Annual Accounts Report and Financial Statements For the year ended 31[st] March 2025
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 2025**
## Contents
||Page|
|---|---|
|Report of the Trustee Board:|3|
|Legal and Administrative Details|3|
|Structure Governance and Management|4|
|Objectives & Activities, Achievements &||
|Performance|6|
|(Includes Public Benefit Statement)||
|Financial Review|18|
|Plans for Future Periods|21|
|Statement of Directors' Responsibilities|25|
|Report of the Independent Auditors|26|
|Consolidated Statement of Financial Activities|30|
|Balance Sheet|31|
|Consolidate Cash Flow Statement|32|
|Notes to the Cash Flow Statement|33|
|Notes to the Financial Statements|34|
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL Report and Financial Statements for the year ended 31[st] March 2025**
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## **REPORT OF THE TRUSTEE BOARD**
The Trustee Board presents its annual report and the audited financial statements for the year ended 31[st] March 2025, which also incorporates the directors’ report.
The trustees confirm the annual report and financial statements comply with the current statutory requirements, the memorandum and articles of association and the provisions of Statement of Recommended Practice (SORP), applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019).
The charitable company qualifies as a small company under The Companies Act 2006 section 383.
## **LEGAL AND ADMINISTRATIVE DETAILS**
## **Name** :
Birmingham Voluntary Service Council, BVSC
## **Legal Form:**
A registered charity and a private company limited by guarantee in England and Wales
## **Registered Company Number:**
00421688
**Registered Charity No:**
218795
**Registered Office and Operational Address** :
Latham House, 5[th] Floor 33-34 Paradise Street, Birmingham B1 2AJ
## **BOARD OF MANAGEMENT**
## **Officers**
President: The Lord Mayor of Birmingham Chair: Lisa Martinali Treasurer: David Harris
**Co-opted Members** David Harris Junaid Akhtar **Member Representatives** Matthew Forsyth - Sport 4 Life UK (resigned 9[Th] April 2025) Lisa Martinali - The Pioneer Group Dr Fathi Elsadig Jamil - Community Resource Information Centre Ajit Ubhi - Nishkam Civic Association Andrew Cave - Healthwatch Birmingham and Solihull
## **Network Representatives**
- Peter Rookes - Birmingham Council of Faiths (resigned 31[st] Mar 2025)
**City Council Representatives** Councillor Mohammed Idrees Councillor Ken Wood
**Company Directors:**
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Matthew Forsyth (Resigned 9[th] April 2025) David Harris Cllr Mohammed Idrees Fathi Jamil Lisa Martinali Peter Rookes (Resigned 31[st] March 2025) Cllr Ken Wood Ajit Ubhi Andrew Cave Junaid Akhtar
**Chief Executive** : Brian Carr **Company Secretary:** Jasbir Rai **Bankers** : Unity Trust Bank plc Nine Brindley Place Birmingham B1 2HB **Solicitors:** Anthony Collins Solicitors Elizabeth Scholes 134 Edmund Street Employment Law and Birmingham HR Services B3 2ES **Senior Statutory Auditor:** Andrew Morris FCA **Independent Auditors:** Dains Audit Limited, 2 Chamberlain Square, Paradise, Birmingham, B3 3AX
## **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 2025, 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:
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## 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 a co-optee 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.
## **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, BVSC KICKStart –a social enterprise was set up to support young people into employment, 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.
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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, Chief Executive Officer, and the board.
The senior management team work with the board to review environmental changes and their impact on the organisation, managing any emerging risks through strategic and business planning. The board have an away day during the year to consider the strategic direction of the organisation and to look at opportunities and how to maximise these and minimise threats.
## **OBJECTIVES AND ACTIVITIES, ACHIEVEMENTS AND PERFORMANCE**
## **Objects of the Charity:**
The objects for which BVSC is established is to promote for the benefit of all the inhabitants of the City of Birmingham without distinction of age, sex, race, creed or colour or of political, religious or other opinion all or any purposes for the general good of the community which now are or hereafter may be deemed by law to be charitable and in particular the advancement of education, the development of physical improvement and the furtherance of health, and the relief of poverty, distress and sickness.
## **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;
-providing support to voluntary and community organisations.
-ensuring the influence of voluntary and community organisations in the governance of the city (especially in the area of health, wellbeing of individuals, safety and education).
-delivering partnership programmes to support Older Adults and Communities, Children Families and Young People, as well as those facing Multiple Disadvantage and Health inequalities. -delivering grants to individuals/families and voluntary and community organisations 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** :
The year 2024-2025 has proven to be yet another busy and productive one for BVSC and our partners. In the pages which follow, you will read about key developments in the areas through which we deliver our support services on behalf of the city’s voluntary, community, faith and social enterprise (VCFSE) sector and its beneficiaries.
Despite the ongoing financial challenges and rising service demands faced by the sector, we have been heartened by the extent to which partners have been able to mobilise to support the people who most need our help.
Highlights this year include:
- Drawing in over £1m of non-Birmingham investment through the Engage for Funding portal, and training 18 organisations in essential bid writing skills through the United by 2022 Accelerator Programme.
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- Securing £500,000 to extend the BrumEnergy Warm Homes, Healthy Futures anti fuel poverty programme, and a further £550,000 to support the development of the Volunteering for Health initiative.
- Securing £20,000 for each of the city’s ten Neighbourhood Network Schemes so they can ensure local engagement in the Fairer Futures Fund Locality Small Grants Programme.
- Delivering Asset Based Community Development training and Great Community Groups training to 110 community builders across the city.
- Supporting families in need via the Dream Team project (which supplied beds via 900 referral points) and the West Midlands Multibank (which distributed over £100,000 worth of high-quality goods through 50 community support organisations);
- Facilitating systems improvements for those experiencing multiple disadvantage by contributing to the development of Supported Exempt Accommodation Quality Standards and the Making Every Adult Matter Steering Group.
- Supporting partnerships between the VCFSE and the Integrated Care System via the Fairer Futures Fund Locality Partnerships and the VCFSE Alliance as well as through major cross-sector conferences on social value and social care leadership.
- Distributing a wide range of grants to community groups and residents through the Fairer Futures Fund, Household Support Fund, and Compassionate Communities.
- Strengthening research excellence for and on behalf of the VCFSE sector through BVSC Research, which has facilitated the establishment of an innovative and accredited Community Research programme which has trained over 50 local residents in research skills.
- Progressing with the refurbishment of BVSC's new city centre base at Latham House, in preparation for a new VCFSE Sector Hub and hotdesking space
These are just the tip of the iceberg, and are testament to the hard work and resilience of our colleagues within the city’s VCFSE sector, and the ongoing support of our public and strategic partners and funders.
Our thanks go to each and every one of them, and also to all the staff, volunteers and trustees at BVSC who make our work possible on behalf of the people of Birmingham.
## **Lisa Martinali, Chair of Board Brian Carr, Chief Executive**
## **Review of Activities**
## **Overview**
This narrative outlines the seven key areas through which BVSC delivers its social outcomes: Strategic Fundraising, Sector Development and Communications; Communities and Older Adults; Multiple Disadvantage; Children, Young People and Families; Health and Social Care; BVSC Grants; and BVSC Research. These activities are supported by our organisational core, comprising the Board of Trustees, Organisational Leadership, the People Team, and our finance function.
## **1. Strategic Fundraising, Sector Development and Communications**
The Strategic Partner Programme, Sector Development, Volunteering, and Communications Team strengthens Birmingham's Voluntary, Community, Faith, and Social Enterprise (VCFSE) sector through strategic partnerships, sector growth support, and inclusive volunteering opportunities. The Strategic Partner Programme serves the dual purpose of attracting non-Birmingham funding and promoting civil society engagement, while the team enhances communication across the sector, raising awareness of key issues, initiatives, and employment opportunities. Our work supports a resilient, connected community where organisations and individuals collaborate to address local challenges and improve wellbeing.
## **Key Projects**
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**Strategic Partner Programme** In collaboration with Birmingham City Council, the Strategic Partner Programme supports the VCFSE sector through strategic engagement and development. The programme fosters collaboration between public authorities and VCFSE leaders to address social challenges and improve community outcomes. Engage for Good serves as a key element of this programme, operating as a leadership forum that creates spaces for dialogue, problem-solving, and co-creation. The programme includes networks such as Engage for Funding and the Environment & Energy Network, enabling organisations to share best practices, access funding insights, and develop networks and partnerships to address key issues.
**BrumEnergy** BrumEnergy represents a collaborative initiative addressing fuel poverty, home energy use, and climate change across Birmingham. The BrumEnergy LEAD (Local Energy Advice Demonstrator) project, led by BVSC and funded by the Department for Energy Security and Net Zero (DESNZ) and the Midlands Net Zero Hub, operated until 31 March 2025. The project piloted innovative, community-based approaches to home energy advice provision through a consortium of local VCFSE organisations, delivering free, tailored home energy advice and support to "hard to reach" residents and those living in "hard to treat" properties.
Building on LEAD's success, BrumEnergy has expanded with £500,000 in Warm Homes Healthy Futures funding from NEA (National Energy Action) and the UK's Gas Distribution Networks (Cadent for the West Midlands) to continue operations into 2025/26. This project particularly supports those with health conditions or disabilities. Additional achievements include establishing new Cadent/NAVCA funded Centres for Warmth in Sutton Coldfield, improving household energy efficiency, and supporting income maximisation to help residents stay warm, safe, and healthy at home.
**Volunteering for Health** BVSC's volunteering programme empowers individuals to make a difference across Birmingham, with particular focus on health and wellbeing through the Volunteering for Health programme. In partnership with NHS England and local health organisations, BVSC develops innovative volunteer roles that support health services and address inequalities. The programme aims to break down barriers to participation, especially for underrepresented groups, and creates meaningful opportunities that build skills and improve healthcare access. Volunteers contribute to vital services while gaining valuable experience and insight into the NHS, helping to shape a healthier, more inclusive community.
**Living Wage City Initiative** Supported by the Barrow Cadbury Trust, BVSC plays a leading role in promoting Birmingham as a Living Wage City. This work focuses on tackling low, unfair, and unequal pay in the VCFSE sector, where one in seven workers earn below the Real Living Wage. BVSC advocates for fair pay through awareness campaigns, employer engagement, and strategic partnerships with the Living Wage Foundation and Citizens UK.
**United by 2022 Accelerator Programme** The United by 2022 Accelerator Programme, delivered by BVSC and supported by the Commonwealth Games Legacy Charity, provides fast-track business development for Birmingham's VCFSE sector. Running from February to March 2025, the programme equipped 18 participants with essential skills in funding, income generation, and strategic growth through expert-led workshops, mentoring, and networking. Topics covered included value proposition development, grant applications, corporate partnerships, and AI application in business. The Accelerator strengthens organisational sustainability and impact, helping VCFSE leaders secure funding and thrive in competitive environments.
