Annual Accounts Report and Financial Statements For the year ended 31[st] March 2023
Registered Charity No 218795 Registered Company No 00421688
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**BIRMINGHAM VOLUNTARY SERVICE COUNCIL Report and Financial Statements for the year ended 31[st] March 2023**
|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|21|
|Plans for Future Periods|23|
|Statement of Directors' Responsibilities|27|
|Report of the Independent Auditors|28|
|Consolidated Statement of Financial Activities|32|
|Balance Sheet|33|
|Consolidate Cash Flow Statement|34|
|Notes to the Cash Flow Statement|35|
|Notes to the Financial Statements|36|
## **BIRMINGHAM VOLUNTARY SERVICE COUNCIL Report and Financial Statements for the year ended 31[st] March 2023**
## **REPORT OF THE TRUSTEE BOARD**
The Trustee Board presents its annual report and the audited financial statements for the year ended 31[st] March 2023, 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).
## **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: Lisa Martinali (Appointed Chair 23/1/23) Chair: Jonathan Driffill (Resigned 23/1/23) Treasurer: David Harris
## **Co-opted Members**
David Harris Ricky Joseph (Resigned 30/9/23)
## **Member Representatives**
Matthew Forsyth - Sport 4 Life UK Lisa Martinali - The Pioneer Group (until Jan 23)/St Pauls Trust (Feb 23) Jackie Owen - Home from Hospital Care Des Workman - Robin Day Centre
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Dr Fathi Elsadig Jamil - Community Resource Information Centre Dawn Durrant - Birmingham Centre for Arts Therapies (Appointed 23/1/23 / Resigned 14/9/23) Matthew Daniels - Age UK (Resigned 25/5/22))
**Network Representatives** Peter Rookes - Birmingham Council of Faiths Amrick Singh Ubhi - Nishkam Centre (Resigned 26/7/23)
**City Council Representatives** Councillor Mohammed Idrees Councillor Ken Wood
**Company Directors:** Jonathan Driffill (Resigned 23/1/23) Matthew Daniels (Resigned 25/5/22)) Dawn Durrant (Appointed 23/1/23 / Resigned 14/9/23) Matthew Forsyth David Harris Cllr Mohammed Idrees Fathi Jamil Ricky Joseph (Resigned 30/9/23) Lisa Martinali Jackie Owen Peter Rookes Amrick Singh Ubhi (Resigned 26/7/23) Cllr Ken Wood (Resigned 22/02/22 / Reappointed 25/7/23) 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 134 Edmund Street Birmingham B3 2ES
Elizabeth Scholes Employment Law and HR Services
**Senior Statutory Auditor:** Andrew Morris FCA **Independent Auditors:** Dains Audit Limited 15 Colmore Row Birmingham B3 2BH
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## **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 23[rd] January 2023, replaced by Articles of Association, bringing the governing document up to date with best practice and current ways of working.
BVSC’s Board of Management is appointed at a General Meeting. There are provisions in the Articles of Association for a minimum of 8 board members and a maximum of 12 board members. At least 5 board members from member representative organisations, up to 5 board members co-opted to ensure the board has the right skills mix and 2 board members nominated by Birmingham City Council. The board elects its own Chair and Vice Chair and is responsible for appointing a Treasurer. 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 five places for Member Representatives on BVSC’s board. These trustees are appointed to the board through a nomination and ballot process through our membership.
## 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.
## Honorary Treasurer:
This trustee is selected by the board can be recruited through a variety of avenues including personal approaches to individuals with the relevant skills. The treasurer can be either a member representative or co-opted onto the board.
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 will be required to attend mandatory training on legal responsibilities including but not limited to Health and Safety, Safeguarding, GDPR. 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.
We are in the process of transitioning to the provisions in the new Articles of Association.
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## **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 teamwork 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
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advancement of education, the development of physical improvement and the furtherance of health, and the relief of poverty, distress and sickness.
## **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 Lisa Martinali 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 its citizens during another year of real challenges.
Voluntary groups (and the communities they serve) continue to face an unprecedented array of challenges. Global unrest continues to have a huge impact on the economy, as does the ongoing after-effects of the coronavirus pandemic. The resultant cost of living crisis continues, and the rising cost of food and energy impacts the lives of citizens and organisations across Birmingham. This year has seen an added layer of uncertainty introduced into the mix with the announcement of Birmingham City Council's Section 114 notice and the arrival of government commissioners. We will be keeping a close eye on the potential impacts on local authority funded voluntary sector activity in the city, and we remain committed to working with all our partners across all sectors to do everything we can to support 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 be 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 in and support for Birmingham’s voluntary, community, faith and social enterprise sector.
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## **Our Vision**
BVSC’s vision is a Birmingham in which all people enjoy lives of inclusion, safety, wellbeing and fulfilment.
## **Our Mission**
BVSC's mission is to support and advocate for a strong and influential voluntary, community, faith and social enterprise (VCFSE) sector.
## **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.
## **Becoming an anti-racist organisation**
In 2021 RACE Code consultants worked with BVSC to benchmark where we were with regards to race equality and provided us with a comprehensive report that ensures that we continue work on tackling race inequality within our organisation. We made a firm commitment to become a truly anti-racist organisation and completed the RACE Equality Code Assessment. This has given us the opportunity to join a network of other organisations, and attend Focus Group Sessions and Conferences, where best practice, progress, and any challenges can be shared.
## **BVSC Anti-racist Statement**
BVSC is committed to being an anti-racist organisation. This means not only acting in a nondiscriminatory manner, but actively working on driving out racist and discriminatory behaviours. BVSC is an organisation which prides itself on promoting inclusion, honesty and transparency with staff, our partners and organisations across the sector. We are actively reviewing and implementing initiatives which are taking us further along our journey as an anti-racist organisation. These initiatives include but are not limited to:
- Setting up the BVSC Equality, Diversity and Inclusion (EDI) working group driven by a cross section of staff across BVSC
- Driving change from the top down via the Board of Trustees and appointing a Board EDI Champion
- EDI a standard Board agenda item for meetings every 2 months
- Actively implementing the RACE Code - an accountability framework based on four key principles: reporting, action, composition, and education
- Developing an EDI Strategy for BVSC
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- Creating a psychologically safe environment for staff to discuss race and other EDI matters.
- Reviewing key BVSC policies through an anti-racist lens
- Creating a bespoke awareness and education programme aimed at bringing to life lived - experience of racism.
- Establishing EDI champions across the organisation who will be able to have conversations with staff about all things EDI.
The 2021 Census results revealed that Birmingham now has a demographic where ethnic minorities make up the majority of the population of the city. At BVSC we are committed to reflecting this demographic in our workforce by taking positive action to ensure more Black, Asian and other ethnic minorities are represented in our staff.
We are taking positive action to ensure our recruitment practices reflect our commitment to eliminating unconscious bias. These include and are not limited to:
- Introducing an in-depth Equalities Monitoring Forms capturing information about the makeup of our candidates to all BVSC roles. These Equalities monitoring forms can be compared to the Census data for Birmingham to ascertain if BVSC are attracting candidates reflective of the Birmingham area. This information will be used by HR and made available to the EDI group to inform changes in the recruitment process.
- Capturing EDI Data for all BVSC staff and Board of Trustees to make informed decisions around the composition of our workforce.
- Expanding the Values interview pool across the organisation. Having a larger pool of interviewers reduces the risk of unconscious bias influencing the makeup of the organisation.
- EDI focused question added as standard to interview questions.
- All adverts now containing a statement as standard to communicate our commitments as an organisation, and to encourage applicants who may not meet all the criteria to apply.
- Undertaking a review of all employee salaries to ensure that pay scales for our ethnic minority staff match those of non-minority staff.
- Being a Living Wage Employer ensuring all our staff are paid fairly.
Moving forward, BVSC will look to partner with organisations who demonstrate an equal commitment and intention to delivering active anti-racist practice. We recognise that this will look different within organisations with whom we work, however it will become a prerequisite of partnering with us. We ask that organisations can articulate their pro-active efforts towards achieving racial equity either within their organisation, or externally in the environment. We request that this is undertaken in a way that is proportionate to the size and scope of the organisation.
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## **Review of activities:**
## **Sale of 138 Digbeth:**
Over the past ten year we have been in negotiations to sell our base at 138 Digbeth. We were based in the middle of a re-development and had no choice but to engage with the developers. In June 2022 we sold our building and moved into leased premises at Livery Place. We couldn’t take our fixtures and fitting with us so we donated as much as we could to voluntary and community organisations across the city, everything from cupboards, desks, chairs, tables, conferencing equipment, the kitchen cabinets and an organisation even had the kitchen sink. Practically everything was recycled into the sector **.**
## **So what next…..**
We have been looking for a building in a central location to create a hub for the sector and BVSC, we were lucky enough to purchase Latham House in 2023. Work has now started on developing this building, to create a hub for the sector, to create space for collaboration, networking, showcasing the amazing work the sector does and to create something new and exciting to meet the needs of the sector post covid and all the changes, challenges and opportunities that bought.
