providing support to voluntary and community organisations and ensuring the influence of these organisations in the governance of the city (especially in the area of health, wellbeing of individuals, safety and education) and leading on partnership programmes to support people with complex needs, young people into employment and the elderly out of isolation are in accordance with the regulations on public benefit. These aims and activities advance education, develop physical improvement, improve health and helps to relieve poverty distress and sickness, detail of activities delivered that benefit the public is provided in the next section of the report. ## **Review of Activities, Achievements and Performance and Future Plans:** ## **A message from our Chair Jonathan Driffill and our CEO Brian Carr** : We are pleased to bring you this report into how BVSC - in collaboration with a wide range of voluntary, community, faith, social enterprise, private and public sector partners - has been working to support Birmingham and it citizens during a year of real challenges. In Birmingham, voluntary action in all its forms – from the work of local grassroots volunteers and neighbours through to the coordinated efforts of large, specialist service-based charities – has continued to be absolutely pivotal to the city’s successful handling of the coronavirus crisis and its recovery efforts. We are very aware that none of us have time to rest on our laurels. Voluntary groups (and the communities we serve) continue to face many challenges. The war in Ukraine has had a huge impact on the economy as it struggles to get back on its feet after the lockdowns. The cost of living crisis and the rising cost of energy is impacting the lives of citizens and organisations across Birmingham. As we move into this next period, we will continue to work with our partners across all sectors to do everything we can to support the sector and the citizens of Birmingham to face these challenges. This report highlights some of the work BVSC has been engaged in during the past year. As will be obvious from the details that follow, none of this would have been possible without the support, hard work and commitment of our members, volunteers, staff, funders, partners, and trustees. We thank them all, and we thank you for your ongoing interest and support of Birmingham’s voluntary, community, faith and social enterprise sector. 7 **BVSC’s Values Living our Values: Highlights of an Exceptional Year Our work is under-pinned by a commitment to our organisational values:** **Commitment** : Supporting positive change through passion, innovation and social action. **Collaboration** : Connecting individuals and organisations to work together to improve people’s lives. **Inclusion** : Empowering everyone to get involved in creating a fair and equitable Birmingham. **Integrity** : Building trust through transparently working in the interests of our sector and our citizens. 8 bvsc Our Values in Numbers 202112022 Wo worked with over 76 partnerslnetworks aeross Birmingham'$ VCFSE Sector In¢luding No wrong Door Network Engage fortsood Networ Early Help Load8 N•i9hbourhood Nètwork Support Voccino progromm6 R￿arCh portn•rshlp8 lero68 laetor) Embedding VCF5E 5e¢tor in the IQS 12 Research and evaluation projects delivered 125- •mall v•lvntary and ￿mMunitY organlsations svpp•rted with thoir payr•ll. finan¢ial management and 38 w•binars d•liverod via Business Development N•twork, Enoryy and Environment Network and oth•r Engogo for Good Aetivities .E-bvlletln: 5987 ￿￿e￿Ibe )bvso Tw•tt•r Followovs:7,274 .Linked-in: 1.786 follow• Website: Av•rag0 pago v•ews per month 47,000 Commitment ooo 100 new members 300 sign upstofunding portal (in 2 months) In¢lvsion Over £IOm paid out in grants Over 29,000 families and individuals supported- £4.3m distributed in 220 Voluntary and grants Community Sector organisations supported £5.9m distributed in grants Intsgrity d•taits ## **Review of activities:** ## **Driving Systemic Change for those facing Multiple Disadvantage:** The key driver for BVSC’s Multiple Disadvantage work in 2021/22 was the Birmingham Changing Futures Together Programme (BCFT), aimed to improve services and systems for people experiencing multiple disadvantage in Birmingham. ## **Birmingham Changing Futures Together (BCFT) – Programme in Profile – Final year summary:** The system change priorities for the programme were: 1. Services for people experiencing multiple disadvantage are accessible at the right place, at the right time. 2. People who design and deliver services are reflective of the community they service, respectful of the value of lived experience and have the skills and empathy to work effectively. 3. Services are committed to long-term connection, collaboration, and change. 4. Birmingham is invested in a forward-thinking strategy that addresses, responds to and prevents multiple disadvantage. ## **BCFT Impact** The programme successfully put multiple disadvantage on the agenda in the city and challenged the status quo on how people were being supported by services. It demonstrated the benefits of services having volunteers and staff with lived experiences and of coproducing policies and processes with people who access services. Significant outcomes included: - Birmingham Health & Wellbeing Board dedicated a section of their strategy to multiple disadvantage. - The Lead Worker Peer Mentor programme demonstrated significant cost savings and the LWPM legacy work created outputs such as podcasts and a toolkit that can continue to support lived experience employment beyond the lifetime of the programme. - Programme legacy has been identified in the national roll out of peer support workers in NHS England Liaison and Diversion services, an action that was supported by evidence generated through the pilot delivered by Shelter and Birmingham Solihull Mental Health Foundation Trust. - The unique lived experience model has proved effective in both the design and delivery of services throughout Birmingham. This has also created a ripple effect in other areas of the country, with a view to replicate the lived experience model. The No Wrong Door approach has been piloted in Walsall. - The programme has been instrumental in increasing understanding of multiple disadvantage in Birmingham, notably within West Midlands Police as a result of Inreach Outreach programme. - Aspects of the programme, such as Lead Workers and a No Wrong Door approach have been included in local authority contracts - Key programme partners such as Shelter and Birmingham Mind have incorporated learning from BCFT in their ongoing work, and Birmingham Mind were able to use 10 underspend from Lead Work Peer Mentor workstream to deliver a pilot that aimed to address the social and environmental determinants of poor mental health by supporting people accessing mental health services to access the wider support required. - The No Wrong Door navigators demonstrated the need for advocacy to support people experiencing multiple disadvantage to access the necessary support and have a positive experience of this. More generally, the No Wrong Door approach has highlighted the need for partnership working to stop people experiencing multiple disadvantage from falling through the gaps between services, having to continually repeat their story and/or receive contradictory support. - A new government funded programme for people experiencing multiple disadvantage, Changing Futures, has begun delivery across 15 areas of England. Therefore, the learning from BCFT is timely, and can support such areas to achieve their objectives. - It has helped to support the commissioning, particularly frontline services, making services more accessible, clearer navigation, more transparent and designed with the individual in mind, tailored to the client’s needs and not designed to suit the service. - Third sector leadership of programme (through BVSC) enabled flexibility and innovation and meant that learning was held beyond the lifetime of the programme. For example, BVSC research can feed learning into future research projects and other BVSC programmes, such as the Rough Sleeper Initiative who have been able to incorporate the learning into delivery BVSC’s Multiple Disadvantage team worked alongside the BCFT programme building on the learning with programmes such as RSI and Supported Exempt Accommodation Quality Standard (SEAQS0 ## **Birmingham Changing Futures Together – Key Outputs over the lifetime of the project:** - - Bridging Fund: hardship funds to support 298 individuals experiencing multiple - disadvantage (MCN) eg maintain tenancies, replacement ID etc totalling £75k (average £250 per person) - -Every Step:171 people with lived experience engaged with BCFT in co-design and co-production activity - -Lead Worker: 323 individuals experiencing high levels of multiple disadvantage engaged with and supported to access services across the city - -No Wrong Door: Over 25 organisations supported to work together in a no wrong door approach, including PIE (Psychologically Informed Environments) training and access to cross-organisational data and case management sharing tool (iCAT) - -Navigators: 1823 individuals experiencing multiple disadvantage engaged with and supported to access services across the city, 645 of those through the Navigator service 11 ## **Rough Sleeping Initiative** Birmingham like many areas saw a reduction in the number of people sleeping on the streets in the late 1990’s, this reduction was largely sustained through 2000 – 2012. Numbers then started increasing in Birmingham and nationally, hitting an official count peak in Birmingham of 91 in November 2018. However there has been a significant reduction over the past 4 years, largely due to additional funding through the Rough Sleepers Initiative (RSI) and a more coordinated response. The Rough Sleeping Initiative (RSI), initially launched in March 2018, sought to reduce the levels of rough sleeping by working with local authorities to provide specialist services, tailored to local circumstances help vulnerable people off the streets; resulting in rough sleeping figure falling to 51 in 2019 and in 2020 it stood at 17. The Rough Sleeping Initiative 2021/22 (RSI4) endeavoured to build on this, providing ongoing support to those who needed it and a route into settled accommodation. It also provided additional resource to continue supporting work to protect people sleeping rough from the COVID-19 pandemic. Birmingham received £1.4m under RSI4, an increase from the £788k on RSI3. This included several new interventions, some of which were a result of the considerable success of Birmingham’s Protect programme which provided bespoke support to 35 of the City’s most entrenched clients. BCC has contracted BVSC since 2019 through RSI funding to work in collaboration with the Rough Sleeper Initiative providers, other rough sleeping homelessness service partners and the BCC Rough Sleeping Strategic Lead, to develop joint working protocols, enhance partnership work and management of risks; and where possible develop service improvements and practice in line with overall rough sleeping strategy of the city (Rough Sleeping Addendum 2021). Taking learning from BCFT and adopting the ethos of No Wrong Door Network, there is improved partnership working between providers including co-locating services and sharing resources, and a commitment to providing opportunities for people with lived experience. In addition front facing homeless services in the City have committed to working in a trauma informed way to support rough sleepers and those presenting with complex needs. Trauma Informed training is being rolled out across services with the aim of providing staff with a greater understanding of trauma and associated behaviours so that they are better equipped to support individuals. Training also covers resilience and vicarious trauma so that staff can recognise signs of ‘burnout’ and put measures in place to safeguard their own wellbeing. Over the past 12 months there has been a focus on coordination of faith-based organisations who provide a street feeding service to the homeless community. Following a mapping exercise, it was identified that there were often multiple different groups operating in the same area on the same evening. This led to food wastage, conflicting offers of assistance from organisations who were not aware of commissioned services and drew more individuals onto the streets. There was also a mistrust from organisations of commissioned services and the Council. 12 Working closely with The Active Wellbeing Society (TAWS), WMCA, Lets Feed Brum and Colmore BID, an On Street Support Forum was established. A On Street Support Handbook was produced providing information on what commissioned services are available and how to refer into them. There were also offers of training for volunteers to ensure that everyone working with homeless individuals has a basic understanding of Safeguarding, Data Protection, First Aid and Food Hygiene. The Forum meets regularly to share resources and best practice and is open to all faith-based, voluntary and community groups. They are also involved in TAWS’ wider work around food poverty. The Government has a target to achieve ‘zero rough sleeping by the end of the Parliament’ (2025). There is now recognition within the sector and DLUHC that there may never be a night when not a single person is sleeping rough in the whole of England. This raises the question as to what success may look like and how it is measured. The approach is to look for occurrences of rough sleeping to be in the first place prevented, and if rough sleeping does take place, that it be ‘Rare, Brief and Non-recurring’. RSI funding for 2022-25 seeks to continue with many existing and effective services as well as make improvements and invest in prevention in others. Through RSI funding BVSC will continue to assist in the development of rough sleeping services to ensure that services are maximising their impact and effectiveness in reducing rough sleeping and street-based activity; and prevent and resolve homelessness through the provision of good quality, advice and identification of appropriate accommodation solutions. ## **Supported Exempt Accommodation Quality Standards (SEAQS)** Birmingham has the largest Exempt Supported housing sector in the country. With greater and more effective scrutiny this could be an asset, enhancing the offer of accommodation for individuals experiencing homelessness. The Quality Standards alongside the ‘Charter of Rights’ aim to support this complex issue. Working in partnership with Birmingham City Council, the BVSC SEAQS Team has developed a set of endorsed quality standards to assess and evaluate exempt accommodation providers and their managing agents. The three standards relate to Leadership and Management, Referral Assessment and Supervision, Residents. These standards aim to improve the quality, accessibility and quantity of good accommodation offered in the city. By creating more suitable quality accommodation, it will improve both outcomes for those in crisis, but also prevent people who are currently stable from deteriorating and support their recovery. The intention is to create a ‘new normal’ of quality accommodation for a group that is currently offered accommodation of varying quality. This will be achieved by focusing on driving out any poor-quality offer by not awarding them the standards, whilst protecting the market position of those providers that best meet the requirements of individuals requiring accommodation. 