2021-03-31-accounts

			Pages
Reference and Administrative		Details
Chairman's	Report
Report ofthe Trustees			3-19
Independent	Auditor's' Report	to the Members	20-22
Consolidated	Statement ofFinancial Activities		23
Consolidated	Balance Sheet		24
Charitable Company Balance		Sheet	25
Consolidated	Cash Flow Statement		26
Notes to the	Consolidated Financial Statements		27 —38

PRESIDENT	J Inverdale
VICE PRESIDENTS	A H Lambert
	AJones
	Baroness Masham
	A Sparkes
	J R Tattersall
	A Bloom
CHAIRMAN	Dr S Patel
VICE CHAIRNIAN	D Holden
CHIEF EXECUTIVE	BCarlin MBA
TRUSTEES 8 DIRECTORS	Dr H Agha
	A Chaplin
	N Flanagan
	D Holden
	H Mehta
	Dr SPatel
	JSacks
CHARITY NUMBER	1075317—England		&Wales
	SC037482 —Scotland
	20150181 —Ireland
COMPANY NUMBER	03744357
BUSINESS ADDRESS	Aspire National	Training		Centre
	Wood Lane
	Stanmore
	Middlesex HA7	4AP
REGISTERED OFFICE	2nd Floor, Regis House
	45 King William	Street
	London EC4R 9AN
AUDITORS	Azets Audit Services
	2nd Floor, Regis House
	45 King William	Street
	London EC4R 9AN
BANKERS	CAF Cash Limited
	Kings Hill
	West Mailing
	Kent ME194TA
	Metro Bank
	One Southampton		Row
	London WC1B5HA
SOLICITORS	Bircham Dyson	Bell
	50 Broadway
	London SW1H OBL

Ob'ective	Ob'ective						Outcome	Outcome
Independent		Living
1.	Seek opportunities		for the Advisor				1.	Every Spinal Centre closed to non-essential staff as the pandemic took
	team to	work remotely		in the event				hold, with many maintaining that state for the entire year. Very quickly,
	ofthe hospitals closing			to non-				most ofour Advisors were able to provide phone or online support to
	clinical	staff.						patients, and systems were put in place where clinical staff on site would
2.	Deliver	the postponed		Patient				book appointments for patients. We worked closely with partner charities
	Education conference to share							Back Up and SIA to also offer informal virtual group chat sessions for
	best practice with		Spinal Injury					patients. As restrictions eased, the team were also able to introduce
	Centre	staff.						distanced meetings in outdoor settings. The virtual support proved
3.	Explore	options for delivering			key			popular, with several Centres requesting that this support is maintained
	Patient	Education	and	peer				for those patients that prefer such meetings even as things return to
	support	services	to patients who					normal. The team also used their spare capacity to contact former
	missed	these elements		as a result				patients and check in with them during the shielding period and to offer
	of COVID-19.							support as needed.
4.	Explore	demand	for a major				2.	With the pandemic lasting longer than initially envisaged, our postponed
	trauma	centre-based member			of			conference also had to be postponed. In its place, a virtual conference
	the team; identify		requirements			of		was planned for the start ofthe new financial year.
	any role, secure support from						3.	The ongoing pandemic meant that we were not in a position to look to
	clinical	teams and recruit to the						expand our services during the year and had to focus on maintaining our
	post. Evaluate and review the				role.			existing work. We recognise that many patients will have been fast-
								tracked through their rehabilitation this year, or never even accessed a
								specialist Centre, and reaching those people and providing support has
								formed the basis for a number offunding applications this year, with a
								view to work starting in the coming months.
							4.	The pandemic has prevented expansion into additional clinical settings.
								However, during the year we have begun discussions with NHS England
								about securing contact information for patients newly injured and waiting
								for transfer to a specialist Centre. We have put plans in place to engage
								with those patients and will be using the feedback gained to gauge the
								nature of an face-to-face role that we subse uentl ut in lace.
Welfare Benefits
1.	Support	in-patients with their bene-					1.	As the DWP removed their support from the Spinal Centres, Aspire's
	fit applications in		the event of		the			Welfare Benefits Team met the demand from in-patients. This led to
	DWP visiting teams no			longer	be-			considerable pressure on the service, resulting in longer waiting times
	ing permitted access to the wards							for clients, but the service was maintained throughout the year. In part
	during	lockdown.						as a result of providing this in-patient support, the team saw a 94%
2.	Improve referrals		between partner					increase in number of clients supported against the previous year.
	organisations SIA and			Back Up		to	2.	Considerable work was put in to develop working relationships with SIA,
	ensure	all those	clients	in need		of		culminating in a formal partnership between the two organisations. As a
	welfare	benefits advice		are given				result ofthis work, referrals from SIA, and their client-facing staff, has
	timely and accurate support.							increased dramatically. The established pathway now also means that
3.	Recruit	a new part-time		advisor		to		the SIA advice line automatically refers at first point ofcontact,
	ensure	the team	can meet					preventing confusion and incorrect advice being given at the early
	demand.							stages of a client's claim.
							3.	Funding pressure because ofthe pandemic prevented Aspire from
								expanding the team. However, plans were put in place to seek funding
								for the Advisor role and we hope to recruit early in the new financial
								ear.

