2025-08-31-accounts

Registered charity no: 1175899

CONTENTS

23-2024 24-2025	CONTENTS
20 20	Introduction	2-3
IMPACT REPORT IMPACT REPORT ANNUAL REPORT	Reference and Admistrative Details Trustees’ Report Statement of Trustees’ Responsibilities Independent Examiner’s Report Statement of Financial Activities Balance Sheet Cash Flow Statement Notes to the Financial Statements 4 5-34 35 36 37 38 39 40-50

1

INTRODUCTION FROM OUR CEO

This year has marked a significant milestone for Move More. After many years of support from All Saints Academy, we completed our move to new offices at Carrant House, a space that gives us the room, stability and infrastructure to continue our growth. I want to express my sincere thanks to All Saints Academy for the generosity and partnership they have shown us over the years, their support has played a meaningful role in our journey as a charity.

Our work across Gloucestershire has continued to expand, with 440 families accessing Holiday Activities and Food (HAF) provision funded by Gloucestershire County Council across Cheltenham, Tewkesbury and Gloucester. A further 208 young people in Cheltenham engaged in activities through the HAF Youth Pass, taking part in enriching experiences such as Bouldering, Swimming and Ice Skating.

We also continued to deliver sport and physical activities in local communities across Cheltenham and Tewkesbury, partnering Cheltenham Borough Council’s Housing Team and The Children's Society to expand our reach and ensure our activities are accessible for children, young people and their families.

Following last year’s funding from Children in Need and Barnwood Trust, we were able to appoint a new senior role, Head of SEND. This investment has enabled a comprehensive consultation and stakeholder engagement phase, ensuring that our provision is shaped around real needs and delivers meaningful outcomes. Since then, additional Short Breaks funding from Barnwood Trust and Gloucestershire County Council has allowed us to create two further delivery roles, strengthening our capacity to support children and families in schools, during holidays and at weekends.

Our school‐based work continues to demonstrate strong, sustainable impact. This year, 100% of teachers we worked with reported feeling confident or very confident to deliver activity following CPD, a powerful indicator of long‐term sustainable change. We have also established a new Schools’ Steering Group, bringing together passionate colleagues committed to improving PE and school sport across the area.

The Creating Active Schools programme, delivered in partnership with Active Gloucestershire and independently evaluated by external researchers Shepherd & Moyles, has shown significant wide‐ranging, sustainable positive outcomes. 2

Beyond increased physical activity, schools reported improvements in behaviour, attendance, focus, engagement and regulation. This has highlighted the true power physical activity can have, positively impacting across school outcomes.

Our Active Schools Conference, delivered in partnership with Active Gloucestershire, was a fantastic culmination of this work. It brought together local and national partners — including the Department for Education’s Team Leader for PE, School Sport and Physical Activity; the CEO of the Association for Physical Education; Gloucestershire’s Healthy Living and Learning team; the University of Worcester; and Gloucestershire’s Think Travel team — to share learning, celebrate progress and strengthen the movement for active, healthy schools. The event attracted 92 delegates representing 80 schools and organisations from across Gloucestershire and as far afield as Devon and Yorkshire.

Our family‐based work continues to deliver impact. This year we supported 1,225 families, with 100% of parents reporting that the support was very useful to them. The stories and quotes throughout this report speak for themselves, they show the difference that consistent, compassionate support can make to a child’s life and a family’s wellbeing.

We were also delighted to win the tender to manage Homelands Community Centre, a high‐quality facility with two halls, a kitchen, meeting room and green space. This is a tremendous opportunity for both Move More and the local community. We look forward to developing a thriving, inclusive hub and expect to begin delivering from the centre in Spring/Summer 2026.

This has been a year of growth, influence and strengthened foundations, the next 12 months will be a pivotal period for Move More. With new offices, an expanded facility, a growing central team and a renewed focus on meeting need across SEND and community-based provision, we are entering a phase of significant opportunity. There is much to build towards, and we are ready to meet the challenges along the way.

Dan Derrick CEO Move More

Registered charity no: 1175899

3

REFERENCE AND ADMINISTRATIVE DETAILS

Chief Executive D Derrick Trustees W Parker (chair) S Savory E Spry C Coulter

G Brookes

K Bennett (appointed 09/02/26) A Cooper (appointed 19/02/26) M Hughes (resigned 12/09/25) D Peters (resigned 30/06/25) L Wilkinson (resigned 23/07/25) C Smith (resigned 22/07/25) B Barker (resigned (21/01/25)

Charity Registration Number 1175899 Principal Office Carrant House Teddington Hands Evesham Road GL20 8NE Independent Examiners Hazlewoods LLP Staverton Court Staverton Cheltenham GL51 0UX Bankers Barclays Bank PLC 128 High Street Cheltenham GL50 1EG

4

TRUSTEES’ REPORT

Nature of governing document

Move More is a Charitable Incorporated Organisation (CIO) and its governing document is its Constitution as written and accepted by the Trustees in November 2017.

