CHARITY REGISTRATION NUMBER: 1156819 

**CONSOLIDATED REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022** 

**ACCESS SPORT CIO** 



**ACCESS SPORT CIO** 

**CONTENTS OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022** 

||Page|
|---|---|
|Reference and administrative information|1|
|Chairman’s Report|2|
|Chief Executive’s Report|3 to 5|
|Report of the Trustees|6 to 15|
|Independent Auditor’s Report|16 to 18|
|Consolidated Statement of Financial Activities|19 to 20|
|Balance Sheets|21|
|Consolidated Statement of Cash Flows|<br>22|
|Principal accounting policies|23 to 26|
|Notes to the Financial Statements|27 to 35|
|Detailed Statement of Financial Activities|36|
|Detail of income from public investors|37|





## **ACCESS SPORT CIO** 

## **REFERENCE AND ADMINISTRATIVE DETAILS** 

## **Trustees** 

Martin McPhee Chairman David Ascott Chair of Finance and Audit Committee Mark Burgess Paul Lee John Baker Helen Killingley Nic Janvier Christine Gibbons Lorraine Bedwell Matthew Dawson Mandana Mehranpour 

## **Chief Executive Officer** 

Mark Hardie Stepped down 9 July 2021 Julian Barrell Deputy (and Interim) CEO until 31 December 2021 Helen Rowbotham CEO from 1 January 2022 

## **Principal address** 

3 Durham Yard Teesdale Street London E2 6QF 

**Registered Charity number** 1156819 

**Auditor** Buzzacott LLP 130 Wood Street London EC2V 6DL 

## **Bankers** 

Lloyds Bank Plc 47 Milsom Street Bath BA1 1DX 

## **Solicitors** 

Stone King LLP Boundary House 91 Charterhouse Street London EC1M 6HR 

**1** 



## **ACCESS SPORT CIO** 

## **CHAIRMAN’S REPORT FOR THE YEAR ENDED 31 MARCH 2022** 

2021-2022 has been an important transitional year for Access Sport and the work we do. 

After the challenges of Covid, local community sport made a slow but welcome return and we were able to resume our work to train, equip and support community clubs and volunteers to provide inclusive sport and physical activity for disadvantaged and disabled children and young people. 

18 years after Access Sport was established, this work is more critical than ever. Despite the benefits of community sport being well documented, investment in and access to inclusive community sport (local, low cost, safe, accessible, and welcoming to all), remains woefully low and the disadvantaged and disabled children and young people we support are amongst the worse effected. 

In 2022, over 30% of young people live in poverty; 67% believe that the pandemic will have a long-term negative impact on their mental health; 64% of girls will have quit sport by the age of 17; less than half of all children and young people meet Chief Medical Officer activity guidelines; and only 30% of disabled people feel encouraged to return to physical activity post the pandemic. The pandemic and cost of living crisis have served to reinforce existing inequalities. 

We have reflected on who we are, why we exist and how we can deliver maximum impact for the young people we support. We know, from both the statistics we collect and the stories we hear, that our approach works. We therefore plan to play to our strengths, scaling up our current activities, working in more places and across more sports, so we can ensure more young people than ever benefit from all that sport has to offer. 

These plans are set out in a new 2022-2027 Growth Strategy ‘Stand for Inclusion’, which is supported by a bold and confident new brand identity that better reflects our commitment to growth, our inclusive culture, and the collaborative nature of our work. 

Year 1 of the strategy recognises that, to achieve our growth plans, we need to invest in our core team and this work has started over the last 12 months. Helen Rowbotham joined as our new CEO in January 2022, bringing new energy, drive, and leadership to the team. Working closely with the Board, team, partners, and stakeholders, she has shaped our future vision, created an ambitious strategy with a robust delivery plan, and is already delivering positive change. Helen has appointed an experienced Director of Fundraising and Communications and other specialist roles, including a monitoring and evaluation manager, are planned, adding further credibility to a strong delivery team. 

Our ambitious plans have enabled us to approach the renewal of two of our important multi-year funding agreements as an opportunity for these partners to proactively support transformational change of our organisation and, in turn, the impact we can achieve. We are working with them, as trusted partners, to cocreate plans that reflect our shared objectives and optimise the value of their investments. 

Ambitious plans, combined with our proven delivery models, were also central to the creation, this year, of our new health and well-being charity partnership with Nuffield Health, which has enabled us to rapidly expand our Manchester team and reach more young people than ever before. 

As you can see, it really has been a year of transition for Access Sport, and we are now looking forward to shifting our focus to scaling up. As detailed in Stand for Inclusion, we will be investing in our core team, as well as our fundraising, communications, and partnerships over the coming months. This will, in turn, provide a strong foundation for expanding our core programmes across more sports and locations over the next five years. 


**Martin McPhee Chairman** 

**24 November 2022** 

**2** 



## **ACCESS SPORT CIO** 

## **CHIEF EXECUTIVE’S REPORT FOR YEAR ENDED 31 MARCH 2022** 

Following a very challenging year, the Access Sport team has approached the return to community sport post Covid with renewed energy and a determination to do everything we can to make sport accessible to those who need it the most. 

We measure our impact across three main areas and below is how we performed against each one: 

- Individuals - improving physical and mental health, life skills and life prospects 

- Communities - creating a sense of belonging and stronger, more inclusive communities 

- System Change - working to create a stronger sports system where inclusive is the norm. 

## **Individual** 

In 2021/22 we improved the lives of 8,144 children and young people, enabling them to access the transformative benefits of inclusive, community sport. This is a significant uplift on the previous year’s figure and is a great baseline from which to further scale-up our delivery and expand our reach. Of these: 

- 24% were previously inactive 

- 37% were from ethnically diverse communities 

- 41% were female 

- 33% were disabled 

The clubs and organisations we support are often a lifeline for the young people they work with, as well as their parents. 

_"Dance has impacted my life drastically… It's helped me express everything good and bad in my life. I never thought I was good enough. I wouldn't be where I am today if it wasn't for Body Politic. It has created so many life changing experiences and opportunities for me"._ Natalie, Young Carer, Oxfordshire 

_“During this session we can forget about autism and watch our son with pride when he is “riding over” all limitations created by his disability.”_ Wingz parent 

_“I loved today! It’s such a great hour. I never want it to end. You’re such a great coach and I literally feel so liberated on the bike!”._ BMXercise participant 

Looking ahead, enabling more young people to access inclusive community sport is our primary focus and we have set ourselves ambitious targets for the next five years. We will continue to target disadvantaged and disabled young people and keep a laser focus on delivering sustainable change which will benefit generations to come. 

## **Community** 

This year we supported 107 community sports clubs and upskilled 617 coaches, volunteers, and young leaders. 

As part of our Changing Sports work, we formally established a new disability inclusive Hoopz Basketball programme, expanded our work with the LTA and formed a new partnership with the Bikeability Trust, with the aim of taking Bikeability training to young people that would not otherwise access this fantastic resource. 

We were also able to grow our Manchester Team, with the support of Nuffield Health and Trafford Council; formed a new partnership with Active Oxfordshire; and we have started to explore new locations for our Changing Places work, expanding our reach and ability to support more clubs than ever. 

The sport clubs, organisations, and volunteers we work with want to be more inclusive but need support to build their confidence and help them to remove barriers to participation and this is where Access Sport steps in. We know, from the feedback we receive that this support makes a real difference. 

_“Access Sport is the beating heart of inclusive sport in Bristol. Their work is inspiring and impactful and couldn’t be done by anyone else.”_ Steph Wheen, Gympanzees 

**3** 



## **ACCESS SPORT CIO** 

## **CHIEF EXECUTIVE’S REPORT - CONTINUED FOR YEAR ENDED 31 MARCH 2022** 

Our training work included 58 new young leaders in Greater Manchester, such as Jasmina, from Trafford who completed our Young Leaders Academy and went on to become a sports youth worker with a local charity and partner of Access Sport, Tuf*C. 

_“I was fortunate to be part of the Access Sport young leaders academy. I received public speaking and media training. It allowed me to gain confidence when speaking to groups and speaking to new people. I now coach sports to young people in and around this area and sometimes they approach me with problems and with things playing on their mind. Having young people like me acting as Youth Leaders and supporting young children, is very important."_ 

In addition to this direct reach, we have also benefitted entire communities through the three new, all-ability community cycling facilities that we delivered in 2021/22 in Hartcliffe (Bristol), Bexley (London) and Salford (Greater Manchester). According to the traffic counters installed at these sites they have been used a total of 26,683 times from December 2021 to March 2022. This equates to over 7,000 visits per month. 

_“We are delighted to see the start of the build for the new bike track in Stockwood. We have worked hard to secure this facility and, as one of only 4 in the city, will benefit children, young people and families in all parts of the Ward. To see such a large investment in our community is wonderful news and we hope many young people and families will get as much pleasure from using this facility as we will from delivering this facility. We must express our gratitude to Access Sport – without their involvement we would not be here today.”_ Councillor Graham Morris, Stockwood Ward 

## **System Change** 

Whilst our work to empower community clubs and volunteers to transform the lives of underserved young people is central to our vision and mission, we are also committed to using our experience and expertise to help make inclusion the norm across all community sport. 

This approach is central to the delivery of sustainable, long-term change within the sport and physical activity sector. System change is therefore a key strand of our work and central to our future growth plans. 

This year, our system change work has included the launch of a new partnership with the Bikeability Trust. We have further developed our national cycling network and have also been developing plans for a new Inclusive Club Network, a national multi-sport network of all clubs supported through our Changing Sports and Changing Places work. Working closely with our National Partners, including the Activity Alliance and Sport for Development Coalition, we have supported national research and policy development work. We also continue to provide both ad hoc and comprehensive advice, guidance and support to other sector organisations including, for example, advising on the development of a new track development in Essex. More generally, we play an active role in advocating for and championing system wide change as part of our mission to make inclusion the norm. 

