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2021-03-31-accounts

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Contents

Active Gloucestershire is part of a network of Active Partnerships operating across England to establish the conditions for an active nation.

Our vision is that everyone in Gloucestershire is active every day.

We believe that physical activity can have a transformative impact on the lives of people and their communities.

At our core, we are about driving positive change.

|Contents|Contents|2|| |---|---|---| |1.1Reference and administrative details||4| |1.2Introduction from our Chair and Chief Executive||6| |1.3Structure, governance and management||14| |1.4Why we are here||18| |1.5What we set out to change and achieve
1.6Our public beneft
1.7Our achievements and work in 2020/21||20
24
26| |Helping our network keep the least active in our county moving
•Children and young people||| |•|Older adults|| |•|Disability and long-term health conditions|| |•|Place-based|| |•|Developing facilities|| |•|Changemaker programme|| |•|Tackling Inequalities Fund|| |Creation of a new strategy||| |Investment in our team||| |Securing long term investment||| |1.8Equality and diversity||46| |1.9Future plans||49| |1.10|Covid-19|50| |1.11Financial review||51| |1.12Statement of responsibilities of the Trustees||57| |Independent Auditor’s Report and Financial Statements||60|

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Reference and administrative details

1.1 Reference and administrative details

For the year ended 31 March 2021

Company no. 07344552 Charity no. 1138546

Registered office and operational address

City Works

Alfred Street Gloucester GL1 4DF

Trustees

Alice Cline Appointed 5 November 2020 Candace Plouffe Retired by rotation 25 May 2020 Caitlin Dalton Appointed 5 November 2020 David Newton

Emma Owen

Jan Bowen-Nielsen (Chair)

Jon McGinty

Lauren Cairns Appointed 5 November 2020 Tania Hamilton Terrance Smith

Susan Bailey Resigned 7 April 2020

Principal staff

Tom Beasley Chief Executive Officer (“CEO”) (from 1 April 2020)

Bankers

CAF Bank Limited

25 Kings Hill Avenue Kings Hill West Malling Kent ME19 4JQ

Auditors

Hazlewoods LLP

Chartered Accountants and Statutory Auditors Staverton Court Staverton Cheltenham GL51 0UX

Introduction from our Chair and Chief Executive Officer

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1.2 Introduction from our Chair and Chief Executive Officer

Jan Bowen-Nielsen, Chair

Over the course of the last year, Covid-19 disrupted the lives of everyone across Britain. It separated us from loved ones, confined us to our homes and society as we knew it, effectively, shut down.

It also laid bare our nation’s stark health inequalities. Not only were certain groups more vulnerable to the virus itself, but during the lockdown, it became apparent, that those whose physical and mental health would benefit most from exercise, were the ones least able to access and engage in it.

The pandemic had an enormous impact on traditional methods of delivering sport and physical activity. Leisure centres, pools and gyms closed. Community sport was forced to stop and non-essential face to face contact was banned.

To counter this shut down and the inevitable impact on people’s wellbeing, the government made clear the importance of staying active by getting outside and exercising. As a result, we began to see groups of families out walking together, bike sales increase and runners

pounding the pavements. New physical activity initiatives, such as ‘PE with Joe’, took the country by storm and there was a perception that as a nation, we were actually moving more.

However, in reality what we were witnessing was a growing divide between those who were already fairly active, becoming more active and those who were inactive before the pandemic, finding it even harder during lockdown and therefore falling further behind.

Many people across Britain, faced unique Covid-19 related challenges, which influenced their attitudes and behaviour towards physical activity, and ultimately reduced their physical activity levels.

People from ethnically diverse communities, younger people (aged 16-24) and people from lower socioeconomic groups struggled with financial uncertainty, unemployment worries and less disposable income, leaving them less able and motivated to get active.[1] Many disabled people and older adults were simply unable to exercise independently outdoors. Those who prior to lockdown had enjoyed the social benefits of exercising with other people found that exercising alone held little appeal. In addition some disabled and older people experienced anxiety around contracting and spreading the virus and the effectiveness of safety measures imposed at indoor facilities.[2]

Children whose main engagement in physical activity had come through school or community based activity, also found it harder to get active. Many missed the social aspects of team-based community sport and experienced lower levels of enjoyment and motivation during lockdown. Some, with limited space indoors to exercise, no garden

1 Innovation open call | Sport England, Understanding the impact of Covid-19 (Sport England Report, Jan 2021)

2 Innovation open call | Sport England, Understanding the impact of Covid-19 (Sport England Report, Jan 2021)

Introduction from our Chair and Chief Executive Officer

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or fewer green spaces to access, also missed out on the benefits of physical activity and struggled with higher levels of depression, anxiety, stress and loneliness during the pandemic.[3]

Nationally, the proportion of adults classed as inactive between mid-March and mid-May 2020, rose by 7.4% (3.4 million people) and the proportion of children reporting they were active from mid-May to mid-July 2020, fell by 2.3% to 51.1%.[4]

The same trend was apparent across Gloucestershire. Between November 2019 and November 2020 (8 months of which the county was in lockdown), inactivity rates for over 75 year olds jumped to 47.3 % (from 41.1% in 2018/19).[5] This is particularly worrying, when you consider that inactivity amongst this age group had been decreasing over the past six years (52.7% of over 75s were inactive in 2015/16).[6]

Inactivity amongst children in Gloucestershire also rose during 2020, with 30% of children doing two hours of activity or less each week (up from 28%), far less than the recommended one hour of recommended daily activity.[7] In addition, the percentage of children reporting low mental health rose to 14.1% in 2020, with fewer children finding it easy to make and keep friends (69.4%, up from

3 Ibid

4 Understanding the impact of Covid-19 (Sport England Report, Jan 2021)

5 Sport England Active Lives survey 2019/20

7 Gloucestershire Healthy Living and Learning Pupil Wellbeing Survey

62.9%).[8] There was also a rise in the rates of inactivity amongst disabled people across our county (36.7%, up from 34.3% in 2018/19.)[9]

Faced with these glaring inequalities, we had to swiftly and radically rethink the way in which we enabled our movement and supported those who were least active in our county to keep moving. Our role as a backbone organisation became key.

Our main priorities were:

8 Gloucestershire Healthy Living and Learning mental wellbeing survey of pupils (2012-2020 summary data)

9 Sport England Active Lives survey 2019/20

Introduction from our Chair and Chief Executive Officer

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For all the challenges this pandemic has given rise to, it has also created new opportunities for us to explore. There is now a fundamental recognition by the government and scientists of the vital role exercise can play in improving the physical and emotional health of our nation, making it easier for those in the physical activity sector to drive their agendas forward.

We have seen local communities reach out and support one another when faced with adversity, presenting us with an opportunity to further explore grass roots, communityled physical activity initiatives.

The normalisation of home working during lockdown, also created more opportunity for many of us to weave physical activity into our working week. As such, many employers have come to acknowledge the benefits of a physically active workforce, both in terms of staff wellbeing and productivity.

As the dust settles on this pandemic, it is up to us to seize the opportunities we have been presented with and work to make physical activity easy and enjoyable for everyone.

Jan Bowen-Nielsen Chair

Tom Beasley, Chief Executive

Last year, as much of our county entered an enforced hibernation, we learnt how to become agile and adaptable when delivering our work.

Some projects including some of our school-based work were forced to go on hold, whilst other projects which involved us working in collaboration with health care professionals, accelerated.

The pandemic provided us with the opportunity to work with new partners and reach new people. It taught us the importance of building strong relationships based on a shared vision and common values and encouraged us to honestly evaluate what was working well and what wasn’t.

We also took more time to talk to the communities we worked with and learn about the inequalities they faced and the support that they needed. Sport England’s ‘Tackling Inequalities’ funding provided us with an opportunity to finance more community led projects and work in partnership with new organisations such as Gloucestershire Funders.

Introduction from our Chair and Chief Executive Officer

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Here are some of our highlights from 2020/21:

Looking ahead, we will focus our efforts on supporting organisations to reopen safely and return to some sense of normality. We have learnt so much over the course of 2020, about our communities and our partners. I am keen that we apply this knowledge and capitalise on the relationships we have built, to help our sector reach more inactive people and reduce the stubborn inequalities that continue to persist in sport and physical activity.

Tom Beasley Chief Executive

Structure, governance and management 14[|] 15

1.3 Structure, governance and management

i. Legal status, date of incorporation and date of charity registration

Our organisation is a private company limited by guarantee, incorporated in England and Wales, on 12 August 2010. It was registered as a charity on 25 October 2010 and its objects and powers are set out in its Articles of Association.

ii. Our charity objects

iii. Governance

It is the responsibility of the Board and Chief Executive to ensure that Active Gloucestershire has effective governance arrangements, including a sound system of internal control, as well continuously striving to improve its governance and meeting changing legal and other requirements.

