**Annual report and accounts** Year ending 31 March 2022
Active Gloucestershire is part of a network of active partnerships operating across England to establish the conditions for an active nation.
## **Our vision**
**Everyone in Gloucestershire living healthy and happy lives.**
## **Our mission**
**We’re part of an inclusive community that connects and inspires people in Gloucestershire to improve their lives through physical activity.**
Active Gloucestershire has become a support organisation for we can move.
Our role is to Inspire, Connect and Enable so that we can support we can move to grow and have impact.
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**Annual report and accounts**
Year ending 31 March 2022
## Introduction from our Chair and Chief Executive Officer
## **The last year saw an easing of lockdown restrictions. As a result, we’ve seen an increase in the opportunities for people to come together and to move more.**
The latest results from Sport England’s Active Lives Survey indicates the start of a recovery from the impact of Covid-19. With the number of people who are not doing any physical activity coming down from an all-time high over the last year.
**Jan Bowen-Nielsen** Chair
However, whilst some people are now moving more, the inequality gap has widened. Active Gloucestershire’s key focus is on supporting those who are less likely to be physically active.
I am proud of what Active Gloucestershire have achieved over the last year and this annual report highlights a few of the key successes. Through inspiring, connecting and enabling people and organisations across the movement.
During 2021-2022 Active Gloucestershire were working to the new 2030 strategy; supporting the strength and growth of we can move and Sport England’s ‘Uniting the Movement’.
We were also successful in securing long term funding from Sport England and are now a key partner working on new initiatives with the Gloucestershire Clinical Commissioning Group. This allows Active Gloucestershire the comfort and confidence to plan further ahead and test new ideas.
The reach of the movement increased considerably and has been showcased in a British Journal of General Practice article on the updated NICE guidelines for chronic pain. Fall Proof research and materials are being used across the country. A peer-reviewed research paper, co-authored by members of the team, on evaluation methodology developed through we can move is now an approach being used across the country including the Sport England National Evaluation Coalition.
Lastly, I was delighted to see the results from our staff survey, with morale at an all-time high. The feedback from the team highlighted a great culture of support and how the we can move values have been embedded across the organisation.
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**Annual report and accounts** Year ending 31 March 2022 **|**
**The last year saw an easing of lockdown restrictions. As a result, we’ve seen an increase in the opportunities for people to come together and to move more.**
As we start to recover from the pandemic we’re seeing many changes to the way we work and the impact we’re having.
The last year has still been heavily impacted by the Covid-19 pandemic, but we’re slowly seeing the signs of normality returning and we now need to make sure that all of our county’s communities are equally able to return to, or start, and active life.
**Tom Beasley** Chief Executive Officer
We’ve continued to adapt to changing working practices and our staff team have now adopted and mix of office and home working. We’re continuing to see the benefits of this hybrid approach balancing collaboration between colleagues whilst providing flexible approaches that support staff to perform efficiently whist maintaining a good work life balance.
We’re a year in to our 2030 strategy and continuing to learn about how we’re able to describe our work and support the growth and impact of we can move. We’ve continued to develop exceptionally strong relationships with our strategic partners including Sport England and Gloucestershire Clinical Commissioning Group.
We’re continuing to link our work to wider issues in society especially where sport and physical activity can play an important role. For example, we’re in the process of adopting the Race Equality Code and using the learning to develop a robust action plan. We’re also taking steps to measure and reduce our carbon emissions and across our supply chain.
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## **Contents**
|**1**
**1.1**
**1.2**
**1.3**
**1.4**
**1.5**
**1.6**
**1.7**
**1.8**
**1.9**
**2**
**2.1**
**2.2**
**2.3**|Introduction from our Chair and Chief Executive Offcer
Jan Bowen-Nielsen, Chair
3|
|---|---|
||Tom Beasley, Chief Executive Offcer
4|
||Our challenge
6|
||Who we are
7|
||Our values and strategy
8|
||Inspire
9|
||Connect
11|
||Enable
14|
||Equality, Diversity and Inclusion
18|
||Future Plans
20|
||Covid-19
21|
||Reference and administrative details
22|
||Structure, governance and management
23|
||Financial review
25|
||Statement of responsibilities of the Trustees
28|
||Report and Audited Financial Statements
30|
This pandemic has made our movement even more important
## **Jon McGinty**
Active Gloucestershire Trustee, November 2021
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**Annual report and accounts** Year ending 31 March 2022 **|**
## **1.1**
## **Our challenge**
Before Covid-19, around one in five people in Gloucestershire were not moving enough to benefit their health, a result of gradual improvements year on year. But the pandemic affected everyone in different ways and more people became less active. This especially affected groups we’d already identified as having the greatest health inequalities.
**Nationally, Covid-19 has resulted in further inequalities across the different demographics:**
||**DEMOGRAPHIC**
**CHANGE IN LEVELS OF INACTIVITY***
Black people
An increase of 2.6 percentage points to 32.3%
Disabled people
An increase of 2.1 percentage points to 42.4%
Older adults (75+)
An increase of 1.9 percentage points to 48.7%
***change from May 2020 to November 2021**|
|---|---|
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**1.2**
## **Who we are**
During the last strategy period (2017 to 2021), Active Gloucestershire identified the need for a step change in our approach. In the past, most health campaigns tended to make already active people slightly more active, leaving inactive people further behind. We established we can move as a social movement with a mission to increase activity rates among everyone in Gloucestershire, not only those who were already active.
To do this we’ve tested some behaviour change approaches and have shared our learning, whilst working with partners to make changes in the physical activity system. In some cases, system change has been accelerated as result of Covid-19.
As a result, we’ve seen a slow but consistent growth in the we can move movement and are now reaching and supporting more people across the county. We can move is increasingly embedded in the county’s policies affecting the way we live our lives as demonstrated in the we can move evaluation.
**----- Start of picture text -----**
We can move is a social movement that inspires, connects and enables individuals, communities and organisations across
WE CAN MOVE JOURNEY Gloucestershire to help the least active, move more. The movement has changed a lot over recent years - here’s our journey to
explain what the movement does and what it has achieved so far.
THE FUTURE
BEFORE 2022 & BEYOND
PRE-2017 Chipping WE CAN MOVE EVEN MORE!
Campden
FOCUSHelp the already active, get FOCUSEnsuring the movement is self sustaining and learning is shared.
more active. Tewkesbury Better targeting of interventions, and building equality, diversity and
Primarily children, young inclusion into the governance of we can move to reduce inequalities.
people, schools and sports clubs. Cheltenham Shift towards a more holistic approach to movement, to help create a happier and healthier Gloucestershire.
FUNCTIONProgramme delivery. The-WoldStow-On- FUNCTIONBuild infrastructure and develop mutually beneficial partnerships to
support people to be more active, act as a catalyst for connections
Gloucester in the community to make this happen and build capacity to
prioritise physical activity.
Build capacity across communities to build their confidence to
inspire more people to get active, feel a part of we can move , and
THE BEGINNING Coleford Stroud build an active future together, reducing the barriers to least active.
FROM 2017GLOUCESTERSHIRE MOVES Cirencester THE MOVEMENT
N O V ʻ17 to NOW
WE CAN MOVE
FOCUS
Shift to helping the least active, move more.
FOCUS
Received Social Impact Bond to research the best Tetbury We can move became the movement to inspire, connect and
approach to do this. To get people moving more, enable individuals, communities and organisations across
we needed to: Glouestershire to help the least active, move more.
• use a systems approach FUNCTION
• focus on behaviour change ARC West (University of Bristol) undertook rigorous evaluation to
• create a social movement. demonstrate the value and impact of the movement. 120
Badminton organisations and champions were involved in the evaluation.
FUNCTION Led the way in ripple effects mapping to show movement, growth
Gloucestershire Moves started to question and the wider impact.
whether only programme delivery was the right thing.