## **Key Achievements**
- The Engage for Funding portal recorded over £1 million in successful funding applications by the sector for non-Birmingham grants
- Secured £500,000 funding for the BrumEnergy Warm Homes Healthy Futures project commencing April 2025
- Secured £550,000 for the Volunteering for Health project
## **2. Communities and Older Adults**
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The Communities and Older Adults Team serves as a dedicated advocate for Birmingham's VCFSE sector, focusing on empowering and fostering connections among third sector organisations commissioned by Adult Social Care as part of the prevention agenda. Through strategic relationships with commissioners, regular network meetings, and knowledge sharing, the team creates platforms for collaborative success and amplifies the positive impact of community activities.
In 2024-25, the team continued delivering its contract with Birmingham City Council Adult Social Care to support Birmingham's Neighbourhood Network Schemes. The team supported collaboration, improved data collection, helped shape updated guidance, and brought partners together to share city-wide learning. The team also enabled local NNS to play a key role in delivering the Fairer Futures Fund Locality Small Grants Programme. Through the Community Development Practice Hub, BVSC delivered training, supported grassroots community building activities, and created opportunities for community builders to connect and grow. A new partnership was formed with Thrive Together Birmingham to expand and enhance hub activity into the following year.
## **Key Projects**
**Prevention and Communities – Neighbourhood Network Schemes** Neighbourhood Network Schemes (NNS) are funded by Birmingham City Council Adult Social Care to develop support enabling people to lead happy, healthy, independent lives in their own homes and communities. Operating in each of Birmingham's 10 constituencies, most NNS are run by voluntary and community sector organisations. Each NNS works with community groups, organisations, and local services to develop activities and support for people in need. Originally focused on older adults, NNS extended to include younger adults (aged 18-49 years) from April 2022.
BVSC holds the Support and Development role for NNS, commissioned to support the voluntary and community sector organisations leading each scheme. This involves supporting Lead Facilitators through regular meetings that enable them to share learnings, opportunities, and solve problems together. The team also supports the Commissioning Team, acting as a critical friend and identifying and sharing best practice from across the city. Established across Birmingham in 2018/2019 and recommissioned in 2022 for five years with an option to extend for two additional years, NNS continue to be developed and strengthened.
Key achievements in 2024-25 included securing £20,000 funding for each local NNS to support the Fairer Futures Fund Locality Small Grants Programme, with NNS playing a role in identifying and supporting local assets to develop strong funding bids. The team supported the Commissioning Team to develop methods and tools enabling NNS to submit Public Health Impact Measures data without excessive administrative burden while helping NNS understand reporting requirements. The team also developed feedback mechanisms to understand how support for NNS could be improved.
**Community Development Practice Hub** The Community Development Practice Hub develops creative ways for people to be actively involved in their local communities, connecting, inspiring, and upskilling community builders in Birmingham while testing and learning from new approaches aimed at making people's lives healthier and happier. The hub advocates for community development practice that focuses on 'doing with', not 'doing to', providing opportunities for professional development, peer support, networking, and additional support to enable strengths-based approaches to community development. The hub works with practitioners in both paid and volunteering roles.
Developed in 2021 in recognition that community development occurs throughout Birmingham's communities, with community builders/practitioners predominantly located within the voluntary and community sector, the hub addresses identified gaps in specialist support, training, and opportunities for skill development and networking. Funded by BCC ASC until March 2026, the hub continued delivering diverse support programmes for community builders across Birmingham in 2024-25.
## **Key Achievements**
- Delivered six cohorts of Asset Based Community Development (ABCD) Training to 66 community builders and four cohorts of Great Community Groups Training to 42 community builders
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- Distributed two microgrants enabling local community builders to respond to identified local needs and develop prevention activities bringing together isolated local people
- Led two Treasure Tours in East and South Birmingham with 28 local community builders participating to learn about community building activity, reflect on work, share inspiration and learnings, and connect with others doing similar work across the city
- Formalised the relationship with Thrive Together Birmingham, partnering to plan expanded activity for 2025-26
## **3. Multiple Disadvantage**
People facing multiple disadvantage experience combinations of problems, with current circumstances often shaped by long-term experiences of poverty, deprivation, trauma, abuse, and neglect. Current systems are not designed to address these issues collectively.
BVSC's Multiple Disadvantage work aims to improve services and systems for people experiencing multiple disadvantage, informing strategy and commissioning. A strong cross-sector MEAM Steering Group has been established, including partners from the VCFSE sector, Adult Social Care, Housing, Public Health, Criminal Justice, substance support, DWP, Community Safety, VRP, and lived experience representatives. This group has developed an Action Plan to embed the MEAM Approach across the system.
System change work includes improving dual diagnosis pathways, prison release and continuity of care pathways, and Personal Passport schemes to make referrals more trauma-informed and client-centred.
## **Key Projects**
**Supported Exempt Accommodation Quality Standards (SEAQS)** Exempt accommodation represents a category of supported housing exempt from locally set housing benefit caps. When delivered well, it provides useful transitional accommodation. However, in worst instances, the system involves exploitation of vulnerable people who should be receiving support.
SEAQS and the Preferred Provider List were established to address concerns over poorer providers, with all providers and managing agents expected to sign up to SEAQS for inclusion on the Council's Preferred Provider List. As of 31 March 2024, there were 91 applications (26 from Registered Providers and 55 from Managing Agents), with 23 closed for various reasons.
The Probation Service only refers to Supported Exempt Accommodation provided by housing providers on the Council's Quality Standards Preferred Provider List, representing important endorsement for the standards. Funding has been secured for 2025/26 to continue the SEAQS programme while awaiting the outcome of the Supported Housing Members Bill consultation.
**Rough Sleeper Initiative** The project continued supporting Rough Sleeper Initiative providers, other rough sleeping homelessness service partners, and the BCC Rough Sleeping Strategic Lead to develop joint working protocols, enhance partnership, develop service improvements, and embed the MEAM Approach across the system.
A key focus was the MEAM Cohort—those entrenched in systems that have failed them for many years, representing both personal cost to individuals and financial cost to the City. The project sought to better understand barriers to engagement and explore different support options rather than repeating previous mistakes, applying learning to inform future work and support system change.
Systems change work was also supported through learning from Homeless Persons Mortality Reviews (HPMR). With HPMR scope limited to homelessness, meetings were arranged with Drug and Alcohol Related Deaths, Learning from Deaths Committee, Domestic Homicide Reviews, and Liverpool John Moore's University to better align work and reporting to Birmingham Safeguarding Adult Board, providing more thematic review to examine issues more deeply. Current focus centres on suicide prevention.
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**Criminal Justice Recovery (CJR) Navigator Service** In partnership with Birmingham and Solihull Mental Health Foundation Trust (BSMHFT), CJR Navigator supports individuals facing multiple disadvantage within the Criminal Justice setting to reduce reoffending and support community reintegration. The service aims to reduce reoffending, reduce unnecessary use of police and court time, ensure healthcare professionals address health matters, and reduce health inequalities for some of society's most vulnerable members.
The BVSC Navigator offers short-term (12 weeks) support to adults to access appropriate services, applying No Wrong Door principles and helping build confidence while ensuring smooth client referral transitions between agencies to reduce reoffending risk.
## **Key Achievements**
- Awarded 33 Bronze, Silver, or Gold SEAQS awards as part of the Preferred Provider List
- MEAM fed learning from Fulfilling Lives and NECG into the Public Health Dual Diagnosis Deep Dive, helping establish a pilot Working Protocol for people with co-existing mental health and substance misuse disorders being piloted by CGL, BSMHFT, and FTB
- Laid foundation for a Coalition of existing Multiple Disadvantage Lived Experience groups to establish a Birmingham 'Expert' Citizen Consultancy, acting as a single cohesive point of contact for the City, sharing best practice and embedding lived experience into policy, commissioning, and evaluation
## **4. Children, Young People and Families**
BVSC's Children, Young People and Families team supports collaboration between different parts of the VCFSE sector to address need in Birmingham and the wider West Midlands. The team works to address poverty impacts, provide prevention and early intervention support, and plays an instrumental role in supporting safeguarding across the city.
## **Key Projects**
**Early Help** This year saw a restructure of Voluntary Sector Early Help support, now delivered across Birmingham by five voluntary sector organisations: Green Square Accord, Barnardos, Gateway, Family Action, and Pioneer Group (Compass). Delivered in partnership with Birmingham Children's Trust, the service offers signposting and short-term intervention to families in need. This year has also seen the development of a strong partnership with Family Hubs, further embedding our Early Help Programme both within local communities and citywide. Additional funding has been secured to provide increased reach and capacity over the coming years.
**West Midlands Multibank** During the last quarter of 2024-25, BVSC established the West Midlands Multibank, delivered in partnership with Amazon and the National Family Centre/Multibank charity. Following an official launch in March 2025, the initiative aims to distribute 750,000 surplus goods to around 75,000 families in need per year via a network of VCFSE organisations over the coming years. The initiative now has a referral partner network of 50 partners across Birmingham and is expanding to the wider West Midlands, delivering muchneeded surplus goods to the region's most vulnerable citizens.
**Dream Team** Funded by Birmingham City Council, this programme provides beds to families through school referrals where children lack their own bed. Delivered in partnership with Barnardos, the programme ensures children receive good quality sleep and have their own bed. Through an assessment process, families receive beds and signposting to additional support where required.
## **Key Achievements**
- The Dream Team project has accepted over 900 referrals to supply beds to children from families in need across Birmingham since inception
- West Midlands Multibank currently supports 50 organisations in delivering their social goals
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- Birmingham's Early Help provision ensures effective tier support for families in all 10 of Birmingham's constituencies
## **5. Health and Social Care**
The Health and Social Care Team has continued developing and strengthening partnerships between the VCFSE sector and statutory partners within the Integrated Care System (ICS). The team delivered several ongoing projects and numerous new short-term projects during the year, remaining agile, responsive, and focused on championing the VCFSE sector's role and communities in reducing health inequalities and influencing change across the health and care system.
## **Key Projects**
**Support and Facilitation (Fairer Futures Fund Locality Partnerships)** The team supported the establishment of VCFSE locality leads throughout the year and activities within their respective localities around the Fairer Futures Fund (FFF). This included developing Business Plans for fund allocation to localities and relevant governance processes for plan approval. The FFF Support and Facilitation Manager connected across subfunds and worked effectively with other providers, grant managers, and stakeholders to support Locality leads. As the financial year concluded, Government announcements and NHS context led to a temporary pause on the FFF programme, requiring increased support provision.
**Embedding the VCFSE Sector into BSol Integrated Care Board (ICB)** This ongoing work with the ICB supports VCFSE sector integration into the health and care system. The team held quarterly meetings of the VCFSE Leadership Alliance, including facilitated listening sessions with ICB Chair Patrick Venon, ICB Chief Executive David Melbourne, and Jo Tonkin, Deputy Director of Public Health Birmingham. The alliance facilitates two-way communication, influence, and change between the Integrated Care System and Birmingham and Solihull VCFSE sector.
Elements of this activity included working across Provider Collaboratives and driving accountability for VCFSE inclusion in health and social care delivery, including activity determining outcomes through wider health determinants.
**Birmingham and Solihull ICS Social Value Conference** On behalf of the ICB's Procurement team, BVSC delivered the Social Value Conference on 16 September 2024. The successful conference brought together invited VCFSE organisations and top suppliers within the health and care system, exploring opportunities and focusing on reducing inequalities through social value.
