CHARITY REGISTRATION NUMBER: England and Wales (1156819), Scotland (SCO52913) 

**CONSOLIDATED REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025** 

**ACCESS SPORT CIO** 



**ACCESS SPORT CIO** 

**CONTENTS OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025** 

||Page|
|---|---|
|Reference and administrative information|1|
|Chairman’s Report|2 to 3|
|Chief Executive’s Report|4 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 36|
|Detailed Statement of Financial Activities|37|
|Detail of income from public investors|38|





**ACCESS SPORT CIO** 

## **REFERENCE AND ADMINISTRATIVE INFORMATION** 

**Trustees** Martin McPhee Chair of Board of Trustees until term ended 8[th] June 2025 Rachel Baillache Chair of Board of Trustees from 9[th] June 2025 David Ascott Chair of Finance and Audit Committee John Baker Term ended 21[st] November 2024 Helen Killingley Chair of Nominations Committee Lorraine Bedwell Term ended 21[st] November 2024 Matthew Dawson Mandana Mehranpour Chair of Equity, Diversity and Inclusion Committee Sarah Mortiboys Chair of Income Generation Committee Mike Diaper OBE Dr Paul Jackson Eniola Oyesanya Rory Price Nevin Truesdale Appointed 28[th] April 2025 Daniel Pell Appointed 28[th] April 2025 

**Chief Executive Officer** Helen Rowbotham 

## **Principal address** 

Pill Box 115 Coventry Road London E2 6GG 

**Registered Charity number – England and Wales** 1156819 

**Registered Charity number – Scotland** SCO52913 

## **Auditor** 

Mercer & Hole LLP 72 London Road St Albans Hertfordshire AL1 1NS 

## **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** 

## **CHAIR’S REPORT** 

## **FOR THE YEAR ENDED 31 MARCH 2025** 

Since taking on the role of Chair of Access Sport this year, I have been able to witness, firsthand, what makes the charity so unique. At a time when disadvantaged and disabled children and young people need sport more than ever, to help them engage in their communities and have a sense of belonging, our vision and mission is very clear. Training, equipping and supporting community sports clubs to be more inclusive is such a simple concept, but it takes a special team to make it happen and, using our club development model, I am thrilled to report that we reached over 34,000 children and young people last year, which is up from 20,000 the previous year. The team has grown to meet demand and delivered across the country and across a variety of sports. 

The need for our work is ever increasing, with disadvantaged and disabled children and young people still not getting access to the inclusive, low-cost sporting opportunities that they need and deserve. 

We know that only 33% of disabled people feel confident in a sport and physical activity setting compared to other settings such as at work (66%) and in school or college; 66% of disabled people perceive the workforce within a sport and physical activity setting as the least considerate when considering their needs and 17% of disabled people say that they are unable to find accessible and inclusive activities near them compared to 10% of non-disabled people. And yet 59% of young disabled people want more opportunities to take part in sport.[1] 

When it comes to social inclusion, we know 4.2 million children live in poverty in the UK[2] , 43% of parents and carers struggle to afford activities outside of school[3] and 69% of young people aged 16-25 report that the increased cost of living has reduced how active they are[4] . So, it is perhaps unsurprising that only 47% of all children and young people currently meet Chief Medical Officer activity guidelines[5] , meaning that 53% are missing out on the benefits of sport and physical activity. 

Sadly, investment in and access to inclusive community sport (local, low cost, safe, accessible, and welcoming to all), which has been proven to be effective in addressing many of these challenges, remains inadequate and the deepening cost-of-living crisis has served to reinforce existing inequalities. The clubs, community organisations, coaches and volunteers we work with want to do more, but need support and this is where Access Sport steps in. 

This is why our Stand for Inclusion Growth Strategy, and our work with local communities to drive change within community clubs, remains essential. Several societal issues, including belonging, community engagement, physical and mental health and well-being, can all be improved through the work that we do, and this is evidenced through our robust monitoring and evaluation processes. 

It was our 20th Anniversary year in 2024, and whilst I wasn’t Chair at the time, I have heard from many supporters and colleagues what an amazing year of celebration it was. I would like to thank everybody involved on behalf of the charity. I would also like to say a big thank you to some of our key partners for believing in our work and investing in our programmes. Sport England’s contribution to our work last year made a big difference to the underrepresented groups we support, and the London Marathon Foundation’s continued support means that we can take our cycling and basketball programmes into areas that need us most. Nuffield Health continues to support our vital work in Manchester and some of our key research work, and we’d like to thank the players of the People’s Postcode Lottery for their support in 2024. I would also like to give a special mention to Columbia Threadneedle Investments for over 10 years of support. We have also had several new organisations support our work, including Workday, the Ernest Hecht Charitable Trust and Clearwater. Their support enables us to grow our programmes across the country. 

To all our dedicated volunteers, sports sector partners, community supporters, funders and others, thank you. We appreciate everything you do. Our successful year has been spearheaded by CEO Helen Rowbotham, who continues to lead a fantastic and passionate team – inclusive sport is in their blood! They are all working hard every day to make inclusion the norm in community sport, delivering on our ambitious strategy. 

> 1 Paralympics GB/ Savanta, Social Impact Tracking, Feb 2023/ Dec 2023 

> 2 JRF, UK Poverty Report, 2024 

> 3 The Children’s Trust, Good Childhood Report, 2024 

> 4 Activity Alliance, Annual survey, 2023-2024 

> 5 Sport England, Active Lives Children and Young People Survey: Academic Year 2023-24 

2 



## **ACCESS SPORT CIO** 

## **CHAIR’S REPORT CONTINUED FOR THE YEAR ENDED 31 MARCH 2025** 

Our Trustees continue to dedicate their time and effort to ensure that the charity has the highest level of governance and financial stability. We thank John Baker and Lorraine Bedwell for their time and efforts as they step down from the Board, and we welcome Daniel Pell and Nevin Truesdale who join the Team. And a very big thank you to our outgoing Chair, Martin McPhee, whose dedication and guidance over nine years has got the charity where it is today. 

Thank you to everyone involved in Access Sport. We look forward to working together to transform young lives. 


**Rachel Baillache Chair** 

## **Date 25 September 2025** 

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**ACCESS SPORT CIO** 

## **CHIEF EXECUTIVE’S REPORT FOR YEAR ENDED 31 MARCH 2025** 

As we celebrated 20 years of Access Sport in 2024, it was the perfect time to look back at the achievements of a charity dedicated to making inclusion the norm in community sport. The biggest differences can be seen in individual lives, the communities in which we work, and through the knowledge and system changes that happen as a result. 

My proudest moments representing Access Sport are always when I hear from young people or their parents, about the impact that access to sporting opportunities, which Access Sport has helped to create, has had on their lives. Take the example of Heidi, a parent at a sitting volleyball club we have supported, who told us "Being able to explore the world outside of home and school has the biggest impact and will be a life-long skill". 

Whilst storytelling is key to showcasing our impact, we also measure the success of our work through numbers. Such as the number of clubs we support through our Inclusive Club Network, which is currently over 600, and the number of coaches and volunteers we upskill through training, which exceeded 1000 last year. Whilst our impact is tangible, there is still a lot to do. Sadly, our work to make inclusion the norm in community sport is more important than ever. The challenges facing the disadvantaged and disabled children and young people we support are ever present, and social inequalities and barriers remain, preventing young people from accessing the wide-ranging benefits that community sport can provide. 

Delivering on our Stand for Inclusion Growth strategy therefore continues to be my primary focus and that of my team. We need and want to do more to cope with the increasing need out there and I am proud to say we are doing just that. 

