Charlty Ae81stratlon Number: 2Z3007 Company Number: 00215695 (England and Wale51 vas supporting community action TRUSTEES, ANNUAL REPORT & ACCOUNTS YEAR ENDED 31 MARCH 2025
VOLUNTARY AcfioN SHEFFIELD TRusfEES' ANNUAL REPORT & ACcOUs FOR THE YEAR EIVDED 31 MARCH 2025 Content5 Le8al and administratNe information Chair's foreword Trustee5' report lincludln8 Directors. report) 5-31 Trustees, responsiblllties 32 Irsdependent audito¢s report 33-36 Statement of flnancial activltles 37 Balance sheet 38 Cashflow statement 39 Notes to the accounts 40-59 Appendix A - Or8an15atlonal structure
VOLUNTARY AcfioN SHEFFIELD LEGAL AND ADMINISTRATIVE INFORMATION FOR THE YEAR ENDED 31 MARCH 2025 Reglstered offlce: The Circle 33 Rockingham Lane Sheffield SI 4FW TelephoDe- 0114 253 6600 Fax.. 0114 253 6601 Web: www.vas.org.uk Emall: info@vas.org.uk Charity No: 223007 Company No.. 00215695 VAT Re8 No.. 706 1183 63 Honorary offlcers: Andy Buck Peter Wozencroft Kay Dickinson IChair- resigned from VAS Board 20 November 20241 Ichair from 20" November 20241 (Treasurer) Other trustees: James Lock (resigned 20, November 20241 Uri Rennie (resigned 20, November 20241 TIM Furness David Bussue Safiya Saeed Joanne Arch John Hudson Ruth Brown Ahmed Mohamed lappointed 20" November 20241 Amy Thornton lappointed 20" November 20241 Jess Hudson (appointed 20, November 20241 Siobhan Laird lappolnted 20, November 20241 'Observer' {non-votingl attendees at the Board: Joe Horobln Lucy Ettridge Isheffield City Councill INHS Sheffield) Chlef Executlve: Helen Sims Company secretary: Helen Sims Senlor Mana8ementTeam: Helen Sims, Helen Steers, Sarah Slowther (to January 20251, Liz Dingle, Rachael West, Paul Harvey, Lucv Davies, Lloyd Samuels, Adam Batty Ifrom April 20241, Natasha Munoz (from October 20241. 8HP LLP
VOLUNTARY AcfioN SHEFFIELD LEGAL AND ADmINIRATIVE INFORMATION - CONTfNUED FOR THE YEAR ENDED 31 MARCH 2025 Commlttees and advlsers: Auditand Ri k Committ Kay Dickin50n (Chair for Finance section), Tim Furne55 Ichair for Strategy and Governance section), Andy Buck (to November 20241, Peter Wozencroft, John Hudson and David Bussue. Audltor: HP LLP Albert Works Sidney Street Sheffield 514RG Bankers: Unlty Trust Bank plc Nine Brindleyplace 8lrmingham BI 2HB Sollcltors: Bhayani Law Limited TIA Bhayani HR & Employment Law 59 Shoreham Street Sheffleld SI 4S8 BHPLLP
VOLUNTARY AcfIoN SHEFFIELD TRUSTEES'ANIVUAL REPOR R?R THE YEAR ENDED 31 MARCH 2025 Foreword from the Chair l am writing this foreword to Voluntary Action Sheffield's 2024125 Annual Report wlth a mlxture of pride, sadness and resolve. The Board is proud of the wonderful things achieved by the staff and volunteers working for the organi5ation on behalf of the communities it serves. Our role in the development of the Sheffield City Goals was pivotal in harnessing the power of communities to determine what was important and relevant to them. Building upon this, we provided organi5atlonal support to a 'bullding thriving communities" initiative, aimed at empowering some of our most underserved communities to succeed in the face of a challenging economic environment. North East Sheffield received an investment package of £1.4m in 2024125 to boost community infrastructure, and VAS has been at the heart of planning for the distribution of thi5 resource to brin8 the greatest positlve impact. Recognising that good health and wellbeing Is essentlal for people to thrive, VAS took a key role In the development of the Fair and Healthy Sheffield plan. Malntaining an independent role in capturin8 people's experiences of health and social care seNices is central to Healthwatch Sheffleld, which 15 h05ted by VAS. Our success in bringlng about lasting improvement5 to these seThite5 through rigorous scrutinv and constructive feedback (both positive and negativel to the providers resulted in the awardlng of a ten- year contract for the provlslon of the Healthwatch seNice. We know that young people hold the key to the future coheslon and success of our city. Much of VAS, work, and its collaborations with community anchor or8anisations acr055 Sheffield, is focused on creating positive oclivities and opportunities for young people to achieve their full potential. We are particularlv proud of our emerging leaders programme in provldSng space for leaders to develop their own new network for better representation and diversity on boards and decision-making bodies in Sheffield. To continue to do great work with and In communitie5, VAS needs to maintain it5 own strength and resilience. We are proud of the work we have done on workplace wellbeing in general, and particularly of the reflective practice and mental health support work tar8eted at 8lobal majority community workers. There 15 Sadness in loss, and in the time between the end of 2024125 and writing this VAS ha5 lost two people who profoundly Influenced its work and impact in Sheffield. May Saw the passing of judy Robinson, Chair of Healthwatch Sheffield and a wise, positive and unwavering champion of Social justice in Sheffield. Then in June we10st Uri Rennie, who was a Trustee of VAS for eight years before stepplng down in 2024. Alongside his many achievement5 in the world of professional football, Uri was passionate aboLtt Sheffield and made a huge contribution to the clty in his many professional and voluntary roles. We will miss them both enormously* whilst resolving to honour their legacy in continuing the mission of VAS and the wider Voluntary, Community, Faith and Social Enterprise IVCFSEI sector in Sheffield. We were also shocked and saddened by the racist riots that broke out in South Yorkshire last summer, serving to remind us that there are elements in society, politlcs and the media intent on sowing division in our communities. Amongst other ripples from this disgrèteful episode and the political and societal response to it, the environment has undoubtedly become tougher and more hostile for refugees and those seeking asylum. 8HP LLP
VOLUNTARY AcfIoN SHEFFIELD TRusfEES'ANNUAL REPOR T FOR THE YEAR ENDED 31 MARCH 2025 We are respectful of the fact that a new government elected in July 2024 with a large majority is pursuin8 an ambitious policy agenda in the face of a challenBing geopolitical and economic context. It would be remi55 of us, however. to i8nore the fart that some of the recent and imminent changes, including National Insurance increases and elements of welfare reform have the potential to have negative implications for some of the most vulnerable in society, as well 35 on the vibrancy and viability of the VCFSE sector. We are also facing up to the local implications of the wholesale restructuring of the NHS, Including the proposed abolitlon of Healthwatch England and Local Healthwatch organisations. At best, this will chan8e the nature of partnership worklng in the city, distracting people from important work supportin8 communities whilst they focus on reslructuring. At worst, it will result in negative outcomes for people and communities. De5Plte these challen8es, and as VAS enters its hundredth year representing the VCFSE sector in 5heffleld, our resolve remain5 Strong and unwavering. We will continue to stand for community cohesion, and oppose raclsm and all forms of discrimination. We will strive to empower people in communitie5 across our city to improve the quality of their live5 in line with their own priorities. We wlll care for our own people, pald staff and volunteers, so that their power and resilience Ss reflective of the power and resilience we seek to instil in our communltie5. Peter Wozencroft Chair of the Board of Trustees BHP LLP
VOLUNTARY ACTION SHEFFIELD TRUSfEES'AIvivuAL REPORT FOR THE YEAR ENDED 31 MARCH 2025 Strategy and Delivery Our work in 2024-25 delivered our vision: People in Sheffield have the opportunity to live healthy, fulfilling lives, reach their potential, and thrive equally. Our purpose is to support people, communities and the Voluntary Community Sector to lead positive change. We focused on 5 strategic priorities: 1. 8uildin8, hostin8 and nurturing stron8 inclusive and effective partnerships to develop posltlve soclal change. 2. Supporting leadership and capacity in communltles and the voluntary sector. 3. Creating volunteering and other opportunltie5 for people that are most marginalised. 4. Supportin8 occe55 and empowerment in the next generatlon of leaders. 5. Being a good employer and a well-run or8anisatlon, whlch cares for our people and resources. How we delivered this purpose Is reflected in our values and behaviour. Our values Equity and social justice Trust and mutual respect Partnership The power of people, communities, and the VCS Public benefit The Trustees have complied with the duty in section 17 of the Charities Act 2011 to have due regard to public benefit guidance published by the Charity Commission. Details of the activities we carried out to deliver a public benefit are described in thi5 report. BHPLLP
VOLUNTARY ACTION SHEFFIELD TRUSTEES'ANIVUAL REPOR T FOR THE YEAR EIVDED 31 MARCH 2025 Priority One: Building and nurturing strong inclusive and effective partnerships to develop positive social change Sheffield City Goals Transition work Over the past year we have been part of a core team, designing new infrastructure to enable more people to participate in the delivery of the City Goals. VAS have adopted the City Goals as our'North starf for directing our Skills, connection5 and resources to create positive Social chan8e in the citv. Helen Sim5 has been co-leading on convening expertise to shape the Neighbourhood Conversatlons workstream of City Goa15 infrastructure since April 2024, more recently working alongside the selected consultancy partners Opus Independents and Dark Matter Labs. Helen is co-leading the Nei8hbourhood Conversatlons workstream with Simon Duffy, Director of Citizen Network UK, who has a wealth of expertise in participatory governance and Citizen Voice. Sheffleld Clty Partnershlp board and transition to Sheffield Stronger Together As part of the transltion work, the Sheffield City Partnership Board wa5 Stood down by it5 Chair Lord Blunkett, in Summer 2024, with a final board meetin8 to review the work of the partnership over the vears. The first meeting of the newly formed Sheffield Stronger Together leadership group was held on 5th November, the 8roup is chaired by Tom Hiint, l.Fbader nf 5hpffip.ld City Council and independentlv facilltated to brin8 leader5 together and identify the purpose and 8overnance structure of th15 group wlth the wlder City Goals work. Sheffield Health and Care Partnership The Chlef Executlve of VAS and the Chair of Healthwatch are both Board members, providing both patient and community insight to declsion making and evaluation of the loc31 devolved ICB plan at Sheffield place. Helen Steers is a member of a number of the programme delivery boards created by the HCP. Helen support5 better working and mutual understanding between partners, for example Helen has been developing the mature leadership model with pro8ramme board partners to support Inte8rated Neighbourhood workin8 and to develop collective influence around community investment. A Falr and Healthy Sheffield The Sheffield Health and Wellbein8 Board published the new Health and Wellbeing strategy.. A Fair and Healthy Sheffield at the end of September. Helen Steer5 was a member of the editorial team, advising on reaching Out to communitie5 in order to place citizen voice at the centre of this work. We also shared findings from the City Goals Collaborative Conversatlons work with the research team to inform community voice on health and wellbeing. BHPLLP
VOLUNTARY ACTION SHEFFIELD TRUSTEES'ANNUAL REPOR T FOR THE YEAR ENDED 31 MARCH 2025 This is Us- North East Sheffield Model Neighbourhood, Sheffield Health and Care Partnership VAS has been leading a number of areas of work that are supportin8 and testing new ways for community investment to flow towards the thin85 that will enable the sector and communities to make a difference. This Includes the 'This is U5" programme in the North-East of the Citv. We have been working with the Programme Board to develop the work and evaluatlon approach wlth New Local, including,. Providlng support to the programme's VCSE leaders and future community delivery partners, to support their capacity and engagement with the Programme, facilitating some of their input to the board. Supporting the This is Us INE Sheffield Investmentl by developing a capacity and capability plan to help the Board understand options for investment that could build the capacity and capability of the VCFSE to deliver, within the wider model of the NE model neighbourhood. Supporting the process of plannin8 and distributin8 £1.4m of IC8 money and managing ongoin8 activities that support accountability back to the Programme Board. Leading conversations to shape the investment plan for Public Health money within the programme to support the leadershlp capacity and capability in the wider system response strand of the pro8r3mme. North East Neighborhood programme - Evaluation of the en8a8ement activity in all four of the neighbourhoods that make up the North-East neighbourhood investment programme, has now been synthesized by New Local. Sheffleld VCFSE Leaders Forum Over the past year we have created space to think, space to en8a8e, and in Au8USt 2024 following the racist riots, coordinated critical response for leaders of social action in Sheffield. We maintain regular meetings with City leader5 acro55 the Council, health system and other or8anisations, supporting closer working with the VCS and being instrumental in areas of closer working, for example the work we are doing to help shape the framework for driving more effective ways of working between the Council and sector. Some of the key pieces of work undertaken by the forum inrlude: Following the racist riots at the Holiday Inn in Rotherham, we set up commvnication5 infrastructure to bring together community leaders in the city for immediate insight5, listening and then worked over the week following the incident to coordinate between formal incident management systems and communities. We carried out a workshop to develop a shored narrative that extends understandlng and brings to life to the role of prevention in communities. We have produced a brief from the workshop and have been shaping it with key stakeholders to deliver key shared messages form the sector, so that we can Speak with consistency and influence to shape neighbourhood and community anchor work. BHP LLP