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Structure, governance and management

Our Board includes a Finance and Resources Committee (FRC) and a Nominations and Remuneration Committee (NRC). The FRC works with senior management to review all aspects of our organisation’s finance, human resources and information and communications technology regularly and rigorously. The NRC works with the Chief Executive to ensure that the composition and performance of our Board, Chief Executive and senior management team are optimal and support the needs of our organisation.

Our organisation’s day-to-day business is delegated to the Chief Executive and through them, to other staff. Our policies manual and financial procedures handbook identify matters that are reserved for consideration by our Board and sets out the process for urgent action to be taken by our Chair.

vii. Pay and remuneration

Provision for salary increases is included in the budget-setting cycle. The Chief Executive has authority to award performance-related salary increases in one-off, non-recurring instances, consistent with and not exceeding the overall provision included in the approved budget. Any increase over and above the approved provision requires Trustee approval. The NRC is responsible for making recommendations to our Board, regarding the Chief Executive’s and senior management team’s remuneration.

viii. Related parties

There are no subsidiaries or charities controlled by the same Trustees.

ix. Risk statement

Our Trustees consider the major risks facing our organisation and have established systems and controls to mitigate them, which are regularly reviewed.

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Why we are here

1.4 Why we are here

Physical inactivity in Gloucestershire

The benefits of an active lifestyle are well documented. Moving more can improve both your physical and mental health. It can boost success at school and at work and increase your social connectedness. Yet, across Gloucestershire, 110,200 adults (21.1%)[10] do not move enough to benefit their health, a figure that is up by 2000, from 2018/19.[11]

Ageing populations, stark inequalities between districts, youth obesity and mental health problems are driving and sustaining inactivity in our county. As such, participation levels amongst certain groups remain persistently low.

36.7%

of people with disabilities and long-term health conditions are inactive[12]

28.3%

of people aged 55 years and over are inactive[13]

13 Ibid.

30%

of pupils are doing 2 hours or less of activity a week[14]

29.4%

of non-white British are inactive[15] *

of people in routine/semiroutine jobs and those who are long-term unemployed or have never worked are inactive[16]

24.5%

Sadly, the pandemic brought these inequalities into much sharper focus and reminded us that there is more to do to ensure that those who stand the most to gain from being physically active are able to access and enjoy the benefits of an active lifestyle.

14 Pupil Wellbeing Survey

15 Active Lives survey 2019/20

16 Ibid

*N.B. The non-white British category is an amalgam of all other ethnic groups and often large differences between various ethnicities and their physical activity levels can exist.

10 Active Lives survey 2019/20

11 Active Lives survey 2018/19

12 Active Lives survey 2019/20

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What we set out to change and achieve

1.5 What we set out to change and achieve

i. Our strategy

We are in the final year of our current strategy. We continue to work towards achieving our aims, whilst reviewing our long term plan and agreeing our strategic approach over the next ten years.

Our new strategy was approved by our Board in March 2021 and will be supported by a business plan, to be reviewed annually from April 2021.

Strategy 2017 - 2021

Vision

Everyone in Gloucestershire active every day

Mission

We will unite organisations and people around the we can move movement and enable them to make it a reality

Why?

We believe that being physically active can have a transformative impact on people’s lives, with those who do the least having the most to gain

Delivery approach & plans

We Can Move ‘whole system’ approach

Function & Individual Activity Plans

Brand

Values: Collaboration + Innovation + Sustainability

Aims & objectives

More people moving more

30,000 of the county’s least active people are moving more (based on we can move analysis)

It is easy and normal to be physically active in Gloucestershire

Increase the size, diversity and health of the we can move movement

Demonstrable changes in Gloucestershire’s culture/system in relation to physical activity

Be an effective and sustainable backbone organisation for we can move

Governance for we can move is working effectively and decisions are being taken from across the movement

Effective delivery of the six core areas of a backbone organisation

Have a healthy and sustainable income that allows continuation of our role as a backbone organisation for we can move

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What we set out to change and achieve

ii. We can move

We know that the opportunities to be physically active and the benefits that this brings are not shared equally across our communities and that where we live, our ethnicity, our age and our health can affect our activity levels.

Our approach to confronting these inequalities and redressing this imbalance is we can move , a social movement that unites people around its mission: to get the least active people in our county moving more and make physical activity the norm. It is a whole system approach, addressing all aspects of our daily life, to create an environment in which everyone can be physically active.

Active Gloucestershire has become the backbone organisation for we can move .

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iii. Our role and activities

Inspire

We unite people and organisations behind a common vision, guide strategy and run campaigns that inspire people to be active.

We help people and organisations to advocate for county policies that promote physical activity.

Connect

We bring people together to support each other, collaborate and share what they have learnt in working to bring about change.

We encourage the building of shared measures that help us all see the difference we are making to our systems and environment to increase physical activity.

Enable

We provide insight into what our county looks like in terms of physical activity – key data, statistics and facts that can help shape what we do to bring about our vision.

We provide training, workshops and consultancy which stimulate debate and provide ideas on how to get people active.

Our public benefit

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1.6 Our public benefit

The Trustees confirm that they have complied with the duty in Section 4 of the Charities Act 2011 to have due regard to the Charity Commission’s general guidance on public benefit when reviewing aims and objectives and in planning future activities. The charity’s objects have been agreed with the Charity Commission and reflect the Commission’s public benefit requirements for charities.

We continue to have significant charitable purpose and tangible public benefit. Being physically active has immense benefits to individuals, communities and the population as a whole.

Wellbeing

Physically active people feel better about themselves, leading to improved physical and mental health, balanced lives, brighter outlooks and more positive relationships

Productivity

Happier, healthier, active people tend to be more disciplined, do more and try harder, leading to improved performance at school, less time off through illness and greater productivity at work

Community

Physical activity brings people and communities together, increases social integration and reduces crime

Environment

Physically active people are more likely to engage in physically ‘active travel’, including walking and cycling to work, school, the shops and for leisure, rather than travelling by car, with commensurate benefits to the environment.

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Our achievements and work in 2020/21

1.7 Our achievements and work in 2020/21

Our key achievements this year fall into four areas:

01 Helping our network keep the least active in our county moving

The pandemic, without question, challenged our ability to support our network and keep the least active and most vulnerable people in Gloucestershire moving. As traditional modes of delivering sport and physical activity were no longer viable, we had to maintain an agile and flexible approach to our work. We were forced to stop some of our programmes and adapt others.

The following pages provide a summary of our work over the course of 2020/21.

Our achievements and work in 2020/21 28[|] 29

Children and young people

The pandemic left children and young people facing enormous mental health challenges. Many struggled with loneliness and isolation and others felt lost and worried about the future.

We know that physical activity can combat poor mental health by boosting self-esteem and helping to alleviate anxiety, stress and depression. Therefore during 2020/21, we explored the role physical activity can play in supporting the wellbeing of vulnerable children and young people. We also connected up partners from across the system, enabling them to continue supporting children, as part of the Covid-19 recovery process.

Our work in 2020/21

• Satellite clubs provide opportunities for inactive young people aged 12-19 to become more active in a setting that is familiar to them. During the pandemic, we helped clubs move their programmes online and engage with their participants in new and innovative ways.

16

satellite clubs funded

443

young people given help to stay active

• We facilitated partnerships between key organisations involved in the provision of care for vulnerable children. Introducing Play Gloucestershire , (a local charity delivering creative play to children from deprived communities) to Gloucestershire County Council , enabled them to showcase their work. This led to the Council releasing funding to Play Gloucestershire enabling them to deliver a play nurture based project, supporting 74 children (67 classed as vulnerable) , aged 7-16 years old, across the county’s six districts.

Our achievements and work in 2020/21 30[|] 31

Older adults

Covid-19 has had a devastating effect on the physical and mental health of older adults in Gloucestershire. Being forced to stay indoors, has left many older people with reduced mobility, muscle weakness and joint pain.

The social isolation experienced by many older residents, as a result of the lockdown has impacted their mental health too, with a number reporting increased anxiety, stress and low mood.

Our focus during 2020/21 has been to address these immediate challenges, whilst also reaching out to partners across the system to collaboratively tackle some of the Covid-19 related challenges facing Gloucestershire’s older adults.

