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2023-03-31-accounts

Annual Report and Accounts | Year Ending March 2023

Annual report and accounts Year ending 31 March 2023

Page 1

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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.
We believe that physical activity can have a transformative impact on the
lives of people and their communities. It is the single biggest thing that
can be done to improve a person’s health.
We are part of a national network of Active Partnerships operating
across England. At our essence we are about driving positive change.
As a trusted organisation, Active Gloucestershire coordinates we can
move. Inspiring people to unite behind a common vision to increase
physical activity. Connecting individuals and organisations to build
strong collaborative partnerships. Enabling the growth and impact of we
can move, through providing a range of resources, training and support.
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Annual Report and Accounts | Year Ending March 2023

Introduction from our Chair and Chief Executive Officer

Jan Bowen-Nielsen, Chair

As my time as chair of Active Gloucestershire draws to a close, I can reflect back on the organisation’s challenges, triumphs and changes and feel proud of how far we have come.

Over the past five years, we have seen the birth of we can move – a movement created to inspire, connect and enable individuals, communities and organisations across Gloucestershire to help the least active, move more. I have witnessed Active Gloucestershire’s role transform from a delivery organisation into we can move’s coordinating body, which required an enormous shift in the mindset and focus of both the staff and board.

I have seen the organisation move onto a much surer financial footing, with significant funding secured for several years to come – something that offers the charity a different level of stability. We’ve also created and launched a long-term strategy aimed at getting more people moving and living healthier and happier lives - a strategy now two years into implementation.

And as the pandemic hit, we gained a much clearer understanding of the stark inequalities that continue to exist within our county and of the people who continue to miss out on opportunities to improve their lives through physical activity. This realisation had an enormous impact on our team and our partners and proved to be a moment of genuine introspection. It prompted us to review our internal governing structures and evaluate what we were doing to promote and embed sound equality and diversity practices within our own organisation. And it compelled us to review how we engage and support under-represented groups across the county and better understand how we can help them to move more. As a result, equality, diversity and inclusion has become and I am sure will remain one of the cornerstones of our work.

I’m proud of how much we have learnt in recent years. We now better understand our strengths and areas for improvement, we’ve developed and trialled a test and learn culture that lies at the heart of our work and we’ve learnt that change comes, not as a result of each of us acting individually but by us coming together as a community, to share and learn from one another – openly, bravely and honestly.

Over the years, I have watched our team expand and strengthen, adapting to change and rising to new challenges. In 2020, we appointed a new CEO who helped to steer the organisation through the challenges of the pandemic and we now have in place both a strong, supportive leadership team and a diverse board whose focus is on supporting the strategic development of the organisation and ensuring good governance. And so, as I step down from Active Gloucestershire I do so knowing the organisation is in safe hands and has a bright and exciting future ahead of it.

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Annual Report and Accounts | Year Ending March 2023

Tom Beasley, Chief Executive Officer

Over the last year we’ve focussed on developing our understanding of the inequalities in our county, and learning how we can work with communities to build on their strengths and facilitate long term and lasting change.

During the last twelve months, and since the end of pandemic restrictions, we’ve seen many people return to living an active life. Sadly however, physical activity pathways and opportunities are not shared equally across our communities. Those people most impacted by inequalities are the ones increasingly unable to enjoy the benefits of physical activity.

As we endeavour to manage the consequences of a post pandemic world including rising inflation and the increased cost of living, it is my belief that our strategic priorities not only remain relevant but increasingly important.

We can look back over the last year and be proud of several areas of success and the significant learning opportunities we explored, such as the county’s Joint Health and Wellbeing Strategy. As a result of the continued prioritisation of physical activity, we’re starting to see significant indicators of change and better understand how we can move is mobilising professionals, volunteers and communities to develop the skills, approaches and opportunities for everyone in our county to live a happier and healthier life.

The standout moment for me over the last twelve months was our we can move event, which bought together people from across the movement for the first time. It was exciting to feel the energy in the room, to hear the shared commitment to our mission, and witness like-minded people connect with and inspire one another.

As we go into the new financial year, we’re aware of some of the challenges that we face in achieving our strategic aims, and whilst we can’t be sure of what the future holds, we are determined to build on the resilience, commitment and motivation that characterised the delivery of the first two years of our strategy. As we continue to implement our strategy, we remain bolstered by the support of our funding partners, who alongside who, alongside other participants in the sport and physical activity system, share our commitment to collective action.

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Annual Report and Accounts | Year Ending March 2023

Contents

Introduction from our Chair and Chief Executive Officer 3
Jan Bowen-Nielsen, Chair 3
Tom Beasley, Chief Executive Officer 4
1 . 1Our challenge 6
1 . 2Who we are 7
1 . 3Our approach to the movement 8
1 . 4Our values and strategy 9
1 . 5Inspire 11
1 . 6Connect 13
1 . 7Enable 14
1 . 8Environmental, Social and Governance (ESG) 15
1 . 8aEnvironmental 15
1 . 8bSocial - Our approach to our people 16
1 . 8cGovernance – Code for Sports Governance 18
1 . 9Future Plans 19
1 . 10Covid-19 22
1 . 11Reference and administrative details 23
1 . 12Financial Review 26
1 . 13Statement of responsibility of the Trustees 28
2 . 0Finance / Governance section 30

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Annual Report and Accounts | Year Ending March 2023

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, physical activity levels are starting to return to what they were pre-pandemic. Locally the picture is better than the national average, but the gap is starting to close. Whilst this is disappointing, we know that long term behaviour change takes time and is why our current strategy goes to 2030.

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Annual Report and Accounts | Year Ending March 2023

1.2

Who we are

WE CAN MOVE JOURNEY

We can move is a social movement that inspires, connects and enables individuals, communities and organisations across 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.