**Birmingham and Solihull ICS Health and Social Care Leadership Summit** The team, alongside the ICB and wider system stakeholders, effectively planned, led, and delivered the summit on 3 October 2024. The event brought together up to 200 leaders and managers working in health and care across Birmingham and Solihull, including VCFSE sector representatives, and officially launched the System's 'New Offer' for staff and volunteers. Co-created with the workforce through the 'Our Open Conversations' initiative, the offer aims to make working in health and care in Birmingham and Solihull the best possible experience. The summit was highly successful with positive feedback received.
**Menopause in and out of the Workplace Programme** This represented the final year of delivery in partnership with Disability Resource Centre and Salus Fatigue Foundation, with all KPIs set by the Department of Health and Social Care being reached. The Partnership held quarterly events, including a March event focusing on Learning Disability and Menopause, working with organisations including CASBA Advocacy to cocreate the event and enable members to share lived experiences.
Two final events took place after the financial year end, focusing on sharing overall project learning with key stakeholders and enabling discussions to inspire individual and collective action, supporting the project's legacy. A final Partnership meeting was facilitated to capture experiences, challenges, and learning to support future partnerships. The team worked closely with the external evaluator on project reporting and evaluation following delivery completion.
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**Smokefree Generation Birmingham Public Health** The team developed partnerships with Public Health to advocate for the VCFSE sector's role in community stop smoking support, subsequently securing funding as part of the Smokefree Generation grant. The programme includes three activity elements focused on training, providing grants to 10 VCFSE organisations across the city, and volunteering at health events. The project commenced towards the financial year end and works across internal teams along with external consultant/trainer support.
**Co-production Training project with University of Birmingham** A pilot project focused on co-production and digital health technologies, where we delivered co-production training across a number of workshops and stakeholders. This led to successfully securing funding for a further 12 months from April 2025-26 to expand this work with University of Birmingham. The focus over the next year will be expanding and strengthening the stakeholder groups, recruiting new participants, and identifying a specific co-design project
**Collaborative Working with BVSC Research** This included supporting a project with BVSC Research and Birmingham Women and Children's NHS Foundation Trust providing co-production training to clinicians, and working closely to support the Research Engagement Network Development (REND) Conference delivery.
## **Key Achievements**
- Worked with 89 small businesses and organisations, enabling them to change workplace culture to support menopause wellbeing
- Over 400 women and people joined 25 community menopause workshops hosted in community centres, churches, and local community organisations and businesses
- Hosted 8 conversation events bringing over 115 women and people together to discuss important menopause topics, including LGBTQIA+ Menopause, Learning Disability and Menopause, Navigating the NHS & self-care tips, and a men-only event on Menopause/Andropause
## **6. BVSC Grants**
**Fairer Futures Fund Small Grants** Birmingham City Council, on behalf of Birmingham Place Committee (BSOL Integrated Care System), commissioned BVSC to distribute small grants using Fairer Futures Fund funding. The grants aim to support community organisations in improving health and care outcomes for the city's most vulnerable citizens in inclusion health groups. These groups include but are not limited to new migrants, refugees and asylum seekers, homeless people, people with substance misuse difficulties, people with Autism, people with Learning Disabilities, women, people experiencing racial disparity, and LGBTQ+ groups.
**Fairer Futures Fund Birmingham VCFSE Locality Partnerships** Birmingham City Council, on behalf of Birmingham Place Committee (BSOL Integrated Care System), commissioned BVSC to distribute grants across Birmingham for establishing and facilitating VCFSE Locality Partnerships that support Fairer Futures Fund delivery within localities. The partnerships lead development of investment approaches to the Fairer Futures Fund Locality Partnership Fund using Fairer Futures Fund funding, supporting community organisations to deliver in alignment with identified ICS priority themes.
**Fairer Futures Fund Citywide Partnership Fund** The Citywide Partnership Fund represents a three-year fund with £5.74m total value, focusing on identified health priorities across the city. The fund aims to tackle health inequalities experienced by communities of identity or experience, delivered through projects operating citywide or across multiple city areas.
**Household Support Fund** The Household Support Fund (Rounds 5 and 6) was made available to ease financial burdens faced by vulnerable Birmingham citizens. Provided by the Department for Work and Pensions, the Household Support Fund represents a fixed amount of money to support households in greatest need with essentials such as food, energy, and essential goods and supplies including water.
BVSC's Hardship Grant Community Fund (HGCF), part of Birmingham City Council's wider Household Support Fund activity, operated throughout this period.
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**Compassionate Communities** Compassionate Communities represented a grants distribution programme supporting the City's VCFSE sector in delivering the City's Compassionate Communities Agenda. Community organisations worked within localities across the city to support communities around conversations about death and dying, taking an Asset Based Community Development (ABCD) approach.
## **7. BVSC Research**
The BVSC Research Directorate continued playing a pivotal role in supporting Birmingham's VCFSE sector through high-quality research, evaluation, and capacity-building over the past 12 months. The work focused on enhancing the sector's influence, resilience, and ability to engage with research as a tool for learning, reflection, and advocacy.
## **Key Activities**
**Strengthening Research Excellence** The Directorate successfully delivered a range of research and evaluation projects aligned with BVSC's strategic aims. In total, the Directorate delivered or initiated 27 research, learning, and evaluation projects during the year, including the Birmingham City Council Community Research Hub, the Neighbourhood Network Scheme evaluation, and the Justice Health Needs Assessment (JHNA). These initiatives reinforced BVSC's standing as a credible and competitive research partner.
**Championing Community Research** The Directorate continued scaling up its Community Research (CR) programme, training over 50 local residents and achieving the AIM Quality Mark for CR training. The Research Champion post strengthened the ability to provide mentoring, learning pathways, and networking opportunities to support citizen-led research across Birmingham.
**Innovation and Methodological Development** New approaches were introduced including Ripple Effects Mapping, storytelling workshops, and photo-elicitation, further enriching the methodological toolkit. Staff engaged in skills development to support the use of these tools, reflecting commitment to continuous improvement.
**Partnership and Network Development** Through the Birch Network, the Directorate continued bringing together partners from academia, health, local government, and the VCFSE sector to build a more coordinated and inclusive community engagement research infrastructure. The Birch Core Group is now well established with growing participation.
**Learning and Sector Development** The Directorate co-developed various resources and training opportunities to strengthen VCFSE organisations' research readiness. This included progressing work on the CHIRP (Community Hub for Involvement in Research Practice) website (www.cherp.org.uk), set to launch in 2025. The Directorate also held a highly successful conference entitled "The Power of Us: Collaboration in Health & Social Care Research," which was well-attended and received excellent feedback
The BVSC Research Directorate remains committed to ensuring that research within the city is inclusive, collaborative, and impactful. The aim is to enable Birmingham's VCFSE sector to not only access research but actively shape it, ensuring that insights lead to meaningful, community-driven change.
14
Over the last year, BVSC has continued developing its work as a values-driven organisation. Our values of Commitment, Collaboration, Integrity, and Inclusion shape every aspect of how we work, embedded throughout our processes from recruitment through to staff support and development.
Our value of integrity has been strengthened through our Equality, Diversity, and Inclusion (EDI) strategy. BVSC's EDI strategy is guided by five key activity areas:
- Representation: All our people-focused internal processes result in a workforce that reflects the super diversity of Birmingham.
- Visibility: The presentation of our organisation reflects the diversity of our workforce and our city. Leadership: EDI has effective leadership and is formally embedded within our decision-making processes.
- Awareness and Education: EDI is delivered through staff and volunteer awareness, education, and training.
- Recognition and Progression: We recognise the experiences of marginalised communities and support their progression within the organisation.
Together, these activity areas help ensure that inclusion is not a standalone goal, but a consistent, organisation-wide practice.
Throughout the year, we have taken a phased approach to EDI, focusing on protected characteristics in turn to ensure meaningful engagement and sustainable change. We began by focusing on race equity, with the ambition of becoming a Minority-Majority Organisation so that BVSC would reflect Birmingham. This work has been undertaken through the lens of the 'Race Code'.
More recently, we have collaborated with Birmingham LGBT to strengthen our organisational competency around LGBTQIA+ inclusion. Through training and consultancy, they have supported us
15
to build a more inclusive environment. We have been reviewing our policies, practices, and culture to ensure they are welcoming and supportive for LGBTQIA+ colleagues, service users, and partners.
Understanding who makes up our organisation is essential to ensuring our practices are equitable and inclusive. The following graphs provide a snapshot of the diversity within our staff team. This data informs our ongoing work and helps us identify where further action is needed to strengthen representation and inclusion across the organisation.
## Staff Ethnicity
We are committed to building a team that reflects the diversity of the communities we serve and continue to take steps to strengthen representation across all levels.
Any other Mixed or Multiple background Asian or Asian British Indian Asian or Asian British Pakistani Black African background Black, Black British African background Black, Black British Caribbean White European White other White English, Welsh, Scottish, Northern Irish or British White Irish Undisclosed/Prefer not to say 0 5 10 15 20
## Age Ranges
**----- Start of picture text -----**
Female Male
The average age across the 7
whole organisation is 46 year. 6
5
Amongst females, the average
4
age is 44
3
Amongst males, the average 2
age is 49 1
16
**----- End of picture text -----**
0 18 - 24 25 - 34 35 -
44 45 - 54 55 - 64 64 +
Average female salary = £39568
Average male salary = £42808
We monitor average salaries across all protected characteristics to ensure our pay practices are fair and transparent, and to understand where and why any differences may exist.
17
Our Senior Management Team plays a central role in shaping the direction of the organisation and embedding our values in day-to-day decision-making.
While we continue to reflect on and improve the diversity of this group, we are committed to building an inclusive leadership culture grounded in collaboration, shared responsibility and open communication.
The snapshot below includes key information such as average salary and aspects of the team’s makeup, supporting our commitment to transparency and equity at the highest levels of the organisation.
**----- Start of picture text -----**
Average Age of SMT SMT Gender Identity Disability or health condition within
SMT
Yes
Female Male
50% 50%
No
**----- End of picture text -----**
**----- Start of picture text -----**
SMT Ethnicity
Asian or Asian British Indian
Black, Black British Caribbean Salary
White other
£62873
White English, Welsh, Scottish, Northern Irish or British
0.0 0.5 1.0 1.5 2.0 2.5 3.0
**----- End of picture text -----**
18
## **FINANCIAL REVIEW**
## **Going Concern**
The trustees have a reasonable expectation that the charitable company has adequate resources to continue in operational existence for the foreseeable future and therefore continue to adopt the going concern basis in preparing these financial statements. As planned, unrestricted reserves are negative at the year end and are expected to remain so in the short term while the charity completes significant investment in its building. This property—owned outright and independently valued at more than £3 million—forms a substantial unrestricted asset base that provides security for the organisation’s activities.
The trustees’ strategy is to generate rental and other income from this property once the current refurbishment and marketing programme is complete. Although the income stream has not yet commenced, financial forecasts demonstrate that, when lettings are secured, the expected income will be sufficient to rebuild unrestricted reserves and support the charity’s long-term financial stability.