VOLUNTARY ACTION SHEFFIELD TRusfEES'AIVIVUAL REPOR T FOR THE YEAR EIVDED 31 MARCH 2025 In March 2025 we facilitated a roundtable between VCF-SE leaders and Tom Smith and other leaders in SCC to shape the design of the Sheffield Community Strategy engagement work. SY VCSE Alliance VAS has worked as a South Yorkshire portner. The SY VCSE Alliance is a formal alliance between the SY Integrated Care Board ISY ICBI and Local VCSE infrastructure bodie5 VAS, Voluntary Action Rotherham, Barn51ey CVS, Voluntary Action Doncaster and South Yorkshire Community Foundation. Helen Sims has chaired the VCSE Alliance since July 2023 and its purpose 15 to work collaboratively to value, engage and support participation of the VCSE in the development and delivery of IC8 priorities. The Alliance have had an impact across several area5 of partnership working.. Supporting and enabllng participation of people from the VCFSE across a range of Integrated Care 8oard proRramme steerinR Rroups from workforce development, to data and analysis. We Supported particlpants with initial engagement, on-boJrding and participation payments to cover lime and expense5. Working with the research team at Sheffield H311am Univer51ty to understand the size, relative economic value and challenges faced by the sector across South Yorkshire. The Alllance is also working on a development plan that include5 the basellne mapplng of total current investment in the VCSE by the SY ICB, in order to understand the nature of investment, and agree a high-level investment framework. SY Integrdted Cdie Pdi Iiier51)ip Helen Steers attends the ICP board on behalf of Sheffield and the VCFSE, with the purpose of working tO8ether to increase economic participation and 5UPPOrt a fair, inclusive and sustainable economv. We have influenced key discussions centred on housing and health and what Is happening around work and health, followlng the investment received by SYMCA for the Health and Growth Accelerator (informed by the Get Britain Workin8 Again White Paperl. Healthwatch Sheffield Over the past year Healthwatch Sheffield have unlocked the power of people's voices, as experts in their own care,. shaping public services. In July 2024 we published the annual Healthwatch Sheffield report for 2023-24. However, a significant area of work over the past 12 months has been the shaping, development and successful bid for the future delivery of Healthwatch Sheffield,. a contract awarded to VAS in September 2024 for 10 years. The model we've developed Is one which focu5e5 on Healthwatch as an anchor organisation for voice and influence in the city, connecting other5 and acting as an exemplar in thi5 work. Our highlights from this year include.. We were 5ucce55ful in securing £IO,QK)O in Brant funding from Great Places Resilience fund to do outreach work within the Wybourn and Richmond areas; based within the community centres in each area, we ran a series of sessions and events to support local people with navigating health and care services, linked with wellbeing activities and opportunities to connect with others. BHP LLP
VOLUNTARY ACTION SHEFFIELD TRUSTEES'ANNUAL REPOR T FOR THE YEAR ENDED 31 MARCH 2025 We worked with SAYIT and other local VCS organisations to support involvement in a Healthwatch England national project to understand the experiences of trans and non-binary people in GP services, hearing the views of 73 people as part of this work. The team has had 2 medical students on placement,. they have been flnding out about people's experiences of sexual health service5 Wlth a particular focus on acce55 for young people in temporary accommodatlon hostels, working wlth providers including Roundabout and Sheffield Foyer. Project work in Tinsley has also been delivered- whilst hearing about people's experiences we have been able to connect indiv5duals to health and care services, and sUPPOrt organisations with issues such as access and booking for the local community centre. We hosted an event in February 2025 to launch the new Healthwatch 10-year contract,. partnerships were at the centre of the way we described our work, which wa5 well-attended by range of stakeholder5. SPRING Over the past year the SPRING partnership has provided a support network of aid and advocacv alongside people who have come to Sheffield to seek refuge and sanctuary, to ensure they can navigate, settle and contribute to the citv. SPRING is a partnership of Voluntary and Communlty support or8anisations'. Clty of Sanctuary, SAVTE, Sheffield Citizen5 Advlce, Solace and VAS. The main location for delivery of support is with our partner City of Sanctuary at their premises, but The Circle contlnues to provide an open door and inclusive space for meetin8 cllents. August Racist Riots Staff and partners of the SPRING partnership were at the forefront of the response to the August Racist Rlots with front line workers providing dlrect support and feedback to people in need. The Sanctuary organised an event in that week for professionals in the sector as well as an event only for people from the global majority to come tOBether In solidarity and take action against racSsm. The New Beginnin8S team had organised a summer Trlp to Brldlington for 357 people, Including SPRING clients and thls went ahead the week following the riots, which had a hugely p051tive impact on those who were able to attend. Complex cases This year has seen an increase in the number of complex cases and crSsis work as a result of ihe national housing crisis and capacity challenges within Sheffield City Council ISCCI. We have led some excellent partnership work where we try to mitlgate the increasing numbers of complex cases requiring advocacy and refugees rough sleeping on the street5 of Sheffield. This is desperate and distressing work. particularly for the staff and volunteers at rhe Sanctuary and for the Sheffield City Councll housing team who have limited capacity or sultable options for people in need. We have therefore developed additlonal support through.. Collaboratlve workshop to design shared approach to protectin8 Staff wellbeing. Working with Sheffield City Council to provide housing training for staff. Regular 6 weekly in-person meetings both for front line delivery staff and for strategic partners. BHP LLP
VOLUNTARY ACTION SHEFFIELD TRUSTEES'ANNUAL REPOR T FOR THE YEAR ENDED 31 MARCH 2025 Impact Over the course of the last 12 months, SPRING partners 5UPPOrted a total of 728 people, up from 665 the previous year. Sheffield Autism Partnership Network Over the past year, the Sheffield Autism Partnership Network worked hard to make life better for people with Autism and ADHD in the city. Listening and learning We worked to establish new ways of supporting people waitlng for an ADHD assessment, alon8 Wlth NHS and SCC partners. Our team leader, Kdtle Diiiikwdl¥i, kJigs¥iile(J al tlie fii'st Soutl) Yorkshire Mental I lealth, Learnin Dlsability, Autism and ADHD board, All Age Shared Learning Event to talk about the self-identification toolkit which has been supported In development alongside SAANS, SHSC and Thrive by De518n. We held a learning event in February 2025 to close out the Autism Walting List Project from last summer and the final report has also been written up and shared with funders and diagnostic service - next steps are to format this into something more aesthetic for wider 5harin8 across the sector. me.ntal Healih Support We have been working with the Public Health team in Sheffield Clty Councll and the chalr of ihe Mental Health Partnership Nelwork to address the pxprp.ssed needs of the sector around supportin8 Aut15tic people of all aBes wlth sulcldal Ideations or attempts. We have developed a prolect plon to dellver robust training and provide a facilitated peer support network to a pilot group over the course of a year to give front line staff the tools and resources to hold people in that space, whilst a150 Strengthenlng their boundaries around when they're unable to support people and how to safely and confidently refer them to other agencie5. Work is now Starting on launching the Suicide Preventlon Project alongside the Director of Public Health's Office and the Mental Health Partnership Network, with the intent to open for applications at the end of March. We are shaplng £50k of investment to provide additional support through the sector. Developlng our learning, resources and shapin8 SUPPOrt for people wlth Lon8 Covld The Long Covid programme led by Healthwatch Sheffield and VAS has enabled organisations from a diversity of communitie5 to develop and share their co-produced Long Covid resources, with an estimated reach of 20,000 people across the Citv. A multi-agency network has now been established involving both statutory and voluntary sector partners to co-ordinate a collaborative community that continues to develop and share information and resources to support people with Long Covld. A report on the findings from the Long Covid work has been published with recommendations for how services can improve way5 of working to better support people with Long Covid. An evaluation of the project has been completed - as a collaborative project involving a range of stakeholders, the learning from the work will be key to informing the approach of VAS and Healthwatch in future projects, as well as being a demonstrator model the value of partnership working. BHP LLP io
VOLUNTARY AcfioN SHEFFIELD TrUS7FES'ANNUAL REPOR T FOR 7FIE YEAR ENDED 31 MARCH 2025 Food Cooperatives in partnership with Cooperation Town Now more than ever, there is a need to work collectively to face the challenges of modern society. This was the thinkin8 behind our partnership with Cooperation Town to support the development of food cooperatives in Sheffield. Our work commenced in November 2023 and so we are now reviewing 18 months of activity. Co-ops are nothlng new and in almost every culture there are examples of communities pooling resources to help each other. How it works Each cOp has around 20 people and need5 3 things to operate. al A group of people with a connection to a specific area or common theme. bl A venue where people can receive and distribute food. l A food supply which enables members to 8et 8ood quality food cheaper than at the shops. Live Co-ops We now have 6 community Food cooperatlves set up across Southey, 8urngreave, Firth Park and FIale. We have developed a partnershlp with Fareshare Yorkshire to receive I tonne of surplu5 food per week to be shared between new cooperatives as we develop more. We have worked wlth Fareshare to prioritise the provislon of food that Is affordable, nutrltious and culturally approprlate. We have secured phase 2 fundin8 from the Public Health team in Sheffield City Council; a further 12 months of fundin8 for the Coop Organiser role and additional seed funding to explore the development of food supply and a550ciated community organising. BHP LLP li
VOLUNTARY ACTION SHEFFIELD
TRUSTEES'ANNUAL REPOR T
FOR THE YEAR ENDED 31 MARCH 2025
Priority Two: Supporting leadership and capacity in communities and the
voluntary sector
State of the Sector- understanding needs and challenges
Throughout 2024 we worked in partnership with the SY ICB VCSE Alliance and colleagues from Sheffield
Hallam University to carry out sutveys and Charity Commission research into the voluntary sector in South
Yorkshire. We jointly published a report of findings on the reported value and impact of the Voluntary
Community. Social Enterprise and Faith Sector in South Yorkshire in October 2024. The full report is
available on our website, but there is a very useful infographic about the Voluntary Sector in Sheffield set
out below..
VCSE value and impact: Sheffield
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VOLUNTARY AcfIoN SHEFFIELD TRUSTEES'ANNUAL REPOR T FOR THE YEAR ENDED 31 MARCH 2025 Workforce- Respondents reported difficulty around tentIOn and recruitment of paid staff and volunteers. Recruitmeni difficulties affecting organizations included. employees working increased hours,. having to pause some operations,. and havin8 to recruit temporary workers. Looking aheadlservlce demand- Most respondents don't expect to meet demand for setvices over the next three months. October 2024 Budget- Impact on the Voluntary Sector Whilst we welcomed the focus of the budget and targeted investment in local authority, Special Education Needs an(J Disabilities ISENDI service investment, Housin8 and NHS expenditure, we were concerned over the impact of increased employer National Insurance contributions on medium to lar8e sized charities. National Inlurance Increasès The Autumn Budget 2024 increased the employer Nètional Insurance Contributions INICS) rate from 13.8% to 15%, with effect from April 1, 2025 The change was intended to increase government revenue, but it increased cost5 for organisatlons wlth lower-wage roles and as we entered the new financial year, the Impact locally from a sample of li medium to large VCS or8anisations, reported a si8nificant pressure on budgets. The Sheffield VCFSE Sector is already stru881ing with funding and fundraisin8 Capaclty, and the addltlonal bud8et pressure 15 forcing or8anisations into crisis mode- where capacity to plan and innovate are constrained. The real price of the financlal pressure is our people. The financial constraint of contract5 and 8rant 08reements Iwlth statutory partners) wlth no inflationary uplift; the overall reduction in national funding, and lack of capacity to fundraise, Impacts on the ability to recrult, retain and reward staff appropriately- talented leaders are burning Out and our Staff are underpaid and overwhelmed with demand. Buildi ng capacity for change The themes emer8ing from local, regional and national en8agement around the 'health' of the voluntarv sector are all expressed by local leaders, workers and volunteers In the Sheffield social action movement. VAS has worked to leverage fundin8, and brought ski115 and resources to addre55 the need for capacity building and support to.. Lead or8ani5ational developmentl sustainabilitv Voluntary sector workforce le5pecially front-line worker51 Bulld capacity in communitles- Volunteer development and peer Support Build capacity in communitie5- Communlty development l. Organi5ational development and sustainability U K Shared Prosperity Fund l U KSPFI- Building Thriving Communities Locally, UKSPF is commissioned by Sheffield City Council Iwho in turn are commissioned by South Yorkshire Mayoral Combined Authority). The fund delivers on 2 key strands.. employability targets and outcomes, and community targets and outcome5. The VCFSE are key partner5 in the delivery of both parts of the programme. BHP LLP 13
VOLUNTARY AcfIoN SHEFFIELD TRUSTEES'ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2025 Buildlng Thriving Communities IBTCI- capacity building through targeted consultant support VAS, in partnership with the South Yorkshire Fundin8 Advice Bureau ISYFABI and a team of expert consultants has enabled organisations to improve 8overnance, secure fundin8, and build resilience in the face of financial and operational challenges. Between March 2023 and February 2025, VAS and SYFAB supported 58 organisations and an additional 177 people trained via V A5 and SYFAB. Throughout 2024-2025 local groups have continued to benefit from free support from consultants through the BTC project. They have valued the chance to take time to look at current and future plans and really focus on strategy and process. The programme hos been targeted at groups and organisations that have not benefitted from infrastructure support before and has therefore prioritised organisations from underserved and mlnoritlsed communities by design. We have worked closely with the Sheffield Social Enterprise Network, to refer organisations eligible for thE*ir support throu8h the Social Enterprise Growth Accelerator (also funded by the UKSPF programmel, to ensure that we support social entrepreneurship a5 a strate8ic response to sustainability. We have also aligned our support with organisations worklng wlth the Clty Council on community asset transfer, provlding vital expertise from our framework to support organisation5 to develop significant legal and busine55 planning work to potentially take over communitv a55ets as part of their longer-term plans. Quote from a leader thanking the consultant: 'Thank YOLI so miirh fnr yniir timp. on Wednesday. It was, undoubtedly, the most helpful onversation I have had in my time leading the organisation. l appreciate the time you had clearly spent gaining an insight into what we do, and your capacity to listen to my endless storie51" VAS VCS Support team VAS receive core funding from Sheffield City Council to support community groups in their management, delivery and evaluating impact. This year, we provided information to 79 organisations and 20 individuals- these were people seekin8 advice on 5ettin8 UP their own group. Each grouplindividual was given at least one hour of focussed tirne, in a face-to-face meetin8 at their venue or in The Circle. A small percentage of meetln8s were held online or on the phone, to suit acce55ibility needs, and further Ilnks/resources were sent by email along Wlth clarifications and answers to question5. Many group5 had been referred to U5 by professionals, for example local Councillors or Communlty Development Workers, and some found us through recommendations from friend5 an(1 colleagues. This 'word of mouth" shows a level of trust in the communitie5 of Sheffield, especially amongst global mlnorities who may not have heard oflwanted to ask VAS for help in the past. The groups have been predominantly small (with an annu41 income of under £IOkl, although we have also helped large scale organisations in Sheffield (especially through the Building Thriving Communities project) such a5 SADACCA. We continue to deliver outreach events Wlth SYFAB, meeting local groups and people in their areas. We attended nine of these surgeries in 2024-25 (the number of surgeries was supported by UK SPF funding) and reached over 50 groups and have more planned for next year. BHP LLP 14