Recruitment and appointment of trustees

The current board of Trustees appoint new Trustees as and when they see fit, in order to maintain an appropriate range of skills, experience and understanding amongst the Trustees.

Induction and training of trustees

New Trustees undergo extensive briefing on the organisation, its aims and objectives and their legal obligations under Charity law. During this time new Trustees will meet other existing Trustees and key members of staff and be appraised of the financial performance of the charity and its strategic plans.

Organisational structure and decision making

The Trustee board meets four times a year (or more where required) to discuss our strategic direction, ensure our core aims and objectives are being met in the most efficient way, take account of any risks facing our organisation and ensure that all legal obligations are satisfied. A Finance, Audit and Risk (FAR) subcommittee has also been established which meets four times per year and reports into the main trustee board.

The organisation’s day-to-day business is delegated to the CEO and through them, to other staff. The Delegated Authority Policy outlines where decisionmaking authority lies within the organisation.

Working under the direction of the board, Move More is led by its CEO and a staff team of 25 (as of 31 August 2025) who provide day-to-day management and delivery functions. The staff team and overall management of the charity is overseen by the board of trustees.

5

STRUCTURE, GOVERNANCE AND MANAGEMENT

Pay and remuneration

Provision for salary increases is included in the budget-setting cycle. The Chief Executive has authority to award performance-related salary increases in one-off, non-recurring instances, consistent with and not exceeding the overall provision included in the approved budget. Any increase over and above the approved provision requires trustee approval. The Chief Executive’s remuneration is set by the Chair of the Trustee Board and the Chair of the Finance, Audit and Risk Sub Committee.

Principal risks and uncertainties

The major risks have been identified by the Trustees and are recorded within a risk register including the controls required to mitigate the risk. The risks identified are listed under the following headings; Strategy, Funding, Safeguarding, Reputation, Quality, People, Governance, Financial Control, Health & Safety, Delivery & Recovery and Data Protection. The risk register is reviewed on a quarterly basis by the Finance, Audit and Risk subcommittee which is reported to the Trustee Board.

To manage these risks, the charity maintains strong governance, regularly updates key policies, monitors financial performance and income diversification, oversees safeguarding and service quality, supports staff development, and maintains business continuity plans to ensure resilience and safe delivery of our charitable activities.

Public benefit

The trustees confirm that they have complied with the requirements of section 17 of the Charities Act 2011 to have due regard to the public benefit guidance published by the Charity Commission for England and Wales.

6

WHAT WE DO

We are passionate about empowering every child, irrespective of their circumstances, to thrive. We advocate an active and healthy lifestyle that positively influences various aspects of a child’s life through a holistic approach which has sustainable lifelong benefits.

We recognise that the surroundings in which children grow play a crucial role in enhancing their outcomes. Consequently, whilst holding children at the centre of our work we actively support the three main environment’s that impact children.

By supporting schools, families and communities we seek to establish nurturing, positive and stimulating environments that will enable all children and young people to live an active and healthy lifestyle.

In striving towards our vision of ‘Every Child Thrives’ our work is diverse in its approach and involves engaging with multiple stakeholders. Subsequently, we work with a wide range of children and therefore have a variety of programmes and approaches to suit their needs. We also recognise that a greater focus on children experiencing inequalities is required to ensure that all children can be physically active within supportive environments and experience the physical, social and mental wellbeing benefits in order to thrive.

7

OUR STRATEGIC APPROACH

VISION:

EVERY CHILD THRIVES

MISSION:

To empower children within Gloucestershire and the surrounding area, irrespective of their circumstances, to reap the many benefits of an active, healthy lifestyle, fostering lifelong behaviours fundamental for their overall well-being.

OBJECTIVES:

Educate children with the knowledge and skills to lead an active and healthy lifestyle whilst supporting their personal, social and emotional development.

Instil a passion for being active in every child through providing high quality, enjoyable and inclusive opportunities.

Support families, schools, and communities in creating caring, positive, and engaging environments for children that address their physical and emotional needs.

Continue to grow as a resilient, sustainable charity that is responsive to change.

Increase the visibility of the charity and champion children’s wellbeing through advocacy, influencing and evidencing our impact.

8

THE MOVE MORE WAY

The Move More way was created following consultation with the whole staff team and the board of trustees. It highlights our shared values and demonstrates the behaviours which will influence our decision making and impact our work daily.

We are proud to live by the Move More way, which involves adhering to the following principles:

CHILD AT HEART

We hold the child at the heart of the decisions we make and the way we work.

