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||||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|
##
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|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||||
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|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.|||||
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|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.||||||||||
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|'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|
##
##
##
##
##