**Registered number: 10876876 Charity number: 1180787**
## **ACTIVE PARTNERS TRUST**
**(A company limited by guarantee)**
**Trustees' report and financial statements**
**for the year ended 31 March 2022**
**ACTIVE PARTNERS TRUST**
## **(A company limited by guarantee)**
## **Contents**
||Page|
|---|---|
|**Reference and administrative details of the charity, its Trustees and advisers**|1|
|**Trustees' report**|2 - 19|
|**Independent auditor's report on the financial statements**|20 - 22|
|**Statement of financial activities**|23|
|**Balance sheet**|24|
|**Statement of cash flows**|25|
|**Notes to the financial statements**|26 - 40|
**ACTIVE PARTNERS TRUST (A company limited by guarantee)**
## **Reference and administrative details of the charity, its Trustees and advisers for the year ended 31 March 2022**
|**Trustees**|Derek Higton, Chair|
|---|---|
||Sarah Fowler|
||Carol Hart|
||Louise Bainbridge|
||Danny Bouckley|
||Graham Feek|
||Richard Irons|
||Jane Laughton|
||Mark Shardlow|
|**Company registered**
**number**
10876876
**Charity registered**
**number**
1180787
**Registered office**
Derby Cubo
Victoria Street
Derby
DE1 1EQ
**Senior Management**
**Team**
Ilana Freestone, Chief Executive Officer
Stuart Batchelor, Strategic Director Derbyshire
Kerryn Rhodes-Chamberlin, Strategic Director Nottinghamshire
Margaret Blount, Head of Operations
**Independent auditor**
Bates Weston Audit Ltd
Statutory Auditors
Chartered Accountants
The Mills
Canal Street
Derby
DE1 2RJ
**Bankers**
Natwest Bank
16 South Parade
Nottingham
NG1 2JX
Nationwide Building Society
Kings Park Road
Moulton Park
Northampton
NN3 6NW||
Page 1
## **ACTIVE PARTNERS TRUST**
## **(A company limited by guarantee)**
## **Trustees' report for the year ended 31 March 2022**
The trustees, who are directors, for the purposes of company law, present the annual report together with the financial statements of the charitable company for the year ended 31 March 2022.
## **Structure, governance and management**
## Nature of governing document
Active Partners Trust (APT) is a company limited by guarantee, registered with Companies House on 20 July 2017. It has no share capital and the liability of each member is limited to £10. We applied to the Charity Commission to become a registered charity in March 2018 and confirmation was received in November 2018. Minor revisions were required to the charity’s objects to meet the requirements of the Charity Commission. Hence APT operates under the rules of its memorandum dated 20 July 2017 and articles of association dated 29 October 2018.
## Recruitment and appointment of trustees
Trustees are recruited by open advertisement and appointed based on skills and experience. Trustees cannot number less than two or more than 12 and at least 25% of trustees must be independent as defined in the Code for Sports Governance. Full details of trustee recruitment, appointment and powers are detailed in the articles of association.
## Induction and training of trustees
All new trustees meet individually with the Chief Executive and/or Chair prior to attending their first meeting. An online induction checklist is shared and discussed. This checklist links to all the key governing documents, policies, strategies, delivery plans and financial information. The annual training budget includes provision for trustees’ training.
## Arrangements for setting key management personnel remuneration
On set up in 2017, the initial pay bands were set following a benchmarking exercise of similar roles in other Active Partnerships around the country. This information, along with the then salary scales of Derbyshire County Council and Nottingham Trent University were considered. The trustees agreed an APT Remuneration Policy on 7 May 2019. As stated in this policy, annual pay increases are not guaranteed and are not a contractual entitlement. Pay increases are considered based on an individual’s performance and affordability. Proposed increases are reviewed by the Audit Committee and approved by the APT Board.
## Organisational structure
Active Partners Trust, set up in 2017, is a single legal entity which brought together the county sports partnerships (CSPs) in Derbyshire (previously Derbyshire Sport) and Nottinghamshire (previously Sport Notts). County Sports Partnerships are now referred to as Active Partnerships.
In Derbyshire we operate under the brand ‘Active Derbyshire’ and in Nottinghamshire, it is ‘Active Notts’. In both counties we work with organisations and networks in the county to address inequality and empower everyone to be active in a way that works for them.
The responsibility for overall policy setting and strategic insight sits with the APT board of trustees, which aims to meet at least four times each year. Leadership panels were set up in 2019/20 for both Derbyshire and Notts to advise, network and advocate on behalf of Active Derbyshire or Active Notts and to make recommendations to the board. Both the Active Notts panel and the Active Derbyshire panel met individually two times in 2021/22 and jointly twice. The panels are chaired by APT trustees: Active Derbyshire panel by Sarah Fowler and the Active Notts panel by Graham Feek.
The APT board has also set up an audit committee, chaired by Stephen Jackson, to advise the trustees on finance and risk management. Four meetings of the audit committee were held in 2021/22.
Day to day management and service delivery is the responsibility of the Chief Executive, Ilana Freestone. APT has 26 employees (23.2 FTE) (March 2022).
During the year a decision was made to hand in notice on the two office premises and take up membership of a Cubo which offers hot desking facilities in Derby, Nottingham and Sheffield. In addition, a fixed two person office has been leased within Derby Cubo. Following consultation with the team, employee contracts were revised and
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## **ACTIVE PARTNERS TRUST**
## **(A company limited by guarantee)**
## **Trustees' report (continued) for the year ended 31 March 2022**
all employees are now home-based except two colleagues who are office based in Derby.
## **Objects and aims**
Through the two teams: Active Derbyshire and Active Notts, APT aims to address inequality and empower everyone to be active in a way that works for them.
The formal objectives of Active Partners Trust are:
- the advancement of amateur sport and the promotion of community participation in healthy recreation, in particular by the co-ordination of sporting and physical activities, and/or by the provision of research and/or resources, and/or by the provision of facilities for the playing of sports
- the advancement of the education of the public in the subject of sport and physical recreation and the provision of facilities, courses, training programmes, research and resources to enable, assist and encourage the education of persons in sport and physical activity
- the improvement and preservation of good health and well-being through participation in healthy recreation; and
- the promotion, and/or provision of facilities for, recreation and/or other leisure time occupation of individuals who have need of such facilities by reason of their youth, age, infirmity or disablement, financial hardship or social and economic circumstances, in the interests of social welfare and with the object of improving the conditions of life of the said persons.
## **Vision, purpose, strategies and activities**
Sport England launched their new 10-year plan ‘Uniting the Movement’ in January 2021. This is a 10-year vision to transform lives and communities through sport and physical activity, with a mission to tackle deep-rooted inequalities and unlock the advantage of being active for everyone.
