| Page | |||
|---|---|---|---|
| Legal and administrative | information | ||
| Chatrperson's statement |
|||
| Trustees' report | 3-20 | ||
| Auditors' report to the |
trnstees | 21-23 | |
| Statement offinancial | activities | 24 | |
| Balance sheet | 25 | ||
| Cash How stalement | |||
| Notes to the financial | statements | 27-36 |
| Charity | number | number | 800684 | |||
|---|---|---|---|---|---|---|
| Company | registration | number | 02223863 (England | and Wales) | ||
| Business | and Registered | West Ealing Library | ||||
| office address | Melbourne Avenue |
|||||
| West Ealing | ||||||
| London W139BT | ||||||
| Trustees | Graham Kelly Chair |
|||||
| Ann Jacklin Vice-Chair |
||||||
| Anthony Ansell Treasurer |
||||||
| Balvinder Chahal |
||||||
| Yuusuf Guuled | ||||||
| Anthony Brooks | ||||||
| Nazim Shah | ||||||
| Debbte Brenner | ||||||
| Company | secretary | Gurpreet kana | ||||
| Auditors | Levy+ Partners Limited | |||||
| Chattered Accountants |
and Statutory Auditors | |||||
| 7-8Ritz Parade | ||||||
| Western Avenue | ||||||
| London WS 3RA | ||||||
| Bankers | CAP Bank Ltd | |||||
| Kings Hill | ||||||
| West Mailing | ||||||
| Kent | ||||||
| ME164TA |
| roject/ Programme | Name | Kallng Infrastructure Project |
|||
|---|---|---|---|---|---|
| arne ofFunder | London Borough ofEaiing | ||||
| bjective | To support VCSE groups in Ealing through capacity building, |
group | |||
| development support, support with fimiling applirstinns |
and fice | ||||
| training. | |||||
| argets Achieved 2021/22 | External funding brought in for Ealing Voluntary |
Community | |||
| Sector Enterprise (VCSE) groups- f800,000 | |||||
| Seventy groups received 1-1group development sessions |
|||||
| Trrining delivered to 480VCSE Groups |
|||||
| Ten groups snpported setting up registereil charities |
|||||
| Fifteen groups received l-l coaching and peered | support as part | ||||
| ofthe new 'Ealing VCSE Coaching' programme |
|||||
| There were fifteen training sessions to broaden the focus to |
|||||
| encompass key skills that VCS managers and directors should |
|||||
| have. 250 senior managers/ directors have rcccived |
tranung | ||||
| Hosted a year-round Meet the Funder event, which took piace |
online. | ||||
| We invited siul healed |
|||||
| 1. The West Ealing Grants Programme Workshop |
|||||
| 2. Fat Beehive foundation | |||||
| 3. Lloyd's Bank Foundation | |||||
| 4. Baling small grants | |||||
| 5, Jack Petchey foundation | |||||
| 6. Trust for London workshop | |||||
| 7. Future Ealuig Fund Crowdfunding Workshop |
|||||
| 8. National Lottery community fund Workshop |
|||||
| 9. The freshwater foundation |
|||||
| With a total of324 attendees over nine events, this was |
veiy well | ||||
| received by the VCSE organisations. | |||||
| Safeguarding Service |
|||||
| Increased awareness ofthe safeguarding health check |
and risk | ||||
| assessment, especially as many ofthe small groups we have worked |
|||||
| with actively engaged with potentially marginalised and |
isolated | ||||
| service users. We have also sought to highlight the additional |
|||||
| sensitivities around safeguarding through the pandemic |
and focused | ||||
| on analysing organisation risk on Ming the lockdown. |
|||||
| This service has benefited the sector, making It easier |
for Ealing | ||||
| VCSL' groups to apply fot funding and meet the needs |
ofservice | ||||
| users. A similar approach has continued to be essential |
coming | out of | |||
| the COVID-19 pandemic, as the role ofthe VCSE reniains crucial in |
|||||
| supporting Ealing communities coming out ofthe crisis. |
| We have continued to support grassroots and smaller organisations |
We have continued to support grassroots and smaller organisations |
in | ||
|---|---|---|---|---|
| Ealing as they transition out ofthe pandemic. Integrating digital |
tools | |||
| such as Zoom into the service has increased the ability ofgrassroots |
||||
| and smaller organisations to access our support. |
||||
| We have worked closely with statutory and public sectors to I'acilitate |
||||
| effective partnerships and co-production methods. We ran a weekly |
||||
| online meeting for BAME groups regularly attended by public sector |
||||
| reps to engage with these communities on strategy development |
and | |||
| broader engagement activity. |
||||
| reject/ Programme | Name | Hounslow Infrastructure Project |
||
| mne ofFunder | London Borough ofHounslow | |||
| bj ective | To support VCSE groups in Hounslow through capacity building, |
|||
| group development support, support with funding applications and |
||||
| free training. | ||||
| argets Achieved 2021/22 | The voluntary sector support service has gone from strength to |
|||
| strength over the last 12months, supporting a range ofgroups through |
||||
| the initial crisis and the after-effects ofoperating during the |
||||
| COVID-19 pandemic the sector. Training has remained a key focus |
||||
| throughout the pandemic to ensure that as many groups as possible are |
||||
| prepared to handle challenges. |
||||
| Supported Hounslow Voluntary Community Sector Enterprise |
||||
| (VCSE) groups to bring in external funding off.l,920,862 |
||||
| 103 groups received one-to-one support for fundraising activities |
||||
| and income generation | ||||
| Training delivered to 292 VCSE Groups |
||||
