THE BIG RED KICK CIC ANNUAL IMPACT REPORT 1 December 2024 to 30 November 2025 1. Introduction The past year has been one of growth, challenge and profound learning for The Big Red Kick CIC. It has been a year where we stretched further than ever before, supporting more women, more organisations and more emerging leaders than any previous year, and doing so in a landscape that has become increasingly difficult for small VCSE organisations to navigate. We have watched women step into leadership roles they never imagined for themselves. We have supported groups through moments of crisis, transition and renewal. We have seen organisations stabilise, grow, incorporate, secure funding, and in some cases, take the bold step into full independence. We have walked alongside founders who were exhausted, overwhelmed or unsure of what to do next, helping them find clarity, confidence and structure. This year also reminded us of the fragility of the ecosystem our work sits within. Many of the women we support are operating in environments shaped by structural inequality, rising operating costs, limited access to appropriate funding, inaccessible digital systems, and the emotional load of leading organisations shaped by lived experience. Yet again and again, they showed resilience, creativity and community strength. - We expanded our own practice in response. - We introduced new digital tools through the AI Pulse project. - We trained two new coaches. - We grew our trading income and took on consultancy work that strengthens our sustainability. - We incubated new organisations, supported long-standing ones with strategic planning, and helped others transition to independent status. - We also provided more pro bono support than ever before because when we saw groups struggling, we chose to step in rather than let them fall through the cracks. Perhaps most importantly, this year reaffirmed the necessity of BRK’s approach. The need for deep, relational, compassionate, skilled support is not decreasing, it is growing. And women trust us because they know we understand the weight they are carrying. This report looks back not only at what was achieved, but at what was learned. It reflects the courage of the women we support, the complexity of the systems they navigate, and the increasingly central role BRK is playing in shaping a fairer, stronger VCSE landscape in Greenwich and beyond. For the first time this year we monitored our outcomes against TOMS on the social value portal. We only used 6 indicators but from these alone we delivered £325,933.63 of social value. Comparative to our turn over. That’s a 36.2 per cent return on investment. Or for every £1 you spend with us you get a social value return of £36. It has been a year of impact but it has also been a year of insight, grounding and growth. We move into the next year more focused than ever on sustainability, equity, and building a sector where women-led organisations are acknowledged as the foundation. And most importantly of all, that they are paid for their skills knowledge and expertise. 2. Our Mission and Approach Our mission is simple: To build community wealth by supporting women to create sustainable, impactful organisations that centre lived experience and local knowledge. We do this through: 2.1 Deep, personalised 1 to 1 support We sit with women through the hard parts - governance, safeguarding, finance, legal duties - without judgement. 2.2 Lived-experience leadership Our directors have lived many of the same barriers our clients face. This shapes everything we do. 2.3 Accessible, practical capacity building We translate complex systems into language and tools women can use. 2.4 Equity and trauma-informed practice We don’t force women to fit systems; we adapt systems to fit women. 2.5 Sector-building, not just organisation-building We create pathways, networks and systems that strengthen the entire women-led VCSE ecosystem. 3. Headline Achievements 3.1 Scale of Support - 86 women supported - 32 active organisations supported this year 3.2 1 to 1 Coaching - 204 hours of intensive support delivered 3.3 Workshops and Group Training - 7 workshops delivered to 55 women 3.4 AI Pulse Programme - 17 organisations trained in AI for monitoring and evaluation - 5 organisations received 1 to 1 AI dashboard development - Prototype AI Health and Governance Outcomes Dashboard created 3.5 Financial Impact for Clients - £181,500 total secured by organisations BRK supported - £165,000 Q3-4 24-25 - £16,500 Q1-2 25-26 3.6 New Organisations Formed - 4 new CICs registered - 1 CIO registered - 3 early stage groups incubated 3.7 Pro Bono Contribution - 75 hours total - 40 hrs White Swan Music and Arts CBS - 15 hrs Empower and Ignite CIC - 20 hrs The Big Red Bus Club These contributions have supported governance, compliance, fundraising, FCA registration, safety, and strategic planning. 