## Changing Places 

Our place-based multi-sport work, delivered by on-the-ground teams working in the heart of local communities, has continued to grow in London, Manchester, Oxford, Bristol, Birmingham and Sheffield. We have also been working with Governing Bodies of sport and local clubs in Scotland. 

“Access Sport has been incredible in terms of support. For example, the words to use, the marketing, how to approach parents, how to build that relationship and rapport and looking at funding beyond just grant forms. I think teamwork is a really big thing. I've learned about sharing resources, ideas and working together to get to that ultimate goal.” Marlon, Club Founder, Pulse Social, London. 

## Changing Sports 

Our sport-specific, multi-location, changing sport programmes have now expanded to include climbing, swimming (supported by Perry Ellis and the Children’s Alliance) and tennis, thanks to support from the LTA and LTA Foundation. We are also working with a number of new governing bodies, training their teams and supporting them to be more inclusive, including archery, badminton and cricket. Our established changing sport programmes also continue to grow, with our cycling programme and basketball work in London going from strength to strength via our partnership with London Marathon Foundation. Flyerz Hockey has also continued to grow with the roll out of Flyerz Festivals that showcase this wonderful community and encourage new clubs to get involved. 

“[Access Sports inclusive training offers] … help coaches, officials and other volunteers in the game to feel more confident and to increase the accessibility of their offer" Edgar Herridge, ECB National Disability Cricket Manager. 

## Inclusive Club Network 

Our Inclusive Club Network continues to grow and has reached over 600 clubs. Regular newsletters, webinars, a resource library and the support of Access Sport team members now ensure that all the clubs, coaches and volunteers we have worked with are able to access long term support, further enhancing the sustainability of their programmes. We also ran in-person training events across the country this year focused on building stronger communities. These included positive discussion and feedback, as well as a continued sense of peer support for clubs. 

“It was great to speak with other clubs and share ideas on how we can best support our members” - Charlie, Kimber Skatepark. 

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**ACCESS SPORT CIO** 

## **CHIEF EXECUTIVE’S REPORT CONTINUED FOR YEAR ENDED 31 MARCH 2025** 

## System change 

We remain committed to using our experience and expertise to help make inclusion the norm across all community sport, supporting partners across the sport sector to embed inclusion in their systems, processes, programmes and culture. Our ‘Five Key Changes’ Manifesto was launched in 2024 and highlights things that we believe need to change on a national level. Driving these changes forward is a priority for us as we grow and share our knowledge base: 

- Disabled children have the right to 60 minutes of physical activity just like any child 

- Inclusive community sport and school sport need equal priority and funding 

- Investing in the club leaders, coaches, and volunteers of today and tomorrow, is critical if we want to make community sport truly inclusive 

- Sense of belonging and community underpin the wider transformational benefits of sport and need to be prioritised in the way we support and fund the sector 

- Community sport is complex, but this is a strength not a weakness. It’s time to embrace and empower the whole sector. 

We will continue to work with sector partners to make these a reality. 

Our Youth Voice and Young Leaders programmes have also gone from strength to strength, with the roll out of youth voice groups. Our National Youth Board also represented Access Sport at the 2024 Include Summit, speaking on a number of panels and being part of the conversation. 

"Organisations that foster a genuine and authentic relationship with young people make the most meaningful impact" Access Sport Youth Board Chair, Shane McCollough. 

We continue to work closely with sector partners, including several Active Partnerships, National Governing Bodies, the Sport for Development Coalition and Activity Alliance, supporting and adding value to their work wherever possible, including research, policy development and strategic advice and support. 

Of course, none of this work would be possible without our amazing corporate and individual supporters, who share our commitment to inclusion. We are so pleased with how all our supporters got behind us in our 20[th] Anniversary year, especially at our Gala Dinner, so thank you all for contributing to the growth of Access Sport’s work and the impact we can make together. 

“Thank you to the Team for an incredible evening.  It was a pleasure to support you.” Etiksha Patel, Lloyds Banking Group. 

Looking ahead, we are as ambitious as ever and remain confident in our ability to increase our reach and impact, whilst also being very aware of the challenging funding environment. We welcome our new Chair to a thriving organisation and will continue to grow as we strive to reach 50,000 young people a year by 2027. 


**Helen Rowbotham Chief Executive Date 25 September 2025** 

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## **ACCESS SPORT CIO** 

## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2025** 

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 2025. The financial statements have been prepared in accordance with the accounting policies set out on pages 23 to 26 and comply with the Charity’s Constitution, the Charities Act 2011 and Trustee Investment (Scotland) Act 2009, the Charities Accounts (Scotland) Regulations 2006 as amended, 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 receive an introduction to the work of the charity and are provided with the information they need to fulfil their roles. 

## **Delegation of Authority** 

Several 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 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. 

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**ACCESS SPORT CIO** 

## **REPORT OF THE TRUSTEES - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025** 

In 2024/25 we continued our sub-committee structure (established in 2018/19): 

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

(David Ascott, Martin McPhee, Rory Price, Liz Crossley, Mike Diaper) 

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 agree and oversee a plan of action to address the issues raised. 

## b) **Income Generation Committee** 

(Sarah Mortiboys, Martin McPhee, Helen Killingley, Matthew Dawson, Mandana Mehranpour, Rory Price) 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** 

(Helen Killingley, Martin McPhee, Mandana Mehranpour, Matthew Dawson, Paul Jackson) 

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

## d) **Equity, Diversity and Inclusion Committee** 

(Mandana Mehranpour, Mike Diaper, Paul Jackson, Lorraine Bedwell, Sadhika Gupta) 

The committee works with management to provide: 

- Strategic oversight and governance of Access Sport’s EDI strategy. 

- Support to the Access Sport staff EDI working group to deliver on the EDI strategy and monitor progress against the action plan. 

Discuss and advise on any EDI opportunities and/or challenges that Access Sport is facing. 

7 



## **ACCESS SPORT CIO** 

## **REPORT OF THE TRUSTEES – CONTINUED FOR YEAR ENDED 31 MARCH 2025** 

## **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 11. 

## **KEY MANAGEMENT** 

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

|Helen Rowbotham|CEO|
|---|---|
|Nia Rowlands|Finance Director|
|Sue Wheeler|Administration Director|
|Hayley Barton|Delivery and Impact Director|
|Tom Dixon|Fundraising and Communications 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** 

Even in 2024/25, too many young people remain unable to access the transformational benefits of community sport that we so often take for granted, through no fault of their own. Investment in and access to inclusive community sport (local, low cost, safe, accessible, and welcoming to all) is inadequate and the pandemic and cost of living crisis have served to reinforce existing inequalities. 

Less than half of all children and young people currently meet the Chief Medical Officer’s activity guidelines. Children have consistently had the highest poverty rate compared to other population groups, with 4.2 million children now living in poverty[6] . The clubs, community organisations, coaches, and volunteers we work with want to do more, but need support and this is where Access Sport steps in. 

**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. 

> 6 JRF, UK Poverty, 2024 

8 



## **ACCESS SPORT CIO** 

## **REPORT OF THE TRUSTEES – CONTINUED FOR YEAR ENDED 31 MARCH 2025** 

## **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 focused (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 Disability Inclusion, Neurodivergence Inclusion and Young Leaders 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 

- Young Leaders/ Youth Voice 

- Strategic advice & consultancy support to sector partners 

## **Changing Sports** 

Changing Sports is our sport specific, multi-location work. Current focus sports include cycling, hockey, rugby, swimming, basketball, climbing, football and tennis. We are also starting to support badminton, squash and other new sports we expect to introduce in 2025/26. 