| Fifteen groups supported set up as registered charities, constituted |
||||
| groups or Community Interest Companies |
||||
| Twenty-one groups received an organisational health check and |
||||
| follow-up support |
||||
| Delivered 30 training/workshop sessions open to a range of |
||||
| different VCS groups in Hounslow, allowing reps to improve |
their | |||
| skills and knowledge, which they can use to develop their |
||||
| organisation. 415Reps attended these sessions |
||||
| We continue to maintain accurate information on VCS groups in |
||||
| Hounslow. After data cleaning, we now have 701VCS groups on |
our | |||
| database that receive our weekly e-news and updates. |
||||
| We are cmrently producing weekly comprehensive online Hounslow |
||||
| News and Funding News, which goes out to all VCS groups and | ||||
| statutory organisations on our database, with 825 subscribers. |
||||
| Funding and service delivery capacity improvements for Hounslow |
||||
| VCSE groups. Following the COVID-19 pandemic, the role ofthe |
||||
| VCSE has continued to be crucial in supporting Hounslow |
||||
| communities. | ||||
| Statutory service providers such as LBH and Hounslow CCG relied |
||||
| on a robust VCSEsector to support vulnerable and hard-to-reach |
||||
| Hounslow communities coming out ofthe COVID-19 pandemic. |
| r thc year ende | d 3i M | arch 21)22 |
|---|---|---|
| We have continued to learn lessons from the COVID-1 9 pandemic, |
||
| essentially delivering the Hounslow infrastructure project remotely |
||
| using tools such as Zoom, Skype and mobile phones to support groups |
||
| on a one-to-one basis. | ||
| Using Zoom, we continue to be able to deliver successful training |
||
| sessions. Offering training sessions online also benefits attendees as |
||
| they do not have to spend time travelling to attend the sessions. |
||
| 'rojcot/ Programme | Name | iinunslow and HiHingdou Local Youth Netwot tt |
| arne ofFunder | Greater London Authority (GLA) |
|
| bjective | The primary objective ofthe Hounslow and Hillingdon Youth Local |
|
| Network is to provide support to youth organisations and projects |
||
| through: | ||
| Building capacity, fundraising advice, group development, |
||
| networking oppo~itics, and onc-on-one problem-solving |
||
| We are becoming a vehicle to attract substantial external funding |
||
| to expand the long-term suitability ofthe youth sector m Hounslow |
||
| and Hillingdon | ||
| 1'argcts Aclucvcd 2021/22 | Our planned activity programme has included training for groups in |
|
| social media, funders workshops and quarterly meetings with the |
||
| Hounslow Council Adolcsccnts scrvicc. |
||
| We have also started regular meetings between the Woodbndge Park |
||
| Education service and a small group ofVCSE organisations serving |
||
| the Honnstow area. We have been gathering online to create a |
||
| Hounslow-widh coalition ofcharitable organisations and social |
||
| entetprises. The meetings enable the more effective coordination of |
||
| all the excellent work that is going on in the Botough, focused on | ||
| steering children and young people away hom criminality, vinlence |
||
| and gang activity. | ||
| reject/ Programme | Name | Help Through Crisis Rescue Advice Hub |
| arne ofFunder | The National Lottery Reaching Cnmmnnitirs |
|
| bjective | People who have experienced hardship crises are better able to |
|
| improve their circumstances | ||
| People who are at high risk ofexperiencing hardship crisis are |
||
| better able to plan for the future | ||
| Organisations are better able to support people to effectively |
||
| tackle hardship due to sharing learning and evidence |
||
| Those experiencing or at high risk nf experiencing hardship crisis |
||
| have a stronger, more collective voice to better respond to their |
||
| issues | ||
| argets Achieved 2021/22 | Our planned activity programme has brought cxtcrnal resource |
|
| providers into one central location to provide two tiers ofsupport for |
||
| Ihuse experiencing crisis. Tbc 'Rescue Advice Hub' haa widened thc |
||
| catchment ofpotential service users. |
||
| We have mobilised a range ofservice providers to cover this. |
| Domestic violence and abuse | |||||
|---|---|---|---|---|---|
| Housing advocacy for disabled clients who have a mental |
illness. | ||||
| Counselling and wellbeing support |
|||||
| Health support | |||||
| Employment advice support |
|||||
| Immigration and nationality issues |
|||||
| Adult Education and Skills |
|||||
| The project's Hub Model has created higher levels ofcollaboration | |||||
| between services by allowing services to work alongside one |
another. | ||||
| Working with Ealing Council, we have been able to offer an access |
|||||
| point to their services. | |||||
| Our learning so far has shown that the nature ofthe crisis has |
|||||
| changed. There is aneed to build confidence and focus on measurable |
|||||
| outcomes for services user that are more fluid. | |||||
| roject/ Programme | Name | West Ealing Community Managed Library |
|||
| arne ofFunder | London Borough ofEaling | ||||
| bjective | Our vision for the newly launched West Ealing Community Library is |
||||
| to create a community hub that aids residents to lead healthier, |
|||||
| happier and better-connected lives. Promoting community work |
and | ||||