13 The Exempt Accommodation Team have been continuing to promote their Quality Standards and Charter of Rights, encouraging landlords and managing agents to become accredited. The Charter is intended to ensure residents who are accessing or living in noncommissioned exempt accommodation are aware of what they should expect from their housing provider and their living environments. It aims to ensure residents can increase their confidence about speaking up if they need clarity or feel that they are not being treated fairly. It also aims to give residents access to a tool that will help them understand both their experiences and concerns and communicate these to the relevant individuals or organisations. The team is also working more closely with the Housing Transition Team as well as Birmingham City Council workstreams such as the Supported Housing Team, the Community Safety Team, and the Adult Social Work Team to ensure assessment of the quality standards is given a 360-degree perspective. BCC will be adopting a council wide approach to commissioning, placing conditions on use of exempt accommodation based on their adherence to the quality standard and Charter. Landlords and managing agents are required to engage with the Exempt Accommodation Team around this before the end of September 2022 in order to continue receiving referrals from the City and partners. Currently there are 41 who are actively engaged with the Quality Standards with providers having implemented or updated policies and procedures that were not already in place. Birmingham City Council have submitted their bid for the Supported Housing Improvement Programme for next 2 years, which the SEAQS falls within. ## **Domestic Abuse needs assessment** BVSC were successful in securing funding from BCC to carry out Domestic Abuse assessment of need, mapping exercise, review of the DA Strategy in Birmingham. **Key Achievements:** - ➢ The Domestic Abuse needs assessment work will have a Strategic impact and has already influenced commissioning of new services identified through the assessment eg commissioning work around learning disability and domestic abuse. - ➢ Engaged with over 100 survivors, and approx. 300 professionals to assist in the compilation of the reports. . 14 ## **Providing resources to support community development:** Following the pandemic when events and training courses (except online) were cancelled, delegates are now returning to BVSC events (both online and face to face) and BVSC has enjoyed high levels of bookings and attendance across all areas of the business. BVSC events included: - Engage for Good Funding & Business Development weekly webinars - Engage for Ukraine meetings - Engage for Good Environment and Energy Network meetings - ‘Sharing the Cake’ community development practitioners’ webinars - Business Breakfast: Reducing violence in Lozells and Newtown - BVSC Accelerator Programme - How to Run Great Community Meetings webinar series - Embedding the VCFSE sector into Birmingham and Solihull's Integrated Care System sessions - ‘Space to Think’ webinars ## **Engaging the sector for good** The Strategic Partnership programme is progressing with workstreams being developed. Engage for Good has been instrumental in establishing / participating in networks and forums including: - Business Development Network and Webinars – run on Mondays at 1pm and attracting an audience of 30+ each week. - Business Development surgeries – monthly providing small organisations the opportunity to discuss funding needs / applications - Energy and Environment Network – running monthly attracting an audience of organisations from across the sector - Employment and Skills Network – a monthly webinar attracting interest from organisations working on employability - Birmingham Race Inequality Group (BRIG) – BVSC supporting the group and leading work on the VCFSE mini summit - Social Prescribing – an ad hoc forum to discuss the potential of a City-Wide approach - • Real Living Wage campaign – leading work across the sector to promote the Real Living Wage Through Engage for Good we have launched the Engage for Funding portal. This provides organisations (with a turnover below £1million) with access to a portal of funding opportunities. Since its launch in February over 300 organisations have signed up to use the portal. We are aligning use of the portal with membership and have seen an increase in both individual and organisation membership of BVSC over the past month. 15 ## **Communities and Older Adults** ## **Making Birmingham a better place to grow older:** Ageing Better was a 6 year program to reduce isolation in older adults, and was extended for a year to the end of this year. ## **Ageing Better - Programme lifetime achievements:** 10,000 Birmingham Citizens of all ages work together within communities to support older adults out of loneliness and social isolation – Achieved 11,278. 2,500 older adults (50+) who are lonely and or socially isolated are able to overcome barriers to engage in community activity and overcome their loneliness / isolation – Achieved 3898. 50 older adults with lived experience of loneliness and isolation are involved in programme co-production and co-design – Achieved 46 (contractor paused referral in as group remained stable throughout and a number of experts remained throughout the programme). 100 older adults help design and run 100 activities that help older adults overcome isolation and loneliness – Achieved 5649 older people and 1860 activities. We supported the creation of 656 networks (community group / activities) of which 345 received funding through the AB fund/ The AB Fund distributed £501k across the city during the life of the programme. ## **The work with Birmingham City Council’s Adult Social Care directorate has strengthened during the year** . The ten Neighbourhood Network Schemes (NNSs) across the city support the voluntary, community and faith organisations in each constituency which support adults. This year the council carried out a procurement process for the NNS and also the strategic support function. BVSC was successful in keeping the contract for Development and Support which is for five years (and possibly seven years) starting in April 2022. This enables BVSC to continue to support the commissioning team and the social work teams and the NNSs. This includes providing support at the NNS steering groups and funding panels and to individual NNS leads over challenges they are facing. In addition, BVSC hosts regular meetings to enable the NNS leads to come together to hear about initiatives that could be beneficial to local citizens, to share successes and challenges and to identify areas of potential collaboration. NNS schemes have been shortlisted for a number of awards this year including the European Social Service Awards and the Municipal Journal. In July 2022 the Neighbourhood Network Schemes were also shortlisted in the Health and Social Care category at the Local Government Chronicle (LGC) Awards, the most prestigious award in local government. Representatives from Adult Social Care, each of the ten NNS teams, BVSC and the Birmingham and Solihull Integrated Care Scheme were all invited to the LGC awards in London. Competition this year was extremely tough in the Health and 16 Social Care category with the judges commenting on the tenacity and sheer excellence demonstrated throughout the entire shortlist. Unfortunately Neighbourhood Network Schemes did not win this year, but judges commented that they demonstrate: ## **An impressive change management approach at scale, developing community strength through community power.** We are delighted to announce that the Prevention and Communities Commissioning Team have won the Locality ‘Keep it Local’ Award for the work around NNS. They were nominated by Northfield Community Partnership and BVSC was invited to the awards evening. The contract provides support to the 44 commissioned Prevention and Communities grant holders. This also includes bespoke advice and also hosting meetings so the grant holders share experiences and get to meet with the commissioning team. The grants are due to be recommissioned from October 2023 and so BVSC has supported the commissioning team to do some indepth work identifying the current priorities and creating the business case and reports to be approved by the council and designing the specification and application to go live in spring 2023. BVSC has some responsibility for capturing what works and sharing good practice as well as helping to share this. BVSC Research has worked closely with the commissioning team to create a five year evaluation structure for the NNS programme. We have worked with Steph Vial Hall to run the first of two cohorts to support NNS practitioners to build their skills with a second to tun in the New Year. In addition, the community development practice hub has run regular “Share the Cake “ sessions on line and in person to connect community development workers across the city. It has hosted the Alongsiders programme, also bringing practitioners from a range of VCFSE organisations to develop skills and strengthen networks. Another successful programme has been the Great Community Meetings which will be repeated in the New year. Finally, transport has continued to be a key barrier for citizens. BVSC jumped at the opportunity to work with the Combined Authority on developing a set of proposals for a funding stream. Work will continue in the New Year to work with Community Transport providers across the region and identify ways to improve visibility and access for citizens. ## **Health and Social Care** ## **Embedding Voluntary, Community, Faith and Social Enterprise (VCFSE) sector into the Integrated Care System (ICS)** Working with partners in NHS Birmingham & Solihull, we are leading on a programme of work to embed the VCFSE sector into Birmingham and Solihull’s Integrated Care System (BSol ICS). In December 2021 we held the first round of 5 place-based meeting for Birmingham, with Warwickshire & Solihull Community and Voluntary Action (CAVA) supporting place-based discussions/developments for Solihull. The second round of meetings took place early March 2022, focusing on developing the overarching **VCFSE Leadership Alliance (Dynamic Network)** the single point of contact into the health and care system for the VCFSE sector. We are delivering a range of activities for this programme up to March 2023 in line with and the inaugural VCFSE Leadership Alliance (Dynamic Network) meeting took place in July. 17 As part of this programme, we will also be including work around **Population Health Management** and supporting the delivery of 5 training sessions for VCFSE organisation. There are also discussions around **citizen involvement** as part of the Integrated Care Partnership which will be supporting. ## **Non-digital engagement – Public Health** Work undertaken from April 2021-March 22 with Public Health and their commissioned community providers around non-digital engagement. Resources and Toolkits were created to support non-digital engagement activities, along with 1:1 support to providers where needed. During March 22 the scope was extended to include providers not commissioned through Public Health and we delivered a number of sessions for those in receipt of funding through Commonwealth Games legacy funding. Evaluation/Reporting is in process with BVSC Research, to be submitted to Public Health in August 2022. ## **Covid Vaccination Programme** We supported work around the vaccination programme for Birmingham and Solihull, in particular focus on West Birmingham, where we commissioned a number of community providers to support engagement around the vaccination uptake. The first round of commissioning too place during the summer of 2021, then a further round of commissioning took place January to end March 2022. We are in the process of completing a report of the most recent work with BVSC Research – to be submitted to the funder and shared widely. We are still awaiting funds to be transferred by BCWB CCG which has been escalated. ## **Early Help & Route 2 Wellbeing Birmingham portal** Early Help mapped assets (undertaken by the Community Connectors) have been migrated to the Route 2 Wellbeing Birmingham portal during end 2021/early 2022, with a huge range of services available supporting children, families and young people to find local support. A new Early Help landing page was launched on the portal in May 2022. ## **Social Prescribing** Through the National Academy of Social Prescribing (NSAP), we have been supporting the Midlands Regional Social Prescribing team around elements of the Learning Together programme since April 2021, with a new agreement in place up to end March 2023 Relationships are being developed with other Local Infrastructure Organisations across the Midlands and sharing learning. ## **Personalised Care Co-production Framework (PCCF)** In early 2021, we completed a short-term project to support the Personalisation team at Birmingham and Solihull Clinical Commissioning Group (BSol CCG) to co-produce a Personalised Care Framework for use across different NHS pathways. This work was undertaken with a diverse group of citizens with lived experience of personalised care and/or co-production. Existing frameworks were identified along with boundaries to their current use to form recommendations for future adapted use. The recommendations were strongly underpinned by audio recordings of participants’ stories. ## **Compassionate City Charter / Compassionate Communities** We are part of the Compassionate City Network for Birmingham, building partnerships and supporting developments around care, dying, death and bereavement across Birmingham. We were involved with Birmingham gaining Compassionate City Charter status in March 2022 – the first city in the UK. Planning is underway to take forward different strands of work under the Charter. We are also involved with BRHUmB – the research hub for end of life 18 and palliative care in the West Midlands, which is funded by the National Institute for Health Research (NIHR). ## **Personal Health Budgets and end of life care - April -Sept 2021** September 2021 saw the culmination of BVSC Health and Care involvement in Phase 2 of the Personal Health Budget and End of Life Care Project (PHB) which had been running since October 2019. Over the two and a half years of the project BVSC brought a unique approach and insight as the only non-medical organisational partner. The last 6 months saw an additional 50 hospice patients and their families benefit from BVSC’s involvement in the Project. Our perseverance in applying personalised care to all participants; persistence in seeking equity of opportunity for all individuals and all four hospice partners; rapidity of purchase and delivery; and inclusion of our diverse health and culture network partners delivered for example: tailored complementary therapy sessions; a hair-dresser who specialised in Afro-Caribbean hair;.a wedding breakfast with 12 hours notice; and a fishing trip to a patient who was homeless. Although we were disappointed not to be included in future developments of the PHB Project the lead hospice – John Taylor (now part of the Birmingham Hospice Partnership) indicated there would be further opportunity to work together where BVSC could deliver added value by building on its strategic community and social enterprise networks; exploring new ways of working with providers and partners; and encouraging community engagement in a stage of life which is often unknown or ignored – but deeply effects both health and economy. ## **Digital Inclusion Co-production Framework** Building on, and learning from the co-production work undertaken for the Personalised Care Co-production Framework, we are leading on a project supporting the BSol ICS’s agenda around Digital Inclusion. The project will run from April 2022 to March 2023. Through the project BVSC will fund up to five VCFSE partner organisations to develop a Co-production Framework for future engagement activities focusing on digital health and care services. The partner organisations will recruit diverse groups across Birmingham and Solihull, to represent citizens with lived experience from seldom seen, seldom heard communities. ## **Integrated Care System Musculoskeletal transformation pathway and Route 2 Wellbeing portal** New project commencing with partners in the ICS to further develop the portal, with focus around signposting as part of the Musculoskeletal transformation pathway, but also on the longer-term and sustainability of the portal. Project Plan agreed – awaiting contract and funds. Will be completed by end March 2023. ## **Supporting employment for young people** ## **Kick start** The Kickstart Scheme was set up by the government in summer 2020 to provide funding to create new jobs for 16 to 24 year olds on Universal Credit who were at risk of long term unemployment. BVSC was granted Kickstart employer status in April 2021 and we were approved to set up 18 employment opportunities. We established ourselves quickly to provide opportunities for organisations across the sector who were not eligible for funding or did not have the capacity to apply for funding themselves and set up all 18 vacancies – 4 within BVSC and the remaining across other organisations. We successfully filled 14 of the 18 vacancies before the deadline for filling all approved vacancies passed in March 2022. 