PERFORMANCE SUMMARY - continued	PERFORMANCE SUMMARY - continued
Ob'ective			Outcome
Aspire Housing Programme
1.	Undertake full review ofthe		1.	Discussions have taken place with partner organisations and Aspire's
	Housing policies and procedures			Housing policies have been reviewed and amended as required.
	in-light ofchanging demands from			Particular emphasis has been placed on fire risk management as the
	the partner housing associations			Housing Sector continues to review its approach post-Grenfell.
	and the unique challenge		2.	Funding pressure because ofthe pandemic prevented Aspire from
	presented by COVID-1S; ensure	all		expanding the team. However, plans were put in place to seek funding
	required policies are in place, up	to		for the Advisor role and we hope to recruit early in the new financial
	date and that training has been			year.
	provided to staff.		3.	Funding pressure because ofthe pandemic, together with the logistics
2.	Recruit a new Housing advisor to			oftaking on new properties during the restrictions, meant that work
	ensure the team can meet			towards new stock was largely curtailed. However, during the year we
	demand.			have worked with a private landlord who has agreed to purchase a
3.	Seek opportunities to increase			property for the Aspire housing programme; house hunting for that new
	housing stock.			property is underway.
4.	Evaluate the Community Case		4.	The final report for the Community Case Manager project was received
	Management pilot project, make			and reviewed. A successful pilot, the project highlighted the need for
	recommendations for future work			clients in care homes to receive tailored support in order to facilitate
	and disseminate findings.			their return to independent living, though also highlighted the greater
				efficiency ofAspire's existing Housing Advice service. Opportunities to
				disseminate findings was reduced by the pandemic, but the project has
				been hei ful with fundin a lications to ex and As ire's own service.
Assistive Technology
1.	Increase staffing resources by re-		1.	Funding pressure as a result ofthe pandemic, together with the closure
	cruiting two new assistive technol-			ofthe Centres, prevented Aspire from looking to expand the team early
	ogists.			in the year. As Centres began to reopen to some charity staff, we were
2.	Deliver the postponed Assistive			able to recruit a Technologist to support Cardiff and the post holder
	Technology conference for NHS			started in January 2021.The other post was delayed until funding is
	staff, Aspire representatives and			available.
	others interested in Assistive Tech-		2.	With the pandemic lasting longer than initially envisaged, our postponed
	nology.			conference also had to be postponed. In its place, a virtual session,
3.	Look for ways ofassisting isolated			looking at some ofthe developments and work that had recently been
	and shielding users with access to			undertaken was held and had good attendance from the Spinal Centres.
	technology during the Coronavirus		3.	The Assistive Technology team provided phone and email support to us-
	pandemic.			ers and their families during the lockdown periods. We were also able to
				remotely support Occupational Therapists, providing loan equipment
				and guidance on how to set it up to ensure patients, and those being
				discharged, had some access. Inevitably, those with the most complex
				needs were at most risk of being left isolated as some technology simply
				requires a trained member ofstaff to work one to one to configure and
				train the user.
InstructAbility
1.	Secure funding for next stage of		1.	Interim funding has been secured for an extended planning period to
	InstructAbility aimed at supporting			align Aspire's programme aims, finance and timescales with Sport
	disabled people, training providers			England's new 'Uniting the Movement' strategy.
	and employers.		2.	Industry Guides are finalised, but publication held back until the launch
2.	Disseminate and promote the			ofour new programme.
	guides across the sector, targeting		3.	Research project delayed until it can start and run alongside the new
	disabled people, training providers			programme.
	and leisure operators.		4.	Newly formed Strategic Partner Group set up to consult and support
3.	Start a research project to evaluate			Aspire's new EmployAbility Strategy including an EmployAbility
	the reach and impact ofthe			training/work programme.
	guides.
4.	Set up a new national InstructAbil-
	ity programme to support disabled
	people to train and work in the lei-
	sure sector.