During 2021/22 the key focus for the team and the board was continuing work with partners to develop a shared plan for increasing physical activity in Notts and Derbyshire. In 2020/21 we focused on pulling together, into a story, all the relevant national data, insight and learning from our work locally over the last four years including the impact of COVID-19. To do this we listened to the voices and perspectives of people in our less active communities. We checked and challenged this insight with the team and with external community and public sector partners.
In 2021/22 we set up group and individual conversations with over 700 people and organisations to shape a shared vision, future priorities and opportunities. ‘Making our Move – Our shared vision for Uniting the Movement in Notts and Derbyshire’ was ‘launched’ October 2021. The plan outlines five shared aims and six ways of working.
The plan is still unfolding as we and partners work out the parts we can all play and how we can work together. System wide implementation plans are being produced for each of the five shared aims and from these APT will identify the priority actions for our team in 2022/23 and beyond i.e. the role APT will play.
As part of this process, we updated APT’s vision, purpose and priorities.
Our vision is: working together we will address inequality and empower everyone to be active in a way that works for them.
Our purpose is to connect, collaborate, influence and help create a culture where everyone can be active.
Our priorities are to: **Understand** people and communities Build our insight and learning with partners Share insight and learning to inform decision making
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## **ACTIVE PARTNERS TRUST**
## **(A company limited by guarantee)**
## **Trustees' report (continued) for the year ended 31 March 2022**
## **Enable** by
Creating opportunities Developing people Advocating and influencing for change in policy and practice Creating conditions for change
## **Invest** by
Seeking investment to support our work Target resources to where they are most needed Align existing resources
Work also started on revising APT’s business plan to ensure we are a healthy, well governed organisation.
## **Public benefit**
Across Derbyshire and Nottinghamshire, **one in four adults** and **one in three children** and young people are **inactive** . **One in six deaths** in the UK are a result of physical inactivity.
Being active helps more than just individuals. It benefits communities and wider society and has a knock-on effect on the environment. Through physical activity:
- People become healthier, happier and more fulfilled
- Communities feel safer, inclusive and connected
- Society is more equal, with money invested and saved in the right places
- Environments are less polluted and better appreciated by communities
The trustees confirm that they have complied with the requirements of section 4 of the Charities Act 2011 to have due regard to the public benefit guidance published by the Charity Commission for England and Wales.
## **What we set out to do in 2021/22 and what we achieved**
## **Co-produce, with system partners, a new plan for work in both counties, using Uniting the Movement as a framework**
## **Making our Move – Our shared vision for Uniting the Movement in Notts and Derbyshire**
Work started in early 2021 to form a local response to Sport England’s Uniting the Movement, analysing insight and data from the last four years to understand where inequalities existed locally.
We connected with over 700 people and organisations during the year – reflecting on this insight; shaping a shared vision and discussing and agreeing future priorities and opportunities.
These conversations were all pulled together and presented in **Making our Move: Uniting the Movement in Notts and Derbyshire** , a 10-year plan to address inequality and empower everyone to be active in a way that works for them.
The plan is still unfolding as we work out the parts we can all play and how we can work together.
We have started to build on the connections and networks that emerged from this broad engagement. We have continued to have conversations about how we can all, collectively play our part. The clarity of message in **Making our Move** has enabled us to align with other emerging strategies across the counties, such as the Notts Integrated Care Provider’s (ICP) strategy, in particular the prevention and personalised agenda. Partners and leaders working in this strategic space, particularly in health and social care, local authorities and the voluntary and community sector, have seen how being active can help to deliver on their priorities and aims. The districts and boroughs are actively aligning their strategies to the insight and work instigated by the **Making our Move** process.
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**ACTIVE PARTNERS TRUST (A company limited by guarantee)**
## **Trustees' report (continued) for the year ended 31 March 2022**
The work is iterative, and **Making our Move** has provided a broad, strong and stable platform for hundreds of partners and organisations working across Notts and Derbyshire to build upon.
During the last quarter of the year, system wide implementation plans have been developed for each of the five shared aims of **Making our Move** . These plans are based on the many conversations held during its development. Once completed, these will be shared with partners and interested organisations.
## **Priority places – an asset-based approach producing insight and learning**
## **Moving on with Covid and Place based work in Derbyshire**
All eight district and borough councils in Derbyshire are in the process of developing or delivering on locally agreed priorities arising from the impact of Covid–19. Funded by Derbyshire County Council Public Health, £15k has been allocated to each of the eight areas. The priorities include work around active travel, activity in the outdoors, children and young people and people with long term health conditions. The funding was to provide support to communities following Covid-19 but to do this by promoting new ways of working: collaboration between local partners, partners to listen to the voice of the community, to allow a shared purpose to be developed. This approach is being followed by the partners involved.
Facilitated work with New Mills Volunteer Centre, key stakeholders and community groups to work together, build shared purpose and pool resources. This has resulted in new resources being identified to create a new Move More Community Engagement role to focus on wellbeing through moving more. The work is embedded within the volunteer centre as it is the organisation with the greatest reach to people in the town and its communities.
In Derby, we supported the review of place-based work of Move More Derby. Following this, and a successful Active Through Football (AtF) bid (£500k), the work of team members from Derby City Council, Community Action Derby and Active Derbyshire has been 100% aligned. This will provide community coordinators across all priority wards in the city focusing on young people, ethnically diverse groups, older people and people with a disability and or long-term condition
## **Health and Wellbeing insight work in Notts**
Over the last three years, supported by Press Red, we have supported the districts/boroughs in Nottinghamshire to reflect and learn from the place-based work which has been growing right across the county. We have looked at what helps and hinders this way of working and have brought all of that learning together into this evaluation report. Partners and community stakeholders, across six localities, took a collaborative approach to working in, and with, some of the most inactive and deprived communities with the highest levels of health inequalities and healthy life expectancy in the county. This was funded by Nottinghamshire County Council and the six districts.
In summary the work has:
- Raised the profile of the complex challenge of being active in these communities. It is more than helicoptering in solutions in a one size fits all project approach. It needs the input of many partners and organisations and resident buy-in.
- Built a more detailed picture of some of our communities, their strengths and the challenges to providing the right services and opportunities e.g. tailored offers, led and developed by the community
- Developed greater capacity amongst partners and guided how and where we invest additional funding and resource - into the places and communities that need it the most.
- £180,000 of additional funding, from multiple funding streams, has been leveraged into these specific communities through community organisations working on the ground.
- Created a shared understanding across and between organisations of the use of insight and evidence to inform planning and decision making, e.g. bringing planners, architects and the community together, in Bellamy, to co-design a community playground.