Our work in 2020/21

Our achievements and work in 2020/21 32[|] 33

Disability and long-term health conditions

We know that disabled people and those with long-term health conditions often want to be more active. However, the pandemic left many feeling anxious about leaving home to exercise, further exacerbating feelings of social isolation.

Research also showed that disabled people and those with long-term health conditions were less likely to find new ways to be active during the pandemic or to be using exercise to manage their physical or mental health.

During the pandemic, we focused on providing opportunities for disabled people to stay active, shaping the behaviour of health care workers who support disabled people and connecting with new and existing partners.

Our work in 2020/21

Our achievements and work in 2020/21 34[|] 35

Place-based

Although the pandemic tested our resolve both as individuals and as a nation, it also revealed the richness, capacity and strength of communities across the country. Gloucester is one such community.

During the pandemic, there emerged a palpable community spirit across the city - a desire amongst local organisations and individuals to kick-start community led projects that would get people out of their homes and enable them to be more physically active.

During 2020/21, we built partnerships based on shared principles, which recognised the inherent value of community led activity and harnessed the energy and insight of local residents by encouraging and investing in locally run initiatives across Gloucester. In doing so, we learnt more about the people, spaces and passions that drive these communities and have helped to shape an environment in which local residents are better able to shape the outcomes of their own community.

Our work in 2020/21

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Our achievements and work in 2020/21

Developing facilities

The pandemic has had an enormous impact on the places people go to be active - from playing fields and tennis courts to community centres and swimming pools.

Fluctuating between complete shutdowns and tentative re-openings, facility operators have had to work hard to keep people active, whilst also keeping them safe. At the same time, there has been a reawakening around the importance and value of active travel, as people have sought alternatives to public transport and car usage. Exercising in parks and green spaces and has also grown in popularity. During the last year, we have focused on responding to these challenges and opportunities.

Our work in 2020/21

With the support of DfE/Sport England funding we continued to help 43 of the county’s primary, secondary and special schools to secure or improve public use of their sport and active leisure facilities. We offered information, advice and guidance around how to open in a Covid-secure way.

Our achievements and work in 2020/21 38[|] 39

Changemaker programme

The Changemaker programme co-ordinates and signposts its community of we can move Changemakers to inspiring events, practical training, toolkits, networks, online learning, insight, resources and peer support.

In doing so, it equips them with the tools they need to shape the energy and direction of the movement, ensuring that it is skilled, knowledgeable, and representative of the individuals, communities and professions it supports. Due to the pandemic, we had to rethink our programme–what it included and how it was delivered.

Our work in 2020/21

We delivered 40 + online training events, networks and workshops with approximately 600 participants.

Our achievements and work in 2020/21 40[|] 41

Tackling Inequalities Fund

In late March 2020, shortly after restrictions on exercising were introduced, a national survey assessing people’s activity levels and attitudes to physical activity was commissioned by Sport England.

The results made it apparent that certain groups of people were disproportionately affected by the pandemic and that the lockdown was significantly impacting their ability to be physically active. In response to this widening inequality, Sport England established the Tackling Inequalities Fund (TIF). Its aim was to try and reduce the negative impact of the lockdown on activity levels in under-represented groups. It specifically focused on supporting people in lower socio-economic areas, ethnically diverse communities, disabled people and those with long-term health conditions.

Sport England tasked Active Gloucestershire along with the other 42 Active Partnerships across the country to distribute the funds on their behalf. This localised approach was adopted because of our extensive network and our established reach within the community. Using our connections and insight, we were able to identify those most in need and allocate the funds to them.

Our process

In order to distribute funds efficiently, the whole staff team spent time identifying community groups that needed support. A small number of staff, then acted as a ‘panel’, assessing applications, advising on next steps and providing support to organisations that lacked either the time or capacity to make applications to formal funding pots.

Throughout the process, we reached out to new partners, such as the Gloucestershire Funders Board (a group of local funding bodies) and trusted partners, including the Voluntary and Community Sector Alliance, district councils, ‘Know Your Patch’ leads and the County Council and encouraged them to signpost relevant groups to the fund. This partnership working has enabled us to build new strategic relationships and strengthen existing ones.

Project need

Project need largely fell into one of two categories: new initiatives and hardship. Funding for new initiatives, focused on helping organisations to adapt the delivery of their services in line with government restrictions and find new ways to engage participants in physical activity. Hardship funding enabled groups to secure the funds they needed to stay open and operational.

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Our achievements and work in 2020/21

Funding impact

£98,121 of funding distributed.

46

projects assisted.

34

projects engaged participants in new initiatives.

projects received hardship funding (some applications served both purposes.)

23

11

ethnically diverse projects or groups received funding.

18

projects focusing on children and young people received funding.

projects focusing on supporting 34 people in deprived areas received funding.

By investing in place-based and partnership working, TIF funding has reached several priority audiences. Projects have included family fitness trails in areas of deprivation, online inclusive yoga, exercise classes in the park for older adults, digital training and activities for ethnically diverse carers and wellbeing photography walks.

Next steps

Moving into phase 3 of the fund, we have successfully applied for an additional £50,000 to allocate to community groups. We are currently in the process of delivering a series of support events entitled ‘Active Communities’, which aims to connect up a variety of organisations and enable them to share their learning.

The first of these events, delivered in February, was positively received with 40 organisations attending to discuss the needs of residents and future ambitions. We are now planning to run an additional session, with the aim of encouraging groups to collaboratively tackle the challenges they face around re-opening and re-starting delivery of their services and programmes.

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Our achievements and work in 2020/21

02

Creation of a new strategy

Following a period of consultation with our communities, system leaders, funders and those working in the physical activity sector, we have agreed upon an exciting new strategy to take us up to 2030. It seeks to connect people across the county, inspire them to improve their lives through physical activity and significantly reduce Gloucestershire’s inactivity rates within the next 10 years.

03

Investment in our team

During 2020/21 we continued to develop the skillset and knowledge of our staff, delivering virtual training sessions that would help us to:

Training has included:

Working with experts

04 Securing long term investment

In February 2021, we secured investment for the delivery of we can move , of £150,000 for five years from Gloucestershire’s Health and Wellbeing Board. This investment recognises the key role physical activity can play in transforming the health and wellbeing outcomes of individuals, families and communities across the county. In addition, it acknowledges the need for an integrated, whole systems approach to managing large-scale health and wellbeing challenges.

Equality and diversity 46[|] 47

1.8 Equality and diversity

During 2020/21 our diversity action plan drove much of our work on equality and diversity. It is an ambitious framework which details how we are promoting and embedding sound equality and diversity practices within our organisation.

It also looks at how we are tackling inequalities in the sport and physical activity sector by reaching and working with under-represented groups within the we can move movement and providing them with greater opportunities to access physical activity.

Below are some of the areas of the plan that we have actioned this year.

Equality and diversity steering group

We established a steering group that meets bi-monthly. Its purpose is to raise awareness of equality and diversity topics, oversee the implementation of the diversity action plan and encourage accountability.

Staff and Board diversity surveys

We undertook annual staff and Board diversity surveys, in May 2020 and March 2021 respectively, the results of which will be used to inform future recruitment drives. At the end of March 2021, the gender balance on our Board was 55.5% female (5/9) and 44.4% male (4/9). Amongst employees, it was 46.1% female (6/13) and 53.8% male (7/13).

Training

We engaged new partners to deliver staff training on challenging racial bias and racism, unconscious bias, LGBTQIA awareness and inclusive communications. These were followed up with lunch and learns where staff were invited to share their feedback and learning from the courses. We also explored how we could apply the knowledge and insight to our own organisational practices to help us become more inclusive and accessible.

Ethnically diverse communities engagement strategy

The Black Lives Matter movement which swept through America and the UK midway through 2020, had a profound effect on our staff. It led us to question both our organisation’s commitment to racial equality and the authenticity of our actions to date. It proved to be a catalyst for change, leading us to sharpen our priorities and create a set of actions designed to engage and better understand ethnically diverse communities within Gloucestershire.

Inclusive recruitment

During 2020/21, we made a commitment to trialling a new, more inclusive approach to recruitment. Initially, this involved working with the Young Trustees Movement, a London based company that seeks to increase the number of young Trustees on Boards across the UK. We were keen to increase the age diversity on our Board and so utilised their expertise to advise on and help shape a targeted recruitment strategy. This resulted in the appointment of three young Trustees to our Board, in October 2020.

48[|] 49

1.9 Future plans

In March 2021, we agreed to introduce further initiatives aimed at making our internal recruitment processes fairer and more inclusive.