ASSOCIAT	ION FOR SPINAL INJURY RESEAR	CH	REHABILITATION AND REINTEGRATION
'ASPIRE'
Report of	the Trustees
PERFORMANCE SUMMARY - continued
Ob'ective		Outcome
Aspire Research		1.	Due to COVID-19 we have seen the PhD funding frozen. However,	we
1.	Pursue funding to increase/maintain		have two new PhD starters and two postdoctoral research fellows
	our PhD student and research		joined us in the summer. In October we appointed a new lecturer to the
	associate cohorts.		centre, who brings a wealth ofexperience on wearable multimodal	op-
2.	Get some ofthe PhD students		tical neuroimaging technologies.
	expected to complete their research	2.	We have had 6 PhD student completions.
	in 2020 to complete by 2021 due to	3.	We have maintained current number ofprojects and submitted 14
	COVID-19 restrictions.		grant proposals, 3were successful, totalling E928k. 4grant proposals
3.	Maintain the number ofactive		are under-review.
	projects and, ifpossible, increase	4.	We published 38 papers, 1 in press and 9 papers are under review
	the current number by actively	5.	We continued to deliver the fifth student cohort for our MSc Rehabilita-
	pursuing new collaborations and		tion Engineering &Assistive Technology (REAT) with nine students
	submitting new grant proposals.		enrolled for 2021-22. Last year's REAT MScstudents wrote a great
4.	Maintain publication rate.		entitled; Investigating Smartphone Accessibility for People with Spinal
5.	Continue to deliver our MSc		Cord Injury and we are currently looking at adapting it for publication.
	programmes.		We have also been re-working the AMIS programme for distance
6.	Continue to contribute to outreach		learning delivery for the 2022-23 academic year.
	activities (talking to schools, public	6.	We have been invited to deliver 17talks at webinars and conferences
	events, open days, etc.).Albeit, we		and contributed to several outreach activities such as the UCL Stroke
	expect these to reduce substantially		Day Forum, the Tomorrow's Home 2050 exhibition and Museum ofthe
	due to COVID-19, however, we will		Home to name a few and have organised the first Virtual RehabWeek
	continue to engage, where possible,		conference. Student feedback has been extremely positive.
	through online symposia and
	webinars.
Fundraising
1.	COVID-19 sees us downgrading to-	1.	A strong performance in difficult times with a total unrestricted income
	tal unrestricted income from F1,105k		finishing ahead of plan at just over F1,625k and delivering a net profit
	to F609k. Profit target now at F218k		ofE1,348k. This result includes F596k furlough claim.
	(previously at F447k).	2.	With the impact ofCOVID-19 and lockdowns resulting in the closer	of
2.	The Aspire Channel Swim to raise		swimming pools, the event only recruited 1,500 participants and was
	income ofF200k for Aspire with a		forced to extend the event to the end ofJune 2021.Total income of
	profit of896k. This is dependent on		E112kand a net profit ofF37.5k.
	leisure facilities remaining open.	3.	A good result with most ofthe open water swim challenges remaining
3.	Open water swimming is less re-		unaffected raising total income ofF288.5k, almost F70k higher than
	stricted and we are aiming to main-		target, producing a profit ofF198k,ahead by F91k.
	tain Channel swims and Solent	4.	An exceptionally strong year with an emergency appeal and several
	swims but at reduced capacity and		COVID-19 emergency funding from Trusts and Foundations. The total
	dependent on international re-		figure ofF1,210k also includes the F596k furlough claim.
	strictions. Income target of8219k	5.	Through project fundraising we raised a total ofF223k of new grants.		A
	and profit set at 2107k.		combination ofemergency fundraising applications in support ofour
4.	An emergency appeal and the re-		services.
	structure ofCEO working with Pro-	6.	A virtual fundraising event, Coast to Coast Challenge was launched
	ject Fundraising Manager aims to		raising a total of636k. Production costs were managed at just 10%		of
	achieve F200k of project funding.		total income.
5.	The development ofcontent and	7.	Aspire successfully launched three virtual Sports Quiz events with	over
	marketing opportunities that will in-		500 participants in the first event in October, with a second similarly		at-
	crease corporate support for Aspire.		tended event in February 2021. The third events was held in April	af-
	Target of830k of new income in		ter the lifting of lockdown and therefore had fewer attendees.
	2020/21 and further amounts in
	2021/22.
6.	The scoping and development ofa
	new virtual event (Coast to Coast) in
	2020/21. Estimated income of250k
	with costs ofF20k.
7.	There will be no Sports Quiz Dinner
	in 2020/21 but we will launch a vir-
	tual uiz for this financial ear.