## 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 Greater London, Bristol, Oxfordshire, Greater Manchester, Birmingham 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 

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## **ACCESS SPORT CIO** 

## **REPORT OF THE TRUSTEES – CONTINUED FOR YEAR ENDED 31 MARCH 2025** 

## **Access Sport Inclusive Club Network** 

After putting together the research, planning and preparation work during late 2022 and through early 2023, we officially launched our Inclusive Club Network online in September 2023. 

It is a national multi-sport network of 600+ clubs supported through our Changing Sports and Changing Places work. Every club we work with is invited to join our Inclusive Club Network, which delivers training sessions, webinars and opportunities for likeminded clubs to connect. 

The network is a values-driven community of clubs with a shared objective to make inclusion the norm in community sport. In 2024/25, the Inclusive Club Network hosted a series of webinars, in person events and training opportunities covering topics such as empowering young carers through sport and our research launch for ‘Building Stronger Communities’. It complements 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. 

## **Our system change work includes:** 

- Championing System Change - We use the on-the-ground insights gained through our work with sports clubs, organisations and volunteers to advocate for and champion system wide change. 

- • Research and Policy Change - Access Sport regularly contributes to national research and policy change work undertaken by system partners. 

- Advisory Services - This includes working in an advisory or consultancy capacity with public, private and third-sector organisations who share our commitment to community sport 

- Training - We provide training to coaches, volunteers and others who work with young people to put inclusivity at the core of their sport and physical activity delivery. 

- Young Leaders - This national initiative aims to train, equip and support the next generation of community sport leaders. 

## **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 have huge potential. However, many are under-resourced and under-connected, particularly in disadvantaged areas, making it difficult for them to grow and develop sustainable offers which deliver 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. 

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## **ACCESS SPORT CIO** 

## **REPORT OF THE TRUSTEES – CONTINUED FOR YEAR ENDED 31 MARCH 2025** 

## **ACHIEVEMENTS AND PERFORMANCE** 

In 2024/25 we improved the lives of 34,606 children and young people, enabling them to access the transformative benefits of inclusive, community sport. We supported 604 community sports clubs and upskilled1124 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. 

||**2024/2025**|**2023/2024**|
|---|---|---|
|Participants|34,606|20,608|
|Clubs supported*|604|523|
|Coaches/Volunteers upskilled|1124|664|



## **GRANT MAKING POLICY** 

Grants are mostly 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 serve 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[7] 

- 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 

Occasionally we distribute small grants from other programmes in line with funder requirements, but these are small compared with those made by the Angus Irvine Playing Fields Fund. In 2024-2025 we distributed a total of £107,888 to 23 clubs. All grants were made from the Angus Irvine Playing Fields Fund. 

7 Projects with a disability focus will be considered but is not currently a priority for the fund 

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**ACCESS SPORT CIO** 

**REPORT OF THE TRUSTEES – CONTINUED FOR YEAR ENDED 31 MARCH 2025** 

## **FINANCIAL REVIEW** 

2024/25 was another successful year where we completed the second phase of our initial growth strategy - increasing staff numbers in line with our five-year Stand for Inclusion Growth strategy, and reaching income levels above £3m for the first time in Access Sport’s 20 year history. 

Total income for the period was £3,057,327 - an 18% increase on 2023/24 (£2,591,602). Restricted funding was £2,256,080 (2023/24: £2,010,519) and unrestricted income was £801,247, a substantial increase on 2023/24 (£581,083) due largely to income from our 20[th] anniversary gala dinner in November 2024 and an increase in donations from corporate partners and challenge events. 

As well as maintaining and growing relationships with existing funders, particularly Sport England, the London Marathon Foundation and Nuffield Health, we aimed to diversify our funding sources over the year and target new income streams. We have developed relationships with several new corporate partners, including Workday (UK) Limited, Fieldfisher, Clearwater and United UK. We have secured funding from several trusts and foundations and have been fundraising as charity of the year for the London Half and 10K as well as growing our challenge event supporters. We look forward to continuing to build all our relationships over the coming years. 

Expenditure for the period totalled £3,140,159 an increase of 57% on 2023/24 (£2,000,441). This is as a result of increasing our headcount by another 26% in 2024/25 (from 35 at the start of the year to 44 at the end of March 2025), as well as the full year effect of the recruitment in 2023/24, and all the increased delivery costs associated with these new roles now being fully embedded. Restricted funds increased only slightly to £760,541 at year end compared to £754,464 at the end of 2023/24. Unrestricted funds dropped by £88,909 to £462,222 (from £551,131 in 2023/24). The unrestricted funds balance at the end of 2023/24 included £260,850 of designated funds from the People’s Postcode Lottery received at the end of 2023/24 – these funds were fully spent during 2024/25 on growing our disability inclusion programmes across the UK. 

## **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 and short-term funding, from both statutory and other sources, the Trustees aim to maintain free reserves equivalent to between three and nine months of budgeted unrestricted expenditure for the coming financial year. This is to provide security and stability in lieu of long-term funding (many of our funders can only offer short-term agreements); to ensure the charity can continue to provide a consistent level of service to its beneficiaries, even if our income levels fluctuate; and to invest in new opportunities for growth without being reliant on specific funding (and in line with our growth strategy). The policy will be reviewed before the start of each financial year. 

Total reserves for 2024/25 are £1,222,763, with £760,541 of these being restricted to specific projects. Of the remaining unrestricted reserves of £462,222, the Trustees have designated £220,000 to be invested in maintaining delivery of key programmes should there be insufficient funding secured for 2025/26. If required these designated funds will be spent by 31 March 2026. To the extent they are not required the designated reserves balance will be revised down accordingly. 

Free reserves are calculated as unrestricted reserves less designated funds, less fixed assets. The free reserves for 2024/25 have reduced by 9% to £242,222 (2023/24: £266,542) which is equivalent to almost four months of unrestricted expenditure based on our 2025/26 budgeted unrestricted expenditure of £740,019. This is within the range aimed for in the reserves policy; therefore, this level of reserves is felt by Trustees to be appropriate. 

Net assets at the end of 2024/25 are £1,222,763 (2024/25: £1,305,595). The cash balance (including shortterm deposits and current asset investments) is £1,401,878 (2023/24 £1,279,612). Debtors (mainly accrued income) are £210,021 a significant reduction compared to 2023/24 (£331,306) when there were several prepayments being held for events taking place in 2024/25. Creditors (mainly deferred income) are £407,644 at year end (2023/24: £329,062 ), with the increase being due to accruals for capital expenditure on the renovation of the Turnpike Lane basketball court in Haringey, North London. 

12 



## **ACCESS SPORT CIO** 

## **REPORT OF THE TRUSTEES – CONTINUED FOR YEAR ENDED 31 MARCH 2025** 

## **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 systems 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: 

- Our strategy depends upon income growth, so to mitigate this risk we have created a new income generation strategy and have invested in a new fundraising role to support with events and donor relations. We are also using our growth strategy to leverage unrestricted funding from existing partners, who want to invest in Access Sport and support this next stage of our growth. 

- Multiyear funding is key to the delivery of our Growth Strategy as it allows us to plan more effectively and to invest in key roles and long-term sector change focussed projects and initiatives. We are therefore seeking to secure multiyear agreements with all major funders. 

- Political uncertainty is a major risk to the entire charity and sports sector, with cuts to central government funding putting pressure on all the charities that rely on it. By diversifying our income streams, we are seeking to become less reliant on government sources to fund our work, but their ongoing support and collaboration is key to our future growth as well as the impact we can make in system change across the sector. Maintaining strong relationships with government funded bodies is therefore a high priority. 