These included:

In March 2021 we launched our new strategy. This long term plan will take us to 2030 and has been codesigned with our partners, funders and networks. Gloucestershire Health & Wellbeing Board have already committed to funding the work of we can move over the next five years and our strategy closely aligns to that of our other major funder Sport England. Sport England have made a commitment to continuing to fund Active Partnerships throughout the duration of their new ten year strategy and we are in discussions with them about a three year funding agreement.

Our new strategy builds on the learning from the last four years but also recognises the significant impact that Covid-19 has had in our sector and communities. Our long term goal remains to grow we can move around being physically active, with those who champion this, becoming the leaders and instigators and Active Gloucestershire, the facilitators.

50[|] 51

1.10 Covid-19

Although Covid-19 continues to affect the way in which we have undertaken our work, we have not experienced any significant negative impact on funding in 2020/21 and do not expect any major changes to income levels in 2021/22.

Our major funder, Sport England, extended our funding agreement early in 2020 by one year, to end in March 2022. We are working in partnership with Sport England to discuss a further three year funding extension from April 2022.

Despite our strong position, we continue to manage our costs carefully to ensure that we mitigate any further risks posed by Covid-19, including any further national lockdowns, which during 2020/21 impacted our ability to deliver our programmes as we had originally planned. We are in regular discussions with our funders and have been able to agree adaptations or changes to targets associated with funding as a result of the pandemic.

We do not believe that Covid-19 poses a risk to our long term sustainability and positive discussions are taking place with Sport England regarding funding, post March 2022. Additionally, we have secured a further investment from the Gloucestershire Health & Wellbeing Board for £150,000 a year for the next five years.

In the unlikely case that we are unable to secure funds to continue our work, we have taken appropriate measures including holding both a separate designated redundancy reserve and up to six months cash, in line with our reserves policy.

1.11 Financial review

It is hard to commence any review of 2020/21 without using the words Covid -19. Clearly the pandemic has had a massive effect on all of us, not only as individuals but also within the business sector and perhaps more significantly within the charitable sector. Those charities reliant on public support and fundraising have been the hardest hit. Active Gloucestershire (AG) does not rely on public support by fundraising nor seeking funds from trusts or foundations to run its core operations. Principal sources of funding come from Sport England (SE) grants mainly funded via the National Lottery, a contract with the local NHS Clinical Commissioning Group (CCG) and the local County Council.

It must be said that AG is in a very fortunate position in that our sources of income have been largely unaffected. Indeed, both SE and the CCG have provided additional resources to AG to enable us to help organisations within the community manage the effects of Covid on the groups they support.

The financial year 2020/21 saw a minor increase in income from 2019/20. That being said there were, as indicated above, additional one-off support packages provided to the community from SE and the CCG. The below summaries those movements.

Financial review 52[|] 53

The increase in income

received can be analysed as follows:

i. Increases (+) / decreases (-) in Sport England funding

ii. Other income streams

Whilst the impact of Covid-19 on our income stream was limited, that cannot be said of the levels of expenditure. School closures and the effects of lockdown on community organisations clearly affected our capacity to deliver programmes and the increase in overall funds mentioned below can largely be attributed to our inability to deliver as planned.

Expenditure levels can be analysed as follows:

The original plan for 2020/21 was to see a reduction in overall funds of £140k. As a result of the above factors, we in fact increased our funds by £202k - clearly disappointing but quite understandable when one considers how Covid-19 has affected the country. Both SE and the CCG have indicated that carry forward of those underspent funds will not be the subject of clawback in 2021/22. This is good news and shows the close partnership working that exists between us, SE and the CCG.

The Board has reviewed the proposed commitments to proposed direct delivery and will continue to pay close attention to this area of activity. However, our Trustees are very aware of the effects of our spend, as a result of Covid-19.

Business efficiencies

The organisation strives to operate efficiently and seek efficiency savings throughout its various work plans. The administrative costs are monitored closely and has remained at 6% of income over the recent financial year.

54[|] 55

Financial review

Funding sources

The Board has continued to work towards reducing our reliance on SE as our principal funder. However, 2020/21 is perhaps not a year to be able to accurately benchmark any pattern of reliance on one funder.

Cost of fundraising

The organisation is not a fundraising charity when compared to other organisations within the charitable sector that fund most of their expenditure through donations and appeals. Our funding principally comes from SE grants and third-party contracts. Limited funds are sourced from other grant giving organisations via direct applications. Accordingly, the cost of fundraising is relatively modest at around 5%, and is expected to remain around this level, going forward.

Treasury management

The organisation has large amounts of cash available. Trustees are mindful that cash surpluses should be earning a rate of return as investments. Notwithstanding that, with the current rates of returns available and the cash requirements of the organisation, our Trustees’ main priority is to protect those funds. Accordingly, AG has deposits with seven separate financial institutions utilising the financial guarantee scheme of £85,000. Deposits of more than the £85,000 limit are at risk should a bank fail and Trustees regularly review deposits and cash flow.

Loss due to fraud

Unfortunately, during 2020/21 AG was the subject of a one-off sophisticated cyber-attack, whereby an e-mail from a supplier was intercepted and the bank account details fraudulently changed. On detection, the matter was reported to the banks, police fraud unit and Charity Commission. The perpetrators could not be traced and a loss of £6,300 was incurred. Following the incident, our IT and operational procedures were reviewed and strengthened.

Outlook for 2021/22 and beyond

Like many organisations in the country the Covid-19 pandemic will considerably affect how we as an organisation go forward with our plans. That being said, AG is in a better position than most, with firm commitments of funding from both SE and the CCG, which should allow us to plan with more certainty than most.

Reserves policy

The Trustees have considered the key risks facing the charity. Active Gloucestershire is dependent on certain significant funding sources for its current level of operations. To deliver the organisational strategy, the charity would need to find alternative funding sources in the event of a significant reduction in income. The Trustees estimate that this may take 3-6 months. Over that time, the charity would need to pay salaries and overheads from reserves. On this basis, 3 to 6 months of the planned expenditure on salaries and overheads is £190,606 to £351,332.

56[|] 57

Unrestricted designated funds are unrestricted funds that the Trustees have chosen to allocate to a specific purpose. Accordingly, it is considered that the value of these funds is excluded from the reserve policy calculations. Only general unrestricted funds are considered when measuring against the reserves policy calculations above. On 31 March 2021, the actual level of unrestricted general reserves was £285,587 (31 March 2020 - £272,717) and therefore within the policy.

Unrestricted designated funds on 31 March 2021 totalling £205,961 (2019/20 £135,347) related to planned future expenditure and are explained in note 14 in the financial statements. In addition, Active Gloucestershire held unspent restricted funds on 31 March 2021 of £462,428 (2019/20 £353,859). These are carried forward to 2021/22 and will be spent in accordance with the stated purpose of the funds.

1.12 Statement of responsibilities of the Trustees

The Trustees (who are also directors of the charity for the purposes of company law) are responsible for preparing the Trustees’ report and the financial statements in accordance with applicable law and United Kingdom accounting standards, including Financial Reporting Standard 102. The Financial Reporting Standard, applicable in the United Kingdom and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

Company law requires the Trustees to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charity and of the income and expenditure of the charity for that period.

In preparing those financial statements the Trustees are required to:

58[|] 59

Statement of responsibilities of the Trustees

The Trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time, the financial position of the charity and which enable them to ensure that the financial statements comply with the Companies Act 2006. The Trustees are also responsible for safeguarding the assets of the charity and therefore for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In so far as the Trustees are aware:

The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom, governing the preparation and dissemination of financial statements, may differ from legislation in other jurisdictions.

Members of the charity guarantee to contribute an amount not exceeding £10 to the assets of the charity in the event of winding up. The Trustees are members of the charity, but this entitles them only to voting rights. The Trustees have no beneficial interest in the charity.

Auditors

Hazlewoods LLP Chartered Accountants and Statutory Auditors continue to act as auditors to Active Gloucestershire.

Approved by the Trustees on 22[nd] July 2021 and signed on their behalf by:

Jan Bowen-Nielsen

60[|] 61

Independent Auditors' Report

To the Members and Trustees of

Active Gloucestershire

Opinion

We have audited the financial statements of Active Gloucestershire (the 'charitable company') for the year ended 31 March 2021 which comprise the statement of financial activities, balance sheet, statement of cash flows and the related notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102: The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

Independent Auditors' Report

To the Members and Trustees of

Active Gloucestershire

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

In our opinion, the financial statements:

Opinion on other matters prescribed by the Companies Act 2006

▪ have been prepared in accordance with the requirements of the Companies Act 2006.