Instead, it focused on: EXAMPLES OUTCOMES
how to support wider advocacy building a place based
We tested what we learned from our research, developed a theory of change, and despite losing out on funding for a Local Delivery Pilot from Sport England, we continued others to get people moving more and change behaviours and partnerships and community approach. PROOFFALL THE DAILYMILE TREDWORTHBARTON & IT’S YOUR MOVE PROGRAMMES ACROSS THE EMBEDDEDINSIGHT DRIVEN SYSTEM CO-PRODUCING OPPORTUNITIESSUSTAINABLE PARTNERSHIPS, ACTIVITYNEW 22 AGENDASACROSS THE LINKED TO COUNTY INTEGRATED INTOSTRATEGIESPHYSICAL ACTIVITY 6 NEW
our work due to the resilience and commitment from the community.
JOIN THE MOVEMENT at wecanmove.net @wecan_move /wecanmoveglos @wecan_move Designed by Nifty Fox Creative, 2022.
**----- End of picture text -----**
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**Annual report and accounts** Year ending 31 March 2022 **|**
## **1.3**
## **Our values and strategy**
## Our values
## Be brave
The best way to see if somethnig works is to give it a go.
## Our objectives
## Grow we can move
so we can support more people and recognise the strength we have by working togeter.
## Be curious and listen hard
Gather learning, insight and data and look to understand the experiences of those with perspectives furthest from your own.
## Stand shoulder to shoulder
everyone owns the movement. Ask for help when you need it. Offer it when it will be useful and be prepared to grow ideas together.
## Find the energy
Focus on strengths, empasise the positive and gently challenge the negative.
## Build relationships of trust
Invest in others as much as in getting things done.
## Share and learn
so that everyone is able to enjoy the benenfits of a more active life.
## Connect
to make sport and physical activity available to everyone regardless of age, disability, race, gender, religious beliefs or background.
## Support
diversity, especially under-represented groups whilst working with people and projects that share our values.
## Celebrate
people and organisations that help people to be active. Together we will celebrate our successes and failures and encourage each other to do more.
Active Gloucestershire has become a support organisation for we can move. Our role is to Inspire, Connect and Enable so that we can support we can move to grow and have impact.
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## **1.4**
## **Inspire**
## **In 2021 Active Gloucestershire received the final report from our two-year evaluation of we can move.**
At Active Gloucestershire, we recognised the complexity of evaluating we can move. Developing this new approach would require testing different methods and testing our Theory of Change.
It was important to have an evaluation partner on board who understood the wider health benefits of physical activity and the importance of building relationships, as well as having innovative ideas on how to observe and measure a social movement.
In partnership with Gloucestershire Clinical Commissioning Group, Active Gloucestershire commissioned the National Institute for Health Research Applied Research Collaboration West (NIHR ARC West) to carry out a two-year evaluation of we can move. This evaluation concluded in May 2021.
**Dr James Nobles** Research Fellow, University of Bristol
## **The evaluation focused on three key questions:**
**1.** How is the Theory of Change applied in local contexts and hat are the associated learnings?
**2.** What changes have occurred that are associated with implementing we can move?
**3.** What are the implications of this learning for refining and
- adapting we can move and its associated Theory of Change?
Evaluating we can move, and approaches similar to it, is incredibly difficult to do. Evaluation methods that we often use aren’t really appropriate in these types of circumstances. Instead, we developed a tailored, flexible evaluation framework that would piece together a picture of how we can move worked, who it worked for and what the impacts were, and how it might need to be modified in the future.
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**Annual report and accounts** Year ending 31 March 2022 **|**
## Wider impacts of **we can move**
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## **1.5**
## **Connect**
**Despite some success in getting young people in Gloucestershire more active, we were aware that some stubborn and stark inequalities remain.**
Over the last 18 months we have radically changed how we work to support children and young people. This can broadly be split into three areas:
## **1. Working together**
We recognise that to address the complex challenge of shifting activity levels it requires everyone to play their part. We aim to bring together and connect the different layers within a community who have a role. Our primary role is now connecting organisations and individuals, enabling them to increase the amazing work they are doing to support young people and families.
## **2. People and places**
Too often in the past we have looked at physical activity in isolation. We have reviewed our approach and will spend more time listening to communities, drawing out good ideas that can be tested.
## **3. Test and Learn**
We understand that shifting physical activity is difficult and we don’t have all the answers. We are prepared to collaborate with others, test new and innovative ideas and share what we learn about what works and what doesn’t.
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**Annual report and accounts** Year ending 31 March 2022 **|**
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## **Supporting young people in a new way**
## **Active Gloucestershire’s children and young people team spent time building connections which have fostered positive behaviour change across the various areas of our work.**
Our Children and Young People Impact report demonstrates the impact resulting from these connections. It showcases some of the organisations we have supported and how these connections have successfully brought about sustainable change.
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**Annual report and accounts** Year ending 31 March 2022 **|**
## **1.6**
## **Enable**
## **Active Gloucestershire distributed £150,000 over two years through the Tackling Inequalities Fund. This funding provided by Sport England, aimed to reduce the impact of the Covid-19 pandemic on the physical activity levels of under-represented groups.**
The purpose of Tackling Inequalities Fund was to minimise the impact of the Covid-19 pandemic on the physical activity levels of people from underrepresented groups. This included supporting organisations to stay afloat or develop so they could engage people in physical activity. £150,000 worth of funding was distributed through three rounds. The funding aimed to support four key groups:
- Lower socio-economic groups
- Culturally diverse communities
- People with disabilities
- People with long-term health conditions
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## **Tackling Inequalities Fund impact on organisations**
Active Gloucestershire focused on funding physical activity and movement in its broadest sense. This meant the fund was open to a huge variety of community organisations.
Shephard & Moyes carried out the evaluation on the impact of the fund. They found over half of the organisations involved agreed the funding had helped them survive the pandemic. However, other key impacts for organisations were:
- 67% developed new relationships and partnerships
- 67% increased their confidence to deliver sport and physical activity
- 86% helped to attract new participants
- 85% offered more opportunities for people to
- be active
**Allsorts Delivery**
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**Annual report and accounts** Year ending 31 March 2022 **|**
It meant that we were able to maintain community links and offer a service (when possible) over the lockdown. Our income was almost zero so we really would have struggled otherwise
## **Funded organisation**
we have gained a] closer working relationship with Active Gloucestershire and through that with Gloucestershire County Council commissioners and the NHS Clinical Commissioning Group
## **Funded organisation**
This funding really made a difference which we are so grateful for and has helped breathe new life into the group as well as reaching more members
## **Participants at the Memory Café**
16
we
can
move
Active
Gloucestershire
Partlclpanls at the Memory Cafei
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**Annual report and accounts** Year ending 31 March 2022 **|**
## **1.7**
## **Equality, Diversity and Inclusion**
**A Space 2 Be and the Activity Alliance were invited to carry out an inclusive communication audit for Active Gloucestershire and we can move.**
As a result, the Equality and Diversity steering group have organised regular staff training, developed the recruitment processes and ensured an increased consideration of how we engage is embedded across the organisation.
**Active Gloucestershire have been awarded the Inclusive Employer Award by Inclusivity Works, and are one of more than twenty organisations in the county to reach the standard.**
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## **Active Gloucestershire have adopted and are working with the Race Equality Code to develop an action plan to:**
- Further demonstrate our commitment to equality, diversity and inclusion
- Support us to identify practical steps we can take to tackle discrimination
- Strengthen our Diversity Action Plan by identifying areas for improvement
- Strengthen our approach ahead of the new Sport England Governance Code which requires a greater focus on diversity and inclusion
- Act as a role model to other organisations in the sport and physical activity sector
- Enhance our reputation as an employee so that we
- can continue to attract high calibre staff and trustees
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**Annual report and accounts** Year ending 31 March 2022 **|**
## **1.8**
## **Future Plans**
**In March 2021, new strategies for Active Gloucestershire and we can move were launched and are reviewed annually. These long-term plans will take us to 2030 and were co-designed with our partners, funders and networks.**
Gloucestershire Health & Wellbeing Board have already committed to fund 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 committed to continue funding Active Partnerships throughout the duration of their new ten-year strategy and we have received confirmation of a five-year funding agreement.