- Our staff are our greatest asset and the experience within the team is crucial to the success of the organisation. As Access Sport goes through a period of change and growth, there is a risk that our staff will change. We are placing a strong emphasis on staff wellbeing and flexibility in the workplace, and have conducted a culture review following the results of our annual staff surveys. A key focus for the coming year is to invest in the learning and development of our staff, by partnering with BGF and with input from our new Chair Rachel Baillache who has an extensive background in HR. 

## **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 Fundraising & Communications Director. In addition, we have a sub-committee of Trustees who form our ‘Income Generation Committee’ who meet quarterly with the CEO and Fundraising & Communications Director, to scrutinise income and monitor fundraising performance. 

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

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 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 2025** 

## **FUTURE PLANS** 

Access Sport’s Growth Strategy ‘Stand for Inclusion’ was launched in July 2022. We are nearly three years into the delivery of the strategy and are on track to achieve the ambitious plans to scale up our work to support more disadvantaged and disabled children and young people. Our focus remains on taking our tried and tested offers to new locations and working across more sports, whilst also supporting sector wide change. 

As per the strategy, we have continued to invest in our core team including in fundraising and communications, as well as modernising and upgrading our systems and processes. We have been expanding our core delivery programmes across more sports and locations as well as growing our Inclusive Club Network. The next phase of this delivery includes building on our strengths and ensuring the team have everything they need to be the best they can be. By the end of 2026 we aim to be supporting over 40,000 children and young people with over eight Changing Places projects and over 10 Changing Sports Projects. Our active environments work will also be scaled with over four new projects completed. 

We are confident that we have solid foundations on which to build, in pursuit of our ambitious growth targets. We have a new Chair, 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. 

Our fundraising continues to grow through the investment in our team. Our fundraising focus is on creating meaningful partnerships with trusts and foundations, corporate partnerships, and individuals. Our partnership with Workday is a great example of where we receive unrestricted income and engage a wide variety of their colleagues in our work growing our reach and bringing in new supporters. 

In addition to growing our range of partnerships, we are also focussed on growing our existing trusts and foundations work, as well as our core partnerships, including Sport England and Nuffield Health, both of whom are supportive of our Growth Strategy. We also aim to further grow our already successful events fundraising programme which involves companies and individuals supporting our 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/Scotland 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 2025** 

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 and Trustee Investment (Scotland) Act 2009, the Charity (Accounts and Reports) Regulations 2008, the Charities Accounts (Scotland) Regulations 2006 as amended, 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 25 September 2025 and signed on their behalf by: 


Rachel Baillache Chair 

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 2025 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 2025 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, the Charities (Reports and Accounts) Regulations 2008, the Charities and Trustee Investment (Scotland) Act 2005 and regulation 8 of the Charities Accounts (Scotland) Regulations 2006. 

## **Basis for opinion** 

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the auditor’s responsibilities for the audit of the 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. 

## **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, the Charities (Reports and Accounts) Regulations 2008, the Charities and Trustees Investment (Scotland) Act 2005 and the Charities Accounts (Scotland) Regulations 2006 requires us to report to you if, in our opinion: 

16 



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

- 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, the Charities Accounts (Scotland) Regulations 2006, 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. 

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. 

17 



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

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 and regulation 10 of the Charities Accounts (Scotland) Regulations 2006. 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. 

S Robinson Senior Statutory Auditor 

Mercer & Hole LLP Chartered Accountants 72 London Road, St Albans, AL1 1NS 

Date: 8 October 2025 

Mercer & Hole are eligible to act as auditors in terms of section 1212 of the Companies Act. 

18 



## **ACCESS SPORT CIO** 

## **CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2025** 

|**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>**Net income (expenditure) for the**<br>**year, being net movement in funds**<br>**Total fund balances brought**<br>**forward at 1 April**<br>**Total fund balances carried**<br>**forward at 31 March**|**Unrestricted**<br>**funds**<br>**£**<br>**681,821**<br>**60,179**<br>**20,325**<br>**38,922**<br>**801,247**<br>**532,475**<br>**337,356**<br>**20,325**<br>**890,156**<br>**88,909 )**<br>**(**<br>**551,131**<br>**462,222**|**Restricted**<br>**funds**<br>**£**<br>**235,356**<br>**2,012,355**<br>**-**<br>**8,369**<br>**2,256,080**<br>**1,802**<br>**2,094,245**<br>**153,956**<br>**-**<br>**2,250,003**<br>**6,077**<br>**754,464**<br>**760,541**<br>**2025**|**Total**<br>**funds**<br>**£**<br>**917,177**<br>**2,072,534**<br>**20,325**<br>**47,291**<br>**3,057,327**<br>**534,277**<br>**2,431,601**<br>**153,956**<br>**20,325**<br>**3,140,159**<br>**82,832 )**<br>**(**<br>**1,305,595**<br>**1,222,763**|2024<br>Total<br>funds<br>£<br>653,234<br>1,875,410<br>43,306<br>19,652|
|---|---|---|---|---|
|||||2,591,602|
|||||367,151<br>1,409,164<br>180,820<br>43,306|
|||||2,000,441|
|||||591,161|
|||||560,228|
|||||1,151,389|



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 27-36 form an integral part of these financial statements. 

19 



## **ACCESS SPORT CIO** 

## **CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2025** 

|**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.a<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 income for the year, being net**<br>**movement in funds**<br>**Total fund balances brought forward at**<br>**1 April**<br>**Total fund balances carried forward at**<br>**31 March**|Unrestricted<br>funds<br>£<br>241,868<br>283,412<br>43,306<br>12,497<br>581,083<br>209,511<br>5,497<br>43,306<br>258,314<br>322,769<br>228,362<br>551,131|Restricted<br>Total<br>funds<br>funds<br>£<br>£<br>411,366<br>653,234<br>1,591,998<br>1,875,410<br>-<br>43,306<br>7,155<br>19,652<br>2,010,519<br>2,591,602<br>157,640<br>367,151<br>1,403,667<br>1,409,164<br>180,820<br>180,820<br>-<br>43,306<br>1,742,127<br>2,000,441<br>268,392<br>591,161<br>486,072<br>714,434<br>754,464<br>1,305,595<br>2024|
|---|---|---|



20 



## **ACCESS SPORT CIO** 

## **BALANCE SHEETS AT 31 MARCH 2025** 

|Notes<br>**Fixed assets**<br>Tangible fixed assets<br>11<br>**Current assets**<br>Debtors<br>12<br>Current asset investments<br>Cash at bank<br>Short-term deposits<br>**Liabilities**<br>13a<br>**Net current assets**<br>**Net assets**<br>16<br>**The funds of the group/charity:**<br>General funds<br>14<br>Designated funds<br>14<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**|**2025**<br>2024<br>**£**<br>£<br>**18,508**<br>23,739<br>**210,021**<br>331,306<br>**510,000**<br>425,000<br>**284,756**<br>417,396<br>**607,122**<br>437,216<br>**1,611,899**<br>1,610,918<br>**407,644**<br>329,062<br>**1,204,255**<br>1,281,856<br>**1,222,763**<br>1,305,595<br>**1,222,763**<br>1,305,595<br>**242,222**<br>290,281<br>**220,000**<br>260,850<br>**462,222**<br>551,131<br>**760,541**<br>754,464<br>**1,222,763**<br>1,305,595<br>**Group**|**Charity**|**Charity**|
|---|---|---|---|
||**2025**<br>**£**<br>**18,508**<br>**210,021**<br>**510,000**<br>**284,756**<br>**607,122**<br>**1,611,899**<br>**407,644**<br>**1,204,255**<br>**1,222,763**<br>**1,222,763**<br>**242,222**<br>**220,000**<br>**462,222**<br>**760,541**<br>**1,222,763**|**2025**<br>**£**<br>**18,508**<br>**207,278**<br>**510,000**<br>**281,206**<br>**607,122**<br>**1,605,606**<br>**401,361**<br>**1,204,245**<br>**1,222,753**<br>**1,222,753**<br>**242,212**<br>**220,000**<br>**462,212**<br>**760,541**<br>**1,222,753**|2024<br>£<br>23,739|
||||329,591<br>425,000<br>416,721<br>437,216|
||||1,608,528<br>326,682|
||||1,281,846<br>1,305,585|
||||1,305,585|
||||290,271<br>260,850|
||||551,121<br>754,464|
||||1,305,585|



Approved by the Trustees on 25 September 2025 and signed on their behalf by: 


**Rachel Baillache Chair** 

The notes on pages 27-36 form an integral part of these financial statements. 