VOLUNTARY AcfIoN SHEFFIELD rRUSfEES'AIVNUAL REPOR T FOR TrIE YEAR ENDED 31 MARCH 2025 Feedback from a 8roup lead.. "You've given me clarity, and confidence. Now I've 8Ot some more people to talk to for inforrration, and I know what the next steps are. I will come back to you to look at what I've done-thank you for your time and help so farl" Evaluation Surveys have shown groups to be very pleased overall with the tailored support and the courses in Charity Leadership. For smaller groups it's built confidence in volunteers, skills, increased their knowledge of systems and processes, and given them tangible resources to use in future, a5 well as increasing their trust and awareness of VAS. Larger organisations have had Successful blds, recruited paid staff, and been supported in work on asset transfer5 in the venues they use. 2. Voluntary Sector workforce support Building Thrivin8 Communities Sheffield Small Charity Leaders support In September we launched two fantastic opportunities in partnership with one of our framework consultont5, Nic Hancock-Fell'. Sheffield Small Charity Leaders Club launched with a cohort of 20 leaders, explorin8 modules of learning on the e55entials of running a Charitable organisation from governance to fundraisin8 and communication5. With funding from Buildin8 Thrivlng Communities, we were able to offer free places to leaders in this pilot. The club offere(i both monthly in person workshops over 6 months, and supported learning In separate peer 8roup5 and I:1 support. A number of the leaders on the course are now in an establlshed peer support group. We had some great feedback about the se55ions: There is so little opportunity for meanin8ful non mandatory development for Voluntary leaders. Small charity leaders club is all the stuff we all as charity leaders feel we should know but often don't. And the stuff we should learn about but is normally in so many different places and costly to attend. The course has been a great opportunity to invest in myself, be an a55urance that l am not totally winging it and confirmation we are all doing a great job Charity Leaders Essentia15 a packa8e of e-learning for charity leader5. Thi5 online fully accessible (British Sign Language signed content) set of modules mirrors the 6 modules in the charity leaders club, but is for individuals who prefer online or self-led learning to group sessions. We have had x sign ups to the learning and feedback about the content has been really positive. We believe that the modules are also useful to people supportin8 charities and 8roups. and are planning to offer the online content to community development worker5 in the new year. BHP LLP 15
VOLUNTARY ACTION SHEFFIELD TRusfEES'ANNUAL REPOR T FOR THE YEAR ENDED 31 MARCH 2025 Frontline workers Mental Health First Aid IMHFAI training programme Training delivery around accredited Mental Health First Aid was launched back in October 2023 and by November 2024, our 5 trainers had delivered 36 courses to 432 learners from 130+ VCS organisations in Sheffield and South Yorkshire. This represents 72% actual take up of spaces that We available. Some courses were online, others in per50n, hosted by 18 VCS venues acr055 9 Sheffield postcodes. We a150 trained an individual as a MHFA trainer so they can deliver this trainln8 to their community going forward. The feedback from thi5 tralnlng so far has been overwhelmingly p051tive. The main themes VCS frontline workers have feedback about are.. This tralning 15 wanted and needed It has given them useful framework5 to use Confirming what thpy are already doing is OK Connectin8 Wlth others in similar roles We are planning a learnlng event for early 2025 to shape an ongoin8 peer support network, Something learneis have requesied. Reflective Support In June 2024 we awarded Small grants lo 24 organisations to put In place Reflectlve Support for some of their workers, to support ihelr wellbelng In the face uf wid¥spread buriiout in the sector. We hosted o Learning Event at the end of January and learnt lot5 about what is and isn't working for or8anisations taking part, and why. We are usin8 thi5 event to create some template5 for disseminating things we learn from work like this, for example for a report and a brieflng: 'It'S time to recogni5e the value of the workforce" reflective support for frontllne staff and volunteer5. 3. Build capacity in communities - Volunteer development and peer support Community Champions The Community Wellbeing Champlons project was set up to focus resource into the areas of Sheffield with the greatest health inequalities, to build on existing local leadership to do so, supporting them to develop new leaders and engaEe members of the local community. It has done this through facilitating collaborative working between a number of partner organisations.. Asplrlng Communities Together IAcn Darnall Well Bein8 Flower Estate Family Action IFEFAI Firvale Community Hub Heeley Development Trust Longley 4 Greens Sharrow Community Forum HP LLP 16
VOLUNTARY ACTION SHEFFIELD TRUSTEES'ANNUAL REPORT FOR 7HE YEAR ENDED 31 MARCH 2025 Sheffleld African Caribbean Mental Health Association ISACMHAI SOAR The Terminus Initiative Zest These strong community anchors have provided ongolng development of local volunteer leaders and provided Space for engagement activities. Thi5 project has highllghted the value of peer relationships, especially in making connections wlth marginalised communitie5. It has also demonstrated the value of volunteering to build social capital, to provlde indlvidua15 Wlth purpose and opportunities to contribute to the wellbein8 of their community, and a pathway for personal development and possibly into employment. 4. Build capacity in communities- Community development Sheffield Youth-Nei8hbourhoods and Communities Our mission is to lower exploitation through empowerin8 communities anci building community capacity Community Hubs All three community hubs commissioned by SYNC completed their delivery in 2024-25. DarnalllTlnsley and Burngreave/Firth Park hubs received extensions due to ongoin8 projects. We are currently processin8 their reports to assess impact and le8acy. We're supportin8 hubs with their next steps. For example, the unofficial hub in Southey, hosted bv Chilypep and 5UPPOrted by Youth Empowerment funding, has made significant pro8re55. The refurbishment of their community building has created a safe space for local residents. One standout initiative Is the Dryden Food Pantry, which began durinB the pandemic and, with our support in partnership with Cooperatlon Town, has now evolved into a cooperative. The food coop subscrlbes to Fareshare Yorkshire for a weekly surplu5 food delivery. This group is now exploring group food buying with surplus funds from Coop members, weekly contribution5. Training We've delivered 166 tralning sessions, both online and in per50n, covering.. Organisational Development.. Partnership building, mentoring, community engagement, leadership, project management, strategic planning. Individual Development.. Conflict mana8ement, safeguarding, digllal marketing, GDPR, flrst ald, healthy eatin& equality and diverslty, and more. At the end of the year, we also launched a Level 2 Youth Work course in partnership with Infinite Skills. This was in response to recognisin8 the gap in the youth work development pathway In the city. BHP LLP 17
VOLUNTARY ACTION SHEFFIELD TRUSTEES"ANNUAL REPOR T FOR THE YEAR ENDED 31 MARCH2025 Youth Alliance The Youth Alliance is a partnership that brings together statutory and voluntary sectors and the Chief Executive of VAS slts on the steering group. SYNC staff have fed insight from the SYNC pro8rammer into the State of Youth Sector research and mapping undertaken by consultonts commissioned by Sheffield City Council, working alongside the Sheffield Youth Alliance. SYNC staff are coordinating efforts to align grassroot5 Vouth organisations in the voluntary sector with the development of the Sheffield Youth Alliance. Corn mLJnity Research Our research strand is gaining momentum. We're now worklng wlth both Sheffield and Hallam Univer51ties to co-develop a community-embedded research model. This includes piloting new ideas and Ilgnlng strategies with community consultations. A key focus is the impact of poor public transport on young people a critical factor in their access to opportunities. Oui research trainees are instrumental in this work, and we look forward to sharinR the findings at the end of the project in September 2025. Communlty Capacity Development- Demonstrator projects Diabetes Action Hub We continue working with partners from across the health system in the Diabetes Action Hub work to explore ways to involve people Ilving with type 2 in maklng or evolving decisions that affect them and shapin8 support. We have had success in our collaborative projects and there are a number of tangible action5 generated from this partnershlp that include.. Healthy Plates- Work between STH and community organisatlon5 to develop culturally relevant training and training resources ha5 been progressing well. Good collaboration and co-desiBn of resources with Africonlcaribbean and somali Communities is in progress. We are working with STH to fund re-design of healthy plates for the South Asian and Roma communltles. Community researcher model- work has started between ISRAAC and SACMHA to sharelembed the community reseorch approach developed by SACMHA. The Diabetes Education and Self-management for On80ing and Newly Diagnosed IDESMONDI lay trainer offer has been developed and budgeted and we have invited organisations to sign up to take on the role. We are working with STH to discuss explore a sultable training Redeploying clinical staff to community 5ettings- the Hypertension team and oral health team offered and delivered usual sessions in different community settings Training- Diabetes UK delivered 2 rounds of well attended and well received train the trainer sessions to communitv Organisations. This is now being delivered by community or8ani5ations to staff and volunteers. Community led activity- Workshop5, Outreach, support groups being delivered across our priority community 8roups. BHP LLP 18
VOLUNTARY AcfIoN SHEFFIELD TRUSTEES'ANIVUAL REPORT FOR THE YEAR EIVDED 31 MARCH 2025 We also appointed Sheffield Hallam University as our evaluation partner for this work and we have.. Worked with community groups to gather stories (approximately 35 interviews) on living with type 2 to set prlorities of the last phase of work. Hosted and contributed to a number of events to foster connection and understandin8 between sectors and communities (Diabetes Day. Connection Cafe world cafe events, Community of practice event5 for orgs to come together to share what they've been doin81. Trained up community organisations in using culturally relevant dietetics re50urce5 co-created between teaching hospitals and communities. Worked with teachlng hospita15 to train up educators who speak langua8es/have cultural knowledge of our priority communities. Community Capacity Development- Demonstrator projects Move More Connecting Comrnunities We have focussed on creatlng community led local partnership on the move mere work which alm to involve people in deciding how we invest in physical activity in an area. We have managed a serie5 of community engagement activitie5 acr05S the 3 tar8et areas lJordanthorpe/Batemoor, Tinsley and Carbrook and Shirecliffel ond the VAS Programme Lead has invested In managing the understanding of the wider work lour5 is one of 3 strands) to align with our values for workin8 Wlth communitie5. This has been helpful for setting a clear focus around the work in the City Move More programme. VAS has been collaborating with communitles In Shiretliffe and Parkwood to upsklll and empower community individuals to have a say In how physical activity can be embedded In daily life. BHP LLP 19
VOLUNTARY ACTION SHEFFIELD TRUStEES'ANNUAL REPOR T FOR THE YEAR EIVDED 31 MARCH 2025 Priority Three.. Creating volunteering and other opportunities for people that are most marginalised Volunteering, when inclusive and accessible, unlocks confidence, connection, wellbeing, skills, and opportunity and that should be for everyone. We believe in the power of people and in volunteering as leadership. Whether someone is getting involved for the first time or stepping up as a community organiser or trustee, we see volunteering as an act of empowerment and shared leadership. But this power is not evenly distributed. Our role is to help change that. At present, volunteering remains out of reach for many people. Cuts to charities, increase in demand from the cost of living leads to charities needing highly skilled volunteers and Ilmlted capacity to train people or create entry level volunteering roles with pathways to build skills. Inclusive volunteerin8 is not lust about access; It is about bullding the Infra5truclure that enables participation, leadership, and growth. Sheffleld Volunteer Centre Thi5 year has been one of reflection, reflnement, and renewed focus For the Volunteer Centre. Through our online resources and online volunteering platform, together with our drop in, outreach work and volunteer fairs we are reaching people wlth new opportunities for volunteerlng and personal development. Data & Impact.. We Are Buckin8 the Trend Desplte natlonal challenges, our ¢JdL¢l l¥lls d difieieiil 5lury 01)e of reacli, inclusion aiid relevance. Volunteer Reach Total registered volunteers.. 1,748 More than 50% of volunteers live in the most deprived area5 of Sheffield. Only 54% identlfy as White Brit15h, showlng above-average ethnic dlversitv. Demographics 28% aged 18-24, showing strong youth en8a8ement lup 7% from last yearl. 12% identify as disabled lup from 9% last yearl. 12% unemployed <12 months, showing growing use of volunteerin8 as a pathway to work. Top Volunteering Roles Trusteeship & Leadership- 15% Event Support- 13.5% Youth & Family Support- 8.4% Advice & Information- 7% Admin & Customer Service / Fundraising- 6.2% each BHP LLP 20
VOLUNTARY ACTION SHEFFIELD TRUSTEES'ANNUAL REPOR T FOR THE YEAR ENDED 31 MARCH 2025 Volunteerfairs We held 2 volunteer fairs at the circle to promote volunteerin8 and enable people to have a direct meetin8 With or8anisations before applying. 37 organisations had stalls and approximately 240 volunteers attended across the 2 events. "Th15 yegr we undertook some volunteer recruitfflent which was focused on our engogement volunteer role this is 07 role which supports our work to go out ond about to tolk to people in dlfferent setrings. As result, S new volunteer5 attended on introductory troining session,. this included 2 volunteers that came vit7 New Beginnings, the others came through the Volunteerin9 Fair.. Lucy Davie5, CSO, HeL71thwotch Sheffield Drop in The Tuesday drop-in continues to be well attended and we have three new volunteer Advisors who have Settled in well to the existing team. We recently had 18 people vlsit us on one day- a new record. Since the start of this financlal year, we average 8 drop-in visitors each week showin8 that this face-to-face servlce 15 needed and valued by the general public. Volunteerlng Outreach Since the 1st April, we have engaged with over 250 people during our outreach work at lobcentres, community events and education settin8s. We also recorded a question-and-answer session about volunteering with jObCent Partnerships Manager, Claire Robinson. The video was shared regionally with Department for Work and Pensions IDWPlstaff to help promote volunteering, Its benefits and the Volunteer Cenlre services. Inclusive volunteerin8 model We are continuin8 to promote the New 8eBinnlngs inclusive volunteering model whlch15 seeing a steadv flow of refugees with low confidence and Skill movin8 throu8h the structured pathway In to employment. We have developed a self-assessment skills matrix for volunteers to complete and then those with more advanced skills train volunteers with le55 developed skills to SUPPOrt them to develop. We are takin8 the lead In supportlng and encouraglng other partner organi5ations to see the benefit5 of adoptin8 our successful NB Admin Volunteering to Employment pathway model. This model has proved to be valuable for people with no work experience or those seeking sanctuary in the UK. 'Volunteering at VA5 wos thefirst rhing thfjt mode mefeel at home. I come to the UK with no network, no direction, ond a lot on my mind. But every time I showed up to the office, Ifelt seen. Ifelt token core of ond m05t importantly was treated with respect. VolLJnteering WOS the best decision I hove mode. It ht75 opened opportunities...... And now l am heading to University and looking oheod with hope."Aymen, New 8eginnings Project volunteer BHP LLP 21