19 All 14 of our participants on the scheme completed their placements and feedback from the employers was positive stating that each one of them had added value to their respective organisations and positions. Following completion of their 6-month placements participants moved onto the following: - 1 participant was accepted onto an apprenticeship with BVSC - 4 participants went onto secure full time permanent employment - 2 secured part time employment for a fixed term period with their kickstart employer - 1 continues to provide services as a consultant on an adhoc basis - 2 continued into further education - 3 were not certain of what they would move onto ## **Early help for Birmingham families** Three years ago, the Council and partners set up Birmingham Children’s Partnership (BCP) to help tackle many years of failing children’s services. One of the main aims of the BCP was to establish a system wide approach to Early Help in the City. This has been successful, through a nationally leading transformation and response to Covid-19. The original 2020 BCP business case was considered by the Council’s Policy and Reserves Committee in February 2020, signed off by partners in March 2020, and the design and first year of funding was formally agreed by the Modern Council Delivery Board on 6 April 2020. A further year’s funding for a citywide approach across the full ten localities was agreed in February 2021, to cover the period April 2021 – March 2022. The locality area’s are outlined below: |**Locality**|**Lead Organisation **| |---|---| |Edgbaston|Gateway Family Services| |Erdington|Compass-Support (Pioneer Group)| |HallGreen|GreenSquareAccord| |Hodge Hill|Family Action| |Ladywood|BirminghamSettlement| |Northfield|Northfield CommunityPartnership| |Perry Barr|Spurgeons| |Selly Oak|MalachiCommunityTrust| |Sutton Coldfield|Spurgeons| |Yardley|Barnardo’s| Each locality has a voluntary sector organisation, which is commissioned (technically this is a grant agreement) via BVSC to be the locality area lead. Each locality also has a team of Birmingham Children’s Trust early help workers, 80 in total across the 10 localities. There is a slightly different BCT team arrangement in Northfield, with the BCT lead in that locality delivering a SEMH ‘Pathfinder’ approach to early help. There is therefore at the core of each locality a partnership between BCT and VCS organisations. To achieve these goals our approach is founded on the principals of modern children’s services: - Working together to establish Early Help - Locality working and co-production - Relational practice with children and families 20 - Data informed and targeted support - Building capacity to tackle latent demand - Integrated provision and commissioning ## **Early Help Business Case 21/22** Each of the key areas of transformation and the associated case for change is set out below: 1. **Locality teams** – new model of voluntary sector and Birmingham Children’s Trust staff jointly leading Early Help in ten localities, connecting multi-agency professionals around the family and building Early Help capacity and social capital to reduce demand to acute services. 2. **Schools, further education and nurseries** – Placing schools at the centre of Early Help, developing a team around the education setting and enabling with shared data, shared case management and a clear offer. 3. **Community Connectors** – Developing our understanding of community resources in each locality, and training professionals across the system to connect vulnerable families to the community assets that will help them to be more resilient. 4. **Mental health and wellbeing** – Whole-school approach and much greater capacity to support children and young people following the trauma of COVID-19, including through education settings and online. 5. **Evaluation & Culture -** Bringing our vision and values to life through communications, change leadership, training and development – and crucially enabling the transformation to have reach across the children and families’ system. Independent evaluation to understand the Early Help return on investment for each partner, and ethnographic insight into what it’s like growing up in Birmingham. ## **The Early Help model for children and families** The services and support involved in early help is incredibly complex. The first layer (in green below) around the child includes their family, friends, environment and community. We then have universal services (in blue) such as schools, health visiting, libraries and GPs. And other services (in pink) that often provide early help such as the police, health, social care, housing and job centre plus. This diagram illustrates how practice in each locality and how each organisation in BCP is coming together to support and help build resilience for a family, based on local support. 21 ## **Key Deliverables for VCS lead organisations** All families who are supported, are recorded on ECINS Daily screening of cases with the Birmingham Children’s Trust Team Manager, Application of correct use of the Right Help Right Time thresholds policy for all cases. Minimum of one weekly allocation meetings take place with the wider early help partnership team, that will in due course become more multi-agency. Community connector training programme for the locality has weekly opportunities for all children and family’s professionals to understand how early help is working and can then use the knowledge of community organisations to support families. Regular (monthly/bi-monthly) steering group meetings see terms of reference. Regular locality team meetings pulling together VCS, BCT, and other partners. To work with BVSC to show the work of the early help system, and to ensure equality and performance locally and in reporting to the Early Help Board To coordinate and manage a locality-based community grants programme in partnership with NNS colleagues, funding dependant. **KPI’s** - Support 10,000 families a year city wide as recorded on ECINS - Complete 1000 early help assessments - city wide - To run over 50 training events for each locality per year on how early help is working, (minimum one per week, per locality) - To report monthly to BVSC on activity, developments, learning, - Increase the number of Early Help Assessments in the locality by all partners - Family outcomes measured from the Early Help Wheel to show distance travelled ## **Early Help Key Achievements:** - Over 2000 Early Help Assessments have been completed since April 21 - The total number of Family Connect Forms (FCF) received into the 10 localities between April 2021 and March 2022 is 38,857 • 22,000 households received financial support from the Household Support Fund since December 2021, with 13,150 of these applications resulted in families asking for more help and a FCF being triggered. - Supported over 19955 children, young people and families through digital, signposting and brief interventions, that otherwise would not have received help, reducing demand to acute services. - From June – August 2021, we have delivered intervention to 3500 individuals requesting an Early Help Intervention - 7,200 families have received financial assistance in 2021, resilience funding, supermarket vouchers prior to the household support fund - 7,000 young people have access Kooth mental health support - 8,000 families have received help from a programme of community grants in 2020 - 1,112 families have accessed on-line parenting support training since July 2020 - The Community Connectors and the EH teams have delivered 2179 early help promotion sessions on the Early Help System since April 2021, reaching 24,664 professionals. - Community Connectors have mapped over 3,500 community groups across the city and a user-friendly data base is now being developed to help partners and families can access this information ## **BVSC Grant Making** Throughout the pandemic, BVSC delivered grant making activities to both the sector and individuals that needed support. During this year we built on that an delivered a number of 22 programmes, that saw £10m come into BVSC and then go out to VCFSE organisations and families and individuals in hardship. Programmes delivered during the year included: ## **Holiday Activities Fund** Birmingham City Council have received funding from the Department for Education to run a Holiday and Food activities programme during the summer and Christmas 2021. In partnership with StreetGames UK (SG) and Birmingham Voluntary Sector Council (BVSC) the City Council are running a grant programme to meet the programme objectives. Applications were invited from the voluntary, community, charitable and social enterprise sectors to provide services in support of this programme. Funding was also available through the City Council for Statutory and private sector providers to support the programme. The total value exceeded £8m. Birmingham Holiday Activities 2021 sought to address holiday hunger, inactivity, isolation and learning loss, by children: - Having access to safe, non-stigmatising places to go for positive activity - Eating more healthily over the school holidays - Spend time with friends and being more active during the school holidays - • Taking part in engaging and enriching activities which support the development of resilience, character and wellbeing along with their wider education attainment - Being safe and not to be socially isolated - Being ready to return to school, college or to move on to work - Supported with healthy recipes and cooking on a budget - Have the opportunity to continue participating in sport and physical activity beyond the holidays - Be signposted and supported (where required) to early help/family local services The key outcomes of the programme: - Food – served in line with school meal standards - Physical Activity – minimum of 1 hour per session / day for all young people - • Enrichment – fun, engaging, enriching activities for all young people. BVSC delivery Process: - Developed bespoke grants application and assessment process which included engagement with independent assessors - Development of financial monitoring spreadsheet which included core scheme information - Development of Condition of Grant , financial monitoring form and grant payments process - Successful applicant received 80% of grant up front with the final 20 % paid following successful delivery and production of satisfactory financial monitoring returns - Undertake financial monitoring ‘visits’ on a sample of all the projects. - Quality Assurance on the programme delivery was undertaken by SG. - Grants - Applicants could apply to deliver summer programme , winter programme or both - 94 organisations were successful covering 99 schemes of which 60 covered both summer and winter 23 - Grants of £3.2m were approved and final spend was £3.1m (some underspends were returned and one organisation returned were unable to deliver) - Grants ranged from £1800 to £277,00 - Where applicants were just short of the approval threshold support was provided by SG to get them up to the required standard and were subsequently approved - Only a handful of applications were rejected ## **Stronger Communities -Commonwealth Games Legacy Grants** Stronger Communities is a programme of work to ensure BCC, and Birmingham’s citizens, maximise the benefits of hosting the Commonwealth Games in a way that builds cohesion, inclusion, and civic pride and uses the Games as a turning point in uniting the city’s population and tackling inequalities. ## **Key deliverables:** _Workstream 1_ : A city Connected by Inclusive Heritage Trails: development of an interconnected network of heritage trails that navigate through Birmingham’s history, shaped through honest and diverse stories of settlement. _Workstream 2_ : We Made Birmingham: Small grants projects to record and share stories of heritage, community activism and migration from Birmingham’s diverse communities. _Workstream 3_ Getting Communities Talking: Delivering small community grants to enable women from particularly marginalised communities to forge long-term connections with others in their communities and develop English language skills and confidence by creating spaces, opportunities and connections for dialogue and interaction across perceived divides of language, culture, ethnicity, race, age. _Workstream 4_ : Birmingham Peace Garden Proposal: This project will deliver 2 strands of work: 1 The development of a programme of commemoration and celebration events to coincide with the Games and involving audiences from all communities, ages and organisations across the city. 2 Bringing together a community partnership to be part of consultation, involvement and options-appraisal for the longer-development of the Peace Garden and producing a plan which BCC and its partners and stakeholders can use to guide longer-term development activity and approaches. _Workstream 5_ : Inspiring Future Leaders: The leadership development programme will be designed for those from under-represented backgrounds and will be provided by the BAME LEAP Partnership consisting