21 



## **ACCESS SPORT CIO** 

## **CONSOLIDATED STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2025** 

|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>Purchase of 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|**2025**<br>**£**<br>**79,990**<br>**47,291**<br>**85,000 )**<br>**(**<br>**-**<br>**5,015 )**<br>**(**<br>**42,724 )**<br>**(**<br>**37,266**<br>**854,612**<br>**891,878**|2024<br>£<br>789,739|
|---|---|---|
|||19,652<br>255,000 )<br>(<br>402<br>10,869 )<br>(|
|||245,815 )<br>(|
|||543,924<br>310,688|
||||
|||854,612|



**Notes to the statement of cash flows for the year to 31 March 2025** 

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

|**Adjustments for:**<br>Depreciation charge<br>Investment income<br>(Increase) in debtors<br>(Decrease) increase in creditors<br>**Net cash (used in) provided by operating activities**<br>**Net movement in funds (as per the statement of**<br>**financial activities)**|**2025**<br>**£**<br>**82,832 )**<br>**(**<br>**10,246**<br>**47,291 )**<br>**(**<br>**121,285**<br>**78,582**<br>**79,990**|2024<br>£<br>591,161<br>7,943<br>19,652 )<br>(<br>22,591<br>187,696|
|---|---|---|
|||789,739|



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

|Cash at bank and in hand<br>Short-term deposits<br>**Total cash and cash equivalents**|**2025**<br>**£**<br>**284,756**<br>**607,122**<br>**891,878**|2024<br>£<br>417,396<br>437,216|
|---|---|---|
|||854,612|



## **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 2025** 

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 (charity registration number is 1156819) and in Scotland (SCO52913). Its registered office is Pill Box, 115 Coventry Road, London, E2 6GG. 

## **Basis of preparation** 

These financial statements have been prepared for the year to 31 March 2025. 

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); the Charities and Trustee Investment (Scotland) Act 2005, Regulation 8 of the Charities Accounts (Scotland) Regulations 2006 (as amended) and the Charities Act 2011. 

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 2025** 

## **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: 

- 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 goods, 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 2025** 

## **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. 

## **Investments** 

Investments are recognised at their market value as at the balance sheet date. Realised gains (or losses) on investment assets are calculated as the difference between disposal proceeds and their opening carrying value or their purchase value if acquired subsequent to the first day of the financial year. Unrealised gains and losses are calculated as the difference between the fair value at the year end and their carrying value at that date. Realised and unrealised investment gains (or losses) are combined in the Statement of Financial Activities and are credited (or debited) in the year in which they arise. 

Access Sport's current asset investments are all fixed term cash deposits of up to 12 months duration. 

## **Cash and cash equivalents** 

Cash and cash equivalents represent such accounts and instruments that are short-term, highly liquid investments with an original maturity of three months or less. 

25 



## **ACCESS SPORT CIO** 

## **PRINCIPAL ACCOUNTING POLICIES - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025** 

## **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. 

## **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, current asset investments 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 2025** 

## **1. Donations** 

|General donations<br>Trusts and foundations<br>Corporate partners<br>Charities and other NFP organisations<br>Events, including annual dinner and auction<br>Community fundraising - organised challenges<br>Angus Irvine Playing Field Fund|**Unrestricted**<br>**Funds**<br>**£**<br>**60,788**<br>**28,034**<br>**281,864**<br>**47,622**<br>**191,812**<br>**71,701**<br>**-**<br>**681,821**|**Restricted**<br>**Funds**<br>**£**<br>**-**<br>**74,618**<br>**55,906**<br>**-**<br>**-**<br>**-**<br>**104,832**<br>**235,356**|**2025**<br>**£**<br>**60,788**<br>**102,652**<br>**337,770**<br>**47,622**<br>**191,812**<br>**71,701**<br>**104,832**<br>**917,177**|Unrestricted<br>Funds<br>£<br>62,671<br>22,650<br>111,452<br>6,382<br>2,355<br>36,358<br>-<br>241,868|Restricted<br>Funds<br>£<br>25,000<br>66,050<br>3,993<br>2,942<br>-<br>-<br>313,381<br>411,366|2024<br>£<br>87,671<br>88,700<br>115,445<br>9,324<br>2,355<br>36,358<br>313,381|
|---|---|---|---|---|---|---|
|||||||653,234|



## **2. Charitable activities** 

|Government and lottery grants<br>Corporate grants<br>Trusts and foundations grants<br>Charitable organisations grants<br>Training, outreach and other charitable activities|**Unrestricted**<br>**Funds**<br>**£**<br>**51,691**<br>**-**<br>**-**<br>**-**<br>**8,488**<br>**60,179**|**Restricted**<br>**Funds**<br>**£**<br>**585,999**<br>**141,658**<br>**1,029,426**<br>**207,850**<br>**47,422**<br>**2,012,355**|**2025**<br>**£**<br>**637,690**<br>**141,658**<br>**1,029,426**<br>**207,850**<br>**55,910**<br>**2,072,534**|Unrestricted<br>Funds<br>£<br>-<br>-<br>260,850<br>-<br>22,562<br>283,412|Restricted<br>Funds<br>£<br>636,972<br>125,214<br>656,741<br>169,000<br>4,071<br>1,591,998|2024<br>£<br>636,972<br>125,214<br>917,591<br>169,000<br>26,633|
|---|---|---|---|---|---|---|
|||||||1,875,410|



Funding for charitable activities received during the year from Government sources totaled £637,690 (2024 £636,972). 

## **3. Investment Income** 

|Deposit account interest|**Unrestricted**<br>**Funds**<br>**£**<br>**38,922**<br>**38,922**|**Restricted**<br>**Funds**<br>**£**<br>**8,369**<br>**8,369**|**2025**<br>**£**<br>**47,291**<br>**47,291**|Unrestricted<br>Funds<br>£<br>12,497<br>12,497|Restricted<br>Funds<br>£<br>7,155<br>7,155|2024<br>£<br>19,652|
|---|---|---|---|---|---|---|
|||||||19,652|



27 



## **ACCESS SPORT CIO** 

## **NOTES TO THE FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025** 

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

|Staff costs (see note 9)<br>Fundraising event expenses<br>Fundraising other expenses<br>Support costs (see note 7)|**Unrestricted**<br>**Funds**<br>**£**<br>**171,599**<br>**127,862**<br>**161,218**<br>**71,796**<br>**532,475**|**Restricted**<br>**Funds**<br>**£**<br>**-**<br>**-**<br>**1,802**<br>**-**<br>**1,802**|**2025**<br>**£**<br>**171,599**<br>**127,862**<br>**163,020**<br>**71,796**<br>**534,277**|Unrestricted<br>Funds<br>£<br>90,977<br>-<br>118,534<br>-<br>209,511|Restricted<br>Funds<br>£<br>-<br>102,543<br>489<br>54,608<br>157,640|2024<br>£<br>90,977<br>102,543<br>119,023<br>54,608|
|---|---|---|---|---|---|---|
|||||||367,151|



In 2025 the events costs relate mainly to the Access Sport 20th anniversary gala dinner in November 2024 (unrestricted costs). There was no Access Sport annual dinner in 2024. In 2024 the restricted events costs relate to the Angus Irvine Playing Fields Fund dinner in October 2023 which raises funds for the restricted fund (this event did not take place again in the current year). 