WORK TOGETHER

We work together and support each other as a team, as well as working collaboratively with other organisations as the current challenge is larger than any one person or organisation.

MAKE A DIFFERENCE

We strive to create lasting, meaningful impact with empathy and compassion.

----- Start of picture text -----
9
----- End of picture text -----

ACHIEVEMENTS 2024-25

28,000

CHILDREN ENGAGED WITH MOVE MORE IN 2024-25

10

8,031 CHILDREN received school based delivery. 6,670 BOOKINGS onto Move More holiday camps. 11,317 CHILDREN attended a Move More competition.

1,786 CHILDREN accessed fully funded community based activities

566 TEACHERS were supported through CPD, staff training and meetings

1,300 FAMILY support engagements

11

SCHOOL DELIVERY

Move More continued to support our network of schools through a number of programmes such as direct delivery of curriculum PE, extra curricular physical activity, small group interventions and the ever popular balanceability programme. Each of these programmes aims to support children to become confident and competent movers and contribute to lifelong physical activity behaviours.

We were also able to reach more school staff than the previous year through our conference, network days and CPD such as staff meetings. These support schools to increase staff confidence in delivering the breadth and depth required of a high quality physical education curriculum and are often tailored to the needs of individual schools to create meaningful and lasting impact.

100% 100%

of teachers either felt ‘very confident’ or ‘confident’ to deliver the activity after Move More lessons

of teachers would recommend Move More coaches to others for CPD.

of teachers either strongly agreed or agreed that Move More coaches worked effectively to meet their CPD objectives.

12

"Children were fully engaged with each session, the behavior management was strong and issues were dealt with straight away. The lessons progressed well week by week and the children loved playing the matches at the end of the unit."

550 Balanceability lessons 1,136

2,580 2,502 Health Move More Membership Interventions Provision 520 505

13

SCHOOL DELIVERY

The Creating Active Schools (CAS) professional development programme supports schools to create happy and healthy environments through physical activity. Using behavioural science, CAS helps schools to create impactful and sustainable change for physical activity. Underpinned by world-leading research CAS supports schools to build on their strengths while identifying areas of improvement that can be improved step-by-step.

Commissioned by Active Gloucestershire in 2021, Move More supports primary schools through a whole school systems approach, providing a structure for embedding physical activity at the heart of a school’s ethos and its whole school improvement.

CAS Framework

• Baseline self-assessment process

• Whole school staff training Action planning support Development plans covering: Policy, Stakeholders, Environment & Opportunities in chosen focus areas.

6

New CAS schools’ received whole school training

14

100% of school staff trained reported good / excellent for: course content, tutor delivery, overall enjoyment, understanding of the subject matter, and awareness of next steps.

3

15 140 3 Primary schools Communities of School staff now part of the Practice meetings trained CAS programme

REPORTED IMPACT INCREASED MOVEMENT THROUGHOUT THE DAY

IMPROVED BEHAVIOUR AND ATTENDANCE

MORE FUN, ENJOYMENT AND HAPPINESS IN SCHOOL

GREATER FOCUS, ENGAGEMENT AND REGULATION

15

INDEPENDENT EVALUATION OF CAS PROGRAMME IN GLOUCESTERSHIRE

FINDINGS

ONBOARDING USING THE CAS FRAMEWORK

“It’s empowered me and made me think, how can we be a physically active school? What makes us physically active? So that’s what the framework does - it focuses your thinking on what does it mean for your children to be physically active in your school?”

BESPOKE TEACHER TRAINING AND REGULAR VISITS

“It makes you focus really well on ideas, and then having the opportunity to see what schools are doing, and actually have that dedicated time where the expertise is actually there”

COMMUNITIES OF PRACTICE EACH TERM

“What I really like is the fact that we meet regularly because that keeps bringing me back. For me, coming back to those meetings is really important. It brings me back to it, back to it, back to it, back to it. I think that’s really, really key”

Annual Conference

ONBOARDING USING THE CAS FRAMEWORK

“The Move More conferences are brilliant, I loved it this year, so fantastic. And doing those workshops, you realise that it’s not doing star jumps, which can play a part of it. It’s more, getting up out of your seat. Can we make this learning more physical ... can they be exploring the outside? If you’re doing things about plants, can they go and have a look?”

16

OVERVIEW 2024-25

81 86 46

Teachers attended the Move More PE Conference

Teachers attended school staff meetings

Teachers attended a Move More Network Day School staff trained or supported by Move More 213

17

FAMILY SERVICES

“We are so proud that our daughter is able to do so many things she wouldn’t do before. Her emotional and social skills are almost unrecognisable and she is also able to communicate her needs very clearly. One of the biggest learning bit for us is to talk about things as early as arise and not to shy away from it. Before we used to wait until things reached a tipping point or just try to distract. But we now realise that such things don’t necessarily deal with things but just push them aside or deeper and they just resurface later. And we are not “scared” to tackle uncomfortable things because you’ve given us FAMILY SERVICES so many tools and confidence. Thank you for believing in us!”