## **Activities delivered during the year:**
## **1. BVSC Grants**
|Project|Description|
|---|---|
|Commonwealth
Games Legacy
Work (BCC)|Grants awarded ranging between ~£3k and ~£70k to 74 grant holders
across the city. Bringing communities together to talk about and share
their experiences of Birmingham in the build up to the Commonwealth
Games and capturing the feedback and thoughts of residents from a
variety of communities of the Games itself. Specific activity included
development of a Peace Garden, a number of walking tours across
the city, and production of a short film of residents sharing their
experiences.|
|Addressing
Homelessness
(Shelter)|Small grants of ~£20k and ~£5k working with organisations in and
around 3 defined areas of the city (Erdington, Handsworth and
Sparkhill) who are working in the specified communities. Working with
organisations
to
raise
awareness
of
housing
issues
and
homelessness in the communities and groups they are already
supportingwithother matters.|
|Engage for Ukraine
(BCC)|Small grants of ~£20k and ~£5k working with organisations in and
around 3 defined areas of the city (Erdington, Handsworth and
Sparkhill) who are working in the specified communities. Working with
organisations
to
raise
awareness
of
housing
issues
and
homelessness in the communities and groups they are already
supportingwithother matters.|
|Hardship Grants
Community Fund –
HSF (BCC)|Individual grant giving to eligible households in the city who are facing
hardship. £200 grant awards to support households with costs
associated with food and energy. BVSC engaged a network of
VCFSE and statutory partners across the city to identify suitable
households and work with them to complete an application for funding
using anonline portal.|
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|Redundancy &
Retraining – Elevate
(Centre for Ageing
Better)|Run an open and transparent process to identify a suitable delivery
partner for a pilot project. and provide monitoring and support to the
appointed delivery partner. Activity focuses on over 50s being made
redundant from long term roles in the manufacturing and automotive
sectors.|
|---|---|
|Compassionate
Communities (BCC)|Appointing delivery partners across the city to support the promotion
of open communications about end-of-life stages. Supporting delivery
partners toidentify community assets and undergo training.|
|Workforce
development –
Covid recovery
(BCC)|Consultation and development of a toolkit for workers across the
VCFSE sector, but especially those in the health & social care sector
to identify, manage and reduce employee burnout, initially the context
of working under covid-19 restrictions but increasingly in relation to
higher demand due to the cost-of-living crisis.|
Information provided by **Rosa Spawton-Rice** – Head of Grants and Partnerships
## **2. BVSC Research**
## **Research and evaluation**
During 2022-2023, we delivered fifteen research and evaluation projects. These are summarised in the table below:
|Project|Description|
|---|---|
|Poverty Truth
Commission
Evaluation
(Ongoing)|We are the Learning and Evaluation partner on the PTC until Summer
2024. We have provided an interim report showing an understanding
of the project evolution during the first stage of the PTC, to assist the
continued development and to identify barriers. A summary of topics
and ideas raised by community commissioners was produced, with a
focus on the types of issues and problems faced by community
commissioners, and a report reflecting on the initial Theory of
Change.|
|YEF Community
Research & Co-
Design Partner|This was a long-term project, which finished in December 2022 which
was aimed at reducing youth violence in a specific location in
Birmingham. In its final year, community researchers were trained,
and then deployed to carry out research to inform co-design of an
action plan. A co-design report was completed, in conjunction with a
steering group convened of community partners, citizens and
stakeholders. This report included an action plan, budget and risk
register for the ongoing work within the community, with a particular
focus on strategic development and the strategic landscape, and
sustainability.|
|Walsall Mental
Wellbeing|This evaluation consisted of process evaluations exploring early
impact and learning of the four main programmes funded by the
Better Mental Health Fund. Casestudies from citizens were also
collected from participants in the smaller grant funded activities, and
programme output data on individual outcomes and beneficiary reach
were analysed.|
|DigiKick Evaluation
Partner|We are the long term (3 year) Learning Partner for Digikick’s National
Lottery Community Fund (NLCF) Reaching Communities grant. Two
separate workshops with DigiKick staff, a set of organisational values,
and a strategic workplan have been produced. Developing values and
setting out a really clear strategy were designed to help DigiKick find
an ideal vision forthefuture and a clear roadmap of howto get|
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||there.|
|---|---|
|Forward Carers
Small Grants
Evaluation|Forward Carers asked BVSC Research to evaluate the process of
their small grant-giving programme, to assess the effectiveness of the
approach they took. This information has been used by Forward
Carers to fine tune their processes. The report also took a deep dive
into three of the organisations who were given grants, exploring the
impact of these projects for Carers.|
|ICS 10 Yr Strategy|The Birmingham & Solihull Integrated Care Partnership has been
developing a 10 Year Integrated Care Strategy. Engagement
activities have taken a variety of forms, and this report includes a
summary analysis and collation of all this feedback with a clear
breakdown of opinions, views, insights and learning. The report also
identifies any gaps in reach and key recommendations.|
|ICS Neighbourhood
Integration(ongoing
to Sept 2023)|Neighbourhood Integration (NI) is an approach that seeks to provide
more effective, more appropriate support to individuals at home. This
evaluation will be used to gauge early thoughts from the test sites,
incorporate initial data from the Business Intelligence Team and make
recommendations based on the pilot period. It will be used to help
direct further performance and evaluation activity during the full roll-
out.|
|Household Support
Fund Evaluation|Two reports for two funding rounds of the Household Support Fund
grant making scheme were completed, with a third to support funding
round 3 to commence in March. The reports evaluated the
effectiveness of the approach taken in administering the different
funding tranches. The individual evaluations have iteratively informed
the approachtaken forsubsequentfundingrounds.|
|Covid Engagement
Report|West Birmingham Covid Vaccination Engagement Partnership was in
receipt of additional funding to support targeted community
engagement with high impact activities in areas where uptake of the
first or second dose of the covid vaccine remained low. This report
analysed local organisations’ responses to a citizen survey in order to
capture good practice andrecommendationsfor future engagement.|
|NNS Evaluation
(Phase 1 – January
– March 2023)|An evaluation of the Neighbourhood Network Schemes has been
commissioned, to begin in April 2023. Initial setup work has been
commissioned separately to analyse the effectiveness of the
proposed citizen census approach. A report will be created following
consultation withstakeholders.|
|ICS Long Covid
Community
Engagement|Birmingham Community Healthcare are allocating small grants to 25
organisations to run engagement activities to ascertain community
awareness of long covid and any barriers to accessing the long covid
service. This report will comprise analysis of data from surveys
completed by citizens, analysis of feedback from attendee
questionnaires and intelligence and feedback from each of the
organisations.|
|ICS
CitizenEngagement
Framework|The development of an outline framework and a model of citizen
representation to be used in BSOL ICS governance arrangements.
This will build on good practice in citizen representation. The report
will include a summary of good practice and service requirements and
suggestrecommendationsforthemodel’s development.|
|CDPH Community
and Older Adults|This evaluation seeks to understand what activity/action came about
as a result of participation in the Alongsiders network and what
differenceithasmade to citizens. Itwill lookatwhat barriers there|
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||were for practitioners in terms of involvement and what resource is
required tohelp overcome these barriers.|
|---|---|
|Digital Inclusion
Report|Ageing Better in Birmingham commissioned an independent
evaluation of the Carers Digital Inclusion project, that was delivered
by DigiKick for Forward Carers. The evaluation provided evidence
about whether the project had achieved its outcomes and identified
the impact it had on citizens. The evaluation also made
recommendations toinform futurework.|
|Vision for
Volunteering|The facilitation of consultation events comprising workshops
with citizens, the Voluntary, Community, Faith and Social Enterprise
(VCFSE) sector and partners about creating a Vision for Volunteering
for the city. A draft vision and action plan have been created to form
the basis of an ongoing strategy for the city.|
Activity over the year also centred on completing activity for a series of State of the Sector 2022-2023 Insight reports:
|Project|Description|
|---|---|
|Volunteering|In-person event held with approx. 60+ delegates to explore current
issues regarding volunteering (developed in conjunction with the
Vision for Volunteeringwork).|
|Staff wellbeing|In-person event held with approx. 40+ delegates, exploring current
issues regarding staff wellbeing in the sector (including impact on
recruitment/retentionofstaff)|
|Race Inequality|On-line event held in partnership with Birmingham Race Impact
Group, exploring issues of race equality in the sector (delivered in
partnership with Engage for Good)|
|Finance and
Funding|On-line event exploring issues of finance and funding facing the
sector inthe aftermathofthe pandemic and during the COLcrisis.|
|Cost of Living Crisis|In-person event held with over 100+ delegates exploring the
impact of COL on VCFSE organisations and the communities they
serve.(Deliveredinpartnershipwith EngageforGood)|
During 2022-2023 we worked in partnership with a range of partners to address the ‘research readiness’ of the VCFSE sector. These pieces of work have been funded/are being funded through the University of Birmingham, NIIHR, and/or the Clinical Research Network.