## **Supporters** 

None of this work would be possible without the support of our dedicated staff, volunteers, supporters, ambassadors, and national partners including Sport England and National Governing Bodies (NGBs) such as British Cycling and England Hockey. Equally important are our partnerships with Nuffield Health, Columbia Threadneedle Investments and The Yogscast, along with local authority partners and generous grant-giving trusts who all passionately share and believe in our purpose. 

It was fantastic, after a two-year break, to bring our supporter community and ambassadors back together in March this year for a fundraising dinner and awards. Guests were as committed to our cause as ever and, post Covid, had a renewed appreciation for the critical importance of our work. 

Continuing to grow this network of supporters is critical and remains an important focus for our team. 

**4** 



## **Looking ahead** 

Our Stand for Inclusion growth strategy sets out our overarching vision, mission and objectives, our overall direction of travel for the next five years and our ambitious growth targets. We are confident that we have solid foundations on which to build. We have strong governance, an experienced Senior Leadership Team, a dynamic and ambitious team, and effective offers that can be replicated across new sports, locations, and clubs. This is the start of an exciting new chapter for Access Sport! 


**Helen Rowbotham Chief Executive 24 November 2022** 

**5** 



## **ACCESS SPORT CIO** 

## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2022** 

The Trustees present their Annual Report together with the consolidated financial statements of Access Sport CIO and its subsidiary company for the year ended 31 March 2022. The financial statements have been prepared in accordance with the accounting policies set out on pages 19 to 22 and comply with the Charity’s Constitution, the Charities Act 2011 and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102). 

## **STRUCTURE, GOVERNANCE AND MANAGEMENT** 

## **Organisation and Governing Document** 

Access Sport CIO is a Charitable Incorporated Organisation registered on 28 April 2014. The Chief Executive Officer, reporting to the Board of Trustees, carries out day to day management. 

The Board keeps the skills requirements for the Trustee body under review. New Trustees may be sought by open advertisement or through a dialogue with candidates in relevant sectors. The ultimate decision on selection is a matter for the Board of Trustees. When new Trustees are appointed, they are given an introduction to the work of the charity and provided with the information they need to fulfil their roles. 

## **Delegation of Authority** 

A number of authorities and decisions are reserved to the Board, and these are set out in a document, "Trustee Governance", which was last approved by the Board in June 2020. Most operational decisions are delegated to the Chief Executive in accordance with the strategic, planning, and budgetary parameters and risk management strategy approved by the Board of Trustees. 

The functions delegated to the Chief Executive are set out in a “Delegation of Board Powers” policy. The Chief Executive may, in turn, delegate all or any of these functions to other members of staff, whilst retaining responsibility to the Board of Trustees for the exercise of these functions. 

There are some issues on which the Board seeks early warning or dialogue, or on which the Executive may seek the Board steer and/or input. Escalation ensures that the Board is made aware of issues of high risk/ high impact, and enables it to be kept informed, explore issues with the Chief Executive and exercise discretion as to whether it may need to formally approve decisions/action. This process may also help to identify any policy issues arising from new or difficult decisions i.e., the outcome of some decision reviews may lead to a review of Access Sport policy. 

## **Decision making** 

Any decision may be taken either at a meeting of the charity Trustees, or by resolution in writing or electronic form agreed by all of the charity Trustees, which may comprise either a single document or several documents containing the text of the resolution in like form to each of which one or more charity Trustees has signified their agreement. 

The charity Trustees may delegate any of their powers or functions to a committee or committees, and, if they do, they shall determine the terms and conditions on which the delegation is made, including the composition of the committee or committees and the procedure for reporting back to the charity Trustees. The charity Trustees may at any time alter those terms and conditions or revoke the delegation. 

This power is in addition to the power of delegation in the General Regulations and any other power of delegation available to the charity Trustees, but is subject to the following requirements: 

- a. a committee may consist of two or more persons, but at least one member of each committee must be a charity Trustee; 

- b. the acts and proceedings of any committee must be brought to the attention of the charity Trustees (as a whole) as soon as is reasonably practicable; and 

- c. the charity Trustees shall from time to time review the arrangements which they have made for the delegation of their powers. 

**6** 



## **ACCESS SPORT CIO** 

## **REPORT OF THE TRUSTEES - CONTINUED FOR THE YEAR ENDED 31 MARCH 2022** 

In 2021/22 we continued our sub-committee structure (established in 2018/19): 

## **a) Finance and Audit Committee** 

(David Ascott, Martin McPhee, Christine Gibbons, John Baker, Liz Crossley) 

- The committee oversees all the financial matters of the charity, working closely with management to: - keep under review the financial model that underpins the strategy and sustainability of Access Sport CIO; 

- oversee the preparation of the annual budget and recommend the budget for approval by the Board; 

- review management accounts and when appropriate updated forecasts in order to keep under review the progress of financial performance against budget; 

- keep under review the levels of restricted and unrestricted reserves held by Access Sport CIO and make recommendations to the Board from time to time as to the appropriate levels of reserves and reserves policy; 

- keep under review the availability of cash in Access Sport CIO and has authority to approve loans and overdraft arrangements up to levels authorised by the Board; 

- keep under review the financial commitments undertaken by Access Sport CIO over the lifetime of the project funding agreements, and the commitments undertaken to Access Sport CIO by and to funders and will identify to the Board any material risks arising in connection with those commitments. 

- report to the Board on the financial related risks of Access Sport CIO; 

- ensure that at least annually a review is undertaken of the effectiveness of the organisation’s risk management and internal controls systems in relation to financial risks; 

- oversee the financial policies and controls environment on behalf of the Board and will request management to keep it informed of any material breaches or areas of non-compliance; 

- review any reports of fraud, whistle blowing and serious incidents (including those reportable to the Charity Commission or other regulatory bodies) and may request whatever information it considers appropriate to investigate the relevant issues; 

- review the effectiveness of the finance team within Access Sport CIO, ensure that it is adequately resourced and has appropriate standing within the organisation; 

- review the performance of the external auditors and make recommendations to the Board on their appointment, re-appointment, or dismissal; 

- review the audit findings report of the external auditors and will agree and oversee a plan of action to address the issues raised. 

- oversee the project delivery plan, including budget for our annual gala fundraising dinner. 

## b) **Income Generation Committee** 

(Greg Searle, Martin McPhee, Mark Burgess, Helen Killingley, John Clark, Matthew Dawson) 

The committee works with management to: 

- oversee the preparation of the annual income generation target and budget; 

- monitor the delivery of income generation targets in the budget and check on the progress of activity against an agreed operational plan; 

- keep under review the performance and resources of the income generation (fundraising) team and make recommendations to the Board in this regard; 

- ensure that the management team focus on the core strategy, to replicate our most impactful products. 

## c) **Nominations Committee** 

(John Baker, Martin McPhee, Helen Killingley, Christine Gibbons) 

The committee oversees the recruitment and selection of Trustees and the Chief Executive Officer. 

**7** 



## **ACCESS SPORT CIO** 

## **REPORT OF THE TRUSTEES – CONTINUED FOR YEAR ENDED 31 MARCH 2022** 

## **Public benefit** 

The charity has due regard to the guidance published by the Charity Commission on public benefit. To address the requirement to show how the charity has demonstrated public benefit, please refer to the Achievements and Performance section on page 12. 

## **KEY MANAGEMENT** 

Key management personnel are the directing staff (senior leadership team): 

|Mark Hardie|CEO (Stepped down July 2021)|
|---|---|
|Julian Barrell|Deputy CEO (and Interim CEO until December 2021)|
|Helen Rowbotham|CEO (Appointed January 2022)|
|Adam Wadley|Finance Director (Stepped down June 2021)|
|Nia Rowlands|Finance Director (Appointed May 2021)|
|Sue Wheeler|Director of Administration|
|Joe McTague|Delivery Director|
|Hayley Barton|Delivery Director|



Pay and remuneration of the CEO is set by Trustees (nominations committee). Pay and remuneration of other key management personnel is set by the Chair of Trustees and the CEO. 

Access Sport’s remuneration policy and practices reflect our charitable objectives of good governance combined with the need to attract and retain high quality personnel. The senior leadership team conduct an annual salary review for all staff (except for the CEO) with increases awarded for individual performance linked to specific objectives and competencies for each role. A review of market rates with reference to available salary surveys is undertaken regularly. 

The Trustees regularly review the remuneration package of the CEO and Access Sport’s overall human resources policies, including salary rates, annual increase, and staff benefits. Remuneration packages may consist of fixed elements such as salary, pension, and life assurance; and a variable element of a discretionary performance-based bonus payment. Employee benefits are reviewed annually. 

The Trustees approve annually the staffing and salary budget and forecast for the year. This includes key management personnel. 

## **OBJECTIVES AND ACTIVITIES** 

## **Objectives and aims** 

Despite its proven individual and societal benefits, investment in and access to inclusive community sport and physical activity (local, low cost, safe, accessible, fun and welcoming to all), is inadequate, with disadvantaged and disabled young people amongst the worst affected. 

In 2022, over 30% of young people live in poverty. 67% believe that the pandemic will have a long-term negative impact on their mental health. 64% of girls will have quit sport by the age of 17. Less than half of all children and young people meet Chief Medical Officer activity guidelines and only 30% of disabled people feel encouraged to return to physical activity post the pandemic. 

**Our vision** is that no one should be excluded from the transformational benefits of community sport. The benefits we focus on are: 

- Physical and mental health and well-being 

- Personal development including life skills and prospects 

- Sense of belonging 

- Community engagement 

**Our mission** is to make inclusion the norm by tackling the access barriers faced by disadvantaged and disabled young people, focussing on the causes of exclusion not just the symptoms. 

**8** 



## **ACCESS SPORT CIO** 

## **REPORT OF THE TRUSTEES – CONTINUED FOR YEAR ENDED 31 MARCH 2022** 

## **Our work** 

We train, equip and support community sports clubs, organisations and volunteers to provide inclusive sport and physical activity, unleashing their potential to transform the lives of underserved young people in their local communities. 

This work is either place based (Changing Places) or sport focussed (Changing Sports). All the clubs we support are invited to join our Inclusive Club Network. We then use the expertise gained through this work to effect System Change. 