In 2024/25 academic year, Move More’s Family Support Services continued to offer and expand our early support for parents and families. This bespoke support offers holistic and tailored advice on a range of issues including, self-esteem, defiance and not listening, picky eating, feelings of anxiety and overwhelm, emotional regulation, managing screen time, challenging behaviour and general social and emotional skills. Through early preventative interventions we identify and support the family before the problem becomes more deeply entrenched. In this way, we aim to prevent escalation into statutory services and put foundations in for less disruption and damage to connections and relationships within the family unit. Consequently, there is less impact on the mental wellbeing of the child, siblings and/or parents/guardians.

During the 2024/25 academic year, parents accessed our support in several ways, depending on need. Parents from 55 schools in Gloucestershire accessed a series of webinars, group sessions, newsletters, family programmes and 1:1 support or a combination of all. The content of webinars, newsletters and group sessions was based on the generic need in the community. Previously developed family programmes such as “Tame Your Worry Brain” and “Picky Eaters” continued to be popular and well received both by parents and schools, while “Mighty Me! Move-More Self-Esteem Programme for Families” was accessed by 170 families with significant impact.

The content of parent sessions was based on mutually agreed targets. During these bespoke sessions, families were helped to apply strategies to their individual circumstances and reflect and review their progress. In this way, we provided families with sustainable tools and techniques that were transferable, thus making families stronger and more empowered to use their own resources to manage challenges in the future and create long-lasting behaviour change.

18

707 91 FAMILIES ATTENDED FAMILIES RECIEVED 1:1 6 SUPPORT FAMILY WEBINARS

203

FAMILIES PARTICIPATED IN FAMILY HEALTH PROGRAMMES

1,300

FAMILIES RECEIVED SUPPORT IN 2024/2025

“From when I first spoke to you until now it feels like a different life. Everything is so much easier. I now know I am not breaking my child and to trust my instincts. His teachers keep telling me how well he is doing and that is despite the most recent turmoil. All of that is thanks to you.”

19

• Parent Feedback

100%

of parents reported that the support was very useful to their family.

90%

of families said that their parenting skills have improved after working with us.

94%

of families said they would recommend our service to friends and family

20

• Parent Feedback

EVENTS & COMPETITIONS

11,317 children took part in one or more of the 66

annual Schools Games events or competitions organised by Move More

The events and competitions calendar continued to offer a broad and progressive programme, ensuring that every young person across Cheltenham and Tewkesbury had the opportunity to engage in sport and physical activity through their school. Opportunities ranged from galas and festivals to formal inter-school competitions and fixtures, alongside pathways in leadership, officiating and volunteering.

The programme included SEND-specific events and targeted provision designed for pupils who are less active, face health inequalities, or struggle to engage within a mainstream classroom environment. This inclusive approach ensured that school sport remained accessible, supportive and impactful, helping more young people to enjoy the benefits of being physically active.

During the year, the local SGO programme delivered 66 events and competitions, engaging 11,317 young people across Key Stages 2–4 in structured physical activity and competitive opportunities. Working closely with schools, delivery was shaped to reflect local need and ensure that participation was inclusive, accessible and meaningful for all young people.

21

A strong focus was placed on targeted provision and leadership development. 351 children with Special Educational Needs (SEN) participated in five SEND-specific events, providing supportive and appropriate opportunities for young people who may face barriers to engagement in mainstream sport. In addition, the Leadership Academy supported 36 young leaders from four secondary schools, who were trained and deployed to support event delivery. This not only enhanced the quality and enjoyment of events and competitions but also developed leadership skills, confidence and employability among young people.

36 PUPILS FROM 4 SCHOOLS ATTENDED OUR LEADERSHIP ACADEMY

351 PUPILS ATTENDED 5 EVENTS SPECIFICALLY FOR CHILDREN WITH SEND

22

We just wanted to say a big thank you from us all at Charlton Kings Infant School's Sports and Dance Club , for putting on such a fabulous event at Feet First last week. We all had the best day from start to finish and the children wish they could do it all over again this week! Thank you to you and the team for all your hard work and effort, we know these things don't just happen overnight!” -Charlton Kings Infant School

23

INTERVENTIONS

FUNDAMENTALS

161 CHILDREN FROM 10 PRIMARY SCHOOLS

Following last year’s rebrand of our popular Sportsability intervention to Fundamentals, the programme has continued to grow in both reach and impact.