4. Our Impact in Depth 4.1 Transformational 1 to 1 Coaching Women-led micro-organisations often begin with passion and purpose but little access to the kind of professional guidance typically available to larger charities. Our 1 to 1 sessions provide: - Clarity in decision-making - Step-by- step guidance through governance, finance and compliance - Emotional support and confidence building - Translation of bureaucratic requirements into accessible language - Practical solutions to real-life barriers Women repeatedly tell us the same thing. BRK is the first place they felt heard, guided and genuinely supported. I finally understand what I’m doing and why. I don’t feel scared anymore. This personalised coaching is the cornerstone of our impact. 4.2 Building Strong, Compliant Organisations This year we helped organisations: - Register as CICs and a CIO - Establish governance frameworks - Create policies and procedures - Understand director duties - Resolve Companies House and HMRC issues - Develop safeguarding frameworks - Build financial systems - Plan for sustainable growth - Prepare for funding and partnership working These foundations prevent organisational failure and create long-term resilience. 4.3 Funding and Financial Capability Finance is consistently the biggest fear for women founders. BRK offered: - Budgeting workshops - Financial literacy training - 1 to 1 support from a qualified bookkeeper - Monitoring and evaluation frameworks - Income planning and diversification strategies This led to organisations securing £181,500 across grants and earned income, money now circulating within women-led community organisations. Several women led organisations secured their first ever grant as a result of our support. 4.4 Workshops That Build Capacity Workshops That Build Skills, Confidence and Community Our workshops this year did far more than teach practical skills, they created spaces where women felt seen, supported and able to grow. Many participants joined us believing they were, bad with numbers, not technical, not a leader, or not ready for funding or partnerships. By the end of each session, they left with new tools, clarity and often a renewed sense of belief in themselves. A Year of Practical, Transformative Learning Across the year we delivered seven core workshops reaching over 50 women. These included: - Budgets for Beginners A friendly, demystifying introduction to the numbers behind a project. Women described this workshop as the first time budgeting, actually made sense and felt achievable rather than intimidating. - Monitoring and Evaluation: Unleashing the Power of Your Data This session helped women see their everyday work not just as tasks, but as measurable impact. We showed them how to turn their stories, observations and community relationships into fundable evidence. - Storytelling Through Video A creative, uplifting workshop that helped organisations capture the heart of their work visually, ideal for funders, social media, and building trust with communities. - Partnership Building - Hand in Hand Two collaborative sessions where women explored how to build healthy partnerships, avoid unequal power dynamics, and work together in ways that reflect their values. This led to new collaborations and even joint funding bids. - Project PayDay - Understanding Grant Finance A hands-on session introducing women to management accounts, financial controls and basic bookkeeping. Participants said it helped them finally feel in control rather than scared of finance. - Oxygen Mask- Leadership Wellbeing for Women A reflective space for leaders who are often running on empty. This workshop helped women prioritise boundaries, self-care and sustainability, reminding them that their wellbeing is not optional but essential. What These Workshops Achieved Each workshop was designed to be accessible and culturally safe, ensuring that women often excluded from mainstream training could ask questions, try out new skills and build confidence in their own time. The impact of these sessions extended far beyond skills: - Women reported feeling more confident approaching finance and digital tools. - New collaborations were formed between participants. - Organisations used workshop tools to secure funding and strengthen governance. - Leaders described feeling less isolated and better prepared for decision-making. Our workshops have become a cornerstone of the BRK approach - practical learning delivered in a way that builds long-term confidence, resilience and community. Voices From Participants - Training resources around finance, budgets, partnerships etc. were new to me and have made a huge difference. - My confidence has grown as I have been able to change some of my fears, especially when it comes to using basic software and equipment. - I started my business sitting on my sofa one day and I literally didn’t know where to begin. This programme has helped me become more confident in what I’m doing and how I’m doing it. 4.5 Digital Innovation - AI Pulse Grassroots women-led groups often struggle with impact measurement due to low digital confidence and inaccessible systems. The AI Pulse Project changed that. We delivered: - A 5-hour training session for 17 organisations - 1 to 1 AI support for 5 organisations - A prototype AI co production spaces that simplifies health outcome tracking and compliance This work has positioned BRK as a digital capability leader in the Greenwich VCSE sector. It ensures women-led organisations can articulate their impact in ways funders, commissioners and health partners recognise. 