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THE FUTURE
BEFORE 2022 & BEYOND
PRE-2017 Chipping WE CAN MOVE EVEN MORE!
Campden
FOCUS
FOCUS Ensuring the movement is self sustaining and learning is shared.
Help the already active , get
more active. Tewkesbury
Better targeting of interventions, and building equality, diversity and
inclusion into the governance of we can move to reduce inequalities.
Primarily children, you ng
people, schools and spclubs. orts Cheltenham Shift towards a more holistic approach to movement, to help create a happier and healthier Gloucestershire.
FUNCTION The-WoldStow-On- FUNCTION
Programme delivery. Build 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
NO 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 A RC 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 t o question a nd 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 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
despite losing out on funding for a Local Delivery Pilot from Sport England, we continued
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.
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Annual Report and Accounts | Year Ending March 2023

1.3

Our approach to the movement

Our approach to we can move has changed and evolved over time. This year we updated our Theory of Change to reflect this, taking on board our learning about the language we use and how to make it relatable to everyone in our movement. Our new approach, with its four pillars is below.

Watch one of our Physical Activity Specialists, Chris Davis introduce this new approach in this video https://www.loom.com/share/ca826bce4af547cfb5ef0c697141804b

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Annual Report and Accounts | Year Ending March 2023

1.4

Our values and strategy

Our Values Our Objectives

Be brave

The best way to see if something works is to give it a go.

Grow we can move

so we can support more people and recognise the strength we have by working together.

Be curious

Gather learning, insight and data and look to understand the experiences of those with perspectives furthest from your own.

Share and learn

so that everyone is able to enjoy the benefits of a more active life.

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, emphasise the positive and gently challenge the negative.

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

Build relationships of trust

Invest in others as much as in getting things done.

people and organisations that help people to be active. Together we will celebrate our successes and failures and encourage each other to do more.

Stay flexible

so we can adapt to changes and opportunities.

Active Gloucestershire has become a support organisation for we can move. Our role is to Inspire, Connect and Enable other so that we can support we can move to grow and have impact.

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Annual Report and Accounts | Year Ending March 2023

1.4

Active Gloucestershire has become a support organisation for we can move. Our role is to Inspire, Connect and Enable other so that we can support we can move to grow and have impact.

Inspire

Connect

Enable

• Help organisations and people to understand the system they are operating in and how we all need to work together to bring about change.

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Annual Report and Accounts | Year Ending March 2023

1.5

Inspire

Our impact report this year focused on Active Environments. This is now one of Sport England’s five big issues in their 10-year strategy ‘Uniting the Movement’.

The current big issues we’re working on within Active Environments are Net Zero, Active Travel and Active Design. These cover areas such as sustainability, climate change, developing an Active Travel Strategy for the county, launching Active Travel England, launching updated Active Design guidance from Sport England, changes to the planning system and local and neighbourhood plans.

The report showcased the diversity of our active environments work and provided us with the chance to help shape policy and strategy at a district and county level. It also fed into a county scrutiny committee report on adults and communities, commissioned by the Department of Public Health.

Blackbridge Sports & Community Hub is a project to build a new community-owned and community-driven sport and physical activity facility in Podsmead, Gloucester. Led by the Blackbridge Charitable Community Benefit Society (BCCBS) and supported by Active Gloucestershire The Hub will offer a range of sport and physical activity opportunities for the local community and specifically for young people. The development received planning consent in June 2023, and is hoping to open in summer 2025.

[ link: https://tinyurl.com/2sfb9xf9 ] Active Gloucestershire have played a vital role in helping us “ in our work to make the much needed Blackbridge Sports & Community Hub a reality. Over a number of years they have provided advice and guidance with all aspects of the project’s development, as well as helping us to connect with user groups and funding partners. Together we’re really looking forward to celebrating the opening of the Hub and getting on with the job of delivering sport, physical activity and wellbeing opportunities for the whole community. Sue Cunningham

Sue Cunningham Chair of Blackbridge Community Benefit Society

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Annual Report and Accounts | Year Ending March 2023

Part of the success of our work in supporting ‘we can move’ and promoting the benefits of physical activity has been to enable project ideas from across the network to become a reality.

The Advice Clinics are a valuable resource for groups and individuals with project ideas. They provide free, bespoke advice and guidance from experienced professionals. The clinics have been a great way to:

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Annual Report and Accounts | Year Ending March 2023

1.6

Connect

We held our first we can move event on 9th March 2023 Over 120 people from across the county came together with one purpose to help people in Gloucestershire get active. Our event aimed to:

The main call to action on the day was for attendees to make at least one new connection. We’re delighted that at least 60 connections were made over the course of the day and we will be exploring the impact of these connections throughout 2023.

What’s next…

You can find the presentations, session summaries and resources from the event here: https://tinyurl.com/4btpdjw5 We’re evaluating the success of the event and mapping the wider impacts that have resulted from bringing people together, in order to decide on what our next event will look like. Sign up to the we can move newsletter to be the first to know what’s coming up. https://tinyurl.com/ypnv3vvd

“Great opportunity to network with so many different organisations at once.”

“I learnt that there is a huge “Great to see so many influential amount of passion and energy in change makers in one place.” Gloucestershire to drive change and that we are still faced with the same challenges.”

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Annual Report and Accounts | Year Ending March 2023

1.7

Enable

Through strong partnership working with local councils, we have been integral to the development of Gloucester City Council’s sport and leisure strategy and Cheltenham Borough Council’s physical activity and sports strategy.

Gloucester City Council: Active Gloucestershire were commissioned by Gloucester City Council to develop their new five-year sport and leisure strategy.

To develop the strategy, we required input from a variety of organisations and individuals, and we carried out one-to-one conversations with senior stakeholders from the City Council, healthcare, education, and community development sectors, before widening the consultation to the city’s sports clubs, schools, and community groups.