- Led to actions to address physical inactivity being embedded in other plans and strategies, such as local Health and Wellbeing, Leisure, Transport, Planning and Place-based Partnership health strategies.
- Connected many locality partners more closely with community stakeholders in these communities. Tangible
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## **ACTIVE PARTNERS TRUST**
## **(A company limited by guarantee)**
## **Trustees' report (continued) for the year ended 31 March 2022**
examples of joining up partners, working together for the same thing and reducing competition and silo working.
- Provided a significant opportunity, space and permission to learn about the appetite for creating change in this way: working it out together and reflecting on the progress made. Tangible trust has been built up through this work at all levels of the system and community.
As a result of the above work, NHS England / Improvement are considering funding further place- based work in both Coxmoor and Bellamy.
## **Priority groups – focusing on the groups that participate less in our priority areas**
## **We are Undefeatable**
## **Bolsover**
In November 2019, partners across Bolsover were awarded £75k to support the localisation of the We are Undefeatable campaign over, initially, a 12-month period. The plan was to bring together everyone who worked with and supported people living with a long-term health condition, to work together on the shared aim of supporting these local people to be more active. In the early days, we worked with the community to identify and then support the lead agency (NHS Primary Care/Bolsover CVS) facilitate the programme planning.
In Bolsover, the group wanted to better understand and embed the voice of this community within everyone’s work. During 2020, the Covid-19 lockdowns impacted significantly on activity and spend of the £75k grant funding, hence the pilot was extended and ended in March 2022. A year 2 interim learning report was produced September 2021 and a final learning report was published March 2022.
Through the work, the oversight group has continued to embed physical activity in the wider system, most notably through the Place Alliance (Place Based Partnership) and the VCSE. Sport England has provided a 6- month extension for the work to continue with a focus on hearing resident voice and connecting it to inform future practice. Through the evaluation, the learning below has been identified. This will help to inform the focus for the next 6 months and beyond:
- Continue to connect with the Place Alliance to ensure resident voice continues to inform wider partnership decision making.
- Continue to advocate physical activity as part of both ‘preventative’ and ‘treatment’ of those at risk of or living with long term health conditions
- Recognise the importance of listening to ‘trusted voices’ and engage with community stakeholders to build insight.
- Continue to develop the place-based approach in Shirebrook to understand what is important to the residents.
- Continue to build on the work around ‘developing people’ so that those closest to individuals have the skills, confidence and capability to advocate moving more.
- Continue to share learning, test new approaches and connect to the learning of others.
To see just some of the work which has happened, view this video about supporting people to be advocates for moving more at work https://youtu.be/xDopPTvOBds and this video which looks to better understand and embed views from local people living with health conditions https://youtu.be/O_FBhFQ-4H8.
## **Mansfield**
Mansfield CVS was awarded £103k in November 2019 for the We Are Undefeatable campaign. Again this was initially for 12 months but due to Covid-19 was extended through to September 2021. We worked with Mansfield CVS to bring together an oversight group made up of key local partners including the NHS, the local authority and voluntary and community sector organisations. Despite Covid-19 lockdown's Mansfield CVS continued to integrate the physical activity message into its work and communications with people with long term conditions. As with Bolsover, external consultants were appointed to evaluate the process and progress from the start and
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## **ACTIVE PARTNERS TRUST**
## **(A company limited by guarantee)**
## **Trustees' report (continued) for the year ended 31 March 2022**
have captured the following:
- Learning points and ways of working
- Strong partnership support was critical to the success of this pilot. All the key partners remained actively involved throughout and their insights and willingness to think creatively during such a challenging time were key to the success.
- This work enabled the voluntary and community sector to demonstrate its flexibility and reach into local communities. It advocated how physical activity could help address the barriers for residents and it expanded the range of opportunities for people to engage with.
- The pilot was “made in Mansfield.” It responded to the needs of local people.
- All partners valued the opportunity to network and share both strategic and operational information.
- Parts of the pilot focused on workforce development. By capturing and sharing insight and information individuals involved, including healthcare professionals, developed their skills and knowledge to confidently advocate the benefits of physical activity.
To see more about this work, this video looks at the creation of a community allotment in Mansfield https://youtu.be/rRqtT7SX6f0 and this video about voluntary and statutory organisations working more closely together https://youtu.be/tNQP7FNQMpM.
## **Get Out, Get Active (GOGA)**
Work started in 2020 to support disabled and non-disabled people to be active together in Heanor (Amber Valley) and Bassetlaw. This work, funded and supported by Activity Alliance, looked to create systemic change within policy and practice at a place-based level.
## **Amber Valley**
Covid-19 created some challenges, including a delay in appointing the Community Engagement Officer but partners adapted. They started to build relationships and make connections in a more virtual world.
GOGA is on-going. The changes we have seen so far include:
- More partners in Amber Valley are aware of the GOGA work, principles and are actively looking at what changes they can make. For example, Places Leisure, who manage three leisure centres in the district, including the one in Heanor, are reviewing how their facilities can be more inclusive, setting up inclusion awareness training and bespoke work with Derbyshire Autism Society. The Amber Valley Health Partnership have embedded inclusion discussions and practice into their ways of working.
- Collaborative working is happening between Amber Valley CVS, Social Prescribers and the GOGA Community Engagement Officer on a 12-month test and learn programme ‘Couch to 5x’. The Community Engagement Officer is providing bespoke support to around 40 residents, with long term health conditions, to set goals and find ways to start moving more. The residents are keeping diaries. The stories the officer is hearing are being captured and relayed back to members of the steering group. This learning is being fed back into the development of county wide Exercise by Referral and Live Life Better Derbyshire work.
Networks in other areas of the county are asking about the approaches of Amber Valley GOGA to understand and learn from these new ways of working.
## **Bassetlaw**
The GOGA programme is Bassetlaw was designed to focus on face-to-face engagement, so with Covid-19, partners involved started to think differently about how to engage people. Phone calls were made to service users to get to know them, to find out how they could be supported. Wellbeing checks were offered. The focus shifted from increasing numbers of participants and numbers of activities to gathering insight, building relationships, and making connections.
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## **ACTIVE PARTNERS TRUST**
## **(A company limited by guarantee)**
## **Trustees' report (continued) for the year ended 31 March 2022**
Sport England’s Young Peoples’ funding was used to fund additional capacity to engage with disabled young people to understand their needs and how these could be integrated into the on- going GOGA work. This led to Bassetlaw Action Centre forming new relationships with local schools, youth service, young people and parents/carers. This work is on-going. So far it has prompted discussions around the barriers faced by young disabled people and their families, including issues around anxiety, body image, confidence, and the role that schools and community organisations can play in becoming more inclusive. Colleagues in Bassetlaw are connecting people and sharing insight with system partners to create change. The young people that have shared their experiences are being invited to a SEND specific activity day which will not only act as a reward for their input but also another opportunity for partners to connect and speak with the young people.