## What we do: 

Training 

- Nationally endorsed social inclusion, disability inclusion, women/ girls’ inclusion and young leader training 

- Workshops/ webinars 

## Supporting 

- Advice, best practice & toolkits 

- Networking, connecting & outreach 

- Volunteer development 

- Inclusive Club Network 

## Equipping/ resourcing 

- Equipment & resources 

- Facility development (active environments) 

- • Location scouting 

## System change 

- Advocacy & championing system change 

- Contributing to research & policy change 

- Strategic advice & consultancy support to sector partners 

## **Changing Sports** 

Changing Sports is our sport specific, multi-location work. Current target sports include cycling, hockey, basketball and tennis. 

## What we do: 

- Create social and disability inclusive offers within different sports, addressing gaps in provision 

- Equip/ support (or set up) clubs to launch new offers 

- Train coaches and volunteers to lead local delivery 

- Reach new children and young people 

## **Changing Places** 

Changes Places is our place based multi-sport work. We have teams on the ground in London, Bristol, Oxford and Manchester and are also working in the West Midlands, Essex and Sheffield. 

## What we do: 

- Equip and support existing community clubs, organisations, and volunteers to create inclusive offers, addressing gaps in their current provision 

- Train coaches, volunteers, and young leaders to confidently develop inclusive activity 

- Create local partner networks and steering groups to support and embed inclusive practice 

- Reach new disadvantaged and disabled children and young people 

**9** 



## **ACCESS SPORT CIO** 

## **REPORT OF THE TRUSTEES – CONTINUED FOR YEAR ENDED 31 MARCH 2022** 

## **Access Sport Inclusive Club Network** 

The Access Sport Inclusive Club Network is currently in development and due to formally launch in late 2022. 

It is a national multi-sport network of clubs supported through our Changing Sports and Changing Places work. 

It will initially bring together our existing networks of 50 Flyerz hockey clubs and over 70 inclusive cycling clubs, as well as other sports clubs and organisations that we support. 

The network is a values driven community of clubs with a shared objective to make inclusion the norm in community sport. The network will be online, and content driven with email bulletins and a regular programme of inclusion focused webinars, inspirational talks, training opportunities, information sharing and networking opportunities. 

It will complement our current work, bolstering our long-term support to clubs when initial hands-on support is no longer required. 

## **System change** 

Access Sport are highly respected leaders in the field of sport for development. Inclusion is in our DNA and this is reflected in how we work, as well as the activities we deliver. We are dynamic and ambitious collaborators, working with a wide range of partner organisations to deliver our shared objectives to make inclusion the norm in community sport. 

Whilst our work to empower community clubs and volunteers to transform the lives of underserved young people is central to our vision and mission, we are also committed to using our experience and expertise to help make inclusion the norm across all community sport. 

This approach is central to the delivery of sustainable, long-term change within the sport and physical activity sector. System change is therefore a key strand of our work and central to our future growth plans. 

What we do: 

- Use the on-the-ground insights gained through our work to advocate for and champion system wide change. 

- Proactively contribute to national research and policy change undertaken by system partners. 

- Provide both ad hoc and comprehensive advice, guidance and support to other sector organisations. 

## **What makes us different?** 

- Deep expertise - We specialise in social inclusion and disability inclusion with a focus on children and young people. We have the know-how and expertise to tackle the causes of exclusion, not just the symptoms. 

- Targeted/ hyperlocal delivery – Our work is closely tailored to the needs of each community. Initial hands-on support transitions over time to lighter touch support via our Inclusive Club Network. 

- Total approach – We work top down and bottom up, utilising on-the-ground insights to effect policy and system change nationally. 

- Network & influence – We are highly respected leaders in our field and closely connected to other national sporting organisations. 

- Collaborators – We work closely with others to maximise change. 

- Sustainable, long-term impact – We make real, lasting change happen. 

Volunteer-led sports clubs are hugely important community resources that often do not reach their full potential for helping young people. With an estimated 160,000 in the UK, volunteer-led sports clubs are a vast resource. However, many are under-resourced and under-connected, particularly in disadvantaged areas, making it difficult for them to outreach, grow and develop sustainability to bring the social and health benefits of sport to young people in their communities. 

Local sports clubs, organisations and volunteers want to do more but need support and this is where Access Sport can help. We help providers to become more inclusive, address barriers to access and transform the lives of underserved young people in their communities. 

**10** 



## **ACCESS SPORT CIO** 

## **REPORT OF THE TRUSTEES – CONTINUED FOR YEAR ENDED 31 MARCH 2022** 

## **ACHIEVEMENTS AND PERFORMANCE** 

In 2021/22 we improved the lives of 8,144 children and young people, enabling them to access the transformative benefits of inclusive, community sport. We have supported 107 community sports clubs and upskilled 617 coaches, volunteers and young leaders. 

This is a significant uplift on the previous year’s figure and is in line with our ambition to scale-up our delivery and expand our reach as outlined in Stand For Inclusion, our 2022-2027 Growth Strategy. These figures are the beneficiaries we reach through the community clubs we support and the direct delivery we run. 

||**2020/21**|**2021/22**|
|---|---|---|
|Participants|5,264|8,144|
|Less Active (less than 30 mins per day)|22%|24%|
|Ethnically Diverse Communities|40%|37%|
|Disabled|35%|33%|
|Female|41%|41%|
|Top 20% most deprived communities|36%|36%|
|Clubs|196|107|
|Coaches/Volunteers upskilled|297|386|
|Young leaders upskilled|70|231|



In addition to this direct reach, we have also benefitted entire communities through the three new, all-ability community cycling facilities that we delivered in 2021/22 in Hartcliffe (Bristol), Bexley (London) and Salford (Greater Manchester). According to the traffic counters installed at these sites they have been used a total of 26,683 times from December 2021 to March 2022. This equates to over 7,000 visits per month. A survey of users suggested that there were approximately 3,435 unique users during the winter 2021/22, and at least 45% of riders surveyed have used the tracks more than nine times in total. 

Looking to the future, in 2022 we have also made some important investments in Access Sport, which will provide a firm foundation for future growth including the appointment of a new CEO and Director of Fundraising and Communications, as well as the creation of a new brand identity and strategy. We have also expanded our Manchester Team from one to five team members, enabling us to rapidly scale up our reach and impact in the region. 

## **GRANT MAKING POLICY** 

Grants are currently only made from The Angus Irvine Playing Fields Fund, which exists to increase opportunities for young people in disadvantaged areas of the UK to play sport. The fund is available to local community groups, sports clubs, and charities based in Greater Manchester, Oxfordshire, Greater London, or the West Midlands, supported by Access Sport’s Changing Places programme. All projects must also be based in or serving a borough or ward within the top 20% Indices of Multiple Deprivation and deliver activities with a focus on including young people (up to the age of 25) who would otherwise be excluded from sport such as: 

- Disadvantaged young people 

- Women and girls 

- Disabled children and young people 

- Young people from Black, Asian and minority ethnic communities 

Grants will typically be in the range from £2.5k - £5k, although a larger grant may be possible in some circumstances and towards some or all the following types of projects: 

- a. The development and improvement of playing fields and other facilities 

- b. The development and training of volunteers including the provision of qualifications 

- c. The purchase of specialist disability equipment[1] 

- d. The development of long-term sustainability, for example marketing and finance expertise 

- e. The organising, coaching and other key operational costs of running sports activities 

> 1 projects with a disability focus will be considered but is not currently a priority for the fund 

**11** 



## **ACCESS SPORT CIO** 

## **REPORT OF THE TRUSTEES – CONTINUED FOR YEAR ENDED 31 MARCH 2022** 

## **FINANCIAL REVIEW** 

2021/22 was a year of returning to business as usual, following the impact of the Covid-19 pandemic in the previous two years. We were able to hold our annual fundraising dinner for the first time since 2019, and most activities were able to return to face-to-face participation, though at slightly lower levels than prepandemic. We were able to progress with our programme of BMX track builds – Salford, Greater Manchester (completed and open to the public in June 2021), Stockwood, Bristol (completed and open to the public in November 2021) plus Bromley in London (completed and open to the public in June 2022) and finally Hillsborough, Sheffield (completed and open to the public in August 2022). 

Total income for the year was £1,688,917 – a 35% increase on 2020/21 (£1,253,112) due to being able to progress with development, outreach, and track-building activity which had been delayed during 2020/21 (£100,000 for the Salford track, £50,000 for the Stockwood track and £50,000 for the Sheffield track were all delayed due to the Covid-19 pandemic). 

There was a corresponding increase in direct delivery expenditure, due to being able to return to face-to-face delivery and catching up on all the delayed activity from previous years. Expenditure for the period totalled £1,724,967 (2020/21: £1,304,291), which has left a deficit for the year of £36,050. The year-end position shows a reduction in unrestricted funds of £83,556 and an increase in restricted funds of £47,506 (2020/21: unrestricted funds were £195,028 and restricted funds were £401,250 - both restated). 

## **RESERVES POLICY AND FINANCIAL POSITION** 

The Trustees recognise the importance of ensuring that sufficient reserves are retained to maintain adequate working capital to fund operational activity, to provide for unseen circumstances and to invest in the development of the charity. Against a history of uneven income streams, from both statutory and other sources, the Trustees aim to maintain reserves equivalent to at least three months operating costs, which is defined as unrestricted expenditure, during the year. The policy will be reviewed before the start of each financial year. 

The Covid-19 pandemic has negatively impacted fundraising across the charity sector, resulting in lower than anticipated unrestricted income for 2021/22. We have also had to use some unrestricted reserves during 2021/22 to top up programmes where funding streams came to an end during the year, or where activity delayed from the prior year still had to be carried out, but costs had increased. We have utilised interim or emergency funding and no-cost extensions to projects wherever possible. 

With the large increase in expenditure in 2021/22, free reserves have reduced to £91,555 (2020/21: £175,885 restated) which is equivalent to almost 2 months of unrestricted expenditure based on 2021/22 levels. This is below the level aimed for in the reserves policy, and with expenditure forecast to increase over the coming year, the Trustees and management have put in place ambitious growth targets to bring free reserves up to the three-month level by March 2023. 