| providing opportunities for residents to get involved, volunteer, |
learn, | ||||
| and improve social community cohesion. |
|||||
| This vision aligns with Ealing's programme to "protect access |
to | ||||
| community services and improve community outcomes". Our |
desire | ||||
| will help Ealing to achieve this ambition by bringing services |
together | ||||
| within the CML, such as the volunteer centre and partners from local |
|||||
| VCS groups. | |||||
| By EHCVS bringing accessible setvices within the local | |||||
| neighbourhood, we can assist with more ofEaling's priorities, |
for | ||||
| example, offering residents the opportunity to be active |
|||||
| (volunteering), reduce poverty, increase incomes, and promote |
a | ||||
| strong community that supports diversity. |
|||||
| argets Achieved 2021/22 | We formally opened the library in July 2021 and are now in our | ||||
| second year running the service. In doing so, we have successfufiy |
|||||
| recruited a team of40 volunteers from the community to manage |
the | ||||
| service. In addition, we have created additional projects and |
|||||
| value-added services in the library space, ranging from digital |
|||||
| champions assisting residents to children's activities and volunteering |
|||||
| engagement. | |||||
| The library is on course to increase opening hours in the coming |
year. | ||||
| Interest in the library &om the local community has been positive, |
|||||
| with many service providers looking to now base their services |
at | the | |||
| library ranging fiom adult education to NHS. |
| The sector has benefited through the maximisation ofthe building |
|||
|---|---|---|---|
| capacity. We have been able to invite groups to deliver services for | |||
| the location. We are supporting small groups to become more |
|||
| sustainable. | |||
| We have learnt the vital need for a community space In West Eahng |
|||
| that brings together services and users to build back the community | |||
| after the pandemic. | |||
| reject/ Programme arne ofFunder |
Name | CACHE Network London Community Foundation 0London Borough ofEaling |
|
| bjective | The grant was used to run a network for BAME VCS groups in |
||
| Ualing, IIounslow and Hilliugdun tu suppuii cadi utliei tluuugh the |
|||
| COVID-19 pandemic. We ran weekly networking sessions on ZOOM |
|||
| for 26 weeks, each lasting one aud half hours. The sessions covered | |||
| various topics and included regular updates from Ealing and |
|||
| Hounslow CVSstaffto promote our services to groups and regularly |
|||
| update them on funding opportunities, training sessions available, |
|||
| support in recruiting volunteers and help with iiigital tools |
|||
| The network meetings also allowed the statutory sector to engage |
with | ||
| BAME conmiunities. There were regular presentations front speakers |
|||
| from local councils and the NHS who wanted to communicate kcy |
|||
| health messages. There were also presentations from other VCS |
|||
| groups and service providers. | |||
| .epic 0iered 'iiicluded va ine ll sitancy, ;iieiual ivel.'o' iiig sip* |
|||
| social isolation. As well as presentations and updates, the network |
|||
| meetings are inieniled (o he participalory, enabling people lo Iel1 Iheir |
|||
| stories and share tips on best practices. Attendees were very optimistic |
|||
| about the meetings' interactive nature and thc opportunity for pccr |
|||
| learning. | |||
| argets Achieved 2021/22 | The network increased collaboration between groups by providing |
a | |
| platform for them to build long-term relationships and find |
|||
| opportunities for partnership working. Oroup reps were able to share |
|||
| key information about how they delivered their services during the |
|||
| pandemic, and helped to build trust between the groups attending. |
|||
| Consequently, this enabled the effective best pracnce to be |
|||
| disseminated and shared across groups supporting diverse BAME |
|||
| communities in Ealing, Houns low and Hil lingdon. The network |
|||
| meetings allowed new information to be exchanged on topics such |
as | ||
| reducing vaccine hesitancy in BAME communities, mental health and |
|||
| social isolancm | |||
| The networlt was also a platform which enabled engagement between |
|||
| VCS groups and the statutory sector with regular prcscntations from |
|||
| NHS officers and Council otftcers I'rom both Ealing and Hounslow. | |||
| The initiative has allowed tliesffltlltof'y soclof lo i'oiillllllllicalc crit ical |
|||
| messages to hard-to-reach BAME communities through VCS groups, |
|||
| who have ensured better cascading ofinformation to their service |
|||
| users as trusted sources ofinformation. |
| or the year ended 31Ma | or the year ended 31Ma | rch 2022 | |
|---|---|---|---|
| ow does the sector benefit | Ealing and Hounslow CVS could also use the network to promote |
our | |
| services to groups and regularly update them on funding |
|||
| opportunities, training sessions available, support in recruiting |
|||
| volunteers and help with digital tools. |
|||
| ow did it help the | public | The network has enabled increased levels ofcollaboration between |
|
| sector (ifrelevant) | BAME VCS groups within the boroughs ofEaling, Hounslow and |
||
| Hillingdon and across boroughs. The network has seen partnerships |
|||