|Project|Description|
|---|---|
|NIHR Events
Support|Two events held to explore the ‘Research Readiness’ of the
VCFSE sector: exploring barriers to engaging in research and
identifying ways in which to address these barriers. Written report
highlighting key learning has also been supported by the
directorate.|
|UOB Centre for
Urban Wellbeing:
Community
Engagement|Commencing in March 2023, this project will focus on community
engagement:
providing
participants
(academics,
community
organisations based in the West Midlands, community members,
research users) with opportunities to engage with and influence
policy focusing on: Digital health technologies; Mental health
inequalities and Disability; Workplace Health and Good Work;
HeathyEnvironments/places.|
|CRN Innovation
Grant (with UOB)|Due to commence in March 2023, this work is to develop a
Regional Community Research Hub which will bring together best
practice in research and create a central repository for good|
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||practice|
|---|---|
|UOB Building
Participatory
Research (Phase 1)|This project aimed to build capacity and knowledge exchange in
participatory
research
and
education
among
social
care
researchers and voluntary and community sector organisations
(VCSOs)in Birmingham|
|UOB Building
Participatory
Research (Phase 2)|The next phase of the project (from January 2023) will seek to
develop and deliver training for VCSEs and academic researchers
in participatory research, focusing on engaging communities,
evidencing impact and creative methodologies. It will also provide
mentorship to up to five small teams of academic researchers and
VCSEs to co-design and deliver social care focused research
projects orbids thatinclude peoplewith lived experience ofcare.|
Information provided by **Sophie Wilson** – Director of BVSC Research
## **3. BVSC: Communities and Older Adults**
|Project|Description|
|---|---|
|Neighbourhood
Network Scheme and
Prevention and
Communities
Support.|This focuses on supporting the ten area based and two thematic
Neighbourhood Network Schemes (NNS) and the annual £2.7m
Prevention and Communities grants programme. A key part of the
work this year has been to provide advice and practical assistance to
the commissioners and applicants on the recommissioning of these
grants.|
|Fuel Poverty|Fuel poverty project led by Witton Lodge, MECC and by two advisors
working in Yardley. This enabled bespoke advice for citizens at a key
time of the year. In addition, MECC were carrying out community
research about the needs of and solutions for the minority ethnic
communities they support.|
|Community
Development
Practice Hub|Asset Based Community Development is one of the priorities of the
Adult Social Care commissioners and they have agreed to fund the
Community Development Practice Hub until March 2024. This legacy
resource from Ageing Better is a resource for people and
organisations who ‘work with’ people in Birmingham so they can take
collective action to make changes to things that are important to
them and their communities. Funding came in at the end of the year
and a programmeis being developed.|
Information provided by **Benita Wishart -** Head of Communities and Older Adults (maternity cover)
## **4. BVSC: Children, Families and Young People**
|Project|Description|
|---|---|
|Early Help|In 22-23 BVSC continued to oversee the delivery of the VCFSE
sector early help offer, the role of BVSC role is the coordination|
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of the locality work across Birmingham and one to one support to the seven voluntary sector leads in each locality to support them in their role to assess local need. The core objective for the whole of the area is to build confidence in the VCFSE sector so there is a role in ongoing Early Help past the current grant end date. BVSC distributed grants to the seven voluntary sector leads on a quarterly basis and also hold responsibility for paying interpreting/translation invoices received from locality leads"
Information provided by **Taylor McDonald** - Head of Children, Families & Young People
## **5. BVSC: Multiple Disadvantage**
|Project|Description|
|---|---|
|Violence Against
Women and Girls
Strategy
Implementation
Support|BVSC hosted an embedded worker to support Birmingham City
Council undertake a needs assessment around violence against
women and girls. The post holder has been working with stakeholders
to
complete
this
task
and
transition
the
project
towards
implementation.|
|Rough Sleeper
Initiative (RSI)|BVSC via the RSI Service Lead were commissioned to assist in the
development of rough sleeping services to ensure that the City’s
services are maximising their impact and effectiveness in reducing
rough sleeping and street-based activity. This included:
`-`Developing joint working protocols, to enhance partnership work
and management of risks and where applicable service
improvements and practice in line with overall rough sleeping
strategy of the city, with an emphasis on the coordination and
contribution of the voluntary, charitable and faith sector
organisations in response to rough sleeping.
`-`To prevent and resolve homelessness for rough sleepers through
the provision of good quality, holistic housing advice and
identification of appropriate accommodation solutions.
`-`Monitor performance and compliance to complete accurate and
relevant
submissions
of
data
and
implement
service
improvements where necessary.
`-`To build and maintain relationships with key stakeholders,
including Experts by Experience and Birmingham’s faith and
community sector; strategically aligning their work in support of
the rough sleeping agenda.
`-`Gather evidence and information on the causes of rough sleeping
within Birmingham; develop ideas and solutions to prevent people
from rough sleeping in the first place.
`-`Reviewing and producing reports with complex data and statistics
to obtain a clear view of year-on-year challenges, patterns, like for
like trends and influences.
`-`To act as the point of contact for all rough sleeping related matters
and adviseMembers and otherCouncildepartments on rough|
15
||sleeping issues and keep them up to date with developments in
this area.|
|---|---|
|Birmingham
Supported Exempt
Accommodation
Quality Standards
(SEAQS)|The Standards aim to highlight good practice, improve the quality of
support, and help build an organisational culture that is aware of
quality of support and improving individual residents' experiences and
outcomes as well as Identify gaps and areas for improvement.
SEAQS team have been working towards getting as many providers
and managing agents signed up to the Quality Standards programme
to ensure that there is sufficient fit for purpose provision to meet
Birmingham’s need within this sector.|
|Liaison and
Diversion Transition
Worker|The Transition and Diversion worker supports adults to access
various services available via the No Wrong Door approach
established by the Fulfilling Lives program and helps them to gain
confidence in doing so. This role focuses on ‘refer and accompany’
principle as opposed to ‘refer and signpost’. The aim of the role is to
support people to access and engage with services within and outside
the No Wrong Door Network by:
`-`Creating trust and rapport with people
`-`Enable people to access and engage in the services they
need.
`-`Provide practical and emotional support – having time to
listen, supporting people to attend appointments.
`-`To work in partnership with external partners ensuring the
smooth transition of client referrals between agencies.
`-`To forge positive, links and working relationships with
externalservices and agencies.|
Information provided by **Harpal Bath** – Head of Multiple Disadvantage
## **6. BVSC: Strategic Fundraising and Sector Support**
|Project|Description|
|---|---|
|Strategic
Partnership
Programme|BVSC continued on the ‘Engage for Good’ Programme. This included:
raising awareness of issues such as the Real Living Wage (funded by
Barrow Cadbury Trust) and social prescribing; tackling Equality,
Diversity and Inclusion through signing the Birmingham Faith
Covenant and delivering the VCFSE Mini Race Impact Summit (with
Birmingham Race Impact Group); bringing partners together to take
action on support for Ukrainians, Environment & Energy and Cost of
Living issues. Throughout all, ‘Engage for Good’ has enabled the
sector to voice and tackle challenges, work in cross-sector
partnerships and take action forourcommunities.|
|Business
Development and
Funding Support|As well as one-to-one support provided to organisations on bid writing,
BVSC has continued with our popular weekly Business Development
& Funding webinars and delivered Engage for Funding (a searchable
database on funding opportunities- now with ~1000 users). Our first
Accelerator Programme supported organisations to further develop
their business development and income generating approaches. This
has all contributed to our ongoing objective of increasing funding and
investment comingintoBirmingham.|
16
|Community
Champions
Training|Funded by the Public Health Team at Birmingham City Council, the
Community Champions Training aims to engage emerging community
leaders with the skills and knowledge to help them be effective in their
role. We delivered a blend of in-person and on-line learning to over
120people to date. The on-line resource is free to access and can be
found atCommunity Leadership e-learning | Birmingham Voluntary
Service Council (bvsc.org)|
|---|---|
|Violence Reduction
Community
Partnerships
Manager|
Funded by Violence Reduction Partnership (VRP) the role aimed to
broker relationships with VCFSE organisations working in youth
violence prevention. Embedded at BVSC working to VRP Birmingham
City CouncilandBVSC|
|Living Wage City|BVSC is a Living Wage Employer and Barrow Cadbury Trust funded
BVSC to raise awareness of the Real Living Wage amongst the
VCFSE sector. The real Living Wage is independently calculated
based on what employees and their families need to live and is higher
than the National Living Wage. The Birmingham VCFSE Cost of Living
Summit in November 2022, highlighted the relationships between cost
of living and the Real Living Wage with a presentation and workshop
from the Living Wage Foundation to a wide audience from the VCFSE
sector and partners. A Business Development and Funding Webinar
on the Real Living Wage was also delivered during Living Wage Week.