## **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>**1,077,795**<br>**720,973**<br>**-**<br>**632,833**<br>**2,431,601**|**Grants**<br>**payable**<br>**£**<br>**6,000**<br>**-**<br>**107,888**<br>**40,068**<br>**153,956**|**2025**<br>**£**<br>**1,083,795**<br>**720,973**<br>**107,888**<br>**672,901**<br>**2,585,557**|Programme<br>activities<br>£<br>830,997<br>201,926<br>-<br>376,241<br>1,409,164|Grants<br>payable<br>£<br>13,423<br>1,242<br>117,877<br>48,278<br>180,820|2024<br>£<br>844,420<br>203,168<br>117,877<br>424,519|
|---|---|---|---|---|---|---|
|||||||1,589,984|



Grants to clubs are mainly made by the Angus Irvine Playing Fields Fund (£nil in 2025 and £20,000 in 2024 relate to grants made from other programmes). 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|**2025**<br>**£**<br>**15,731**<br>**4,594**<br>**20,325**|2024<br>£<br>20,946<br>22,360|
|---|---|---|
|||43,306|



28 



**ACCESS SPORT CIO** 

## **NOTES TO THE FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025** 

## **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>**37,671**<br>**31,632**<br>**988**<br>**1,505**<br>**71,796**|**Charitable**<br>**activities**<br>**£**<br>**353,067**<br>**296,469**<br>**9,258**<br>**14,107**<br>**672,901**|**2025**<br>**£**<br>**390,738**<br>**328,101**<br>**10,246**<br>**15,612**<br>**744,697**|Raising<br>funds<br>£<br>27,356<br>24,745<br>905<br>1,602<br>54,608|Charitable<br>activities<br>£<br>212,662<br>192,368<br>7,038<br>12,451<br>424,519|2024<br>£<br>240,018<br>217,113<br>7,943<br>14,053|
|---|---|---|---|---|---|---|
|||||||479,127|



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. 

Other direct costs are allocated directly to the activities they relate to, with any remaining direct 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>Legal and bank fees|**2025**<br>**£**<br>**13,200**<br>**2,412**<br>**15,612**|2024<br>£<br>12,600<br>1,453|
|---|---|---|
|||14,053|



## **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: 

|**2025**<br>**42**<br>The aggregate amount of salaries, wages and related costs of employees is comprised as follows:<br>**2025**<br>**£**<br>Salaries and wages<br>**1,465,953**<br>Social security costs<br>**148,697**<br>Pension costs<br>**47,213**<br>**1,661,863**<br>Higher-paid employees were remunerated as follows:<br>**2025**<br>**£**<br>£60,000-£69,999<br>**1**<br>£70,000-£79,999<br>**2**<br>£90,000-£99,999<br>**-**<br>£100,000-£109,999<br>**1**<br>**4**|2024|
|---|---|
||29|
||2024<br>£<br>1,064,282<br>110,800<br>21,279|
||1,196,361|
||2024<br>£<br>1<br>1<br>1<br>-|
||3|



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 5 posts (see p.8 for the definition of key management personnel). The total remuneration (including taxable benefits and employer's national insurance and pension contributions) of the 5 key management personnel for the year was £407,545 (2024: £413,746). 

29 



## **ACCESS SPORT CIO** 

## **NOTES TO THE FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025** 

## **10. Leasing Commitments** 

The future total minimum payments to which the Group is committed as at 31 March 2025 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>**11. Tangible fixed assets**<br>**Group and charity**<br>**Equipment**<br>**(office)**<br>**£**<br>**Cost or valuation**<br>At 1 April 2024<br>43,727<br>Additions<br>5,015<br>Disposals<br>-<br>**At 31 March 2025**<br>**48,742**<br>**Depreciation**<br>At 1 April 2024<br>19,988<br>Charge for the year<br>10,246<br>Eliminated on disposal<br>-<br>**At 31 March 2025**<br>**30,234**<br>**Net book values**<br>**At 31 March 2025**<br>**18,508**<br>At 31 March 2024<br>23,739|**2025**<br>**£**<br>**11,548**<br>**-**<br>**-**<br>**11,548**<br>**Equipment**<br>**(sports)**<br>**£**<br>7,190<br>-<br>-<br>**7,190**<br>7,190<br>-<br>-<br>**7,190**<br>**-**<br>-|2024<br>£<br>20,888<br>-<br>-|
|---|---|---|
|||20,888|
|||**Total**<br>**£**<br>50,917<br>5,015<br>-|
|||**55,932**|
|||27,178<br>10,246<br>-|
|||**37,424**|
||||
|||**18,508**|
|||23,739|



30 



## **ACCESS SPORT CIO** 

## **NOTES TO THE FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025** 

## **12. Debtors** 

|Other debtors<br>Prepayments<br>Accrued income|**2025**<br>2024<br>**£**<br>£<br>**30,149**<br>51,605<br>**21,366**<br>87,962<br>**158,506**<br>191,739<br>**210,021**<br>331,306<br>**Group**|**Charity**|**Charity**|
|---|---|---|---|
||**2025**<br>**£**<br>**30,149**<br>**21,366**<br>**158,506**<br>**210,021**|**2025**<br>**£**<br>**36,577**<br>**20,270**<br>**150,431**<br>**207,278**|2024<br>£<br>52,267<br>87,507<br>189,817|
||||329,591|



## **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)|**2025**<br>2024<br>**£**<br>£<br>**48,169**<br>35,875<br>**4,205**<br>3,907<br>**43,351**<br>33,123<br>**97,574**<br>41,741<br>**214,345**<br>214,416<br>**407,644**<br>329,062<br>**Group**|**Charity**|**Charity**|
|---|---|---|---|
||**2025**<br>**£**<br>**48,169**<br>**4,205**<br>**43,351**<br>**97,574**<br>**214,345**<br>**407,644**|**2025**<br>**£**<br>**48,169**<br>**4,205**<br>**37,068**<br>**97,574**<br>**214,345**<br>**401,361**|2024<br>£<br>35,875<br>3,907<br>31,543<br>40,941<br>214,416|
||||326,682|



## **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**|**2025**<br>2024<br>**£**<br>£<br>**214,416**<br>38,788<br>**496,795**<br>214,416<br>**496,866 )**<br>**(**<br>38,788 )<br>(<br>**214,345**<br>214,416<br>**Group**|**Charity**|**Charity**|
|---|---|---|---|
||**2025**<br>**£**<br>**214,416**<br>**496,795**<br>**496,866 )**<br>**(**<br>**214,345**|**2025**<br>**£**<br>**214,416**<br>**496,795**<br>**496,866 )**<br>**(**<br>**214,345**|2024<br>£<br>38,788<br>214,416<br>38,788 )<br>(|
||||214,416|



31 



## **ACCESS SPORT CIO** 

## **NOTES TO THE FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025** 

## **14. Unrestricted funds** 

|**Unrestricted funds**||||||
|---|---|---|---|---|---|
|General fund<br>Designated fund|**Balance as at**<br>**1 April**<br>**2024**<br>**£**<br>**290,281**<br>**260,850**<br>**551,131**|**Income**<br>**£**<br>**801,247**<br>**-**<br>**801,247**|**Expenditure**<br>**£**<br>**629,306 )**<br>**(**<br>**260,850 )**<br>**(**<br>**890,156 )**<br>**(**|**Funds**<br>**Transfer**<br>**£**<br>**220,000 )**<br>**(**<br>**220,000**<br>**-**|**Balance as at**<br>**31 March**<br>**2025**<br>**£**<br>**242,222**<br>**220,000**|
||||||**462,222**|



The designated fund balance of £260,850 on 1st April 2024 was the unrestricted part of the £300,000 of income received from the People's Postcode Lottery Active Fund in March 2024. The Trustees agreed to ring-fence these funds to be spent on delivery of our disability inclusion work across the country in line with our original proposal for funding from the People's Postcode Lottery Active Fund. All funds were spent by 31 March 2025. 