Aimed at Key Stage 2 pupils who are disengaged with physical activity and/or have special educational needs and disabilities (SEND), Fundamentals supports the development of locomotor, manipulative and stability skills through a variety of inclusive, team-based games and activities. Children are mixed between schools to help build confidence, while also supporting their personal and social development.

We continued to partner with the University of Gloucestershire and Hartpury University to deliver the programme with students from both institutions assisting and leading practical Fundamentals sessions at their respective venues. Three sessions were delivered and involved children from primary schools across Tewkesbury and Cheltenham.

Across the three sessions, we engaged 161 children from 10 different primary schools, creating a positive and inclusive environment where children were able to thrive.

24

We were delighted to work with the University of Gloucestershire and Hartpury University to deliver Maximise Your Potential. This intervention supports gifted and talented KS2 pupils by providing insight into performing at an elite level in sport. Pupils also had the opportunity to engage with former professional athletes across a range of sporting disciplines, helping to build knowledge, understanding and P.E. literacy.

Across three sessions, participants explored a variety of topics, including nutrition, delivered by former professional athlete James Hudson; biomechanics, taught by university students; and psychology, communication, and leadership, led by Move More staff.

193 CHILDREN FROM 11 PRIMARY SCHOOLS

James Hudson also shared his journey in elite sport and emphasised the value of maintaining an active, healthy lifestyle to achieve optimal performance.

Reaching 193 children from 11 primary schools, the programme enabled pupils to thrive and develop a deeper understanding of what it takes to pursue a career in high‐level sport.

25

SEND DELIVERY

Over the past year, we have significantly strengthened our SEND delivery and overall provision. Building on strong, well‐established foundations, we undertook a county‐wide consultation to gain a clear understanding of needs and ensure that our work is targeted where it can make the greatest and most meaningful impact.

We provided targeted assistance to the Advisory Teaching Service to further enhance inclusive approaches across a wide range of schools, ensuring expert guidance reaches those who need it most. We also broadened our offer by delivering SEND specific after‐school and enrichment opportunities in both mainstream and special schools, extending access to high‐quality, purposeful activities that support children’s personal and social development.

To increase our capacity and expertise, we expanded our SEND team, enabling us to deliver even stronger, more responsive support to schools and families. A standout achievement this year was the launch of our first SEND Short Breaks provision, creating safe, enriching experiences for children and receiving 5‐star feedback from families.

Finally, we were proud to be recognised as one of the county’s first recipients of the Inclusive Activity Provider Award and winner of No Child Left Behind’s #InclusionWorks award. These recognitions are a powerful endorsement of our commitment to delivering high‐quality, inclusive provision and reflects the dedication, innovation and expertise that underpin everything we do.

26

SEND DELIVERY

CHILDREN TOOK PART IN 238 25[IN SCHOOL SESSIONS]

CHILDREN TOOK PART IN 55 SHORT BREAK PROVISION 9 SESSIONS

27

28

166 children from 16

Primary Schools across Cheltenham and Tewkesbury took part in Heidi's Heroes

Move More continued to partner with local charity Heidi’s Heroes to provide fully funded, intensive daily swimming lessons for children who lack confidence in water.

The intervention is supported by Cheltenham Ladies College, Dean Close and Cheltenham College and aims to develop important life skills, to aid selfrescue and prevent drowning. Impact ranges from children being confident enough to submerge their face in water to being able to swim 25 metres. Upon conclusion of the lessons a celebration event is held at Cheltenham Lido, where children take part in a fun session and receive certificates, badges and other goodies.

By the end of the week...

80% 31% of children improved in of children were able to confidence & safety swim 25 metres

of children were able to swim 25 metres

29

£336,077.50

Total funding received through grants and commissions

Securing grants and commissions is a priority for Move More as they enable us to deliver additional sport and physical activity interventions as we strive towards our vision of Every Child Thrives.

We continued to receive funding from a variety of sources, including Sport England, Active Gloucestershire, Gloucestershire County Council, Aspire Foundation and Cheltenham Borough Council, enabling us to deliver additional school and community-based activities for children and young people across Gloucestershire.

In addition to the above, we were delighted to partner with Bromford Housing to deliver targeted provision in Northway and Priors Park as well as continuing to deliver Holiday Activities and Food provision in Cheltenham, Gloucester and Tewkesbury.

We also received additional funding from the Barnwood Trust and Active Impact to continue our increasing and popular programme of activities for children with special educational needs, which includes school, community and holiday provision

----- Start of picture text -----
Cheltenham HAF
Community Connector
208
440
Young people
accessed activities Families supported to
through the HAF access HAF activities
Youth Pass across Gloucestershire
30
----- End of picture text -----

PARENT PAID PROVISION

MOVE MORE

6,670 places booked on Move More holiday camp

Parent paid provision is an important source of income for Move More as it supplements school, community and family provision. Our ‘More Than Childcare’ holiday camps continued to be popular, with our camp at Cleeve School achieving record numbers!