The Real Living Wage was also highlighted on an ongoing basis
through our Living Wage City page on the BVSC website. The effects
of the Covid-19 pandemic combined with rising living costs has left
many VCFSE workers struggling. Despite increased demand for
services, low pay is harming workers within the sector and threatening
stability of the services they provide. With one in seven VCFSE sector
workers being paid less than a living wage, its now more important
thaneverto deliveraLivingWage City.|
Information provided by **Ian Henshaw** – Head of Strategic Fundraising and Sector Support
## **Our Engagement and Communication:**
## **E-bulletin** :
E-bulletin subscribers rose steadily throughout the year from 3028 in April 2022, to 4928 in March 2023.
## **Current Headline Comms Stats (as November 2023)**
**Website** : Average page views per month around 40,000 **@bvsc Twitter** :7,47 followers
**Members** : 540
**Facebook** : 1,700 followers **Linked** - **in:** 1,994 followers **Instagram** : 1,196 followers
17
## **Comms Activity and event attendance year to 31 March 2023**
The Comms team helped promote a number of key BVSC activities and attended several events throughout the year, including:
- Event: Volunteering Expo at NEC (6/4/22)
- Closure of 138 Digbeth and office move to Livery House
- Thriving Communities (Social Subscribing) project
- Sharing the Cake sessions (Community Engagement) sessions
- Engage for Good webinars
- Event: Volunteering Summit (BVSC Research) (24/11/22)
- Engage for Ukraine activities
- Embedding the VCFSE sector into Birmingham and Solihull's Integrated Care System sessions
- Refreshed Route2Wellbeing website
- State of the Sector deep-dive events and activities
- Event: Health Summit (BVSC Research) (13/2/22)
- Community Leadership Programme (Community Champions)
- Accelerator Programme
18
OURSTAFF
Our dedicated staff team are the heartbeat of our organisation and our
recruitment process ensures that staff are recruited to our core values of
commitmenL collaboration integrity and inclusion.
Our People and Culture Strategy aims to help increase engagement in areas
such as wellbein£ pay and benefits and leadership
The make up of our staff team
Male
33%
43
Female
67%
Majority
female staff
75.5 %- fulltime
24.4%- part tlme
Average Age
Unr8cordqdlPref8r rM)tto say
20.5%
Anyotherthite bdckgrryjnd
Ask0rAs1an British lTrJian
5ian QT Asian Brtish Pdki5tani
4%
Black. BL*k British Afran backgr
6.1%
8Lk. Black British Cdribbean
4%
Whrte English. Welsh. sCottb, Northern Irish or British
19
Average salary of all staff =
£36, 302
£34, 022
£36, 950
Average salary of females =
Average salary of males=
Future Focus
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and enhance org8nl8allon. wlth a
partlcular focus on competend8s. lob
OV8Iu811on. th•f8lm888 of our pay structurn
ondwellbolTrJ.
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tho nee888ary competèndeg for thelr
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underntood by all 81aff mombwj and Ilne
m•nog•rn.
20
## **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 £2.835m in the year, which is made up of a surplus in unrestricted funds of £3.231m and a deficit of £396k in restricted funds after 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 surplus in unrestricted funds includes a surplus on the sale of the building of £2.973m. A new building has been purchased in 2023/2024 for £3.6m, the board have decided to designate £3.6m of the unrestricted reserves to cover the cost of the new building. Giving unrestricted funds of £320k for the year to 31[st] March 23.
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 cost-of-living crisis. The grant making activities accounted for just under £16m of our income and expenditure during the year.
The second significant activity during the year was the sale of the building for £3.55m.
## 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.
21
## Expenditure on Activities during the year:
**----- Start of picture text -----**
2%
6% Sector support
3%
5%
An influential voluntary
sector
Voluntary Sector-led
partnership programmes
Grants paid
84% Management costs
**----- End of picture text -----**
Sources of Income:
22
## **Review of the Performance of Subsidiaries:**
**BVSC Enterprises** (company registration number 1660160), with the sale of BVSC’s building during the year, conferencing was closed down. The figures in the accounts and the gift aid are as a result of some outstanding transactions from previous year.
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 have not delivered any conferencing services during the year.
**BVSC KickStart Limited (formerly Talent Match Birmingham and Solihull Limited)** (company registration number 09112870)
KickStart Limited was used to deliver placements under the government Kickstart scheme.
The board is made up of the two directors, we currently have one.
**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 20232024 is £237k.
The unrestricted reserves for the year totalled £3.920m, of these £3.6m have been designated for the purchase of the new building. Therefore, the current level of free unrestricted reserves are £319k, this is higher than three months unrestricted expenditure for 23/24. In this uncertain environment, the board deem it prudent to leave the reserves at this level.
## **PLANS FOR FUTURE PERIODS**
## **What we do**
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.
By supporting a robust voluntary and community sector informed by the lived experience of local people, we enable organisations and individuals working to deliver social change, to identify and build on existing strengths and to enhance these through volunteering and social action.
23
Our aim is to support a vibrant and resilient sector which in turn ensures that people from across the city feel included and engaged and have access to appropriate support from people who understand the issues and challenges they face.
Our strength comes from working in partnership with the voluntary, community, public and private sectors to develop effective responses to these challenges and to engage citizens in an exciting journey towards a better, stronger future.
Our passionate and dedicated staff team leads on the three key areas of our work, which are:
- **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 Vision**
BVSC’s vision is a Birmingham in which all people enjoy lives of inclusion, safety, wellbeing and fulfilment.
## **Our Mission**
BVSC's mission is to support and advocate for a strong and influential voluntary, community, faith and social enterprise (VCFSE) sector.
## **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.
24
|||||
|---|---|---|---|
||**_Our Strategic Aims:_**|||
|||||
|**_1: Citizens are_**
**_empowered to_**
**_make a positive_**
**_difference._**|**_2: Voluntary_**
**_groups have_**
**_access to the_**
**_knowledge and_**
**_resources needed_**
**_to achieve their_**
**_aims._**|**_3: The voluntary_**
**_sector is influential_**
**_as a force for_**
**_positive change._**|**_4: BVSC is an_**
**_independent,_**
**_effective, inclusive_**
**_and sustainable_**
**_organisation._**|
|||||
|||||
||**_Key Strategic Objectives 2023-24:_**|||
|||||
|**_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.|**_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|**_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|**_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|
25
|To support the
development of a
VCSE sector that
meets the needs
and aspirations
of**all**our citizens.|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
practice and policy
issues
Build research and
evaluation capacity
and understanding
across the VCFSE in
Birmingham|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.
Increase the reach
and impact of
research and
evaluation in the
sector||
|---|---|---|---|
26
## **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 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 Lisa Martinali Date 15/12/23
27
## **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 2023 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 2023 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.
## **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
28
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.
In preparing the financial statements, the Trustees are responsible for assessing the group’s
29
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.
To address the risk of fraud through management bias and override of controls, we:
- performed analytical procedures to identify any unusual or unexpected relationships;
- • tested journal entries to identify unusual transactions;
- assessed whether judgements and assumptions made in determining the accounting estimates were indicative of potential bias; and
30
- investigated the rationale behind significant or unusual transactions.
In response to the risk of irregularities and non-compliance with laws and regulations, we designed procedures which 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 to 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 audit, 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 the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.
A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our Auditor's report.
## **Use of our report**
This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an Auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and its members, as a body, for our audit work, for this report, or for the opinions we have formed.