VOLUNTARY ACTION SHEFFIELD 7RUSTEES'ANNUAL REPOR T FOR THE YEAR ENDED 31 MARCH2025 New Beginnings Project The New Beginnings Projeet welcomes refugees and asylurn seekers to Sheffield, supporting them to integrate into the city and empowering them to aecess opportunities that improve wellbeing, build independence and foster a sense of belonging. We help our clients develop the ski115 and confidence they need to independently access.. Educatlon and training opportunities lincludin8 ESOLI Volunteering roles in the community Pathway5 to employment Participation In social value activltles that foster connection and leadership development This Flnancial year, the New Beglnnlngs team delivered the following key achievements.. Supported a total of 729 cllents from 79 countries Re8lstered 586 new Clients Supported 94 people to start volunteering and over 3,170 volunteering hours were delivered Supported 56 pooplc into job5 Supported 90 people to start or complete a course Supported 95 people to attend a Higher Education event run in collaboration with Di5coverlUniver5ity of Sheffleld and Sheffield Hallam Supported 5 people to join University 527 People participated in 28 dlfferent activities in which volunteers wefe Involved to or8anise, UK Shared Prosperity Fund Contract The Employment team worked tirele551y to successfully deliver the UKSPF contract for last 16 months since December 2023. The team secured a Gold award on results for job outcomes and we were successful in our bid to continue delivery in a new UKSPF contract in the new financial year. Sustaining Nature project The Sustaining Nature project aimed to pilot a learning and development project with 4-5 organisations to explore how to best facilitate refugee5 engaging in nature for personal well-being, and for some to develop ski115 and leadership qualities that can leod to employment, particularly in the environment sector. Thi5 fund aimed to support the development and sustainability of the Participation and Engagement work of the project a5 we evolve, learn and change to improve our work. BHPLLP 22
VOLUNTARY AcfIoN SHEFFIELD TRUSTEES'AIVNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2025 Our funding came to an end in October 2024 after 2 year5. The last meeting with the funders Mike Fitter and Heather Hunt was held on 25 Feb 2025 to review the succe55 of the programme, Including the outcomes highlighted: Numberof Organisations Total number of Nature Champions Pastoral Support Walk Leaders Secured Employment in Left aaaaaai we en8a8ed with Volunteers Volunteers Volunteers nature io 34 24 Overall, the 5u5taininB Nature project has been a great success, evolving from a pilot idea and developed an expanded, integral part of the New 8eginnin85 participation support which will continue. It has helped many environmental and nature-focused organisations in Sheffield re¢o8nise the value of involvinB refugees and asylum seekers as part of their volunteer teams. This progress would not have been possible without the additional funding from the Gina Legacy Fund, which enabled us to facilitate more actlvities within nature spaces, with a partiCLJlar focus on developing refu8ees' and asylum seekers, skills In leadership and employment. The funding created new opportunities for people seeking sanctuary in Sheffield, allowing them greater access to outdoor spaces, en8a8e in meaningful activities, form new friendships, and improve their mental heolth and overall well-belng. Volunteer oppoitunities created were designed with a clear progression pathway, supportlng individual skill development. This approach proved highly beneficial, as one of our Nature Champions/Walk Leaders successfully secured employment with a local organisation. VCS Employment and Skills Network South Yorkshire has been selected to pilot a number of substantial pro8rams Icirca £20m+l to support people in to work with fundin8 coming to SYMCA and the ICB for the region. Through the VCS skills and employment network hosted by Paul Harvey, relationships with colleagues on both the Sheffield Employment and Skills Advisory Board, and the Health and Employment Local Integration Board, we are working to shape a Sheffield partnership narrative about what is important at a locol and hyper local level in the delivery of the Sheffield part of the investment streams. The strategic connection with SCC remains strong wlth SCC meetin8 Wlth VCS providers before the new Commissioning of Pathways employability funding. BHP LLP 23
VOLUNTARY AcfIoN SHEFFIELD TRUSTEES'ANIVUAL REPOR T FOR THE YEAR EIVDED 31 MARCH 2025 Priority Four: Supporting and empowering the next generation of leaders. In recent years, significant effort5 have been made in our city to address race equality, but certain gaps have become apparent. One major challenge involves ensuring that the lived experiences of diverse communities are genuinely reflected in decision-making processes. To tackle this, in partnership with the BAMER COVID-19 Action Group, who secured funding from the National Lotlery and Opus Independent5, we 5UPPOrted some roundtable conversations with leaders of lobol majority community organisations to establish issues an(1 opportunities for leadershlp developmeiit. Tliis suppurl revealed a shared need. empowering emerglng leaders who could succeed the current generation of leaders and bring fresh perspectives to the city's decision-making table5. Thu5, the Emerging Leader5 Pro8ramme was born. Twelve promisln8 leaders from Global Malorlty backgrounds were either self-nominated or recommended by their organlsations. Initially guided by establlshed leaders who volunteered their time and expertlse, this cohort became immersed in a supportive envlronment that values openne55, mutual respect, and trust. Importantly, the programme compensates all participants for their time. Almin8 to create a relaxed and empowering atmosphere where everyone feels free to Share past experiences and collaborate on solutions. The new Emerging leaders are addressing questions like.. What barriers have we faced? How can we create pathways for a new generation of leaders in our city? The working group are now assuming a leading role In directing thls work. We are supporting the worklnB group to put in place the following infrastructure to take more ownership of thls work and drive thelr own design process.. The working group has undertaken a skills audit- to Identify strengths and gap5. The inlentlon is to recruit to the working group to fill any skills gaps. Election of a Chair and Vice chair and key role5 in the working group to have focused lead overall and leads for thematic areas Such as communications. The appointment of an independent facilitator. The VAS lead on thi5 programme Pam Danlel left VAS at the end of March and we planned in the new financial year to deflne the facilitation role the working 8roup want to see going forward and for a freelance role to report to leadershlp group. VAS 15 SUPPOrting the group to take ownership of the programme budget. The emerging leader5 are a talented and impressive group and we look forward to seein8 their strategy come to life in 2025, as the emerging leaders, network is launched. BHP LLP 24
VOLUNTARY AcfIoN SHEFFIELD 7RUSTEES'ANNUAL REPOR T FOR THE YEAR ENDED 31 MARCH 2025 Priority Five.. Being a good employer and host of well-run organisation, which cares for our resources Valuing our people VAS staff forum Following feedback through the Strategic Review workshops in 2023-24 and appraisals, a staff forum has been established to irnprove transparency and collaboration across VAS. Staff Forum meets every 6 weeks and have reviewed core information about staff diversity, Informed decision makin8 across a nL4mber of operational areas. including the design of new appraisal processes, designing racial literacy training, and su88estin8 Statt wellbelng initiatives. Member5 of the staff forum have also been actively involved in both Trustee recruitment and the recruitment of the Dlrector of Operations. Quarterly Staff awaydays We have held three staff awaydays in 2024 so far. The purpose of these regular 2-hour sessions are for all staff to come together in The Circle and share their work, get to know colleagues in other teams, take some time to reflect and celebrate achievements and for key policy and strateglc informatlon to be disseminated. Staff trainin8 As well as specific project team tralning VAS have supported staff wide learnin8 Wlth the followin8 session5 thls year.. Core HR trainlng-6 sessions In Oct and November for all line managers. Ratlal Ilteracy trainin8 arranged for all staff and trustees Active Bystander trainlng delivered- attended by 9 staff and I trustee Sexual Harassment trainin8 to understand changes to the Law-increased employer liabillty and mandatory reportin8 Carbon Llteracy training January 2025 A Line Managers briefing is held monthly. We've looked at topics includin8 appralsal, sickne55 reporting and recording and how to use the HR database. Vol u nteer Celebration We held a celebration event in volunteers, week as a thank you to volunteers acr055 VAS. Volunteers from Healthwatch, New BeginninBs and the Volunteer Centre came together In the conference room for social, to connect with each other, play some games organised by staff and for lunch. 30 volunteers attended and enjoyed meetlng volunteers across the different teams. BHP LLP 25
VOLUNTARY AcfIoN SHEFFIELD TRUSfEES'ANNUAL REPOR T FOR THE YEAR EIVDED 31 MARCH 2025 Caring for our Resources The Circle is where we host action- it's our home and key to achieving VAS purpose and priorities. It's a welcoming space for people a nd organisations to work in partnership to deliver positive social action. It's home to 13 organisations, 12 of whom are part of the voluntary sector or support and advocate for communities. It's home to the volunteer centre and New Beginnings project welcoming people who are often marginalisecl and putting them at the heart of service design. This year we said goodbye to lon8-Standin8 tenants Citizens Advice Sheffield and ME Group and we welcomed Trinity College London as new tenants. Our occupancy remains hi8h, currently around 90% and often 100%. Our sessional income continues to grow and is close to pre-pandemic leve15. The majority of our sessional incorne is from the third and public sectors, with around 20% from the private sector. We also have 73 registered office users, A working group was estab115hed by the board in early 2024 to develop a longer-term asset management strategy for The Circle. The Board asked the working group to consider.. The Circle offer and customers- who the bullding is for A Greener Future- developin8 an investment plan and approach to Teduce the carbon footprint of the building Financial investment plan - identifying longer term maintenance and renewa15 and how this 15 funded The Broup has developed a 30-year asset management investment plan for The Circle and board agreed to erJtabliJh D ring fenced reserve to invest £56,500 in The Circle planned renewal identified in the Asset Mana8ement Plan Environmental impact The working group explored a Greener Future, 2nd have developed an overarching Environmental Policy for VAS and arranged carbon literacy training for staff and trustees to support our environmental ambitions. We have renewed the 8as contract with renewable gas created through anaerobic digestion. We have developed an investment plan summari5ed above to reduce the carbon footprint. The longer-lerm financial strategy work for VAS will consider investment in thi5 as part of the 30-year asset management plan and wider VAS budget Setting. BHP LLP 26
VOLUNTARY ACTION SHEFFIELD TrUSTFES'ANNUAL REPOR T FOR THE YEAR ENDED 31 MARCH 2025 Looking Forward Our priorities for the year ahead will be in delivering our 5 strategic objectives l. Building, hosting and nurturing Strong Inclusive and effectlve partnerships to develop positive social chan8e. VAS will.. centre our work around people and communitie5, building networks and partnerships at place Ineighbourhoodsl and with communities of interest and communities of identity in the city. lead work on developing neighbourhood infrastructure to empower people and conneci neighbourhoods across thematic areas of interest. develop and strengthen existing partnership delivery mode15 and seek to develop new models, from our learnin8 in this space over many years. h05t a nd nurture partnership work around drivin8 change in the systems that are failing in our city, leverage the power of networks and partnerships to drive change through influencing national and local policy. 2. Supporting leadershlp and capacity in communities and the voluntary sector. VAS will.. Understand the needs of voluntary and community groups and or8anis3tions in order to tar8et resources and expertise in areas of greatest need. Support leaders to come together and grow in peer support and shared learning. Lead on a pro8ramrne ol work to understand, value and eyplore the future with community anchor organisations. Support with expertise and information that Supports the capacity and capability of the voluntary sector in the city. 3. Creating volunteering and other opportunities for people that are most marginalised, VAS will.. Deliver a volunteer centre to Support quality volunteering opportunities and impact for people in the city to contribute and grow in a reciprocal relationship. Grow the inclusive volunteering approach we have developed in VAS and work with more partners to embed accessible and gupported volunteering roles. Develop the pathway ol opportunity for sorne of the most marBinalised people to volunteer in order to develop confidence and skills into education and work. Work with the VCFSE to develop more joined up pathways and opportunities throu8h strong relationships with the private and public sector orBanisations. 4, Supporting access and empowerment in the next generation of leaders. VASwill.. Continue to support and champion the Emergin8 leaders programme and celebrate and support the network as it grows. Develop our support and offer to enable the next generation of rrustees, Director5 and leaders in the sector. BHP LLP 27