Our strategy builds on the learning from the last five years but also recognises the significant impact that Covid-19 has had on our sector and communities and will continue to have for some time.
Our long-term goal remains to grow we can move. Our role is to Inspire, Connect and Enable so that we can support we can move to grow, have impact and encourage people to be physically active.
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## **1.9**
## **Covid-19**
**Although Covid-19 continues to affect the way in which we have undertaken our work, we have not experienced any negative impact on funding in 2021/22. Our future funding from our two major funders, Sport England and Gloucestershire Health and Wellbeing Board, has been confirmed for the next three to five years.**
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 have had some level of impact on how we delivered our programmes as 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.
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.
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**Annual report and accounts** Year ending 31 March 2022 **|**
**2**
## **Reference and administrative details**
## **For the year ended 31 March 2022**
**Company no.** 07344552 **Charity no** . 1138546
## **Principal staff**
Tom Beasley Chief Executive Officer (“CEO”)
## **Registered office and operational address**
City Works
Alfred Street Gloucester GL1 4DF
## **Bankers**
CAF Bank Limited 25 Kings Hill Avenue Kings Hill West Malling
Kent ME19 4JQ
## **Trustees**
Jan Bowen-Nielsen (Chair)
Jon McGinty (Senior Independent Director) Lauren Cairns
Alice Cline
Caitlin Dalton Tania Hamilton David Newton Emma Owen Terrance Smith
## **Auditors**
Hazlewoods LLP
Chartered Accountants and Statutory Auditors
Staverton Court
Staverton Cheltenham GL51 0UX
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**2.1**
## **Structure, governance and management**
## **i. Legal status, date of incorporation and date of charity registration**
Our organisation is a company limited by guarantee, incorporated on 12th August 2010. It was registered as a charity on 25th October 2010 and its objects and powers are set out in its Articles of Association.
## **iv. Recruiting and appointing new trustees**
Active Gloucestershire has an active and effective Board of nine Trustees, comprising a Chair, and eight others, all of whom were recruited transparently on a skills-led basis. All Trustees are appointed for an initial term of three years. No Trustee may serve more than nine years, unless in exceptional circumstances and with prior agreement from the Board.
## **ii. Our charity objects**
- a) The promotion of community participation in healthy recreation, by providing and assisting in the provision of facilities for and opportunities to participate in sport and other physical activities for the benefit of, in particular, but not exclusively, the inhabitants of Gloucestershire.
- b) To advance the education of the public in sport and physical activity.
A Trustee who retires from the Board after a period of nine years is ineligible for re-appointment for a period of four years, after this time, should they successfully be re-appointed as a Trustee, their years of service will commence again at zero. There were no membership changes for the year April 2021 to March 2022.
## **v. Appointment of our chair and senior trustee**
## **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 as continuously striving to improve its governance and meeting changing legal and other requirements.
The appointment of our Chair and Senior Trustee is usually made from amongst existing trustees. If current trustees are unwilling to stand for appointment, or if there are no suitable candidates, the position will be advertised and an appointment committee will be established. Upon appointment, our Chair and Senior Trustee sign role descriptions specific to their roles.
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**Annual report and accounts** Year ending 31 March 2022 **|**
## **vi. Organisational structure and**
## **decision-making**
Trustees meet six times a year (or more where required) to discuss our strategic direction, ensure our core aims and objectives are being met in the most efficient way, take account of any risks facing our organisation and ensure that all legal obligations are satisfied.
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.
## **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 Nominations and Remunerations Committee 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 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.
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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**2.2**
## **Financial review**
**The Covid 19 pandemic has influenced all of us, and continues to influence, albeit there is some light at the end of the tunnel, not only individuals but the business sector and more significantly the charitable sector. Those charities reliant on public support and fundraising have been the hardest hit. Active Gloucestershire 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 funded via the National Lottery, a contract with the local NHS Clinical Commissioning Group and the local county council.**
It must be said that Active Gloucestershire is in an extremely fortunate position in that our sources of income have been largely unaffected. Indeed, both Sport England and the Clinical Commissioning Group have provided additional resources to help organisations within the community manage the effects of Covid-19.
The financial year 2021/22 saw an increase in income from 2020/21. In general, the one-off support given at the height of the pandemic has reduced. There were, additional one-off funds provided to support our county from both Sport England and the Clinical Commissioning Group. The below summaries those movements.
The increase in income received can be analysed as follows: -
## **i) Increases (+) / decreases (-) in Sport England funding**
- Increase in the grant to support the opening of school facilities + £130k
- Tackling Inequalities Funding – (Covid response) -£50k
- Commonwealth games legacy funding +£26k
## **ii) other income streams**
- Reduced income from the Gloucestershire Clinical Commissioning Group which in 2020/21 supported a number of one-off initiatives in social prescribing and Covid response totalling - £197k
- One off award from the CCG to support CYP activities, actual spend likely to be spread over a couple of years 2022/23 to 2023/24. +£255k
he easing of the Covid-19 restrictions and the Boards drive to ensure funding was used effectively, resulted in an increase in expenditure by some £208k from 2020/21. See below for the headline variances
## **Expenditure levels can be analysed as follows: -**
- Wage costs decreased by £41k due to being unable to recruit to key posts and a positive decision to hold vacancies awaiting Sport England’s strategy review being undertaken post-Christmas 2021.
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**Annual report and accounts** Year ending 31 March 2022 **|**
- Delivery costs increased by £220k due to the greater ability to engage with partners as Covid-19 rules relaxed
- In total the overall overhead costs were slightly less than 2020/21 but additional costs were incurred in moving to a new IT provider and taking the opportunity to increase IT security and resilience.
The original plan for 2020/21 was to see a reduction in overall funds of £425k a highly challenging target. As a result of the above factors, we in fact increased our funds by £145k disappointing but quite understandable when one considers how Covid-19 has affected the country. Both Sport England and the Clinical Commissioning Group have indicated that carry forward of those underspent funds will not be the subject of clawback in 2022/23 and beyond. This is good news and shows the close partnership working that exists between Active Gloucestershire, Sport England and the Gloucestershire Clinical Commissioning Group.
The Board has scrutinised plans for direct delivery spend and will regularly review the position, taking advice from the senior management team, although the board are very aware of the effects on our spend resulting from Covid-19.
## **Business efficiencies**
The organisation strives to seek efficiency savings throughout its various work plans. For a few years Sport England had developed an administrative cost Key Performance Indicator. Using this measure, our administration benchmark was 6.71% compared to 6.08% for 2020/21. The increase being the result mainly of additional IT costs needed in rationalising our IT provision. For 2022/23 the figure is estimated to be 4.6%.
## **Funding sources**
The Board has continued to work towards reducing the reliance on Sport England as the principal funder. However, 2021/22 is not a year to be able to accurately benchmark any pattern as one-off grants for Covid-19 health inequalities were received.
## **Cost of fundraising**
The organisation is not a fundraising charity when compared to other parts of the charitable sector, where donations and appeals fund most of their expenditure. Our funding principally comes from Sport England grants and third-party contracts. Limited funds are sourced from other grant giving organisations via direct applications. Accordingly, the cost of fundraising is modest.
Previously we carried out a robust estimate of the costs of fundraising and deduced that a figure of 5% of costs was appropriate. For 2020/21 this equates to circa £37k. This would fund the engagement of a middle management member of staff on a fulltime basis. In 2021/22 the only material “bidding” for funds was the Sport England application in connection with their mid-term plan which we estimated to be 5% each of staff time for three members of the senior management team, this equates to £11k. (equivalent to approx. 2% of total pay costs)
Going forward we will continue to monitor the costs of the fundraising activity, but it is unlikely that the fundraising function will show any signs of increased activity, particularly as Sport England and the Gloucestershire Clinical Commissioning Group funding has already been agreed going forward.