The trustees actively monitor cash flow and budgets, have identified cost controls and other mitigations, and have prepared contingency plans should income generation be delayed or fall short of expectations. These include the ability, if necessary, to realise value from the property to meet liabilities, recognising that such a process would require careful management and time.
On the basis of these plans, available assets, and ongoing monitoring, the trustees are satisfied that the charity remains a going concern for at least twelve months from the date of approval of these financial statements.
The board are focussed on the short term viability and the long-term sustainability of the organisation.
## **Financial Review**
In the Statement of Financial Activities (SOFA) BVSC reports an overall **net surplus of £290k** for the year (2024: £126k deficit). This comprises:
- **Unrestricted funds** – a **deficit of £42k** , reflecting planned investment in the organisation and property to support future income generation.
- **Restricted funds** – a **surplus of £332k** , arising from timing differences on projects funded for specific purposes.
The restricted surplus represents a mix of movements across numerous funded projects.
- Some projects utilised reserves brought forward from the previous year.
- Others carried forward funding at the year end to enable delivery of activities in 2025/26.
A detailed analysis is provided in **Note 20** to the accounts.
The charity’s **largest activity during the year was grant making** .
- We distributed significant funds to voluntary and community sector organisations across Birmingham.
- We also provided substantial direct support to families and individuals experiencing hardship, particularly due to the continuing cost-of-living crisis.
- Together, these grant-making activities accounted for **just over £12 million of both income and expenditure** during the year.
19
BVSC ended the year with **total funds of £5.61 million** , of which **£1.90 million** is restricted and **£3.71 million** represents unrestricted funds (the latter primarily tied up in the charity’s property asset).
## 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.
Expenditure on Activities during the year:
**----- Start of picture text -----**
2% 1%
9% Sector support
5%
An influential voluntary
sector
11% Voluntary Sector-led
partnership programmes
Grants paid
Management costs
72%
Income Generation
Expenditure
**----- End of picture text -----**
## Sources of Income:
2% 1% 2% 3% 5% 13% Funding From Health Sector Other BCC Early Help 7% BCC - Project Delivery Income Grants Activity Funded By BCC Trusts Research- Various Funders 67% Income From Trading Activities
20
## **Review of the Performance of Subsidiaries:**
**BVSC Enterprises** (company registration number 1660160), was dissolved during the year, we no longer deliver conferencing services and therefore a decision was taken to close the trading company.
**BVSC KickStart Limited (formerly Talent Match Birmingham and Solihull Limited)** (company registration number 09112870). was dissolved during the year, this subsidiary was set up as a delivery arm for projects, its no longer required and a decision was taken to close it.
**BVSC Management Services Limited** (company registration number 3130064) is a dormant company. We are in the process of dissolving this company.
## **Reserves Policy:**
The trustees reviewed and updated the reserves policy during the year to ensure the charity can proactively manage its financial position over the coming years.
## **Policy Objective:**
BVSC’s policy is to maintain free unrestricted reserves equivalent to at least three months of unrestricted expenditure. This level is considered sufficient to protect the charity against unforeseen financial challenges and to allow time to adjust operations in the event of a significant loss of income.
Exceptional Circumstances:
In exceptional situations the Board of Trustees may, by strategic decision, draw on unrestricted reserves to invest in the charity’s long-term capacity to deliver its charitable objects. Such investment may result in free reserves falling below the target level, or even into a negative position, for a limited period. Any decision of this nature is subject to careful risk assessment, a clear plan to restore reserves, and regular monitoring by the Board.
## **Current Position**
Based on the 2025/26 budget, the target level of free reserves to cover three months of unrestricted expenditure is £224,000.
At 31 March 2025, the charity held total unrestricted reserves of £3.71 million. Of this, approximately £4 million is invested in tangible fixed assets (the charity’s building) and is therefore not readily realisable. After accounting for the associated loan, free unrestricted reserves stand at a deficit of £90,624.
The trustees recognise at the beginning of 25/26 that free reserves may reduce further in the short term while investment in the building continues. They are closely monitoring detailed financial plans, including the timing of rental and other income from the property, which is expected to rebuild free reserves over the medium term. Budgets and cash flows are reviewed regularly, and contingency measures are in place to ensure the charity can meet its obligations during this investment phase. Take-up of tenancies in 2025/26 has been slow, the Board is therefore actively exploring options to release some or all of the equity held in the building. Discussions are ongoing, with several promising solutions under consideration.
21
The Board remains confident that the charity’s substantial asset base, proactive cash-flow management, and income generation plans provide a robust foundation for operating as a going concern and for rebuilding free reserves to the policy level over the coming year.
## **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.
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:
22
- **Commitment -** Supporting positive change through passion, innovation, and social action.
- **Collaboration -** Connecting individuals and organisations to work together to improve people’s lives.
- **Inclusion -** Empowering everyone to get involved in creating a fair and equitable Birmingham.
- **Integrity -** Building trust through transparently working in the interests of our sector and our citizens.
**Our Aims and Objectives for 2025-2028**
## **1. Empower citizens to actively participate in and benefit from a thriving civil society.**
a. Strengthen and embed a culture of volunteering across both the VCFSE sector and statutory partners, ensuring it becomes a core element of service delivery.
b. Integrate volunteering more deeply within BVSC’s operations, making it a visible and valued part of the organisation’s identity.
c. Leverage data to gain richer insights into the needs, concerns, and aspirations of citizens, informing more responsive and targeted action.
d. Showcase and celebrate the strengths and achievements of VCFSE organisations and groups, cultivating a culture of recognition and empowerment.
e. Promote citizen-led engagement through research, co-design, and coproduction, ensuring that citizens are central to shaping and delivering policies and services.
f. Champion equitable policies and practices that deliver fair and inclusive outcomes, with a particular focus on underserved and marginalised communities.
g. Lead and support the growth of community-led research to amplify local voices and knowledge.
h. Fully harness the potential of the West Midlands Multibank to maximise benefits for communities.
## **2. Ensure VCFSE organisations have the knowledge, tools, and resources they need to achieve their goals effectively.**
a. Deliver infrastructure support, resources, information, advice, and guidance that enhance the effectiveness and impact of VCFSE organisations.
23
b. Provide high-quality research, evaluation, analysis, and learning opportunities to help organisations demonstrate their impact and strengthen their capacity.
c. Offer tailored business development and fundraising support to help organisations grow and sustain their work.
d. Maximise investment into the VCFSE sector by identifying and securing new funding opportunities.
e. Facilitate regular networking opportunities across the VCFSE to encourage collaboration, knowledge sharing, and the exchange of best practice.
f. Integrate grant distribution into BVSC’s wider programme structure to ensure alignment and strategic impact.
g. Expand reach and support to a broader and more diverse range of VCFSE organisations.
h. Operate a centrally located VCFSE Hub in Birmingham, fully integrated with BVSC’s membership offer.
i. Identify and address capacity-building gaps across Birmingham’s VCFSE landscape.
j. Strengthen and evolve BVSC’s communications strategy to enhance visibility, engagement, and influence.
## **3. Strengthen the influence of the VCFSE sector as a catalyst for positive and lasting change.**
a. Expand access to and use of information, intelligence, and data to enable the VCFSE sector and its partners to better understand and meet the needs of Birmingham’s citizens and communities.
b. Enhance the reach and impact of research and evaluation conducted with, for, and about the VCFSE sector.
c. Champion the VCFSE sector’s role in driving positive systems change across Birmingham.
d. Amplify and connect the diverse voices of the VCFSE sector throughout the city.
e. Support and enable meaningful VCFSE contributions to cross-sector initiatives and collaborative activity in Birmingham.
24
## **4. BVSC remains an independent, effective, inclusive, and sustainable organisation, equipped to lead and support the sector.**
a. Strengthen our inclusive, values-driven, and supportive workplace culture that promotes positivity and belonging.
b. Invest in staff development to enable individuals to work effectively and reach their full potential.
c. Secure financial stability and sustainability through external investment in BVSC’s activities and by maximising income from Latham House.
d. Adopt a balanced funding approach that reflects the broader investment landscape of the VCFSE sector while ensuring BVSC’s financial resilience.
e. Ensure BVSC’s operational physical and digital infrastructure is robust and fit for purpose to support efficient and effective delivery.
f. Maintain strong, voluntary sector-led governance that reflects the values and priorities of the communities we serve.
g. Redesign BVSC’s service offer in recognition that 2025–26 marks the final year of both post-COVID and Section 114 funding environments.
h. Fully leverage the opportunities presented by the West Midlands Multibank to create new areas of work for BVSC.
i. Develop a more integrated and flexible staffing model to enhance organisational agility and responsiveness.
k. Embed ecological and climate sustainability across BVSC’s priorities, operations, and partnerships to support a greener, more resilient Birmingham.
25
## **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 have indicated their willingness to continue in office and the auditors, Dains Audit Limited, will be proposed for reappointment in accordance with section 485 of the Companies Act 2006 at the next meeting of the trustees.
Approved by the Trustee Board and signed in their behalf:
Chair Lisa Martinali
Date 16/12/2025
26
## **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 2025 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 2025 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 other information contained within the Annual report. Our opinion on the financial statements
27
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 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
28
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 on-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
- investigated the rationale behind significant or unusual transactions.
In response to the risk of irregularities and non-compliance with laws and regulations, we
29
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: 23/12/2025
30
## **BIRMINGHAM VOLUNTARY SERVICE COUNCIL CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES INCORPORATING THE INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 MARCH 2025**
|**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**
13 Net gains/(losses) on investments
**NET INCOME/(EXPENDITURE)**
**BEFORE TRANSFERS**
Gross transfers between funds
**NET INCOME/(EXPENDITURE)**
**AFTER TRANSFERS**
**NET MOVEMENT IN FUNDS**
**RECONCILIATION OF FUNDS**
Total funds brought forward
**TOTAL FUNDS CARRIED FORWARD**|**Unrestricted Restricted**
**Total**
**Total**
**Funds**
**Funds**
**2025**
**2024**
**£**
**£**
**£**
**£**
5,034 83,874
88,908
1,996
- 16,312,030 16,312,030 16,125,451
309,318 69,415
378,733
286,223
- -
- 15,797
22,599 169,148
191,747
129,491|
|---|---|
||336,951 16,634,467 16,971,418 16,558,958|
||255,209
-
255,209
180,400
154,681 16,272,048 16,426,729 16,505,522|
||409,890 16,272,048 16,681,938 16,685,922|
||630
-
630
992|
||(72,309)
362,419
290,110
(125,972)
30,482
(30,482)
- -|
|||
||(41,827)
331,937
290,110
(125,972)|
||(41,827)
331,937
290,110
(125,972)
3,752,592
1,567,223
5,319,815
5,445,787|
||3,710,765
1,899,160
5,609,925
5,319,815|
31
## **BIRMINGHAM VOLUNTARY SERVICE COUNCIL BALANCE SHEET AS AT 31 MARCH 2025**
## **Company Registration: 00421688**
|**NOTE**
**FIXED ASSETS**
12
Tangible Assets
13
Investments
**TOTAL FIXED ASSETS**
**CURRENT ASSETS**
Cash at Bank & in Hand
14
Debtors
**TOTAL CURRENT ASSETS**
**LIABILITIES**
15
Creditors-Amounts falling
due within 1 year
**NET CURRENT ASSETS**
**TOTAL ASSETS LESS**
**CURRENT LIABILITIES**
16
Creditors-Amounts falling
due after more than one year
22
**NET ASSETS**
**THE FUNDS OF THE CHARITY**
20
Restricted Income Funds
21
Designated Funds
21
Unrestricted Income Funds
22
**TOTAL FUNDS**|**GROUP**
**2025**
**2024**
**£**
**£**
4,061,793
3,724,414
6,218
5,588
4,068,011
3,730,002
3,458,894
1,824,203
317,042
1,346,382
3,775,936
3,170,585
2,078,864
1,580,772
1,697,072
1,589,813
5,765,083
5,319,815
155,158
-
5,609,925
5,319,815
1,899,160
1,567,223
3,801,389
3,730,002
(90,624)
22,590
5,609,925
5,319,815|**COMPANY**
**2025**
**2024**
**£**
**£**
4,061,793
3,724,414
6,219
5,689|
|---|---|---|
|||4,068,012
3,730,103|
|||3,458,894
1,819,978
317,042
1,346,382|
|||3,775,936
3,166,360|
|||2,078,843
1,580,751|
|||1,697,093
1,585,609|
||||
|||5,765,105
5,315,712|
|||155,158
-|
||||
|||5,609,947
5,315,712|
|||1,899,160
1,567,223
3,801,390
3,730,002
(90,603)
18,487|
|||5,609,947
5,315,712|
The financial statements have been prepared in accordance with the provisions applicable to the small companies’ regime.