We considered the demographic characteristics of the city, the wider context of sport and physical activity in relation to the Council’s other leading strategic plans and priorities, and finally the City Council’s role in helping to develop and deliver opportunities to get people active.

Developing Gloucester City Council’s sport and leisure strategy offered us a unique opportunity to not only support and strengthen the broader community wellbeing objectives of a key we can move stakeholder, but also enabled us to ‘join the dots’ between the Council and the wider activity system. This joined up approach helped the Council recognise that a whole-systems approach to wellbeing will more naturally lead to residents feeling comfortable and confident in making physical activity a daily part of their lives. Cheltenham: Active Gloucestershire were asked to support the development of Cheltenham’s physical activity and sports strategy. We recommended engaging with The Leadership Centre to facilitate bringing organisations together to co-develop the strategy now being submitted to the council’s cabinet for approval. “ As a council, we’ve made a corporate commitment to work with partner organisations to develop a strategy that will help Cheltenham be a place where everyone has the opportunity to enjoy and benefit from physical activity. We’ve been really fortunate to work with the Active Gloucestershire team who have supported us in the development of the strategy providing us with robust data, evidence of what works and access to consultancy support via the Leadership Centre. Their support has enabled us to make significant progress with our work to develop the strategy and we look forward to continuing to work with the team. Richard Gibson, Head of communities, wellbeing and partnerships, Cheltenham Borough Council Page 14

Annual Report and Accounts | Year Ending March 2023

1.8a

Environmental, Social and Governance (ESG) 1.8a Environmental

We are passionate about reducing the negative environmental impact our organisation’s work has on our planet. We are committed to a 63% reduction in emissions by 2036. By reviewing our policies, encouraging flexible working and starting to ask questions of our suppliers’ environmental stance, we have already started reducing our emissions. We are pleased to report that our net carbon emissions have reduced from 26 to 19.5 tCO2e.

[ Link to report https://go-positive.co.uk/active-glos ]

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Annual Report and Accounts | Year Ending March 2023

1.8b

Social - our approach to our people

At Active Gloucestershire, our team is our greatest resource and our biggest asset. Creating an inclusive environment in which we can develop a highly diverse team has been our key focus over the last couple of years.

We recognise that in order to deliver our strategy we need to have in place a people plan, a plan that:

Our people plan embodies several documents, programmes and processes which together set out our approach to managing and supporting both our internal workforce (staff team) and our external workforce (partners and stakeholders)

Below is our approach to people planning and the documents, processes, and programmes we have in place to deliver this.

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People Plan
Developing a people plan Reviewing the plan Sharing the plan
Understanding your Getting the right Developing your
people people people Cyclical (usually Share progress of
and changes to
annual) review of
internal
Recruitment policy Training programme policies, programmes
operational
(Board and staff) and systems
DISC profiles processes, policies
Flexible working policy Induction programme and systems with
Plan to be reviewed by Board and staff.
Diversity surveys
senior management
(Board and staff) Culture handbook Mentoring
team (SMT), operations
team and Board Share progress of
Staff surveys Diversity surveys Buddying system people,
(Board and staff) partnerships and
Diversity, inclusion action plan (DIAP) workforce plan
Wellbeing surveys with Board and
Skills gap surveys Leadership pathways (formal and informal) staff.
Staff 1:1s Diversity, inclusion action plan (DIAP) Lunch and learns (Board and staff)
Annual appraisals
Annual appraisals Race equality code
Board effectiveness review
Work placement
People, partnerships scheme People, partnerships
and workforce plan and workforce plan
People, partnerships
and workforce plan
Diversity, inclusion Diversity, inclusion Diversity, inclusion
action plan (DIAP) action plan (DIAP) action plan (DIAP)
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Annual Report and Accounts | Year Ending March 2023

Read our blog by our Senior Support Officer, Geetha Dean talking about our learnings from becoming a more inclusive employer through the development of our recruitment process: https://tinyurl.com/a37acw4j

We are proud of our efforts to increase the diversity of our workforce

and want to share our diversity figures to hold ourselves accountable,

build trust amongst those we work with, and foster greater transparency.

See our staff diversity data opposite:

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Do you consider yourself Sexual Orientation
to have a disability?
12%
18%
Yes Gay/
Lesbian
88%
88%
Heterosexual
No
or straight
Gender Nationality
35%
male
65% (including 29%
female trans men)
English 65%
(including
British
trans women)
Ethnicity
6% 6% 88%
Age Bracket
6% German
Asian White
White: English, Welsh, Scottish, Northern Irish or British
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Annual Report and Accounts | Year Ending March 2023

1.8c

Governance

Code for Sports Governance

Compliance with the Code for Sports Governance, noting the recent developments and additions remains a priority for Active Gloucestershire. In the last year we’ve submitted evidence of compliance to Sport England against the new areas of the code and we’ve developed our practice and approach with the aim of being our county’s role model for sport and physical activity.

We’re in the process of reviewing and updating our Diversity and Inclusion Action Plan with the support of colleagues from Sport England and are keen to create an even more ambitious set of priorities and actions, to help ensure that sport and physical activity becomes inclusive and accessible to everyone.

Investment costs

We have kept fundraising costs low at 2% due to continued close relationships with our two main funders.

Annual Report and Accounts | Year Ending March 2023

1.9

Future Plans

Our business plan for 2023-24 highlights our key priorities for the coming year:

People

  1. Ensuring physical activity delivery, provision, planning and investment is prioritised by a range of partners across the Gloucestershire system.

  2. Refining the leadership of we can move, with an evolving plan of support in place to equip leaders and Changemakers with knowledge of the benefits of physical activity and their role in reducing inequalities.

  3. Developing the Changemaker support programme, ensuring that it continues to meet the needs of both the movement and the network.

Communications

  1. Improving communications channels such as the website and social media channels to ensure they are more easily accessible and relevant to all our audiences.