| develop between VCS reps from different boroughs who would not |
|||
| have met each other before the COVID-19 pandemic. Because the |
|||
| network meetings were held every week, this enabled relationships |
|||
| between VCS reps to develop; building such strong connections |
|||
| between VCS reps is crucial to creating strong partnership working |
in | ||
| the future. | |||
| The network has facilitated the sharing ofgood practices between |
|||
| groups, which will continue to increase the effectiveness ofgroups |
in | ||
| coping with the continually evolving demands brought about by |
|||
| COVID-19.The network has highlighted the benefits and importance |
|||
| ofinformal networking. We will continue to enable this type of |
|||
| activity in the future, both in online sessions and face-to-face | |||
| meetings. The participatory nature ofthe network meetings allowed |
|||
| people to speak and tell their stories; this is an element we will | |||
| continue to incorporate in our future work supporting BAME VCS |
|||
| groups. | |||
| The most challenging element was maintaining a high attendance rate |
|||
| for a weekly network meeting. We supported 25 group reps per |
|||
| meeting attendance by successfully promoting the network to BAME |
|||
| VCS groups through our communication channels. These included |
our | ||
| weekly Ealing eNew, which has 793subscribers and our Hounslow |
|||
| eNews, which has 856 subscribers. We also promoted the meetings |
in | ||
| our Hounslow Digital eNews to 1200subscribers. In addition to using |
|||
| social media accounts with 1,700followers and our website, which |
|||
| has 19,000 users per month. We used weekly feedback from attendees | |||
| to schedule topics they wanted to discuss to meet the participants' |
|||
| changing needs and ensure they wanted to attend. |
|||
| reject/ Programme | Name | Violence Reduction Unit Capacity Building to Support Incident |
|
| Response in the Community | |||
| arne ofFunder | The Mayor's Office for Policing And Crime (MOPAC) &London | ||
| Borough ofHounslow |
| the year ended 31M | arch 2022 | ||
|---|---|---|---|
| bj ective | There has been a noticeable increase in violent crime, including |
||
| serious youth violence linked to group offending and exploitation |
in | ||
| the west ofthe Borough covering five wards. Three ofthe wards that | |||
| represent the area offocus have the highest rate ofviolent crimes |
|||
| across the Borough (from May to July 2021j.Together they make | up | ||
| 28%ofall violent crimes in Hounslow. This part ofHounslow |
|||
| bnrrlers Richmond Upon Thames, and both boroughs are currently |
|||
| dealing with cross-boundary contextual safeguarding concerns. As |
a | ||
| result ofthis, regular cross-borough partnership meetings are taking |
|||
| place. The Weekly Violence Tasking Meeting discussed this part |
of | ||
| the Borough as a priority tasking location for the West Area Basic | |||
| Command Unit. |
|||
| The capacity-building activities in the locality will focus on the |
|||
| following: | |||
| Developing the safer communities' area-based approach |
|||
| Engaging children and young people |
|||
| We are creating opportunities to develop groups supporting and |
|||
| working widi Affican and Caribbean communities |
|||
| Developing ihe safer communities' area-based approach |
|||
| In March 2021, Hounslow agreed to it is new Safer Communities |
|||
| Strategy 2021-2024, which focuses on adopting a public health |
|||
| approach and implementing an area-based approach, working with |
|||
| communities. We will use the funding to create opportunities for local |
|||
| communities tojoin regularly. This will allow communities to discuss |
|||
| areas ofconcern. We wiil surinort Ilium in co-ilesign, and co-delivery |
|||
| crime reduction initiatives, including how to best respond to incidents |
|||
| that adversely affect their neighbourhoods. | |||
| argets Achieved 2021/22 | Five sessions ofintroduction to safer community volunteering |
||
| have been delivered and attended by 60 residents. A t'urther 100 |
|||
| residents have been engaged with over volunteers week/ montns |
of | ||
| community and summer ofculture |
|||
| 3 VCS groups are receiving ongoing support and training to |
|||
| develop their safer communities approach for their organisation |
|||
| As we entered the first part ofthe second quarter, we saw the early | |||
| challenges around the engagement ofresidents towards safer |
|||
| communities volunteering. There is some hesitation; however, |
we | ||
| anticipate overcoming this through more focused!ocal |
|||
| partnerships with various organisation" and 'argeted outreach to |
|||
| residents | |||
| Through selection and sere .dn"„we have rec.-ited two VCSE |
|||
| groups, and an additional third will begin receiving one-to-one |
|||
| support in adopting a safer community approach and building a |
|||
| community resilience mindset, ILLAYS, Feltham Community |
|||
| Chaplaincy and Warriors Basketball. |
|||
| Outcome One | |||
| presented two sessions ofthe resident's rights network to groups |
|||
| and residents engaged in housing-related concerns in Hounslow |
| Engaged Community Safety Map launch in July |
||
|---|---|---|
| Two community meetings have been arranged for August and |
||
| September 2022 | ||
| Outcome Two | ||