4.6 Incubation of New Organisations Where organisations had no legal structure, banking access, policies or governance, BRK acted as an incubator. This year we incubated three groups, providing: - Governance and policy frameworks - Safeguarding - Co-director identification - Financial oversight - Step-by-step preparation for incorporation - Training on compliance and risk USG to NASCIC Transition One of our most significant achievements was incubating Ukrainian Support Greenwich (USG) and then transitioning it into an independent organisation, NASCIC, which successfully re-tendered for and won the USG contract. This demonstrates the long-term sustainability impact of our incubation model. 5. Pro Bono Support BRK dedicates part of our capacity to ensuring that lack of funds does not prevent organisations from accessing support. This year we delivered 145 hours of pro bono work. 5.1 White Swan Music and Arts CBS - 40 hours We supported the CBS with: - FCA registration - Governance and policy development - Financial systems - Compliance guidance This enabled them to become a fully registered Charitable Community Benefit Society capable of pursuing significant funding to protect a community asset. 5.2 Empower and Ignite CIC - 15 hours Support included: - CIC formation - Safeguarding frameworks - Governance documentation - Financial guidance - Leadership confidence coaching This transformed a youth-led group into a fully compliant organisation ready to apply for funding. 5.3 The Big Red Bus Club - 20 hours We provided strategic and fundraising support including: - Organisational review - Strategic planning with trustees - Funding pathway design - Drafting and strengthening fundraising materials - Clarifying priorities for sustainability This helped one of Greenwich’s most established community organisations plan for long-term resilience and growth. 5.4 Comfortably Digita l- 15 hours - Comprehensive organisational review - Strategic planning sessions with trustees - Designing a clear and achievable funding pathway - Clarifying organisational priorities to support long-term sustainability 5.5 RBG meetings and consultation - 50 hours VCS Consultation, ESOL consultation, Borough Of Sanctuary participation, Showcasing Coproduction to Japanese delegation. 6. Trading Income and Sustainability 6.1 Trading Income Earned in FY 24to 25 This year BRK generated earned income from: - Amplify Us CIC, financial services pilot + governance consultancy. This helped diversify our income and reduce reliance on grants. 6.2 Trading Income Secured for FY 25 to 26 - Future Work We secured several contracts scheduled for delivery next year: - London Coaching Group- governance and policy development and bookkeeping - NASCIC - Impact Report and Cost Benefit Analysis These contracts demonstrate growing trust in our expertise and significantly strengthen BRK’s sustainability.

Funders and Projects Our work was made possible through grant funding, commissioned activity and trading income. BRK gratefully acknowledges support from the Royal Borough of Greenwich, Big Issue Invest, the Greenwich Fund and the Greenwich Healthier Communities Fund. Projects and programmes included MOMO - Micro Organisation, Maximum Opportunity, providing tailored support and training for women-led grassroots organisations; and the AI Pulse Health Dashboard, which trained 17 organisations in AI-supported monitoring and evaluation, with five receiving additional 1 to 1 support. Our wider programme included Budgets for Beginners, Monitoring and Evaluation: Unleashing the Power of Your Data, Storytelling Through Video, Partnership Building: Hand in Hand, Project PayDay and Oxygen Mask leadership wellbeing workshops. We also incubated three early-stage organisations and supported the transition of Ukrainian Support Greenwich into the independent NASCIC, which successfully secured the continuing USG contract. BRK provided 140 hours of pro bono support to community organisations during the year. Using six Social Value TOMs indicators, we recorded approximately £325,934 of social value. Stakeholder Consultation We consulted women and grassroots organisations through 1:1 coaching, workshops, partnership meetings, networking and wider VCSE consultation. Feedback highlighted the need for stronger governance and financial systems, accessible learning, digital support and opportunities for women leaders to connect. This has directly informed our future training, digital resources and peer-support offer.

The total amount paid or receivable by directors in respect of qualifying services was £38,254. There were no other transactions or arrangements in connection with the remuneration of directors, or compensation for director’s loss of office, which require to be disclosed.

No transfer of assets other than for full consideration