## **Approved on behalf of the Board:**
Chair Lisa Martinali The notes on pages 33 to 68 form part of these accounts
Date: 16/12/25
32
## **BIRMINGHAM VOLUNTARY SERVICE COUNCIL CONSOLIDATED CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2025**
|**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**
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**|(12,383)|**2025**
**£**
2,060,755
(12,383)
(413,681)|15,797
(24,471)|**2024**
**£**
(3,000,173)
(8,674)
(3,765,000)|
|---|---|---|---|---|
||(413,681)||(3,765,000)||
||||||
|||1,634,691||(6,773,847)|
|||1,634,691||(6,773,847)|
33
## **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2025**
## **(a) Reconciliation of deficit of income to net cashflow from operating activities**
|**2025**
**£**
Net movement in funds for the year
289,480
Investment income
-
Bank Charges
12,383
Amortisation/Depreciation charges
76,302
(Increase)/Decrease in debtors
1,029,340
(Decrease)/Increase in creditors
653,250
2,060,755
**(b) Reconciliation of net cashflow to movement in net funds/debt**
(Decrease)/Increase in cash in the year
1,634,691
Movement in net funds and debt in the year
1,634,691
Net funds and debt at 1 April
1,824,203
**Net funds and debt at 31 March**
3,458,894|**2024**
**£**
(126,964)
(15,797)
24,471
61,436
(751,421)
(2,191,898)|
|---|---|
||(3,000,173)|
||(6,773,847)|
||(6,773,847)
8,598,050|
||1,824,203|
## **(c) Analysis of net funds/debt**
|Cash at bank and in hand|**2024**
**Cashflow**
**2025**
**£**
**£**
**£**
1,824,203
1,634,691
3,458,894|
|---|---|
||1,824,203
1,634,691
3,458,894|
34
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
## **GENERAL INFORMATION**
BVSC is a charity and private company limited by guarantee, company registered no 00421688, registered charity no 218795, registered address 5[th] Floor Latham House, 33-34 Paradise Street, Birmingham, B1 2AJ.
## **NOTE**
## **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) and the Companies Act 2006.
BVSC meets the definition of a public benefit entity under FRS 102.
## **1.2. Basis of consolidation**
The group financial statements include the financial statements of the parent company and of its wholly owned subsidiary undertakings, BVSC Enterprises Limited, BVSC Kickstart Limited (formerly TMCO Birmingham and Solihull Limited) and BVSC Management Services Limited. The results of the subsidiaries are consolidated on a line-by-line basis.
## **1.3. Company Status**
The charitable company is a company limited by guarantee. The members of the company are voluntary and community organisations in Birmingham. The trustees and directors of the company are listed on page 3 and 4. In the event the company is wound up, the liability in respect of the guarantee is limited to £1 per member of the charitable company.
## **1.4. Income and Expenditure**
A separate summary income and expenditure account dealing with the results of the company has not been prepared as permitted by the Companies Act 2006. All income is recognised when the charitable company has entitlement to the income, and it is probable the income will be received, and the amount can be measured reliably.
Grants are included in the Statement of financial activities on a receivable basis. The balance of income received for specific purposes but not expended during the period is shown in the relevant funds on the Balance sheet. Where income is received in advance of entitlement of receipt, its recognition is deferred and included in creditors as deferred income. Where entitlement occurs before income is received, the income is accrued.
Other income is recognised in the period in which it is receivable and to the extent the goods have been provided or on completion of the service.
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,
35
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
shared costs are apportioned to activities on a basis consistent with the use of resources.
Expenditure on raising funds is 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.
## **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 straightline basis over their expected useful of 3 years. The cost of fixtures and fittings is depreciated over 10 years.
Freehold Land is not depreciated.
## **1.7. Investment Policy**
No powers have been delegated to managers for the investment of funds, at present all investment decisions are referred back to the Board of Trustees.
Investments in listed company shares are remeasured to fair value at the balance sheet date with reference to readily available market prices. Gains and losses on remeasurement are recognised in the Statement of Financial Activities.
## **1.8. Grant Making Policy**
Grants are made to organisations in accordance with the arrangements and conditions set out in the funding agreements for specific projects and programmes.
## **1.9. Fund Accounting**
General funds are unrestricted funds that can be used in accordance with BVSC's charitable objectives at the discretion of the Trustees and have not been designated for other purposes.
Restricted funds are funds received for a specific purpose or activity which has been specified by the donor.
## **1.10. Financial Instruments**
The charitable company only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. These basic financial instruments are recognised at transaction value and subsequently measured at their settlement value.
## **1.11.Cash at Bank and In Hand**
Cash is represented by cash in hand and deposits with financial institutions repayable without penalty on notice of no more than 24 hours.
## **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.
36
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
## **1.14. Liabilities and Provisions**
Liabilities are recognised when there is an obligation at the Balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement and the amount of the settlement can be estimated reliably. Liabilities are recognised at the amount the charitable company anticipates it will pay to settle the debt or the amount it has received as advance payments for goods or services it must provide. Provisions are measured at the best estimate of the amounts required to settle the obligation.
## **1.15. Pension Scheme**
The company operates a defined contribution pension scheme. The assets of the scheme are held separately from those of the company in an independently administered fund. The costs of the company's contributions to the pension scheme are charged to the income and expenditure account in the period in which they become payable. There are no unpaid or prepaid pension contributions to the defined contribution pension scheme at the balance sheet date (last year no unpaid or prepaid pension contributions).
## **2. NET INCOME FROM TRADING ACTIVITIES OF SUBSIDIARIES**
The charity had 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 applied to have all of these companies dissolved during the year. BVSC Enterprises and BVSC KickStart have both been closed down and any funds transferred to the charity. BVSC Management Services, close down is pending at the year end.
BVSC Management Services Limited, a private limited company, registered no 3130064, is a dormant company.
BVSC Management Services is registered at 5[th] Floor Latham House, 33-34 Paradise Street, Birmingham, B1 2AJ. This company is dormant, and the holding by the charity is consolidated into the group.
37
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
## **2 Trading Subsidiaries**
|**Trading Subsidiaries**||||||
|---|---|---|---|---|---|
||||**BVSC**|||
||**BVSC**|**KICKSTART**|**Management**|||
||**Enterprises**|**Limited**|**Services**|**2025**|**2024**|
||**Limited**||**Limited**
|**Total**|**Total**|
||**£**|**£**|**£**|**£**|**£**|
|Turnover|-|-|
-|-|94|
|Cost of sales|-|-|-|-|0|
|**Gross Profit**|**-**|**-**|
**-**|**-**|**94**|
|Interest receivable|-|-|
-|-|0|
|Administration|-|-|
-|-|(400)|
|Gift aid to BVSC|4,125|||(4,125)|0|
|**Operating**||||||
|**(Loss)/Profit**|**4,125**|**-**|
**-**|**4,125**|**(306)**|
|The assets and liabilities|of the subsidiaries were:|||||
||**£**|**£**|**£**|||
|Assets|-|-|
-|||
|Liabilities|-|-|(21)|||
|Net assets/(liabilities)|-|-|
(21)|||
|Representing:||||||
|Share capital|-|-|
1|||
|Profit and loss account|-|-|(22)|||
|Shareholders' funds|-|-|(21)|||
|**NOTE**||||
|---|---|---|---|
|**3.**|**Grants and Contracts Receivable - Restricted Funds**|**2025**|**2024**|
|||**Incoming**|**Incoming**|
|||**Resources**|**Resources**|
|||**£**|**£**|
||BIG Lottery Ageing Better|-|(4,602)|
||Birchfield Big Local Partnership|26,987|202,040|
||Birchfield Big Local Partnership other income|(8,487)|12,100|
||Birmingham City Council Strategic Partnership|204,650|200,000|
||Birmingham Parent Carer Forum Secondment|32,174|-|
||Birmingham Volunteer Strategy|65,527|-|
||Business Support Coordination|-|(20,400)|
||Community Development Practice Hub|100,000|100,000|
||Early Help -Children and Families|1,897,050|2,105,114|
38
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
|Exempt Accommodation Quality Standards
Firs and Bromford Local Partnership
Fairer Futures Grants
Fairer Futures Locality
Fairer Futures Central
Health Projects:
Cadet Centres for Warmth
Health - VCS support
Integrated Care System
Long Covid Community Engagement
Women's Hormonal Health
Social Value Conference
Smoking Cessation