## **Andrew Morris FCA (Senior statutory auditor)**
for and on behalf of
## **Dains Audit Limited**
Statutory Auditor Chartered Accountants
Birmingham
Date:
31
## **BIRMINGHAM VOLUNTARY SERVICE COUNCIL CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES INCORPORATING THE INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 MARCH 2023**
|**NOTE**
**INCOME**
Donations and legacies
Income from charitable activities:
3
Grants and contracts receivable
4
Income from other trading activities
5
Investment income
6
Other income
**TOTAL INCOME**
**EXPENDITURE**
7
Expenditure on raising funds
8
Expenditure on charitable activities
**TOTAL RESOURCES EXPENDED**
14 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**
**2023**
**2022**
**£**
**£**
**£**
**£**
1,973
-
1,973
18,849
- 18,391,524 18,391,524 13,969,969
106,642 17,520
124,162
188,534
17,564 -
17,564 -
3,209,049 69,449
3,278,498
61,137|
|---|---|
||3,335,228 18,478,493 21,813,721 14,238,489|
||23,419
-
23,419
173
302,847 18,650,779 18,953,626 13,644,916|
||326,266 18,650,779 18,977,045 13,645,089|
||(2,050)
-
(2,050)
2,007|
||3,006,912
(172,286)
2,834,626
595,407
224,158 - 224,158
- -|
|||
||3,231,070
(396,444)
2,834,626
595,407|
||3,231,070
(396,444)
2,834,626
595,407
688,903
1,922,258
2,611,161
2,015,759|
||3,919,973
1,525,814
5,445,787
2,611,166|
32
## **BIRMINGHAM VOLUNTARY SERVICE COUNCIL BALANCE SHEET AS AT 31 MARCH 2023**
## **Company Registration: 00421688**
|**NOTE**
**FIXED ASSETS**
12
Intangible Assets
13
Tangible Assets
14
Investments
**TOTAL FIXED ASSETS**
**CURRENT ASSETS**
15
Debtors
Cash at Bank & in Hand
**TOTAL CURRENT ASSETS**
**LIABILITIES**
16
Creditors-Amounts falling
due within 1 year
**NET CURRENT ASSETS**
**TOTAL ASSETS LESS CURRENT**
**LIABILITIES**
22
**NET ASSETS**
**THE FUNDS OF THE CHARITY**
20
Restricted Income Funds
21
Designated Reserves
21
Unrestricted Income Funds
22
**TOTAL FUNDS**|**GROUP**
**2023**
**2022**
**£**
**£**
0
6,269
20,850
616,457
4,596
6,646
25,446
629,372
594,961
576,466
8,598,050
1,943,684
9,193,011
2,520,150
3,772,670
538,356
5,420,341
1,981,794
5,445,787
2,611,166
5,445,787
2,611,166
1,525,814
1,922,258
3,600,000
319,973
688,908
5,445,787
2,611,166|**COMPANY**
**2023**
**2022**
**£**
**£**
0
6,269
20,850
616,457
4,697
6,747|
|---|---|---|
|||25,547
629,473|
|||615,276
583,299
8,573,207
1,920,893|
|||9,188,483
2,504,192|
|||3,772,652
526,908|
|||5,415,831
1,977,284|
|||5,441,378
2,606,757|
|||5,441,378
2,606,757|
|||1,525,814
1,922,258
3,915,564
684,499|
|||5,441,378
2,606,757|
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 Lisa Martinali 15/12/23 The notes on pages 34 to 74 form part of these accounts
33
## **BIRMINGHAM VOLUNTARY SERVICE COUNCIL CONSOLIDATED CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2023**
|**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**
Surplus on disposal of fixed assets
Sales Proceeds from disposal of assets
Payments to acquire tangible fixed assets
**Net cash inflow/(outflow) before financing**
**Increase/(Decrease) in cash in the year**|17,564
(14,700)|**2023**
**£**
6,079,293
2,864
(572,209)|-
(23,381)|**2022**
**£**
262,776
(23,381)
(6,300)|
|---|---|---|---|---|
||(2,973,205)
3,550,000
(4,586)||0
(6,300)||
||||||
|||6,654,366||233,095|
|||6,654,366||233,095|
34
## **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2023**
## **(a) Reconciliation of deficit of income to net cashflow from operating activities**
|Net movement in funds for the year
Investment income
Bank Charges
Amortisation/Depreciation charges
(Increase)/Decrease in debtors
(Decrease)/Increase in creditors|**2023**
**£**
2,836,676
(17,564)
14,700
29,662
(18,495)
3,234,314
6,079,293|**2022**
**£**
593,400
(0)
23,381
65,122
(292,215)
(126,912)|
|---|---|---|
|||262,776|
## **(b) Reconciliation of net cashflow to movement in net funds/debt**
|(Decrease)/Increase in cash in the year
Movement in net funds and debt in the year
Net funds and debt at 1 April 2022
**Net funds and debt at 31 March 2023**|6,654,366
6,654,366
1,943,684
8,598,050|233,095|
|---|---|---|
|||233,095
1,710,589|
|||1,943,684|
## **(c) Analysis of net funds/debt**
|Cash at bank and in hand|**2022**
**Cashflow**
**2023**
**£**
**£**
**£**
1,943,684
6,654,366 8,598,050|
|---|---|
||1,943,684
6,654,366 8,598,050|
35
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
## **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
36
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
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.
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.
37
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
## **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.
## **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).
38
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
## **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.
39
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
## **NOTE**
## **2 Trading Subsidiaries**
|**Trading Subsidiaries**||||||
|---|---|---|---|---|---|
||||**BVSC**|||
||**BVSC**|**KICKSTART**|**Management**|||
||**Enterprises**|**Limited**|**Services**|**2023**|**2022**|
||**Limited**||**Limited**|**Total**|**Total**|
||**£**|**£**|**£**|**£**|**£**|
|Turnover|17,181|27,705|0|44,886|123,172|
|Cost of sales||(27,705)|0|(27,705)|(64,319)|
|**Gross Profit**|**17,181**|**0**|**0**|**17,181**|**58,853**|
|Interest receivable||0|0|0|0|
|Administration|4,286|0|0|4,286|(48,700)|
|Gift aid to BVSC|(21,467)|||(21,467)|(10,153)|
|**Operating**||||||
|**(Loss)/Profit**|**0**|**0**|**0**|**0**|**0**|
|The assets and liabilities|of the subsidiaries were:|||||
||**£**|**£**|**£**|||
|Assets|25,995|||||
|Liabilities|(21,464)||(21)|||
|Net assets/(liabilities)|4,531|0|(21)|||
|Representing:||||||
|Share capital|100||1|||
|Profit and loss account|4,431||(22)|||
|Shareholders' funds|4,531|0|(21)|||
40
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
|**NOTE**||||
|---|---|---|---|
|**3.**|**Grants and Contracts Receivable - Restricted Funds**|**2023**|**2022**|
|||**Incoming**|**Incoming**|
|||**Resources**|**Resources**|
|||**£**|**£**|
||Accessible Social Investment for B'ham (Barrow Cadbury Connect Fund)|1,000|**-**|
||BG Lottery - Good Practice Mentors Project|50,000|**-**|
||BIG Lottery Ageing Better|(14,821)|668,585|
||BIG Lottery: Birmingham Changing Futures Together|(110,144)|447,753|
||Birchfield Big Local Partnership|74,053|86,491|
||Birchfield Big Local Partnership other income|10,368|9,744|
||Birmingham City Council Covid Recovery|-|86,514|
||Birmingham City Council Strategic Partnership|200,000|200,000|
||Business Support Coordination|-|30,000|
||Change Into Action|-|22,572|
||Commonwealth Games||560,000|
||Community Development Practice Hub|104,000|-|
||Community Leadership Training|75,000|-|
41
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
|Compassionate Communities/Covid Recovery Grants|-|450,039|
|---|---|---|
|Creative Civic Change|48,474|38,353|
|Domestic Abuse – Mapping|-|69,960|
|Early Help -Children and Families|2,017,704|2,035,142|
|Exempt Accommodation Quality Standards|88,603|136,094|
|Fairer Futures Grants|209,687|-|
|Health Projects:||-|
|Digital Inclusion|83,333|-|
|Health - VCS support|143,667|121,980|
|Health Engagement Grants|-|26,700|
|ICS Strategy Engagement|19,250|-|
|Integrated Care System|85,000|-|
|Integrated Care System|-|25,350|
|Long Covid Community Engagement|95,000|-|
|Personal Health Budget|-|27,782|
|Roots to Wellbeing|65,000|-|
|Telephone Trees|-|21,000|
42
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
|Women’s Hormonal Health|80,999|-|
|---|---|---|
|Covid Vaccination Programme - engagement of communities|50,000|-|
|||-|
|Holiday Activity Fund|-|3,315,480|
|Household Support Fund|13,863,808|4,974,995|
|Housing First|-|63,280|
|Kickstart|13,376|54,366|
|Living Wage -engagement and awareness (Barrow Cadbury)|8,000|4,000|
|Mental Health Transitional Worker|-|38,315|
|NAVCA Small Grants|10,000|-|
|Neighbourhood Network Support|99,972|128,000|
|Neighbourhood Network Support - Fuel Poverty|49,957|-|
|Redundancy and Retraining|72,452|-|
|Research|206,126|220,108|
|Rough Sleepers Initiative|51,454|-|
|Sector Support - to open building after covid|-|23,960|
|Shelter Grants|113,332|-|
|Ukraine -Support grants|311,000|-|
43
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
|Welsh House Farm Big Local Partnership
Youth Violence Prevention Programme Manager|158,651