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

We have nothing to report in respect of the following matters in relation to which the ISAs (UK) require us to report to you where:

▪ the trustees have not disclosed in the financial statements any identified material uncertainties that may cast significant doubt about the charitable company’s ability to continue to adopt the going concern basis of accounting for a period of at least twelve months from the date when the financial statements are authorised for issue.

Other information

The trustees are responsible for the other information. The other information comprises the information included in the annual report other than the financial statements and our auditor’s report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In our opinion, based on the work undertaken in the course of the audit:

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Directors Report included in the Trustees’ Report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

Responsibilities of the trustees

As explained more fully in the Trustees’ Responsibilities Statement set out in the Trustees’ Report, the trustees (who are also the directors of the charitable company for the purpose of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charity or to cease operations, or have no realistic alternative but to do so.

62[|] 63

Independent Auditors' Report

To the Members and Trustees of

Active Gloucestershire

Our responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Independent Auditors' Report

To the Members and Trustees of

Active Gloucestershire

Use of our report

������������������������������������������� members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the �������������������������������������������������������������������������������������������������������r purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone ������������������������������������������������������������������������������������������� opinions we have formed.

Scott Lawrence FCA (Senior Statutory Auditor)

For and on behalf of: Hazlewoods LLP Chartered Accountants and Statutory Auditors Staverton Court Staverton Cheltenham GL51 0UT

Date: 30 July 2021

Owing to the inherent limitations of an audit, there is an unavoidable risk that material misstatements in the financial statements may not be detected, even though the audit is properly planned and performed in accordance with ISAs (UK).

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

64[|] 65

Active Gloucestershire

Statement of Financial Activities (incorporating an Income and Expenditure Account)

For the Year Ended 31 March 2021

Note
Income from:
Donations
3
Charitable activities
4
Investments
Other
5
Total Income
Expenditure on:
Raising funds
Charitable activities
Total expenditure
6
Net income /
(expenditure)
Transfers between funds
Net movement in funds
Reconciliation of funds
Total funds brought
forward
Total funds carried
forward		 Restricted
Funds
£
-
747,094
-
5,588
752,682
-
644,412
644,412
108,270
299
108,569
353,859
462,428		 Unrestricted
Funds
£
208,923
299,715
2,418
-
511,056
37,584
389,689
427,273
83,783
(299)
83,484
408,064
491,548		 Total
2021
£
208,923
1,046,809
2,418
5,588
1,263,738
37,584
1,034,101
1,071,685
192,053
-
192,053
761,923
953,976		 Total
2020
£
238,410
977,446
2,596
-
1,218,452
37,444
1,052,825
1,090,269
128,183
-
128,183
633,740
761,923

All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in note 14 to the accounts.

Active Gloucestershire

Balance Sheet

As at 31 March 2021
Notes
Fixed assets
Tangible assets
11
Current assets
Debtors
12
Cash at bank and in hand
Liabilities
Creditors: amounts due within one year
13
Net current assets
Net assets
14
Funds
Restricted income funds
Unrestricted funds:
Designated funds
General funds
Total charity funds
15
2021
£
3,212
55,845
1,014,715
1,070,560
(119,796)
950,764
953,976
462,428
205,961
285,587
953,976		 2020
£
5,773
58,313
869,149
927,462
(171,312)
756,150
761,923
353,859
135,347
272,717
761,923

Approved by the trustees on 22[nd] July 2021 and signed on their behalf by

Jan Bowen-Nielsen - Chair

66[|] 67

Active Gloucestershire

Statement of Cash Flows

For the year ended 31 March 2021

Cash used in operating activities:
Net movement in funds
Adjustments for:
Dividends, interest and rents from investments
Depreciation
Decrease / (increase) in debtors
(Decrease) / Increase in creditors
Net cash provided by operating activities
Cash flows from investing activities:
Interest received
Purchase of tangible fixed assets
Net cash provided by / (used in) investing activities
Increase in cash and cash equivalents in
the year
Cash and cash equivalents at the beginning of the year
Cash and cash equivalents at the end of the year		 2021
£
192,053
(2,418)
2,561
2,468
(51,516)
143,148
2,418
-
2,418
145,566
869,149
1,014,715		 2020
£
128,183
(2,596)
2,560
55,758
30,380
214,285
2,596
-
2,596
216,881
652,268
869,149

Active Gloucestershire

Notes to the Financial Statements

For the Year Ended 31 March 2021

1. Accounting policies

a) Basis of preparation

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities in preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

Active Gloucestershire meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy notes.

b) Going concern basis of accounting

The financial statements have been prepared on the assumption that the charity is able to continue as a going concern, which the trustees consider appropriate having regard to the current level of unrestricted reserves. There are no material uncertainties about the charity's ability to continue as a going concern.

c) Income

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the item of income have been met, it is probable that the income will be received and the amount can be measured reliably.

Amounts received during the year relating to specific periods are spread over the periods to which they relate. Capital grants are treated as restricted funds against which the assets purchased are depreciated over their useful life.

68[|] 69

Active Gloucestershire

Notes to the Financial Statements

For the Year Ended 31 March 2021

1. Accounting policies (continued)

d) Donated services and facilities

Donated professional services and donated facilities are recognised as income when the charity has control over the item, any conditions associated with the donated item have been met, the receipt of economic benefit from the use by the charity of the item, is probable and the economic benefit can be measured reliably. In accordance with the Charities SORP (FRS 102), general volunteer time is not recognised.

On receipt, donated professional services and donated facilities are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt.

e) Interest receivable

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity: this is normally upon notification of the interest paid or payable by the bank.

Active Gloucestershire

Notes to the Financial Statements

For the Year Ended 31 March 2021

1. Accounting policies (continued)

j) Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

k) Cash at bank and in hand

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 of acquisition or opening of the deposit or similar account.

l) Creditors

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

m) Financial instruments

f) Funds accounting

Unrestricted funds are available to spend on activities that further any of the purposes of the charity. Designated funds are unrestricted funds of the charity which the trustees have decided at their discretion to set aside to use for a specific purpose. Restricted funds are donations which the donor has specified are to be solely used for particular areas of the charity's work or for specific projects being undertaken by the charity.

g) Expenditure and irrecoverable VAT

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably.

The company only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are recognised at amortised cost using the effective interest method.

n) Pension costs

The company operates a defined contribution pension scheme for its employees, in accordance with the government's auto-enrolment regulations. There are no further liabilities other than that already recognised in the statement of financial activities. The total employer pension contributions payable in the year were £31,094 (2020: £30,006). Pension costs are allocated to projects on the same basis as staff costs.

o) Accounting estimates and key judgements

Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

h) Allocation of support and governance costs

Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Governance costs are the costs associated with the governance arrangements of the charity, including the costs of complying with constitutional and statutory requirements and any costs associated with the strategic management of the charity’s activities. These costs have been allocated between cost of raising funds and expenditure on charitable activities on the basis of directly attributable staff costs, as follows:

2021 2020 Raising funds 5% 5% Charitable activities 95% 95%

i) Tangible fixed assets

In the application of the charity's accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and underlying assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods.

The key sources of estimation uncertainty that have a significant effect on the amounts recognised in the financial statements are the allocation of costs to fundraising and charitable activities (see note 1(h)) and depreciation (see note 1(i)).

Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows:

IT / office equipment 3 - 4 years

Items of equipment are capitalised where the purchase price exceeds £1,000 (excluding VAT).