  2. Working with colleagues to plan communications for projects and campaigns and promoting inspiring stories to our key audiences.

  3. Increasing the scale of the we can move movement by improving relationships with stakeholders, changemakers and funders through communications.

Children and young people

  1. Ensuring children and young people are at the heart of our thinking, conversations and action around increasing physical activity by convening the knowledge from our system partners about youth voices.

  2. Working with partners and community specialists to observe, understand and develop ideas to support the workforce to deliver more varied and inclusive activities for young people.

  3. To be in the room when key / strategic decisions are being made about young people and their physical and mental wellbeing.

Places and Communities

  1. Sharing learning and approaches from our work and that of our partners with commissioners and community leaders.

  2. Utilising the secured Sport England investment to expand, deepen and test approaches across the county.

  3. Supporting clubs and community organisations, targeting those impacted by the pandemic and increased inflation and costs.

Disability

  1. Ensuring inclusive physical activity is on the agenda with all system partners across the county by influencing, systems leadership and wider advocacy work.

  2. Ensuring we can move funded programmes in the disability inclusion landscape continue to be delivered effectively, changing physical activity behaviours and contributing towards our collective strategic objectives of an inclusive county.

  3. Supporting traditional and non-traditional partners across the county to provide safe, accessible and inclusive physical activity.

Annual Report and Accounts | Year Ending March 2023

Active Ageing

  1. Developing understanding of ageing well priorities across the county and the importance of physical activity for older people.

  2. Establishing Live Longer Better Gloucestershire, a network of partners supporting increased health and wellbeing of older people using physical activity, contributing to the county’s ageing well board and various health priorities.

  3. Continue to deliver Active Ageing we can move funded programmes effectively.

Health

  1. Building and strengthening relationships between physical activity and health system leaders across the Integrated Care System, whilst identifying a broader and more diverse range of actors who advocate for we can move across the health care and public health landscapes.

  2. Further defining and developing the we can move approach for adult social prescribing and connecting this to physical activity pathways for health.

  3. Embedding physical activity and applying the we can move approach across clinical programme areas in health, aligning to local authority priorities and locality partnership agendas.

Active Environments

  1. Supporting people and organisations to develop their facilities so that they’re accessible to more people.

2. Securing investment for facilities, including social investment and community ownership.

3. Supporting a targeted range of schools to open their facilities for community use.

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Annual Report and Accounts | Year Ending March 2023

Equality, Diversity & Inclusion

  1. Prioritising diversity & inclusion across all our areas of work.

  2. Ensuring all our work promotes safe and inclusive spaces within sport and physical activity.

  3. Reducing inequalities faced by people with protected characteristics through the delivery of projects and programmes.

Governance

  1. Delivering the organisations delegated responsibilities and objectives.

  2. Promoting Active Gloucestershire as good employer and acting as a role model for good governance.

Operations

  1. Developing a sustainable organisation by ensuring policies and procedures are up to date, communicated to staff and available in an accessible format so everyone knows what needs to be done and when. Ensuring we have a full employee journey which is fair and supports our staff to reach their full potential. This includes continuously reviewing and improving our recruitment, induction, exit, annual review, staff wellbeing, training and development processes.

  2. Continuing to develop our organisational culture and create an environment where staff feel valued, have the opportunity to contribute and feel aligned to our values. Further developing our learning culture, listening to staff, and adapting our ways of working to ensure all staff enjoy a fair and consistent experience.

  3. Exploring more innovative approaches to our IT and finance systems. Including utilising new technology and methodologies to create a great user experience - where staff can thrive and be confident with our systems and processes.

Funding

  1. Securing appropriate funding to be able to deliver an effective safeguarding / welfare service that supports clubs in our county.

  2. Securing further consultancy income as detailed in the 2023/24 budget.

Measurement, Evaluation and Learning

  1. Developing the space and opportunity to build on our great culture of learning throughout the organisation. Utilising the wide range of data, local and national insight to guide decision making and ensure through project office that evaluation is a key priority when developing projects.

  2. Understanding the physical activity levels, behaviours and beliefs across Gloucestershire. Building a method of measuring the impact of we can move and developing an insight hub that can store and share relevant literature and research.

  3. Following on from our Evaluation Framework, we would like to develop a workflow to support colleagues to evaluate projects and build up a library of evaluation methods and partners we can work with to deliver this learning. We will also engage Trustees at various stages of the process, for strategic guidance.

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Annual Report and Accounts | Year Ending March 2023

1.10

Covid-19

The latest Sport England Active Lives Survey report highlighted a return to pre-pandemic levels of physical activity. Although it’s important to note that inequalities still exist and there are groups of people who continue to be affected by Covid-19 and the cost-of-living crisis.

Despite the improvements in physical activity levels, mental wellbeing remains a concern, with disabled people in particular experiencing heightened levels of anxiety.

Research by Activity Alliance [https://www.activityalliance.org.uk/how-we-help/research/7589inclusive-recovery-report-include-me-as-we-return-to-activity] highlights that whilst disabled people still have a desire to be active following the pandemic, they remain concerned about the lack of opportunities to access physical activity.

We can move can play an instrumental role in addressing and reducing these inequalities.

From an operational perspective Covid-19 no longer impacts the day to day running of Active Gloucestershire.

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Annual Report and Accounts | Year Ending March 2023

1.11

Reference and administrative details

For the year ended 31 March 2023

Company no. 07344552 Charity no. 1138546

Registered office and operational address

City Works Alfred Street Gloucester GL1 4DF

Trustees

Jan Bowen-Nielsen (Chair) Lauren Cairns (resigned 24 November 2022) Alice Cline Daniel Constable (appointed 6 October 2022) Caitlin Dalton Tania Hamilton Jon McGinty David Newton (retired 16 July 2023) Emma Owen Terrance Smith (retired 16 July 2023) Lela Smith (appointed 6 October 2022) Sian Trew (appointed 6 October 2022)

Principal staff

Tom Beasley Chief Executive Officer (“CEO”)

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

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Annual Report and Accounts | Year Ending March 2023

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.