| The target has been surpassed. We are supporting three groups; |
||
| potentially, a further two groups are currently in the recruitment |
||
| phase | ||
| Outcome Three | ||
| We have engaged over 160residents to encourage and support |
||
| residents to take up safer community volunteering. We are also |
||
| running weekly sessions in Feltham Library |
||
| ojectJ Programme | Name | Digital Capacity Building |
| arne ofFunder | London Borough ofHounslow | |
| bjective | To build the IT and digital capacity ofHounslow's Voluntary and |
|
| Community Sector (VCS)to better support vulnerable residents in the |
||
| post-COVID-19 environment. Itbecame apparent very quicldy, at the |
||
| start ofthe lockdown, that many community groups and organisations |
||
| lacked the resource, technology and support necessary to continue |
||
| delivering their services in a rapidly changing environment. Planning |
||
| services to include digital capacity and future-proofing are essential |
||
| for the survival ofvoluntary organisauons. |
||
| The project aims to support local Hounslow organisations and |
||
| communities to adapt, evolve and continue to deliver very |
||
| much-needed services. The project will specifically focus on the role |
||
| oftechnology and digital enablement and providing infiastructure |
||
| support to groups. |
||
| Unprecedented challenges and additional pressures have meant |
||
| organisations have had to adapt to new working methods. In some |
||
| cases, they have had to suspend or shut down operations owing to a |
||
| lack ofsupport or digital capability. Our objective was to build the IT |
||
| and digital capacity ofHounslow VCS groups to assist organisations |
||
| to realise the opportunities that technology presents and assist them in |
||
| becoming digitally enabled to continue to deliver vital services and |
||
| engage vulnerable individuals and support them to improve their |
||
| digital skills. | ||
| argets Achieved 2021/22 | 29 training sessions were delivered over the year, including specific |
|
| skills development sessions such as Microsoft Word and Excel and |
||
| how to use Zoom. Sessions on social media, cyber security, and data |
||
| to tell stories were delivered. Traimng included introducing online |
||
| analytics tools such as Googie and Facebook Analytics to provide |
||
| feedback and support good planning and strategy development by |
||
| gro lips. | ||
| Outreach sessions were held alongside Community Solutions, and l-l |
||
| support was provided to groups to look at strategy and digital tools, |
||
| applications, and platforms. |
| 73 Digital Champions were recruited, skilled experts who offered |
|---|
| support directly to groups they were linked to and to the project. |
| Digital Champions were interviewed, and their needs and skills were |
| assessed online, by telephone and in person. They were then |
| introduced to groups or invited to volunteer and support directly for |
| the project according to their own support needs and expertise. Some |
| became apart ofthe project and have continued as part ofthe new |
| Re-Klaim lT Project. |
| An online 'Digital Tvutbux' was nested aud populated willi helpful |
| links to training and support for the local community, including |
| valuable apps and free sottware for groups and charities. These were |
| publicised in the monthly newsletters produced by a volunteer Digital |
| Champion working with the project staff member. |
| 'I'hrongh the delivery ofthis project, we have identihed that the sector |
| in Hounslow is stiff significantly underdeveloped conccniing digital |
| awareness. The project has gone a long way to bridge some early gapa |
| couuected to groups' structural challenges. However, inuch work is |
| sdll rcquircd to address the longer-term needs ofgroups. With |
| changing operational environments and the ongoing impact ofthe |
| coronavirus, groups need to begin switching focus to digital as part of |
| their strategic aims linked to their bus ness continuity. In order to |
| achieve this, the sector nccds to bc supported to move away from |
| traditional skill sets ai, the trustee and voiunteer level and to think in |
| terics uf the specialist skill sets around digitaL We have enhanced |
| some ofthe groups hy placing a specialist vnlnnteer thrnngh nnr work |
| The Digital Capacity Project represented EHCVS and the local |
| community by attending and participating in digital inclusion work |
| delivered by the Local Authority, including becoming part ofthe |
| Digital inclusion Group, Conununity Solutions iuid Houuslow |
| Connect ro!Bout and supporting the annual Hounslow Digital Festival. |
| or the year ende | d 31March | 2022 | |
|---|---|---|---|
| rojact/ Programtne | Name | Hounslow Voice Network |
|
| arne ofFunder | London Bomugh ofHounslow | ||
| bjective | Improve the voice ofthe sector with statutory stakeholders. |
||
| Appeal to the wide range ofVCS organisations and be better |
|||
| equipped to respond to the changing and emerging needs ofthe |
|||
| Borough. | |||
| Focus on people, place, and partnerships. | |||
| Bring together local VCSE organisations to provide an influential, |
|||
| collective community voice in Hounslow. |
|||
| argets Achieved 2021/22 | The voice network launched in 2020 and has been a central |
||
| platform creating an open, collaborative space for the sector and |