70[|] 71

Active Gloucestershire

Notes to the Financial Statements

For the Year Ended 31 March 2021

2. Prior year comparative: statement of financial activities

3. Donations
Income from:
Donations
Charitable activities
Interest receivable
Total income
Expenditure on:
Raising funds
Charitable activities
Total expenditure
Net income
Transfers between funds
Net movement in funds
Reconciliation of funds
Total funds brought forward
Total funds carried forward
Grants
Sport England – core funding
Donations
Voluntary donations
Gifts in kind
Total income from donations		 Restricted
Funds
£
22,280
616,977
-
639,257
-
525,944
525,944
113,313
12,558
125,871
227,988
353,859
Restricted
Funds
£
-
-
-
-		 Unrestricted
Funds
£
216,130
360,469
2,596
579,195
37,444
526,881
564,325
14,870
(12,558)
2,312
405,752
408,064
Unrestricted
Funds
£
208,923
-
-
208,923		 Total
2020
£
238,410
977,446
2,596
1,218,452
37,444
1,052,825
1,090,269
128,183
-
128,183
633,740
761,923
Total
2021
£
208,923
-
-
208,923

Active Gloucestershire

Notes to the Financial Statements

For the Year Ended 31 March 2021
3. Donations (continued)
Prior year comparative
4. Income from charitable activities
Grants
Sport England – core funding
Donations
Voluntary donations
Gifts in kind
Total income from donations
 Gifts in kind consist of:
Facility hire
Coaching staff
Grants and service level agreements
Sport England
Gloucestershire Clinical
Commissioning Group (GCCG)
Gloucestershire County Council
Activity Alliance
Barrow Cadbury
Grants < £5,000
Total grants and service level agreements
Course contributions
Hosting staff from partner
organisations
Consultancy income
Total income from charitable
activities		 Restricted
Funds
£
-
5,935
16,345
22,280
7,710
8,635
16,345
Restricted
Funds
£
550,458
146,000
-
49,636
500
500
747,094
-
-
-
747,094		 Unrestricted
Funds
£
215,112
53
965
216,130
965
-
965
Unrestricted
Funds
£
-
210,786
60,000
-
-
-
270,786
1,545
4,234
23,150
299,715		 Total
2020
£
215,112
5,988
17,310
238,410
8,675
8,635
17,310
Total
2021
£
550,458
356,786
60,000
49,636
500
500
1,017,880
1,545
4,234
23,150
1,046,809

72[|] 73

Active Gloucestershire

Notes to the Financial Statements

For the Year Ended 31 March 2021

4. Income from charitable activities

Prior year comparative

Grants and service level
agreements
Sport England
Gloucestershire Clinical
Commissioning Group (GCCG)
Gloucestershire County Council
Glos Community Foundation
Bailey Thomas
St James’ Place
Barrow Cadbury
Grants < £5,000
Total grants and service level
agreements
Course contributions
Commissioning income
Hosting staff from partner
organisations
Consultancy Income
Total income from charitable
activities		 Restricted
Funds
£
557,096
15,000
-
-
15,000
9,100
9,000
446
605,642
335
11,000
-
-
616,977		 Unrestricted
Funds
£
-
217,476
75,000
6,494
-
-
-
3,001
301,971
9,882
30,360
2,050
16,206
360,469		 Total
2020
£
557,096
232,476
75,000
6,494
15,000
9,100
9,000
3,447
907,613
10,217
41,360
2,050
16,206
977,446

5. Government grants and contracts

The charity receives government grants and contracts, deemed to be funding from Sport England, Gloucestershire Clinical Commissioning Group and local authorities, to fund core services and charitable activities. The total value of such grants and contracts in the period ending 31 March 2021 was £967,244 (2020: £874,572). There are no unfulfilled conditions or contingencies attaching to these grants in 2020/21. During the year, the charitable company was required to repay unspent funds amounting to £nil (2020: £nil) from Sport England as a condition of the grant.

The Charity received £5,588 during the year in relation to the Government’s Coronavirus Job Retention Scheme (CJRS) Grant.

Active Gloucestershire

Notes to the Financial Statements

For the Year Ended 31 March 2021

6. Total expenditure

6. Total expenditure
Project expenditure
Staff costs (note 8)
Travel and subsistence
Support and governance costs:
Information and communications
technology
Premises costs
Depreciation
Stationery
Telephone and postage
Subscriptions
Marketing and website
Board and meeting expenses
Audit fees
Legal, professional and consultancy fees
Losses
Bad debt write off
Prior year comparative
Project expenditure
Staff costs (note 8)
Travel and subsistence
Support and governance costs:
Information and communications
technology
Premises costs
Depreciation
Stationery
Telephone and postage
Subscriptions
Marketing and website
Board and meeting expenses
Audit fees
Legal, professional and consultancy fees
Bad debt write off		 Raising
Funds
£
-
30,930
-
1,272
867
128
18
222
152
2,142
20
360
1,158
315
-
37,584
Raising
Funds
£
-
29,906
-
1,503
1,078
128
157
106
182
1,352
383
397
2,252
-
37,444		 Charitable
Activities
£
316,347
587,673
486
24,168
16,474
2,433
346
4,222
2,887
40,691
371
6,840
22,002
5,985
3,176
1,034,101
Charitable
Activities
£
319,614
568,218
10,280
28,554
20,486
2,433
2,979
2,008
3,458
25,690
7,284
7,536
42,785
11,500
1,052,825		 Total
2021
£
316,347
618,603
486
25,440
17,341
2,561
364
4,444
3,039
42,833
391
7,200
23,160
6,300
3,176
1,071,685
Total
2020
£
319,614
598,124
10,280
30,057
21,564
2,561
3,136
2,114
3,640
27,042
7,667
7,933
45,037
11,500
1,090,269

Total governance costs were £8,156 (2020: £15,325). The bad debt write off in the prior year was an exceptional item due to a cancelled agreement to provide services to the Charity.

74[|] 75

Active Gloucestershire

Notes to the Financial Statements

For the Year Ended 31 March 2021

7. Expenditure by activity

Coaching projects
Satellite clubs
Sportivate
Extended workforce
Tackling inequalities
School games
Primary school support
WCM formerly Cotswold walking pilot
DfE volunteers
Primary School Daily Mile
Special Olympics
Work for the Disabled
Opening school facilities
GOGA
Local Delivery Pilots
Insight
Covid Health Inequalities
Beat the Street
Older Adults
Marketing
Monitoring and Evaluation
Primary role
Training and education
Cotswold Active youth
Business Services
Social Investment development grant
GCC Inclusion contract
Other costs		 Direct
expenditure
£
11,096
19,639
2,583
379
88,115
9,413
3,940
8,972
12,581
7,764
327
23
4,198
26,751
39,704
865
1,350
1,577
8,973
427
50,968
1,099
3
6,494
2,914
3,159
2,984
49
316,347		 Staff
costs
£
29,494
33,049
-
62,718
-
21,521
24,940
-
7,787
43,460
6,239
3,826
30,152
8,930
26,504
34,769
-
-
23,909
18,385
-
169,751
2,039
-
32,437
-
38,533
160
618,603		 Other
costs
£
6,394
7,312
-
15,370
-
4,694
5,440
-
1,696
9,489
1,380
836
5,970
2,529
4,613
7,599
-
2,200
5,234
3,994
-
33,682
919
-
7,089
-
8,334
1,961
136,735		 Total
2021
£
46,984
60,000
2,583
78,467
88,115
35,628
34,320
8,972
22,064
60,713
7,946
4,685
40,320
38,210
70,821
43,233
1,350
3,777
38,116
22,806
50,968
204,532
2,961
6,494
42,440
3,159
49,851
2,170
1,071,685

Active Gloucestershire

Notes to the Financial Statements

For the Year Ended 31 March 2021

For the Year Ended 31 March 2021
7. Expenditure by activity
Prior year comparative
Workforce
Satellite clubs
Sportivate
Active Workplaces
Extended Workforce
School games
Primary school support
DfE volunteers
Primary School Daily Mile
Special Olympics
Work for the Disabled
Short breaks
Glos Girl Can
Opening school facilities
Connect Barrow Community
Local Delivery Pilots
Insight
Beat the Street
Older Adults
University of Gloucestershire
Marketing
Monitoring and Evaluation
Primary role
Training and education
Business Services
Fundraising and Sponsorship
Social Investment development grant
Facilities Consultancy
GCC Inclusion contract		 Direct
expenditure
£
9,455
43,930
1,189
750
335
40,780
5,826
5,865
10,657
3,711
2,729
714
2,339
5,718
-
6,436
393
40,200
29,695
6,997
19,109
55,683
2,800
5,305
1,941
19
7,771
-
9,267
319,614		 Staff
costs
£
35,680
34,592
-
-
59,603
17,578
35,895
6,216
39,857
21,498
-
-
-
6,342
1,750
25,034
5,991
8,160
36,767
-
18,281
-
148,714
3,095
44,977
3,293
3,850
2,457
38,494
598,124		 Other
costs
£
9,013
9,229
-
5
15,070
4,779
9,424
1,548
11,509
5,684
33
-
5
1,489
56
7,920
1,472
2,495
10,301
52
4,679
19
41,549
783
24,222
834
20
493
9,848
172,531		 Total
2020
£
54,148
87,751
1,189
755
75,008
63,137
51,145
13,629
62,023
30,893
2,762
714
2,344
13,549
1,806
39,390
7,856
50,855
76,763
7,049
42,069
55,702
193,063
9,183
71,140
4,146
11,641
2,950
57,609
1,090,269

76[|] 77

Active Gloucestershire

Notes to the Financial Statements

For the Year Ended 31 March 2021

8. Net movement in funds

This is stated after charging:

2021 2020
£ £
Depreciation of fixed assets 2,561 2,560
Trustees’ remuneration - -
Trustees’ reimbursed expenses - 108
Auditor’s remuneration:
• Statutory audit (including VAT) 7,200 7,200
• Other services 433 433

9. Staff costs and numbers

The aggregate payroll costs were as follows:

Salaries and wages
Redundancy payment within salaries
Social security costs
Pension contributions
Staff development and recruitment		 2021
£
518,563
8,925
47,917
31,094
12,104
618,603		 2020
£
501,160
-
46,513
30,006
20,445
598,124

One employee (2020: none) received total remuneration of more than £60,000.