Net assets at the end of 2021/22 are £560,228 (2020/21: £596,278). The cash balance (including short-term deposits) is healthy and at £893,122 is £299,839 higher than at the end of 2020/21. Debtors (mainly accrued income) have increased by £40,852 due to several small grants being agreed but not fully paid prior to yearend, and creditors (trade creditors, accruals, and deferred income) have increased by £377,515, with several large payments due in relation to track-builds. 

**12** 



## **ACCESS SPORT CIO** 

## **REPORT OF THE TRUSTEES – CONTINUED FOR YEAR ENDED 31 MARCH 2022** 

## **RISK MANAGEMENT** 

The Trustees have a duty to identify and review the risks to which the charity is exposed and to ensure appropriate controls are in place to provide reasonable assurance against fraud and error. The Trustees confirm that major risks have been reviewed and system and procedures have been established to manage those risks. The Trustees are of the opinion that the reserves and known subsequent income are sufficient for at least short to medium term financial requirements. 

The major risks we currently face, and the mitigations we have put in place are: 

- Multi-year agreements with key funders coming to an end simultaneously. Management and Trustees are working very proactively together to engage these funders and communicate the successful outcomes of the current partnerships leading to strong interest in further investment in line with our strategy to 2027. 

- Not maintaining unrestricted reserves to a sufficient level. The income generation committee and the fundraising team are working very proactively together to secure more unrestricted income, including growth in corporate and social/digital fundraising, while safeguarding relationships with existing supporters such as those in the video games sector. Our new growth strategy is also being used to leverage unrestricted funding from existing trusts and foundation partners, who want to invest in Access Sport and support this next stage of our growth. 

- Not being able to recruit and retain appropriate levels of staffing. Management and Trustees are constantly reviewing policies and remuneration and promoting a strongly inclusive culture. For example, during 2021/22 we introduced enhanced parental leave as part of our comprehensive benefits package, as well as new flexible and hybrid working policies to reflect the changes in working patterns following the Covid19 pandemic. We continue to place a strong emphasis on staff wellbeing and listening to staff feedback. 

## **FUNDRAISING** 

Access Sport places utmost importance on adhering to all recognised standards of fundraising governance. Fundraising is a core item at every Trustee meeting with a full update by the Director of Fundraising & Communications. In addition, we have a sub-committee of Trustees who form our ‘Income Generation Team’ who meet quarterly with the CEO and Director of Fundraising & Communications, to scrutinise income and monitor fundraising performance. 

The majority of our income is received from national partner organisations and project grants, followed by corporate partnership income and events fundraising. In order to build financial resilience, we are currently growing our unrestricted income. 

We use consultant fundraisers in Bristol and Manchester, where specialised knowledge of local trusts and foundations supports more effective and targeted fundraising. The consultant fundraisers do not approach the general public for donations. 

We subscribe to the Fundraising Regulator, and as such, all our fundraising activity conforms to the recognised standards including donor care and data management. We do not make any cold calls to individuals, and we have not received any complaints about our fundraising activities. 

## **SUBSIDIARY UNDERTAKING** 

Access Sport CIO is parent to Access Sport BMX CIC which is a registered Community Interest Company (Company number 10603583). The subsidiary is limited by guarantee. Access Sport CIO holds the voting rights and is the guarantor. The net assets are included in the group balance sheet, and the income and expenditure are included in the group Statement of Financial Activities but are not part of the charity accounts. 

**13** 



## **ACCESS SPORT CIO** 

## **REPORT OF THE TRUSTEES - CONTINUED FOR THE YEAR ENDED 31 MARCH 2022** 

## **FUTURE PLANS** 

Stand for Inclusion, published in July 2022, is Access Sport’s new Growth Strategy. It aims to clearly communicate who we are, what we do, why we do it, as well as our ambitious plans to scale up our work to support more disadvantaged and disabled children and young people over the next five years. This is focussed on taking our tried and tested offers to new locations and working across more sports, whilst also supporting sector wide change. 

This summer we also launched a new brand identity which aims to better reflect this ambition, with a bold new kitemark like symbol and a colour and graphic palette that represents our inclusive values and collaborative culture. As well as being the name of our new strategy, Stand for Inclusion is our new tagline and it aims to be an emotive, action focussed rallying cry that reflects our commitment to making inclusion the norm within community sport. 

We are confident that we have solid foundations on which to build, in pursuit of our ambitious growth targets. We have strong governance, an experienced Senior Leadership Team (including a new CEO and Director of Fundraising and Communications), a dynamic and ambitious team, and effective offers that can replicated across new sports, locations, and clubs. 

Our ability to deliver will be dependent on increased fundraising to support our plans and continuing to build strong partnerships with national and local organisations, corporate partners, supporters, communities, and volunteers. The detail of our fundraising strategy is currently being finalised, following the recent appointment of a new full-time Fundraising Director, but includes an increased focus on corporate partnerships, of which our new partnership with Nuffield Health is a great example of a place-based partnership founded on shared objectives. Nuffield Health is now our Health and Wellbeing Charity Partner, with an initial focus on Manchester but we are exploring opportunities to take this model to other locations across the UK and are also exploring the development of a new Inclusive Group Exercise offer. 

In addition to growing our range of partnerships, we are also focussed on growing our existing trusts and foundations work, as well as our national partnerships, including Sport England and the London Marathon Charitable Trust, both of whom are supportive of our new Growth Strategy. We also aim to further grow our already successful fundraising with the video games industry, where we have established a number of strong partnerships in recent years, and we now have a dedicated fundraiser for this work. 

## **STATEMENT OF TRUSTEES’ RESPONSIBILITIES** 

The Trustees are responsible for preparing the Trustees’ Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). 

The law applicable to charities in England & Wales requires the Trustees to prepare accounts for each financial year which give a true and fair view of the state of affairs of the Charity and of the incoming resources and application of resources of the charity for that period. In preparing these financial statements, the Trustees are required to: 

- select suitable accounting policies and then apply them consistently; 

- observe the methods and principles in the Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable to the United Kingdom and Republic of Ireland (FRS 102); 

- make judgments and estimates that are reasonable and prudent; 

- state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements; and 

- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Charity will continue in operation. 

**14** 



## **ACCESS SPORT CIO** 

## **REPORT OF THE TRUSTEES - CONTINUED FOR THE YEAR ENDED 31 MARCH 2022** 

The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the Charity and enable them to ensure that the financial statements comply with the Charities Act 2011, the Charity (Accounts and Reports) Regulations 2008 and the provisions of the trust deed. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. 

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

Approved by the Trustees on 24 November 2022 and signed on their behalf by: 


Martin McPhee Chairman 

**15** 



## **INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES OF ACCESS SPORT CIO** 

## **Opinion** 

We have audited the accounts of Access Sport CIO (the ‘parent charity’) and its subsidiary (the ‘group’) for the year ended 31 March 2022 which comprise the group consolidated statement of financial activities, group and parent charity balance sheets, consolidated statement of cash flows, the principal accounting policies, and the notes to the accounts. 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 accounts: 

- give a true and fair view of the state of the group’s and of the parent charity’s affairs as at 31 March 2022 and of their income and expenditure for the year then ended; 

- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and 

- have been prepared in accordance with the requirements of the Charities Act 2011. 

## **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 accounts section of our report. We are independent of the group in accordance with the ethical requirements that are relevant to our audit of the accounts 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 accounts, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the accounts 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 group and parent charity’s ability to continue as a going concern for a period of at least twelve months from when the accounts are 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 and accounts, other than the accounts and our auditor’s report thereon. Our opinion on the accounts does not cover the other information and we do not express any form of assurance conclusion thereon. 

In connection with our audit of the accounts, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the accounts, 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 accounts 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. 

**16** 



## **INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES OF ACCESS SPORT CIO - CONTINUED** 

## **Matters on which we are required to report by exception** 

We have nothing to report in respect of the following matters in relation to which the Charities Act 2011 requires us to report to you if, in our opinion: 

- the information given in the trustees’ annual report is inconsistent in any material respect with the accounts; or 

- sufficient accounting records have not been kept by the parent charity; or 

- the parent charity accounts are not in agreement with the accounting records and returns; or 

- we have not received all the information and explanations we require for our audit. 

## **Responsibilities of trustees** 

As explained more fully in the trustees’ responsibilities statement, the trustees are responsible for the preparation of the accounts 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 accounts that are free from material misstatement, whether due to fraud or error. 

In preparing the accounts, the trustees are responsible for assessing the group’s and the parent charity’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 group or the parent charity or to cease operations, or have no realistic alternative but to do so. 

## **Auditor’s responsibilities for the audit of the accounts** 

Our objectives are to obtain reasonable assurance about whether the accounts 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 accounts. 

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: 

How the audit was considered capable of detecting irregularities including fraud 

Our approach to identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, was as follows: 

- The engagement partner ensured that the engagement team collectively had the appropriate competence, capabilities and skills to identify or recognise non-compliance with applicable laws and regulations; 

- We identified the laws and regulations applicable to the charity through discussions with management and trustees and from our knowledge and experience of the charity sector; 

- We focused on specific laws and regulations which we considered may have a direct material effect on the accounts or the activities of the charity.  These included but were not limited to the Charities Act 2011; Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable to the United Kingdom and Republic of Ireland (FRS 102) (effective 1 January 2019), Safeguarding Regulations, GDPR, fundraising regulations; and 

- We assess the extent of compliance with laws and regulations identified above by making enquiries of management and representatives of the trustees and review of the minutes of trustees’ meetings. 

**17** 



## **INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES OF ACCESS SPORT CIO - CONTINUED** 

We assessed the susceptibility of the charity’s financial statements to material misstatement, including how fraud might occur by: 

- Making enquiries of management and representatives of the trustees as to where they considered there was susceptibility to fraud, their knowledge of actual, suspected, and alleged fraud; and 

- Considering the internal controls in place to mitigate risks of fraud and non-compliance with laws and regulations. 