## **Tackling Inequalities Funding (TIF)**
A successful application to Sport England resulted in an award of £168k for the third phase of the Tackling Inequalities funding. 100% of this funding was allocated to community-based groups to support them and their users to continue or start to be active following Covid-19 lockdowns and restrictions. 42 groups, supporting people who were inactive, received funding.
To understand the impact of this funding, we had learning conversations with 20 different funded organisations (from phase 1,2 or 3). Most of the organisations selected did not primarily focus on sport or physical activity but worked to other objectives. These objectives varied and included supporting young people, older people, people with long term health conditions, people with disabilities, people from culturally diverse communities and people living on lower incomes.
However, all the organisations were interested in working with Active Partners Trust (APT) to help the people they worked with, become more physically active.
These learning conversations, with each group, identified enablers, barriers and takeaways which we will share with Sport England and with other funders, partner organisations and directly with other community organisations.
One of the messages that came was the flexibility of the TIF funding, and the pragmatic approach of APT, was helpful to the community organisations at a time of crisis.
APT has been awarded an additional £261,374 to distribute during 2022/23.
## **One Step at a Time - Nottinghamshire**
One Step at a Time (OSAAT) was set up to connect and support some of the most vulnerable members of our communities; those people who feel disconnected, isolated and lonely. It helps people to become more socially and physically active and connected into their communities right from their front door. We have worked with Nottinghamshire County Council and CVS partners across the county to develop a county wide approach, that is delivered locally, responding to local need and building on local infrastructure. This is on-going and there is some funding to continue this development work in 2022/23.
Some of the learning and outcomes from OSAAT have been captured here https://www.activenotts.org.uk/onestep-at-a-time
## **System change – developing relationships with organisations and key influencers within various systems and working to produce system change**
## **Walk Derbyshire**
The potential of walking is recognised in **Making our Move** as a theme that cuts through all the five aims. Derbyshire County Council and Active Derbyshire (from funding from Derbyshire partners) committed to invest £940,000 from January 2022 to April 2025 to support a whole system approach to walking in the county. During 2021/22, time was spent co-designing this approach with Derbyshire Public Health and other key county partners, based on the insight from the consultants appointed in 20/21 and Active Lives data. There is now a
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## **ACTIVE PARTNERS TRUST**
## **(A company limited by guarantee)**
## **Trustees' report (continued) for the year ended 31 March 2022**
shared understanding and commitment between the key partners in the county, on the ways to bring about this system change in the next three years. Walk Derbyshire branding has been produced, accredited training developed, a staffing structure agreed and new posts appointed to start March 2022. The first wider system stakeholder event took place March 2022, attended by over 70 people.
The frame has been changed away from setting up and supporting walking groups to how partners work together to make walking part of how we live our everyday lives.
## **Together We Move collective, Nottingham**
The Together We Move collective began in the first lockdown and has grown over the last two years. It was formed through a collaboration of different organisations, all with the aim of supporting a healthier Nottingham, through more joined up working, collaboration and consistency. The collective is a fluid network of public and voluntary/community sector partners such as Nottingham City Council (including Public Health, Transport and Planning, Parks and Education), Nottingham CVS, Nottingham City Homes (NCH), Sustrans, Ridewise, Nottingham City GP Alliance, Active Notts etc.
This has led to:
- more consistent campaign messaging e.g. for the winter well-being campaign. Messaging was shared across a number of health organisations bringing about savings on costs and resource time.
- two new secondary care link worker roles to be created to support people to be active, pre and post-surgery, to improve their outcomes following surgery for cancer and MSK conditions. The new workers will be based in Nottingham University Hospital.
- sharing concepts for members of the network to embed into their workforce practice e.g. Netwalking, Moving Medicine and Clinical Champion Training for Healthcare.
- collective support to Nottingham funded projects e.g. GreenSpace Social Prescribing, place- based initiatives through Primary Care – demonstrating the need and value of collaborative working.
## **Health and Wellbeing Boards and strategies**
By regularly sharing our tangible examples of work in all districts and boroughs with the locality health partnerships, we are advocating for and influencing thinking about place-based working and asset-based approaches. We believe it is also helping move towards a truer sense of working collaboratively and our work is often referenced and at the forefront of how the health system are increasingly working.
On-going advocacy work has been underway through the year to embed the value of physical activity in local authorities’ Health and Wellbeing strategies. Physical activity is now acknowledged as a priority in many of these strategies across both counties including Ashfield, Bolsover, Erewash, Mansfield, Gedling and Nottingham City. Nottinghamshire County and Nottingham City Health and Wellbeing Strategies both acknowledge ‘ **Making our Move** ’ as a fundamental driver for this.
This work is also at the forefront of advocating and moving towards more collaborative commissioning approaches, moving from silo, grant type funding towards recognising complexity and the need to think this way. Thinking more holistically about place, communities and neighbourhoods, key themes such as mental and physical wellbeing, digital inclusion, financial inclusion and social isolation, the role of grant funding and the need for capacity and infrastructure, particularly within the voluntary and community sector, is slowly materialising and there is evidence of a change in some practice.
Examples of this include:
- Mental Health and Wellbeing Partnership projects – funding identified for Derbyshire Mind and Arts Derbyshire – the report recognises Active Derbyshire and the value of being active in improving mental wellbeing.
- Localities Programme 2022/23 to 2024/25 – funding request for localities/health partnerships. Physical activity is a priority in five out of eight local authority areas in Derbyshire and healthy lifestyles/choices is a
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## **ACTIVE PARTNERS TRUST**
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## **Trustees' report (continued) for the year ended 31 March 2022**
- priority in the other three areas. The value of place-based working is recognised and there are indirect references to our work.
- High Peak Health Partnership has allocated £35k towards Move More High Peak to fund a Community Builder Officer to work with young people to improve their physical activity and mental wellbeing. As well as this being new money, it is also the result of a new approach. The work has been collaborative from the outset and the officer will be positioned within the VCSE to increase capacity. The appointment will be made early summer 2022.
- Erewash Health and Wellbeing Partnership has embedded the aim to reduce inequalities in residents’ physical activity behaviour into its strategic priorities. It is proactively gaining more insight and a stakeholder engagement event is due to take place in April 2022.