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## **Treasury management**
The organisation has significant 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, Active Gloucestershire 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**
No loses due to any fraudulent activity were encountered.
## **Outlook for 2022/23 and beyond**
Like many organisations in the country, the Corvid-19 pandemic and other outside pressures e.g. the current cost of living the country is dealing with will affect how we as an organisation go forward with our plans.
Active Gloucestershire is in a better position than most with firm commitments to funding from both Sport England and the Clinical Commissioning Group 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 £222,182 to £444,363.
Unrestricted designated funds include a requirement from the grantor to spend on a particular 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 2022, the actual level of unrestricted general reserves was £298,161 (31 March 2021 - £285,587) and therefore within the policy.
Unrestricted designated funds on 31 March 2022 totalling £145,185 (2020/21 £205,961) related to planned future expenditure and are explained in note 15 to the financial statements.
In addition, Active Gloucestershire held unspent restricted funds on 31 March 2022 of £655,670 (2020/21 £462,428). These are carried forward to 2022/23 and will be spent in accordance with the stated purpose of the funds.
The Board at its 2022/23 budget setting cycle was very aware of the level of restricted funds being carried forward and has ambitious plans to run down the level of these restricted funds over the next 3 years consistent with its business plan.
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**Annual report and accounts** Year ending 31 March 2022 **|**
## **2.2**
## **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:**
- select suitable accounting policies and then apply them consistently
- observe the methods and principles in the Charities SORP
- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation.
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:**
- there is no relevant audit information of which the charitable company’s auditors are unaware and
- the Trustees have taken all steps that they ought to have taken, to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information.
- make judgements and accounting estimates that are reasonable and prudent
- state whether applicable UK accounting standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements and
28
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 23 July 2022 and signed on their behalf by:**
**Jan Bowen-Nielsen**
29
**Annual report and accounts** Year ending 31 March 2022 **|**
## **Report and Audited Financial Statements** 31 March 2022
30
## **Reference and Administrative Details**
## **Principal staff**
Tom Beasley
**For the year ended 31 March 2022**
Company number **07344552** Charity number **1138546**
## **Registered office and operational address**
City Works Alfred Street Gloucester GL1 4DF
Jan Bowen-Nielsen (Chair)
## **Trustees**
Lauren Cairns Alice Cline Caitlin Dalton Tania Hamilton Jon McGinty David Newton Emma Owen Terrance Smith
**Bankers**
## **Auditors**
CAF Bank Limited 25 Kings Hill Avenue Kings Hill West Malling Kent ME19 4JQ
Hazlewoods LLP Chartered Accountants and Statutory Auditors Staverton Court Staverton Cheltenham GL51 0UX
31
**Annual report and accounts** Year ending 31 March 2022 **|**
## **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 2022 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).
## **In our opinion, the financial statements:**
- give a true and fair view of the state of the charitable company’s affairs as at 31 March 2022 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended;
- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
- 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 re-
sponsibilities 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**
In auditing the financial statements, we have concluded that the trustee’s use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity’s ability to continue as a going concern for a period of at least twelve months from when the original financial statements were authorised for issue.
Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.
## **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.
32
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.
## **Opinion on other matters prescribed by the Companies Act 2006**
In our opinion, based on the work undertaken in the course of the audit:
- the information given in the Trustees’ Report, which includes the Directors’ Report prepared for the purposes of company law for the financial year for which the financial statements are prepared is consistent with the financial statements; and
- the Directors’ Report included within the Trustees’ Report has been prepared in accordance with applicable legal requirements.
## **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:
- adequate accounting records have not been
- kept or returns adequate for our audit have not been received from branches not visited by us;
- the financial statements are not in agreement with the accounting records and returns;
- certain disclosures of trustees’ remuneration specified by law are not made; or
- we have not received all the information and explanations necessary for the purposes of our audit.
## **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.
33
**Annual report and accounts** Year ending 31 March 2022 **|**
## **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 noncompliance 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:
- We obtained an understanding of the legal and regulatory frameworks applicable to the charity financial statements or that had a fun damental effect on the operations of the charity. We determined that the most significant laws and regulations included United Kingdom Generally Accepted Accounting Practice and Companies Act 2006.
- We assessed the susceptibility of the charity’s financial statements to material mis statement including how fraud might occur. Audit procedures performed by the engagement team included:
- identifying and assessing the design effectiveness of controls management has in place to prevent and detect fraud;
- understanding how those charged with governance considered and addressed the potential for override of controls or other inappropriate influence over the financial reporting process;
- challenging assumptions and judgements made by management in its significant accounting estimates; and
- identifying and testing journal entries, in particular any journal entries with unusual characteristics.
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.
- We understood how the charity is
- complying with those legal and regulatory frameworks by making inquiries of management, and those responsible for legal
- and compliance procedures.
34
## **Use of our report**
This report is made solely to the charityʼs 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 charityʼs members those matters we are required to state to them in an auditorʼs report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charityʼs members as a body, for our audit work, for this report, or for the 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 0UX
Date: xx 04/08/2022
35
**Annual report and accounts** Year ending 31 March 2022 **|**
## **Statement of Financial Activities**
(incorporating an Income and Expenditure Account)
## **For the Year Ended 31 March 2022**
||**Note**|**Restricted**|**Unrestricted**|**Total**|**Total**|
|---|---|---|---|---|---|
|||**Funds**|**Funds**|**2022**|**2021**|
||**£**|**£**|**£**|**£**|**£**|
|**Income from:**||||||
|Donations|3|-|192,340|**192,340**|208,923|
|Charitable activities|4|1,066,102|163,192|**1,229,294**|1,046,809|
|Investments||-|2,444|**2,444**|**2,418**|
|Other|5|-|-|-|5,588|
|Total Income||1,066,102|357,976|**1,424,078**|1,263,738|
|**Expenditure on:**||||||
|Raising funds||-|14,736|**14,736**|37,584|
|Charitable activities||889,774|374,528|**1,264,302**|1,034,101|
|**Total expenditure**|6|889,774|389,264|**1,279,038**|1,071,685|
|**Net income / (expenditure)**||176,328|(31,288)|**145,040**|192,053|
|Transfers between funds|15|16,914|(16,914)|-|-|
|**Net movement in funds**||193,242|(48,202)|**145,040**|192,053|
|**Reconciliation of funds**||||||
|Total funds brought forward||462,428|491,548|**953,976**|761,923|
|**Total funds carried forward**||655,670|443,346|**1,099,016**|953,976|
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 15 to the accounts.