To address the risk of fraud through management bias and override of controls, we: 

- Performed analytical procedures to identify any unusual or unexpected relationships; 

- Tested and reviewed journal entries to identify unusual transactions; 

- Tested the authorisation of expenditure; 

- Tested the implementation of financial controls; 

- Assessed whether judgements and assumptions made in determining the accounting estimates were indicative of potential bias; and 

- Investigated the rationale behind significant or unusual transactions. 

In response to the risk of irregularities and non-compliance with laws and regulations, we designed procedures which included, but were not limited to: 

- Agreeing financial statement disclosures to underlying supporting documentation; 

- Reading the minutes of meetings of trustees; and 

- Enquiring of as to actual and potential litigation and claims. 

There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions, the less likely it is that we would become aware of non-compliance. Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the trustees and other management and the inspection of regulatory and legal correspondence, if any. 

Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion. 

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

## **Use of our report** 

This report is made solely to the charity’s trustees, as a body, in accordance with section 144 of the Charities Act 2011 and with regulations made under section 154 of that Act. Our audit work has been undertaken so that we might state to the charity’s trustees 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 and the charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed. 

Buzzacott LLP Statutory Auditor 130 Wood Street London EC2V 6DL 

Date: 15 December 2022 

18 



## **ACCESS SPORT CIO** 

## **CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2022** 

|**GROUP**<br>Notes<br>**Income from:**<br>Donations<br>1<br>Charitable activities<br>2<br>Other trading activities<br>17<br>Investments<br>3<br>**Total income**<br>**Expenditure on:**<br>Raising funds<br>4<br>Charitable activities<br>5<br>- Programme activities<br>- Grants payable<br>Other trading activities<br>6<br>**Total expenditure**<br>**Reconciliation of funds:**<br>Prior year restatement<br>19<br>**Net (expenditure) income for the**<br>**year, being net movement in funds**<br>**Total fund balances brought**<br>**forward at 1 April as restated**<br>**Total fund balances carried**<br>**forward at 31 March**<br>Total fund balances brought forward<br>at 1 April as previously disclosed|**Unrestricted**<br>**funds**<br>**£**<br>**434,053**<br>**10,533**<br>**53,638**<br>**58**<br>**498,282**<br>**209,915**<br>**315,982**<br>**2,303**<br>**53,638**<br>**581,838**<br>**83,556 )**<br>**(**<br>**179,466**<br>**15,562**<br>**195,028**<br>**111,472**|**Restricted**<br>**funds**<br>**£**<br>**258,525**<br>**932,089**<br>**-**<br>**21**<br>**1,190,635**<br>**10,953**<br>**1,089,060**<br>**43,116**<br>**-**<br>**1,143,129**<br>**47,506**<br>**416,812**<br>**15,562 )**<br>**(**<br>**401,250**<br>**448,756**<br>**2022**|**Total**<br>**funds**<br>**£**<br>**692,578**<br>**942,622**<br>**53,638**<br>**79**<br>**1,688,917**<br>**220,868**<br>**1,405,042**<br>**45,419**<br>**53,638**<br>**1,724,967**<br>**36,050 )**<br>**(**<br>**596,278**<br>**-**<br>**596,278**<br>**560,228**|Restated<br>2021<br>Total<br>funds<br>£<br>348,180<br>882,712<br>22,090<br>130|
|---|---|---|---|---|
|||||1,253,112|
|||||160,313<br>1,085,280<br>36,608<br>22,090|
|||||1,304,291|
|||||51,179 )<br>(|
|||||671,166<br>23,709 )<br>(<br>647,457|
|||||596,278|



All of the charity’s activities were from continuing operations in the above two financial periods. 

The charity has no recognised gains or losses other than those included in the Statement of Financial Activities. 

The notes on pages 27 to 35 form an integral part of these financial statements. 

19 



## **ACCESS SPORT CIO** 

## **CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2022** 

|**GROUP (COMPARATIVE)**<br>Notes<br>**Income from:**<br>Donations<br>1<br>Charitable activities<br>2<br>Other trading activities<br>17<br>Investments<br>3<br>**Total income**<br>**Expenditure on:**<br>Raising funds<br>4<br>Charitable activities<br>5<br>- Programme activities (restated)<br>- Grants payable<br>Other trading activities<br>6<br>**Total expenditure**<br>**Reconciliation of funds:**<br>**Net expenditure for the year, being net**<br>**movement in funds**<br>**Total fund balances brought forward at**<br>**1 April (restated)**<br>**Total fund balances carried forward at**<br>**31 March (restated)**|Unrestricted<br>funds<br>£<br>203,141<br>-<br>22,090<br>130<br>225,361<br>160,313<br>93,374<br>-<br>22,090<br>275,777<br>50,416 )<br>(<br>245,444<br>195,028|Restricted<br>Total<br>funds<br>funds<br>£<br>£<br>145,039<br>348,180<br>882,712<br>882,712<br>-<br>22,090<br>-<br>130<br>1,027,751<br>1,253,112<br>-<br>160,313<br>991,906<br>1,085,280<br>36,608<br>36,608<br>-<br>22,090<br>1,028,514<br>1,304,291<br>763 )<br>(<br>51,179 )<br>(<br>402,013<br>647,457<br>401,250<br>596,278<br>2021 (restated)|
|---|---|---|



20 



## **ACCESS SPORT CIO** 

## **BALANCE SHEETS AT 31 MARCH 2022** 

|Notes<br>**Fixed assets**<br>Tangible fixed assets<br>11<br>**Current assets**<br>Debtors<br>12<br>Cash at bank<br>Short-term deposits<br>**Liabilities**<br>13<br>**Net current assets**<br>**Net assets**<br>16<br>**The funds of the group/charity:**<br>Unrestricted funds<br>14<br>Restricted funds<br>15<br>**Total funds**<br>Creditors: amounts falling due within<br>one year<br>**Total assets less current liabilities**|**2022**<br>2021<br>(restated)<br>**£**<br>£<br>**19,917**<br>19,143<br>**117,118**<br>76,266<br>**378,162**<br>593,283<br>**514,960**<br>-<br>**469,929**<br>92,414<br>**540,311**<br>577,135<br>**560,228**<br>596,278<br>**560,228**<br>596,278<br>**111,472**<br>195,028<br>**448,756**<br>401,250<br>**560,228**<br>596,278<br>**Group**|**Charity**|**Charity**|
|---|---|---|---|
||**2022**<br>**£**<br>**19,917**<br>**117,118**<br>**378,162**<br>**514,960**<br>**469,929**<br>**540,311**<br>**560,228**<br>**560,228**<br>**111,472**<br>**448,756**<br>**560,228**|**2022**<br>**£**<br>**19,917**<br>**148,310**<br>**341,814**<br>**514,960**<br>**464,783**<br>**540,301**<br>**560,218**<br>**560,218**<br>**111,462**<br>**448,756**<br>**560,218**|2021<br>(restated)<br>£<br>19,143|
||||78,981<br>587,246<br>-|
||||89,102|
||||577,125<br>596,268|
||||596,268|
||||195,018<br>401,250|
||||596,268|



Approved by the Trustees on 24 November 2022 and signed on their behalf by: 


**Martin McPhee Chairman** 

The notes on pages 27 to 35 form an integral part of these financial statements. 

21 



## **ACCESS SPORT CIO** 

## **CONSOLIDATED STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2022** 

|Notes<br>**Cash flows from operating activities:**<br>Net cash provided by operating activities<br>A<br>**Cash flows from investing activities:**<br>Interest from investments<br>Proceeds from sale of tangible fixed assets<br>Purchase of tangible fixed assets<br>**Net cash (used in) investing activities**<br>**Change in cash and cash equivalents in the year**<br>**Cash and cash equivalents at 1 April**<br>B<br>**Cash and cash equivalents at 31 March**<br>B|**2022**<br>**£**<br>**312,809**<br>**79**<br>**787**<br>**13,836 )**<br>**(**<br>**12,970 )**<br>**(**<br>**299,839**<br>**593,283**<br>**893,122**|2021<br>£<br>92,064|
|---|---|---|
|||130<br>626<br>4,915 )<br>(|
|||4,159 )<br>(|
|||87,905<br>505,378|
||||
|||593,283|



## **Notes to the statement of cash flows for the year to 31 March 2022** 

## **A Reconciliation of net movement in funds to net cash provided by operating activities** 

|**Adjustments for:**<br>Depreciation charge<br>Investment income<br>(Increase) /decrease in debtors<br>Increase in creditors<br>**Net cash provided by operating activities**<br>Cash at bank and in hand<br>Short-term deposits<br>**Total cash and cash equivalents**<br>**Net movement in funds (as per the statement of**<br>**financial activities)**<br>**Analysis of cash and cash equivalents**|**2022**<br>**£**<br>**36,050 )**<br>**(**<br>**12,275**<br>**79 )**<br>**(**<br>**40,852 )**<br>**(**<br>**377,515**<br>**312,809**<br>**2022**<br>**£**<br>**378,162**<br>**514,960**<br>**893,122**|2021<br>£<br>51,179 )<br>(<br>11,796<br>130 )<br>(<br>92,162<br>39,415|
|---|---|---|
|||92,064|
|||2021<br>£<br>593,283<br>-|
|||593,283|



## **B Analysis of cash and cash equivalents** 

## **C Reconciliation of net debt** 

The charity did not have any borrowings, derivatives or finance leases in the above two financial periods. 

**22** 



## **ACCESS SPORT CIO** 

## **PRINCIPAL ACCOUNTING POLICIES FOR THE YEAR ENDED 31 MARCH 2022** 

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are laid out below. 

## **Statutory information** 

Access Sport CIO is a Charitable Incorporated Organisation registered in England and Wales. The charity's registered number is 1156819 and its registered office is 3 Durham Yard, Teesdale Street, London E2 6QF. 

## **Basis of preparation** 

These financial statements have been prepared for the year to 31 March 2022. 

The financial statements have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant accounting policies below or the notes to these financial statements. The financial statements are rounded to the nearest pound. 