## **Supporting the VCSE and traditional sports sectors – including the delivery of our SE Club Matters funded project**
Phase 1 and 2 of the Sport England funded Club Matters Local work are completed. The Club Matters leadership group, which included the programme lead, Sport England, APT and VCS infrastructure agencies from across Derbyshire and Nottinghamshire, summarised the learning from Phase 1 and 2 in a 4-piece jigsaw model – Facilities and resources, Leadership, Participants, Coordination and connections. Our learning was presented to the Sport England Club Matters working group in October 2021 to be considered as the next stages of the national programme is shaped.
We also tested the learning with a broader VCSE audience, from both counties, at an online event held January 2022. From the feedback and conversations at this, we are developing the next steps for the final phase of the pilot. Meanwhile, as part of the testing, the jigsaw model provided the frame for the 20 deep dive conversations with organisations that received Tackling Inequalities Funding. It is proving to be a useful model.
The model and the learning from this work can be found here https://www.activederbyshire.org.uk/supportingvoluntary-sector.
## **Workforce development, including system leadership training – for leaders in the organisations, sectors and locations we are working with**
## **Healthy Chats**
As part of work to support more conversations around physical activity, Active Notts has been working with Paula Manning of Healthy Chats CIC.
Paula is a Physical Activity Clinical Champion for OHID (formerly Public Health England), a practicing physiotherapist and drew on her own lived experience of living with a long- term health condition to develop Healthy Chats.
She recognised the need for training to give confidence to those working within our communities to give the right advice and devised Healthy Chats as a result.
The training has been piloted in partnership with Active Notts and the Social Prescribers Link Workers (SPLW) network in Nottinghamshire. All of those who participated work as social prescribing link workers or health coaches and some were new to their roles while others were more experienced.
More information on this work, including what we’ve learned, can be found in this video here https://youtu.be/CFyUnPDWr7s.
## **Move More Derby Ambassadors – growth of a network**
Move More Derby Ambassadors are passionate people championing physical activity for all. They are people who live and work in our communities and want to support others to be active.
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## **ACTIVE PARTNERS TRUST**
## **(A company limited by guarantee)**
## **Trustees' report (continued) for the year ended 31 March 2022**
The network was created in 2019 and now includes over 120 ambassadors. It is an organic group which makes decisions collaboratively and shares messages and opportunities about being active and moving more in an individual way. The group is supported by the Move More Derby team but is very much shaped by those within the network.
This video shows how the network grew and some of the outcomes of bringing people together with this shared purpose https://youtu.be/FejrIIlvhak and this video shares some of the reflections of the ambassadors https://youtu.be/Rp7k9cKhGSk
The Active Derbyshire team have been supporting the work of Move More Derby by helping to shape some of the principles of the network but also more practically through the marketing and promotion of the network to wider partners. We have also created messaging for the network to support them to engage with local communities.
## **Girls Active**
We have continued to work with the Youth Sport Trust on the Girls Active programme designed to help schools understand what motivates girls to take park in PE, sport and physical activity.
We are working with four inner city secondary schools in Nottingham and Derby. All the schools have a high number of pupils from Black and Asian ethnicities and high percentage of pupils qualifying for free school meals.
We started with a session for teachers from the schools to introduce them to the programme and to ask them to identify girls to be part of their Leadership and Marketing Squad: not the girls who like and do PE but girls who are not physically active but have influence amongst their peer group. A Girls Active Inspiration Day was held where they took part in workshops to think about barriers, motivations and to develop their skills to influence and motivate their peers. They left the day with an action plan they had developed for their school.
- The main things girls learnt and messages they took away are themed into:
- Skills such as teamwork, communication, resilience and leadership
- Confidence
- Girls are as capable of doing things as boys
- To support each other
- Not caring what others think or say
90% agreed or strongly agreed with the statement _“I have been inspired and motivated to improve the delivery of PE, physical activity or sport”._
To support and mentor the squads to lead this work in their schools, we recruited and supported four Black and Asian female Ambassadors, with their own lived experience. The Ambassadors are working with the squads to shape a summer 2022 School Games event which aims to be attractive and accessible to female pupils who do not currently do physical activity. Both we and the teachers in the schools are learning from these conversations with the girls on the squads and we will both use this insight to inform future planning.
## **Falls prevention and activity community of practice**
Active Notts have worked alongside colleagues within Notts Healthcare Trust and Sherwood Hospitals trust to co-design a space for people to come together around physical activity and falls prevention. Members of the community include healthcare professionals, Adult Social Care and commissioning colleagues and those working in communities. The first session had over 100 people sign up back in November with the next session being planned for Spring/Summer 2022.
Some of the learning and insight gathered have been pulled into this illustration, looking at how we worked together to create the space and what we heard from the community about this work.
## **Building up our insight, drawing out the learning and setting up the opportunities (networks, conferences, workshops, one to one meetings) to share insight and learning with key organisations and**
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**ACTIVE PARTNERS TRUST**
## **(A company limited by guarantee)**
## **Trustees' report (continued) for the year ended 31 March 2022**
## **individuals**
## **Making our Move**
Since its ‘launch’ the team have presented or had discussions about the aims and ways of working at various county, district and place-based meetings, networks and steering groups. The conversations are tailored to the audience but overall, the aims have been to raise awareness of the plan, develop an understanding of all or some its aims and start conversations with new organisations and people about what it could mean for them and how they could contribute.
Examples of county level meetings where **Making our Move** has been an agenda item presentation include:
Derbyshire Health and Wellbeing Board Derbyshire County Council Corporate Management Team Nottinghamshire Health and Wellbeing Board
In addition, the insight which informed **Making our Move** has been shared with partners involved in updating Joint Strategic Need Assessments, where these are being revised.
## **Covid -19 insight**
As with the rest of the country, Nottinghamshire and Derbyshire residents faced huge changes during the Covid19 pandemic and subsequent restrictions. The opportunities and challenges around physical activity created and continue to create inequalities within our communities. To better understand how these lockdowns affected activity levels, Press Red were commissioned to analysis Sport England and other data to understand trends and behaviour changes.
The resulting Covid-19 insight packs were shared and have been useful in understanding the impact of the pandemic and where we may start to focus resources.
The insight packs can be downloaded here for Active Notts data https://www.activenotts.org.uk/uploads/impactof-covid-19-in-notts-mar-to-nov-2020.pdf?v=1642514375 and here for Active Derbyshire data https://www.activederbyshire.org.uk/uploads/impact-of-covid-19-in-derbyshire-mar-nov- 2020.pdf?v=1642514213
This gave us valuable insight into the increase of walking during Covid-19 and helped to secure support with wider partners for the Walk Derbyshire work.
## **Talking Spaces**
In addition to the sessions organised to develop ‘Making our Move’ we held three Talking Space sessions. These are online sessions, over lunch time, on a theme, for partners to log in to.