The funds transfer of £220,000 from unrestricted to designated during the year to 31 March 2025 represents a contingency to cover investment in programmes that might not have sufficient confirmed funding for the next financial year (2025/26). This contingency will be used if funding cannot be secured for key programme activity which is too important to our beneficiaries to not be covered. 

|General fund<br>Designated fund|Balance as at<br>1 April<br>2023<br>**£**<br>228,362<br>-<br>228,362|Income<br>**£**<br>320,233<br>260,850<br>581,083|Expenditure<br>**£**<br>258,314 )<br>(<br>-<br>258,314 )<br>(|Funds<br>Transfer<br>**£**<br>-<br>-<br>-|Balance as at<br>31 March<br>2024<br>**£**<br>290,281<br>260,850|
|---|---|---|---|---|---|
||||||551,131|



## **15. Restricted funds** 

|Changing Sports - Cycling<br>Changing Sports - Basketball<br>Changing Sports - Multisports<br>Changing Places - London<br>Changing Places - Bristol<br>Changing Places - Manchester<br>Changing Places - Other<br>Angus Irvine Playing Field Fund<br>Other restricted programmes<br>Changing Sports - Cycling<br>Changing Sports - Basketball<br>Changing Sports - Multisports<br>Changing Places - London<br>Changing Places - Bristol<br>Changing Places - Manchester<br>Changing Places - Other<br>Angus Irvine Playing Field Fund<br>Other restricted programmes|**Balance as at**<br>**1 April**<br>**2024**<br>**£**<br>**166,982**<br>**28,402**<br>**31,766**<br>**45,987**<br>**74,059**<br>**13,335**<br>**68,517**<br>**253,590**<br>**71,826**<br>**754,464**<br>Balance as at<br>1 April<br>2023<br>**£**<br>108,056<br>-<br>48,611<br>77,408<br>47,141<br>14,935<br>-<br>189,921<br>-<br>486,072|**Income**<br>**£**<br>**909,971**<br>**182,270**<br>**301,992**<br>**177,953**<br>**125,221**<br>**198,906**<br>**79,400**<br>**113,200**<br>**167,167**<br>**2,256,080**<br>Income<br>**£**<br>583,588<br>121,253<br>160,343<br>162,045<br>171,699<br>145,191<br>103,400<br>320,536<br>242,464<br>2,010,519|**Expenditure**<br>**£**<br>**919,784 )**<br>**(**<br>**198,316 )**<br>**(**<br>**235,812 )**<br>**(**<br>**165,459 )**<br>**(**<br>**120,186 )**<br>**(**<br>**164,032 )**<br>**(**<br>**109,433 )**<br>**(**<br>**140,826 )**<br>**(**<br>**196,155 )**<br>**(**<br>**2,250,003 )**<br>**(**<br>Expenditure<br>**£**<br>524,662 )<br>(<br>92,851 )<br>(<br>177,188 )<br>(<br>187,938 )<br>(<br>144,781 )<br>(<br>146,791 )<br>(<br>65,538 )<br>(<br>226,212 )<br>(<br>176,166 )<br>(<br>1,742,127 )<br>(|**Funds**<br>**Transfer**<br>**£**<br>**5,000**<br>**5,000 )**<br>**(**<br>**-**<br>Funds<br>Transfer<br>**£**<br>-<br>-<br>-<br>5,528 )<br>(<br>-<br>-<br>30,655<br>30,655 )<br>(<br>5,528<br>-|**Balance as at**<br>**31 March**<br>**2025**<br>**£**<br>**157,169**<br>**12,356**<br>**97,946**<br>**58,481**<br>**79,094**<br>**53,209**<br>**38,484**<br>**220,964**<br>**42,838**|
|---|---|---|---|---|---|
||||||**760,541**|
||||||Balance as at<br>31 March<br>2024<br>**£**<br>166,982<br>28,402<br>31,766<br>45,987<br>74,059<br>13,335<br>68,517<br>253,590<br>71,826|
||||||754,464|



32 



**ACCESS SPORT CIO** 

## **NOTES TO THE FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025** 

## **15. Restricted funds continued** 

## **Description of Restricted Funds:** 

**Changing Sports - Cycling:** 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. We fundraised for and project managed the construction of a new community cycling facility at Cadishead, Salford which opened in August 2025. Our main funders are London Marathon Foundation, Sport England, Nuffield Health, Ernest Hecht Charitable Foundation, The Booth Charities, Mather Family Charitable Trust, Medlock Charitable Trust, Foundation for Children, Hamilton Davies Trust and Hargreaves Foundation. 

**Changing Sports - Basketball:** Our grassroots pan disability inclusive basketball programme, Hoopz, works to transform the lives of underserved young people in their local communities. In 2023 we established a London-based team dedicated to creating a network of inclusive basketball offers, championing disability-inclusive basketball, and addressing current gaps in provision. We have renovated and activated two community basketball courts in Burgess Park and Turnpike Lane during the last year and are working on three more underserved areas over the next years. Our main funders and partners are London Marathon Foundation, Sport England, Garfield Weston Foundation, Basketball England and the Hoopsfix Foundation. 

**Changing Sports - Multisports:** Developing national networks of inclusive clubs focusing on specialist-sports, currently rugby, hockey, tennis, swimming, football and climbing and expanding into other sports like badminton and squash over the coming year. Main funders are Sport England, the LTA Tennis Foundation, Mather Family Charitable Trust, Rugby Football League (RFL), Middlesex Sports Foundation, Stoller Charitable Trust, Perry Ellis, McDonalds Restaurants (Fun Football), Leo Burnett, and the Children's Alliance. 

**Changing Places - London:** We support clubs to create sporting communities for ethnically diverse disabled young people. We have been working on linking community sport clubs and organisations into a supportive network that shares resources and funding opportunities. For example, we have shaped the strategy of the Southwark Disability Sports Network (SISPAN) and Lewisham Disability Sports Network to deliver long term change. Our main funders are the National Lottery Community Fund (year 3 of 3 restricted funding for "Reaching Communities/Partnerships"), Comic Relief, the City Bridge Trust, the Hollick Family Foundation, the Peter Harrison Foundation, London Sport, the February Foundation, Clearwater International, the Peabody Community Foundation and the London Boroughs of Bromley, Croydon, Lambeth, and Southwark. 

**Changing Places - Bristol:** Access Sport has been working to transform community sport for disabled children and young people in Bristol since 2008. We spearhead Ignite Bristol, a unified network of community organisations and clubs dedicated to supporting inclusive community sport and physical activity in the area. Our main funders are Sport England, the Nisbet Trust, the Origin Foundation, British Wheelchair Basketball and Bristol City Council. 