PERFORMANCE SUMMARY - continued	PERFORMANCE SUMMARY - continued
Aspire Law
1.	Aspire Law to continue to acquire		1.	Aspire Law has continued to acquire clients at comparable		rates		to
	new clients to replenish concluding			previous years and	has maintained consistent client numbers		through-
	cases.			out the year.
2.	To maximise search engine		2.	Aspire Law continues to work to maintain search engine optimisation.
	optimisation to ensure that Aspire		3.	Work to rebuild the	Aspire Law website commenced later than		planned
	Law LLP features on page one			due to the pandemic	with the completion and relaunch now	planned			in
	when searching for a spinal cord			the new financial year.
	injury solicitor and maintain this		4.	Aspire Law has continued to fund the sponsorship ofall the		charitable
	position.			services included in	objective 4. Assistive Technologists were		re-
3.	Aspire Law website to be refreshed			cruited and introduced as planned. As a result ofthe pandemic,				it was
	and launched by January 2021.			not possible to consider the introduction ofa London major		trauma
4.	Aspire Law to continue to support			centre support service.
	the Charity through the sponsorship
	of Aspire Independent Living
	Advisor Service and fund the
	introduction ofAssistive
	Technologists at Stanmore and
	Cardiff Spinal Injury Centres.
	Explore the possibility with the
	Charity to introduce support in the
	London major trauma centres.
	Aspire Law will aim to continue	to
	support the Back Up mentoring
	service.
Aspire Leisure Centre
1.	To achieve its budget.		1.	The Aspire Leisure	Centre achieved a management account operating
2.	Operate Aspire Leisure Centre	in a		surplus of897k against a target of83k (pre-audit adjustments).
	COVID-19 secure way following		2.	The Centre fully complied with industry COVID-19 operating
	government guidance.			standards.
3.	To maintain QUEST excellence	ac-	3.	QUEST Prime was	achieved. htt s:// uestnbs or /facilities/t		es-of-
	creditation.			assessment
4.	To achieve annual Quality audit		4.	The annual Quality	Audit was interrupted throughout the pandemic				and
	score ofat least 85'/0.			has been rescheduled to the new financial year.
5.	To achieve annual Health &Safety		5.	The annual Health 8 Safety audit was 76'/0 and conducted		just two
	audit score ofover 90'/0.			days are re-opening	after a lockdown. New audit rescheduled		within
6.	Maintain ISO14001 —January 2021.			six months.
7.	Develop virtual membership and		6.	ISO14001 has been	maintained.
	seated virtual membership.		7.	Virtual membership	was successfully launched. Support was		secured
8.	To reduce utility consumption (water			from Harrow Giving	to offer Harrow residents a subsidy.
9.	7'/0, gas 2'/0, electricity 4'/0). During COVID-19 restrictions, re-		8.	Due to closures during lockdown and restricted capacity, utility consumption was reduced as follows - Water 76'/0, Gas 21'/0,
	duce staffing levels and use fur-			Electricity 39'/0.
	lough and job retention scheme	for	9.	Staffing levels were	constantly monitored to ensure only necessary
	as long as possible.			staff were working to maintain the facility and continue
				communications with customers. The furlough and flexi furlough
				scheme were used	to their maximum benefit and a restructure
				undertaken within the Fitness and Customers Services Teams.
A significant factor affecting the planned outcome			for Aspire, that was outside ofour control, was the impact of COVID-19
across all our activities.