A Talking Space on ’Recovery and Reinvent in Practice’ enabled the system to come together to discuss approaches by governing bodies, voluntary sector clubs and leisure centres on how to re-engage with communities.
Details of the Talking Spaces and some of the learning we gathered can be found here https://www.activenotts.org.uk/talking-space.
## **Netwalking**
Members of the team are continually growing our insight and sharing insight with partners at in one to one meetings, in network meetings (set up by us or other partners), in workshops. This year we trialled a new way of having conversations with partners – Netwalking.
This developed in response to the restrictions of Covid-19 and the intensity and isolation of working from home. Netwalking provides an opportunity to combine professional networking, based on an agenda, with a walk
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## **ACTIVE PARTNERS TRUST**
## **(A company limited by guarantee)**
## **Trustees' report (continued) for the year ended 31 March 2022**
around a local area. We trialled it in a number of locations and used the learning to produce two county specific leaflets to encourage others to consider organising sessions this way.
## **Innovative use of Sport England funding for young people and workforce to meet the physical activity needs identified in our priority places and groups**
## **School Games**
Due to the on-going impact of Covid-19, no school games activities took place in the summer term of 2021. The focus of our work this year has been on gaining insight, particularly from young people, to inform the change to School Games for 2022.
When we asked schools, “In order to start developing an offer for academic year 2021-22, please rank the following event/competition outcomes in order, based on how important they are for your school/your pupils as we recover from COVID 19”, the top three themes that came out were:
- To improve health and emotional wellbeing
- To develop physical literacy/increase activity levels
- To develop character and life skills
During this year we have been working with individual School Games Organisers (SGOs) in each district to shape meaningful School Games experiences around these themes and will take this learning to help shape our offer for 2022-2023 as well.
Sport England awarded additional funding to create a legacy in each district and county from the Birmingham Commonwealth Games 2022 (CWG): £3k for each SGO and £11.5k for APT.
Insight has told us that Year 3/4 are our least active cohort across both counties and therefore the county CWG events will be focussed on young people in Year 3/4 who have low levels of enjoyment, confidence, knowledge, competence or understanding in relation to physical activity. We have worked closely with the SGOs to help shape their local plans and delivery will be starting from April 2022. Plans include the delivery of CWGs festivals aimed at getting less active/reluctant pupils in Key stage 2 to boost their social skills, confidence, well-being and inspire them to take up physical activity.
Pupil voice and consultation has run as a golden thread throughout the process in both counties to ensure young people are involved in the design and co-creation of the events.
## **Opening School Facilities**
An award of £393,975 was received from Sport England for phase 2 of this programme. £343k was allocated to 54 schools (mostly secondary) across both counties, all of which had a high percentage of pupils receiving free school meals. The funding was used to allow the schools to open their facilities, out of school hours, to allow pupils and the local community to do more and/or different activities. Schools worked with their pupils to draw up a plan of the activities they wanted to do and what they needed to do it – equipment, coaching, storage etc. As a result of the improvements to facilities, c.5000 young people are regularly attending new activities in their schools.
A number of detailed case studies on the impact of this funding in individual schools have been produced - the website shows details of these and a video https://www.activenotts.org.uk/osf
The change this funding and approach has brought about is different in each school, but there are some common themes.
Positive feedback from young people:
- how the new opportunity has encouraged them to do something new,
- how much they are enjoying doing activities with their friends without worrying about how much it cost.
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## **ACTIVE PARTNERS TRUST**
## **(A company limited by guarantee)**
## **Trustees' report (continued) for the year ended 31 March 2022**
Schools are reporting that:
- the new activities are attracting young people who have not wanted or been able to take part in exercise and/or other after school activities previously,
- that they have seen an increase in the number of girls and SEND pupils joining in.
## **Supporting young people in places (PEPA)**
With the end of the Sport England Satellite Fund programme, a decision was made to allocate £138k of the CYP funding from Sport England to support new community-based activity for young people in priority places or from priority communities i.e. young people living with inequalities. We called this fund PEPA (Positive Experiences in Physical Activity).
Involving young people in the design of the project was a funding requirement. £95k has been allocated to 24 projects.
To understand the impact of this funding on the young people involved and to make sure we learn what went well and what did not, we developed a deep dive process to carry out with a sample of funded programmes. These deep dives (up to three visits/conversations) will take place spring and early summer 2022 to capture stories of change. What we learn will be shared and influence future decisions.
A theme that is starting to emerge from the deep dives and that we are eager to understand more about is the importance of the feeling of belonging. Whilst this needs to be explored more from a young persons’ perspective, conversations to date have highlighted some key findings. Having a workforce that are reflective of the young people at the sessions is important – this is evident in a community club which caters for young people with a range of SEND, the sessions are led by a coach who has a learning disability. Whilst he is a role model to the young people and they are able to relate to him, the role also gives him a sense of purpose and belonging. Having a family liaison type of role has also been recognised as a contributing factor to belonging, with the family feeling engaged and the liaison being able to inform a more tailored offer for the young person.
Creating an environment where young people feel safe, have fun, are listened to and appreciation of differences is encouraged have all come through to date as important too.
One of the PEPA funded projects is Monday Night Football in Ashfield, watch a video about this here https://www.facebook.com/watch/?v=238029478329085.
## **Notts Primary PE, Sport and Physical Activity Conference**
More than 150 primary school teachers, primary PE coordinators, headteachers and governors attended this conference held in November 2021. One of the five key aims in Making the Move is focused on young people: Enabling children and young people to have positive experiences of being active throughout their childhood.’ The keynote speakers and workshop sessions focused on how we can work together to achieve this. Workshop topics included:
- An introduction to physical literacy
- Exploring mental health and the role of physical education, school sport and physical activity to improve wellbeing
- Tackling inequalities in physical activity
- Engaging families in your school’s drive for healthier, happier and more active children
The feedback from the conference was very positive with a net promoter score of 82. We asked some specific questions and received some of the following feedback:
## **How has any of your learning from the day influenced you to work differently?**
_“The Active Minutes session gave me a bigger bank of materials to use to easily and quickly get the kids active in the classroom. These have been shared with staff and we now have a bigger emphasis on active lessons. We are also in the process of developing a sports page on our website (encouraged by the Involving Families_
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**ACTIVE PARTNERS TRUST**
## **(A company limited by guarantee)**
## **Trustees' report (continued) for the year ended 31 March 2022**
## _session)”_
_“The conference really emphasised the importance of physical literacy. This information has helped me to place a real emphasis on physical literacy in my schools Physical Education curriculum”_
## **Maintaining APT as a sustainable organisation – including team training, governance standards, good financial management etc**
## **Team Training**
A whole team training day took place in September to allow the team to explore how they were feeling about the new plan and how it would affect them. The session re-visited discussion on the change curve and focused on developing values and behaviours. Team members who were interested in developing their facilitation skills were asked to come forward and a group of five have had additional support on this and are putting their on-going learning into practice by facilitating sessions with the whole team to reimagine how APT’s values and behaviours are embedded into the PDR process.