VOLUNTARY AcfIoN SHEFFIELD TRusfEES'ANNUAL REPOR T FOR THE YEAR ENDED 3J MARCH 2025 5. Being a good employer and a well-run organisation, which cares for our people and resources. VAS will.. Invest in our people and continue to provide a supportive and enabling environment and culture for people to do their best work. Invest in the refurbishment and maintenance of The Circle, being conscious of the environmental and energy saving measures identified. Implement our 3-year sustainability action plan Host our tenants at The Circle and support networking with all the people working in our hub. Structure, governance and management Members of the Board of Trustees are nominated from and elected by the member5. Each trustee is elected at an annual general meeting to serve for a three-year term, with approximately one third retiring each year. Casual vacancies may be filled by appointment by the Board until the next AGM. Honorary Officers Ichalr, Vice-chair and Treasurer) are norninated and elected by trustees annually, at the first Board meeting to follow the AGM. The Board a150 hos the power to admit observers, which is used to ensure close links Wlth important partner organisatioris, such as the City Council and the NHS. Observer5 are not registered trustees or directors, and do not have votin8 ri8hts. The Board is served by its committees and workin8 groups, each chaired by a member of the Board, which meet between thrèe and five times per year. These are responsible for 5crutinisinB specific areas of work, undertaking tasks delegated to them by the Board, and advising the Board on policy and Strategy. In 2024125 there wa5 an Audit and Risk Committee, and an Asset Management Working Group la task and finish group with a specific time limited term5 of reference). The Board has undertaken a self-as5essment against the Charity Governance Code and regularly revlews progress against a governance action plan, This year our focu5 was on diversity of the board, and followin8 a skills audit, we successfully recruited four new trustees to complement the board. All new Board members receive an induction with the Chair and Chief Executive. In adiiition, there are annual or twice-yearly away sessions with senior manager5 and trustees focusSn8 on strategy and enabling trustees to understand the organisation and thelr responsibilities. The senior management team 15 Qur executive body. This was restructured during the year and at the end of the financial year comprised, the Chief Executive, Director of Strategic Partner5hlps, Director of Operations, Head of Finance, Chief Executive of Healthwatch Sheffield, Head of Volunteering, Head of Facilitie5, SYNC Prograrnme strategic lead, Head of VCSE Partnerships and Opportunities and Head of Programme and Project- Inclusive Practice Development. The link between the Board of Tru5tee5 and Staff is maintained through the following mechani5ms- Line management of the Chief Executive by the Chair; Senior staff attendance at meetings of the Board and committees,. Joint 5ession5 of the Board and Senior Management Team: Designated link trustees, with a special interest In a particular strategic priority. BHP LLP 28
VOLUNTARY AcfIoN SHEFFIELD TRUSTEES'ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2025 We have continued to benefit from having a skilled and experienced team of trustees who brought construrtive challenge and support to the Execulive. Relationships between trustees and the senior management team developed productively and positively. Risk management Our Audit and Risk Committee leads on risk management and 5crutinises the full risk management plan every quarter, with each trustee board meeting reviewing the most slgnificani risks to the organisation, and those where we are most reliant on mitl8ating actions to reduce the risk faced. The main risks included in the re8lSter are= Ineffective leadership and governance resulting in poorlill informed decision makin8. A lack of focus and clarity of our role and purpose hampering our ability to deliver outcomes and manage our assets. An inability to clearly artlculate our impact, values and strate8y. Changes in statutory government arrangement5 di5ruptSng our ability to engage and Snfluence decision-making on behalf of our members, citizens and wider VCS. Our pay, progression and fundlng securily negatively impacting our ability to attract and retain key staff. Pay policy for senior staff The determination of remuneration for all staff Is reserved to the Board of Trustees. Salaries are reviewed annually as palt of the budget setting process, taking into account cost of living increases and affordability. Periodically a more detailed review is carried out, comparing all salary grade5 wlth equivalent role5 Ill the sector. Grant Makin8 Policy As described on page S, one of our strategic priorities is 'Building, hosting and nurturing strong inclusNe and effective partnerships to develop positive social change,. Many of our projects are aimed at discovering and developin8 best practice in community working. To this end, part of our role in these projects 15 to allocate grants to community organisation5, to allow them to trial new way5 of workin8. Organisations are invited to tender for inclusion In the project. In addition, we recognize that there are times where other organisations are much better placed to reach specific communities than we are. In these circumstances, we may give grant funding. usually as a result of an open invitation to organi5ations working with those communities. BHPLLP 29
VOLUNTARY AcfIoN SHEFFIELD rRusfEES'ANNUAL REIVRr FOR THE YEAR ENDED 31 MARCH 2025 Financial review The nel movement in funds for the year wa5 an increase of £l.Im. This breoks down into £997k of restricted funds (given for a specific purposel and £102k of unrestricted funds. In turn, the unrestricted funds break down Into £98k of designated funds and £4k on the general fund. The increase in restricted funds largely represents the funding received for This Is Us which is yet to be spent, les5 grants received in previous years but expended in 2024-25. Our income for the year was £3.75m, up from £3.32m the previous year. The biggest Increase compared wilh 2023-24 is £1.45m funding for the North E35t Neighbourhoods project.. This Is Us. Against this we received less income for the SPRING project Irefu8eesl and our Community Champions project came to an end. The princlpal sources of income were.. % Breakdown of income by source 70,00% 60,00% so,oo% 40.00% 30.00% 20.00% 10.00% 0.00% Our expenditure for the year was £2.65m, compared with £3.31m the previous year. The breakdown of expenditure by department wa5.. /0 Breakdown of expenditure by department 35.00% 30.00% 25.00% 20.00% 15.00% io.oo% 5.W% 000% BHP LLP 30
VOLUNTARY AcfioN SHEFFIELD TRus55,ANuAL REPOR T R?R THE YEAR ENDED 31 MARCH 2025 The reduction of £661k reflects a reduction in scale of some of our projects due to reduction5 in funding. In particular, we spent £350k less on the SPRING project and £104k less on Community Champions. A5 shown in note 8 to the accounts, nearly 30% of our expenditure is funds passed onto VCS partner organisatlons. Reserves policy The Board has dètermined: lal To maintain free reserves sufficient to cover redundancy and related ¢ost5 for staff in case of wind-up, and a further £60,000 to manage rlsks such as short-term year-on-year budget fluctuation5. The redundancy c05tS to be calculated each year as at 31 March. To take a flexlble approach to the precise amount5 desi8nated for each purpose If necessary. The cost of redundancy and related costs for staff as at 31 March 2025, was calculated to be £269,817. Adding the £60,CKJO to manage risks, gives a requirement of £329,817. At that date, free reserves stood at £392,939, an increase of £4,528 from 2024. This is more than the level required by the pollry which has allowed the Trustees to set a deficlt budget for 2025-26. The Trustees are happy with the current level of reserves, Ibl That restrlcted funds must be kept In a risk-free arsd liquld form. Restricted funds are all grants received in advance of delivery of objectives. They are held in VAS'S current account. Designated funds totalled £1,655,821 at the year end. These relate to the Clrcle bullding less the outstanding mortgage and the amount owing to eliminate the pension fund deflcit. It also includes amounts ring fenced for partnership projects, Healthwatch activities, development of The Circle as a venue, and IT infrastructure cost5. See note 22 of the accounts for further details. Fundraislng Activlties VAS raises funds by applylng to funding bodies for grants and charging for servlces. VAS does not proactively raise funds from the public. altholsgh it doe5 receive small donations and occasional legacies from individuals. 8HP LLP 31
VOLUNTARY ACTION SHEFFIELD INDEPENDENT AUDITORS REPORT FOR fHE YEAR ENDED 31 MARCH 2025 Trustees. responslbllltles statement The trustees (who are also directors of VAS for the purposes of company lawl are responsible for preparing the Trustees, Annual Report and the financial statements in accordance wlth applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accountin8 Practice). Company law requires the trustees to prepare financial statements for each flnancial year. Under company law the trustees 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 charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for the period. In preparing these financlal statements. the trustees are required to.. select SLAitable accounting pollcies and then apply them consistently; observe the methods and principles in the Charities SORP 2019 IFRS 1021,. make judgements and estimates that are reasonable and prudent,. state whether applicable UK Accounting Standards have been followed,. and prepare the financlal statements on the goin8 concern basis unless it is inappropriate to presume that the charitable company will continue in operation. The trustees are responsible for keeplng adequate accountlng recor(is that dlsclose wlth reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are olso responslble for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. In so far as the tru5tee5 are aware.. there is no relevant audit information of which the charitable company's auditor is unaware; and the trustee5 have taken all steps that they ought to have taken to make themselves aware of any relevant audit Information and to establish that the auditor is awa of that Informatlon. On behalf of the Board of Trustees Qo LJo•, Peter Wozencroft Chair Date.. 30 July 2025 BHPLLP 32
VOLUNTARY ACTION SHEFFIELD IIVDEPENDENT AUDITOR S REPOR T FOR THE YEAR ENDED 31 MARCH 2025 Independent Audltorfs Report to the Member5 of Voluntary Action Sheffield Opinion We have audlted the financial statements of Voluntary Action Sheffield (the 'charitable company'l for the vear ended 31 March 2025, which comprise the statement of financial activities, the balance sheet, the statement of cash flows and notes to the financial statements, includin8 a summary of siKnificant accounting policie5. The financial reportin8 framework that has been applied in their preparation is applicable law and Unlted Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generallv Accepted Accounting Practlcel. In our opinion the financial statements.. give a true and fair view of the state of the charitable company's affairs as at 31 March 2025, and of its incoming resources and application of resources, includlng it5 income and expenditure, for the year then ended,. have been properly prepared in accordance with UnSted Kingdom Generally Accepted Accountin8 Practice,. and have been prepared in accordance with the requlrements of the Companles Act 20J6. 81sls for oplnlon We conducted our audit in accordance wlth International Standards on Auditing IUKI IISAS IUKII and applicable law. Our responsiblllties under those standards are further described in the auditor re5ponsibilitie5 for the oudit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethlcal requirement5 that are relevant to our audit of the flnancial statements in the UK, including the FRC'S Ethical Standard, and we have fulfilled our other ethical re5pon5ibilities in accordance wlth 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 8oinB concem In audit5ng the flnancial statements, we have concluded that the trustees, use of the going concern basls of accounting in the preparatSon of the flnanclal statements is appropriate. Based on the work we have performed, we have not identified any material uncertainties relatin8 to events or conditions that, individually or collectively, may cast siBnificant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financlal 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 feport. Other Informatlon The other information comprises the information included in the tru5tees' report, other than the financial statements and our audltor's report thereon. The tru5tee5 are responsible for the other information. Our opinion on the financial statements does not cover the other information and, except to the extent BHP LLP 33
VOLUNTARY ACTION SHEFFIELD INDEPENDENTAUDITORS REPORT FOR THE YEAR ENDED 31 MARCH 2025 otherwise explicitly stated in our report, we do not expre55 any form of assurance conclusion thereon. Our responsibilitv 15 to read the other information and, in doing so, consider whether the other information 15 materially inconsistent with the financial statements or our knowleijge obtained in the course of the audil or otheTW15e appears to be materially mi55tated. If we identify such material inconsistencies or apparent material mi55totement5, we are required to determine whether this gives rise to a material mi5Statement in the financial statements themselve5. If, based on the work we have perfomied, we conclude that there is o material misstatement of this other information, we are required to report that fact. We have nothing to report in thls regard. Oplnlons on other matters prescrlbed bv the Companles Act 2006 In our opinion, bDsed on the work undertaken in thc cour5c of thc oudlt.. the information given in the trustees, report, which includes the directors, report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements, and the directors, report included within the trustee5' report has been prepared in accordance with applicable legal requirements. Matters on whlch we are required to report by exceptlon In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we hove not identified material misstatements in the directors, report included within the trustees, report. We have nothin8 to report in respect of the following matters in relation to whlch the Companies Act 2nn6 rpquires u5 to report to you if, in our opinion., adequate accounting records have noi 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 explariations we require for our audit: or the trustees were not entitled to prepare the financial statement5 in accordance wlth the small companies. regime and take advantage of the small companies, exemptions in preparing the dlreclors, report and from the requirement to prepare a strategic report. Responslbllltle5 of trustees As explained more fulty in the tru5tee5' responslbilities statement, the trustees (who are also the directors of the charitable company for the purposes of company lawl are responslble 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 trustee5 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 tharitable companws ability to contSnue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basi5 of accounting unless the trustees either intend to liquidate the charitable ompany or to cease operations, or have no realistic alternative but to do so. 8HP LLP 34