We also introduced Move More Titans - a weekly session designed for children who enjoy being active but prefer a more relaxed and supportive setting when compared to a traditional sports club. Titans offers an inclusive, confidenceboosting experience and focuses on team identity, personal achievement and personal, social and emotional development.

----- Start of picture text -----
31
----- End of picture text -----

31 Children attended a Move More balanceability course 20 Children attended Move More TITANS club

Children attended a Move More balanceability course

54

Children attended Move More wraparound care at Treddington Primary School

PLANS FOR 2025/26

Over the coming year, we will continue to build on our growth and strengthen our impact across the community. A key development will be taking on the management of Homelands Community Centre, which will be open for community lettings and will also become home to a brand‐new Early Years setting for 2–4‐year‐olds. This provision will not only meet a clear local need for additional childcare places but will also play an important role in diversifying our income and supporting long‐term sustainability.

We are also looking forward to settling into

our new offices at Carrant House, providing a more suitable base for our expanding team. As the organisation grows, we are investing in our central functions to ensure we have the capacity and expertise needed to support our programmes effectively. This includes strengthening our marketing, fundraising, finance, administration, and operations teams so that frontline staff can remain focused on delivering high‐quality work in their specialist areas.

We remain firmly committed to improving outcomes for children across all areas of our work with schools, families, and the wider community. This includes a continued focus on targeted support for children with SEND and those experiencing deprivation, ensuring that those who face the greatest barriers receive the highest‐quality opportunities to thrive. We also look forward to continuing our work with the many excellent organisations we partner with, whose collaboration and shared values play a vital role in extending our reach and deepening our impact.

With rising costs continuing to place pressure on the charity sector, building our reserves remains a priority. Although this has been challenging in recent years, we are committed to improving our financial resilience. We will do this through further diversification of income streams, particularly through the Early Years setting and increased fundraising activity, ensuring we can continue to grow as a sustainable and impactful organisation.

32

FINANCE REVIEW

Reserves policy

In order to ensure limited impact on beneficiaries of Move More and the ongoing financial sustainability of the charity the following reasons for holding a reserve have been identified:

a) Covering unforeseen day-to-day operational costs, e.g. employing temporary staff to cover a long-term sick absence.

b) A source of income, e.g. a grant, not being renewed. Funds might be needed to give the trustees time to take action if income falls below expectations.

c) The need to fund short-term deficits in a cash budget, e.g. money may need to be spent before a funding grant is received.

The trustees have established that the long-term target for the level of reserves is 3 months' operational costs as this will negate the risk of damage to the viability of Move More. As a young organisation which has experienced growth since its constitution, the trustees are aiming to steadily building its reserves to the long-term target level, without adversely affecting the service to its beneficiaries. As such, the trustees have established a number of short-term targets with the view of meeting its long-term target of 3 months' operational costs by 31st August 2026. As at 31st August 2025 the charity held total reserves of £234,086 which is in line with this policy.

Finance Review

Over recent financial years, we have continued to broaden and strengthen the diversity of our income. We have successfully developed multiple income streams, including schools, commissioning, grants, and parent‐paid provision. This year, we introduced a renewed focus on fundraising and donations, an area in which we have historically generated only modest income. Through increased fundraising activity and community engagement, we have secured a significant uplift in donated income, and we plan to continue building on this positive momentum in future years.

The organisation has experienced substantial increases in expenditure, particularly in Employer National Insurance contributions and essential operational services. As a service‐delivery charity, the majority of our costs are staff‐related, meaning these increases have had a notable impact on our overall financial position. While our income has increased over the past few years, this has not translated into a corresponding growth in surplus.

Instead, the additional expenditure, has absorbed much of the financial capacity that would otherwise have contributed to reserves. As a result, building reserves has remained challenging despite organisational growth.

33

FINANCE REVIEW

Following successful grant funding from Children In Need and Barnwood Trust in 2023/24, Move More created and recruited to a new senior role focused on SEND. This investment has enabled the charity to undertake a comprehensive consultation and stakeholder engagement phase, ensuring that future provision is shaped by real needs and delivers meaningful outcomes.

Further funding from Barnwood Trust and Gloucestershire County Council, specifically for short breaks, has supported the creation of two delivery roles. These roles have strengthened Move More's capacity to support children and families across a range of settings, including school, holidays programmes and weekend provision.

In accordance with the Charities Statement of Recommended Practice (SORP), the full value of the multi‐year grants awarded by Barnwood Trust and Children in Need for our Head of SEND post was recognised in the accounts in the year the funding was awarded - 23/24. This treatment reflects SORP requirements, which state that income must be recognised when the charity is entitled to the funds, the amount can be reliably measured, and receipt is probable. We are now in the second year of this three‐year funding agreement, and the associated expenditure continues to be incurred in line with the planned delivery of the project.