To continue the discussions around how we become a more diverse and inclusive organisation, started by the Black Lives Matters (BLM) movement, Racial Literacy training, open to the whole team, was organised in September. As a result of this and on-going conversations, team members are becoming more confident about asking questions and having conversations with people from different ethnic groups about their lived experience. We have successfully applied for 20 places (maximum number allowed) on the 12 month Leading for Renewal training programme, funded by Sport England, delivered by Inclusive Employees, starting April 2022 to continue to grow our understanding of and confidence to engage with groups who feel excluded from sport and physical activity with a focus on people who face cultural barriers.
In addition, individual team members have attended conferences or workshops (generally online), relevant to their work or to meet their personal development needs.
## **Governance**
The independent evaluation of the effectiveness of the APT Board and Panels to set APT's purpose, organisational priorities and oversee delivery was completed. Overall, the board and panels, despite the complications of Covid-19 lockdown, were assessed to be working effectively.
‘Highly engaged trustees and subgroups members, open and constructive conversations, high levels of respect between senior staff, trustees and subgroup members were strengths identified through this review’.
A board meeting was held in September 2021, facilitated by the consultant, to consider and prioritise the development priorities identified by the review. A follow up meeting was held in January 2022 when decisions were made on the future structure and role of subgroups and new lead responsibilities for trustees.
Due to the focus on reducing inequalities in **Making our Move** and the requirements of the revised Code for Sports Governance around increasing the diversity of APT’s governance and staff team, the board agreed the addition of a new role to the team staffing structure; Diversity and Inclusion Lead (3-year contract). We have successfully recruited to this new post and new team member will start April 2022.
To increase the diversity of the team, following external feedback, we have revised our job descriptions and recruitment process. This has resulted in an increase in the number of applications received from Black and Asian candidates.
## **APT Business Plan**
Work also started on revising APT’s business plan to ensure we are a healthy, well governed organisation. The final draft was considered by the APT Board April 2022.
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**ACTIVE PARTNERS TRUST**
## **(A company limited by guarantee)**
## **Trustees' report (continued) for the year ended 31 March 2022**
## **New Funding Awards**
New applications submitted and new Sport England funding awarded to APT for:
- Following a 2-stage application process, Sport England awarded **System Partner funding** of £5,199,000 from 01/01/22 to 31/03/27 to fund our systemic and governance roles for five years and our programme roles for three years.
- **Together Fund** . This is an evolution of the Tackling Inequalities Fund that was set up by Sport England in 2020 to help reduce the negative impact of Covid-19 and the widening inequalities in sport and physical activity. APT successful submitted an application for this funding, totalling £261k and will start distributing this, through a solicited process from April 2022. Monthly funding e-newsletters produced and distributed and during the year circulation increased by 20%, up to 4000 recipients.
- An successful application was submitted for phase 2 of the Opening Up School Facilities Fund. This award totalled £394k and was to be spent between April and August 2022.
SLA signed with Derbyshire County Council for £825,000 from 01/01/22 to 31/12/23 for Walk Derbyshire.
Successful application submitted to Nottinghamshire County Council's Social Recovery Fund for £30,976 towards the costs of developing walking in the county.
## **Performance measurement**
Evaluating the impact of the work of the team against APT’s objectives and priorities is complex. Much of the work that the team does cannot be measured numerically.
We are currently working with Sport England and other system partners to identify indicators (quantitative and/or qualitative) that will be used to support understanding of change, progress and impact in relation to the steps, goals and development priorities.
For the five shared aims and six shared ways of working in Making our Move, what we are aiming for and what we will do have been agreed and published. We are reviewing existing and developing new ways to capture the impact of our work and the changes we see in systems, organisations, individual partners and in themselves.
Since the publication of this plan, we have developed a maturity matrix template to assess where we are and what are the next system actions in each place. These maturity matrices have been completed, capturing the 2022 baseline for the new 10-year plan.
In addition, we continue to capture, record and share changes we see in the following ways:
- Learning logs – kept by APT team members and partners working on collaborative projects,
- Insight Hub –a software package for the team to use capture and share stories of change. Stories are tagged and hence the system can be searched to pull out common themes.
- Partner feedback.
- A culture of asking for feedback either verbally or by email following key internal and external discussions.
- Responses are logged and shared.
- Blogs published on the Active Derbyshire and Active Notts websites.
- Case study videos published on the Active Derbyshire and Active Notts YouTube channels
- Talking Insight podcasts published on the Active Derbyshire and Active Notts websites.
## **Financial review**
In 2021/22, Sport England was the main funder with funding received (all restricted) for
- Primary role 04/21-03/22
- Children and Young People 09/20-03/22
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## **ACTIVE PARTNERS TRUST**
## **(A company limited by guarantee)**
## **Trustees' report (continued) for the year ended 31 March 2022**
- Workforce 04/21-03/22
- Extended Workforce 04/21-03/22 Opening up school facilities Phase 2 03/21-08/21 Commonwealth Games: National Legacy 10/21-08/22 Tackling Inequalities Fund Phase 3 03/21-03/22 Club Matters Local 06/20-03/22 Thriving Communities 10/20-09/23
Local Authority funding, both project specific (restricted) and for core services (designated to location) is the next largest source of funding.
Core funding from Derbyshire County Council of £104k, for designated spend in Derbyshire, was received for 2021/22. The annual Funding Partner fees from Derby City Council and the District and Borough Councils in Derbyshire were also received (£134.6k). This funding was designated for spend in Derby and Derbyshire.
A new SLA was signed with Derbyshire County Council for £825,000 from 01/01/22 to 31/12/23 for Walk Derbyshire.
£13.1k was received from Nottinghamshire County Council for the period June 2021 to March 2022 towards the costs of a Nottinghamshire Place Lead post and the provision of training courses for volunteers. This was a ninemonth extension to the final year of a three-year funding agreement. A successful application was submitted to Nottinghamshire County Council’s Social Recovery Fund for £30,976 towards the costs of developing walking in the county.
The possible loss of local authority funding, in the future, is recognised as an amber risk in the APT risk register and actions are in place to mitigate this risk. This includes maintaining close relationships with key individuals to identify any issues early and by developing our relationships with departments delivering statutory responsibilities as well as with leisure departments (non-statutory).