|||
| local authority colleagues to engage. The network has launched |
a | ||
| new leadership strand and trustee network. The leadership strand |
|||
| has enabled VCSE leaders to network and participates in peer |
|||
| learning. The trustee network is providing more support to |
|||
| existing trustees in their roles. |
|||
| Local VCS groups were empowered to collectively support each |
|||
| other through the creation ofopen and &iendly networking |
|||
| opportunities. Increased opportunities to network and collaborate |
|||
| with other VCS groups and statutory partners. |
|||
| Statutory service providers such as LBH and Hounslow CCG |
|||
| were able to present to VCS groups at engagement events |
|||
| enabling them to collect valuable feedback as part oftheir policy |
|||
| development processes. |
|||
| After Hounslow Voice Network was launched during the |
|||
| COVID-19 pandemic, we successfully continued to run |
|||
| engagement events online. This has increased accessibility to our |
|||
| events as attendees have not had to spend time and money |
|||
| travelling to events. |
|||
| 14partnership meetings and engagement events were held with |
|||
| LBH, other statutory agencies and other non-VCSE stakeholders. |
|||
| Topics included 'Master the art ofremote and hybrid working', |
|||
| 'Adolescents and Children Social Care in Hounslow Partnership |
|||
| Working' and 'Introducing Community Solutions and One |
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| Hounslow Connect. ' 191VCS groups attended the Hounslow |
|||
| Voice Network. | |||
| roject/ Programme | Name | Hounslow Volunteering and Social Action |
|
| arne ofFunder | London Borough ofHounslow | ||
| bj ective | Offer support to local community groups and residents by |
||
| providing aprofessional and effltcient service that will empower |
|||
| volunteers and community groups to become more effective in |
|||
| serving their local communities. | |||
| argets Achieved 2021/22 | Effectively running a volunteering database (Volunteer Plus) |
||
| supporting groups to publicise opportunities and volunteers |
to | ||
| make enquires about volunteering roles |
|||
| Planned for Summer ofCulture events, provided draft role |
|||
| descriptions and arranged a training session |
| or the year ende | d 31March | 2022 | 2022 |
|---|---|---|---|
| They are running drop-in support sessions at Feltham Library |
|||
| every Tuesday, supporting residents and groups with their |
|||
| volunteering needs |
|||
| Participated in outreach sessions at Hounslow House organised |
|||
| by Hounslow Council. Attendance at twelve outreach sessions |
|||
| Provided 15+groups with drait role descriptions, which |
|||
| allowed them to publicise opportunities on the dalabase |
|||
| Thiring this financial year, wc have hsd 6,270 visits tn tho |
|||
| voluntccring arcs, just under a 20"/, incrcasc from thc previous |
|||
| year | |||
| Successfully ran a range ofdifferent training sessions for |
|||
| volunteers and organisations |
|||
| Provided skilled volunteering opportunities to staff within |
|||
| Hounslow Council |
|||
| As the implications ofCOVID are still eminent, our work has |
|||
| allowed the group to continue with the day-to-day runrdng oftheir |
|||
| service and provided volunteers with the opportunily to help |
|||
| within their local roinrriunity and regain conliderire arid skills |
|||
| needed to re-enter paid employment where desired. |
|||
| The J.BH has been able io publicise/pmmote six opportunities |
via | ||
| voluntccr plus, which have hclpcd with their local initiatives. |
|||
| Supported LBH in working on the in-house volunteering |
|||
| programme to get more staff volunteering. |
|||
| been able to support many groups and volunteers throughout |
the | ||
| vohmteering process working around COVITJ restrictions and |
|||
| safety requirements. We are empowering volunteers to get back |
|||
| into the community. | |||
| roject/ Programme | Name | Kallng Volunteering and Social Action |
|
| Name ofFunder | London Borough ofEaling | ||
| hj ective | Snppnrt Faling's residents tn a& ci,ss lnral volunteering anil snrial |
||
| action opporhmities across the Borough tlrat help improve |
|||
| people's wellbeing. | |||
| 1'argets Achieved 2021/22 | Eftbcuvely running a volunteering database (Volunteer Plus) |
||
| supporting groups to publicise opportunities and volunteers |
to | ||
| make enquires about volunteering roles |
|||
| We are running weeldy drop-in support sessions at West |
|||
| Ealing Library on Wednesday and Thursday, supporting |
|||
| residents and groups with their volunteering needs |
|||
| Provided 15+groups with draft role descnptions, which |
|||
| agowed ihem to publicise opportumties on the database |
|||
| Successfully ran a range ofdifferent training sessions for |
|||
| volunteers and orgiudsations |
|||
| Working with Ealing Community Support, ECN and LBE on |
|||
| an October event to recognise COVJD volunteers | |||
| Working on Volunteering outreach at Ealing Job Centre |
| ow does the sector | ow does the sector | benefit | As the implications ofCOVID are still eminent, our work has |
|
|---|---|---|---|---|
| allowed the group to be able to continue with the day-to-day |
||||
| running oftheir service and provided volunteers with the |
||||