'ASPIRE'
Report of	the Trustees
Plans for 2021/22
Ob	ective
Independent Living
1.	Recruit a phone-based Advisor to engage with newly injured patients					referred to		Aspire through			the NHS England
	data sharing project. Evaluate gaps in the services and knowledge that the						patients		are receiving		and		make rec-
	ommendations for support that could be put in place.
2.	Explore options for engaging with individuals	who missed out on		Charity support				during the		pandemic.
Patient Education
1.	Deliver the postponed Patient Education conference to share best practice with Spinal Centre staff.
2.	Develop and deliver training and support to	peer volunteers employed				by Spinal Centre Patient Education								pro-
	grammes.
3.	Promote Aspire's Mind the Gap evaluation	and see it in place at		more		Spinal Centres.
Welfare Benefits
1.	Recruit a new part-time advisor to help meet increased		demands	placed on			the service.
2.	Support SCICCase Managers by offering training and		advice on	benefit claims and working						with	patients			as re-
	quired.
Aspire Housing Programme
1.	Recruit a new Housing Advisor to enable the Housing		Advice service			to operate effectively.
2.	Recruit a Tenant Support Officer to improve	our support of existing tenants					and help speed			up their move				on to
	permanent accommodation.
Assistive Technology
1.	Increase staffing resources with the addition	ofa new	Assistive Technologist				to allow for more work within							general
	hospitals.
2.	Deliver an Assistive Technology conference	for NHS staff, Aspire		representatives				and others interested					in	Assis-
	tive Technology.
3.	Review training guides and resources as a	way to provide support to				people	in the		community.
InstructAbility
1.	Secure funding to deliver our 'EmployAbility	Strategy'	to support	training providers					and employers		to adopt acces-
	sible and inclusive policy and practice.
2.	Disseminate and promote the Guides across the sector, targeting			disabled people,					training	providers		and		leisure
	operators.
3.	Start a research programme to evaluate the reach and		impact of	the	guidance.
4.	Set-up a new national EmployAbility programme to support disabled				people		to train		and work in the leisure					sector.
Aspire Research
1.	Pursue funding to increase/maintain our PhD student and research associate cohorts.
2.	Fourth set PhD students expected to complete their research in 2022
3.	Maintain the number of active projects and	if possible,	increase the current				number		by actively pursuing				new
	collaborations and submitting new grant proposals.
4.	Maintain publication rate.
5.	Continue to deliver our MSc programmes.
6.	Continue to contribute to outreach activities	(talking to	schools, public			events, open			days, etc.).

Plans for 2021I22 - continued	Plans for 2021I22 - continued
	Fundraising
	1. To achieve an unrestricted income figure	ofE840k. Profit target will be 8322k.
	2. Deliver the 2021 Aspire Channel Swim achieving an income of2300k with a profit				target ofK159k. We aim			to
	reduce the costs ofevent delivery by E50k.
	3. Open water swim programme to achieve	income target off267k with a net profit		off150k.
	4. To develop a mass participation swim in	the	Western Solent and a Sealand Swim,
	5. Deliver another online version ofAspire's	Sports Quiz Dinner to maintain profile to			past		supporters.
	6. If Covid restrictions allow, deliver the Sports		Quiz Dinner with a net profit ofE40K.
	7. Tosecure 6364,000 in restricted funds across all ofAspire's services. An emphasis					on covering salaries for our
	Housing and Assistive Technology areas.
	8. Maintain a high level ofcase studies and	real-life blogs to support both our Trust		Officer and our Fundraising
	events. Promote the unique cross Channel attempt of Paula Craig to national media					to raise funds and
	awareness ofAs ire.
	Aspire Law
	1. Aspire Law to work to maintain consistent	client numbers by acquiring new clients			to	match the number ofcases
	concluding.
	2. Aspire Law to update its three-year strategy		by November 2021.
	3. Aspire Law website rebuild and relaunch	to be completed by November 2021.
	4. Strengthen core staff through the recruitment		oftwo new employees.
	5. Continue the important sponsorship of charity services and work with Aspire to identify						a new possible support
	role for the London Major Trauma Centres.
10	Aspire Leisure Centre
	1. To achieve budget.
	2. Operate Aspire Leisure Centre in a COVID-19 secure way following government			guidance.
	3. To maintain QUEST Prime accreditation	(December 2021).
	4. To achieve annual Quality audit score of	at least 85'/o average over the year.
	5. To achieve annual Health 8 Safety audit	score ofover 90'/o (December 2021).
	6. Maintain ISO14001 and achieve consumption		reduction target —January 2022.
	7. Work with trusts manager to apply for funding		for sports hall floor, electric car charging				points, solar panels,	spin
	studio, gym door entry and lockers.
	8. Increase and maintain occupancy levels	at; gym 50'/o, pool 80k and classes 70/o, from January 2022.
	9. Maintain Swimschool occupancy above 88'/o		across all 3terms.
	10. 80'/o completion ofservice improvement	plan	by 31 March 2022.
Aspire would like to thank the following trusts and foundations for their support ofour					work during the last year:
Blakemore Foundation			The Grace Trust
Burges Salmon Charitable Trust			The Hospital Saturday Fund
Irving	Memorial Trust		The lan Karten Charitable Trust
James Wood Bequest Fund			The James Tudor Foundation
Serco Foundation			The John Coates Charitable		Trust
Sir John and Lady Heathcoat-Amory's Charitable Trust			The Monday Charitable Trust
The Bernard Sunley Charitable Foundation			The Moondance Foundation
The Bruce Wake Charitable Trust			The National Lottery Community				Fund
C A Redfern Charitable Foundation			The P F Charitable Trust
The Childwick Trust			The Samuel William Farmer		Trust
The Christopher Laing Foundation			The Shanly Foundation
The Eveson Charitable Trust			The Souter Charitable Trust
The Garfield Weston Foundation			The Taurus Foundation