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (Charities SORP FRS 102); the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102); and the Charities Act 2011. 

The prior year comparatives have been restated due to reclassification of transactions between restricted and unrestricted funds - for more detail see note 19. 

Access Sport CIO meets the definition of a public benefit entity under FRS 102. 

## **Assessment of going concern** 

The Trustees have assessed whether the use of the going concern assumption is appropriate in preparing these financial statements. The Trustees have made this assessment in respect to a period of one year from the date of approval of these financial statements. 

The Trustees of the charity have concluded that there are no material uncertainties related to events or conditions that may cast significant doubt on the ability of the charity to continue as a going concern. The Trustees are of the opinion that the charity will have sufficient resources to meet its liabilities as they fall due. 

## **Basis of consolidation** 

The group financial statements consolidate the results of the charity and its wholly-owned subsidiary Access Sport BMX CIC on a line by line basis. 

**23** 



## **ACCESS SPORT CIO** 

## **PRINCIPAL ACCOUNTING POLICIES - CONTINUED FOR THE YEAR ENDED 31 MARCH 2022** 

## **Critical accounting estimates and areas of judgement** 

Preparation of the financial statements requires the Trustees and management to make significant judgements and estimates. 

The items in the financial statements where these judgements and estimates have been made include: 

- estimating the liability for commitments; 

- the useful lives of fixed assets and consequently the depreciation charged upon them; 

- support cost allocation; and 

- estimating the likelihood and timing of reaching milestones within grant documentation or offers received, for income recognition purposes. 

## **Income recognition** 

Income is recognised in the period in which the charity has entitlement to the income, the amount of income can be measured reliably, and it is probable that the income will be received. 

Income comprises donations, income from charitable activities, investment income and income from other trading activities. 

Income from donations and grants is recognised when receivable, except as follows: 

• when donors specify that donations and grants given to the charity must be used in future accounting periods, the income is deferred until those periods; and 

• when donors impose conditions, which must be fulfilled before the charity becomes entitled to use such income, the income is deferred and not included in income until the pre-conditions for use have been met. 

When donors specify that donations and grants, including capital grants, are for particular purposes, which do not amount to pre-conditions regarding entitlement, this income is included in income of restricted funds when receivable. 

Donated services and facilities are included at the value to the charity where this can be quantified. 

For performance-related grants, in the absence of specific milestones to determine entitlement, income is recognised to the extent that resources have been committed to the specific programme, as this is deemed to be a reliable estimate of the right to receive payment for the work performed. In this case, cash received in excess of expenditure is included as a creditor (as deferred income) and expenditure in excess of cash included as a debtor (as accrued income). 

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. 

Income from other trading activities is from the supply of services, and is recognised with the delivery of the contracted service. 

**24** 



## **ACCESS SPORT CIO** 

## **PRINCIPAL ACCOUNTING POLICIES - CONTINUED FOR THE YEAR ENDED 31 MARCH 2022** 

## **Expenditure recognition** 

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to make a payment to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. 

All expenditure is accounted for on an accruals basis. Expenditure comprises direct costs and support costs. All expenses, including support costs, are allocated or apportioned to the applicable expenditure headings. The classification between activities is as follows: 

- Expenditure on raising funds includes all expenditure associated with raising funds for the charity. This includes fundraising expenses and administration costs. 

- Expenditure on charitable activities includes all costs associated with furthering the charitable purposes of the charity through the provision of its charitable activities. Such costs include charitable grants, donations and support costs, including governance costs. 

All expenditure is stated inclusive of irrecoverable VAT. 

## **Tangible fixed assets** 

All assets costing more than £500 and with an expected useful life exceeding one year are capitalised. 

Depreciation is provided at the following straight-line annual rates in order to write off each asset over its estimated useful life. 

Leasehold improvements - over the remaining life of the lease Equipment - over 4 years 

## **Debtors** 

Debtors are recognised at their settlement amount, less any provision for non-recoverability. Prepayments are valued at the amount prepaid. They have been discounted to the present value of the future cash receipt where such discounting is material. 

## **Cash at bank and in hand** 

Cash at bank and in hand represents such accounts and instruments that are available on demand. 

## **Creditors and provisions** 

Creditors and provisions are recognised when there is an obligation at the balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably. Creditors and provisions are recognised at the amount the charity anticipates it will pay to settle the debt. They have been discounted to the present value of the future cash payment where such discounting is material. 

**25** 



## **ACCESS SPORT CIO** 

## **PRINCIPAL ACCOUNTING POLICIES - CONTINUED FOR THE YEAR ENDED 31 MARCH 2022** 

## **Funds** 

Unrestricted funds are those available for the general purposes of the Charity. Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees. 

Restricted funds are those funds whose purposes have been restricted by the donor to specific areas as set out in note 15. 

## **Pensions** 

The charity operates a defined contribution pension scheme and the pension charge represents the amounts payable by the charity to the pension scheme in respect of the year. 

## **Taxation** 

Access Sport CIO is a registered charity and therefore is not liable to income tax or corporation tax on income derived from its charitable activities. 

Access Sport BMX CIC expects to transfer any profit made via gift aid to Access Sport CIO and therefore is not expected to incur any corporation tax liability. 

## **Financial instruments** 

The charity only holds basic financial instruments as defined in FRS 102. The financial assets and financial liabilities of the charity and their measurement basis are as follows: 

_Financial assets_ – trade and other debtors are basic financial instruments and are debt instruments measured at amortised cost as detailed in note 12. Prepayments are not financial instruments. 

_Cash at bank and short-term deposits_ – are classified as a basic financial instruments and are measured at face value. 

_Financial liabilities_ – trade creditors, accruals and other creditors are financial instruments, and are measured at amortised cost as detailed in note 13. Taxation and social security are not included in the financial instruments disclosure definition. Deferred income is not deemed to be a financial liability, as the cash settlement has already taken place and there is an obligation to deliver services rather than cash or another financial instrument. 

## **Leases** 

Rentals under operating leases are charged on a straight line basis over the lease term. 

**26** 



## **ACCESS SPORT CIO** 

## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022** 

## **1. Donations** 

|General donations<br>Trusts and foundations<br>Corporate partner fundraising<br>Annual dinner and auction<br>Community fundraising - organised challenges<br>Angus Irvine Playing Field Fund|**Unrestricted**<br>**Funds**<br>**£**<br>**51,201**<br>**53,000**<br>**206,874**<br>**80,426**<br>**42,552**<br>**-**<br>**434,053**|**Restricted**<br>**Funds**<br>**£**<br>**37,687**<br>**89,750**<br>**-**<br>**-**<br>**15,032**<br>**116,056**<br>**258,525**|**2022**<br>**£**<br>**88,888**<br>**142,750**<br>**206,874**<br>**80,426**<br>**57,584**<br>**116,056**<br>**692,578**|2021<br>(restated)<br>£<br>168,535<br>13,000<br>78,679<br>48,819<br>28,245<br>10,902|
|---|---|---|---|---|
|||||348,180|



## **2. Charitable activities** 

|Cycling Inclusion Programme<br>Disability Inclusion Programme<br>Social Inclusion Programme<br>Inclusive Volunteering Programme|**Unrestricted**<br>**Funds**<br>**£**<br>**6,430**<br>**4,103**<br>**-**<br>**-**<br>**10,533**|**Restricted**<br>**Funds**<br>**£**<br>**644,731**<br>**251,183**<br>**36,175**<br>**-**<br>**932,089**|**2022**<br>**£**<br>**651,161**<br>**255,286**<br>**36,175**<br>**-**<br>**942,622**|2021<br>(restated)<br>£<br>451,766<br>318,901<br>92,620<br>19,425|
|---|---|---|---|---|
|||||882,712|



Funding for charitable activities received during the year from Government sources totaled £329,260 (2021 £232,771). 

## **3. Investment Income** 

|Deposit account interest|**Unrestricted**<br>**Funds**<br>**£**<br>**58**<br>**58**|**Restricted**<br>**Funds**<br>**£**<br>**21**<br>**21**|**2022**<br>**£**<br>**79**<br>**79**|2021<br>£<br>130|
|---|---|---|---|---|
|||||130|



**27** 



## **ACCESS SPORT CIO** 

## **NOTES TO THE FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2022** 

## **4. Expenditure on raising funds** 

|Staff costs (see note 9)<br>Fundraising expenses<br>Annual dinner expenses<br>Support costs (see note 7)|**Unrestricted**<br>**Funds**<br>**£**<br>**73,269**<br>**81,516**<br>**33,096**<br>**22,034**<br>**209,915**|**Restricted**<br>**Funds**<br>**£**<br>**-**<br>**10,953**<br>**-**<br>**-**<br>**10,953**|**2022**<br>**£**<br>**73,269**<br>**92,469**<br>**33,096**<br>**22,034**<br>**220,868**|2021<br>£<br>74,318<br>73,191<br>6,961<br>5,843|
|---|---|---|---|---|
|||||160,313|



## **5. Expenditure on charitable activities** 

|Staff costs (see note 9)<br>Direct programme activity<br>Grants to clubs<br>Support costs (see note 7)|**Programme**<br>**activities**<br>**£**<br>**499,891**<br>**626,186**<br>**-**<br>**278,965**<br>**1,405,042**|**Grants**<br>**payable**<br>**£**<br>**1,000**<br>**8,296**<br>**33,820**<br>**2,303**<br>**45,419**|**2022**<br>**£**<br>**500,891**<br>**634,482**<br>**33,820**<br>**281,268**<br>**1,450,461**|2021<br>£<br>714,132<br>277,774<br>36,608<br>93,374|
|---|---|---|---|---|
|||||1,121,888|



Grants to clubs are all made by the Angus Irvine Playing Fields Fund. Staff and direct programme activity costs have been directly apportioned here. Support costs apportioned to charitable activities are then apportioned to programme activity and grants payable according to the proportion of staff and direct programme activity costs (see note 7). 