The key management personnel of the charity comprise the trustees and the Chief Executive Officer (“CEO”) (2019: the trustees, the CEO and the Director of Business Development / Deputy CEO). The total remuneration of the key management personnel of the charity was £70,964 (2020: £109,904).

2021 2020
No. No.
Average staff head count 16 16

Active Gloucestershire

Notes to the Financial Statements

For the Year Ended 31 March 2021

10. Taxation

The charitable company is exempt from corporation tax as all its income is charitable and is applied for charitable purposes.

11. Tangible fixed assets

Cost:
At 1 April 2020 and 31 March 2021
Depreciation:
At 1 April 2020
Charge for year
At 31 March 2021
Net Book Value:
At 31 March 2021
At 31 March 2020
12. Debtors
Trade debtors
Prepayments
Accrued income
13. Creditors: amounts due within 1 year
Trade creditors
Receipts in advance
Accruals
PAYE and social security
Pension control account
VAT control account
Deferred income *		 2021
£
48,357
7,422
66
55,845
2021
£
24,776
-
41,187
12,602
6,326
30,065
4,840
119,796		 IT / office
equipment
£
9,404
3,631
2,561
6,192
3,212
5,773
2020
£
44,770
5,037
8,506
58,313
2020
£
21,415
58,891
56,937
14,750
4,876
9,603
4,840
171,312

78[|] 79

Active Gloucestershire

Notes to the Financial Statements

For the Year Ended 31 March 2021

14. Analysis of net assets between funds

Tangible fixed assets
Current assets
Current liabilities
Net assets at 31 March 2021		 Restricted
Funds
£
-
548,249
(85,821)
462,428		 Designated
Funds
£
-
208,005
(2,044)
205,961		 General
funds
£
3,212
314,306
(31,931)
285,587		 Total
funds
£
3,212
1,070,560
(119,796)
953,976

Prior year comparative

Prior year comparative
Tangible fixed assets
Current assets
Current liabilities
Net assets at 31 March 2020		 Restricted
Funds
£
-
463,815
(109,956)
353,859		 Designated
Funds
£
-
157,039
(21,692)
135,347		 General
funds
£
5,773
306,608
(39,664)
272,717		 Total
funds
£
5,773
927,462
(171,312)
761,923

Active Gloucestershire

Notes to the Financial Statements

Notes to the Financial Statements Notes to the Financial Statements





















For the Year Ended 31 March 2021 At 31
March
2021
£
20,827
60,201
-
172
392
35,421
2,151
25,761
56,004
1,028
5,542
23,882
1,829
19,562
432
136
7,912
7,694
11,426
68,911
18,911
73,234
21,000
15.
Movements in funds
Restricted funds
Sport
Workforce
Satellite Clubs
Sportivate
Community
Active Workplaces
Active 4 Life (small grants)
Extended Workforce
Tackling Inequalities fund
Education
School Games
Primary School Support
WCM formerly Cotswold
Walking pilot
DfE Volunteers
Primary School Daily Mile
Other
Special Olympics
Work for disabled
Short Breaks Capital Fund
No Limits
Opening School Facilities
Connect Barrow
Community
GOGA
Local delivery pilots
Insight
Covid Health Inequalities
CCG pain management
Total restricted funds		 At 1
April
2020
£
12,811
40,413
2,284
172
392
38,888
-
35,139
60,401
10,000
9,872
15,916
5,780
17,238
432
136
17,341
7,194
-
62,305
17,145
-
-
353,859		 Income
£
55,000
79,788
-
-
-
75,000
90,266
26,250
29,923
-
17,734
68,680
3,994
1,594
-
-
30,891
500
49,636
77,426
45,000
80,000
21,000
752,682		 Expenditure
£
(46,984)
(60,000)
(2,583)
-
-
(78,467)
(88,115)
(35,628)
(34,320)
(8,972)
(22,064)
(60,714)
(7,945)
(4,686)
-
-
(40,320)
-
(38,210)
(70,820)
(43,234)
(1,350)
-
(644,412)		 Transfers
between
funds
£
-
-
299
-
-
-
-
-
-
-
-
-
-
5,416
-
-
-
-
-
-
-
(5,416)
-
299
462,428

80[|] 81

Active Gloucestershire

Notes to the Financial Statements

For the Year Ended 31 March 2021

15. Movements in funds (continued)

Active Gloucestershire

Notes to the Financial Statements

For the Year Ended 31 March 2021

Purposes of restricted funds

Workforce

Restricted funds
Designated funds
General funds
Total unrestricted funds
Total funds
Unrestricted funds:
Designated funds:
Redundancy
Staff holiday
Work for disabled
We Can Move
Project Management
Beat the Street
Older Adults
Marketing
Insight
Monitoring and
Evaluation
Social Prescribing
Total designated funds		 353,859
135,347
272,717
408,064
761,923
At 1
April
2020
30,585
8,419
-
4,322
-
53,953
1,458
17,312
19,298
-
135,347		 752,682
160,786
350,270
511,056
1,263,738
Income
£
-
-
-
10,786
-
-
25,000
-
50,000
75,000
160,786		 (644,412)
(115,667)
(311,606)
(427,273)
(1,071,685)
Expenditure
£
-
-
-
-
(3,777)
(38,116)
(22,806)
-
(50,968)
-
(115,667)		 299
25,495
(25,794)
(299)
-
Transfers
between
funds
£
15,167
328
10,000
(3,777)
3,777
-
-
-
-
-
25,495		 At 31
March
2021
£
45,752
8,747
10,000
11,331
-
15,837
3,652
17,312
18,330
75,000
205,961
462,428
205,961
285,587
491,548
953,976

Sport England funding to support the physical activity workforce in Gloucestershire. This is achieved through the we can move Changemaker programme through a range of training, network and event opportunities designed to support professionals and volunteers in the community and across various professions and sectors.

Satellite clubs

Sport England funding to facilitate the creation of satellite clubs for schools and younger people

Sportivate

Sport England funding to increase participation for 11-25-year olds

Active Workplaces

Active Workplaces is a sponsorship property in partnership with Creed Foodservice, using the wheel of behaviour change to create a bespoke action plan of interventions aimed at increasing staff activity

Active for life (small grants)

A targeted programme engaging 6,000 older people in regular physical activity.

Extended workforc e

A pilot scheme launched by sport England ,designed to redefine the way in which Active Partnerships work with Sport England, with the aim of ensuring close strategic alignment between AP’s and SE sharing goals and a more collaborative approach to working together.

Tackling inequalities

Tackling inequalities –Sport England funded as a grant programme aimed at supporting organisations that have supported those most effected by the pandemic

School games

Sport England funding to deliver a county-wide programme of level 3 School Games

Primary school support

Sport England funding to support schools in utilising their PE, sport and physical activity funding.

WCM Cotswold walking project

This project has now been closed and funds have been reallocated into other CYP programmes

DFE volunteers

Sport England funding to promote volunteering in sport, physical activity and targeted communities to young people.

Primary School Daily Mile

Various funding sources to fund an increase in the daily physical activity for primary school pupils.

Special Olympics

Funding from a number of partners to contribute to improving the physical activity levels of people with a learning disability and their families.

82[|] 83

Active Gloucestershire

Notes to the Financial Statements

For the Year Ended 31 March 2021

Work for the Disabled

This area of work, also now known as Involve is a project looking at how and who can influence disabled peoples behaviours, in relation to physical activity. Involve has progressed to become a communication-based intervention to support health and social care professionals to have conversations with disabled people about physical activity, and with this is the development of a suite of resources to support these conversations to take place across the health and social care system in Gloucestershire. The initial background and scoping part of this project was funded by Sport England, but this work is now funded by the CCG as part of the covid inequalities agreed funding and unrestricted reserves.