During this financial year, we also received a new two‐year Barnwood Trust grant for Short Breaks provision. In line with SORP, the full value of this grant has been recognised in the current year’s accounts, as the charity became entitled to the funding during this period. Expenditure relating to this programme will be incurred over the two‐year delivery period, with restricted funds drawn down as activities take place.

Because income for these multi‐year grants is recognised upfront, the financial statements for the year of receipt may show a surplus that does not reflect the organisation’s financial position across the full duration of the funding. Internal financial management continues to monitor, allocate, and track these restricted funds across the designated periods to ensure they are used appropriately and in line with funder expectations.

The financial statements have been prepared on a going concern basis. The trustees assess whether the use of going concern is appropriate i.e. whether there are any 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 make this assessment in respect of a period of one year from the date of approval of the financial statements.

34

STATEMENT OF TRUSTEES’ RESPONSIBILITIES

The trustees are responsible for preparing the trustees' report and the financial statements in accordance with the United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice) and applicable law and regulations.

The law applicable to charities requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of the 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 Charities SORP;

• make judgements 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 business.

The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Charities Act 2011, the Charities (Accounts and Reports) Regulations 2008, and the provisions of the constitution. The trustees 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 corporate and financial information included on the charitable company's website. Legislation governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Approved by the trustees of the charity on 25/06/26 and signed on its behalf by:

W Parker (Chair) Trustee

35

INDEPENDENT EXAMINER’S REPORT TO THE TRUSTEES OF MOVE MORE

I report to the trustees on my examination of the financial statements of Move More for the year ended 31 August 2025.

Responsibilities and basis of report

As the charity trustees of Move More you are responsible for the preparation of the financial statements in accordance with the requirements of the Charities Act 2011 (‘the Act’).

I report in respect of my examination of the Move More's financial statements carried out under section 145 of the 2011 Act and in carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act.

Independent examiner’s statement

Since Move More's gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of the Institute of Chartered Accountants in England and Wales, which is one of the listed bodies.

I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:

1. accounting records were not kept in respect of Move More as required by section 130 of the Act; or

2. the financial statements do not accord with those records; or

3. the financial statements do not comply with the accounting requirements concerning the form and content of financial statements set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the financial statements give a ‘true and fair view' which is not a matter considered as part of an independent examination.

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the financial statements to be reached.

Scott Lawrence FCA, DChA Hazlewoods LLP Staverton Court Staverton Cheltenham GL51 0UX

Date: 26.06.2026

36

STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 AUGUST 2025

37

The notes on pages 40 to 50 form an integral part of these financial statements.

BALANCE SHEET AS AT 31 AUGUST 2025

The financial statements on pages 37 to 39 were approved by the trustees, and authorised for issue on 25/06/26 and signed on their behalf by:

W Parker (Chair) Trustee

38

The notes on pages 40 to 50 form an integral part of these financial statements.

CASH FLOW STATEMENT FOR THE YEAR ENDED 31 AUGUST 2025

The notes on pages 40 to 50 form an integral part of these financial statements.

39

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025

1 Accounting policies

Statement of compliance

The financial statements have been prepared in accordance with the second edition of the Charities Statement of Recommended Practice issued in October 2019, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the Charities Act 2011.

Basis of preparation

Move More meets the definition of a public benefit entity under FRS 102. 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 notes to these accounts.

Going concern

The financial statements have been prepared on a going concern basis.

The trustees assess whether the use of going concern is appropriate i.e. whether there are any 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 make this assessment in respect of a period of one year from the date of approval of the financial statements.

Critical accounting judgements and key sources of estimation uncertainty

In the application of the charity’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying value of assets and liabilities that are not readily apparent from other sources.

The trustees consider that there are no material judgements in applying accounting policies or key sources of estimation uncertainty that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year.

Income and endowments

Donations, legacies and grants receivable

Voluntary income (including donations, gifts, legacies and grants that provide core funding, or of a general nature) is recognised when the charity has entitlement to the income, it is probable that the income will be received and the amount can be measured with sufficient reliability.

Charitable activities

Income from the provision of school-based activities and holiday programmes is recognised as the related services are delivered.

Where fees or funding are received in advance of the activities taking place, such amounts are deferred and recognised as income in the period in which the activities are provided.

Income is measured at the fair value of the consideration received or receivable and is recognised when the charity is entitled to the income, it is probable that the income will be received, and the amount can be measured reliably.