Household Support Fund
Household Support Fund 5
Household Support Fund 6
Household Support Fund -Bed Poverty Project
Key Fund Refurbishment Grant
Local Energy Advice Demonstrator
Living Wage -engagement and awareness (Barrow
Cadbury)
Mental Health Transitional Worker
Multibank
Neighbourhood Network Support
NHS Bham and Solihull ICB
Parenting Support for Fathers
Redundancy and Retraining
Research
Rough Sleepers Initiative
Shelter Grants
Ukraine -Support grants
Violence Against Women and Girls
Volunteering for Health
Welsh House Farm Big Local Partnership
Youth Violence Prevention Programme Manager|50,000
49,724
-
168,693
90,681
25,000
-
55,611
-
179,095
31,502
5,339
70,000
4,280,000
5,552,020
1,635,096
68,500
473,041
5,000
51,775
74,800
97,076
-
5,279
-
448,029
227,230
-
-
-
88,760
261,878
-
16,312,030|132,495
123,615
117,902
-
-
-
-
33,332
63,816
198,506
183,821
-
-
9,901,255
-
-
1,200,000
-
355,008
8,000
40,454
-
99,904
4,373
180,000
78,141
282,022
143,204
106,666
30,000
60,000
-
151,471
37,214|
|---|---|---|
|||16,125,451|
39
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
|**4**
**INCOME FROM OTHER TRADING ACTIVITIES**
**Unrestricted Restricted**
**Funds**
**Funds**
**£**
**£**
Consolidated trading subsidiary income
-
-
Consultancy fees
-
69,415
Room hire
-
-
Rental income
249,928
-
Business solutions
59,390
-
309,318
69,415
**5**
**INVESTMENT INCOME**
**2025**
**£**
Deposit interest
0
0|**4**
**INCOME FROM OTHER TRADING ACTIVITIES**
**Unrestricted Restricted**
**Funds**
**Funds**
**£**
**£**
Consolidated trading subsidiary income
-
-
Consultancy fees
-
69,415
Room hire
-
-
Rental income
249,928
-
Business solutions
59,390
-
309,318
69,415
**5**
**INVESTMENT INCOME**
**2025**
**£**
Deposit interest
0
0|
**Total**
**Total**
**2025**
**2024**
**£**
**£**
-
94
69,415
64,995
-
-
249,928
159,340
59,390
61,794|
|---|---|---|
||309,318
69,415|378,733286,223|
||**2025**
**£**
0
0|**2024**
**£**
15,797
15,797|
## **6 OTHER INCOME**
|Book and 'Update' income
Training income
Change Into Action
Digital Inclusion
Exempt Accommodation - charges to
organisations
Local Trust partnership programmes
Research -consultancy
Secondment
Other income|**Unrestricted Restricted**
**Total**
**Total**
**Funds**
**Funds**
**2025**
**2024**
**£**
**£**
**£**
**£**
11,677
-
11,677
13,426
-
6,823
6,823
2,921
-
7,204
7,204
8,602
-
-
3,454
-
15,852
15,852
11,717
-
-
20,960
-
144,548
144,548
8,691
-
-
43,804
10,922
(5,279)
5,643
15,916|
|---|---|
||22,599
169,148
191,747 129,491|
40
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
## **7 EXPENDITURE ON RAISING FUNDS**
|**EXPENDITURE ON RAISING FUNDS**||
|---|---|
|Service Charge cost for tenants
Consolidated trading subsidiary
expenditure BVSC Enterprises|**Unrestricted Restricted**
**Total**
**Total**
**Funds**
**Funds**
**2025**
**2024**
**£**
**£**
**£**
**£**
251,084
-
251,084
180,000
4,125
-
4,125
(400)|
||255,209
-
255,209
180,400|
41
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
## **NOTE**
## **8 RESOURCES EXPENDED ON CHARITABLE ACTIVITIES - Restricted Funds**
|||**Grants to**||||
|---|---|---|---|---|---|
|||**Individuals**||||
||**Activities**|**and**||||
||**Undertaken**|**Organisation**|**Support**|||
|**Charitable Activity**|**Directly**|**s**|**Costs**|**Total 2025**|**Total 2024**|
|||(Note 8d)|(Note 8a)|||
||£||£|£|£|
|BIG Lottery: covid support IT (capitalisation of cost IT||||||
|equipment)|-|-|-|
-|
11,189|
|Birchfield Big Local Partnership|43,479|-|2,733|
46,212|
120,902|
|Birchfield Big Local Partnership other income|2,550|-|2,660|
5,210|
6,109|
|Birmingham City Council Covid Recovery|-|-|-|
-|
37,308|
|Birmingham City Council Strategic Partnership|187,260|-|15,500|
202,760|
210,897|
|Birmingham Community Lottery Fund|12,158|-|-|
12,158|
-|
|Birmingham Parent Carer Forum Secondment|38,436|-|-|
38,436|
37,148|
|Birmingham Volunteer Strategy|18,073|-|9,705|
27,778|
37,920|
|Business Support Coordination|-|-|-|
-|
9,722|
|Change Into Action|10,057|-|-|
10,057|
15,800|
|Commonwealth Games Legacy Grants|-|-|-|
-|
8,220|
|Community Development Practice Hub|87,119|1,000|22,500|
110,619|
52,196|
42
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
|Community Leadership Training|- -|-|-|32,589|
|---|---|---|---|---|
|Compassionate Communities/Covid Recovery Grants|6,063 63,200|66,000|135,263|139,838|
|Creative Civic Change|500 -|5,816|6,316|4,178|
|Early Help -Children and Families|168,266 1,457,490|15,375|1,641,131|2,094,497|
|Exempt Accommodation Quality Standards|73,159 -|11,900|85,059|148,239|
|Firs and Bromford Local Partnership|59,543 -|-|59,543|114,887|
|Fairer Futures Grants|13,358 21,683||35,041|283,042|
|Fairer Futures Locality|51,196 75,000|6,653|132,849|-|
|Fairer Futures Central|37,810 -|36,272|74,082|-|
|General Grants|8,417 -|-|8,417|-|
|Health Projects:|- -|-|-|-|
|Cardiovascular Disease|- -|-|-|19,127|
|Cadet Centres for Warmth|228 20,750|2,292|23,270|-|
|Digital Inclusion|- -|-|-|13,630|
|Health - VCS support|69,648 190|3,100|72,938|33,345|
|Integrated Care System|38,136 -|7,300|45,436|42,828|
43
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
||Long Covid Community Engagement|- -|-|-|186,585|
|---|---|---|---|---|---|
||Roots to Wellbeing|- -|-|-|38,670|
||Women's Hormonal Health|70,634 100,638|9,936|181,208|183,321|
||Social Value Conference|29,640 -|2,864|32,504|-|
||Smoking Cessation|5,339 -|-|5,339|-|
|Household Support Fund||26,700 50,000|-|76,700|9,941,890|
|Household Support Fund|5|102,511 4,157,324|20,250|4,280,085|-|
|Household Support Fund|6|78,700 5,414,470|55,950|5,549,120|-|
|Household Support Fund|-Bed Poverty Project|1,327,666 68,261|89,954|1,485,881|632,149|
|Housing First||19,507 -|-|19,507|55,322|
|||-||||
|IT Funding capitalised depreciation charge||702 -|-|(702)|-|
|Key Fund Refurbishment|Grant|336 -|-|336|-|
|Local Energy Advice Demonstrator||76,564 352,230|45,980|474,774|357,399|
|Living Wage -engagement and awareness (Barrow Cadbury)||5,000 -||5,000|12,638|
|Mental Health Transitional Worker||97,486 -|5,225|102,711|39,736|
|Multibank||28,394 -|-|28,394|-|
44
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
|NAVCA Small Grants
Neighbourhood Network Support
NHS Volunteering Covid Project
Parenting Support for Fathers
Redundancy and Retraining
Research
Rough Sleeping Initiative
Shelter Grants
Ukraine -Support grants
Violence Against Women and Girls
Volunteering for Health
Welsh House Farm Big Local Partnership
Youth Violence Prevention Programme Manager
**Total Resources Expended on Charitable Activities**|- -
-
-
500
96,580 -
9,700
106,280
119,101
- -
-
-
10,942
2,000 3,000
-
5,000
105,181
- -
-
-
87,613
450,449 25,459
84,653
560,561
433,521
109,242 127,461
10,314
247,017
97,849
19,962 54,450
589
75,001
141,940
- -
-
-
104,408
- -
-
-
26,241
31,589 29,000
8,876
69,465
-
184,410 -
10,882
195,292
176,248
- -
-
-
37,214|
|---|---|
||**3,687,463**
**12,021,606**
**562,979**
**16,272,048**
**16,262,079**|
45
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
## **NOTE 8a ANALYSIS OF SUPPORT COSTS**
|||**Accommodation**|**Finance**|**Human**||**Total**|
|---|---|---|---|---|---|---|
|**Charitable Activity**|**Management**|**Costs**|**Costs**|**Resources**|**IT**|**2025**|
||**£**|**£**|**£**|**£**|**£**|**£**|
|Birchfield Big Local Partnership|601|
765|
683|
547|137|2,733|
|Birchfield Big Local Partnership other income|585|
745|
665|
532|133|2,660|
|Birmingham City Council Strategic Partnership|3410|
4,340|
3,875|
3,100|775|15,500|
|Birmingham Volunteer Strategy|2135|
2,717|
2,426|
1,941|485|9,705|
|Community Development Practice Hub|4950|
6,300|
5,625|
4,500|1,125|22,500|
|Compassionate Communities/Covid Recovery Grants|14520|
18,480|
16,500|
13,200|3,300|66,000|
|Creative Civic Change|1280|
1,628|
1,454|
1,163|291|5,816|
|Early Help -Children and Families|3383|
4,305|
3,844|
3,075|769|15,375|
|Exempt Accommodation Quality Standards|2618|
3,332|
2,975|
2,380|595|11,900|
|Fairer Futures Locality|1464|
1,863|
1,663|
1,331|333|6,653|
|Fairer Futures Central|7980|
10,156|
9,068|
7,254|1,814|36,272|
|Health Projects:|||||||
46
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
|Cadet Centres for Warmth|504|642|573|458|115|2,292|
|---|---|---|---|---|---|---|
|Health - VCS support|682|868|775|620|155|3,100|
|Integrated Care System|1606|2,044|1,825|1,460|365|7,300|
|Women's Hormonal Health|2186|2,782|2,484|1,987|497|9,936|
|Social Value Conference|630|802|716|573|143|2,864|
|Household Support Fund 5|4455|5,670|5,063|4,050|1,013|20,250|
|Household Support Fund 6|12309|15,666|13,988|11,190|2,798|55,950|
|Household Support Fund -Bed Poverty Project|19790|25,187|22,489|17,991|4,498|89,954|
|Local Energy Advice Demonstrator|10116|12,874|11,495|9,196|2,299|45,980|
|Mental Health Transitional Worker|1150|1,463|1,306|1,045|261|5,225|
|Neighbourhood Network Support|2134|2,716|2,425|1,940|485|9,700|
|Research|18624|23,703|21,163|16,931|4,233|84,653|
|Rough Sleeping Initiative|2269|2,888|2,579|2,063|516|10,314|
|Shelter Grants|130|165|147|118|29|589|
|Volunteering for Health|1953|2,485|2,219|1,775|444|8,876|
|Welsh House Farm Big Local Partnership|2394|3,047|2,721|2,176|544|10,882|
47
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
## **Totals**
**123,855 157,634 140,745 112,596 28,149 562,979**
Support costs are allocated to projects on a mixture of time spent and number of staff or as a percentage of the value of the contract.