of current and retired CEOs, NLEs, Executive Principals, Solicitors, Ofsted Inspectors, School Business Managers, School Improvement and Challenge Advisors. The following grants were awarded under the work streams: Workstream 1 – Heritage Trails = Total Award £140,000 1 Lead Organisation awarded £40,000 20 Small Grants at £5,000 each 24 Workstream 2 – We Made Brum = Total Award £110,000 2 Lead Organisations awarded £10,000 each 19 Small Grants at £5,000 each Workstream 3 – Getting Communities Talking = Total Award £105,000 28 Small Grants awarded of £3750 each Workstream 4 = 1 Lead organisation awarded £70,000 Workstream 5 = 1 Lead Organisation awarded £70,000 In total 72 Grants awarded to the value of £495,000 Delivery on these work streams started this year and will continue into next financial year. ## **Early Help Lead Agency Grants** £1.77m was paid to 9 organisations covering ten localities to support families and young children across Birmingham, BVSC supported and worked in partnership with these organisations, see report above for more details. The 9 Early Help lead agencies were also awarded a further £0.5m to support the delivery of the Household Support Fund round one. See below for more information. ## **Household Support Fund Round One** Birmingham City Council were awarded £12m Household Support Fund from Departments of Work and Pensions. BVSC worked with sector and the Council to distributed £4.2m of this through an application process via the Early Help local lead agencies. They carried out assessments and made applications for families and individuals who were eligible for support. Over 28,000 Household Support Fund applications received from the lead agencies were processed by BVSC to support families and individuals in hardship. ## **BVSC Research: Conducting Valuable Research and Analysis:** BVSC Research is a directorate within BVSC that delivers research and evaluation _with, for and about_ the voluntary, community faith and social enterprise (VCFSE) sector. We are committed to delivering high quality, relevant and accessible research and evaluation and in sharing local, regional and national intelligence about issues that impact the sector and the communities they serve. ## **Partnerships** We work in partnership with a range of organisations, academic institutions, and key stakeholders in Birmingham and beyond to ensure that our work is relevant, timely and accessible. These partnerships are integral to our work and we are hugely grateful to all the people who have worked with us over the past twelve months. 25 ## **Networks** We are active members in a number of local and national networks, where we continuously highlight the importance of involving, and valuing the contribution of, the voluntary and community sector and the communities they serve in research. ## **Research & Evaluation Activity** In 2021-2022 we completed **18 different research or evaluation** projects. All our published reports can be found on our website here: BVSC Research Unit | Birmingham Voluntary Service Council 26 ## **Learning** During 2021-2022 we were involved in delivering a number of learning events and conferences including: ## **BVSC’s Commitment to Diversity Equality and Inclusion** During the year BVSC made a commitment to The Race Code and carried out the assessment with The Governance Forum, an action plan was produced, and a lead has been 27 appointed to work across the organisation to implement this action plan. Some of the key activities will be to produce baseline information, to set targets for the whole organisation, ensure all our processes and delivery have a focus on race and to monitor progress. This information once embedded will be shared with our stakeholders. ## **A Locally Trusted Organisation** In 2021/22 BVSC continued to support Big Local Partnerships: Welsh House Farm Big Local; and Creative Civic Change and Birchfield Big Local. During the year BVSC supported Welsh House Farm and Birchfield Big Local to develop their plans to the end of the programme. These plans were approved by the Local Trust. ## **Conferences at BVSC offers affordable venue hire right in the heart of Birmingham** ## **Office space** In 2021/2022, we opened up BVSC’s building. We also supported the sector in partnership with ACIVICO funded by Birmingham City Council, to open up community assets when the lockdowns ceased. A number of on line support sessions were delivered to organisations with some 1-2-1 sessions where needed. ## **BVSC’s conferencing** BVSC’s conferencing service started to slowly pick up, sales of £69k were achieved. with a donation gift aided to the charity of £10k. We had 8 tenants, small voluntary and community organisations that we supported back into their fully managed office space within 138 Digbeth. ## **Cost-effective business solutions for growing organisations** We have in place a highly effective team of individuals – all experts in their own fields – with experience and knowledge of the not-for-profit sector, and an understanding of the issues, risks and challenges that smaller organisations face. ## **Payroll and Finance** Our Payroll and Finance Services are well established and highly valued by a variety of local organisations. We provided 46 organisations with payroll services and 76 clients accessed our finance services. These services are well received, and we are getting an increase in demand, primarily through word of mouth. ## **HR Consultancy** This year we provided HR consultancy services to a three external organisations, support is provided on an adhoc basis or a via a trainer fee and tailored to the organisation’s needs. ## **Get in touch!** If you’re considering outsourcing any of your back office functions, please get in touch for an informal chat. We’ll listen carefully to your needs and make honest recommendations for you and your organisation. 28 ## **FINANCIAL REVIEW** ## **Going Concern** The trustees have a reasonable expectation that the charitable company has adequate resources to continue to operate in the foreseeable future. They therefore continue to adopt the going concern basis in preparing the financial statements. Further details can be found under the Accounting Policies. ## **Financial Review** In the statement of financial activities, (SOFA) BVSC reports a surplus of £595k in the year, which is made up of a surplus in unrestricted funds of £20k and a surplus of £575k in restricted funds before transfers. The surplus in restricted reserves is made up of increases and decreases in funding held for specific activities note 19 gives a breakdown of all these projects. Some projects utilised reserves brought forward from the previous year and some held funding in reserves at the end of the year for delivery of activities in the coming year. The year saw a slow recovery from the pandemic, our building opened and we delivered some conferencing activities and welcomed back our tenants. The biggest single activity during the year was that of grant making. We distributed significant funds to organisations in the Voluntary and Community sector in Birmingham and we distributed significant resources to families and individuals suffering hardship. Most of this because of the on-going impact of the lockdowns and the pandemic. The grant making activities accounted for over £10m of our income and expenditure during the year. There is one post balance sheet event that needs to be noted, BVSC sold its building to developers that we had been negotiating with for over 14 years. The sale and the decamp from 138 Digbeth happened in the first quarter of 2022/2023 and will be fully reported in next years accounts. The funds received from the developer have been ring fenced to invest for the future of BVSC as a resource for the sector. ## Incoming Resources and Resources Expended: The charts below give a breakdown of how BVSC spent its income to deliver its aims and objectives and who funded BVSC during the year. 29 ## Expenditure on Activities during the year: **----- Start of picture text -----**
3%
4% 5% Sector support
13% An influential voluntary
sector
1% Voluntary Sector-led
partnership programmes
Expenditure related to
income generation
Grants paid
75% Management costs
**----- End of picture text -----**
## Sources of Income: **----- Start of picture text -----**
2% 2%
2% 2%
Income Generation
8%
Statutory Health Partners
Other
14%
Big Lottery Fund
BCC Early Help
5% BCC - Projects
65%
BCC -Grants Programmes
Trusts
**----- End of picture text -----**
## **Review of the Performance of Subsidiaries:** **BVSC Enterprises** (company registration number 1660160) started to delivery when lockdowns were stopped, we delivered £69k worth of conferencing activities during in the year. 30 The Enterprise board has four directors; two nominations from BVSC’s board of management, BVSC’s CEO and one director with a specific emphasis on business/entrepreneurial skills and experience, there is currently two vacancies. With the sale of 138 Digbeth, we will be reviewing out conferencing activities in 2022/2023. ## **BVSC KickStart Limited (formerly Talent Match Birmingham and Solihull** **Limited)** (company registration number 09112870) Talent Match Birmingham and Solihull Limited was incorporated on the 2/7/14 to support the delivery of the Talent Match programme. At the beginning of the year the company was renamed KickStart Limited and used to deliver placements under the government Kickstart scheme. The board is made up of the two directors. **BVSC Management Services Limited** (company registration number 3130064) is a dormant company. ## **Reserves Policy:** BVSC’s reserves policy is to maintain at least three months unrestricted expenditure as free reserves; this should enable the charity to continue in the short term should there be a problem with any funding. Free unrestricted reserves needed to cover 3 months of unrestricted expenditure in 20222023 is £171k. Current level of free unrestricted reserves are £218k this is higher than three months unrestricted expenditure for 22/23. The uncertain environment which impacted by the Ukraine war, the cost of living crisis and the forecast recession, the board deem it prudent to leave the reserves at this level. ## **PLANS FOR FUTURE PERIODS** BVSC refreshed its strategic plan for 2022/2023: ## **BVSC STRATEGIC STATEMENT** ## _**Our Vision and Mission:**_ We are passionate about making a positive difference to the lives of people in Birmingham and we believe that the key to this is found in our communities. We advocate for and support cross-sector social action initiatives which are informed by the lived experience of local people. Our **vision** is a Birmingham in which citizens are fully included in co-designing their journey to a better, stronger future. Our **mission** is to achieve this by supporting and advocating for a vibrant, resilient voluntary sector in the city. Our passionate and dedicated staff team leads on the three key areas of our work, which are: 31 - **Being a helpful membership organisation** - Providing infrastructure, training, research, consultancy, volunteering, and practical and strategic support to our members and partners. - **Being a trusted partner** - Developing, leading, and supporting effective peoplecentred collaborative approaches across the public, private and third sectors. **Being a values-driven organisation** - Offering constructive advocacy and representation services in order to ensure that the unique and diverse contribution of the voluntary and community sector is recognised, valued, and celebrated. ## _**Our Values:**_ All our work is under-pinned by a commitment to our organisational values, which are: - **Commitment -** Supporting positive change through passion, innovation and social action. - **Collaboration -** Connecting individuals and organisations to work together to improve people’s lives. - **Inclusion -** Empowering everyone to get involved in creating a fair and equitable Birmingham. - **Integrity -** Building trust through transparently working in the interests of our sector and our citizens. ||**_Our Strategic Aims:_**|**_Our Strategic Aims:_**|| |---|---|---|---| |**_1: Citizens are_**|**_2: Voluntary_**|**_3: The voluntary_**|**_4: BVSC is an_**| |**_empowered to_**|**_groups have_**|**_sector is influential_**|**_independent,_**| |**_make a positive_**|**_access to the_**|**_as a force for_**|**_effective, inclusive_**| |**_difference._**|**_knowledge and_**|**_positive change._**|**_and sustainable_**| ||**_resources needed_**||**_organisation._**| ||**_to achieve their_**||| ||**_aims._**||| ||||| 32 ## _**Key Strategic Objectives 2022-23:**_ |**_Key Strategic Objectives 2022-23:_**|**_Key Strategic Objectives 2022-23:_**|**_Key Strategic Objectives 2022-23:_**|**_Key Strategic Objectives 2022-23:_**|**_Key Strategic Objectives 2022-23:_**| |---|---|---|---|---| ||**_1: To ensure_**
**_citizens are_**
**_empowered to_**
**_make a positive_**
**_difference, we_**
**_will…_**
Increase the level
of all types of
volunteering in
Birmingham.
Increase the level
of co-production
and codesign
across the city
within VCSE
activity and within
partner
organisations.
Deliver a
meaningful
volunteer offer that
supports
volunteering at
both a strategic
and operational
level within
Birmingham.
Support equity of
outcomes for all
our citizens
delivered through
the VCSE and
other partners.
To support the
development of a
VCSE sector that
meets the needs
and aspirations
of**all**our citizens.|**_2: To ensure_**
**_voluntary groups_**
**_have access to the_**
**_knowledge and_**
**_resources needed_**
**_to achieve their_**
**_aims, we will…_**
Enable the
establishment of
new VCSE
organisations that
meet the needs of
citizens in
Birmingham.
Increase the
effectiveness and
impact of individual
VCSE organisations
across the city.
Provide robust
evaluation for
service level activity
within the city.
Provide and enable
investment
opportunities into
individual VCSE
organisations.
Promote the voice of
individual
organisations where
they meaningfully
echo the challenges
and opportunities
facing communities.
Support
organisations to
effectively meet new
and existing
challenges facing
the city.
Facilitate the sharing
of learning, best|**_3: To ensure the_**
**_voluntary sector is_**
**_influential as a force_**
**_for positive change,_**
**_we will…_**
Maximise social
transformation and
outcomes in
Birmingham.
Ensure VCSE
effectively utilises
data and learning to
maximise its impact
within Birmingham
Promote effective
system change within
Birmingham.
Support the sector to
speak with an
effective ‘collective
voice’ to influence
change in the city.
Deliver effective
integration of VCSE
activity with other
sectors within the city.
Increase investment
into the VCSE.
Promote the VCSE as
an increasingly valued
partner by other parts
of the Birmingham
system.
To support the
development of
innovation within
Birmingham’s VCSE.
Create cohesive cross
sector leadership and
delivery.|**_4: To ensure BVSC_**
**_is an independent,_**
**_effective, inclusive_**
**_and sustainable_**
**_organisation, we_**
**_will…_**
Deliver an effective
asset structure that
underpins and
supports BVSC’s
objects and
sustainability.
Actively build an
inclusive
organisation.
Deliver year on year
growth of
investment into
BVSC
Transform BVSC’s
internal and external
operations to
effectively meet the
post covid
environment.