**Changing Places - Manchester:** Our work in Greater Manchester has continued to address health inequalities experienced by young people from the poorest backgrounds. Our goal is to develop new and existing community sports clubs in underserved communities that enable underserved young people to lead an active lifestyle. Our Young Leaders Academy is supporting the development of the next generation of club leaders in Greater Manchester. Our main funders include Nuffield Health, Trafford Council, the Albert Gubay Charitable Foundation, Clearwater International, Gorse Hill VRN Fund, Swizzels Matlow, Beaverbrooks Charitable Trust, the Bruce Wake Charitable Trust, Theodore Maxxy Charitable Trust and Great Places Housing (resilience fund). 

**Changing Places - Other:** We aim to replicate our place-based work in London, Manchester and Bristol across other areas of the UK. Our Cycling programme operates in Sheffield, and we work with partners in Oxfordshire, but our newest major place-based programme is Changing Places Birmingham, which was established during 2023, with help from Sport Birmingam and the AIPFF (Angus Irvine Playing Field Fund). Other funders are Sport England, the Julia and Hans Rausing Trust, the Heart of England Inclusive Communities grant (Commonwealth games legacy), United by 2022, and Clearwater International. 

**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 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. 

**Other restricted programmes:** includes projects that cover cross-programme work such as Monitoring and Evaluation, Inclusive Training, and our Inclusive Club Network, as well as research and pilot projects across both Changing Sports and Changing Places. Our main funders are Sport England, Columbia Threadneedle Charitable Trust, the Hollick Family Foundation, Surrey County Council, and a special mention to the People's Postcode Lottery Active Fund which funded disability inclusion work across all our programmes during the 2024-25 financial year and provided seed funding for us to start disability inclusive sports pilot projects in Scotland. 

33 



## **ACCESS SPORT CIO** 

## **NOTES TO THE FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025** 

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

|**Fund balances at 31 March 2025 are**<br>**represented by:**<br>Tangible fixed assets<br>Net current assets<br>Total net assets<br>**Fund balances at 31 March 2024 are**<br>**represented by:**<br>Tangible fixed assets<br>Net current assets<br>Total net assets|**General**<br>**Funds**<br>**£**<br>**18,508**<br>**443,714**<br>**462,222**<br>General<br>Funds<br>£<br>23,739<br>527,392<br>551,131|**Restricted**<br>**funds**<br>**£**<br>**-**<br>**760,541**<br>**760,541**<br>Restricted<br>funds<br>£<br>-<br>754,464<br>754,464|**2025**<br>**Total**<br>**£**<br>**18,508**<br>**1,204,255**|
|---|---|---|---|
||||**1,222,763**|
||||2024<br>Total<br>£<br>23,739<br>1,281,856|
||||1,305,595|



34 



## **ACCESS SPORT CIO** 

## **NOTES TO THE FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025** 

## **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|**2025**<br>**£**<br>**20,325**<br>**20,325 )**<br>**(**<br>**-**<br>**-**<br>**-**<br>**-**<br>**-**<br>**2025**<br>**£**<br>**-**<br>**9,172**<br>**3,549**<br>**12,721**<br>**12,711 )**<br>**(**<br>**10**<br>**10**|2024<br>£<br>43,306<br>43,306 )<br>(|
|---|---|---|
|||-<br>-|
|||-<br>-|
|||-|
|||2024<br>£<br>-<br>10,676<br>675|
|||11,351<br>11,341 )<br>(<br>10|
|||10|



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

35 



## **ACCESS SPORT CIO** 

## **NOTES TO THE FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025** 

## **18. Related parties** 

## **a Trustees or connected persons** 

Donations of £8,454 were received from 6 trustees or their related parties (2024: £8,465 from three trustees or their related parties). 

No trustee received any form of emoluments from the charity during the year (2024: £nil). Two trustees have been reimbursed £273 for travel expenses incurred during the year (2024: £457 for two trustees). 

A £480 payment was made to London Marathon Events during the year. The spouse of a Trustee of Access Sport is a NonExecutive Director of London Marathon Events (2024: £200 payment was made to Skateboard UK, a Trustee is a NonExecutive Director of Skateboard UK). 

The partner of one trustee occupied a position of significant control at Sport England during the financial period ending 31 March 2025. Direct funding of £416,667 was received from Sport England during the financial period ending 31 March 2025 (2024: £499,717). The trustee took no part in any decisions made by the board regarding Sport England funding. 

Two Trustees were employed (one at Director level) at London Marathon Foundation during the financial period ending 31 March 2025. Direct funding of £484,000 was received from London Marathon Foundation during the financial period ending 31 March 2025 (2024: £407,000). The trustees took no part in any decisions made by the board regarding London Marathon Foundation funding. 

## **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. Donated goods and services** 

Donated goods and services of £173,747 were received (2024: £50,055). 

## **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 the year on behalf of Brixton BMX totaled £1,500 (2024: £2,500), and the balance held at 31 March 2025 was £nil (31 March 2024: £nil). 

36 



## **ACCESS SPORT CIO** 

## **STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2025** 

|**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>**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**|**Unrestricted**<br>**funds**<br>**£**<br>**681,821**<br>**60,179**<br>**38,922**<br>**780,922**<br>**532,475**<br>**337,356**<br>**-**<br>**869,831**<br>**88,909 )**<br>**(**<br>**551,121**<br>**462,212**|**Restricted**<br>**funds**<br>**£**<br>**235,356**<br>**2,012,355**<br>**8,369**<br>**2,256,080**<br>**1,802**<br>**2,094,245**<br>**153,956**<br>**2,250,003**<br>**6,077**<br>**754,464**<br>**760,541**<br>**2025**|**Total**<br>**funds**<br>**£**<br>**917,177**<br>**2,072,534**<br>**47,291**<br>**3,037,002**<br>**534,277**<br>**2,431,601**<br>**153,956**<br>**3,119,834**<br>**82,832 )**<br>**(**<br>**1,305,585**<br>**1,222,753**|2024<br>Total<br>funds<br>£<br>653,234<br>1,875,410<br>19,652|
|---|---|---|---|---|
|||||2,548,296|
|||||367,151<br>1,409,164<br>180,820|
|||||1,957,135|
|||||591,161|
|||||714,424|
|||||1,305,585|



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 

37 



## **ACCESS SPORT CIO** 

## **DETAIL OF INCOME FROM PUBLIC INVESTORS FOR THE YEAR ENDED 31 MARCH 2025** 

|**INCOME**<br>Brought forward from 2023/24<br>Revenue<br>**Total**<br>**EXPENDITURE**<br>Direct Project Costs<br>Salaries<br>Overheads<br>**Total**<br>Carry forward to 2025/26|**Sport**<br>**England**<br>**UK Sport**<br>**Governing**<br>**bodies**<br>**ESC**<br>**Lottery**<br>**Local**<br>**Authorities  Total**<br>-<br>-<br>12,000<br>2,877<br>3,750<br>18,627<br>416,667<br>50,000<br>-<br>58,483<br>112,540<br>637,690|
|---|---|
||**416,667**<br>**50,000**<br>**12,000**<br>**61,360**<br>**116,290**<br>**656,317**<br>1,000<br>9,688<br>23,694<br>9,427<br>43,809<br>347,223<br>39,000<br>31,900<br>43,836<br>461,959<br>69,444<br>10,000<br>5,766<br>11,300<br>96,510|
||**416,667**<br>**50,000**<br>**9,688**<br>**61,360**<br>**64,563**<br>**602,278**|
||-<br>-<br>2,312<br>-<br>51,727<br>54,039|



This page does not form part of the audited financial statements 

38