Short Breaks Capital Fund

Gloucestershire County Council provided funding to acquire various items of equipment and provide adaptations to support disabled children and young people under 25, to take part in a range of arts, sports, and leisure activities

No Limits

A programme designed in response to the needs of disabled people participating in physical activity, providing training, support, and guidance to those working with disabled people and physical activity providers.

Glos Girls Can

An initiative used to provide bursaries to support female coaches and leaders across Gloucestershire.

WCM older adults

People are less active as they get older, with 6 out of 10 people not doing regular physical activity. Our we can move older adults work aims to increase physical activity levels of older people through: the delivery of a county wide falls prevention campaign (Fall-Proof); the co-design of a physical activity programme across the Forest of Dean; supporting a network of volunteers who support older adults to continue to be active; and supporting the delivery of local community and physical activity opportunities embedded across Gloucestershire.

Opening school facilities

Sport England funding to encourage and support targeted Gloucestershire schools to allow residents in their local area to hire the school’s facilities so they can play sport and be more active.

Active Gloucestershire

Notes to the Financial Statements

For the Year Ended 31 March 2021

Wheel of behaviour (renamed Place based work in 20/21)

Place based physical activity interventions means the focus of work is in a specific geographic area or ‘place’. This could be a street, neighbourhood, town or district. It targets the entire community; working with residents, groups, organisations and businesses that live or work in the area to better understand what the place is like, what the challenges or issues are and how we can work together to overcome them.

WCM formerly Gloucestershire Moves

WCM is a series of activities that, together, aim to reduce the number of people classified as inactive within the Gloucestershire area. It comprises three interconnected pieces of work: 1) systems mapping, 2) behavioural insight, analysis, and intervention planning, and 3) social movement building.

Covid Health Inequalities

This is a funded programme to support people who have been unable to be, or have become less active due to the pandemic. The funding is primarily focussed on Gloucester City. Funded by NHS Gloucestershire

Cotswold Active Youth

To extend the active youth network into the Cotswolds and develop opportunities for young people to be active. We created one opportunity with the funding becoming part of the Cotswold Youth Network to learn more about the area and share our knowledge. Funder : Gloucestershire Community Foundation

Purpose of designated funds

Redundancy

To provide for contracted staff redundancy payments. This will only be expended if redundancies are made under the charity's redundancy policy.

Staff holiday

To provide for untaken holiday at the end of the financial period.

Transfers between funds

Transfers between funds are to redistribute designated funding.

Connect Barrow community fund

The Connect fund is provided to support us to continue to test how social investment might can be used to increase impact for sports clubs and organisations. At the same time the funding will allow us to further explore if this work can provide us with a sustainable earned income source. We will share our results with the wider sector and Active Partnership network.

Get Out Get Active (GOGA)

Get out Get Active is a national initiative, where we hold the contract to project manage the local delivery of a branch of delivery in the Forest of Dean locality. The programme enables those with disabilities or long term health conditions to be active, by creating new opportunities, upskilling deliverers across the workforce and providing high quality marketing. The Forest of Dean GOGA programme focusses on older people with a long term condition, and has a particular focus on dementia. The project is a collaboration between Active Gloucestershire, Forest of Dean District Council and Freedom Leisure. The project is managed nationally by Activity Alliance, who hold, manage and distribute locality funds from the overarching funders of Sport England, London Marathon Charitable Trust and Spirit of 2012.

84[|] 85

Active Gloucestershire

Notes to the Financial Statements

For the Year Ended 31 March 2021

Active Gloucestershire

Notes to the Financial Statements

For the Year Ended 31 March 2021

15. Movements in funds (continued)

15. Movements in funds (continued)

Prior year comparative

Prior year comparative (continued)

Prior year comparative
Restricted funds
Sport
Workforce
Satellite Clubs
Sportivate
Community
Active Workplaces
Active 4 Life (small grants)
Extended Workforce
Education
School Games
Primary School Support
WCM formerly Cotswold
Walking pilot
DfE Volunteers
Primary School Daily Mile
Other
Special Olympics
Work for disabled
Short Breaks Capital Fund
No Limits
Glos Girls Can
Older Adults/WCM
Opening School Facilities
Connect Barrow
Community
Local delivery pilots
Insight
Total restricted funds		 At 1
April
2019
£
11,663
22,951
3,473
927
392
38,896
27,241
56,107
-
8,901
31,986
4,038
-
1,146
136
2,286
17,845
-
-
-
-
227,988		 Income
£
55,296
105,213
-
-
-
75,000
71,035
55,439
10,000
14,600
45,953
30,135
10,000
-
-
-
-
30,890
9,000
101,695
25,001
639,257		 Expenditure
£
(54,148)
(87,751)
(1,189)
(755)
-
(75,008)
(63,137)
(51,145)
-
(13,629)
(62,023)
(30,893)
(2,762)
(714)
-
(2,344)
(17,845)
(13,549)
(1,806)
(39,390)
(7,856)
(525,944)		 Transfers
between
funds
£
-
-
-
-
-
-
-
-
-
-
-
2,500
10,000
-
-
58
-
-
-
-
-
12,558		 At 31
March
2020
£
12,811
40,413
2,284
172
392
38,888
35,139
60,401
10,000
9,872
15,916
5,780
17,238
432
136
-
-
17,341
7,194
62,305
17,145
353,859
Unrestricted funds:
Designated funds:
Redundancy
Staff holiday
We Can Move
Project Management
Beat the Street
Wheel of Behaviour
Older Adults
Marketing
Insight
Monitoring and
Evaluation
Total designated
funds
Restricted funds
Designated funds
General funds
Total unrestricted
funds
Total funds		 At 1
April
2019
£
21,330
7,356
(1,586)
(441)
-
35,500
195
-
50,000
112,354
227,988
112,354
293,398
405,752
633,740		 Income
£
-
-
5,000
44,253
-
79,872
43,332
17,312
40,000
229,769
639,257
229,769
349,426
579,195
1,218,452		 Expenditure
£
-
-
(7,049)
(50,855)
-
(58,919)
(42,069)
-
(55,702)
(214,594)
(525,944)
(214,594)
(349,731)
(564,325)
(1,090,269)		 Transfers
between
funds
9,255
1,063
7,957
7,043
-
(2,500)
-
-
(15,000)
7,818
12,558
7,818
(20,376)
(12,558)
-		 At 31
March
2020
£
30,585
8,419
4,322
-
-
53,953
1,458
17,312
19,298
135,347
353,859
135,347
272,717
408,064
761,923

86[|] 87

Active Gloucestershire

Notes to the Financial Statements

For the Year Ended 31 March 2021

16. Income from investors

Grants and service level
agreements
Other income
Total income
Direct delivery
Staff costs
Travel costs
Other
Overhead recovery
Total expenditure
Net income / (expenditure)		 Local
Authority
£
-
60,000
60,000
2,753
37,777
23
-
9,298
49,851
10,149		 Sport
England
£
759,381
-
759,381
197,903
465,828
159
503
105,155
769,548
(10,167)		 Other
£*
-
444,357
444,357
114,168
102,895
99
2,673
32,451
252,286
192,071		 Total
£
759,381
504,357
1,263,738
314,824
606,500
281
3,176
146,904
1,071,685
192,053

Active Gloucestershire

Notes to the Financial Statements

For the Year Ended 31 March 2021

18. Operating leases

The charity had operating leases for land and buildings at the year end with total future minimum lease payments as follows:

Amounts falling due:
Within 1 year		 2021
£
2020
£
3,703
7,868

19. Related party transactions

Transactions with trustees

Jon McGinty, a trustee, is the Managing Director of Gloucester City Council and Director of Gloucestershire County Council. During the year ended 31 March 2021, Active Gloucestershire received £nil (2020: £12,000) of income from, and paid £627 (2020: £617) to, Gloucester City Council. They also received £60,000 (2020: £75,000) of income from and paid £nil (2020: £4,800) to, Gloucestershire County Council. Included within income received from Gloucestershire County Council is £15,000 (2020: £15,000) due to Active Gloucestershire as at 31 March 2021 which relates to income for an inclusion contract.

*Other includes all income in the accounts, not just public investors.

The above table only takes into account those movements within the financial year; no account is taken of the value of unspent funds brought forward from 2019/20.

17. Financial instruments

Financial assets measured at amortised cost
Financial liabilities measured at amortised cost		 2021
£
2020
£
1,063,138
(72,289)
922,425
(83,229)

Financial assets measured at amortised cost comprise cash and cash equivalents, trade debtors, accrued income and other debtors.

Financial liabilities measured at amortised cost comprise trade creditors, accruals, and other creditors.

we can move Active Gloucestershire