57,223
**18,391,524**|83,406
-|
|---|---|---|
|||**13,969,969**|
## **NOTE**
## **4 INCOME FROM OTHER TRADING ACTIVITIES**
|Consolidated trading subsidiary income*
Consultancy fees
Room hire
Rental income
Business solutions|**Unrestricted Restricted**
**Total**
**Total**
**Funds**
**Funds**
**2023**
**2022**
**£**
**£**
**£**
**£**
44,886
-
44,886
66,351
-
17,520
17,520
-
-
-
-
-
875
-
875
45,508
60,881
-
60,881
76,675|
|---|---|
||**106,642**
**17,520**
**124,162 **
**188,534 **|
44
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
|**NOTE**
**5**
**INVESTMENT INCOME**
Deposit interest|**2023**
**£**
17,564
17,564|**2022**
**£**
-|
|---|---|---|
|||6,187|
## **NOTE 6 OTHER INCOME**
|**OTHER INCOME**|||||
|---|---|---|---|---|
||**Unrestricted**|**Restricted**|**Total**|**Total**|
||**Funds**|**Funds**|**2023**|**2022**|
||**£**|**£**|**£**|**£**|
|Book and 'Update' income|18,527|
-|18,527|27,299|
|Training income|4,350|
6,900|11,250|-|
|Reimbursement of cost from Beorma Redevelopment -||-|-|20,665|
|Income for moving costs|200,000|
-|200,000|-|
|Surplus on Sale of building|2,973,205|
-|2,973,199|-|
|Change Into Action|-|11,432|11,432|-|
|Exempt Accommodation - charges to organisations -||7,779|7,779|-|
|Secondment|-|43,653|43,653|-|
|Other income|12,967|(315)|12,658|13,173|
||3,209,049|
69,449|3,278,498|61,137|
45
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
## **NOTE**
## **7 EXPENDITURE ON RAISING FUNDS**
|**EXPENDITURE ON RAISING FUNDS**||
|---|---|
|Consolidated trading subsidiary expenditure
BVSC Enterprises
KICKSTART|**Unrestricted Restricted**
**Total**
**Total**
**Funds**
**Funds**
**2023**
**2022**
**£**
**£**
**£**
**£**
(4,286)
-
(4,286)
173
27,705
-
27,705
-|
||23,419
-
23,419
173|
## **NOTE 8 RESOURCES EXPENDED ON CHARITABLE ACTIVITIES - Restricted Funds**
|||**Grants to**||||
|---|---|---|---|---|---|
||**Activities**|**Individuals**||||
||**Undertaken**|**and**|**Support**|||
|**Charitable Activity**|**Directly**|**Organisations**|**Costs**|**Total 2023**|**Total 2022**|
|||(Note 8d)|(Note 8a)|||
||£||£|£|£|
|Accessible Social Investment for B'ham (Barrow Cadbury Connect||||||
|Fund)|-||||17,700|
|BG Lottery - Good Practice Mentors Project|46,032||2,500|48,532||
|BIG Awards for All|9,950|||9,950||
|BIG Lottery Ageing Better|1,707||5,087|6,794|
787,690|
|BIG Lottery: Birmingham Changing Futures Together|54,855||20,985|75,840|700,673|
46
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
|BIG Lottery: Birmingham Changing Futures Together (ICAT)|6,268|||6,268|-|
|---|---|---|---|---|---|
|BIG Lottery: covid support IT (capitalisation of cost IT equipment)|16,666|||16,666|13,928|
|Birchfield Big Local Partnership|115,384||5,698|121,082|108,066|
|Birchfield Big Local Partnership other income|10,860|||10,860|9,154|
|Birmingham City Council Covid Recovery|800|||800|90,419|
|Birmingham City Council Strategic Partnership|216,024||15,500|231,524|187,433|
|Birmingham Parent Carer Forum Secondment|33,988||3,000|36,988|2,758|
|Building Grant|967|||967|5,800|
|Change Into Action|3,661||1,140|4,801|14,422|
|Commonwealth Games Legacy Grants|30,455|198,510||228,965|345,742|
|Community Leadership Training|40,677||3,500|44,177||
|Compassionate Communities/Covid Recovery Grants|6,700|||6,700|171|
|Creative Civic Change|43,582|10,225|1,997|55,804|42,307|
|Domestic Abuse - Mapping|14,371|||14,371|58,056|
|Early Help -Children and Families|196,840|1,810,118|20,000|2,026,958|2,012,174|
|Exempt Accommodation Quality Standards|106,037||18,739|124,776|105,416|
|Health Projects:|-|||||
47
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
|Digital Inclusion|15,510|46,002|5,000|66,512||
|---|---|---|---|---|---|
|Health - VCS support|204,406|-||204,406|51,017|
|Health Engagement Grants|-||||16,000|
|ICS Strategy Engagement|6,250|12,000|1,000|19,250||
|Integrated Care System|71,871||12,000|83,871||
|Integrated Care System|-||||4,943|
|Long Covid Community Engagement|18,234|75,000|2,531|95,765||
|Personal Health Budget|2,599|||2,599|47,950|
|Population Health management|-|12,000||12,000||
|Roots to Wellbeing|13,602||9,200|22,802|3,400|
|Telephone Trees|3,535|||3,535|24,465|
|Women’s Hormonal Health|33,921|44,570|2,815|81,306||
|Covid Vaccination Programme - engagement of communities|14,000||4,000|18,000||
|Holiday Activity Fund|9,698|||9,698|3,271,933|
|Hope Station -community project|-||||1,914|
|Household Support Fund|307,552|13,401,175|214,367|13,923,094|4,843,518|
|Kickstart|2,008|||2,008|66,041|
48
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
|Living Wage -engagement and awareness (Barrow Cadbury)
Mental Health Transitional Worker
NAVCA Small Grants
Neighbourhood Network Support
Neighbourhood Network Support Fuel Poverty
Police & Crime Commissioner-Funding Officer
Police & Crime Commissioner-Mapping
Redundancy and Retraining
Research
Rough Sleeping Initiative
Sector Support - to open building after covid
Shelter Grants
Ukraine -Support grants
Violence Against Women and Girls
Welsh House Farm Big Local Partnership
Youth Violence Prevention Programme Manager
**Total Resources Expended on Charitable Activities**|7,149
7,149
19,279
4,748
24,027 26,599
- 4,000
4,000
110,331
10,000
120,331 95,205
46,338 30,000
76,338
-
265
-
2,000
9,775 51,608
61,383
216,247 4,300
11,162
231,709 253,732
57,187
3,250
60,437 50,322
-
15,320
3,057
3,057
5,569 219,327
3,113
228,009
20,497
20,497
137,853
6,844
144,697
116,993
46,274
5,202
51,476
1,093|
|---|---|
||**2,338,566**
**15,918,835**
**393,378**
**18,650,779 13,394,619**|
49
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
## **NOTE**
## **8a ANALYSIS OF SUPPORT COSTS**
|||**Accommodation**|**Finance**|**Human**||**Total**|
|---|---|---|---|---|---|---|
|**Charitable Activity**|**Management**|**Costs**|**Costs**|**Resources**|**IT**|**2023**|
||**£**|**£**|**£**|**£**|**£**|**£**|
|BG Lottery - Good Practice Mentors Project|550|
700|
625|
375|250|2,500|
|BIG Lottery Ageing Better|1,119|
1,424|
1,272|
763|509|5,087|
|BIG Lottery: Birmingham Changing Futures Together|4,617|
5,876|
5,246|
3,148|2,099|20,985|
|Birchfield Big Local Partnership|1,254|
1,595|
1,425|
855|570|5,698|
|Birmingham City Council Strategic Partnership|3,410|
4,340|
3,875|
2,325|1,550|15,500|
|Birmingham Parent Carer Forum Secondment|660|
840|
750|
450|300|3,000|
|Change Into Action|251|
319|
285|
171|114|1,140|
|Community Leadership Training|770|
980|
875|
525|350|3,500|
|Creative Civic Change|439|
559|
499|
300|200|1,997|
|Early Help -Children and Families|4,400|
5,600|
5,000|
3,000|2,000|20,000|
|Exempt Accommodation Quality Standards|4,123|
5,247|
4,685|
2,811|1,874|18,739|
|||||||-|
50
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
|Health Projects:
-Digital Inclusion
-ICS Strategy Engagement
-Integrated Care System
-Long Covid Community Engagement
-Roots to Wellbeing
-Women’s Hormonal Health
-Covid Vaccination Programme - engagement of communities
Household Support Fund
Mental Health Transitional Worker
Neighbourhood Network Support
Research
Rough Sleeping Initiative
Ukraine -Support grants
Welsh House Farm Big Local Partnership
Youth Violence Prevention Programme Manager
**Totals**|1,100
1,400
1,250
750
500
5,000
220
280
250
150
100
1,000
2,640
3,360
3,000
1,800
1,200
12,000
557
709
633
380
253
2,531
2,024
2,576
2,300
1,380
920
9,200
619
788
704
422
282
2,815
880
1,120
1,000
600
400
4,000
47,161
60,023
53,592
32,155
21,437
214,367
1,045
1,329
1,187
712
475
4,748
2,200
2,800
2,500
1,500
1,000
10,000
2,456
3,125
2,791
1,674
1,116
11,162
715
910
813
488
325
3,250
685
872
778
467
311
3,113
1,506
1,916
1,711
1,027
684
6,844
1,144
1,457
1,301
780
520
5,202|
|---|---|
||**86,543**
**110,146**
**98,345**
**59,007**
**39,338**
**393,378**|
51
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
Support costs are allocated to projects on a percentage basis, or a mixture of time spent and number of staff. .
|||**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|
52
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
|Health - Voluntary sector support
Holiday Activity Fund
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**|-
-
-
-
-
-
10,532
13,404
11,968
7,181
4,787
47,872
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|
|---|---|
||**79,372**
**106,819**
**91,336**
**54,117**
**36,078**
**367,722**|
Support costs are allocated to projects on a mixture of time spent and number of staff.