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.

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.

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.

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 three new appointments and one retirement for the year April 2022 to March 2023.

v. Appointment of our chair and senior trustee

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.

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.

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Annual Report and Accounts | Year Ending March 2023

Our Board includes a Finance and Resources Committee (FRC) and a Nominations and People Committee (NPC). 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 NPC 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 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 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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Annual Report and Accounts | Year Ending March 2023

1.12

Financial Review

Active Gloucestershire is coming towards the half-way point of our core funding agreements with Sport England and Gloucestershire Integrated Care Board (ICB). We are now starting to plan for the impact of the reduced income expected from 2025/26 and have conversations with our funders on their plans and expectations.

The financial year of 2022/23 saw a slight decrease in income compared to 2021/22. This is primarily due to the investment of £255k from the ICB in 2021/22 covered the expenditure over a two-year period.

i) Increases (+) / decreases (-) in Sport England funding • Increase in Together Fund – (Covid response) £127,500 ii) other income streams

• One off award from the Integrated Care Board of £100k for social prescribing • £255k received from ICB in prior year covered expenditure over a two-year period.

Expenditure levels can be analysed as follows: -

Funding Sources

The Board has been successful in working towards reducing the reliance Sport England as the principle funder, with a continued strong long term funding relationship with Gloucestershire Integrated Care Board.

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. 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 Integrated Care Board funding has already been agreed going forward.

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.

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Annual Report and Accounts | Year Ending March 2023

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

Active Gloucestershire is in a better position than most with firm commitments to funding from both Sport England and the Integrated Care Board which should allow us to plan with more certainty than most.

The Board at its 2022/23 budget setting cycle was very aware of the level of restricted funds being carried forward and set an ambitious plan to run down the level of these restricted funds over the following 3 years consistent with its business plan. The first year of this plan was successful. 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 £241,517 to £483,033.

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 2023, the actual level of unrestricted general reserves was £296,772 (31 March 2022 - £298,161) and therefore within the policy. Unrestricted designated funds on 31 March 2023 totalling £485,561 (2021/22 £145,185) 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 2023 of £300,811 (2021/22 £655,670). These are carried forward to 2023/24 and will be spent in accordance with the stated purpose of the funds.

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Annual Report and Accounts | Year Ending March 2023

1.13

Statement of responsibility 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:

• 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:

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Annual Report and Accounts | Year Ending March 2023

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 20 July 2023 and signed on their behalf by:

Jan Bowen-Nielsen

Page 29

2.0 Report and Audited Financial Statements

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Annual Report and Accounts | Year Ending March 2023

2.0

Report and Audited Financial Statements

Company number 07344552
Charity number 1138546
Registered office and City Works
operational address Alfred Street
Gloucester
GL1 4DF
Trustees Jan Bowen-Nielsen (Chair)
Lauren Cairns (resigned 24 November 2022)
Alice Cline
Daniel Constable (appointed 6 October 2022)
Caitlin Dalton
Tania Hamilton
Jon McGinty
David Newton (retired 16 July 2023)
Emma Owen
Terrance Smith (retired 16 July 2023)
Lela Smith (appointed 6 October 2022)
Sian Trew (appointed 6 October 2022)
Principal staff Tom Beasley
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

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Annual Report and Accounts | Year Ending March 2023

Opinion

We have audited the financial statements of Active Gloucestershire (the ‘charitable company’) for the year ended 31 March 2023 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:

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

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.

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Annual Report and Accounts | Year Ending March 2023

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:

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.

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Annual Report and Accounts | Year Ending March 2023

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:

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.

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Annual Report and Accounts | Year Ending March 2023

Use of our report

This report is made solely to the charity’s 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 charity’s members those matters we are required to state to them in an auditor’s 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 charity’s 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: 10th July 2023

Page 35

Annual Report and Accounts | Year Ending March 2023

For the Year Ended 31 March 2023

Income from:
Donations
Charitable activities
Investments
Other
Total Income
Expenditure on:
Raising funds
Charitable activities
Total Expenditure
Net Income/(expenditure)
Transfers between funds
Net movement in funds
Reconciliation of funds
Total funds brought forward
Total fund carried forward		 Note
Restricted
Funds
£
Unrestricted
funds
£
Total 2023
£
Total 2022
£
3
4
-
930,637-
-
-
294,585
3,770
4,292
-
1,279,22
3,770
4,292
192,340
1,229,294
2,444
-
930,637
302,647
1,287,284
1,424,078
-
978,923
16,646
307,587
16.646
1,286,510
14,736
1,264,302
6
978,923
324,233
1,303,156
1,279,038
(48,286)
32,414
(15,872)
145,040
15
(306,573)
306,573
-
-
(354,859)
338,987
(15,872)
145,040
655,670
443,346
1,099,016
953,976
300,811
782,333
1,083,144
1,099,016

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.

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Annual Report and Accounts | Year Ending March 2023

Balance sheet

Notes
Fixed assets
Tangible assets
11
Current assets
Debtors
12
Cash at bank and in hand
Total current assets
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		 2023
2022
£
£
3,448
861
231,010
168,564
1,007,182
1,160,548
1,238,192
1,329112
(158,496)
(230,957)
1,079,696
1,098,155
1,083,144
1,099,016
300,811
655,670
485,561
296,772
145,185
298,161
1,083,144
1,099,016

Page 37

Annual Report and Accounts | Year Ending March 2023

Statement of Cash Flows

Cash used in operating activities
Net movements 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 and the end of the year		 2023
2022
£
£
(25,738)
145,040
(3,770)
(2,444)
1,161
2,351
(62,446)
(112,719)
(62,595)
111,161
(153,388)
143,389
3,770
(3,748)
2,444
-
22
2,444
(153,366)
145,833
1,160,548
1,014,715
1,007,182
1,160,548

Page 38

Annual Report and Accounts | Year Ending March 2023

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.