36
## **Balance Sheet**
**As at 31 March 2022**
|||**2022**|**2021**|
|---|---|---|---|
||**Notes**|**£**|**£**|
|**Fixed assets**||||
|Tangible assets|11|**861**|3,212|
|**Current assets**||||
|Debtors|12|**168,564**|55,845|
|Cash at bank and in hand||**1,160,548**|1,014,715|
|Total current assets||**1,329,112**|1,070,560|
|**Liabilities**||||
|Creditors: amounts due within one year|13|(230,957)|(119,796)|
|**Net current assets**||**1,098,155**|**950,764**|
|**Net assets**|14|**1,099,016**|**953,976**|
|**Funds**||||
|Restricted income funds||655,670|462,428|
|Unrestricted funds:||||
|Designated funds||145,185|205,961|
|General funds||298,161|285,587|
|**Total charity funds**|15|**1,099,016**|**953,976**|
Approved by the trustees on 23rd July 2022 and signed on their behalf by
**Jan Bowen-Nielsen - Chair**
37
**Annual report and accounts** Year ending 31 March 2022 **|**
## **Statement of Cash Flows**
|**Statement of Cash Flows**||||
|---|---|---|---|
|**For the year ended 31 March 2022**||||
|||**2022**|**2021**|
||**Notes**|**£**|**£**|
|**Cash used in operating activities:**||||
|**Net movement in funds**||**145,040**|192,053|
|Adjustments for:||||
|Dividends, interest and rents from investments||**(2,444)**|(2,418)|
|Depreciation||**2,351**|2,561|
|Decrease / (increase) in debtors||**(112,719)**|2,468|
|(Decrease) / Increase in creditors||**111,161**|(51,516)|
|**Net cash provided by operating activities**||**143,389**|143,148|
|**Cash fows from investing activities:**||||
|Interest received||**2,444**|2,418|
|Purchase of tangible fxed assets||-|-|
|**Net cash provided by / (used in) investing activities**||**2,444**|2,418|
|increase in cash and cash equivalents in the year||**145,833**|145,566|
|Cash and cash equivalents at the beginning of the year||**1,014,715**|**869,149**|
|**Cash and cash equivalents at the end of the year**||**1,160,548**|**1,014,715**|
Approved by the trustees on 23rd July 2022 and signed on their behalf by
**Jan Bowen-Nielsen - Chair**
38
## **Notes to the Financial Statements**
**For the year ended 31 March 2022**
## **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 eceived and the amount can be measured reliably.
The following specific policies are applied to particular categories of income:
- Core grants, donations and gifts are included in full in the statement of financial activities when receivable;
- Revenue grants are credited to the statement of financial activities when received or receivable, whichever is earlier;
- Where unconditional entitlement to grants receivable is dependent upon fulfilment of conditions within the charity’s control, the incoming resources are recognised when there is sufficient evidence that conditions will be met. Where there is uncertainty as to whether the charity can meet such conditions the incoming resource is deferred;
- Income from charitable activities includes income from fees received under contract and commissioning income for services provided to sporting organisations in the local area. Grant income included in this category provides funding to support activities and is recognised where there is entitlement, probability of receipt and the amount can be measured with sufficient reliability; and
- Investment income is included when receivable.
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.
39
**Annual report and accounts** Year ending 31 March 2022 **|**
## **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.
## **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.
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. There are minimal costs of raising funds, actual costs of fundraising are in relation to grant applications. Cost of managing and governance of grants previously awarded are included in charitable activities. In the current and preceding years, the percentage of costs allocated to fundraising is 2% and 5%.
## **Tangible fixed assets**
**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
40
## **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**
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.
The total employer pension contributions payable in the year were £29,253 (2021: £31,094). Pension costs are allocated to projects on the same basis as staff costs.
## **n) Accounting estimates and key judgements**
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)).
## **h) Pension costs**
The company operates a defined contribution pension scheme for its employees, in accordance with the government’s autoenrolment regulations. There are no further liabilities other than that already recognised in the statement of financial activities.
41
**Annual report and accounts** Year ending 31 March 2022 **|**
## **2. Prior year comparative: statement of financial activities**
||**Restricted**|**Unrestricted**|**Total**|
|---|---|---|---|
||**Funds**|**Funds**|**2021**|
||**£**|**£**|**£**|
|**Income from:**||||
|Donations|-|208,923|208,923|
|Charitable activities|747,094|299,715|1,046,809|
|Investments|-|2,418|2,418|
|Other|5,588|-|5,588|
|**Total income**|752,682|511,056|1,263,738|
|**Expenditure on:**||||
|Raising funds|-|37,584|37,584|
|Charitable activities|644,412|389,689|1,034,101|
|**Total expenditure**|644,412|427,273|1,071,685|
|**Net income**|108,270|83,783|192,053|
|Transfers between funds|299|(299)|-|
|**Net movement in funds**|108,569|83,484|192,053|
|**Reconciliation of funds**||||
|Total funds brought forward|353,859|408,064|761,923|
|**Total funds carried forward**|462,428|491,548|953,976|
42
## **3. Donations**
||**Restricted**|**Unrestricted**|**Total**|
|---|---|---|---|
||**Funds**|**Funds**|**2022**|
||**£**|**£**|**£**|
|**Grants**||||
|Sport England – core funding|-|192,340|192,340|
|**Total income from donations**|**-**|**192,340**|**192,340**|
||**Restricted**|**Unrestricted**|**Total**|
||**Funds**|**Funds**|**2021**|
||**£**|**£**|**£**|
|**Grants**||||
|Sport England – core funding|-|208,923|**208,923**|
|**Total income from donations**|**-**|208,923|**208,923**|
43
**Annual report and accounts** Year ending 31 March 2022 **|**
## **4. Income from charitable activities**
||**Restricted**|**Unrestricted**|**Total**|
|---|---|---|---|
||**Funds**|**Funds**|**2021**|
||**£**|**£**|**£**|
|**Grants and service level agreements**||||
|Sport England|668,607|-|**668,607**|
|Gloucestershire Clinical||||
|Commissioning Group (GCCG)|267,500|77,500|**345,000**|
|Gloucestershire County Council|-|60,000|**60,000**|
|Local councils|60,000||**60,000**|
|Activity Alliance|41,640|-|**41,640**|
|Barrow Cadbury|500|-|**500**|
|Grants < £5,000|17,855|2,172|**20,027**|
|Total grants and service level agreements|1,056,102|139,672|**1,195,774**|
|**Course contributions**|-|1,237|**1,237**|
|**Commissioning income**|10,000|-|**10,000**|
|**Consultancy income**|-|22,283|**22,283**|
|Total income from charitable activities|1,066,102|163,192|**1,229,294**|
44
## **4. Income from charitable activities Prior year comparative**
||**Restricted**|**Unrestricted**|**Total**|
|---|---|---|---|
||**Funds**|**Funds**|**2021**|
||**£**|**£**|**£**|
|**Grants and service level agreements**||||
|Sport England|550,458|-|**550,458**|
|Gloucestershire Clinical||||
|Commissioning Group (GCCG)|146,000|210,786|**356,786**|
|Gloucestershire County Council|-|60,000|**60,000**|
|Local councils|60,000||**60,000**|
|Activity Alliance|49,636|-|**49,636**|
|Barrow Cadbury|500|-|**500**|
|Grants < £5,000|500|-|**500**|
|Total grants and service level agreements|747,094|270,786|**1,017,880**|
|**Course contributions**|-|1,545|**1,545**|
|**Hosting staff from partner organisations**|-|4,234|**4,234**|
|**Consultancy income**|-|23,150|**23,150**|
|Total income from charitable activities|747,094|299,715|**1,046,809**|
46
**Annual report and accounts** Year ending 31 March 2022 **|**
## **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 2022 was £878,607 (2021: £967,244). There are no unfulfilled conditions or contingencies attaching to these grants in 2021/22. During the year, the charitable company was required to repay unspent funds amounting to £5,554 (2021: £nil) from Sport England as a condition of the grant.
The Charity received £nil (2021: £5,588) during the year in relation to the Government’s Coronavirus Job Retention Scheme (CJRS) Grant.