## **6. Expenditure on other trading activities** 

|Staff costs (see note 9)<br>Other direct costs|**2022**<br>**£**<br>**12,274**<br>**41,364**<br>**53,638**|2021<br>£<br>437<br>21,653|
|---|---|---|
|||22,090|



**28** 



**ACCESS SPORT CIO** 

## **NOTES TO THE FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2022** 

## **7. Support costs** 

|Staff costs (see note 9)<br>Other direct costs<br>Depreciation costs<br>Governance costs (see note 8)|**Raising**<br>**funds**<br>**£**<br>**12,977**<br>**7,497**<br>**892**<br>**668**<br>**22,034**|**Charitable**<br>**activities**<br>**£**<br>**165,657**<br>**95,699**<br>**11,383**<br>**8,529**<br>**281,268**|**2022**<br>**£**<br>**178,634**<br>**103,196**<br>**12,275**<br>**9,197**<br>**303,302**|2021<br>£<br>5,258<br>79,402<br>11,796<br>9,761|
|---|---|---|---|---|
|||||106,217|



Staff costs are allocated directly to the activities they relate to, with any remaining salary costs being allocated to support costs, and then apportioned with other support costs. 

Depreciation costs are allocated entirely to support costs and then apportioned with other support costs. 

Governance costs are allocated entirely to support costs and then apportioned with other support costs. 

Support costs are apportioned across raising funds and charitable activities based on the Full Time Equivalent (FTE) of staff time worked on each activity. 

## **8. Governance costs** 

|Auditor’s remuneration<br>- Audit fees - current year<br>- Audit fees - under accrued from prior year<br>Legal and bank fees|**2022**<br>**£**<br>**8,820**<br>**193**<br>**184**<br>**9,197**|2021<br>£<br>7,000<br>2,535<br>226|
|---|---|---|
|||9,761|



## **9. Staff costs and numbers and remuneration of key management personnel** 

The average number of persons working for the charity during the year was as follows: 

|**2022**<br>**20**|2021|
|---|---|
||22|



The aggregate amount of salaries, wages and related costs of employees is comprised as follows: 

|Salaries and wages<br>Social security costs<br>Pension costs|**2022**<br>**£**<br>**681,044**<br>**70,356**<br>**13,666**<br>**765,066**|2021<br>£<br>705,753<br>72,900<br>15,492|
|---|---|---|
|||794,145|



Two employees (2021: one employee) received annual emoluments of more than £60,000 but not more than £70,000. 

No employees (2021: one employee) received annual emoluments of more than £70,000 but not more than £80,000. 

The key management personnel of the charity in charge of directing and controlling, running and operating the charity on a day to day basis comprise 6 posts (see p.8 for the definition of key management personnel). During the year ended 31 March 2022, these 6 posts were taken up by 8 members of staff due to there being 2 leavers during the year. The total remuneration (including taxable benefits and employer's pension contributions) of the 8 key management personnel for the year was £355,436 (2021: £356,903). 

**29** 



## **ACCESS SPORT CIO** 

## **NOTES TO THE FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2022** 

## **10. Leasing Commitments** 

The future total minimum payments to which the Group is committed as at 31 March 2022 under operating lease agreements are as follows: 

|**Office premises**<br>Net present value of total lease commitments due:<br>Within one year<br>Between one and five years<br>Over five years<br> **Tangible fixed assets**<br>**Group and charity**<br>**Leasehold**<br>**improvements**<br>**£**<br>**Cost or valuation**<br>At 1 April 2021<br>34,120<br>Additions<br>-<br>Disposals<br>-<br>**At 31 March 2022**<br>**34,120**<br>**Depreciation**<br>At 1 April 2021<br>28,436<br>Charge for the year<br>5,684<br>Eliminated on disposal<br>-<br>**At 31 March 2022**<br>**34,120**<br>**Net book values**<br>**At 31 March 2022**<br>**-**<br>At 31 March 2021<br>5,684|**2022**<br>**£**<br>**25,000**<br>**4,167**<br>**-**<br>**29,167**<br>**Equipment**<br>**£**<br>50,526<br>13,836<br>1,266 )<br>(<br>**63,096**<br>37,067<br>6,591<br>479 )<br>(<br>**43,179**<br>**19,917**<br>13,459|2021<br>£<br>25,471<br>29,167<br>-|
|---|---|---|
|||54,638|
|||**Total**<br>**£**<br>84,646<br>13,836<br>1,266 )<br>(|
|||**97,216**|
|||65,503<br>12,275<br>479 )<br>(|
|||**77,299**|
||||
|||**19,917**|
|||19,143|



## **11. Tangible fixed assets** 

**30** 



## **ACCESS SPORT CIO** 

## **NOTES TO THE FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2022** 

## **12. Debtors** 

|Other debtors<br>Prepayments<br>Accrued income|**2022**<br>2021<br>**£**<br>£<br>**22,703**<br>10,149<br>**12,046**<br>11,800<br>**82,369**<br>54,317<br>**117,118**<br>76,266<br>**Group**|**Charity**|**Charity**|
|---|---|---|---|
||**2022**<br>**£**<br>**22,703**<br>**12,046**<br>**82,369**<br>**117,118**|**2022**<br>**£**<br>**72,511**<br>**11,575**<br>**64,224**<br>**148,310**|2021<br>£<br>19,974<br>11,800<br>47,207|
||||78,981|



## **13.a. Creditors: amounts falling due within one year** 

|Trade creditors<br>Other creditors<br>Taxation and social security<br>Accruals<br>Deferred income (see note 13.b)|**2022**<br>2021<br>**£**<br>£<br>**191,917**<br>655<br>**5,339**<br>3,029<br>**20,107**<br>20,613<br>**129,218**<br>43,367<br>**123,348**<br>24,750<br>**469,929**<br>92,414<br>**Group**|**Charity**|**Charity**|
|---|---|---|---|
||**2022**<br>**£**<br>**191,917**<br>**5,339**<br>**20,107**<br>**129,218**<br>**123,348**<br>**469,929**|**2022**<br>**£**<br>**191,917**<br>**5,339**<br>**19,160**<br>**125,019**<br>**123,348**<br>**464,783**|2021<br>£<br>655<br>3,029<br>17,301<br>43,367<br>24,750|
||||89,102|



## **13.b. Deferred income** 

|Brought forward at 1 April<br>Received in the year<br>Expended in the year<br>**Carried forward at 31 March**|**2022**<br>2021<br>**£**<br>£<br>**24,750**<br>-<br>**123,348**<br>24,750<br>**24,750 )**<br>**(**<br>-<br>**123,348**<br>24,750<br>**Group**|**Charity**|**Charity**|
|---|---|---|---|
||**2022**<br>**£**<br>**24,750**<br>**123,348**<br>**24,750 )**<br>**(**<br>**123,348**|**2022**<br>**£**<br>**24,750**<br>**123,348**<br>**24,750 )**<br>**(**<br>**123,348**|2021<br>£<br>-<br>24,750<br>-|
||||24,750|



**31** 



## **ACCESS SPORT CIO** 

## **NOTES TO THE FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2022** 

## **14. Unrestricted funds** 

|General fund<br>General fund<br>**15.**<br>**Restricted funds**<br>Cycling Inclusion Programme<br>Disability Inclusion Programme<br>Social Inclusion Programme<br>Angus Irvine Playing Field Fund<br>Cycling Inclusion Programme<br>Disability Inclusion Programme<br>Social Inclusion Programme<br>Inclusive Volunteering Programme<br>Angus Irvine Playing Field Fund|**Balance**<br>**as at**<br>**1 April**<br>**2021**<br>**£**<br>**195,028**<br>**195,028**<br>Balance<br>as at<br>1 April<br>2020<br>(as restated)<br>**£**<br>245,444<br>245,444<br>**Balance**<br>**as at**<br>**1 April**<br>**2021**<br>**£**<br>**139,738**<br>**87,435**<br>**17,585**<br>**156,492**<br>**401,250**<br>Balance<br>as at<br>1 April<br>2020<br>(as restated)<br>**£**<br>88,743<br>44,153<br>40,799<br>39,113<br>189,205<br>402,013|**Income**<br>**£**<br>**498,282**<br>**498,282**<br>Income<br>**£**<br>225,361<br>225,361<br>**Income**<br>**£**<br>**702,196**<br>**303,423**<br>**68,939**<br>**116,077**<br>**1,190,635**<br>Income<br>**£**<br>501,766<br>403,038<br>92,620<br>19,425<br>10,902<br>1,027,751|**Expenditure**<br>**£**<br>**581,838 )**<br>**(**<br>**581,838 )**<br>**(**<br>Expenditure<br>**£**<br>275,777 )<br>(<br>275,777 )<br>(<br>**Expenditure**<br>**£**<br>**747,519 )**<br>**(**<br>**272,450 )**<br>**(**<br>**73,087 )**<br>**(**<br>**50,073 )**<br>**(**<br>**1,143,129 )**<br>**(**<br>Expenditure<br>(restated)<br>**£**<br>450,771 )<br>(<br>359,756 )<br>(<br>115,834 )<br>(<br>58,538 )<br>(<br>43,615 )<br>(<br>1,028,514 )<br>(|**Balance**<br>**as at**<br>**31 March**<br>**2022**<br>**£**<br>**111,472**|
|---|---|---|---|---|
|||||**111,472**|
|||||Balance<br>as at<br>31 March<br>2021<br>(as restated)<br>**£**<br>195,028|
|||||195,028|
|||||**Balance**<br>**as at**<br>**31 March**<br>**2022**<br>**£**<br>**94,415**<br>**118,408**<br>**13,437**<br>**222,496**|
|||||**448,756**|
|||||Balance<br>as at<br>31 March<br>2021<br>(as restated)<br>**£**<br>139,738<br>87,435<br>17,585<br>-<br>156,492|
|||||401,250|



**32** 



**ACCESS SPORT CIO** 

## **NOTES TO THE FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2022** 

## **15. Restricted funds continued** 

## **Description of Restricted Funds:** 

**Cycling Inclusion Programme** - developing community cycling facilities, inclusive cycling clubs and delivering cycle training to disadvantaged and disabled young people – currently in London, Bristol, Manchester and Sheffield and developing a national network of inclusive cycling clubs. Main funders are Sport England, The Bikeability Trust and The London Marathon Charitable Trust, with contributions from local authorities, and several trusts and foundations. 