53
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
## **NOTE**
## **8b RESOURCES EXPENDED ON CHARITABLE ACTIVITIES - Unrestricted Funds**
|**Activity**
Business Solutions
Tenants
Training
Membership and Communications
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**|**2023**
£
49,666
797
2,000
29,234
26,309
18,488
34,129
86,615
53,942
1,667
**302,847**|**2022**
£
69,714
859
0
16,856
18,680
10,791
35,725
69,134
24,599
3,939|
|---|---|---|
|||**250,297 **|
54
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
## **NOTE 8c 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**|**2023**
**£**
1,903,334
31,869
84,875
38,055
25,578
34,658
21,436
8,113
29,662
12,723
(3,456)
14,700
(3,768)
812,932
15,918,835
1,941
22,139
**18,953,626**|**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**|
55
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
## **NOTE**
## **8d RESOURCES EXPENDED ON GRANT PAYMENTS**
## **2023**
||**No of grants**|**No of grants**||**Grants**|
|---|---|---|---|---|
|**Grants Programme**|**to individuals**|**organisations**||**paid**|
|Commonwealth Games Legacy Grants|||84|198,510|
|Creative Civic Change|||2|10,225|
|Early Help -Children and Families|||7|1,810,118|
|Health Projects:|||||
|Digital Inclusion|||5|46,002|
|ICS Strategy Engagement|||17|12,000|
|Long Covid Community Engagement|||25|75,000|
|Population Health management|||12|12,000|
|Women’s Hormonal Health|||2|44,570|
|Household Support Fund|90,274|||12,901,175|
|Household Support Funds - Lead Agencies Grants|||24|500,000|
56
## **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
|NAVCA Small Grants
Neighbourhood Network Support Fuel Poverty
Redundancy and Retraining
Research
Ukraine -Support grants
**Total**
**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**|9
1
1
1
17
**90,274**
**207**
**No of grants**
**to individuals**
**No of grants**
**organisations**
72
8
14
11
9
1292
94
28256
9
3
**29,548**
**220**|4,000
30,000
51,608
4,300
219,327|
|---|---|---|
|||**15,918,835**|
|||**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**|
57
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
## **NOTE**
## **9 STAFF COSTS AND EMPLOYEE BENEFITS**
|Wages and Salaries
Redundancy Costs
Social Security Costs
Pensions|**2023**
**£**
1,569,641
-
163,394
70,657
1,803,692|**2022**
**£**
1,462,291
7,040
142,064
68,549|
|---|---|---|
|||1,679,944|
No redundancy costs were paid during the year and no payments were outstanding as at the 31st March 2023.
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 are £152,787 (last year £143,079).
58
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
## **NOTE**
## **10 NET INCOME FOR THE YEAR**
Net Income is stated after charging:
|**NET INCOME FOR THE YEAR**
Net Income is stated after charging:|||
|---|---|---|
||**2023**|**2022**|
||**£**|**£**|
|Depreciation and amortisation|29,662|65,122|
|Auditor's remuneration - audit fee|8,925|8,075|
## **NOTE 11 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|**2023**
11
27
12
50|**2022**
9
25
14|
|---|---|---|
|||48|
59
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
|**NOTE**
**12 INTANGIBLE ASSETS**
**GROUP AND COMPANY**
Cost or Revaluation at 31 March 2022
Additions
Disposals
At 31 March 2023
Depreciation at 31 March 2022
Charges for the Year
On Disposals
Depreciation at 31 March 2023
Net Book Value at 31 March 2023
Net Book Value at 31 March 2022|**IT Software**
£
131,740
-
-
131,740
125,471
6,269
-
131,740
-
6269|
|---|---|
60
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
## **NOTE**
## **13 TANGIBLE ASSETS GROUP AND COMPANY**
|**TANGIBLE ASSETS**
**GROUP AND COMPANY**||
|---|---|
|Cost or Revaluation at 31 March 2022
Additions
Disposals
At 31 March 2023
Depreciation at 31 March 2022
Charges for the Year
On Disposals
Depreciation at 31 March 2023
Net Book Value at 31 March 2023
Net Book Value at 31 March 2022|**Equipment**
**Freehold**
**Total**
**Property**
**£**
**£**
**£**
105,505
935,095 1,040,600
4,586
- 4,586
-
935,095 935,095|
||110,091
0
110,091|
||68,319
355,824
424,143
20,922
2,471
23,393
358,295 358,295|
||89,241
-
89,241|
||20,850
-
20,850|
||37,186
579,271
616,457|
## **Freehold Property**
138 Digbeth was sold in June 2022, for £3,550,000, giving a surplus of £2,973,205.
## **NOTE**
61
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
|**14**|**FIXED ASSET INVESTMENTS**|||**Gain/(loss)**||
|---|---|---|---|---|---|
|||||**in the**||
|||**2022**|**Disposals**|**year**|**2023**|
||**UK Listed Investments**|**£**|||**£**|
||1075 Avivs Plc 25p Ordinary Shares|6,396|-|
(2,050)|4,346|
||(Original Cost £1,231)|||||
|||6,396|-|(2,050)|4,346|
||**Unlisted investments**|250|||250|
||**Group**|6,646|-|(2,050)|4,596|
||Shares in Wholly Owned Subsidiary Companies:|||||
||BVSC Enterprises Limited|100|-|
-|100|
||BVSC Management Services Limited|1|-|-|1|
||**Company**|6,747|-|(2,050)|4,697|
|**OTE**||||||
|**15**|**DEBTORS (FALLING DUE WITHIN ONE YEAR)**|||||
|||**GROUP**||**COMPANY**||
|||**2023**|**2022**|**2023**|**2022**|
|||**£**|**£**|**£**|**£**|
||Trade debtors|506,358|467,754|505,206|467,754|
||Other debtors|88,603|108,712|88,603|106,986|
||Amounts owed by subsidiary undertaking|-|-|21,467|8,559|
|||594,961|576,466|615,276|583,299|
## **NOTE 15 DEBTORS (FALLING DUE WITHIN ONE YEAR)**
62
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
## **NOTE 16 CREDITORS (FALLING DUE WITHIN ONE YEAR)**
|Trade creditors
Other creditors
*Funds held on behalf of Voluntary
Organisations
Taxation & social security
Accruals & deferred income|**GROUP**
**COMPANY**
**2023**
**2022**
**2023**
**2022**
**£**
**£**
**£**
**£**
-
9,833
-
-
959,253
711
959,232
690
64,775
64,775
64,775
64,775
147,112
89,537
147,115
89,537
2,601,530
373,500
2,601,530
371,906|
|---|---|
||3,772,670
538,356
3,772,652
526,908|
* 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. These funds have been included in the Cash at Bank and in hand on the balance sheet.
## **NOTE**
## **17 DEFERRED INCOME Deferred income:**
|||**Early**|||
|---|---|---|---|---|
|||**Help**|**Research**|**Total**|
|||£|£|**£**|
|**2022**|**b/fwd.**||||
|2023|deferred income|122,313|203,342|325,655|
|**2023**|**c/fwd.**|122,313|203,342|325,655|
63
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
## **NOTE 18 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 2022). Trustees' liability insurance has been obtained as part of the overall insurance cover - no details are available as to the separate cost of this.