Maximise our staff
resource and
capacity| 33 ||practice and policy
issues
Build research and
evaluation capacity
and understanding
across the VCFSE in
Birmingham|Increase the reach
and impact of
research and
evaluation in the
sector|| |---|---|---|---| 34 ## **STATEMENT OF DIRECTORS’ RESPONSIBILITIES** The directors are responsible for preparing the Report of the Directors and the financial statements in accordance with applicable law and regulations. Company law requires the directors to prepare financial statements for each financial year. Under that law the directors have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). Under company law the directors must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the company and the group and of the surplus or deficit of the company and the group for that period. In preparing these financial statements, the directors are required to: - select suitable accounting policies and then apply them consistently; - make judgements and estimates that are reasonable and prudent; - prepare the financial statements on the going concern basis unless it is inappropriate to presume that the company will continue in business. The directors are responsible for keeping adequate accounting records that are sufficient to show and explain the company’s transactions and disclose with reasonable accuracy at any time the financial position of the company and the group and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the company and the group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. The directors are responsible for the maintenance and integrity of the corporate and financial information included on the charity’s website. ## **STATEMENT AS TO DISCLOSURE OF INFORMATION TO AUDITORS:** So far as the directors are aware, there is no relevant audit information (as defined by section 418 of the Companies Act 2006) of which the company’s auditors are unaware, and each director has taken all the steps that he or she ought to have taken as a director in order to make himself or herself aware of any relevant audit information and to establish that the company’s auditors are aware of that information. In preparing this report the Directors have taken advantage of the small companies exemptions provided by section 415A of the Companies Act 2006 ## **AUDITORS** The directors, having been notified of the cessation of the partnership known as Dains LLP, resolved that Dains Audit Limited be appointed as successor auditor with effect from 1[st] April 2022. The auditors, Dains Audit Limited, will be proposed for reappointment in accordance with section 485 of the Companies Act 2006. Approved by the Trustee Board and signed in their behalf: Chair Jonathan Driffill Date 21/12/22 35 ## **BIRMINGHAM VOLUNTARY SERVICE COUNCIL (A Company Limited by Guarantee)** ## **Opinion** We have audited the financial statements of Birmingham Voluntary Service Council (the 'parent charitable company’) and its subsidiaries (‘the group’) for the year ended 31 March 2022 which comprise the consolidated statement of financial activities, the consolidated and charity balance sheets, the consolidated statement of cash flows and the related notes, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' (United Kingdom Generally Accepted Accounting Practice). In our opinion the financial statements: - give a true and fair view of the state of the group’s and of the parent charitable company’s affairs as at 31 March 2022 and of its incoming resources and application of resources, including its income and expenditure for the year then ended; - have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and - have been prepared in accordance with the requirements of the Companies Act 2006. ## **Basis for opinion** We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the group in accordance with the ethical requirements that are relevant to our audit of the financial statements in the United Kingdom, including the Financial Reporting Council's Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. ## **Conclusions relating to going concern** In auditing the financial statements, we have concluded that the Trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the group’s or the parent charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the Trustees with respect to going concern are described in the relevant sections of this report. 36 ## **Other information** The other information comprises the information included in the Annual report other than the financial statements and our Auditor's report thereon. The Trustees are responsible for the other information contained within the Annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. ## **Opinion on other matters prescribed by the Companies Act 2006** In our opinion, based on the work undertaken in the course of the audit: - the information given in the Trustees' report for the financial year for which the financial statements are prepared is consistent with the financial statements. - the Trustees' report has been prepared in accordance with applicable legal requirements. ## **Matters on which we are required to report by exception** In the light of our knowledge and understanding of the group and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees' report. We have nothing to report in respect of the following matters in relation to which Companies Act 2006 requires us to report to you if, in our opinion: - adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or - the financial statements are not in agreement with the accounting records and returns; or - certain disclosures of Trustees' remuneration specified by law are not made; or - we have not received all the information and explanations we require for our audit; or - • the Trustees were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies' exemptions in preparing the Trustees' report and from the requirement to prepare a Strategic report. ## **Responsibilities of trustees** As explained more fully in the Trustees' responsibilities statement, the Trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the Trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. 37 In preparing the financial statements, the Trustees are responsible for assessing the group’s or the parent charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the group or the parent charitable company or to cease operations, or have no realistic alternative but to do so. ## **Auditor's responsibilities for the audit of the financial statements** Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an Auditor's report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below: Our approach to identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, was as follows: - the senior statutory auditor ensured that the engagement team collectively had the - appropriate competence, capabilities and skills to identify or recognise non-compliance with applicable laws and regulations; - we identified the laws and regulations applicable to the company through discussions with directors and other management, and from our commercial knowledge and experience of the charity sector; - we focused on specific laws and regulations which we considered may have a direct - material effect on the financial statements or the operations of the company, including the financial reporting legislation, Companies Act 2006, taxation legislation, - anti-bribery, employment, and environmental and health and safety legislation; - • we assessed the extent of compliance with the laws and regulations identified above through making enquiries of management and inspecting legal correspondence; and - • identified laws and regulations were communicated within the audit team regularly and the team remained alert to instances of non-compliance throughout the audit. We assessed the susceptibility of the company’s financial statements to material misstatement, including obtaining an understanding of how fraud might occur, by: - making enquiries of management as to where they considered there was susceptibility to fraud, their knowledge of actual, suspected and alleged fraud; and - considering the internal controls in place to mitigate risks of fraud and non-compliance with laws and regulations. 38 To address the risk of fraud through management bias and override of controls, we- performed analytical procedures to identify any unusual or unexpected relationships., lested journal entries to identify unusual transactions., assessed whetherjudgemenls and assumptions made in determining the accounting estimates were indicative of potential bias., and investigated the rationale behind significant or unusual transactions. In response lo the risk of irregularities and non-compliance with laws and regulations, we designed procedures whiGh included, but were not limited to.. agreeing financial statement disclosures to underlying supporting documentation-, reading the minutes of meetings of those charged with governance., enquiring of management as lo actual and potential litigation and claims., and reviewing correspondence with HMRC, relevant regulators and the company's legal advisors. Because of the inherent limitations of an audil, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases Ihe more that compliance with a law or regulation is removed from the events and transactions reflected in the financial slatemenls, as we will be less likely to become aware of InStan￿S of non-compliance. The risk 18 also greater regarding irreguSarities occurring due to fraud rather than error, as fraud involves intentional Goncealment, forgery, collusion, omission or misrepresenlation. A further description of our responsibilities for the audil of the financial statements is located or) the Financial Reporting Council's website at.. www.frc.org.uklauditorsresponsibililies. This description forms part of our Auditor's report. Use of our report This report is made solely lo the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Acl 2006. Our audil work has been undertaken so that we might slate to the charitable company's members those matters we are required to slate to them in an Audiloffs report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable Company and ils members, as a body, for our audit work, for this report, or for the opinions we have formed. Andrew Morris FCA Isenior statutory auditor} for and on behalf of Dains Audit Limited statutory Auditor Chartered Accountants Birmingham Date.. ?/J / )/ rt/f/*/e/ Joj?. 39 ## **BIRMINGHAM VOLUNTARY SERVICE COUNCIL CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES INCORPORATING THE INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 MARCH 2022** |**NOTE**
**INCOME**
Donations and legacies
Income from charitable activities:
3
Grants and contracts receivable
4
Income from other trading activities
5
Other income
**TOTAL INCOME**
**EXPENDITURE**
6
Expenditure on raising funds
7
Expenditure on charitable activities
**TOTAL RESOURCES EXPENDED**
13 Net gains/(losses) on investments
**NET INCOME/(EXPENDITURE)**
**BEFORE TRANSFERS**
Gross transfers between funds
**NET INCOME/(EXPENDITURE)**
**AFTER TRANSFERS**
**NET MOVEMENT IN FUNDS**
**RECONCILIATION OF FUNDS**
Total funds brought forward
**TOTAL FUNDS CARRIED**
**FORWARD**|**Unrestricted Restricted**
**Total**
**Total**
**Funds**
**Funds**
**2022**
**2021**
**£**
**£**
**£**
**£**
18,849
-
18,849
109,836
- 13,969,969 13,969,969 6,324,096
188,534
-
188,534
95,422
61,137
-
61,137
42,015| |---|---| ||268,520 13,969,969 14,238,489 6,571,369| ||173
-
173
3,725
250,297 13,394,619 13,644,916 6,190,881| ||250,470 13,394,619 13,645,089 6,194,606| ||2,007
-
2,007
1,503| ||20,057
575,350
595,407
378,266
- -
- -| ||| ||20,057
575,350
595,407
378,266| ||20,057
575,350
595,407
378,266
668,851
1,346,908
2,015,759 1,637,493| ||688,908
1,922,258
2,611,1662,015,759| 40 ## **BIRMINGHAM VOLUNTARY SERVICE COUNCIL Company Registration: 00421688 BALANCE SHEET AS AT 31 MARCH 2022** |**GROUP**
**2022**
**2021**
**NOTE**
**£**
**£**
**FIXED ASSETS**
11
Intangible Assets
6,269
31,364
12
Tangible Assets
616,457
650,184
13
Investments
6,646
4,639
**TOTAL FIXED ASSETS**
629,372
686,187
**CURRENT ASSETS**
14
Debtors
576,466
284,251
Cash at Bank & in Hand
1,943,684
1,710,589
**TOTAL CURRENT ASSETS**
2,520,150
1,994,840
**LIABILITIES**
15
Creditors-Amounts falling
due within 1 year
538,356
665,268
**NET CURRENT ASSETS**
1,981,794
1,329,572
**TOTAL ASSETS LESS CURRENT**
**LIABILITIES**
2,611,166
2,015,759
21
**NET ASSETS**
2,611,166
2,015,759
**THE FUNDS OF THE CHARITY**
19
Restricted Income Funds
1,922,258
1,346,908
20
Unrestricted Income Funds
688,908
668,851
21
**TOTAL FUNDS**
2,611,166
2,015,759|**COMPANY**
**2022**
**2021**
**£**
**£**
6,269
31,364
616,457
650,184
6,747
4,740| |---|---| ||629,473
686,288| ||583,299
294,731
1,920,893
1,687,852| ||2,504,192
1,982,583| ||526,908
657,522| ||1,977,284
1,325,061| ||2,606,757
2,011,349| ||2,606,757
2,011,349| ||1,922,258
1,346,908
684,499
664,441| ||2,606,757
2,011,349| The financial statements have been prepared in accordance with the provisions applicable to the small companies regime. ## **Approved on behalf of the Board :** Date: Chair Jonathan Driffill 21/12/2022 The notes on pages 42 to 74 form part of these accounts 41 ## **BIRMINGHAM VOLUNTARY SERVICE COUNCIL CONSOLIDATED CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2022** |**Notes**
**Net cash inflow/(outflow) from operating**
**activities**
(a)
**Returns on investments and servicing**
**of finance**
Investment income
Bank Charges
**Capital expenditure and financial investment**
Payments to acquire tangible fixed assets
**Net cash inflow/(outflow) before financing**
**Increase/(Decrease) in cash in the year**|-
(23,381)|**2022**
**£**
262,776


(23,381)

(6,300)|-
(2,746)|**2021**
**£**
821,823


(2,746)

(41,783)| |---|---|---|---|---| ||(6,300)||(41,783)|| |||||| |||233,095||777,294| |||233,095||777,294| 42 ## **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2022** ## **(a) Reconciliation of deficit of income to net cashflow from operating activities** |**2022**
**£**
Net movement in funds for the year
593,400