**Disability Inclusion Programme** - enabling community sports clubs and organisations to include disabled children and young people, with a multi-sport place-based focus (currently in London and Bristol) alongside national networks focusing on specialistsports (currently cycling, hockey and basketball). Main funders are Sport England, St James Place Foundation, Bristol City Council, Spirit of 2012, the City Bridge Trust (London), Peter Harrison Foundation (London), and several trusts and foundations. 

**Social Inclusion Programme** - capacity-building inclusive, community sports clubs in underserved communities. Currently in Manchester, Oxford, and growing into London and other strategic locations via the Angus Irvine Playing Fields Fund. Main funders include Trafford Council, the Albert Gubay Charitable Foundation, The Peter Kershaw Trust and our new Health and Wellbeing Charity Partner Nuffield Health. 

**Angus Irvine Playing Field Fund** - The Playing Fields Legacy Fund was a charity established by the late Angus Irvine in 2012, prompted by what he felt was a failure of the 2012 London Olympics to provide the promised legacy for grass-roots sport. In order to fully capitalise on what Angus achieved, in 2018 the trustees decided to join forces with Access Sport and form a new fund, through which Access Sport will act as custodian of Angus's legacy for the long-term - ensuring the remaining funds reach the projects that need them the most and working with Angus's children and grandchildren to continue the remarkable fundraising that Angus started. 

## **16. Analysis of group net assets between funds** 

|**Fund balances at 31 March 2022 are**<br>**represented by:**<br>Tangible fixed assets<br>Net current assets<br>Total net assets<br>**Fund balances at 31 March 2021 are**<br>**represented by:**<br>Tangible fixed assets<br>Net current assets<br>Total net assets|**General**<br>**Funds**<br>**£**<br>**19,917**<br>**91,555**<br>**111,472**<br>General<br>Funds<br>(as restated)<br>£<br>19,143<br>175,885<br>195,028|**Restricted**<br>**funds**<br>**£**<br>**-**<br>**448,756**<br>**448,756**<br>Restricted<br>funds<br>(as restated)<br>£<br>-<br>401,250<br>401,250|**2022**<br>**Total**<br>**£**<br>**19,917**<br>**540,311**|
|---|---|---|---|
||||**560,228**|
||||2021<br>Total<br>(as restated)<br>£<br>19,143<br>577,135|
||||596,278|



**33** 



## **ACCESS SPORT CIO** 

## **NOTES TO THE FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2022** 

## **17. Investment in subsidiary** 

The charity is parent to Access Sport BMX CIC which is a registered Community Interest Company (Company number 10603583). The subsidiary is limited by guarantee. Access Sport CIO holds the voting rights and is the guarantor. The net assets are included in the group balance sheet, and the income and expenditure are included in the group Statement of Financial Activities but are not part of the charity accounts. 

## **a Summary of profit and loss account for Access Sport BMX CIC** 

|Turnover<br>Cost of sales<br>Gross profit<br>Other expenses<br>Net profit before taxation<br>Gift aid to Access Sport CIO<br>Profit after taxation<br>**Summary of balance sheet for Access Sport BMX CIC**<br>Tangible fixed assets<br>Debtors<br>Cash at bank and in hand<br>Current assets<br>Creditors<br>Net assets<br>Aggregate capital and reserves|**2022**<br>**£**<br>**53,638**<br>**53,638 )**<br>**(**<br>**-**<br>**-**<br>**-**<br>**-**<br>**-**<br>**2022**<br>**£**<br>**-**<br>**20,926**<br>**36,348**<br>**57,274**<br>**57,264 )**<br>**(**<br>**10**<br>**10**|2021<br>£<br>22,090<br>22,090 )<br>(|
|---|---|---|
|||-<br>-|
|||-<br>-|
|||-|
|||2021<br>£<br>-<br>12,312<br>6,037|
|||18,349<br>18,339 )<br>(<br>10|
|||10|



## **b Summary of balance sheet for Access Sport BMX CIC** 

**34** 



## **ACCESS SPORT CIO** 

## **NOTES TO THE FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2022** 

## **18. Related parties** 

## **a Trustees or connected persons** 

Donations of £6,895 were received from three trustees (2021: £20 from one trustee). 

A donation of £250 has been received from National Emergency Trust (NET), one trustee is a director of NET. 

No trustee received any form of emoluments from the charity during the year (2021: £nil). One trustee has been reimbursed £292 for travel expenses incurred during the year (2021: £nil). 

## **b Other related parties** 

The ultimate parent undertaking (Parent Charity) is Access Sport CIO. 

The charity has taken the exemption afforded by FRS 102 to disclose related party transactions with Access Sport BMX CIC as it is a wholly owned subsidiary of the charity. 

## **19. Prior year restatement** 

|Notes<br>Fund balances at 1 April 2021 as previously stated<br>Prior year restatement<br>Being correction of opening balance 2020/21<br>a<br>Being correction of treatment of AIPFF fee 2020/21<br>b<br>Fund balances at 1 April 2021 as restated|Unrestricted<br>funds<br>£<br>179,466<br>8,562<br>7,000<br>195,028|Restricted<br>funds<br>£<br>416,812<br>8,562 )<br>(<br>7,000 )<br>(<br>401,250|Total<br>funds<br>£<br>596,278<br>-<br>-|
|---|---|---|---|
||||596,278|



- a. Correction required to opening balance 1 Apr 2020 of the AIPFF restricted fund to show the amount of £8,562 of administrative costs for 18/19 and 19/20 which had been shown as both income and expenditure in AIPFF and therefore not correctly accounted for, and resulting in overstatement of restricted funds, and understatement of unrestricted funds. 

- b. Correction required to opening balance 1 Apr 2021 of the AIPFF restricted fund to show the amount of £7,000 of administrative costs for 20/21 which had been shown as income in support costs (unrestricted) and as expenditure in AIPFF fund (restricted), but then eliminated in the statutory accounts on consolidation, and therefore resulting in overstatement of restricted funds, and understatement of unrestricted funds. 

## **20. Agency agreement** 

Access Sport CIO has an agency agreement with Brixton BMX club to receive donations on their behalf, since they are not a registered charity. All donations are passed directly on to Brixton BMX without deduction of fees. 

Funds received during 2021/22 on behalf of Brixton BMX totaled £7,178 (2020/21: NIL), and the balance held at 31 March 2022 was £3,056 (31 March 2021: NIL). The balance of funds were paid over to Brixton BMX on 30 May 2022. 

**35** 



## **ACCESS SPORT CIO** 

## **STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2022** 

|**CHARITY**<br>Notes<br>**Income from:**<br>Donations<br>1<br>Charitable activities<br>2<br>Investments<br>3<br>**Total income**<br>**Expenditure on:**<br>Raising funds<br>4<br>Charitable activities<br>5<br>- Programme activities<br>- Grants payable<br>**Total expenditure**<br>**Reconciliation of funds:**<br>Prior year restatement<br>19<br>**Net (expenditure) income for the**<br>**year, being net movement in funds**<br>**Total fund balances brought**<br>**forward at 1 April**<br>**Total fund balances carried forward**<br>**at 31 March**<br>Total fund balances brought forward<br>at 1 April as previously disclosed|**Unrestricted**<br>**funds**<br>**£**<br>**434,053**<br>**10,533**<br>**58**<br>**444,644**<br>**209,915**<br>**315,982**<br>**2,303**<br>**528,200**<br>**83,556 )**<br>**(**<br>**179,456**<br>**15,562**<br>**195,018**<br>**111,462**|**Restricted**<br>**funds**<br>**£**<br>**258,525**<br>**932,089**<br>**21**<br>**1,190,635**<br>**10,953**<br>**1,089,060**<br>**43,116**<br>**1,143,129**<br>**47,506**<br>**416,812**<br>**15,562 )**<br>**(**<br>**401,250**<br>**448,756**<br>**2022**|**Total**<br>**funds**<br>**£**<br>**692,578**<br>**942,622**<br>**79**<br>**1,635,279**<br>**220,868**<br>**1,405,042**<br>**45,419**<br>**1,671,329**<br>**36,050 )**<br>**(**<br>**596,268**<br>**-**<br>**596,268**<br>**560,218**|2021<br>Total<br>funds<br>£<br>348,180<br>882,712<br>130|
|---|---|---|---|---|
|||||1,231,022|
|||||160,313<br>1,085,280<br>36,608|
|||||1,282,201|
|||||51,179 )<br>(|
|||||671,156<br>23,709 )<br>(<br>647,447|
|||||596,268|



All of the charity’s activities were from continuing operations in the above two financial periods. 

The charity has no recognised gains or losses other than those included in the Statement of Financial Activities. 

This page does not form part of the audited financial statements 

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## **ACCESS SPORT CIO** 

## **DETAIL OF INCOME FROM PUBLIC INVESTORS FOR THE YEAR ENDED 31 MARCH 2022** 

|**INCOME**<br>Brought forward from 2020/21<br>Revenue<br>**Total**<br>**EXPENDITURE**<br>Direct Project Costs<br>Salaries<br>Overheads<br>**Total**<br>Carry forward to 2022/23|**Sport**<br>**England**<br>**ESC**<br>**Lottery**<br>**Local**<br>**Authorities  Total**<br>22,865<br>55,430<br>-<br>78,295<br>158,120<br>59,500<br>111,640<br>329,260|
|---|---|
||**180,985**<br>**114,930**<br>**111,640**<br>**407,555**<br>94,197<br>30,380<br>23,037<br>147,614<br>78,607<br>72,318<br>36,304<br>187,229<br>8,181<br>12,232<br>8,214<br>28,627|
||**180,985**<br>**114,930**<br>**67,555**<br>**363,470**|
||-<br>-<br>44,085<br>44,085|



This page does not form part of the audited financial statements 

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