The following specific policies are applied to particular categories of income:

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.

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Annual Report and Accounts | Year Ending March 2023

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.

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%.

i) Tangible fixed assets

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).

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Annual Report and Accounts | Year Ending March 2023

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

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 £29,253 (2021: £31,094). Pension costs are allocated to projects on the same basis as staff costs.

o) 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)).

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Annual Report and Accounts | Year Ending March 2023

2. Prior year comparative statement of financial activities

Income from:
Donations
Charitable activities
Investments
Total Income
Expenditure on:
Raising funds
Charitable activities
Total expenditure
Net income
Transfers between funds
Net movements in funds
Reconciliation of funds
Total funds brought forward
Total funds carried forward		 Restricted funds
£
Unrestricted funds
£
Total 2022
£
-
1,066,102
-
192,340
163,192
2,444
192,340
1,229,294
2,444
1,066,102
357,976
1,424,078
-
889,774
14,736
374,528
14,736
1,264,302
889,774
389,264
1,279,038
176,328
(31,288)
145,040
16,914
(16,914)
-
193,242
(48,202)
145,040
462,428
491,548
953,976
655,670
443,346
1,099,016

3. Donations

Prior year comparative
Grants
Sport England - core funding
Total income from donations		 Restricted funds
£
Unrestricted funds
£
Total 2022
£
-
192,340
192,340
-
192,340
192,340

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Annual Report and Accounts | Year Ending March 2023

4. Income from charitable activities

Grants and service level agreements
Sport England
Gloucestershire Clinical Commissioning
Group (GCCG)
Gloucestershire County Council
Local Councils
GOGA
Grants <£5,000
Total grants and service level
agreements
Course contributions
Consultancy income
Total income from charitable activities
Prior year comparative
Grants and service level agreements
Sports England
Gloucestershire Clinical Commissioning
Group (GCCG)
Gloucestershire County Council
Local Councils
Activity Alliance
Barrow Cadbury
Grants <£5,000
Total grants and service level
agreements
Course contributions
Commissioning income
Consultancy income
Total income from charitable activities		 Restricted Funds
£
Unrestricted Funds
£
Total 2023
£
737,414
-
737,414
100,000
238,875
338,875
3,200
60,000
63,200
60,000
-
60,000
30,023
-
30,023
-
-
-
930,637
298,875
1,229,512
-
18,125
18,125
-
31,585
31,585
930,637
348,585
1,279,222
Restricted funds£
Unrestricted funds£
Total 2022£
668,607
-
668,607
267,500
77,500
345,000
-
60,000
60,000
60,000
-
-
41,640
-
41,640
500
-
500
17,855
2,172
20,027
1,056,102
139,672
1,195,774
-
1,237
1,237
10,000
-
10,000
22,283
22,283
1,066,102
163,192
1,229,294

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Annual Report and Accounts | Year Ending March 2023

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 2023 was £1,229,512 (2022: £1,133,607). There are no unfulfilled conditions or contingencies attaching to these grants in 2022/23. During the year, the charitable company was required to repay unspent funds amounting to £Nil (2022: £5,554) from Sport England as a condition of the grant.

6. Total expenditure

Project expenditure
Staff costs (note 9)
Travel and subsistence
Support and governance costs:
Information and communications technology
Premises costs
Depreciation
Stationery
Telephone and postage
Subscriptions
Website and marketing campaigns
Board and meeting expenses
Audit fees
Legal, professional and consultancy fees		 Raising
Funds
£
Charitable
Activities
£
Total 2023
£
-
460,680
460.680
13,628
667,690
681,318
-
10,192
10,192
665
32,607
33,272
511
25,058
25,569
23
1,138
1,161
37
1,836
1,873
127
6,241
6,368
64
3,127
3,191
605
29,661
30,266
75
1,665
3,740
154
7,522
7,676
757
37,093
37,850
16,646
1,286,510
1,303,156

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Annual Report and Accounts | Year Ending March 2023

6. Total expenditure (continued) Prior year comparative

Raising Charitable Total 2023
Funds Activities £
£ £
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
7. Expenditure by activity
Direct Staff costs Other costs Total 2023
expenditure £ £ £
£
Local priority places 39,394 - - 39,394
GCC social prescribing 19,476 43,761 10,890 74,127
GCC Inclusion contract 16,023 57,390 15,299 88,712
Business Services 2,963 27,028 7,012 37,003
GOGA 14,078 6,289 1,563 21,930
We Can Move 40,491 387,990 97,213 525,694
SE delivery role 31,697 85,924 21,847 139,468
SE together fund 131,544 8,612 2,384 142,540
WCM CCG 80,062 64,324 18,426 162,812
WCM districts 28,369 - - 28,369
SE CYP 4,200 - - 4,200
WCM initiative 28,399 - - 28,399
Marketing - - 1,080 1,080
Social Prescribing 19,991 - - 19,991
Other overheads 3,993 - (14,556) (10,563)
460,680 681,318 161,158 1,303,156

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Annual Report and Accounts | Year Ending March 2023

7. Expenditure by activity (continued)

As part of an internal reorganisation and simplification of services and funds during the year, funds brought forward were reclassified and grouped into smaller headings as disclosed in note 15. As a consequence, the expenditure by activity note above is not directly comparable to the prior year below.