Investment income
0
Bank Charges
23,381
Amortisation/Depreciation charges
65,122
(Increase)/Decrease in debtors
(292,215)
(Decrease)/Increase in creditors
(126,912)
262,776
**(b) Reconciliation of net cashflow to movement in net funds/debt**
(Decrease)/Increase in cash in the year
233,095
Movement in net funds and debt in the year
233,095
Net funds and debt at 1 April 2021
1,710,589
**Net funds and debt at 31 March 2022**
1,943,684|**2021**
**£**
376,763
(0)
2,746
51,012
64,458
326,844| |---|---| ||821,823| ||777,294| ||777,294
933,295| ||1,710,589| ## **(c) Analysis of net funds/debt** |Cash at bank and in hand|**2021**
**Cashflow**
**2022**
**£**
**£**
**£**
1,710,589
233,095 1,943,684| |---|---| ||1,710,589
233,095 1,943,684| 43 **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2022** ## **GENERAL INFORMATION** BVSC is a charity and private company limited by guarantee, company registered no 00421688, registered charity no 218795, registered address First Floor, Livery Place, 35 Livery Street, Birmingham, B3 2PB. ## **1. ACCOUNTING POLICIES** ## **1.1. Basis of accounting** The financial statements have been prepared under the historic cost convention amended for the revaluation of investment assets and in accordance with applicable Accounting Standards. The accounts have been prepared in compliance with the Statement of Recommended Practice (SORP) applicable in the UK and Republic of Ireland (FRS102) (effective 1 January 2019)- Charities SORP (FRS102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102 –Section 1A) and the Companies Act 2006. BVSC meets the definition of a public benefit entity under FRS 102. ## **1.2. Basis of consolidation** The group financial statements include the financial statements of the parent company and of its wholly owned subsidiary undertakings, BVSC Enterprises Limited, BVSC Kickstart Limited (formerly TMCO Birmingham and Solihull Limited) and BVSC Management Services Limited. The results of the subsidiaries are consolidated on a line by line basis. ## **1.3. Company Status** The charitable company is a company limited by guarantee. The members of the company are voluntary and community organisations in Birmingham. The trustees and directors of the company are listed on page 3 and 4. In the event the company is wound up, the liability in respect of the guarantee is limited to £1 per member of the charitable company. ## **1.4. Income and Expenditure** A separate summary income and expenditure account dealing with the results of the company has not been prepared as permitted by the Companies Act 2006. All income is recognised when the charitable company has entitlement to the income and it is probable the income will be received and the amount can be measured reliably. Grants are included in the Statement of financial activities on a receivable basis. The balance of income received for specific purposes but not expended during the period is shown in the relevant funds on the Balance sheet. Where income is received in advance of entitlement of receipt, its recognition is deferred and included in creditors as deferred income. Where entitlement occurs before income is received, the income is accrued. Other income is recognised in the period in which it is receivable and to the extent the goods have been provided or on completion of the service. 44 **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2022** Government grants in support of the Coronavirus response are credited to the Consolidated statements of financial activities as the related expenditure is incurred Expenditure is recognised when there is a liability that has been incurred for a period of activity. The costs of delivering activities are made up of direct costs and shared costs which include support costs. Direct costs are charged against specific activities, shared costs are apportioned to activities on a basis consistent with the use of resources. Expenditure on raising funds are those costs attributable to income generation and trading activities, expenditure on charitable activities are direct support costs of delivering the charities objectives. ## **1.5. Intangible assets** Amortisation is calculated to write off the intangible assets over their estimated useful lives. For the ICAT system, which has been purchased as part of the delivery of the Birmingham Changing Future programme, and will written off on a straight line basis over 63 months to the end of the project. ## **1.6. Tangible assets** Depreciation is calculated to write off the tangible assets over their estimated useful lives. The valuation of Freehold Buildings is depreciated on a straight line basis, over its expected useful life of 50 years. The cost of Equipment is depreciated on a straight-line basis over their expected useful of 3 years. Under the transitional rules of FRS 102, the revaluation of the Freehold Buildings made in 1998, has not been updated. ## **1.7. Investment Policy** No powers have been delegated to managers for the investment of funds, at present all investment decisions are referred back to the Board of Trustees. Investments in listed company shares are remeasured to fair value at the balance sheet date with reference to readily available market prices. Gains and losses on remeasurement are recognised in the Statement of Financial Activities. ## **1.8. Grant Making Policy** Grants are made to organisations in accordance with the arrangements and conditions set out in the funding agreements for specific projects and programmes. ## **1.9. Fund Accounting** General funds are unrestricted funds that can be used in accordance with BVSC's charitable objectives at the discretion of the Trustees and have not been designated for other purposes. Restricted funds are funds received for a specific purpose or activity which has been specified by the donor. ## **1.10. Financial Instruments** The charitable company only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. These basic financial instruments are recognised at transaction value and subsequently measured at their settlement value. ## **1.11.Cash at Bank and In Hand** Cash is represented by cash in hand and deposits with financial institutions repayable without penalty on notice of no more than 24 hours. 45 **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2022** ## **1.12.Operating Leases** Rentals payable under operating leases are charges to the income and expenditure account on a straight line basis over the period of the lease. ## **1.13. Debtors** Trade and other debtors are recognised at settlement amount, prepayments are recognised at the amount prepaid. ## **1.14. Liabilities and Provisions** Liabilities are recognised when there is an obligation at the Balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement and the amount of the settlement can be estimated reliably. Liabilities are recognised at the amount the charitable company anticipates it will pay to settle the debt or the amount it has received as advance payments for goods or services it must provide. Provisions are measured at the best estimate of the amounts required to settle the obligation. ## **1.15. Pension Scheme** The company operates a defined contribution pension scheme. The assets of the scheme are held separately from those of the company in an independently administered fund. The costs of the company's contributions to the pension scheme are charged to the income and expenditure account in the period in which they become payable. There are no unpaid or prepaid pension contributions to the defined contribution pension scheme at the balance sheet date (last year no unpaid or prepaid pension contributions). ## **2. NET INCOME FROM TRADING ACTIVITIES OF SUBSIDIARIES** The charity has three wholly owned trading subsidiaries which were incorporated in the UK. BVSC Enterprises limited, a private limited company, registered no 01660160, provides conferencing facilities primarily to the voluntary sector. BVSC Management Services Limited, a private limited company, registered no 3130064, is a dormant company. BVSC KickStart Limited formerly Talent Match Company Birmingham and Solihull Limited, a private company, registered no 09112870, provides support to deliver the Kickstart placement programme. All three companies are registered at First Floor,Livery Place, 35 Livery Street, Birmingham, B3 2PB. Theses subsidiary accounts are consolidated into the group. 46 **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2022** |Turnover
Cost of sales
**Gross Profit**
Interest receivable
Administration
Gift aid to BVSC
**Operating**
**(Loss)/Profit**|**BVSC**
**BVSC**
**BVSC**
**KICKSTART Management**
**Enterprises**
**Limited**
**Services**
**2022**
**2021**
**Limited**
**Limited**
**Total**
**Total**
**£**
**£**
**£**
**£**
**£**
69,251
53,921
0
123,172
1,110
(10,398)
(53,921)
0 (64,319)
(767)| |---|---| ||**58,853**
**0**
**0**
**58,853**
**343**
0
0
0
0
(48,700)
0
0 (48,700)
(2,958)
(10,153)
(10,153)
0| ||**0**
**0**
**0**
**0**
**(2,615)**| The assets and liabilities of the subsidiaries were: |Assets
Liabilities
Net assets/(liabilities)
Representing:
Share capital
Profit and loss
account
Shareholders' funds|**£**
**£**
**£**
6,125
1,169
0
(1,594)
(1,169)
(21)| |---|---| ||4,531
0
(21)| ||100
0
1
4,431
0
(22)| ||4,531
0
(21)| 47 **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2022** ## **NOTE** |**E**|||| |---|---|---|---| |**3.**|**Grants and Contracts Receivable - Restricted Funds**|**2022**|**2021**| |||**Incoming**|**Incoming**| |||**Resources**|**Resources**| |||**£**|**£**| ||BIG Lottery Ageing Better|668,585|936,030| ||BIG Lottery: Birmingham Changing Futures Together|447,753|939,306| ||BIG Lottery: covid support|-|64,216| ||BIG Lottery: covid support IT (capitalisation of cost IT equipment)|-|41,783| ||Birchfield Big Local Partnership|86,491|136,435| ||Birchfield Big Local Partnership other income|9,744|7,000| ||Birmingham City Council Covid Recovery|86,514|125,376| ||Birmingham City Council Strategic Partnership|200,000|160,000| ||Business Support Coordination|30,000|-| ||Change Into Action|22,572|28,278| ||Commonwealth Games|560,000|-| ||Compassionate Communities/Covid Recovery Grants|450,039|-| ||Creative Civic Change|38,353|37,641| ||Domestic Abuse - Mapping|69,960|-| ||Early Help -Children and Families|2,035,142|3,142,100| ||Exempt Accommodation Quality Standards|136,094|-| ||Health - VCS support|121,980|1,052| ||Health Engagement Grants|26,700|-| ||Holiday Activity Fund|3,315,480|| ||Hope Station|-|25,140| ||Household Support Fund|4,974,995|-| ||Housing First|63,280|182,458| ||Integrated Care System|25,350|-| ||Kickstart||| 48 **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2022** |Level Apps
Living Wage -engagement and awareness (Barrow Cadbury)
Mental Health Transitional Worker
Neighbourhood Network Support
NHS Volunteering Covid Project
NVCA funding covid impact engagement
PCC - Peer Mentors
PCC- Mapping
PCC-Funding Officer
Personal Health Budget
Research
Roots to Wellbeing
Sector Support - to open building after covid
Telephone Trees
Use IT (ESF funded project)
Welsh House Farm Big Local Partnership
West Midlands Combined Authority Tool Kit|54,366
-
4,000
38,315
128,000
-
-
-
-
-
27,782
220,108
-
23,960
21,000
-
83,406
-
**13,969,969**|-
637
-
38,315
97,433
60,500
9,500
13,000
27,893
30,452
60,733
91,505
4,000
-
7,000
7,710
29,831
18,772| |---|---|---| |||**6,324,096**| 49 **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2022** ## **NOTE** ## **4 INCOME FROM OTHER TRADING ACTIVITIES** |Consolidated trading subsidiary income
Consultancy fees
Room hire
Rental income
Business solutions
**5 OTHER INCOME**|**Unrestricted Restricted**
**Total**
**Total**
**Funds**
**Funds**
**2022**
**2021**
**£**
**£**
**£**
**£**
66,351
-
66,351
887
-
-
-
9,494
-
-
-
-
45,508
-
45,508
19,478
76,675
-
76,675
65,563| |---|---| ||188,534
-
188,534
95,422| ||| |Book and 'Update' income
Reimbursement of cost from Beorma
Redevelopment
Other income|**Unrestricted Restricted**
**Total**
**Funds**
**Funds**
**2022**
**£**
**£**
**£**
27,299
-
27,299
20,665
-
20,665
13,173
-
13,173| |---|---| ||61,137
-
61,137| |Book and 'Update' income
Reimbursement of cost from Beorma
Redevelopment
Other income|**Unrestricted Restricted**
**Total**
**Funds**
**Funds**
**2021**
**£**
**£**
**£**
15,569
-
15,569
20,700
-
20,700
3,959
1,787
5,746| |---|---| ||40,228
1,787
42,015| 50 **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2022** ## **6 EXPENDITURE ON RAISING FUNDS** |**EXPENDITURE ON RAISING FUNDS**|| |---|---| |Consolidated trading subsidiary expenditure
BVSC Enterprises
BVSC KICKSTART|**Unrestricted Restricted**
**Total**
**Total**
**Funds**
**Funds**
**2022**
**2021**
**£**
**£**
**£**
**£**
173
-
173
3,725
-
-| ||173
-
173
3,725| 51 **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2021** ## **NOTE** ## **7 RESOURCES EXPENDED ON CHARITABLE ACTIVITIES - Restricted Funds** |||**Grants to**|||| |---|---|---|---|---|---| ||**Activities**|**Individuals**|||| ||**Undertaken**|**and**|**Support**||**Total**| |**Charitable Activity**|**Directly**|**Organisations**|**Costs**|**Total 2022**|**2021**| |||(Note 7d)|(Note 7a)||| ||£||£|£|£| |Accessible Social Investment for B'ham (Barrow Cadbury Connect Fund)|17,700||-|
17,700|450| |BIG Lottery Ageing Better|726,646||61,044|
787,690|849,628| |BIG Lottery: Birmingham Changing Futures Together|616,733||83,940|
700,673|788,004| |BIG Lottery: Birmingham Changing Futures Together (ICAT)|-||-|
-|25,095| |BIG Lottery: Covid support|-||-|
-|62,415| |BIG Lottery: covid support IT (capitalisation of cost IT equipment)|13,928||-|
13,928|-| |Birchfield Big Local Partnership|103,077||4,989|
108,066|136,770| |Birchfield Big Local Partnership other income|9,154||-|
9,154|3,277| |Birmingham City Council Covid Recovery|51,667|30,002|8,750|
90,419|83,363| |Birmingham City Council Strategic Partnership|172,433||15,000|
187,433|153,213| |Birmingham Parent Carer Forum Secondment|2,758||-|
2,758|-| |Building Grant|-||5,800|