Aspire would also	Aspire would also	like to thank the following	people and organisations for their support:	people and organisations for their support:
Aspire Law LLP				John Inverdale
Zoggs International		Ltd		Rob Nothman
EYParthenon				Alan Bloom
Frenkel Topping	&	Aspire+ Wealth Management	Ltd	Wellspect Healthcare
Coloplast				Active Assistance
Cyclone Mobility				Fittleworths
John Apthorp Charity
GOVERNANCE
Constitution

Trustees	Trustees
The Trustees who served during the year were as follows:
Dr H Agha (appointed 14September 2020)
A Chaplin
RCoote (resigned	3August 2021)
N Flanagan
D Holden
H Mehta
Dr F Middleton (deceased 5January 2021)
Dr S Patel
JSacks (appointed	30April 2020)

					Unrestricted	Restricted	Restricted	Total	Total
					Funds	Funds		2021	2020
				Notes	R'000	f'000		R'000	f'000
INCOME FROM:
Donations and Legacies					1,210	223		1,433	432
Charitable activities
Aspire Leisure Services					427		38	465	1.712
Aspire Housing					388			388	438
Other trading activities					415			415	787
Profit from joint venture					451			451	249
Other income				2.2	250			250
Total income					3,141	261		3,402	3,618
EXPENDITURE ON:
Raising funds
Cost ofgenerating voluntary		income			97			97	153
Costs oftrading subsidiary					180			180	528
Charitable activities
Aspire Leisure Services Research					1,441	131 gg		1,572 99	1,694 144
Aspire Housing					592		28	620	906
Aspire Grants					121			121	62
Promoting Independent	Living						44	44	89
Assistive Technology					18		39	57	119
Welfare Benefits					29		37	66	69
Capital grants funding							1	1	2
Campaigning									19
Total expenditure					2,478	379		2,857	3,785
NET INCOME/(EXPENDITURE) AND NET MOVEMENT IN FUNDS BEFORE GAINS					663	(118)		545	(167)
AND LOSSES ON INVESTMENTS
Gains on revaluation of investments				7.2
NET MOVEMENT IN FUNDS						(118)		546	(166)
RECONCILIATION OF FUNDS
Total funds brought forward					651	934		1,585	1,751
Total funds carried forward				12,13	1,315	816		2,131	1,585

			2021		2020
		Notes	f'000	f'000	f'000	f'000
Fixed assets
Tangible fixed assets				357		431
Investments				611		159
				968		590
Current assets
Stock			3		4
Debtors falling due after more than one year			700		700
Debtors falling due within one year			195		291
Cash and cash equivalents			741		600
			1,639		1,595
Creditors: Amounts	falling due
within one year		10	(376)		(500)
Net current assets				1,263		1,095
Total assets less current liabilities				2,231		1,685
Creditors: Amounts	falling due after more
than one year				(100)		(100)
				2,131		1,585
Funds
Restricted funds		12		816		934
Unrestricted funds		13		1,315		651
				2,131		1,585

			2021		2020
		Notes	f'000	K'000	R'000	K'000
Fixed assets
Tangible fixed assets				357		431
Investments				62		61
				419		492
Current assets
Debtors			1,010		1,184
Cash and cash equivalents			464		233
			1,474		1,417
Creditors: Amounts	falling due
within one year		10	(212)		(323)
Net current assets				1,262		1,094
Total assets less current liabilities				1,681		1,586
Creditors: Amounts	falling due after more
than one year				(100)		(100)
				1,581		1,486
Funds
Restricted funds		12		816		934
Unrestricted funds		13		765		552
				1,581		1,486