46
## **6. Total expenditure**
|||**Restricted**|**Charitable**|**Total**|
|---|---|---|---|---|
|||**Funds**|**Activities**|**2022**|
|||**£**|**£**|**£**|
|Project expenditure||-|538,578|**538,578**|
|Staff costs (note 9)||11,461|561,564|**573,025**|
|Travel and subsistence||-|3,659|**3,659**|
|**Support and governance costs:**|||||
|Information and communications technology||833|40,795|**41,628**|
|Premises costs||402|19,713|**20,115**|
|Depreciation||47|2,304|**2,351**|
|Stationery||14|710|**724**|
|Telephone and postage||100|4,923|**5,023**|
|Subscriptions|62||3,058|**3,120**|
|Website and marketing campaigns||1,158|56,725|**57,883**|
|Board and meeting expenses||79|3,885|**3,964**|
|Audit fees||166|8,114|**8,280**|
|Legal, professional and consultancy|fees|414|20,274|**20,688**|
|||14,736|1,264,302|**1,279,038**|
47
**Annual report and accounts** Year ending 31 March 2022 **|**
## **Prior year comparative**
||**Restricted**|**Charitable**|**Total**|
|---|---|---|---|
||**Funds**|**Activities**|**2022**|
||**£**|**£**|**£**|
|Project expenditure|-|316,347|**316,347**|
|Staff costs (note 9)|30,930|587,673|**618,603**|
|Travel and subsistence|-|486|**486**|
|**Support and governance costs:**||||
|Information and communications technology|1,272|24,168|**25,440**|
|Premises costs|867|16,474|**17,341**|
|Depreciation|128|2,433|**2,561**|
|Stationery|18|346|**364**|
|Telephone and postage|222|4,222|**4,444**|
|Subscriptions|152|2,887|**3,039**|
|Website and marketing campaigns|2,142|40,691|**42,833**|
|Board and meeting expenses|20|371|**391**|
|Audit fees|360|6,840|**7,200**|
|Legal, professional and consultancy fees|1,158|22,002|**23,160**|
||37,584|1,034,101|**1,071,685**|
Total governance costs were £10,645 (2021: £8,156).
48
## **7. Expenditure by activity**
||**Direct**|**Staff**|**Otherl**|**Total**|
|---|---|---|---|---|
||**Expenditure**|**Costs**|**Costs**|**2022**|
||**£**|**£**|**£**|**£**|
|Coaching projects|35,832|17,022|4,461|**57,315**|
|Satellite clubs|23,611|-|76|**23,687**|
|Extended workforce|425|58,124|17,078|**75,627**|
|Tackling inequalities|46,886|-|3|**46,889**|
|Commonwealth Games Legacy|26,500|-|-|**26,500**|
|Moving Communities|8,108|-|-|**8,108**|
|Active 4 Life|392|-|-|**392**|
|Primary School Support|22,188|-|-|**22,188**|
|WCM formerly Cotswold Walking Pilot|1,665|-|-|**1,665**|
|Primary School Daily Mile|3,778|18,315|5,719|**27,812**|
|DfE Volunteers|5,542|-|-|**5,542**|
|CYP|36,101|110,193|28,595|**174,889**|
|Special Olympics|1,900|-|-|**1,900**|
|Work for the Disabled|71|19,501|2,861|**22,433**|
|Opening school facilities|138,793|14,948|4,060|**157,801**|
|GOGA|23,013|4,904|1,494|**29,411**|
|Local Delivery Pilots|86,206|30,518|8,831|**125,555**|
|Covid Health Inequalities|7,251|-|10|**7,261**|
|Connect Cadbury Burrow|6,397|-|-|**6,397**|
|Active Design|11|972|448|**1,431**|
|CCG Pain Project|4,862|6,730|1,817|**13,409**|
|Social Prescribing|15,269|28,724|7,783|**51,776**|
|Older Adults|6,748|18,744|5,308|**30,800**|
con’t
49
**Annual report and accounts** Year ending 31 March 2022 **|**
## **Expenditure by activity (con’t)**
||**Direct**|**Staff**|**Otherl**|**Total**|
|---|---|---|---|---|
||**Expenditure**|**Costs**|**Costs**|**2022**|
||**£**|**£**|**£**|**£**|
|Marketing|11,420|2,506|658|**14,584**|
|Monitoring and Evaluation|11,444|-|-|**11,444**|
|Insight|3,719|38,589|11,254|**53,562**|
|GM Project Management|-|-|12|**12**|
|Primary role|3,241|139,553|42,583|**185,377**|
|Training and education|60|1,157|334|**1,551**|
|Business Services|225|28,888|8,403|**37,516**|
|Other overheads|(9)|(24)|34|**1**|
|GCC Inclusion contract|6,811|36,715|10,912|**54,438**|
|Disability and Inclusion offcer|118|(3,054)|4,701|**1,765**|
||538,578|573,025|167,435|**1,279,038**|
50
## **7. Expenditure by activity Prior year comparative**
||**Direct**|**Staff**|**Otherl**|**Total**|
|---|---|---|---|---|
||**Expenditure**|**Costs**|**Costs**|**2022**|
||**£**|**£**|**£**|**£**|
|Coaching projects|11,096|29,494|6,394|**46,984**|
|Satellite clubs|19,639|33,049|7,312|**60,000**|
|Sportivate|2,583|-|-|**2,583**|
|Extended workforce|379|62,718|15,370|**78,467**|
|Tackling inequalities|88,115|-|-|**88,115**|
|School games|9,413|21,521|4,694|**35,628**|
|Primary school support|3,940|24,940|5,440|**34,320**|
|WCM formerly Cotswold walking pilot|8,972|-|-|**8,972**|
|DfE volunteers|12,581|7,787|1,696|**22,064**|
|Primary School Daily Mile|7,764|43,460|9,489|**60,713**|
|Special Olympics|327|6,239|1,380|**7,946**|
|Work for the Disabled|23|3,826|836|**4,685**|
|Opening school facilities|4,198|30,152|5,970|**40,320**|
|GOGA|26,751|8,930|2,529|**38,210**|
|Local Delivery Pilots|39,704|26,504|4,613|**70,821**|
|Insight|865|34,769|7,599|**43,233**|
|Covid Health Inequalities|1,350|-|-|**1,350**|
|Beat the Street|1,577|-|2,200|**3,777**|
|Older Adults|8,973|23,909|5,234|**38,116**|
|Marketing|427|18,385|3,994|**22,806**|
|Monitoring and Evaluation|50,968|-|-|**50,968**|
|Primary role|1,099|169,751|33,682|**204,532**|
con’t
51
**Annual report and accounts** Year ending 31 March 2022 **|**
## **Expenditure by activity Prior year comparative (cont’d)**
||**Direct**|**Staff**|**Otherl**|**Total**|
|---|---|---|---|---|
||**Expenditure**|**Costs**|**Costs**|**2022**|
||**£**|**£**|**£**|**£**|
|Training and education|3|2,039|919|**2,961**|
|Cotswold Active youth|6,494|-|-|**6,494**|
|Business Services|2,914|32,437|7,089|**42,440**|
|Social Investment development grant|3,159|-|-|**3,159**|
|GCC Inclusion contract|2,984|38,533|8,334|**49,851**|
|Other costs|49|160|1,961|**2,170**|
||316,347|618,603|136,735|**1,071,685**|
## **8. Net movement in funds**
This is stated after charging:
||**2022**|**2021**|
|---|---|---|
||**£**|**£**|
|Depreciation of fxed assets|**2,351**|2,561|
|Trustees’ remuneration|**-**|**-**|
|Trustees’ reimbursed expense**s**|**-**|**-**|
|Auditor’s remuneration:|||
|• Statutory audit (including VAT)|**7,200**|433|
|• Other services|**8,280**|1,567|
52
## **9. Staff costs and numbers**
The aggregate payroll costs were as follows:
||**2022**|**2021**|
|---|---|---|
||**£**|**£**|
|Salaries and wages|**491,089**|518,563|
|Redundancy payment within salaries|-|8,925|
|Social security costs|**42,089**|47,917|
|Pension contributions|**29,253**|31,094|
|Staff development and recruitment|**10,594**|12,104|
||**573,025**|618,603|
One employee (2021: one) received total remuneration of more than £60,000.
The key management personnel of the charity comprise the trustees and the Chief Executive Officer (“CEO”). The total remuneration of the key management personnel of the charity was £63,680 (2021: £70,964).
||**2022**|**2021**|
|---|---|---|
||**No.**|**No.**|
|Average staff head count|**16**|16|
|Full time equivalent as at 31 March|**15.99**|11.20|
## **10. Taxation**
The charitable company is exempt from corporation tax as all its income is charitable and is applied for charitable purposes.