40

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025

Expenditure

All expenditure is recognised once there is a legal or constructive obligation to that expenditure, it is probable settlement is required and the amount can be measured reliably. All costs are allocated to the applicable expenditure heading that aggregate similar costs to that category. Where costs cannot be directly attributed to particular headings they have been allocated on a basis consistent with the use of resources, with central staff costs allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset’s use. Other support costs are allocated based on the spread of staff costs.

Charitable activities

Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them.

Taxation

The charity is considered to pass the tests set out in Paragraph 1 Schedule 6 of the Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes. Accordingly, the charity is potentially exempt from taxation in respect of income or capital gains received within categories covered by Chapter 3 Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992, to the extent that such income or gains are applied exclusively to charitable purposes.

Intangible fixed assets

Intangible fixed assets are stated in the balance sheet at cost less accumulated amortisation.

Amortisation

Amortisation is provided on intangible fixed assets so as to write off the cost, less any estimated residual value, over their expected useful economic life as follows:

Asset class Amortisation method and rate

Development costs Fully amortised

Tangible fixed assets

Individual fixed assets are initially recorded at cost, less any subsequent accumulated depreciation and subsequent accumulated impairment losses. Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life:

Depreciation and amortisation

Depreciation is provided on tangible fixed assets so as to write off the cost or valuation, less any estimated residual value, over their expected useful economic life as follows:

Asset class	Depreciation method and rate
Plant and machinery	20% Straight line
Motor vehicles	20% Straight line
Sports equipment	20% Straight line

41

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025

Trade debtors

Trade debtors are amounts due from customers for merchandise sold or services performed in the ordinary course of business.

Trade debtors are recognised initially at the transaction price. They are subsequently measured at amortised cost using the effective interest method, less provision for impairment. A provision for the impairment of trade debtors is established when there is objective evidence that the charity will not be able to collect all amounts due according to the original terms of the receivables.

Cash and cash equivalents

Cash and cash equivalents comprise cash on hand and call deposits, and other short-term highly liquid investments that are readily convertible to a known amount of cash and are subject to an insignificant risk of change in value.

Trade creditors

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

Fund structure

Restricted income funds are those donated for use in a particular area or for specific purposes, the use of which is restricted to that area or purpose.

Financial instruments

Classification

Financial assets and financial liabilities are recognised when the charity becomes a party to the contractual provisions of the instrument.

Financial liabilities and equity instruments are classified according to the substance of the contractual arrangements entered into. An equity instrument is any contract that evidences a residual interest in the assets of the charity after deducting all of its liabilities.

Recognition and measurement

All financial assets and liabilities are initially measured at transaction price (including transaction costs), except for those financial assets classified as at fair value through profit or loss, which are initially measured at fair value (which is normally the transaction price excluding transaction costs), unless the arrangement constitutes a financing transaction. If an arrangement constitutes a financing transaction, the financial asset or financial liability is measured at the present value of the future payments discounted at a market rate of interest for a similar debt instrument.

42

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025

Financial assets and liabilities are only offset in the statement of financial position when, and only when there exists a legally enforceable right to set off the recognised amounts and the charity intends either to settle on a net basis, or to realise the asset and settle the liability simultaneously.

Financial assets are derecognised when and only when a) the contractual rights to the cash flows from the financial asset expire or are settled, b) the charity transfers to another party substantially all of the risks and rewards of ownership of the financial asset, or c) the charity, despite having retained some, but not all, significant risks and rewards of ownership, has transferred control of the asset to another party.

Financial liabilities are derecognised only when the obligation specified in the contract is discharged, cancelled or expires.

43

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025

44

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025

45

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025

46

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025

47

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025

48

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025

49

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025

50

PARTNERS & CONTRIBUTORS

THANK YOU TO OUR PARTNERS, FUNDERS AND IN KIND CONTRIBUTORS

Gloucestershire Learning Alliance All partner Primary & Secondary Schools Active Gloucestershire

Barnwood Trust Children in Need No Child Left Behind Sport England Youth Sport Trust Cheltenham Borough Council Gloucestershire County Council Tewkesbury Borough Council

Active Impact Heidi’s Heroes All Saints Academy Tewkesbury Academy The High School Leckhampton Cheltenham Ladies College

Cheltenham College Dean Close School Ashley Manor Hartpury College & University University of Gloucestershire Cheltenham Borough Homes The Cheltenham Trust Cheltenham and District Primary Schools Athletics Association The Children’s Society Bromford Housing Aspire Foundation Gloucestershire Gateway Trust Springbank Community Group West Cheltenham Partnership The Venture Young Gloucestershire John Lewis

The Jockey Club

51

Move More Carrant House Teddington Hands Evesham Road Gloucestershire GL20 8NE

T: 01242 503365 E: [e-mail] W: www.move-more.org @movemorecio Registered Charity No: 1175899