Prior year comparative Direct Staff costs Other costs Total 2023
expenditure £ £ £
£
Coaching project 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
Marketing 11,420 2,506 658 14,584
Monitoring & 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

Page 46

Annual Report and Accounts | Year Ending March 2023

Prior year comparative Direct Staff costs Other costs Total 2023
expenditure £ £ £
£
GCC Inclusion overheads 6,811 36,715 10,912 54,438
Disability & Inclusion officer 118 (3,054) 4,701 1,765
538,578 573,025 167,435 1,279,038
8. Net movement in funds
This is stated after charging:
2023 2022
£ £
Depreciation of fixed assets 1,161 2,351
Trustees’ remuneration - -
Trustees’ reimbursed expenses - -
Auditor’s remuneration:
•
Statutory audit (including VAT)		 9,210 8,100
•
Other services (including VAT		 15,183 1,570
9. Staff costs and numbers
The aggregate payroll costs were as follows:
2023 2022
£ £
Salaries and wages 580,938 491,089
Social security costs 48,493 42,089
Pension contributions 36,264 29,253
Staff development and recruitment 15,623 10,594
681,318 573,025

One employee (2022: 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 £69,362 (2022: £63,680).

Page 47

Annual Report and Accounts | Year Ending March 2023

2023 2022
No. No.
Average staff head count 20 16
Full time equivalent as at 31 March 16.50 15.99
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

11. Tangible fixed assets
IT / office equipment
£
Cost:
At 1 April 2022 9,404
Additions 3,748
At 31 March 2023 13,152
Depreciation:
At 1 April 2022 8,543
Charge for year 1,161
At 31 March 2023 9,704
Net Book Value:
At 31 March 2023 3,448
At 31 March 2023 861
2023 2022
12. Debtors £ £
Trade debtors 227,612 153,543
Prepayments 3,398 6,700
Accrued income - 8,321
231,010 168,564
13. Creditors: amounts due within 1 year
£ £
Trade creditors 54,293 31,611
Other creditors 61 -
Accruals 44,252 26,828
PAYE and social security 14,232 12,992
Pension control account 5,922 5,879
VAT control account 37,939 53,647
Deferred income 1,797 -
158,496 230,957

Page 48

Annual Report and Accounts | Year Ending March 2023

14. Analysis of net assets between funds

Restricted Designated General Total Funds
Funds Funds Funds £
£ £ £
Tangible fixed assets - - 3,448 3,448
Current assets 409,500 489,337 339,355 1,238,192
Current liabilities (108,689) (3,776) (46,031) (158,496)
Net assets at 31 March 2023 300,811 485,561 296,772 1,083,144
Prior year comparative
Tangible fixed 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

Page 49

Annual Report and Accounts | Year Ending March 2023

15.
Movements in funds
Restricted funds Sport
Coaching Projects
Satellite Clubs
Community
Extended Workforce
Tackling Inequalities Fund
Tackling Inequalities Fund
Phase 3
Education
School Games
Primary School Support
Children & Young People
Primary School Daily Mile
Other
Work for Disabled
Opening School Facilities
GOGA
Local delivery pilots
Insight
Covid Health Inequalities
CCG Pain Management
WCM District Councils
SE Strategic and
Governance Role
SE Delivery Role
SE Together Fund
WCM Social Prescribing
British Blind Sport (GCC
inclusion)
Total restricted funds		 At 1 April
2022
£
Income
£
Expenditure
£
Transfers
between
funds
£
At 31 March
2023
£
23,352
-
-
(23,352)
-
36,514
-
-
(36,514)
-
34,793
-
-
(34,793)
-
498
-
-
(498)
-
4,764
-
-
(4,764)
-
22,184
-
-
-
22,184
21,763
-
-
(21,763)
-
287,404
-
(4,200)
(283,204)
-
14,434
-
-
(14,434)
-
14,558
-
-
(14,434)
-
5,517
-
-
-
5,517
23,655
30,023
(21,931)
-
31,747
25,008
-
(39,394)
65,973
51,587
7,661
-
-
(7,661)
-
65,973
-
-
(65,973)
-
7,591
-
-
(7,591)
-
60,000
60,000
(28,369)
-
91,631
-
498,535
(525,694)
51,557
24,397
-
111,379
(139,468)
85,741
57,652
-
127,500
(142,540)
5,262
(9,778)
-
100,000
(74,127)
-
25,873
-
3,200
(3,200)
-
-
655,670
930,637
(978,923)
(306,573)
300,811

Page 50

Annual Report and Accounts | Year Ending March 2023

15.
Movements in funds (continue)
At 1 April Income Expenditure Transfers At 31 March
2022 £ £ between 2023
£ funds £
£
Unrestricted funds:
Designated funds:
Redundancy 54,222 - - 10,000 64,222
Staff holiday 9,866 - - (2,790) 7,076
Work for disabled 10,000 - - (10,000) -
We Can Move
Project Management 10,682 - - (10,682) -
Older Adults 21,237 - - (21,237) -
Marketing 9,068 - (1,080) (7,988) -
Monitoring and
Evaluation 6,886 - - (6,886) -
Social prescribing 23,224 - (19,991) 100,000 103,233
WCM ICB - 238,875 (191,211) 263,366 311,030
Total designated funds 145,185 238,875 (212,282) 313,783 485,561
Restricted funds 655,670 930,637 (978,923) (306,573) 300,811
Designated funds 145,185 238,875 (212,282) 313,783 485,561
General funds 298,161 117,772 (111,951) (7,210) 296,772
Total unrestricted funds 443,346 356,647 (324,233) 306,573 782,333
Total funds 1,099,016 1,287,284 (1,303,156) - 1,083,144

Page 51

Annual Report and Accounts | Year Ending March 2023

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

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.

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.

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.

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Annual Report and Accounts | Year Ending March 2023

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.

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.

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.

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.

Active Design - This is a fund working with partner organisations to improve facilities and provide better active transport options.

Page 53

Annual Report and Accounts | Year Ending March 2023

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.

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.