VOLUNTARY AcfIoN SHEFFIELD INDEPENDENTAUDItOR S REPOR T FOR THE YEAR ENDED 31 MARCH 2025 Audltor responslbllltles for the audlt of the finan¢ial ststements Our objectives are to obtain reasonable assurance about whether the financial statements os 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 a55urance, but is not a guarantee that an audit conducted in accordance with ISAS IUKI will always detect a material misstatement when it exists. Mi5Statements 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 ba515 of these financial statements. Irregularities, includin8 fraud, are instances of non-compliance with laws and re8ulations. 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 procedure5 are capable of detecting irregularitles, includin8 fraud is detailed below.. the senior statutory auditor ensured that the engagement team collectively had the appropriate competence, capabllitles and 5ki115 to identify or recognise non-compllance wlth applicable laws and regulations,. we identified the law5 and regulations applicable to the charltable company through dlscusslons with trustees and other mana8ement, and from our commercial knowledge and experiences of the charitles sector,. we focussed on specific laws and regulatlons whlch we considered may have a dlrect moterlal effect on the financial statements or the operations of the charitable company, includin8 the Charities Act 2011, Companies Act 2006, taxation legislation and data protection, employment law and health and safety leglslation,. we assessed the extent of compliance wlth the laws and regulations identified above through makin8 enquiries of management and inspecting legal correspondence throu8hout,' and identified laws and regulations were communicated within the audit team regularly and the team remalned alert to Instances of non-compliance throughout the audit. We assessed the susceptibility of the financial statements to material mi55tatement, includlng obtalninB an understanding of how fraud mlght occur, byi making enquiries of management and trustees a5 to where they considered there to be SU5ceptibility to fraud, their knowled8e of actual, suspected and alleged fraud,. and considering the internal controls in place to mitl8ate risks of fraud and non-compliance with laws and re8ulations. To address the risks 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 unusuol tran5action5; assessed whether judgements and assumption5 made in determining the accounting estimates were indicative of potential bias,. and investigated the rationale behind si8nificant or unusual transactlons. BHP LLP 35
VOLUNTARY ACTION SHEFFIELD INDEPENDEIVTAUDITORS REPOR T FOR THE YEAR ENDED 31 MARCH 2025 In response to the risk of irregularilie5 and non-compliance with law5 and reBulations, we designed procedures which included, but were not limited to.. a8reein8 financial statement disclosures to underlying 5UPPQrting documentation,. reading the minutes of meetings of those charged with governance; and enquiring of management as to actual and potential Iltlgation and claim5. There are inherent limitations in our audit procedures descrlbed above. The more removed that laws and regulation5 are from financial transactions, the less likely it is that we would become aware of non- compliance. Auditing Standards also limit the audit procedures required to identify non-compliance with lows and regulations to enquiry of the directors and other management and the inspection of regulatory and legal correspondence, If any. Material mi55tatements that arise due to fraud can be harder to detert than those that arlse from error as they may involve deliberate concealment or collusion. A further de5crlptlon of our responslbllltlesls avallable vii Ilie FRC'5 websile al.. www.frc.org.uklaudltorsre5pon5ibilltie5. This description forms part of our auditorfs report. Use of our report This report is made solely to the charltable companrfs members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken 50 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 permltted by law, we do not accept or assume responsibllity to anyone other than the charitable company and the charitable company's members as a body, for our audit work, for thls report, or for the opinions we have formed. ner ID". WKOLTHN6RI.. 'Aachel Heath (Senior Statutory Auditor) for and on behalf of BHP LLP Statutory Auditor Albert Work5 Sidney Street Sheffield 514RG Date.. 6 August 2025 BHP LLP 36
VOLuKfARY AcfioN SHEFFIELD STATEMENT OF FINANCIAL ACFIVIES FOR THE YEAR ENDED 31 MARCH 2025 Unrestrl¢ted Fund5 Restrlcted Funds Totsl 2025 Total 2024 Note Income: Donations and le6acies 23,655 87 23,742 23,823 Income from charitable activilies 415 772,250 2,918,567 3,690,817 3,296,613 Investments 32,685 32.68S Total Income 828,590 2,918.654 3,747.244 3,320,436 Expend5ture'. Costs of ralsln8 funds Expenditure on charltable actlvlties Remeasurement of pension scheme 112,7361 1698.5161 110.5641 112,7351 112,1771 12.624.820) 13,296.8561 110.5641 8111 11,926.3041 Total expendlture 1721,8161 11,926,304) 12.648.120) 13,309.0331 Net InMelle¥pendltUIel io 106,774 992,350 1,099,124 11,403 TrJnsf•rs b•tw•en funds 21 14,4161 4.426 Net movement In funds 102,348 996.776 1.099.124 11.403 Funds brought forward ès at l April 2024 1,946,412 1,468,948 3,415,360 3,403,957 Fund5 carrl•d lorward as at 31 March 2025 2,048,760 2,465,724 4,514814 3,415,360 All of ihe above results are derived from continuing actlvltles. The result for Companles Act purposes comprises the net movernent In funds of £1.109,69512024.' Net movement in funds of £11,403). The statement of financial activitie5 includes all gains and losse5 recognlsed duilng the year. BHP, Chartered Accountants 37
VOLUNTARY ACTION SHEFFIELD BALANCE SHEET ASA T31 MARCH2025 Note 2025 2024 Flxed assets Tangible assets 16 1.842,000 1,873,000 1,842,lJOO 1.873,000 CuNent assets Debtors Cash at bank and Sn hand 17 1,614,166 1,618,493 242.976 1,866,771 3.232.659 2.109,747 CredStors.' amount5 fallln8 due w5thln on• y•ar 18 1357,5691 1284,3901 N•t wrrent assets 2 875 090 Total a55ets less ¢urrent Ilabllltl•s 4,717,090 3.698,357 Credltors.. amounts falllng due In more th•n one year 19 1202,606) 1282.9971 N•t ass•ts 4,514.484 3,415,360 Charlty funds A•strlct•d 20 2A65.724 1,468,948 Unr•strlct•d De518nated General 22 24 1.655.821 392,939 1,558,001 388,411 2,048,760 1,946.412 Total Charlty funds 23 4.514,484 3,415,360 The flnancial staternent5 have been prepared in accordance with the prov151ons applicable to entitie5 subject to the small companles regime. These account5 were approved and authorised for Issue by the Board on 30 July 2025 and are slgned on Sts behalf by:_ K Dlckln50n Honorary Treasurer P Woiencroft Chahr Company Registratlon No.00215695 BHP LLP 38
VOLUNTARY AloN SHEFFIELD CASHFLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2025 2025 2024 Cash flows from operatlng actlvbtles: Net cash provided by operating activities 1167A741 541.353 Cash flow5 from flnanclng actlvltl•s: Repayment of borrowlng Net ¢ash used In finartclng actlvltle5 180,8041 173,0051 Net Increase In cash and Cash equlvalent5 1248.2781 468,348 Cash and cash equlvalents at l Aprll 2024 1.866.771 1,398.423 Cash and cash equlvalents •t 31 M4r¢h 2025 1,618,493 1,866,771 Cash *nd Cash •qulval•nts conslsts ol: Cash at bank and In hand 1,618,493 1,866,771 Cash and Cash equlvalents at 31 March 20Z5 1,618,493 1,866,771 RKon¢115atlon of net In¢ome to n•t Cash flow from operatlng artS¥ltles 2015 2024 N•t Income for the reportlng perlod las per the statement of flnanclal artl¥ltlesl 1,099,124 11,403 Adjustments for: Depreciatlon char8es Ilncreasel/decrease in debtors Increase in creditors Incre85plldecrea5el in pension deficit provision 31,IXIO 11,371,1901 67,913 S,679 31,(MJO 453,396 51,243 15,6891 Net cash provlded by operatlnl actlvltles 1167,4741 541,353 BHPLLP 39
VOLUNTARY ACTION SHEFFIELD NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025 Accountlng policies lal General Informatlon and basls of preparation Voluntary Action Sheffield is a re@Istered charity in the United Kingdom and a company limited by guarantee in England and Wales. In the event of the charity being wound up, the liability in respeci of the guarantee is lirnited to £1 per member of the charity. The address of the registered office is given in the charity inforrnation on page 1- 2 of these financial statements. The nalure of the charity's operations and principal activitie5 are detailed In the Trustees, annual report. The chaTlty ¢onstltutes a public benefit entity as defined by FR5 102. The financial statements have beert prepared in accordance with Actouniin8 and Reportin8 by Charitie5'. Statement of Recommended Practice appll£able to charities preparing thelr accounts in accordance wSth the Financial Reportin8 Standard applicable in the UK and Republic ol Ireland IFRS 102115sued in Ocrober 2019. the Financial Reporting Standafd applicable In the United Kingdom and Republlc ol Ireland IFRS 1021, the Charltie5 Act 2011, the Companie5 Act 26 and UK Gonerally Accepted Practice. The financial Statements are prepared on a 8oin8 concern basis undèr the hlstorical cost convention, modified to Include certain items at fair value. The financial statements are prepared In sterling whlch is the functlonal currency ol ihe charity and rounded to the nearest É. The 516nificant accountin8 pollcles applled In the preparatlon of these flnanclal statements are set out below. These policies have been consistenily applied lo all years presented unless otherwlse stated. Ibl Furbds Unrestricted funds are available for use at the dlscretlon of the trustees in furtherance of the general oblectlve5 ol the charity and which have not been designated lor other purposes. De5ign3ted funds comprise unrestrlcted funds that have been set aslde by the trustees for particular PLirposes The aim and use ol each desl8nated fund is set out in the notes to thè financial statements. Re5trlcted funds are funds which are to be used in accordance wlth speclfic restrictions imposed by donors c+r which have been raised by the charity for particular purpose5. The cost of raising and administerin6 such fund5 are charged against ttte specilic fund. The aim and use of each restricted fund 15 Set out in the notes to the financial statements. (¢1 Income recognltlon All Incoming resources are included in the Statement ol Financial Activities ISOFAI when the charity 15 legally entitled to the Income after any performance conditions have been met. the amount can be measured reliably and it is probable that the income will be received. For donation5 tLI be reco8ni5ed the charity will have been notified of the amount5 and the settlement date In writing. If there are conditlons attached to the donation and this requires a level of performance belore entltlement can be obtained then income is deleried until those conditions are fully met or the fulfilment of those conditions Is within the control of the charity and it is probable that they will be fulfilled. Donated facilitie5 and donated profe55iorTral services are reco8nised in incorne at their fair value when their ecornomic bènefit is probable, it can be rnea5ured reliably and the charity has control over the item. Fair value is deterrnined on the basis of the value of the gilt to the charity. For example the amount the charity would be willin8 to pay in the open market for such facilities and services. A corresponding amount Is recognised in expenditure. BHP LLP 40
VOLUNTARY ACTION SHEFFIELD NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025 Accountlng pollcles Icontinuedl No amount Is included in the financial statement5 for volunteer time in line with the SORP IFRS 1021. Further detail is given in the Tru5tees' Report. For legacies, entitlement Is the earlier of the charlty bein8 notified of an impending di5tributlon or the legacv being received. At thi5 point income is recognised. On occasion legacies will be notified to the charity where it Is not possible to measure the amount expected to be dlstributed. On these occasions, the legacy is treated as a contingent asset and disclosed. The charity receives government grants in respect of Infrastructure Support to the Voluntary and Community Sector, the Sheffield Healthy Holiday scheme and the Volunteer Centre. Income from government and other grants are reco8nlsed at fair value when the charity has entitlement after any performance conditions have been met, it 15 probable that the income will be recelved and the amount can be measured rellably. If entitlement Is not met then these amounts are deferred. Investment income 15 interest earned on the Charlty's current account. Idl Expendlture recagnltlon All expenditure15 accounted lor on an accruals basis and has been classified under headings that a88regate all costs related to the ¢ate8ory. Expenditure 15 recogni5ed where there Is a legal or constructive obligatlon to make payrrent5 to ihird parties, It is probable that the settlement wlll be requlred and the amount of the obligation can be measured reliably. It Is cale8orlsed under the followln8 headln85'. Costs ol raising funds- This relate5 to the cost ol obtaining the grants referred to in note (¢1. It includes 25% of the Maiketing & Communications Olflcer's salary loge(her with related offlce c05t5. Expenditure on charitable activities - These are the direct costs of VAS'S work to meèt It5 ¢harit3ble activities plus 8overnance costs. Governance Includes the direct and indirect costs relatln8 to external audit and to the constitutional and statutory Tequirernents (or mana8in8 the charity, The1011owing costs have been allotated to governance.. One day per week of each of the Chlef Executive, Head Df Bu5ine55 Growth and Head of Finance tO8ether with related ollice cost5. Auditor costs. Irrecoverable VAT Is char8ed as an expense against the activity for which eKpendlture arose. Granis payable to third parties are within the charitable objectives. Where unconditional grants are offered, this 55 accrued as 500n as the ieciplenl Is notlfied of the grant, as th15 gives rbse to a reasonable expectation that the recipient will receive the grant5. Where grants are conditional relating to performance then theBrant is onlv accrued when any unfulfilled conditions are outside of the control of the charilv. lel Support Costs allocatlon Support costs are those that assisi the work of the charity but do not directly represent charltable actlvltles and Include office costs, governance costs, administrative and payroll costs. They are incurred directly in support of expenditure on the objetts of the charity and Include project management. Where Support costs cannot be directly attributed to particular heading5 they have been allocated to cost of rai5in8 funds and expenditure on charitable activities on a basis consistent with use of the resources. Premlses overheads have been allocated on a cost per square fool bas15 and other overheads have been allocated on a staff hours basis. Fund-raislng costs are those incurred in seeking voluntary contributions and do not include the costs of disseminating information in support of the charitable activitie5. The analysis of these cosis is included in note 8. BHPLLP 41
VOLUNTARY ACTION SHEFFIELD NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025 Accountlng pollcles Icontlnuedl lfj Tart8lble flxed assets Tangible fixed assets are stated at cost lor dèemed costl or valuation less accumulated depreciatitsn and accumulated impairment losses. C05t Includes costs dlrectly attrlbutable to makin8 the asset capable of operotln8 as Intended. Depreclation is provided on all tangible fixed assets. at rates calculated to write off the cost, less estimated resldual value. of each asset on a systematic basis ovef Its expected useful life as follows: Leasehold land Leasehold buildin8$ Computer equipment 50 year5 Straight line 3 years Straight line The lease term for leasehold land starts l January 2005 for a perlod of 250 years. The tru51ee5 have considered the fall value of leasehold land and annually ¢onsider ihe need for an impairment review. As a consequence, depreciatlon has not been charged. tsl Oèbtors and credltors recelvable I pay4ble wlthln one year Debtors and credltors with no slated interes1 rale and recelvable or payable within one year are recorded at transaction price. Any losses ar151nB from impalrment are recognised In expenditure. Ihl Loan5 and borrowln Loans and borrowlngs are initially recognised at the transaction prlce Including transactlon costs. Subsequently, they are measured at amortlsed cost usin8 the effective Interest rale mèthod, less Impairment. If an arrangement constitutes a finance transaction it Is measured at present value, 111 Impalrmtnt Assets not measured at lair value are reviewed for any indication that the asset may be Smpaired at each balance Sheet date. If Such indication exlsts. the recoverable arnount ol the asset, or the asset's cash generating ufflit, is estimated and compared to the carryin8 arnount. Where the carrylng amount exceed5 Its recoverable amount, an impairment loss is recognised in profit or loss unless the asset Is ¢arried at a revalued amount where the impairment1055 is a revaluation decrease. 111 Prov551ons Provlsions are recognlsed when the charity has an obligation at the balance sheet date as a result of a past event, It 15 probable that an outflow of economlc benefits will be requireil in settlement and the amount can be reliably estlmated. Ikl Leases Rental5 payable and receivable under operating leases are charged to the SOFA on a stralght Ilne basis over the period of the lease. 6HPLLP 42