5,800|5,800| 52 ## **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2022** |Change Into Action|13,282|1,140|14,422|27,968| |---|---|---|---|---| |Commonwealth Games Legacy Grants|31,035 308,907|5,800|345,742|-| |Compassionate Communities/Covid Recovery Grants|171|-|171|-| |Creative Civic Change|38,313|3,994|42,307|15,863| |Domestic Abuse - Mapping|49,272|8,784|58,056|-| |Early Help -Children and Families|95,335 1,896,339|20,500|2,012,174|3,112,784| |Exempt Accommodation Quality Standards|94,582|10,834|105,416|-| |Health - Voluntary sector support|19,017 32,000|-|51,017|10,257| |Health Engagement Grants|- 16,000|-|16,000|-| |Holiday Activity Fund|84,126 3,139,935|47,872|3,271,933|-| |Hope Station -community project|-|-|-|23,226| |Hope Station -community project|1,914|-|1,914|-| |Household Support Fund|112,327 4,683,691|47,500|4,843,518|-| |Housing First|47,072|3,250|50,322|122,971| |Integrated Care System|4,943|-|4,943|-| |Kickstart|66,041|-|66,041|-| |Level Apps|-|-|-|788| 53 **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2022** |Mental Health Transitional Worker|21,851|4,748|26,599|38,357| |---|---|---|---|---| |Neighbourhood Network Support|85,205|10,000|95,205|97,368| |NHS Volunteering Covid Project|-|-|-|49,558| |NVCA funding covid impact engagement|-|-|-|9,500| |Personal Health Budget|45,450|2,500|47,950|70,864| |Police & Crime Commissioner-Funding Officer|265|-|265|33,479| |Police & Crime Commissioner-Mapping|2,000|-|2,000|11,236| |Police & Crime Commissioner-Peer Mentors|-|-|-|28,813| |Research|186,549 62,001|5,182|253,732|60,246| |Roots to Wellbeing|-|-|-|4,000| |Roots to Wellbeing|3,400|-|3,400|-| |Sector Support - to open building after covid|12,320|3,000|15,320|-| |Telephone Trees|21,665|2,800|24,465|-| |Use IT (ESF funded project)|-|-|-|7,710| |Welsh House Farm Big Local Partnership|106,698|10,295|116,993|21,003| |West Midlands Combined Authority Tool Kit|-|-|-|15,726| |Youth Violence Prevention Programme Manager|1,093|-|1,093|-| 54 **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2022** **Total Resources Expended on Charitable Activities** **2,858,022 10,168,875 367,722 13,394,619 5,869,732** 55 **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2022** ## **NOTE 7a ANALYSIS OF SUPPORT COSTS** |||**Accommodation**|**Finance**|**Human**||**Total**| |---|---|---|---|---|---|---| |**Charitable Activity**|**Management**|**Costs**|**Costs**|**Resources**|**IT**|**2022**| ||**£**|**£**|**£**|**£**|**£**|**£**| |BIG Lottery Ageing Better|13,430|
17,092|
15,261|
9,157|6,104|61,044| |BIG Lottery: Birmingham Changing Futures Together|18,467|
23,503|
20,985|
12,591|8,394|83,940| |Birchfield Big Local Partnership|1,098|
1,397|
1,247|
748|499|4,989| |Birmingham city Council Covid Recovery|1,925|
2,450|
2,188|
1,313|875|8,750| |Birmingham City Council Strategic Partnership|3,300|
4,200|
3,750|
2,250|1,500|15,000| |Building Grant|-|
5,800|
-|
-|-|5,800| |Change Into Action|-|
-|
1,140|
-|-|1,140| |Commonwealth Games Legacy Grants|1,276|
1,624|
1,450|
870|580|5,800| |Creative Civic Change|879|
1,118|
999|
599|399|3,994| |Domestic Abuse - Mapping|1,932|
2,460|
2,196|
1,318|878|8,784| |Early Help -Children and Families|4,510|
5,740|
5,125|
3,075|2,050|20,500| |Exempt Accommodation Quality Standards|2,383|
3,034|
2,709|
1,625|1,083|10,834| |Holiday Activity Fund|10,532|
13,404|
11,968|
7,181|4,787|47,872| 56 ## **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2022** |Household Support Fund
Housing First
Mental Health Transitional Worker
Neighbourhood Network Support
Personal Health Budget
Research
Sector Support - to open building after covid
Telephone Trees
Welsh House Farm Big Local Partnership
**Totals**|10,450
13,300
11,875
7,125
4,750
47,500
715
910
813
488
325
3,250
1,045
1,329
1,187
712
475
4,748
2,200
2,800
2,500
1,500
1,000
10,000
550
700
625
375
250
2,500
1,140
1,451
1,296
777
518
5,182
660
840
750
450
300
3,000
616
784
700
420
280
2,800
2,265
2,883
2,574
1,544
1,030
10,295| |---|---| ||**79,373**
**106,819**
**91,338**
**54,118**
**36,077**
**367,722**| Support costs are allocated to projects on a mixture of time spent and number of staff. 57 **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2022** |||**Accommodation**|**Finance**|**Human**||**Total**| |---|---|---|---|---|---|---| |**Charitable Activity**|**Management**|**Costs**|**Costs**|**Resources**|**IT**|**2021**| ||**£**|**£**|**£**|**£**|**£**|**£**| |BIG Lottery: Birmingham Changing Futures Together|18,467|
23,503|
20,985|
12,591|8,394|83,940| |BIG Lottery Ageing Better|18,480|
23,520|
21,000|
12,600|8,400|84,000| |Birmingham city Council Covid Recovery|1,650|
2,100|
1,875|
1,125|750|7,500| |Birmingham City Council Strategic Partnership|3,410|
4,340|
3,875|
2,325|1,550|15,500| |Birchfield Big Local Partnership|1,422|
1,810|
1,616|
970|646|6,464| |Building Grant|-|
5,800|
-|
-|-|5,800| |Change Into Action|-|
-|
1,140|
-|-|1,140| |Early Help -Children and Families|33,833|
-|
47,393|
2,000|4,803|88,029| |Housing First|5,451|
6,938|
6,195|
3,717|2,478|24,779| |Mental Health Transitional Worker|3,134|
3,988|
3,561|
2,137|1,424|14,244| |Neighbourhood Network Support|1,599|
2,035|
1,817|
1,090|727|7,268| |NHS Volunteering Covid Project|687|
874|
780|
468|312|3,121| |PCC-Funding Officer|1,264|
1,609|
1,437|
862|575|5,747| 58 ## **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2022** |PCC-Mapping
PCC - Peer Mentors
Personal Health Budget
West Midlands Combined Authority Tool Kit
**Totals**|1,100
1,400
1,250
750
500
5,000
1,144
1,456
1,300
780
520
5,200
1,100
1,400
1,250
750
500
5,000
882
1,123
1,003
601
401
4,010| |---|---| ||**93,623**
**81,896**
**116,477**
**42,766**
**31,980**
**366,742**| 59 **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2021** ## **NOTE** ## **7b RESOURCES EXPENDED ON CHARITABLE ACTIVITIES - Unrestricted Funds** |**Activity**
Business Solutions
Tenants
Training
Membership and Communications
Team Challenge
Strategic work
Management and Administration
Building negotiations costs
Accommodation costs
Finance, HR, IT
Conferencing costs not charged to subsidiary
**Total Resources Expended on Charitable Activities**|**2022**
£
69,714
859
-
16,856
-
18,680
10,791
35,725
69,134
24,599
3,939
**250,297**|**2021**
£
58,649
5,608
432
23,901
8,858
19,712
10,430
32,700
53,346
17,203
90,310| |---|---|---| |||**321,149**| 60 **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2022** ## **NOTE** ## **7c RESOURCES EXPENDED ON CHARITABLE ACTIVITIES** |**Expenditure**
Staff costs
Running costs
Computer costs
Room hire/catering
Professional fees/consultancy
Publicity/publications
Cleaning
Maintenance and repairs
Depreciation
Heat/light/rates
Insurance
Bank charges
Sub-contracts with partners
Other direct delivery costs
Grant payments
Volunteer expense
Governance
**Total Resources Expended**|**2022**
**£**
1,722,052
29,933
74,275
50,957
40,066
35,376
46,748
30,502
65,121
28,754
16,954
23,381
570,482
711,517
10,168,875
5,104
24,819
**13,644,916**|**2021**
**£**
1,580,614
53,966
54,591
11,389
32,873
31,091
24,617
18,237
51,013
33,562
9,481
2,746
788,737
557,175
2,913,833
4,742
22,214| |---|---|---| |||**6,190,881**| 61 **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2022** ## **NOTE 7d RESOURCES EXPENDED ON GRANT PAYMENTS** |**Grants Programme**
Commonwealth Legacy Grants
Health and Social Care Grants
Micro Grants Programme
Vaccine Engagement Grants
Early Help Lead Agencies
Resilience Fund Payments to Individuals and Families
Holiday Activities Fund
Household Support Fund
Household Support Funds - Lead Agencies Grants
Research Grants
**Total**|**No of grants**
**to individuals**
**No of grants**
**organisations**
72
8
14
11
9
1,292
94
28,256
9
3
**29,548**
**220**|**2022**
**£**
**Grants**
**paid**
308,907
32,000
30,002
16,000
1,772,554
123,785
3,139,935
4,183,691
500,000
62,001| |---|---|---| |||**10,168,875**| |**Grants Programme**
**No of grants**
**to individuals**
**No of grants**
**organisations**
Early Help Community Grants
170
Early Help -Grants to Local Lead Agencies
10
Grants to Individuals and Families
7,903
Police and Crime Commission -Mapping
2
**Total grants paid**|**2021**
**£**
**Grants**
**paid**
740,892
1,172,800
990,141
10,000| |---|---| ||**2,193,833**| 62 **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2022** ## **NOTE** ## **8 STAFF COSTS AND EMPLOYEE BENEFITS** |Wages and Salaries
Redundancy Costs
Social Security Costs
Pensions|**2022**
**£**
1,462,291
7,040
142,064
68,549
1,679,944|**2021**
**£**
1,380,585
14,656
133,390
64,874| |---|---|---| |||1,593,505| Redundancy costs relate to the payment to two staff as a result of their projects finishing and one post as a result of restructuring in a team. No payments were outstanding as at the 31st March 2022. Directors and trustees received no benefits, expenses or remuneration during the year . One employee received emoluments in the band of £70,000-£80,000 (last year one employee in the band of £70,000-£80,000). The trustees consider key management personnel comprised of the CEO and the Deputy CEO. The total amount employee benefits received by key management personnel is £143,079 (last year £144,171). ## **9 NET INCOME FOR THE YEAR** |**NET INCOME FOR THE YEAR**||| |---|---|---| |Net Income is stated after||| |charging:||| ||**2022**|**2021**| ||**£**|**£**| |Depreciation and amortisation|65,122|51,012| |Auditor's remuneration - audit fee|8,075|6,625| ## **10 AVERAGE NUMBER OF EMPLOYEES** The average number of employees, not including Directors during the year was as follows: |Senior managers
Project Staff
Corporate services and income
generation
Total number of staff|**2022**
9
25
14
48|**2021**
7
33
11| |---|---|---| |||51| 63 **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2022** |**NOTE**
**11**
**INTANGIBLE ASSETS**
**GROUP AND COMPANY**
Cost or Revaluation at 31 March
2021
Additions
Disposals
At 31 March 2022
Depreciation at 31 March 2021
Charges for the Year
On Disposals
Depreciation at 31 March 2022
Net Book Value at 31 March 2022
Net Book Value at 31 March 2021
**12**
**TANGIBLE ASSETS**
**GROUP AND COMPANY**
Cost or Revaluation at 31 March
2021
Additions
Disposals
At 31 March 2022
Depreciation at 31 March 2021
Charges for the Year
On Disposals
Depreciation at 31 March 2022
Net Book Value at 31 March 2022
Net Book Value at 31 March 2021|**IT Software**
£
131,740
-
-
131,740
100,376
25,095
-
125,471
6,269
31,364
**Equipment**
**Freehold**
**Total**
**Property**
**£**
**£**
**£**
99,205
935,095
1,034,300
6,300
-
6,300
-
-
-| |---|---| ||105,505
935,095
1,040,600| ||43,118
340,998
384,116
25,201
14,826
40,027
-
-| ||68,319
355,824
424,143| ||37,186
579,271
616,457| ||56,087
594,097
650,184| Analysis of land and buildings: If land and building had been included in the accounts at historical cost the equivalent figures at 31 March 2022 would have been: |Freehold at cost
Depreciation based on cost
Net book value based on cost|**Land**
**Buildings**
**Total**
193,804
699,552
893,356| |---|---| ||-
279,820
279,820| ||193,804
419,732
613,536| The net book value of land and buildings at 31 March 2022 represents freehold property used for charitable purposes. The building was sold in the first quarter of 2022/2023. 64 **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2022** |**NOTE**|||||| |---|---|---|---|---|---| |**13**|**FIXED ASSET INVESTMENTS**|||**Gain/(loss)**|| |||||**in the**|| |||**2021**|**Disposals**|**year**|**2022**| ||**UK Listed Investments**|**£**|||**£**| ||1075 Avivs Plc 25p Ordinary Shares|4,389|-|2,007|6,396| ||(Original Cost £1,231)||||| |||4,389|-|2,007|6,396| ||**Unlisted investments**|250|||250| ||**Group**|4,639|-|2,007|6,646| ||Shares in Wholly Owned Subsidiary Companies:||||| ||BVSC Enterprises Limited|100|-|-|100| ||BVSC Management Services Limited|1|-|-|1| ||**Company**|4,740|-|2,007|6,747| |**14**|**DEBTORS (FALLING DUE WITHIN ONE YEAR)**||||| |||**GROUP**||**COMPANY**|| |||**2022**|**2021**|**2022**|**2021**| |||**£**|**£**|**£**|**£**| ||Trade debtors|467,754|238,043|467,754|233,986| ||Other debtors|108,712|46,208|106,986|46,208| ||Amounts owed by subsidiary undertaking|-|-|8,559|14,537| |||576,466|284,251|583,299|294,731| |**15**|**CREDITORS (FALLING DUE WITHIN ONE YEAR)**||||| |||**GROUP**||**COMPANY**|| |||**2022**|**2021**|**2022**|**2021**| |||**£**|**£**|**£**|**£**| ||Trade creditors|9,833|6,692|-|-| ||Other creditors|711|1,745|690|690| ||*Funds held on behalf of Voluntary||||| ||Organisations|64,775|64,775|64,775|64,775| ||Taxation & social security|89,537|101,587|89,537|101,587| ||Accruals & deferred income*|373,500|490,469|371,906|490,470| |||538,356|665,268|526,908|657,522| * Funds held on behalf of external organisations includes funds for organisations for which we administer the payroll, organisations that we provide accounting services for and some trust funds. The funding is the responsibility of the external organisations. These funds have been included in the Cash at Bank and in hand on the balance sheet. 65 **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2022** ## **NOTE** ## **16 DEFERRED INCOME Deferred income:** **Early WMCA BBLP Help Research Total** £ £ £ **£ 2021 b/fwd.** 22,993 343,913 25,000 **391,906** Released - 2022 (22,993) (343,913) (25,000) (391,906) **2022 c/fwd.** - - - - ## **17 PAYMENTS TO OR ON BEHALF OF TRUSTEES AND CONNECTED PERSONS** No Trustees of the charity received any emoluments during this or the preceding year. No out of pocket expenses were paid to trustees during the year, (Nil paid in 2021). Trustees' liability insurance has been obtained as part of the overall insurance cover - no details are available as to the separate cost of this. ## **18 OPERATING LEASES** At 31st March 2022, the group had future minimum lease payments under non cancellable leases as follows: |< 1 year
1-5
years|**2022**
**2021**
**£**
**£**
404
809
404
404| |---|---| ||808
1,213| 66 **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2021** ## **NOTE 19** ## **RESTRICTED INCOME FUNDS** The income funds of the charity include restricted funds comprising unexpended balances od donations and grants held on trust to be applied for for specific purposes. |for specific purposes.||||| |---|---|---|---|---| |||**Movement in Funds**||| ||**Opening**|**Incoming**|**Outgoing**|**Closing**| ||**Balance**|**Resources**|**Resources**