53
**Annual report and accounts** Year ending 31 March 2022 **|**
## **11. Tangible fixed assets**
|**11. Tangible fxed assets**||
|---|---|
||**IT / offce equipment**|
||**£**|
|**Cost:**||
|At 1 April 2021 and 31 March 2022|9,404|
|**Depreciation:**||
|At 1 April 2021|6,192|
|Charge for year|2,351|
|At 31 March 2022|8,543|
|**Net Book Value:**||
|At 31 March 2022|861|
|At 31 March 2021|3,212|
## **12. Debtors**
|**12. Debtors**|||
|---|---|---|
||**2022**|**2021**|
||**£**|**£**|
|Trade debtors (see note 13)|**153,543**|48,357|
|Prepayments|**6,700**|7,422|
|Accrued income|**8,321**|66|
||**168,564**|55,845|
54
## **13. Creditors: amounts due within 1 year**
|**13. Creditors: amounts due within 1 year**|||
|---|---|---|
||**2022**|**2021**|
||**£**|**£**|
|Trade creditors|**31,611**|24,776|
|Accruals|**26,828**|41,187|
|PAYE and social security|**12,992**|12,602|
|Pension control account|**5,879**|6,326|
|VAT control account|**53,647**|30,065|
|Deferred income *|**100,000**|4,840|
||**230,957**|**119,796**|
* The deferred income from the prior year has been included in income for the social prescribing fund in the current year. Deferred income for the current year includes money that the charity was entitled to at year end for delivery of services post year end, the amount is included in trade debtors and was received post year end.
## **14. Analysis of net assets between funds**
||**Restricted**|**Restricted**|**General**|**Total**|
|---|---|---|---|---|
||**Funds**|**Funds**|**Funds**|**Funds**|
||**£**|**£**|**£**|**£**|
|Tangible fxed assets|-|-|861|861|
|Current assets|850,697|147,840|330,575|1,329,112|
|Current liabilities|(195,027)|(2,655)|(33,275)|(230,957)|
|**Net assets at 31 March 2022**|**655,670**|**145,185**|**298,161**|**1,099,016**|
55
**Annual report and accounts** Year ending 31 March 2022 **|**
## **Prior year comparative**
||**Restricted**|**Restricted**|**General**|**Total**|
|---|---|---|---|---|
||**Funds**|**Funds**|**Funds**|**Funds**|
||**£**|**£**|**£**|**£**|
|Tangible fxed assets|-|-|3,212|3,212|
|Current assets|548,249|208,005|314,306|1,070,560|
|Current liabilities|(85,821)|(2,044)|(31,931)|(119,796)|
|**Net assets at 31 March 2022**|**462,428**|**205,961**|**285,587**|**953,976**|
56
## **15. Movements in funds**
||**At 1**|**Income**|**Expenditure**|**Transfers**|**At 31**|
|---|---|---|---|---|---|
||**April**|||**between**|**March**|
||**2021**|||**funds**|**2022**|
||**£**|**£**|**£**|**£**|**£**|
|**Restricted funds Sport**||||||
|Coaching Projects|20,827|59,840|(57,315)|-|**23,352**|
|Satellite Clubs|60,201|-|(23,687)|-|**36,514**|
|**Community**||||||
|Active Workplaces|172|-|-|(172)|-|
|Active 4 Life|392|-|(392)|-|-|
|Extended Workforce|35,421|75,000|(75,627)|-|**34,793**|
|Tackling Inequalities||||||
|Fund|2,151|-|(1,653)|-|**498**|
|Tackling Inequalities||||||
|Fund Phase 3|-|50,000|(45,236)|-|**4,764**|
|Commonwealth||||||
|Games|-|26,500|(26,500)|-|-|
|Moving Communities|-|8,108|(8,108)|-|-|
|**Education**||||||
|School Games|25,761|10,000|-|(13,577)|**22,184**|
|Primary School||||||
|Support|56,004|-|(22,188)|(12,053)|**21,763**|
|Children & Young||||||
|People|-|436,663|(174,889)|25,630|**287,404**|
|WCM formerly||||||
|Cotswold Walking||||||
|pilot|1,028|-|(1,665)|637|-|
|DfE volunteers|5,542|-|(5,542)|-|-|
57
**Annual report and accounts** Year ending 31 March 2022 **|**
## **Movements in funds (con’t)**
||**At 1**|**Income**|**Expenditure**|**Transfers**|**At 31**|
|---|---|---|---|---|---|
||**April**|||**between**|**March**|
||**2021**|||**funds**|**2022**|
||**£**|**£**|**£**|**£**|**£**|
|Primary School||||||
|Daily Mile|23,882|18,364|(27,812)|-|**14,434**|
|**Other**||||||
|Special Olympics|1,829|-|(1,900)|71|-|
|Work for Disabled|19,562|17,429|(22,433)|-|**14,558**|
|Short Breaks||||||
|Capital Fund|432|-|-|(432)|-|
|No Limits|136|-|-|(136)|-|
|Opening School||||||
|Facilities|7,912|155,406|(157,801)|-|**5,517**|
|Connect Barrow||||||
|Community|7,694|500|(6,397)|(1,797)|-|
|GOGA|11,426|41,640|(29,411)|-|**23,655**|
|Local delivery||||||
|pilots|68,911|81,652|(125,555)|-|**25,008**|
|Insight|18,911|25,000|(53,562)|17,312|**7,661**|
|Covid Health||||||
|Inequalities|73,234|-|(7,261)|-|**65,973**|
|CCG Pain||||||
|Management|21,000|-|(13,409)|-|**7,591**|
|Active Design|-|-|(1,431)|1,431|-|
|WCM District Councils|-|60,000|-|-|**60,000**|
|**Total restricted funds**|462,428|1,066,102|(889,774)|16,914|**655,670**|
58
## **Movements in funds (con’t)**
||**At 1**|**Income**|**Expenditure**|**Transfers**|**At 31**|
|---|---|---|---|---|---|
||**April**|||**between**|**March**|
||**2021**|||**funds**|**2022**|
||**£**|**£**|**£**|**£**|**£**|
|**Unrestricted funds:**||||||
|Designated funds:||||||
|Redundancy|45,752|-|-|8,470|**54,222**|
|Staff holiday|8,747|-|-|1,119|**9,866**|
|Work for disabled|10,000|-|-|-|**10,000**|
|**We Can Move**||||||
|Project Management|11,331|-|(12)|(637)|**10,682**|
|Older Adults|15,837|36,200|(30,800)|-|**21,237**|
|Marketing|3,652|20,000|(14,584)|-|**9,068**|
|Insight|17,312|-|-|(17,312)|-|
|Monitoring and||||||
|Evaluation|18,330|-|(11,444)|-|**6,886**|
|Social prescribing|75,000|-|(51,776)|-|**23,224**|
|**Total designated funds**|205,961|56,200|(108,616)|(8,360)|**145,185**|
|Restricted funds|462,428|1,066,102|(889,774)|16,914|**655,670**|
|Designated funds|205,961|56,200|(108,616)|(8,360)|**145,185**|
|General funds|285,587|301,776|(280,648)|(8,554)|**298,161**|
|**Total unrestricted funds**|491,548|357,976|(389,264)|(16,914)|**443,346**|
|**Total funds**|953,976|1,424,078|(1,279,038)|-|**1,099,016**|
59
**Annual report and accounts** Year ending 31 March 2022 **|**
## **Purposes of restricted funds**
## **Workforce / Coaching Projects**
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
## **Social Prescribing**
Funding provided by the CCG to support tackling health inequalities in Gloucestershire.
## **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 workforce**
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 affected by the pandemic.
## **Commonwealth Games Legacy**
The commonwealth legacy funding will help create a legacy of ‘connection’ with young people across the country / Gloucestershire. We aim to build connection with new and different young people by focusing on the ways in which we engage and design with them to reflect their motivation, competence and confidence.