VOLUNTARY ACTION SHEFFIELD NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025 Accountin¥ policies Icontlnuedl 111 Employee benefits When employee5 have rendered 5etvice to the charity, short-term employee benefits to which the employees are entitled are recognised at the undiscounteil amount Èxpected to be paid in exchan8e for that seryice. The chailty operate5 a defined contribution plan for the benefSt of It5 employees. Contributions are expensed a5 they become payable. The charity contributes to the Pension Trust Growth Plan for its employees. This Is in most respects a monev purchase arrangement. but does include certaln guaranteed benefit element5. The Plan Is a multi-employer scheme. Since the charity has entered into an agreemenl (the Recovery Plan that determines how each employer wlthin the scheme will fund the overall deficit). the contributions paid are shown in the Income and expenditure accounl. Under FRS 102. the falr value ol the commitment is reco8nised. The calculation of thelr falr value of the comrnltrnenl Is subject to an a55umption on the discount rate. The discount rate is determlned by reference ro market ylelds at the reportin8 date on high quallty bonds. Im) Tax The charity Is an exempt charity within the meanln8 of schefjule 3 of the Charities Act 2011 and Is considered to pass the tests sel out In Para8raph I Schedule 6 Finance Act 2010 and therefore it meets the definiiion of a chaiitable ¢ompany for UK corporation tax purposes. Inl Golng ¢on¢•rn The financial statements have been prepared on a going concern basis as the trustees believe that no material uncertainties exlst. The trustees have considered the level of fund5 held and the expected level of Sncome and e¥penditure for 12 rnonths from authori5ing these flnanclal statements. The budgeted Income and expenditure Is sufflclent with the level of reserves for the charlly to be able to continue as a 80in8 concern. lol Jud8ements and key 50urce5 of •5tlmatlon uncertalnty Estimates and judgements are continually evaluated and are based on historical emperience and other factors, includin8 expectations of future events that are believed to be reasonable under the circumstances. rhe charlty rnakes estimates and assumptions concernin8 the future. The resultln8 accountinB e5tlmates and assumptions wlll, by deflnltion, seldom equal the related actual results. There are no estlmales and assumptions that have a si8nilicant risk of causin8 material adjustment to the carryin8 amounts of assets and Ilabilitles wlthln the next financial yeai. BHP LLP 43
VOLUNTARY ACTION SHEFFIELD NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025 Prior Year Statement of FSnancial Activities -for comparison Unrestrlcted Funds Restrlcted Funds Total 2024 Note Income: Donations and legacies 19.543 23,823 Incorne from charitable activltles 415 812.795 2A83,818 3,296.613 Tot•1 Inme 832,338 2,488.098 3.320A36 E¥pendltur•: Costs of raising fund5 EKpendilure on charitable actlvltles Remeasurement of penslon scheme 112,1771 1805.9481 112,1771 13.296.8561 7110 12,490,908) Total •Mpendlture 1818,1251 12,490,908) 13.309.033) Net In¢om•llexpendlturel 14.213 12,8101 11803 Transfers between fvnds 21 121,7221 21,722 Net movement In funds 17,5091 18,912 11,403 Funds brought forward as at l AprS12023 1,953,921 1.4SO,036 3,403.957 Funds carrS•d forward as at 31 March 2024 1.946,412 1,468,948 3AIS.360 All of the above results are derived from contSnuinB activities. The result for Companie5 Act purposes comprises the net movement in funds of £11,40312023.' Net rnovement in fund5 of É642,7151. The statement of financlal artlvlties includes all gains and losses recognlsed durlng the year. 44
VOLUNTARY AcfioN SHEFFIELD NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025 Income: Oonations and1*8aciés Total 2025 Tota1 2024 Unre5trlcted RestrScted Marjorie Cootè Old People's Charitv Sheffield Town Trust james Neill Trust Fund Church Dur8esses Trust Naorni Cohen David Blunkett Foundation Various donations for Awards event Sundry donations 10.000 1,500 2,000 10,000 io,ooo i.soo 2.000 10,000 10,000 2,500 2,000 5,000 540 2,000 1,72S S8 155 87 242 23.655 87 J,742 23,823 Income Irom charltable artlvltles: analysls by artlvltv This income can be analy5ed over the following activities: Unreslrlrted Fund$ Restrlcted Funds Total 2025 Total 2024 Core Servlces and accommodatlon Volunteer Centre Health and Wellbeing Professlonal SeNlces Trainlng and Development Partner5hlp Projects 400,293 45,173 226,856 99,138 35.470 174,883 1.838,504 435,763 464,825 220,056 5CxJ,532 2,065,360 625,889 99,138 93,059 329,549 279,191 540,951 1,333,117 329,549 540.161 79Q Total 772,250 2,918,567 3,690,817 3,296.613 An analysis of the sources of this income Is shown in note 5. 45
VOLUNTARY AcfioN SHEFFIELD NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025 Income from ¢h•ritable actl¥ltles'. analysi5 by funding 50urce 2025 2024 Sheffield City Council- Voluntary Sertorlrevenue grants Sheffield City Council- Other Funding Healthwatch 161.930 162,930 225,776 13,564 24,000 209,952 7.854 Sheflleld Healthy Activities Fund Food Eo-ordination - Cornmunity Champlons Charn8in8 Futures - Shared Prosperity fund Better Support ESF/spF Employment prolect - SPRING 315.400 25,000 123,060 102,000 47,282 44,759 415.000 40,054 391,793 Sheffield Youth Alllance Help Yourself Refugee Project Sheffield Teachlng Hospitals south Yorkshlre Integrated Care Board Sport England Ivia Sheffleld Hallam Unlversityl - Move More Empowerlng Communllies National Lottery Community Fund Restricted funds: New Beginnlngs Prolect IRef. 202229351 Diabetes Actlon Hub IRef. 202103001 Emer8in8 Leader5 Programme (via BAMER COVID-19 Acllon Groupl Sheffield Youth - Nei8hbourhoods and Communltles ISY-NCI (Ref. 201068861 Esmee Fairbairn SY-NC 6,981 53,471 97,900 111.188 1,651,675 69,070 9,919 146,196 80.308 32,134 107,957 50,000 84,712 34,449 10,000 10.000 S.096 7,287 172,404 63.799 io,ts)o South Yorkshlre Communlty Foundation Great Places HousSn8 Assoclation University of Sheffield Other grants less than £5,000 Asylurn and Migration Integration Fund SACMHA 1.060 700,121 40,300 2,5rJJ Dept of Culture Media and Support Care Quality Commission Harro8ate and District NHS Foundation Trust 18nite Ima8inations NAVCA 20,000 23,750 5,000 403,709 IS3,377 The Clrcle- Rental incorne / room hire / conferencing Chargeable services I sundry income 381.655 120.060 3.690.817 3,296,613 46
VOLUNTARY ACTION SHEFFIELD NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025 Imfe5tment Income Surplus balances on the current account were invested In a succession of fixed-term130 doyl dep0511 accounts. The interest earned on these accounts totalled £32,68512024.' nill. Cost5 of ralslng funds 2025 2024 Staff costs Other costs 12.116 620 11.625 552 Il736 12.177 Expendlture on charltable a¢tlvitSes Support costs iotalling £251,66212024'. £265.6241 have been allocated acr055 activities. Costs have been allocated either on the basis of tlme spènt by the departments in supportln8 the aciivities, or other usage of the service. 2025 2024 Finance Human Resource5 ICT internal servlces Executlve mana8ement and administratlon 36.497 36.526 34,388 30,365 24,335 32,308 156,442 166,425 251.662 265.624 Expenditure can be analysed over the followin8 activltles:_ A¢tlvltle5 undertaken undertaken directly by partners Actlvltles Support costs Total 2025 Total 2024 Core services and Accommodation Less.. Support costs recharged to project5 49D.967 251,662 742.629 878,267 169,4Z7 321.540 220,098 31.564 1389,5251 1397,4881 353.104 480.779 Volunteer Centre 244,925 535.887 77.769 30J.398 150.585 1,634,104 92,500 185,372 43.723 381,148 422,560 90,171 811,430 897.421 14.796 92.565 98,022 40.948 348,176 332,064 30,460 638,397 1,066,010 251.662 2,624,820 3,296,856 Health and Well-beinB Profe55ional Services Training and Development Partnership Project5 3.830 457.3S2 739,054 47
VOLUNTARY ACTION SHEFFIELD NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025 Governance cost5 2025 2024 Staff costs Related office ¢tssts Audit 32.133 32,435 1,241 1,103 13,(M)0 12,600 46,374 46.138 io. Net lncome1lexpdItuTe] for the year Is stated after chariln8', 2025 2024 Audltorf5 remuneratlon Operating lease rentals In respect of equlpment and vehlcles Depreciation of fixed a55et5 13,000 1 ?,6m 1,628 1,763 31.LIXI 31,000 ii. Interest payable 202S 2024 8ank loanslmortBa8e 25,B30 32.136 12. Staff costs ind employee beneflts 2025 2024 Wages and 5alarle5 Social security costs Pension contrlbutlons- current Service Penslon contributlons- s¢heme defieit15ee note 141 I,Z20,028 1,243.464 105.520 103,122 69,241 71.782 5,085 6.102 1,399,874 1,424,470 The avera8e number of employees during the year was 5512024.. 581. No employee earned more than £60,000 per artnum12024'. nlll. Wa8es and Salaries includes £10,5710l redundancy costs relating to two employee512024' nil). 13. Trustees. key mana8ement personnel remuneratlon and expenses and related party transactlons None of the (rustees receive any remuneration in respect of their role as ¢Jirectorltrustee of VAS. Travel expense5 of £13 were paid during theyear12024.' nill. No trustees received payment in respect of tralnin8 and consultancy12024.' nill. Several VAS trustees are a150 employees or Irustees of VAS mernber organisation5 to which VAS provides varlous services including payroll service5 and rent/room hlre. The charges for these services are relatively 5rnall and always on normal commercial terms. One trustee, James Lock, Is a director and shareholder of Opus Independent5 that providèd services to a value of £214 12024- E3,9601. James is also an entrepreneur in residence lor Sheffield Hallarn University ISHUI. VAS received £54,108 funding for the Move More project via SHU12024'. nill. VAS paid S £13,621 for evaluation work on our Diabetes Action Hub project12024.' £nlll. 48
VOLUNTARY ACTION SHEFFIELD NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025 13. Icont.I Trustees, key management personnel rèmuneration and eMpen5es and rèlated p•rty tran5actlons Two trustees, Joanne Arch and Ruth Brown work for the NHS in Shèffield. from whom VAS receives funding as detailed in the note5 above. No spon50rshlp was received Irom NHS bodies because there was no awards event held in the period12024.. £20,000). NDne ol the Trustees have authority or influence over the funds given to VAS. One trustee, David Bus5ue is an employee of SACMHA which received £IO,LYJO In fundin8 from the Communlty Champions project, 3 £2.400 Reflective Support grant, £8.125 from ttur Diabetes Action Hub prtslect and £400 from our Menial Health First Aid prc*ject.12024.. E20,000 Community Champions and £1,500 fundin8 to altend various workshops and £l,OCMJ grant to contribute to 3 piece of Work that Healthwatch carrled out on end of Ilfe carel. VAS did not receive any grant from SACMHA for our Autism Waitin6 list5 project12024'. £40,300). One trustee, Safiya Saeed is the project manager of Reach Up Youth which received £58,262 from eur SYNC project, £4.000 from our Reflective Support project and £500 from our DCMS project. 12024,. £17.640 HAF fundln8, £45,462 lundlng from the SYNC project, a £l.000 Collaboratlve Conversatlons 8rant, a £1,000 Long Covid grant, a £500 C05t of Livin8 grant and £250 to attend Diabetes meetin8$1. Safly3 15 currently the Lord Mayor of Sheffield City Council ISCCI, from whom VAS recelve5 funding as detailed in the notes above. VAS paid SCC £9.524 as part of our Move More project, £11,000 as part of our Food Project and £3(Kl from our Healthwatch prolect12024'. E4,762 from Move Morel. No sponsorship was received from SCC for an award5 event12024.' £5,0001. Safiya has TIO authority or influence over the funds given to VAS. Another Trustee, Tim Furness, 15 a Trustee ol Age UK Sheffleld, VAS received no lundln8 from ABe UK Sheffield 12024.. E2,5001. Age UK received £420 for training deliverèd as part of our Buildin8 Thrlvln8 Communities project12024'. £30.575 as a partner in our Stroke prolectl, One Trustee, Ahmed Mohamed15 the CEO of Inflnite Skllls which recelved £4,554 for CPD IralnlnB delivered as part of our SYNC project12024'. £2,673>. Another trustee, Siobhan Laird. Is also a trustee of Sheffield and Rotherham Wildlife Trust who received a £1,000 grant for a Green Sotlal Prescribin8 project12024'. £nill. Durlng the period, trustees made no flnanclal donatlon5 to the charltv 12024.. El,0() VAS Chlef Executive. Helen Sims, Is a non-executive Director of South Yorkshire Climate Action which received no fundin8 in the period12024.' £1,450 lundlng from the Collaboratlve Conversatlons project). One member of the senior management team. Lloyd Samuels, Is a150 an employee of ZEST whlch received £10,000 In fundin8 from Communily Champions 12024.. £20.0271. Another member of the senlor mana8ement team, Hèlen Steers, is a trustee of Citlzens Advice Sheffield which received £116,036 from VAS as part of the SPRING consortium12024.. £181,720), Another member, Paul Harvèy, Is Co-chair of ASSIST Sheffield which received a £4,000 Reflectlve Suppoft grant12024.. £nill. The total amount of employee benefit5 received by key management personnel is £400,814 12024.. £382,562>. The Trustee5 consider key mana8emenl personnel to comprise.. Chief Executlve Officer, Dlrector of Operation5, Director of siratè8ic Partnerships, Head of Finance, Building5 and Facilitie5 Manager, Head ol Volunteefing, Head of Prograrnme and Project Inclusive Practice Development, Head of vcs Partnership5 and Opportunities. Healthwatch Chief Officer and SY-NC Strategic Lead. 14. P•n51on costs VAS make5 payments on behalf of employee5 into individuals defined contributions pension schèmes. The assets of these 5cheme5 are held separately from those of VAS in independently administered funds. The pension cost charge In the slaiement of financial activities represents contrlbutions payable by VAS to the funds and amounts to £74.32612024'. E77,8841. £5.085 of the contribution5 in 2025 related to thè deficit on the Pension5 Trust scheme (see note 27112024.. £6,102). ContribLtrtions of £7,958 were dup at the year-end12024'.E8,9551. 49
VOLUNTARY ACtION SHEFFIELD NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025 15. Taxation As a charity, VAS is exempt from tax on income and 8ains falling Wlthln the available tax exemptions to the extent that these are applied to Its charltable objects. No tax char8e5 have arisen In the Charlty. 16. Tan8lble assets LonB Leasehold land and bulldin8 Computer equipment Other fixtures Total Cost At l AprS12024 DSsp05als 4,305,888 30,540 177.963 4.514.391 At 31 March 2015 4.305,888 30,540 177,963 4,514.391 Depreclutlon At l April 2024 Charge for the year 2,432.888 31,000 30,540 177,963 2,641.391 31,000 At 31 March 2025 2A63,888 30,540 177,963 2,672,391 Net 8ook Volue At 31 March 2025 1,842.000 1,842,000 At 31 March 2024 1,873,000 1.873.000 17. Debtors Debtors lalllni due wlthln one year 2025 2024 Trade debtor5 Prepayrnents Grants receivable Other debtors 82,694 21.667 1,509,615 190 202,356 19.583 20,842 195 1.614,166 242.976 50