**Transfers**|**Balance**| ||**£**|**£**|**£**
**£**|**£**| |Accessible Social Investment for B'ham (Barrow Cadbury Connect Fund)|15,764|-|(17,700)|(1,936)| |BIG Awards for All|9,317|-||9,317| |BIG Lottery Ageing Better|143,271|668,585|(787,690)|24,166| |BIG Lottery: Birmingham Changing Futures Together|455,812|447,754|(700,673)|202,893| |BIG Lottery: Birmingham Changing Futures Together (ICAT)|6,268|-|-|6,268| |BIG Lottery: covid support|1,801|-|-|1,801| |BIG Lottery: covid support IT (capitalisation of cost IT equipment)|41,783|-|(13,928)|27,855| |Birchfield Big Local Partnership|5,531|86,491|(108,066)|(16,044)| |Birchfield Big Local Partnership other income|3,723|9,744|(9,154)|4,313| |Birmingham city Council Covid Recovery|42,013|86,514|(90,419)|38,108| |Birmingham City Council Strategic Partnership|6,787|200,000|(187,433)|19,354| |Birmingham Governors Network|3,403|-|-|3,403| |Birmingham Parent Carer Forum Secondment|-|-|(2,758)|(2,758)| |Building Grant|156,600|-|(5,800)|150,800| |Business Support Coordination|-|30,000||30,000| |Change Into Action|15,218|22,572|(14,422)|23,368| |Commonwealth Games Legacy Grants|-|560,000|(345742)|214,258| |Compassionate Communities/Covid Recovery Grants|-|450,039|
(171)|449,868| |Creative Civic Change|21,778|38,353|(42,307)|17,824| |Domestic Abuse - Mapping|-|69,960|
(58,056)|11,904| 67 ## **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2022** |Early Help -Children and Families
Exempt Accommodation Quality Standards
Health - VCS support
Health Engagement Grants
Holiday Activity Fund
Hope Station
Household Support Fund
Housing First
Housing First Personalisation Fund
Integrated Care System
Kickstart
Level Apps
Living Wage -engagement and awareness (Barrow Cadbury)
Mental Health Transitional Worker
Neighbourhood Network Support
NHS Volunteering Covid Project
PCC - Peer Mentors
PCC- Mapping
PCC-Funding Officer
Personal Health Budget
Research
Roots to Wellbeing
Sector Support - to open building after covid
Telephone Trees
Use IT (ESF funded project)
Welsh House Farm Big Local Partnership
West Midlands Combined Authority Tool Kit
Youth Violence Prevention Programme Manager|29,316
2,035,142
(2,012,174)
52,284
(11,309)
136,094
(105,416)
19,369
49,587
121,980
(51,017)
120,550
-
26,700
(16,000)
10,700
-
3,315,480
(3,271,933)
43,547
1,914
-
(1,914)
-
-
4,974,995
(4,843,518)
131,477
111,871
63,280
(50,322)
124,829
7,666
-
-
7,666
-
25,350
(4,943)
20,407
-
54,366
(66,041)
(11,675)
4,392
-
-
4,392
-
4,000
-
4,000
69,353
38,315
(26,599)
81,069
46,858
128,000
(95,205)
79,653
10,942
-
-
10,942
11,020
-
-
11,020
9,426
-
(2,000)
7,426
8,737
-
(265)
8,472
(586)
27,782
(47,950)
(20,754)
44,117
220,107
(253,732)
10,492
5,661
-
(3,400)
2,261
-
23,960
(15,320)
8,640
7,000
21,000
(24,465)
3,535
-
-
-
-
8,828
83,406
(116,993)
(24,759)
3,046
-
-
3,046
-
-
(1,093)
(1,093)| |---|---| ||**1,346,908**
**13,969,969**
**(13,394,619)**
**1,922,258**| 68 **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2022** ## **Note 20** ## **UNRESTRICTED INCOME FUNDS** |Unrestricted funds|**Movement in Funds**
**Opening**
**Incoming Outgoing**
**Unrealised**
**Closing**
**Balance**
**Resources Resources**
**Transfers gain (loss)**
**Balance**
**£**
**£**
**£**
**£**
**£**
**£**
668,851
268,520
(250,470)
-
2,007
688,908| |---|---| ||**668,851 **
**268,520**
**(250,470)**
-
**2,007 **
**688,908**| 69 **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2021** ## **Notes to Restricted Reserves:** Accessible Social Investment for B’Ham - Barrow Cadbury funding through the Connect Fund to improve the awareness of and engagement with the various forms of Social Investment opportunities withing the Voluntary and Community Sector. This work cam to a halt due to the pandemic and the funding was re-purposed to support a BAME let consortium to develop and capacity build them to access funding and get established. BIG Lottery- National Lottery Community Fund - Ageing Better - funding to develop a vision and strategy for the Aging Better program to support older people who are isolated. This program was extended for a year to the end of March 2022, to support older people through the impact of the pandemic. Big Lottery - National Lottery Community Fund: Birmingham Changing Futures Together:- An eight year program to be delivered with a partnership of organisations delivering services to beneficiaries with multiple and complex needs, gathering evidence of best practice with the ultimate aim of bringing about systems change. This year is the penultimate year. Big Lottery - National Lottery Community Fund: : Birmingham Changing Futures Together – ICAT - capital spend on the ICAT IT system to support the delivery of the Birmingham Changing Futures programme, this will be amortised to the income and expenditure account over the lifetime of the programme. BIG Lottery-- National Lottery Community Fund : Covid Support – Funding to support the Voluntary and Community sector through the impact of COVID and to support BVSC infrastructure to better provide that support. BIG Lottery-- National Lottery Community Fund : Covid Support IT – Funding for capital spend on IT to support BVSC to support the sector, this will be depleted through depreciation charges over the lifetime of the IT equipment. Birchfield Big Local Partnership: BVSC is the accountable Body/local trusted partner for the partnership to deliver services and improve the Birchfield local area. The partnership is funded by the Local Trust who is funded through the BIG Lottery. Birchfield Big Local Partnership other income- Funding raised by the Birchfield Partnership to support the local community in Birchfield. Birmingham City Council Covid Recovery – Funding from Birmingham City Council to support the Voluntary and Community Sector to recover from the impact of COVID. Birmingham City Council Strategic Partnership- Funding to enabling more effective public/third sector engagement, strategic alignment and collaboration in Birmingham. A New Integrated Programme of Strategic Support & Development for Voluntary and Community Sector. 70 **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2022** Birmingham Governor Network - A network providing support to school governors, the funding is held for the network and BVSC provides financial and database services to the committee of the network. Birmingham Parent Carer Network Forum – a seconded post, employed by BVSC working with the network. Building Grant – ESF grant for the extension of the building, depreciation is charged to this fund over the economic life of the building. Change into Action - An initiative with West Midlands Combined Authority for donations through Just Giving to support individuals who are homeless. Commonwealth Games Legacy Grants – a grants program to build stronger communities in light of the Commonwealth Games that were being hosted by Birmingham in 2022. Compassionate Communities/Covid Recovery Grants – grants programme to support the sector to recover from the pandemic. Creative Civic Change – BVSC became the Local Trusted Organisation for the is collaborative project between the Birchfield Big Local and Welsh House Farm Big Local partnerships. Domestic Abuse Mapping –funding from BCC to carry out Domestic Abuse assessment of need, mapping exercise, review of the DA Strategy in Birmingham Early Help -Children and Families-Funding from BCC to support families and vulnerable children through ten Voluntary Sector led local lead agencies , community grants to organisations and resilience grants to families and young adults. This support was already being developed by the Birmingham Children’s Partnership but was fast tracked in response to the pandemic. Exempt Accommodations Quality Standards - Birmingham has the largest Exempt Supported housing sector in the country. With greater and more effective scrutiny this could be an asset, enhancing the offer of accommodation for individuals experiencing homelessness. The Quality Standards alongside the ‘Charter of Rights’ aim to support this complex issue. Health – Various funding to develop and engage the the voluntary and community sectors in Birmingham with health, including the Integrated Care System. Health Engagement Grants – to small organisations to support vaccine uptake. Holiday Activity Funds – Grants programme to support Voluntary and Community sector organisations to provide holiday activities and food for vulnerable children in the summer holidays and the Christmas holiday period. Hope Station – is a community run radio station set up in response to the pandemic, BVSC supported the project by supporting applications and providing finance support whilst the project established itself. Household Support Fund – Funding from BCC to support people/families in hardship with small grant payments. 71 **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2022** Housing First - Funding to support homelessness across the West Midlands using the principles of the Housing First model. These resources were used to support the homeless communities through the pandemic. Levol Apps - A ESF funded international initiative to develop toolkits to manage Volunteers that can be used across Europe. Living Wage – engagement and awareness – funding from Barrow Cadbury Trust to engage the sector on being Living Wage employers. Mental Health Transitional Worker - funding secured to support the work of Birmingham Changing Futures Together. Neighbourhood Network Support - To provide support to neighbourhood network schemes across Birmingham, this funding and the network were used to co-ordinate support across Birmingham during the lockdowns. NHS Volunteering Covid Project – Funding to support the NHS with volunteers during the pandemic. PCC-Funding Officer -Funded by the Police Crime Commissioners office to support voluntary and community organisations to access funding to address guns, gangs and violence and to address elderly isolation. Additional funding was secured to map the sector. PCC- Mapping – funding secured to map the sector PCC - Peer Mentors- The Police and Crime Commission have part funded the position of two Peer Mentors to support them to support people under the BCFT that are homeless, have mental health issues, are at risk of re-offending or substance misuse. Personal Health Budget Project: Funding to support individuals to use their personal budgets to access end of life care. Personal Health Budget – a pilot project to support people with end of life care. Research - Research function in BVSC, funded by various funders and income generation, there has been significant development of research projects during the year- please see the Trustees report for information. . Roots to Well Being – The portal for GPs to access third sector services for their patients was adapted and developed to provide support through the pandemic to those who needed it most. Sector Support -to open building after covid – funding from BCC to work with ACIVICO to support the sector to open community buildings safely after lockdowns ceased. Telephone Trees – Funding to develop and coordinate the set up of 10 telephone trees. Telephone Trees project will disseminate key information, provide peer support and social contact to overcome the barriers around lack of access to digital communications. In turn this will improve and boost emotional resilience, increase support networks and provide an ‘early warning’ system to identify potential crisis points in communities. 72 **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2022** Welsh House Farm Big Local Partnership- We became the Local Trusted Organisation of the Welsh House Farm project funded by the Local Trust, a community led partnership approach to support the local residents to address local issues. West Midlands Combined Authority Tool Kit -funding to develop the ‘Commitment to Collaborate’ toolkit. Youth Violence Prevention Programme Manager - a secondment to support youth violence prevention. ## **NOTE 21 ANALYSIS OF GROUP NET ASSETS BETWEEN FUNDS** |**31st March 2022**
Intangible Assets
Tangible Fixed Assets
Fixed Asset
Investments
Net Current Assets
**Total Net Assets**
**31st March 2021**
Intangible Assets
Tangible Fixed Assets
Fixed Asset
Investments
Net Current Assets
**Total Net Assets**|**Unrestricted Restricted**
**Funds**
**Funds**
**£**
**£**
-
6,269
437,802
178,655
6,646
-
244,460
1,737,334
688,908
1,922,258
**Unrestricted Restricted**
**Funds**
**Funds**
**£**
**£**
-
31,364
451,801
198,383
4,639
-
212,411
1,117,161|**Total**
**Funds**
**2022**
**£**
6,269
616,457
6,646
1,981,794| |---|---|---| |||2,611,166| |||**Total**
**Funds**
**2021**
**£**
31,364
650,184
4,639
1,329,572| ||**668,851 **
**1,346,908**|**2,015,759**| 73 **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2022** ## **22 Pension** Employees have the option to join the company's defined contribution pension or have contributions made directly to their private pension scheme. There are no unpaid or prepaid pension contributions as at the balance sheet date. Pensions are allocated to unrestricted expenditure or to restricted expenditure depending upon where the salary costs for individual staff have been charged. ## **23 Related Party Transactions** During the year Birmingham Voluntary Service Council (BVSC) sold services to: BVSC Enterprises Limited. At the balance sheet date, £Nil (2021 - £14,537) remained payable to BVSC and £8,559 (2021 - £nil) remained payable in respect of a gift aid donation. £56,025 expenditure was recharged from BVSC to BVSC Enterprises to cover costs incurred by the charity in supporting the delivery of BVSC Enterprises activities. The Talent Match Birmingham and Solihull Limited company was renamed BVSC Kickstart in the year to help with the placements for the Kickstart project, in 2022 no balance was outstanding to BVSC. Income of £53,921 was recharged from BVSC to BVSC KickStart to cover the direct costs of the placements. ## **24 Post Balance Sheet Events** On 6[th] June 2022, the charity completed the sale of its property, with a net book value of £579,271 at 31[st] March 2022, for net proceeds of £3,500,000. 74