One of the ways different young people will be engaged is through the CWG Ambassador programme which will feature in parts of the county, contributing to building confidence and inspiring young people to deliver, promote and connect young people to the CWG back in their schools.
## **Moving Communities**
£100 million has been allocated to 266 local authorities to support the recovery of publicly-owned leisure centres and gyms. Moving Communities is a system design to drive the capture and use of leisure centre users.
Active Partnerships are being invited to have access to this data to help understand the role of leisure centres and the impact they generate on wider outcomes and support relationships with LAs and operators to use the data and insight.
This project is to gain access to Moving Communities until 31st October 2022 (renewal date, which is expected to be continued for a further year). Using the WCM programme group to raise the profile and have districts encourage the use of the system with their leisure centres
## **School games**
Sport England funding to deliver a county-wide programme of level 3 School Games
60
## **Primary school support**
Sport England funding to support schools in utilising their PE, sport and physical activity funding.
## **Children and Young People**
Funding has been used to co-design with young people opportunities to be active in the places and ways that work for them.
## **WCM Cotswold walking project**
This project has now been closed and funds have been reallocated into other CYP programmes
## **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
## **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.
## **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.
## **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.
## **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.
61
**Annual report and accounts** Year ending 31 March 2022 **|**
## **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.
## **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
## **CCG Pain Management**
This is a pilot project to assess the impact of physical activity in support of people who require ongoing support to manage pain.
## **We Can Move**
‘We can move’ is the county’s whole system and social movement approach to increasing physical activity levels and tackling health inequalities. The long term goal of the programme is to halve physical inactivity rates in Gloucestershire by 2030.
## **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.
## **Transfers between funds**
Transfers between funds are to redistribute designated funding.
## **Active Design**
This is a fund working with partner organisations to improve facilities and provide better active transport options.
## **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.
62
## **15. Movements in funds (continued) Prior year comparative**
||**At 1**|**Income**|**Expenditure**|**Transfers**|**At 31**|
|---|---|---|---|---|---|
||**April**|||**between**|**March**|
||**2020**|||**funds**|**2021**|
||**£**|**£**|**£**|**£**|**£**|
|**Restricted funds Sport**||||||
|Workforce|12,811|55,000|(46,984)|-|20,827|
|Satellite Clubs|40,413|79,788|(60,000)|-|60,201|
|Sportivat|2,284|-|(2,583)|299|-|
|**Community**||||||
|Active Workplaces|172|-|-|(172)|-|
|Active 4 Life||||||
|(small grants)|392|-|-|-|392|
|Extended Workforce|38,888|75,000|(78,467)|-|35,421|
|Tackling Inequalities||||||
|fund|-|90,266|(88,115)|-|2,151|
|**Education**||||||
|School Games|35,139|26,250|(35,628)|-|25,761|
|Primary School Support|60,401|29,923|(34,320)|-|56,004|
|WCM formerly Cotswold||||||
|Walking pilot|10,000|-|(8,972)|-|1,028|
|DfE Volunteers|9,872|17,734|(22,064)|-|5,542|
|Primary School||||||
|Daily Mile|15,916|68,680|(60,714)|-|23,882|
63
**Annual report and accounts** Year ending 31 March 2022 **|**
## **Movements in funds (continued) Prior year comparative (con’t)**
||**At 1**|**Income**|**Expenditure**|**Transfers**|**At 31**|
|---|---|---|---|---|---|
||**April**|||**between**|**March**|
||**2020**|||**funds**|**2021**|
||**£**|**£**|**£**|**£**|**£**|
|**Other**||||||
|Special Olympics|5,780|3,994|(7,945)|-|1,829|
|Work for Disabled|17,238|1,594|(4,686)|5,416|19,562|
|Short Breaks||||||
|Capital Fund|432|-|-|-|432|
|No Limits|136|-|-|-|136|
|Opening School||||||
|Facilities|17,341|30,891|(40,320)|-|7,912|
|Connect Barrow||||||
|Community|7,194|500|-|-|7,694|
|GOGA|-|49,636|(38,210)|-|11,426|
|Local delivery||||||
|pilots|62,305|77,426|(70,820)|-|68,911|
|Insight|17,145|45,000|(43,324)|-|18,911|
|Covid Health||||||
|Inequalities|-|80,000|(1,350)|(5,416)|73,234|
|CCG Pain||||||
|Management|-|21,000|-|-|21,000|
|**Total restricted funds**|353,859|752,682|(644,412)|299|462,428|
## **Movements in funds (continued) Prior year comparative (con’t)**
||**At 1**|**Income**|**Expenditure**|**Transfers**|**At 31**|
|---|---|---|---|---|---|
||**April**|||**between**|**March**|
||**2020**|||**funds**|**2021**|
||**£**|**£**|**£**|**£**|**£**|
|**Unrestricted funds:**||||||
|Designated funds:||||||
|Redundancy|30,585|-|-|15,167|45,752|
|Staff holiday|8,419|-|-|328|8,747|
|**We Can Move**|-|-|-|10,000|10,00|
|Project Management||||||
|Beat the Street|4,322|10,786|-|(3,777)|11,331|
|Wheel of Behaviour|-|-|(3,777)|3,777|-|
|Older Adults|53,953|-|(38,116)|-|15,837|
|Marketing|1,458|25,000|(22,806)|-|3,652|
|Insight|17,312|-|-|-|17,312|
|Monitoring and||||||
|Evaluation|19,298|50,000|(50,968)|-|18,330|
|Social Prescribing|-|75,000|-|-|75,000|
|**Total designated funds**|135,347|160,786|(115,667)|25,495|**205,961**|
|Restricted funds|353,859|752,682|(644,412)|299|**462,428**|
|Designated funds|135,347|160,786|(115,667)|25,495|**205,961**|
|General funds|272,717|350,270|(311,606)|(25,794)|**285,587**|
|**Total unrestricted funds**|408,064|511,056|(427,273)|(299)|**491,548**|
|**Total funds**|761,923|1,263,738|(1,071,685)|-|**953,976**|
**Annual report and accounts** Year ending 31 March 2022 **|**
## **16. Income from investors**
||**local**|**Sport**|**Other ***|**Total**|
|---|---|---|---|---|
||**Authority**|**England**|||
||**£**|**£**|**£**|**£**|
|Grants and service|||||
|level agreements|-|860,947|-|860,947|
|Other income|120,000|-|443,131|563,131|
|**Total income**|120,000|860,947|443,131|1,424,078|
|Direct delivery|6,397|402,798|125,291|534,486|
|Staff costs|36,033|419,492|106,906|562,431|
|Travel costs|358|2,469|349|3,176|
|Other|-|84|-|84|
|Overhead recovery|11,501|118,396|48,964|178,861|
|**Total expenditure**|54,289|943,239|281,510|1,279,038|
|**Net income / (expenditure)**|65,711|(82,292)|161,621|145,040|
*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 2020/2
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## **17. Financial instruments**
|**17. Financial instruments**|||
|---|---|---|
||**2022**|**2021**|
||**£**|**£**|
|Financial assets measured at amortised cost|1,322,412|1,063,138|
|Financial liabilities measured at amortised cost|(64,318)|(72,289)|
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.
## **18. Operating leases**
The charity had operating leases for land and buildings at the year end
with total future minimum lease payments as follows:
||**2022**|**2021**|
|---|---|---|
||**£**|**£**|
|Amounts falling due:|||
|Within 1 year|3,703|3,703|
## **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 2022, Active Gloucestershire received £10,000 (2021: £nil) of income from, and paid £627 (2021: £627) to, Gloucester City Council. They also received £60,000 (2021: £60,000) of income from and paid £nil (2021: £nil) to, Gloucestershire County Council. Included within income received from Gloucestershire County Council is £nil (2021: £15,000) due to Active Gloucestershire as at 31 March 2022.
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**Annual report and accounts** Year ending 31 March 2022 **|**