SE Strategic and Governance Role - Sport England funding to test our approach using the core concepts Inspire, Connect and Enable to work in areas where inequalities are the greatest and where people have the most to gain from living an active life, through a mix of cohort and place based approaches

SE Delivery Role - Sport England funding to deliver high quality projects which will support individuals and organisations whilst providing learning and insight that can be shared across sport and physical activity system.

SE Together Fund (previously known as Tackling inequalities) - Sport England funded as a grant programme aimed at supporting organisations that have supported those most affected by the pandemic.

WCM Social Prescribing - Funding provided by the ICB (previously known as CCG) to support tackling health inequalities in Gloucestershire.

GCC Inclusion contract (previously known as 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

Transfers between funds - Transfers between funds are to redistribute designated funding. Reducing the number of funds to reflect the direction of change from Sport England, to consolidate the various

Page 54

Annual Report and Accounts | Year Ending March 2023

15. Movements in funds (continued)

|nnual Report and Accounts |Year Ending March 2023
15.
Movements in funds (continued)
Prior year comparative
At 1 April 2021
£
Income
£
Expenditure
£
Transfers
between
funds£
At 31 March
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
-
50,000
(45,236)
-
4,764
Phase 3
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
1,028
-
(1,665)
637
-
Walking pilot DfE volunteers
5,542
-
(5,542)
-
-
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
7,694
500
(6,397)
(1,797)
-
Community
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
462428
1066102
(889774)
16914
655670|nnual Report and Accounts |Year Ending March 2023
15.
Movements in funds (continued)
Prior year comparative
At 1 April 2021
£
Income
£
Expenditure
£
Transfers
between
funds£
At 31 March
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
-
50,000
(45,236)
-
4,764
Phase 3
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
1,028
-
(1,665)
637
-
Walking pilot DfE volunteers
5,542
-
(5,542)
-
-
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
7,694
500
(6,397)
(1,797)
-
Community
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
462428
1066102
(889774)
16914
655670| |---|---| |Prior year comparative
Restricted funds Sport
Coaching Projects
Satellite Clubs|At 1 April 2021
£
Income
£
Expenditure
£
Transfers
between
funds£
At 31 March
2022
£
20,827
59,840
(57,315)
-
23,352
60,201
-
(23,687)
-
36,514| ||| |Community
Active Workplaces
Active 4 Life
Extended Workforce
Tackling Inequalities Fund
Tackling Inequalities Fund
Phase 3
Commonwealth Games
Moving Communities|172
-
-
(172)
-
392
-
(392)
-
-
35,421
75,000
(75,627)
-
34,793
2,151
-
(1,653)
-
498
-
50,000
(45,236)
-
4,764
-
26,500
(26,500)
-
-
-
8,108
(8,108)
-
-| |Education
School Games
Primary School Support
Children & Young People
WCM formerly Cotswold
Walking pilot DfE volunteers
Primary School Daily Mile|25,761
10,000
-
(13,577)
22,184
56,004
-
(22,188)
(12,053)
21,763
-
436,663
(174,889)
25,630
287,404
1,028
-
(1,665)
637
-
5,542
-
(5,542)
-
-
23,882
18,364
(27,812)
-
14,434| ||| |Other
Special Olympics
Work for Disabled
Short Breaks Capital Fund
No Limits
Opening School Facilities
Connect Barrow|1,829
-
(1,900)
71
-
19,562
17,429
(22,433)
-
14,558
432
-
-
(432)
-
136
-
-
(136)
-
7,912
155,406
(157,801)
-
5,517
7,694
500
(6,397)
(1,797)
-| |Community
GOGA
Local delivery pilots
Insight
Covid Health Inequalities
CCG Pain Management
Active Design
WCM District Councils
Total restricted funds|11,426
41,640
(29,411)
-
23,655
68,911
81,652
(125,555)
-
25,008
18,911
25,000
(53,562)
17,312
7,661
73,234
-
(7,261)
-
65,973
21,000
-
(13,409)
-
7,591
-
-
(1,431)
1,431
-
-
60,000
-
-
60,000| ||462428
1066102
(889774)
16914
655670| ||Page 55
,
,,
,
,
,|

Annual Report and Accounts | Year Ending March 2023

15.
Movements in funds		 (continued)
Prior year comparative At 1 April 2021 Income Expenditure Transfers At 31 March
£ £ £ between 2022
funds£ £
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

Page 56

Annual Report and Accounts | Year Ending March 2023

16. Income from investors
Prior year comparative
Grants and service level agreements
Other income
Total income
Direct delivery
Staff costs
Travel costs
Overhead recovery
Total expenditure
Net income / (expenditure)		 Local
Authority£
Sport
England
£
Other
£
Total*£
-
737,414
-
791,414
123,200
-
426,670
495,870
123,200
737,414
426,670
1,287,284
16,023
207,932
236,725
460,680
57,390
482,526
141,402
681,318
894
6,553
2,744
10,191
14,404
114,890
21,673
150,967
88,712
811,902
402,542
1,303,156
34,488
(74,488)
24,128
(15,872))

*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 2021/22.

17. Financial instruments
Financial assets measured at amortised cost
Financial liabilities measured at amortised cost		 2023
£
2022
£
1,234,794
1,322,412
126,893
(64,318)

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.

Page 57

Annual Report and Accounts | Year Ending March 2023

18. Operating leases

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

17. Financial instruments 2023 2022
£ £
Amounts falling due: 4,500 3,703
Within 1 year

19. Related party transactions

Transactions with trustees

Jon McGinty, a trustee, is the Managing Director of Gloucester City Council. During the year ended 31 March 2023, Active Gloucestershire received £8,000 (2022: £10,000) of income from, and paid £nil (2022: £627) to, Gloucester City Council.

In the prior year, Jon McGinty was also a Director of Gloucestershire County Council and Active Gloucestershire received £60,000 of income from Gloucestershire County Council in the year ended 31 March 2022.

Page 58