|||**Accommodation**|**Finance**|**Human**||**Total**|
|---|---|---|---|---|---|---|
|**Charitable Activity**|**Management**|**Costs**|**Costs**|**Resources**|**IT**|**2024**|
||**£**|**£**|**£**|**£**|**£**|**£**|
|Birchfield Big Local Partnership|1225|
1,560|
1,393|
836|557|5,570|
|Birmingham City Council Covid Recovery|1477|
1,880|
1,679|
1,007|672|6,715|
|Birmingham City Council Strategic Partnership|3410|
4,340|
3,875|
2,325|1,550|15,500|
|Birmingham Parent Carer Forum Secondment|660|
840|
750|
450|300|3,000|
|Birmingham Volunteer Strategy|880|
1,120|
1,000|
600|400|4,000|
|Community Development Practice Hub|4950|
6,300|
5,625|
3,375|2,250|22,500|
|Early Help -Children and Families|3300|
4,200|
3,750|
2,250|1,500|15,000|
|Exempt Accommodation Quality Standards|4123|
5,247|
4,685|
2,811|1,874|18,739|
|Fairer Futures Grants|615|
782|
699|
419|279|2,794|
|Health Projects:|||||||
48
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
|Cardiovascular Disease|484|616|550|330|220|2,200|
|---|---|---|---|---|---|---|
|Health and Social Care|5500|7,000|6,250|3,750|2,500|25,000|
|Long Covid Community Engagement|770|980|875|525|350|3,500|
|Women's Hormonal Health|1319|1,679|1,499|899|600|5,996|
|Household Support Fund|10881|13,849|12,365|7,419|4,946|49,459|
|Household Support Fund -Bed Poverty Project|24801|31,564|28,183|16,910|11,273|112,730|
|Housing First|2577|3,280|2,929|1,757|1,171|11,714|
|Local Energy Advice Demonstrator|6209|7,903|7,056|4,234|2,822|28,224|
|Living Wage -engagement and awareness (Barrow|||||||
|Cadbury)|825|1,050|938|563|375|3,750|
|Mental Health Transitional Worker|1045|1,329|1,187|712|475|4,748|
|Neighbourhood Network Support|2068|2,632|2,350|1,410|940|9,400|
|NHS Volunteering Covid Project|433|552|493|296|197|1,970|
|Parenting Support for Fathers|3168|4,032|3,600|2,160|1,440|14,400|
|Redundancy and Retraining|435|554|495|297|198|1,979|
|Research|10340|13,160|11,750|7,050|4,700|47,000|
|Rough Sleeping Initiative|1793|2,283|2,038|1,223|815|8,152|
49
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
|Shelter Grants
Ukraine -Support grants
Violence Against Women and Girls
Welsh House Farm Big Local Partnership
Youth Violence Prevention Programme Manager
**Totals**|173
221
197
118
79
788
685
872
778
467
311
3,113
1767
2,248
2,008
1,205
803
8,030
1846
2,350
2,098
1,259
839
8,393
1144
1,457
1,301
780
520
5,202|
|---|---|
||**98,905**
**125,878**
**112,392**
**67,435**
**44,957**
**449,566**|
Support costs are allocated to projects on a mixture of time spent and number of staff or as a percentage of the value of the contract.
50
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
## **8b RESOURCES EXPENDED ON CHARITABLE ACTIVITIES - Unrestricted Funds**
|**Activity**
Business Solutions
Training
Membership and Communications
Strategic work
Management and Administration
Building negotiations costs
Accommodation costs
Finance, HR, IT
**Total Resources Expended on Charitable Activities**|**2025**
£
50,736
-
32,455
6,675
3,838
-
51,088
9,890
**154,681**|**2024**
£
43,577
1,180
69,144
13,841
8,621
19,061
43,043
44,977|
|---|---|---|
|||**243,443**|
## **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**|**2025**
**£**
2,041,334
29,992
65,391
44,147
88,665
21,458
5,864
24,857
76,302
39,282
25,553
12,383
50,246
1,839,148
12,021,606
6,779
33,721
**16,426,729**|**2024**
**£**
2,063,612
19,512
101,718
35,550
73,079
4,363
5,575
23,948
61,436
7,308
12,257
24,471
140,850
1,073,807
12,826,936
1,205
29,895|
|---|---|---|
|||**16,505,522**|
51
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
## **NOTE 8d RESOURCES EXPENDED ON GRANT PAYMENTS**
|**Grants Programme**
Community Development Practice Hub
Compassionate Communities/Covid Recovery
Grants
Early Help -Children and Families
Fairer Futures Grants
Fairer Futures Locality
Health Projects:
Cadet Centres for Warmth
Health - VCS support
Women's Hormonal Health
Household Support Fund
Household Support Fund 5
Household Support Fund 6
Household Support Fund -Bed Poverty Project
Local Energy Advice Demonstrator
Parenting Support for Fathers
Research
Rough Sleeping Initiative
Shelter Grants
Volunteering for Health
**Total**
**Grants Programme**
Commonwealth Games Legacy Grants
Compassionate Communities and Covid Recovery
Creative Civic Change
Early Help -Children and Families
Fairer Futures Grants
Health Projects:
Digital Inclusion|**No of**
**grants to**
**individuals**
**No of grants**
**organisations**
2
2
8
23
4
2
-
2
8
19,250
8
25,503
9
1
9
1
6
2
10
1
**44,753**
**98**
**No of**
**grants to**
**individuals**
**No of grants**
**organisations**
6
13
1
8
31
6|**2025**
**Grants**
**paid**
**£**
1000
63200
1457490
21683
75000
20750
190
100638
50000
4157324
5414470
68261
352230
3000
25459
127461
54450
29000|
|---|---|---|
|||**12,021,606**|
|||**2024**
**Grants**
**paid**
**£**
8,220
129,558
500
1,893,225
279,838
11,630|
52
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
|ICS Strategy Engagement
Long Covid Community Engagement
Roots to Wellbeing
Women's Hormonal Health
Household Support Fund Bed Poverty
Household Support Fund
Household Support Funds - Lead Agencies Grants
Local Energy Advice Demonstrator
NAVCA Small Grants
Parenting Support for Fathers
Research
Shelter Grants
Ukraine -Support grants
**Total**|1
31
6
2
1
46,345
-
9
9
1
12
1
10
8
**46,345**
**156**|13,630
170,500
835
105,014
33,173
8,875,126
765,105
230,743
500
82,600
7,686
141,152
77,901|
|---|---|---|
|||**12,826,936**|
## **9 STAFF COSTS AND EMPLOYEE BENEFITS**
|Wages and Salaries
Redundancy Costs
Social Security Costs
Pensions|**2025**
**£**
1,685,603
71,158
176,355
82,881
2,015,997|**2024**
**£**
1,758,051
5,939
179,862
84,329|
|---|---|---|
|||2,028,181|
Redundancy costs relate to the payment to two staff as a result of their projects finishing and five posts as a result of restructuring in a teams. No payments were outstanding as at the 31st March 2025.
Directors and trustees received no benefits, expenses or remuneration during the year.
One employee received emoluments in the band of £80,000-£90,000 (last year one employee in the band of £80,000-£90,000).
53
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
One employee received emoluments in the band of £70,000-£80,000 (last year one employee in the band of £70,000-£80,000).
The trustees consider key management personnel comprised of the CEO and the Deputy CEO. The total amount employee benefits received by key management personnel is £178,973 (last year £161,354).
## **10 NET INCOME FOR THE YEAR**
Net Income is stated after charging:
|**NET INCOME FOR THE YEAR**
Net Income is stated after charging:|||
|---|---|---|
||**2025**|**2024**|
||**£**|**£**|
|Depreciation and amortisation|76,302|61,436|
|Auditor's remuneration - audit fee|15,510|14,100|
|Operating Lease Income|249,928|159,340|
## **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|**2025**
10
21
9
40|**2024**
11
24
11|
|---|---|---|
|||46|
54
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
## **12 TANGIBLE ASSETS GROUP AND COMPANY**
|**TANGIBLE ASSETS**
**GROUP AND COMPANY**||
|---|---|
|Cost or Revaluation at 31 March
2024
Additions
Disposals
At 31 March 2025
Depreciation at 31 March 2024
Charges for the Year
On Disposals
Depreciation at 31 March 2025
Net Book Value at 31 March 2025
Net Book Value at 31 March 2024|**Equipment**
**Fixtures**
**Land**
**Freehold**
**Total**
**and**
**Fittings**
**Property**
**£**
**£**
**£**
89,368
118,555
900,000
2,743,024 3,850,947
702
63,417
-
349,562 413,681
-
-|
||90,070
181,972
900,000
3,092,586 4,264,628|
||83,018
2,370
-
41,145
126,533
4,668
14,821
-
56,813
76,302
-|
||87,686
17,191
-
97,958
202,835|
||2,384
164,781
900,000
2,994,6284,061,793|
||6,350
116,185
900,000
2,701,879 3,724,414|
55
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
|**13**|**FIXED ASSET INVESTMENTS**|||**Gain/(loss)**||
|---|---|---|---|---|---|
|||||**in the**||
|||**2024**|**Disposals**|**year**|**2025**|
||**UK Listed Investments**|**£**|||**£**|
||1075 Aviva Plc 25p Ordinary Shares|5,338|-|630|5,968|
||(Original Cost £1,231)|||||
|||5,338|-|630|5,968|
||**Unlisted investments**|250|||250|
||**Group**|5,588|-|630|6,218|
||Shares in Wholly Owned Subsidiary|||||
||Companies:|||||
||BVSC Enterprises Limited|100|100|-|-|
||BVSC Management Services Limited|1|-|-|1|
||**Company**|5,689|100|630|6,219|
|**14**|**DEBTORS (FALLING DUE WITHIN ONE YEAR)**|||||
|||**GROUP**||**COMPANY**||
|||**2025**|**2024**|**2025**|**2024**|
|||**£**|**£**|**£**|**£**|
||Trade debtors|207,239|707,519|207,239|707,519|
||Other debtors|109,803|638,863|109,803|638,863|
|||317,042|1,346,382|317,042|1,346,382|
|**15**|**CREDITORS (FALLING DUE WITHIN ONE YEAR)**|||||
|||**GROUP**||**COMPANY**||
|||**2025**|**2024**|**2025**|**2024**|
|||**£**|**£**|**£**|**£**|
||Other creditors|711|713|690|692|
||*Funds held on behalf of Voluntary|||||
||Organisations|-|64,775|-|64,775|
||Taxation & social security|89,713|78,839|89,713|78,839|
||Accruals & deferred income|1,945,140|1,436,445|1,945,140|1,501,220|
||Loan repayment due within one year|43,300|
-|43,300|-|
|||2,078,864|1,580,772|2,078,843|1,645,526|
* Funds held on behalf of external organisations that we provided accountancy services for, that no longer exists. These funds have been in the accounts for over 15 year. The board have decided during the year to utilise these funds to support the development and delivery of a Birmingham Volunteering strategy.
56
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
## **16 CREDITORS (FALLING DUE AFTER ONE YEAR)**
|Key Fund Loan|**GROUP**
**COMPANY**
**2025**
**2024**
**2025**
**2024**
**£**
**£**
**£**
**£**
155,158
-
155,158
-|
|---|---|
||155,158
-
155,158
-|
Three loans from the Key Fund, repayable over 5 years.
## **17 DEFERRED INCOME Deferred income:**
|Early Help
Exempt Accommodation Quality
Standards
Fairer Futures Grants
Household Support Fund
Research
Rough Sleepers Initiative
Tenants Rent
Smoking Cessation Project
**Total**|**Bfwd 2024**
**2024**
**Deferred**
**Income**
**Cfwd**
**2025**
**£**
**£**
**£**
**£**
179,742
(179,742)
-
-
50,000
(50,000)
-
-
105,010
(105,010)
-
-
70,000
(70,000)
147,980
147,980
211,693
(211,693)
203,715
203,715
45,000
(45,000)
102,255
102,255
32,244
(32,244)
36,477
36,477
-
-
155,591
155,591|
|---|---|
||**693,689**
**(693,689)**
**646,018**
**646,018**|
## **NOTE**
## **PAYMENTS TO OR ON BEHALF OF TRUSTEES AND CONNECTED 18 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 2024). Trustees’ liability insurance has been obtained as part of the overall insurance cover - no details are available as to the separate cost of this.