| opportunity to help within their local community and regain |
||||
| confidence and skills needed to re-enter into paid employment |
||||
| where desired. | ||||
| at lessons did | we | learn | COVID is still affecting some local groups. However, we have |
|
| been able to support many groups and volunteers throughout |
the | |||
| volunteering process working around COVID restrictions and |
||||
| safety requirements. Empowering Volunteers to get back out |
into | |||
| the community. | ||||
| roject/ Programme | Name | Kaliag Mental Health Forum | ||
| arne ofFunder | London Borough ofEaling | |||
| bjective | To improve the partnership working on mental health services |
in | ||
| Ealing between VCS and statutory organisations and to support |
||||
| with signposting on local mental health support services. |
||||
| argets Achieved | 2021/22 | Ran I Mental Health Forum every month throughout the |
||
| financial year | ||||
| Invited a range ofdifferent speakers from mental health | ||||
| services in Ealing to present at the forum | ||||
| Ealing Council staff invited to provide updates on services |
and | |||
| projects, referral pathways | ||||
| Promoted mental health services via the Mental Health Forum |
||||
| mailing list when required |
||||
| Promoted Mental Health awareness week |
||||
| The forum has allowed VCSE groups to network, share and |
||||
| promote their services, projects, and events with other |
||||
| organisations within the Borough. This has allowed LBEto |
||||
| promote pathways and mental health services with local VCSE |
||||
| groups and connect with harder-to-reach groups. |
||||
| Mental health seivices are in demand because ofthe continued |
||||
| effects ofCOVID, so connecting VSCE groups to promote their | ||||
| setvices has been very important in supporting the increased |
||||
| wellbeing in the Borough. |
| Gurpreet Rana |
Chief Executive Officer | |||
|---|---|---|---|---|
| Syed Arif | Head ofOperations | |||
| Jutie Emig | Volunteering and Community |
Development | Manager | |
| Toby Cray | Project Officer | |||
| Daniel Mepham | Projects Co-ordinator | |||
| Whitley SLLuce-Frederick | Hounslow Volunteer Officer |
|||
| Andrew Dixon |
- Volunteering and Social Action |
Co-ordinator | ||
| Nyoka Lewis | Funding and Group Development |
Officer | ||
| lain Elliott | Funding and Group Development |
Officer |
| Unrestricted | Restricted | 2022 | 2021 | ||
|---|---|---|---|---|---|
| funds | funds | Total | Total | ||
| Notes | g | 0 | g | ||
| Income from: | |||||
| Charitable activities: |
|||||
| Community development |
37,724 | 236,489 | 274,213 | 287,3DD | |
| Funding and group development |
83,60D | 144,003 | 227,603 | 189,110 | |
| Partnership development |
174398 | 174,598 | 175,051 | ||
| Training and learning |
660 | ||||
| Invcsmlent lllconle |
50 | 50 | 81 | ||
| Total income | 121,374 | 555,090 | 676,464 | 652,202 | |
| Kxpcnditurc on |
|||||
| Charitable activities: |
|||||
| Commumty development |
24,080 | 223,703 | 247,783 | 227,953 | |
| Funding and group development |
35,754 | 116,237 | 151,991 | 128,021 | |
| Partnership development |
168,262 | 168,262 | 140,306 | ||
| Trainhng and lesrnmg |
|||||
| Total expenditure | 59,834 | 508,202 | 568,036 | 496,280 | |
| Net income for the year | 61,540 | 46,888 | 108,428 | 155,922 | |
| Total funds brought forward |
144,098 | 260,804 | 404,902 | 248,980 | |
| Total funds carried forvrard | 205,638 | 307,692 | 513,330 | 404,902 |
| 2022 | 2021 | ||||||
|---|---|---|---|---|---|---|---|
| Notes | |||||||
| Fixed assets | |||||||
| Tangible assets | 23,008 | 22,615 | |||||
| Current assets |
|||||||
| Debtors | 41,497 | 5,836 | |||||
| Cash at bank | and in hand | 573,592 | 507,183 | ||||
| 615,089 | 513,019 | ||||||
| Creditors: | amounts | falling | |||||
| due within | one year | 10 | (124,767) | (130,732) | |||
| Net current | assets | 490,322 | 382,287 | ||||
| Net assets | 513,330 | 404,902 | |||||
| The funds | ofthe charity: | 15 | |||||
| Restricted income funds | 307,692 | 260,804 | |||||
| Unrestricted | income funds | 205,638 | 144,098 | ||||
| Total charity funds | 513,330 | 404,902 |
| for the year ended | 31March | 2022 | ||||
|---|---|---|---|---|---|---|
| 2022 | 2021 | |||||
| Notes | ||||||
| Net incoming resources |
for the year | 108,428 | 155,922 | |||
| Adj ustments for: |
||||||
| Income uom investments | (50) | (81) | ||||
| Depreciation and impairment |
5,381 | 4,060 | ||||
| (Increase)/Decrease in debtors |
(35,661) | 27,530 | ||||
| Decrease in creditors | (5,967) | 71,953 | ||||
| Net cash inflnw from | opcrnting | activities | 72,131 | 259,384 | ||
| Returns on investments |
and servicing | offinance | 50 | 81 | ||
| Capital expenditure | (5,772) | (26,675) | ||||
| Increase in cash in the year | 66,409 | 232.790 | ||||
| Reconciliation ofnct |
cash flow | to movcmcnt | in nct funds | |||
| Increase in cash in the year | 66.409 | 232,790 | ||||
| Net funds at 1 April | 2021 | 507,183 | 274,393 | |||
| Net funds at 31March 2022 | 573,592 | 507,183 |
| Unrestricted | Restricted | 2022 | 2021 | ||||
|---|---|---|---|---|---|---|---|
| funds | funds | Total | Total | ||||
| g | |||||||
| Community development |
37,724 | 236,489 | 274,213 | 287,300 | |||
| Funding and group development |
83,600 | 144,003 | 227,603 | 189,110 | |||
| Par(nership development |