## **NOTE 19 OPERATING LEASES**
At 31st March 2023, the group had future minimum lease payments under non cancellable leases as follows:
|as follows:||
|---|---|
|< 1 year
1-5 years|**2023**
**2022**
**£**
**£**
38,644
404
0
404|
||38,644
808|
64
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
## **NOTE**
## 20 **RESTRICTED INCOME FUNDS**
The income funds of the charity include restricted funds comprising unexpended balances of donations and grants held on trusts to be applied for specific purposes.
|||**Movement in Funds**|**Movement in Funds**|**Movement in Funds**||
|---|---|---|---|---|---|
||**Opening**|**Incoming**|**Outgoing**||**Closing**|
||**Balance**|**Resources**|**Resources**|**Transfers**|**Balance**|
||**£**|**£**|**£**|**£**|**£**|
|Accessible Social Investment for B'ham (Barrow Cadbury Connect|-|||||
|Fund)|1,936|1,000||936||
|BG Lottery - Good Practice Mentors Project||50,000|(48,532)||1,468|
|BIG Awards for All|9,317||(9,950)|633||
|BIG Lottery Ageing Better|24,166|(14,821)|(6,794)||2,551|
|BIG Lottery: Birmingham Changing Futures Together|202,893|(110,144)|(75,840)|(16,909)||
|BIG Lottery: Birmingham Changing Futures Together (ICAT)|6,268||(6,268)|||
|BIG Lottery: covid support|1,801|||(1,801)|0|
|BIG Lottery: covid support IT (capitalisation of cost IT equipment)|27,855||(16,666)||11,189|
|Birchfield Big Local Partnership|(16,044)|74,053|(121,082)||(63,073)|
|Birchfield Big Local Partnership other income|4,313|10,368|(10,860)||3,821|
|Birmingham city Council Covid Recovery|38,108||(800)||37,308|
|Birmingham City Council Strategic Partnership|19,354|206,900|(231,524)||(5,270)|
|Birmingham Governors Network|3,403|||(3,403)||
|Birmingham Parent Carer Forum Secondment|(2,758)|43,653|(36,988)||3,907|
|Building Grant|150,800||(967)|(149,833)||
|Business Support Coordination|30,000||||30,000|
|Change Into Action|23,368|11,432|(4,801)||29,999|
|Commonwealth Games Legacy Grants|214,258||(228,965)||(14,707)|
|Community Development Practice Hub||104,000|||104,000|
|Community Leadership Training||75,000|
(44,177)||30,823|
|Compassionate Communities/Covid Recovery Grants|449,868||(6,700)||443,168|
|Creative Civic Change|17,824|48,474|(55,804)||10,494|
65
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
|Domestic Abuse - Mapping|11,904||(14,371)|2,467||
|---|---|---|---|---|---|
|Early Help -Children and Families|52,284|2,017,704|(2,026,958)||43,030|
|Exempt Accommodation Quality Standards|19,369|96,382|(124,776)||(9,025)|
|Fairer Futures Grants||209,687|||209,687|
|Health Projects:||||||
|Digital Inclusion||83,333|(66,512)||16,821|
|Health - VCS support|115,686|144,587|(204,406)|4,392|60,259|
|Health Engagement Grants|10,700||||10,700|
|ICS Strategy Engagement||19,250|(19,250)|||
|Integrated Care System||85,000|(83,871)||1,129|
|Integrated Care System|15,556||||15,556|
|Level Apps|4,392|||(4,392)||
|Long Covid Community Engagement||95,000|(95,765)||(765)|
|Personal Health Budget|531||(2,599)||(2,068)|
|Population Health management|25,000||(12,000)||13,000|
|Roots to Wellbeing|(2,309)|65,000|(22,802)||39,889|
|Telephone Trees|3,535||(3,535)|||
|Women’s Hormonal Health||80,999|(81,306)||(307)|
|Covid Vaccination Programme - engagement of communities|(32,000)|50,000|(18,000)|||
|Holiday Activity Fund|43,547||(9,698)|(33,849)||
|Household Support Fund|131,477|13,863,808|(13,923,094)||72,191|
|Housing First|124,829||||124,829|
|Housing First Personalisation Fund|7,666||||7,666|
|Kickstart|(11,675)|13,376|(2,008)|307||
|Living Wage -engagement and awareness (Barrow Cadbury)|4,000|8,000|(7,149)||4,851|
|Mental Health Transitional Worker|81,069||(24,027)||57,042|
|NAVCA Small Grants||10,000|(4,000)||6,000|
|Neighbourhood Network Support|79,653|99,972|(120,331)|(26,381)|32,913|
|NHS Volunteering Covid Project|10,942||||10,942|
|NNS Fuel Poverty||49,957|(76,338)|26,381||
|PCC - Peer Mentors|11,020|||(11,020)||
66
## **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
|PCC- Mapping
PCC-Funding Officer
Redundancy and Retraining
Research
Rough Sleepers Initiative
Sector Support - to open building after covid
Shelter Grants
Ukraine -Support grants
Use IT (ESF funded project)
Violence Against Women and Girls
Welsh House Farm Big Local Partnership
West Midlands Combined Authority Tool Kit
Youth Violence Prevention Programme Manager|7,426
7,426
8,472
8,472
72,452
(61,383)
11,069
10,492
226,647
(231,709)
5,430
51,454
(60,437)
(8,983)
8,640
(8,640)
113,332
(3,057)
110,275
311,000
(228,009)
82,991
-
(20,497)
(20,497)
(24,759)
154,415
(144,697)
(15,041)
3,046
(3,046)
(1,093)
57,223
(51,476)
4,654|
|---|---|
||**1,922,259**
**18,478,493**
**(18,650,779)**
**(224,158)**
**1,525,814**|
67
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
## **Note**
## **21 UNRESTRICTED INCOME FUNDS**
|Unrestricted funds
Designated Funds*|**Movement in Funds**
**Opening**
**Incoming Outgoing**
**Unrealised**
**Closing**
**Balance**
**Resources Resources**
**Transfers**
**gain (loss)**
**Balance**
**£**
**£**
**£**
**£**
**£**
**£**
688,903
3,335,228
(326,266) (3,375,842)
(2,050)
319,973
3,600,000
3,600,000|
|---|---|
||**688,903**
**3,335,228**
**(326,266)**
**224,158**
**(2,050)**
**3,919,973**|
* Reserves designated for the purchase of a new building.
68
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
## **Notes to Restricted Reserves:**
Accessible Social Investment for Birmingham - 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 came 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 – Good Practice Mentors Project – Underspend from the Ageing Better programme was agreed to support an additional year activity to support the embedding of learning and legacy of Ageing Better in Birmingham
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
69
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
Integrated Programme of Strategic Support & Development for Voluntary and Community Sector.
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. This has been transferred to unrestricted reserves upon the sale of the building to which it related.
Business Support Co-ordination – to provide support to organisations in Birmingham.
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.
Community Development Practice Hub - is a resource for people and organisations who ‘work with’ people in Birmingham so they can take collective action to make changes to things that are important to them and their communities.
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.
Fairer Futures Grants - an initiative developed by partners in the Birmingham and Solihull Integrated Care System to tackle health inequalities.
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**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
Health:
-Digital Inclusion – , this project was first phase public engagement exploring Accessibility, Connectivity and Digital Literacy
-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.
-ICS Strategy Engagement- VCFSE organisations were provided with micro grants to engage with communities on the ICS 10 Year Strategy
- Integrated Care System - Funded through the ICB and working in partnership with WCAVA, delivered various strands of activity and further developed relationships with system partners
-Long Covid Community Engagement - small grants to engage within their communities to increase awareness of Long Covid
-Personal Health Budget – a pilot project to support people with end-of-life care
-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.
-Women’s Hormonal Health – working to develop a new service to support working women with menopausal issues to stay in or return to the workplace
-Covid Vaccination Programme – Funding to engage with communities to encourage uptake of the covid vaccination
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.
Household Support Fund – Funding from BCC to support people/families in hardship with small grant payments.
Housing First - Funding to support homelessness across the West Midlands using the principles of the Housing First model.
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.
NAVCA – small grants – small grants to support organisations to support people with the cost-of-living crisis
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.
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**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
NNS Fuel Poverty – to work with organisations to support citizens facing fuel poverty.
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.
Redundancy and Retraining – Support for older adults facing redundancy, to support them to retrain with a view to gaining alternative employment.
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.
Shelter Grants - Working with organisations to raise awareness of housing issues and homelessness in specific communities in three geographical locations in Birmingham.
Ukraine – Support grants – a grant scheme to support organisations working with refugees displaced as a result of the Ukraine war.
Violence against Women and Girls - embedded worker to support Birmingham City Council undertake a needs assessment around violence against women and girls.
Welsh House Farm Big Local Partnership- We are 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.
Youth Violence Prevention Programme Manager - a secondment to support youth violence prevention.
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**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2023**
## **NOTE 22 ANALYSIS OF GROUP NET ASSETS BETWEEN FUNDS**
|**31st March 2023**
Intangible Assets
Tangible Fixed Assets
Fixed Asset
Investments
Net Current Assets
**Total Net Assets**
**31st March 2022**
Intangible Assets
Tangible Fixed Assets
Fixed Asset
Investments
Net Current Assets
**Total Net Assets**|**Unrestricted Restricted**
**Funds**
**Funds**
**£**
**£**
-
-
9,661
11,189
4,596
-
3,905,716
1,514,625
3,919,973
1,525,814
**Unrestricted Restricted**
**Funds**
**Funds**
**£**
**£**
-
6,269
437,802
178,655
6,646
-
244,460
1,737,334|**Total**
**Funds**
**2023**
**£**
-
20,850
4,596
5,420,341|
|---|---|---|
|||5,445,787|
|||**Total**
**Funds**
**2022**
**£**
6,269
616,457
6,646
1,981,794|
||**688,908**
**1,922,258**|**2,611,166**|
## **NOTE 23 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.
## **NOTE 24 Related Party Transactions**
A payment in respect of Gift Aid remained payable to BVSC from BVSC Enterprises of £21,467 as at the balance sheet date (2022: £8559).
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