				2021		2020
				K'000	K'000	f'000	E'000
Reconciliation of net expenditure		to net cash flow from
operating activities
Net income/(expenditure) for the reporting			period		546		(166)
Adjustments for:
Gain on investments					(1)		(1)
Profit on joint venture					(451)		(249)
Depreciation					76		75
Decrease/(increase) in stocks					1		(2)
Decrease in debtors					96		485
(Decrease)fincrease in creditors					(124)		75
Net cash flow from operating	activities				143		217
Cash flow statement
Net cash flow from operating	activities				143		217
Cash flow from investing activities
Payments to acquire tangible fixed assets				(2)		(1)
Proceeds from sale of investments						214
Net cash flow from investing	activities				(2)		213
Increase/(decrease) in cash					141		430
Reconciliation ofchanges in	cash
Balance at 1 April 2020					600		170
Increase in cash					141		430
Balance at 31 March 2021					741		600

ACCOUNTING POLICIES - continued	ACCOUNTING POLICIES - continued
	Tangible fixed assets
	Depreciation on all tangible fixed assets	is calculated to write-off		their cost over their estimated								useful			lives				at
	the following annual rates:
	Leasehold improvements	3 -20years
	Office fixtures 8 fittings	10 - 33%per annum	on		cost
	Computer equipment	33%per annum on cost
	Fixed asset investments
	Fixed asset investments are included	at market value at the		balance sheet date.						Any gain			or loss					on
	revaluation is taken to the Statement of	Financial Activities.
	Investments in subsidiaries and programme related investments			are measured				at cost less impairment.								Such
	investments are subject to review with	any diminution in value			is charged			to the	Statement			of		Financial
	Activities.
	Programme related investments are social investments made		directly in			pursuit of			the		Charity's		charitable
	purposes.
m)	Stock
	Stock is stated at the lower ofcost and	net realisable value.
n)	Debtors and creditors receivable/payable within one year and				after one		year
	Debtors and creditors with no stated interest rate and receivable		or payable			within one			year and			after		one		year
	are recorded at transaction price. Any losses arising from impairment are recognised								in	expenditure.
o)	Cash and cash equivalents.
	Cash at bank and cash in hand includes	cash and short term highly liquid investments							with a short				maturity						of
	three months or less from the date ofacquisition or opening of		the		deposit or		similar account.
p)	Financial Instruments
	The Charity has only financial assets and financial liabilities ofa		kind that qualify					as basic		financial instruments.
	Basic financial instruments are initially	recognised at transaction			value and		subsequently				measured				at	their
	settlement value.
q)	Foreign Currency
	Foreign currency transactions are initially recognised by applying				the foreign			currency			amount		at	the		spot
	exchange rate between the functional currency and the foreign		currency at			the		date ofthe			transaction.
	Monetary assets and liabilities denominated in a foreign currency				at the balance sheet						date are translated
	using the closing rate.
	Employee benefits
	Short term employee benefits, including holiday entitlement				and other			non-monetary				benefits,					and
	contributions to defined contribution plans are recognised as		an		expense		in	the period			in which			they			are
	incurred.
s)	Taxation
	The Charity is an exempt charity within the meaning ofSchedule		3		ofthe Charities Act				2011and			is	considered
	to pass the tests set out in Paragraph 1	Schedule 6 Finance Act		2010and		therefore it meets the							definition					of
	a charitable company for UK corporation	tax purposes.

		Unrestricted	Restricted	2021	2020
		Funds	Funds	f'000	f'000
Donations		614	35	649	337
Grants received			188	188	95
Job retention	scheme	596		596
		1,210	223	1,433	432

			Unrestricted	Restricted	2021	2020
			Funds	Funds	f'000	f'000
Business	interruption	claim	250		250
			250		250

31 March	and	a summary ofthe company's transactions and fina	ncial position is set out below:
			2021	2020
			f'000	f'000
			415	787
Cost ofsales			(77)	(143)
			338	644
Operating	costs		(103)	(385)
Operating	profit		235	259
Interest received
Net income		oftrading subsidiary	235	259
Distributions		to parent made under gift aid	(235)	(259)
Retained	in	subsidiary