VOLUNTARY ACTION SHEFFIELD NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025 18. CredltOfS.' amounts falling due wlthSn one year 2025 2024 Bank loan Pension scheme deficit contribution5 Trade creditors Accruals Deferred income- Income received in advance (see note lal below) Tax and social security Stall holiday accrued 87.215 3,806 59,342 131.677 27,745 26,009 21.775 80,767 4,988 27,657 104,542 23,875 24,408 18.152 357.569 284,390 The bank loan is secured on freehold land and buildin8$ of the cornpany over 10 years from Februarv 2018, at a rate of 3% over Unlty Trust Bank's base rate, 5ublect lo a mlnlmum rate of 3%. lal Oeferred Income.. Tenant rent dep051ts Contract Income Other 15,632 11,671 4142 16,754 6,679 442 27.745 23,875 19. Credllors: amount5 falllng due after more than one yef Z025 2024 Bank loan Penslon scheme deficit contrlbutions 195,745 282,997 6,861 202,606 282,997 Bnk loan maturfty analysls: In less than one year In rnore than one year but not more than two years In rnore than two years, but not (nore than five years 87,215 80,767 94.166 86.997 101,579 196,000 281,960 363.764 See note 27 fow detalls of the pen51on deficit payments. 51
VOLUNTARY ACTION SHEFFIELD NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025 Restrlcted funds Balance at 01104124 In¢ome Expendlture Tran51ers 8alance at 31103125 Core Suppori Services Thriving VCF Group Collaborative Conversations 25,470 5,3SO 20,120 990 990 3,285 14,000 5,339 23,614 3,285 12,500 Voice & Leadership Cohesion Sheffield 10,000 I9,coI 2,500 5,339 28,949 35,470 21,135 19,0001 Volunteerlng Volunteer Centre Refugee & Asylum Seekers New Be8lnnlngs project 3.670 554 1,280 2,944 66,436 160,904 9,698 240,708 174,416 187,276 124,lJl 2,041 314,748 53,576 Communbty Maker5 7,657 11)0,930 174.970 Health and Wellbeln8 Healthwatch 40,090 7,844 37,313 19,585 84.290 44,065 58,480 68,306 SS.093 26.404 32,366 49,227 15,849 11,231 10,909 45,S19 85,063 VCS Infrastructure support VAS Long Covid People Keepin8 Well Autlsm support Move More Empowering Communitie5 44,300 So,0 14.000 69,070 80,308 69,070 131,552 3,693 1,229 8.445 159.254 604,639 Diabetes Action Hub 51,244 9,372 Changln8 FutUTes This Is Us 5.679 1,443,771 38,837 11,402 1.668.260 1,445,000 47,282 Better Support Health Education England 170,443 420,181 1.838.505 213 14,213 Tralnln8 ¥nd Development Lunch Club Relerral Service Development Team Emerging Leaders Prctgramme Food Network Co-ordination 28,188 120,023 50,000 29.338 102,000 26,045 127.068 14,002 27,972 98.732 54,356 348,175 2,143 3,000 4.045 35,998 35.000 33.466 113,759 72,052 222,277 168 Shared Prosperity Fund Holiday Activilies and Food 117,027 17,696 207.864 329,549 4,213 Partnershlp Prolert5 SPRING Sheffield Youth NeiBhbourhoods and Comrnunities ISYNC) 333,201 415.0 429,190 15,0001 314.011 228,967 125.160 540.160 208,417 637,607 145,710 459.721 562.168 15,000 1,468,948 2,918,654 1.926.304 4,426 2,465,724 52
VOLUNTARY ACTION SHEFFIELD NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025 20. Restrictèd funds Icontinuedl Prior Year restricted funds- for comparlson Balance Income Empendlture Transfefs Balance 0ty04123 at 31103124 Core Awards Ceremonv Thriving VCF Group Collaborative Conversations Voice & Leadership Cohesion Sheffleld 2,053 990 3,725 5.778 990 33,875 14,000 6,131 57,049 30,590 20.000 792 3,28S 14.000 5.339 23,614 10,000 10.000 13,725 57.160 iOJM)O Volunteerlng Volunteer Centre Refugee & Asylum Seekers New Beglnnlngs project Communlty Champlons Communlty Maker5 3,860 190 3,670 57,320 73,542 10,064 144,786 115.084 315,4¢)0 14,290 454,774 105.968 228,038 24,656 358.852 66A36 160.904 9.698 2410.708 Health and Wellbelni Healthwatch VCS Infrastructure support VAS Lon8 Covld People Keepln8 Well Autism support Move More Empowerin8 Communities 70,779 129,854 78,238 12.489 76,293 58,900 53.500 89.589 175,510 40.925 37,204 88.364 40,090 37,313 19.585 84,290 44,300 96,361 9,919 107,957 25.000 20,000 415,937 9,919 126.709 16,044 92,557 676,821 Diabete5 Actlon Hub 69,996 416 51,244 9,372 170.443 420,181 ChanglnB Future5 Health Education EnBland 243,000 681.065 Tralnln8 and Oe¥elopment Lunch Club Referral Service Z8.188 132,342 32.091 163,644 41.867 16.241 78,222 332,065 3.903 23,111 6.333 Development Team Food Network Co-ordination 11,191 69,000 20,000 150,259 250,450 3,000 33.466 113,759 72,052 222,277 Shared Prosperity Fund Holiday Activities and Food iio.000 15 270.545 33A47 Partnershlp Prole¢ts SPRING Sheffield Youth Nelghbourhoods and Cornmunitie5 ISYNC) 21,953 1,096,914 782,041 13.6251 333,201 294,733 236,203 316.686 1.333.117 283,969 1.066.010 18.000 21,625 228.967 562.168 1,450,036 2,488,098 2,490,908 Zl.722 1068,948 53
VOLUNTARY AcfioN SHEFFIELD NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025 Restricted funds Icontinuedl Core FundinB to support core runnin8 Costs. All of the other restricted funds relate to specific projects beinB undertaken by VAS. The project5 are shown separately, but cate8orisÈd into the main activities of VAS. Details of many Of these prolects are 8iven In the Trustees. Annual Report. Those restricted projects that are belbeved to need further narrative to explain what servbces they provide are detailed below. More information can be found on our website Iwww.vas.org.ukl. Pro Heafthwotch 5hellleld Established l April 2013 as parl of the Government health reforms, to strengthen the patient, service user and public voice in shapln8 health and social care servlces. Gives cltizens and communities a stron8er voice to influence and challen8e how health and social care service5 are provlded In their locality. SPRING A collaboratlon of six or8anlsaiions helplng refugee5 Settle Into the local community. It15 funded by the Asylum Mlgratlon and Iniearatlon Fund. Changlnq Futures A 8overnmeni funded programme alming to improve outcomes lor adults experiencln8 multlple dlsadvanta8e- Includlng combinations of homelessness, substance rni5use, mental health Issues, domestlc abuse and contact with the criminal justice system. Communlty Maker5 A prolect funded by Arts Councll En8lartd Ivia 18nile Imaginations) to promote volunteerln8 Withln the creative arls seclor In Sheffleld. Colluboratlve Conversotlons Thi5 project alms to create a common way of having meaninglul conversatlons about what happens in our city. This will support Itxal people to collaborate on decislons that affect thelr Ilves and create actlon that really matters. Sh•redProsperlty Fund A three-year government funding stream that replaces European structural and Investment Funds. The fund aims to improve pride in place and increase life chances across the UK by Investing in communities and 5upportin8 local businesses, people, and skills. 21. Transfers between funds There were transfers of £4,426 between restricted and unrestricted funds durin8 the year 12024.. £21,722). These represent unrestricted funds applied to restricted projects. 54
VOLUNTARY ACTION SHEFFIELD NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025 21 Designated funds The unrestricted funds of the Charity include the followinB designated funds whlch have been set aslde oui of unrestrlcte(I lund5 by the Board of Trustees for specific purposes:_ Balance at 01.04.24 utllls*dl New reali5ed Oeslznatlons Balance at 31.03.25 Trin5fer5 Fixed asset5 1,504,248 44,125 lJ48,37J Con50rtium Service funds 14,225 114.2251 IT infrastrutture and equipment fund 15,030 14.5461 10,484 Healthwatch 20.399 20.065 Clrcle Redevelopment Fund 4,099 14.099) 56.500 56,500 1.558,001 114,2251 18,6451 120,690 1.655,821 Prlor Year de51Bnated funds-for comparlson Balance at 01.04.23 Ut1115edl New r••llsed Des1¥170nS 8•l•nce •t 31.03.24 Tr•n5fers Fixed a55et5 1,456,554 47,694 1,504.248 Consortium Servite funds 14,225 14,ZZ5 IT infrastructure and equipment fund 20,387 Healthwatch 31,048 {12,8751 7,518 15,030 110.6491 115,8341 20J99 Clrcle Redevelopment Fund Strate8lc Revlew fund 19,933 4.099 12,000 I12.0) 1.554,147 151,3581 55,212 1.558.001 Flxed assets are fund5 which represent the net book value of the fixed assets l£1,842,OCK)I less the amount outstanding on the mortgage relatln8 to the bullding1£282,9601 and the amount committed to ellminatlng the deficit on the pension fund I£10,6671. See note 27 for more details of thè pension deficit payment5. Consortlum Sehvlcefvnds are funds donated to Voluntary Actlon Shefflel¢J by Sheffield Cubed as part of the agreerrent to transfer a significant proportion of their undertakin8S to VAS. The Board have decided to un-designate these fund5 to reflect the partnership work already done by VAS. ITlnArqstrurture undequlpmentfvnd is a fund to cover ihe cost of new/updated databases identified by the Trustees as required to improve the communication facilities at VAS. He•fthwat¢h is funds Set aside to cover additional staff costs for the HÈalthw3tch function. Clrcle redevelopmentfvnd is a fund set up to cover the c05t of developing facilities at The Circle in order to continue to attract rogm hire cu5torner5. 55
VOLUNTARY ACTION SHEFFIELD NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025 23. Analysis of Charity funds balances between net assets as at 31 March 2025 Unrestrlcted Funds De5i8nated Funds Restricted Funds Total Funds FSxed asset5 Current assets 1.84Z,000 107,448 191,0211 1,842,000 1575,$07 3.232,659 1109.7831 1357,5691 549,704 1156.7651 Creditors.. amounts fallln8 due In rnore than one year 1202.6061 1202,6061 392.939 1,655,821 2,465,724 4.514,484 Prlor Year analysls -for comparlson Unrestrlcted Funds Deslgnated Funds Re5trlrted Funds Total Funds Fixed assets Current assets 1,873,000 53,753 185,7551 1,873,t)00 1,564,300 2,109,747 195,3521 1284.390) 491,694 1103.2831 Creditors.. amount5 falllnB due in more than one year 1282,9971 1282,9971 388,411 1,558.001 1,468,948 3,415.360 24. Stat•m•nt of movement on unrestrlcted reserves General Des1•ted reserve reserves Balance ai i AprS12024 Net movement In fund 308,411 4,528 1,558,001 97.8ZO B•lan¢e at 31 March 2025 392.939 1,655,821 25. Obligations under operatSni leases Af 31 March 2025, the total of future rninimum lease payments under non-cancellable operatin8 leases for each of the followlng perlod5 are as follows'.- 2025 2024 not later than one year later than one year and not later than five years later than five years 1,588 132 1,588 1,720 These payrnents relate to two photocopSers at The Circle. 50
VOLUNTARY ACTION SHEFFIELD NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025 26. Commitments As at the year end. VAS had capital commitments outstandlng of £nll12024.. £nill. 27. nsion cost5 and liabilitles SCHEME: TPT Retlrement Solutlons-The Grovrth Plo VAS participates in two pension schemes- a deflned beneflt scheme and a defined contribution Scheme. Thev are both with The Pension frust ITPTI and are part of their Growth Plan Scherne. The defined benefit scheme is closed to new member5 and to the accrual of benefit by exlsting members. The only payments to Ihls scheme therefore relate to the funding deficit, details of which afe Blven below. Deflned Contrlbutlorh Scheme For the denned contrlbutlon scheme. VA5 paid contributbons at the rate of 6% durin8 the accounting period and members paid contributions at rates between 1% and Il% durin8 the accountln8 perlod. As at the balance sheet date there were 4312024.. 461 actSve members ol the Plan employed by VAS. VAS contlnue5 to offer membershlp of the deflned contrlbutlon scheme to its employees. Deflned Bentflt Scheme The deflned benefit penslon scheme that VAS partlclpates in Is a multl-employer scheme which provides beneflis to some 521 non-assoclated participating ernployers. It15 not Possible for VAS to obtain sufficient information to enable it to account for the scheme as a defined benefit scheme. Therefore it accounts for the scheffle as a deflned contrlbutlon scheme. The scheme Is sublect to the fundSnB le8lslatlon outlined In the Penslons Act 2004 which came into force on 30 December 2005. Thi5, tO8ether with documents 155ued by the Pensions Regulator Technical Acluarial Standards issued by the Financlal Reporiin8 Council, set out the framework lor funding defined benefit occupational penslon schemes in the UK. The scheme is classified as a 'last-man standing arrangement,. Therefore the company is potentially liable foT other partlclpatlng employers, obligations il ihose employers are unable to meet their share of the scheme deficit followin8 Withdrawal from the scheme. Participating employers are legally requlred to meet thelr share of the scheme deficit on an annulty purchase basis on wlthdiawal from the scheme. A lull actuarial valuation lor the scheme was carried out at 30 September 2023. Thls valuètlon showed assets 01 £514.9m, liabilities of £531.Om and a deficit of E16.Im. To eliminate this fundlng shortfall. the Trustee has asked the participating ernployer5 to pay additional contributions to the scheme as follows.. Deficit contributions From l April 2025 to 31 March 2028.. £2,100,000 per Ipayible ffjonthtyl Unless a concession has been a8reed with the Trustee the term to 31 March 2028 applles. 57
VOLUNTARY ACTION SHEFFIELD NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025 27. Pen51on costs and Ilabllities l¢ontinuedl Note that the scheme's previous valuation was carrled out wlth an effective date of 30 September 2020. This valuation showed assets of £800.3m, liabillties of E831.9m and 3 deficlt of £31.6m. To eliminate this fundin8 shortfall, the Trustee asked the participatin8 employer5 to pay addltional tontributions to the scheme a5 follows.. Deficlt contrlbutions From l Ayil 2022 to 31 January 2025.. £3.312.000 per annum Ipayable monthly) The recovery plan contrlbutlons are allocated to each participatln8 employer In Ilne wlth Ihelr estimated share ol the Series l and Serles 2 scheme Ilabllitles. Where the scheme is in deficit and where the Company has agreed to a deflcit fundlng arrangement the Luriiydllv I¥LUiII)1S¥S a lièbility lor tlils obli8atioii. The amount re¢ts8nised is the iiet present value of the deficit reductltsn contrlbutlons payable under the agreement that relates to the deliclt. The present value is calculated usin8 the discount rate detabled In ¢hese dlsclosures. The unwlnding of the discount rate is reco8nised as a finance cost. When an employer wSthdraw5 from a mulii-employer denned benefit pension scheme which is in deficit, Ihe employer Is required by law to pay it5 share of the deficit, calculated on a stalulory bas15 (known as the buy- out ba5isI. The calculation basls that applles to the Growth Plan wa5 amended due to a change In the definltlon of money purchase contained in the Pen5ion5 Act 2011 and therefore Series 3 liabilitie5 have to be included In the colculatlon of an employer'5 dobt on wlthdrawal. VAS has been notified by the Pensions Trust of the estlmated employer debt on wlthdrawal from the Plan based on the financial position of the Plan a5 at 30 September 2024. As of thls date, the estimated employer debt for VAS was £72,07512023.' £67,23SI. The present value of the deflclt repayment provi51on and the rates of dlscount used are as follows.. 31 March 2025 31 March 2024 31 March 2023 Present value of provision 1£) 10,667 4,988 10,677 Rate of dlscount (% per annuml 5.31 5.52 58
VOLUNTARY ACTION SHEFFIELD NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025 27. PÈn5ion fosts and liabilities Icontinuedl Reconclllatlon Irf open5n8 and c1051nK PTovlslons 2025 2024 Provlslon at start of perlod 10.677 UnwindSn8 of the dlscount faclorl impact of any chan8e in assurnption5 Deflcit conlributlons pald Impact of chan8es in a55umptlons Amendments to contribution schedule- revised recovery plan iyi IS.0851 68 10,564 409 16.1021 Provlslon at end ol perlod 10,667 4,988 DIKlosed as credltor5: Due in less than one year Due in more than one yeai 4,988 6,861 10.667 4,988 59
VOLUNTARY ACTION SHEFFIELD TRUSTEES. ANNUAL REPORT AND ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2Q24 APPENDIX A- ORGANISATIONAL STRUCTURE 2024125 as at 31.3.25 Board of Trustees Audit and Rlsk Committee He81thwalch Advlsory Board ChSef Executiv8 Dlreclor of Operallons Director of Slr¥leglG Partnershlps Hèad of Progr8mm8 and Projèct Inclusivè PractlC8 Developmenl Heallhwatch Chlef Offlcer He8d of Volunt88rlng SY-NC Str8109lc Le8d Head OIVCS Partnorshlp8 and Opportunllles Head of Facllllles Hgad of Flnance Cornmvnic81ion ManwJer Offlce ond HR Manager nd team Health and WellbeiNJ Tèam He8llhwalch T68m SPRINGI New Beglnnlngsl Volunteer Centre SY-NC Team The CSr¢le recepts'on and services team Payroll Servlces Development Team- Lunch Clubs, workforce (J8velopmenl & training