174,598 | 174,598 | 175,051 | ||||
| Training and learning |
660 | ||||||
| 121,324 | 555,090 | 676,414 | 652,121 | ||||
| 2022 | 2021 | ||||||
| Total | Total | ||||||
| Grant received included | in | the | above are as fouows: | g | |||
| London Borough ofEaling | 215,944 | 149,000 | |||||
| London Borough nf Hnnnslnw | 165,281 | 154,558 | |||||
| Big Lottery Fund | 137,598 | 134,753 | |||||
| City Bridge Trust | 17,500 | ||||||
| Grcatcr London Authority | 75,972 | 42,850 | |||||
| Home 01EceEU Settlement | Scheme | 48,234 | |||||
| Pathways | |||||||
| London Community Foundatior, |
4995 | 32,267 | |||||
| Trust For London | 55,000 | 55,000 | |||||
| Ealing Mental Health Forum |
4,000 | 1,000 | |||||
| Inspire Hounslow | 3,600 | 1,500 | |||||
| The Census Project -Good | Things | Foundation | 4,900 | ||||
| Others | 9,124 | 15,459 | |||||
| 676,414 | 652,121 | ||||||
| 2022 | 2021 | ||||||
| Total | Total | ||||||
| Summary ofgrants received | |||||||
| Govennnent institutions and local |
authorities | 457,197 | 412,142 | ||||
| Charity, voluntary aud community |
organisations | 219,217 | 239,979 | ||||
| 676,414 | 652,121 |
| Unrestricted | 2022 | 2021 | |||||||
|---|---|---|---|---|---|---|---|---|---|
| funds | Total | Total | |||||||
| Bank interest received | 50 | 50 | 81 | ||||||
| 50 | 50 | 81 | |||||||
| 5. | Charitable | activities costs | |||||||
| Unrestricted | Restricted | 2022 | 2021 | ||||||
| funds | funds | Total | Total | ||||||
| Community | development | 24,080 | 223,703 | 247,783 | 227,953 | ||||
| Funding and group development |
35,754 | 116,237 | 151,991 | 128,021 | |||||
| Partnership | development | 168,262 | 168,262 | 140,306 | |||||
| Training and learning |
|||||||||
| 59,834 | 508,202 | 568,036 | 496,280 | ||||||
| 2022 | 2021 | ||||||||
| Total | Total | ||||||||
| 5.1 | Project payments | to charitable, | voluntary | and community | organisations | ||||
| Ealing Law | Centre | 32,542 | 25,381 | ||||||
| West London Equality Centre | 32,542 | 43,923 | |||||||
| Ease | 500 | ||||||||
| Value You | 500 | ||||||||
| Each Counselling | and Support | 4,150 | 2,000 | ||||||
| Hillingdou | Autistic | Care and Support | 4,150 | 2,000 | |||||
| Spark | 4,150 | 2,000 | |||||||
| Berkeley Academy | Heston West | Big Local | 4,350 | 2,000 | |||||
| 81,884 | 78,304 |
| e year ended 31Ma | rc | h 2022 | ||
|---|---|---|---|---|
| 2022 | 2021 | |||
| Total | Total | |||
| Detailed charitable activities costs |
||||
| Salaries, Social Security | and Pension Costs | 364,703 | 334,983 | |
| Consultancy fees Iagency staff costs |
9,069 | 2,675 | ||
| Occupancy | 34,418 | 6,432 | ||
| Possagc, printing, tclcphonc |
and officc cons | 5,898 | 6,099 | |
| Staff and volunteers expenses |
3,276 | 256 | ||
| Organised events and training |
14,949 | 5,399 | ||
| Partnership payments |
81,884 | 78,304 | ||
| Publicity and advertising | 532 | 4,498 | ||
| Staffrecruitment | 1,428 | 136 | ||
| Computers development |
costs | 17,783 | 31,787 | |
| Subscription and licence |
4,693 | 1,807 | ||
| Financial, legal and audit |
23,864 | 18,864 | ||
| Governance costs |
158 | 981 | ||
| Depreciation offixed assets | 5,381 | 4,059 | ||
| 568,036 | 496 2$!o |
| 2022 | 2021 | |
|---|---|---|
| Salaries and wages | 326,294 | 301,300 |
| Social security costs | 28,861 | 25,937 |
| Pension contributions | 9,548 | 7,746 |
| 364,703 | 334,983 |
| Community | development |
|---|---|
| Funding and group development |
|
| Partnership | development |
| 2022 | 2021 |
|---|---|
| Number | Number |
| 11.00 | 10.00 |
| Fixtures, | |||||
|---|---|---|---|---|---|
| g. | Tangible fixed assets | Plant aad | fittings and | ||
| machinery | equipment | Total | |||
| g | g | ||||
| Cost | |||||
| At I April 2021 | 63,583 | 63,583 | |||
| Additions | 632 | 5,140 | 5,772 | ||
| AI,31 Maich 2022 | 632 | 68,724 | 69,356 | ||
| Depreciation | |||||
| At I April 2021 | 40,967 | 40.967 | |||
| Charge for the year | 5,333 | 5,381 | |||
| At 31March Z022 | 48 | 46,300 | 46,348 | ||
| Net book values | |||||
| At 31 March 2022 | 584 | 22,424 | 23,008 | ||
| At 31March 2021 | 22,616 | 22,616 | |||
| 9. | Debtors | ||||
| 202's | 2021 | ||||
| f | |||||
| Trade debtors | 5,000 | 3,150 | |||
| Other debtors | 26,522 | 709 | |||
| Prepayments | 9,976 | 1,977 | |||
| 41,498 | 5,836 | ||||
| 10. | Creditors: amounts | failing due | |||
| within one year | 2022 | ||||
| g | |||||
| Pension fund loan | 134 | ||||
| Trade cieditors | 18,236 | 10,876 | |||
| Accruals and deferrerl |
income | 106,397 | 119,856 | ||
| 124,767 | 130,732 |
| Unrestricted | Restricted | Total | ||||||
|---|---|---|---|---|---|---|---|---|
| funds | funds | funds | ||||||
| Fund balances | at 31 March 2022 as represented | by: | ||||||
| Tangible | fixed | assets | 23,008 | 23,008 | ||||
| Current | assets | 307,397 | 307,692 | 615,089 | ||||
| Qirrent | liabilities | (124,767) | (124,767) | |||||
| 205,638 | 307,692 | 513,330 | ||||||
| 16. | Unrestricted | funds | At | At | ||||
| 1April | Incoming | Outgoing | 31March | |||||
| 2021 | resources | resources | 2022 | |||||
| 144.098 | 121,374 | (59,834) | 205,638 |
| For | the year ended 31March 2022 | ||||
|---|---|---|---|---|---|
| 17. | Restricted funds | At | At | ||
| I April | Incoming | Outgoing | 3l March | ||
| 2021 | resources | reseal cas | 2022 | ||
| K | |||||
| 260,804 | 555,090 | (508,202) | 307,692 |