EXPENDITURE				Staff costs f'000	Direct costs R'000	Support f'000	Total R'000
Raising funds:
Cost ofgenerating	voluntary		income	60	30		97
Costs oftrading subsidiary				35	145		180
Charitable expenditure:
Aspire Leisure Services				1,165	201	206	1,572
Research				99			99
Aspire Housing				120	489		620
Aspire Grants					121		121
Promoting Independent		Living		40	3		44
Assistive Technology				40	16		57
Welfare Benefits				65	1		66
Capital grant fund							1
Campaigning
				1,624	1,006	227	2,857

Grants paid to individuals during the year totalled F120,893(	2020:f61,432).
Included in support costs are governance costs of:	2021	2020
	R'000	K'000
Auditors' remuneration:
- For audit	9
- For other services	14
STAFF COSTS
	2021 f'000	2020 R'000
Wages and salaries	1,495	1,810
Social security costs	82	117
Pension contributions	47	61
Recruitment		3
	1,624	1,991

Total contributions	in the	year for th	e provision ofmoney purchase b	enefits for higher paid staff	were:
Number ofstaff to	whom	retirement	benefits are accruing	1	1
Total contributions	in the	year		16,220	16,421

	Group			Charity
	2021	2020	2021		2020
Aspire Leisure Centre	57	76	57		76
Other	27	27	27		27
Trading subsidiary	5	6
	89	109	84		103
TANGIBLE FIXEDASSETS
		Fixtures, Fittings
	Leasehold		and
Group and Charity	Improvements		Computers		Total
	f'000		f'000		f'000
Cost
At 1 April 2020	774		549		1,323
Additions			2		2
At 31 March 2021	774		551		1,325
Depreciation
At 1 April 2020	435		457		892
Charge for the year	53		23		76
At 31 March 2021	488		480		968
Net Book Value
At 31 March 2021	286		71		357
At 31 March 2020	339		92		431

INVESTMENTS	INVESTMENTS				Group			Charity
				2021		2020	2021		2020
				R'000		R'000	f'000		R'000
Shares in	subsidiary	undertakings
Programme	related	investment	(note 7.1)	50		50	50		50
Other investments		(note 7.2)		12		11	12		11
				62		61			61
Investment	in joint venture:
Share ofnet assets/(liabilities)			in Joint	549		98
Venture
				611		159	62		61

England on 13January 2021, company registration number is 12 King William Street, London, EC4R 9AN.	England on 13January 2021, company registration number is 12 King William Street, London, EC4R 9AN.	398051,registered office is 2nd Floor	Regis House,
PROGRAMME RELATED INVESTMENTS
Group and Charity		2021	2020
		R'000	R'000
Cost as	at 1 April	50	50
Additions	at cost
Cost as	at 31 March	50	50

7.2	OTHER INVESTMENTS	2021	2020
	Group and Charity	F'000	F'000
	Market value at 1 April		224
	Additions at cost
	Proceeds on disposal		(214)
	Gain on revaluation		1
	Market value at 31 March	12
	Historical cost at 31 March	10	10
	CCLA	12

8.	STOCK					Group		Charity
					2021		2020	2021	2020
					R'000		R'000	K'000	E'000
	Goods for sale
9.	DEBTORS					Group		Charity
					2021		2020	2021	2020
					f'000		R'000	R'000	R'000
	Amounts	falling due		within one year:
	Trade debtors				7		24
	Other debtors				28		74	28	74
	Amounts	owed by subsidiary						894	997
	Amounts	owed by joint venture —Aspire Law			17		23
	LLP
	Amounts	owed by joint venture —Aspire +
	Wealth Management			Ltd
	Prepayments		and accrued income		132		170	88	113
					195		291	1,010	1,184

UNRESTRICTED FUNDS	UNRESTRICTED FUNDS	Balance			Investment	Balance
		1 April			Gain and	31 March
		2020 f'000	Income f'000	Expenditure f'000	Transfers f'000	2021 f'000
Group
Designated	Funds
Your Fund		19	240	(141)		118
Stanmore Case Management		15			(15)
		34	240	(141)	(15)	118
Other
Aspire —other reserves		519	2,450	(2,337)	16	648
Aspire Law	LLP	98	451			549
		651	3,141	(2,4?8)		1,315
Charity
Designated	Funds
Your Fund		19	240	(141)		118
Stanmore Case Management		15			(15)
		34	240	(141)	(15)	118
Other
Aspire —other reserves		518	2,270	(2,157)	16	647
		552	2,510	(2,298)		765