57
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
## **NOTE 19 OPERATING LEASES**
At 31st March, the group had future minimum lease payments under non cancellable leases as follows:
|**Lease Receipts:**
Tenants Receipts:
< 1 year
1-5 years|**2025**
**2024**
**£**
**£**
50,310
36,280
201,240
258,869|
|---|---|
||251,550
295,149|
58
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
## 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**|
||**£**|**£**|**£**|**£**|**£**|
|Birchfield Big Local Partnership|19,225|26,987|(46,212)|-|-|
|Birchfield Big Local Partnership other income|13,697|(8,487)|(5,210)|-|-|
|Birmingham City Council Strategic Partnership|(7,109)|211,473|(202,760)|(1,604)|-|
|Birmingham Community Lottery Fund|-|
3,674|(12,158)|-|(8,484)|
|Birmingham Parent Carer Forum Secondment|10,563|32,174|(38,436)|-|4,301|
|Birmingham Volunteer Strategy|(37,770)|65,527|(27,778)|21|-|
|Change Into Action|22,801|7,204|(10,057)|-|19,948|
|Commonwealth Games Legacy Grants|(22,927)|-|-|
22,927|-|
|Community Development Practice Hub|151,804|100,000|
(110,619)|-|141,185|
|Community Leadership Training|(1,766)|-|-|
1,766|-|
|Compassionate Communities/Covid Recovery Grants|303,330|-|
(135,263)|-|168,067|
|Creative Civic Change|6,316|-|
(6,316)|-|-|
|Early Help -Children and Families|53,646|1,897,050|(1,641,131)|-|309,565|
59
## **BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
|Exempt Accommodation Quality Standards|36,948|65,852|(85,059)|-|17,741|
|---|---|---|---|---|---|
|Firs and Bromford Local Partnership|10,664|49,724|(59,543)|(845)|-|
|Fairer Futures Grants|44,547|-|(35,041)|(9,506)|-|
|Fairer Futures Locality|-|168,693|(132,849)|-|35,844|
|Fairer Futures Central|-|90,681|(74,082)|-|16,599|
|General Grants|-|-|(8,417)|8,417|-|
|Health Projects:|-|-|-|-|-|
|Cardiovascular Disease|(19,127)|-|-|-|(19,127)|
|Cadet Centres for Warmth|-|25,000|(23,270)|-|1,730|
|Digital Inclusion|6,645|-||-|6,645|
|Health - VCS support|64,014|-|(72,938)|-|(8,924)|
|Health Engagement Grants|10,700|-||-|10,700|
|Integrated Care System|1,129|55,611|(45,436)|-|11,304|
|Integrated Care System|36,544|-|-|-|36,544|
|Long Covid Community Engagement|11,705|-|-|-|11,705|
|Personal Health Budget|(2,068)|-|-|-|(2,068)|
|Population Health management|13,000|-|-|-|13,000|
60
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
|Roots to Wellbeing|1,219|-|-|-|1,219|
|---|---|---|---|---|---|
|Women's Hormonal Health|193|179,095|(181,208)|-|(1,920)|
|Social Value Conference|-|31,502|(32,504)|-|(1,002)|
|Smoking Cessation|-|5,339|(5,339)|-|-|
|Household Support Fund|31,555|70,000|(76,700)|-|24,855|
|Household Support Fund 5|-|4,280,000|(4,280,085)|-|(85)|
|Household Support Fund 6|-|5,552,020|(5,549,120)|-|2,900|
|Household Support Fund -Bed Poverty Project|567,851|1,635,096|(1,485,881)|-|717,066|
|Housing First|19,507|-|(19,507)|-|-|
|Housing First Personalisation Fund|7,666|-|-|(7,666)|-|
|IT Funding capitalised depreciation charge|-|-|702|-|702|
|Key Fund Refurbishment Grant|-|68,500|(336)|-|68,164|
|Local Energy Advice Demonstrator|(2,391)|473,041|(474,774)|-|(4,124)|
|Living Wage -engagement and awareness (Barrow||||||
|Cadbury)|213|5,000|(5,000)|-|213|
|Mental Health Transitional Worker|57,759|51,775|(102,711)|-|6,823|
|Multibank|-|155,000|(28,394)|-|126,606|
|Neighbourhood Network Support|14,026|97,076|(106,280)|-|4,822|
61
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
|NHS Bham and Solihull ICB
Parenting Support for Fathers
PCC- Mapping
PCC-Funding Officer
Redundancy and Retraining
Research
Rough Sleepers Initiative
Shelter Grants
Ukraine -Support grants
Violence Against Women and Girls
Volunteering for Health
Welsh House Farm Big Local Partnership
Youth Violence Prevention Programme Manager|4,372 - - -
4,372
74,819 -
(5,000)
-
69,819
7,426 - -
(7,426)
-
8,472 - -
(8,472)
-
1,597 - -
(1,597)
-
(72,383)
661,992
(560,561)
-
29,048
43,150
227,230
(247,017)
-
23,363
75,001 -
(75,001)
-
-
8,583 - -
(8,583)
-
13,262 - -
(13,262)
-
-
88,760
(69,465)
-
19,295
(25,838)
261,878
(195,292)
-
40,748
4,652 - -
(4,652)
-|
|---|---|
||**1,567,223 16,634,467 (16,272,048)**
**(30,482)**
**1,899,159**|
62
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
## **UNRESTRICTED INCOME FUNDS**
|Unrestricted funds
Designated funds|**Movement in Funds**
**Opening**
**Incoming Outgoing**
**Unrealised Closing**
**Balance**
**Resources Resources Transfers gain (loss)**
**Balance**
**£**
**£**
**£**
**£**
**£**
**£**
22,590
336,951
(409,890)
(40,905)
630
(90,624)
3,730,002
71,387
3,801,389|
|---|---|
||**3,752,592 **
**336,951 **
**(409,890)**
**30,482 **
**630**
**3,710,765**|
63
**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
## **Notes to Restricted Reserves:**
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. The project came to an end during the year
Birchfield Big Local Partnership other income- Funding raised by the Birchfield Partnership to support the local community in Birchfield.
Birmingham City Council Strategic Partnership- Funding to enabling more effective public/third sector engagement, strategic alignment, and collaboration in Birmingham. A New Integrated Programme of Strategic Support & Development for Voluntary and Community Sector.
Birmingham Community Lottery Fund – BVSC has set up a community lottery to support the sector. Its in its early stages of development.
Birmingham Parent Carer Network Forum – a seconded post, employed by BVSC working with the network.
Birmingham Volunteer Strategy – funding allocated from historic funds held by BVSC to develop the strategic volunteering strategy for 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.
Community Leadership Training – training to cascade key public health information out to the community on the learning of key skills.
Compassionate Communities/Covid Recovery Grants – funding repurposed for work on compassionate communities and to focus of prevention in older communities.
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.
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.
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.
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**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
The Quality Standards alongside the ‘Charter of Rights’ aim to support this complex issue.
Firs and Bromford Local Partnership – BVSC became the local trusted organisation for this local area. Funding from the Local Trust to empower local residents to improve their local area.
Fairer Futures Grants - an initiative developed by partners in the Birmingham and Solihull Integrated Care System to tackle health inequalities.
Fairer Futures Locality - an initiative developed by partners in the Birmingham and Solihull Integrated Care System to tackle health inequalities The team supported the establishment of VCFSE locality leads throughout the year and activities within their respective localities around the Fairer Futures Fund (FFF).
Fairer Futures Central - an initiative developed by partners in the Birmingham and Solihull Integrated Care System to tackle health inequalities, BVSC’s role entailed tendering out the opportunities and supporting BCC with the allocation of grants that would be distributed and delivery monitored by the council.
## Health:
Cadet Centres for Warmth – an initiative to support those in fuel poverty.
-Digital Inclusion –, this project was first phase public engagement exploring Accessibility, Connectivity and Digital Literacy
-Health – Various funding to develop and engage 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
-Smoking Cessation – The programme includes three activity elements focused on training, providing grants to 10 VCFSE organisations across the city, and volunteering at health events
Household Support Fund 4,5,6– Funding from BCC to support people/families in hardship with small grant payments.
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**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
Household Support Fund – Bed Poverty Project (Dreams) – funding to address bed poverty by providing beds and additional support to families with children who do not have appropriate sleeping arrangements.
Housing First - Funding to support homelessness across the West Midlands using the principles of the Housing First model.
IT Funding – funding from projects for IT equipment, that has been capitalised, the year on year depreciation will be charged to the funding held here.
Key Fund refurbishment Grants – Blended social finance funding, this element of the grant has been spent refurbishing floors 2 and 3 at Latham house, the expenditure has been capitalised and the funds held here will be charged the year on year depreciation on the refurbishment.
Local Energy Advice Demonstrator – a project to support and advise households with reducing their impact on the climate.
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.
Multibank – BVSC established the West Midlands Multibank, delivered in partnership with Amazon and the National Family Centre/Multibank charity. Following an official launch in March 2025, the initiative aims to distribute 750,000 surplus goods to around 75,000 families in need per year via a network of VCFSE organisations over the coming years.
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.
Parenting Support for Fathers – To scope and develop options for the delivery of City-wide evidence-based parenting programmes for LGBTQ+ community, Fathers, South Asian & Muslim Communities.
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.
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**BIRMINGHAM VOLUNTARY SERVICE COUNCIL NOTES TO THE FINANCIAL STATEMENTS 31 MARCH 2025**
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.
Rough Sleepers Initiative – Work in collaboration with the Rough Sleeper Initiative providers, other rough sleeping homelessness service partners and providers and the BCC Rough Sleeping Lead Officer (Project Officer), to develop joint working protocols, enhance partnership work and management of risks and where possible develop service improvements and practice in line with overall rough sleeping strategy of the city
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 2025**
## **22 ANALYSIS OF GROUP NET ASSETS BETWEEN FUNDS**
|**31st March 2025**
Tangible Fixed Assets
Fixed Asset Investments
Net Current Assets
Liabilities > 1year
**Total Net Assets**
**31st March 2024**
Tangible Fixed Assets
Fixed Asset Investments
Net Current Assets
**Total Net Assets**|**Unrestricted Restricted**
**Funds**
**Funds**
**£**
**£**
3,993,629
68,164
6,218
-
(133,924)
1,830,996
(155,158)
-
3,710,765
1,899,160
**Unrestricted Restricted**
**Funds**
**Funds**
**£**
**£**
3,724,414
-
5,588
-
22,590
1,567,223
3,752,592
1,567,223|**Total**
**Funds**
**2025**
**£**
4,061,793
6,218
1,697,072
(155,158)|
|---|---|---|
|||5,609,925|
|||**Total**
**Funds**
**2024**
**£**
3,724,414
5,588
1,589,813|
|||5,319,815|
## **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.
## **24 Related Party Transactions**
There were no related party transactions during the year.
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