The audit sub-committee met four times during the year to review the management accounts for 2021/22 and draft 2022/23 budget before these were presented to the Board. The audit committee also reviewed the following documents during the year before recommending Board approval:
- 2020/21 Audit Report and Management Issues
- Remuneration Policy
- Reserves Policy
- Investment Policy (new policy produced)
- Risk Register
- Financial Regulations
- 5 year budget projection from 04/22 to 03/27
Going forward into 2022/23 APT is in a good position financially with Sport England systemic and governance role funding agreed until 03/27 and programme funding agreed until 03/25. A plan is in place to spend over the five years unrestricted reserves on identified priorities to help achieve the aims and ways of working of Making our Move. APT will maintain a sinking fund of c.£400k.
However with a fixed income to cover APT’s core systemic and governance costs, increasing inflation rates may present challenges in future years, particularly in relation to employment costs.
## **Policy on reserves**
Active Partners Trust was set up in July 2017 from the joining up of two existing organisations, Derbyshire Sport and Sports Notts. Both organisations held restricted and unrestricted reserves at the date of transfer. The first 20 months of operation was a period of transition, research and planning hence during this time, delivery expenditure was less than anticipated, thus reserves increased. These reserves further increased through COVID-19, as this had a significant impact on the team’s ability to spend funding during 2020/21.
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**ACTIVE PARTNERS TRUST (A company limited by guarantee)**
## **Trustees' report (continued) for the year ended 31 March 2022**
The unrestricted fund total figure shown in the 2021/22 Financial Activities statement is £1,073,775 and covers the amount required for a sinking fund together with a number of additional planned expenditures required to deliver the strategy and vision over the next five years.
The Reserves Policy was reviewed and agreed by the board of trustees on 9 December 2021. It was agreed that a cash sinking fund must be available at a level to cover costs which would arise if a decision to cease operations needed to be taken by the APT board, including the costs of:
- terminating employment contracts (calculated based on applicable notice periods)
- terminating service provider contracts (calculated based on applicable notice periods)
- settling any unexpired period of office lease, if applicable
- settling any contractual service delivery payments.
The sinking fund at 31 March 2022 is £400,000.
During 2021/22 we developed, with partners, the shared plan ‘Making our Move’, and determined the priorities for future years. Based on the priorities identified, the following new expenditure is planned or committed over five years up to March 2027:
- Development of a new APT website
- Engagement of an APT evaluation partner
- Appointment of FT Diversity and Inclusion Lead
- Funding for a number of Learning/Sharing/Celebration events
- Funding systems leadership training for system partners.
## **Statement of Trustees’ responsibilities**
The trustees (who are also the directors of Active Partners Trust for the purposes of company law) 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.
Company law requires the trustees to prepare financial statements for each financial year. Under company law the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of its incoming resources and application of resources, including its income and expenditure, for that period. In preparing these financial statements, the trustees are required to:
- select suitable accounting policies and apply them consistently;
- observe the methods and principles in the Charities SORP;
- make judgements and estimates that are reasonable and prudent;
- state whether applicable UK 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 charitable company will continue in business.
The trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charitable company’s transactions and disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
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## **ACTIVE PARTNERS TRUST**
## **(A company limited by guarantee)**
## **Trustees' report (continued) for the year ended 31 March 2022**
Approved by order of the members of the board of Trustees and signed on their behalf by:
## **Derek Higton**
Date: 9 December 2022
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**ACTIVE PARTNERS TRUST**
**(A company limited by guarantee)**
## **Independent auditor's report to the Members of Active Partners Trust**
## **Opinion**
We have audited the financial statements of Active Partners Trust (the 'charity') for the year ended 31 March 2022 which comprise the Statement of financial activities, the Balance sheet, the Statement of cash flows and the related notes, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' (United Kingdom Generally Accepted Accounting Practice).
In our opinion the financial statements:
- give a true and fair view of the state of the charitable company's affairs as at 31 March 2022 and of its incoming resources and application of resources, including its income and expenditure for the year then ended;
- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
- have been prepared in accordance with the requirements of the Companies Act 2006.
## **Basis for opinion**
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the United Kingdom, including the Financial Reporting Council's Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
## **Conclusions relating to going concern**
In auditing the financial statements, we have concluded that the Trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements 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 other information comprises the information included in the Annual report other than the financial statements and our Auditor's report thereon. The Trustees are responsible for the other information contained within the Annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of 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 this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.
We have nothing to report in this regard.
## **Opinion on other matters prescribed by the Companies Act 2006**
In our opinion, based on the work undertaken in the course of the audit:
- the information given in the Trustees' report for the financial year for which the financial statements are prepared is consistent with the financial statements.
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**ACTIVE PARTNERS TRUST**
## **(A company limited by guarantee)**
## **Independent auditor's report to the Members of Active Partners Trust (continued)**
- the Trustees' report has been prepared in accordance with applicable legal requirements.
## **Matters on which we are required to report by exception**
In the light of our knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees' report.
We have nothing to report in respect of the following matters in relation to which Companies Act 2006 requires us to report to you if, in our opinion:
- adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or
- the financial statements are not in agreement with the accounting records and returns; or
- certain disclosures of Trustees' remuneration specified by law are not made; or
- we have not received all the information and explanations we require for our audit; or
- the Trustees were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies' exemptions in preparing the Trustees' report and from the requirement to prepare a Strategic report.
## **Responsibilities of trustees**
As explained more fully in the Trustees' responsibilities statement, the Trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the Trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.
In preparing the financial statements, the Trustees are responsible for assessing the charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.
## **Auditor's responsibilities for the audit of the financial statements**
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an Auditor's report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:
Based on our understanding of the company and industry in which it operates, we considered those laws and regulations that have a direct impact on the preparation of the financial statements such as the Companies Act 2006. Audit procedures performed by the engagement team included:
- Enquiry of management around actual and potential litigation and claims;
- Reviewing financial statement disclosures and testing to supporting documentation to assess compliance with applicable laws and regulations;
- Performing audit work over the risk of management override of controls, including testing of journal entries and other adjustments for appropriateness, evaluating the business rationale of significant transactions outside the normal course of business and reviewing accounting estimates for bias.
Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk
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## **ACTIVE PARTNERS TRUST**
## **(A company limited by guarantee)**
## **Independent auditor's report to the Members of Active Partners Trust (continued)**
increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.
A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our Auditor's report.
## **Use of our report**
This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an Auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and its members, as a body, for our audit work, for this report, or for the opinions we have formed.
**Wayne Thomas ACA (Senior Statutory Auditor)** for and on behalf of
**Bates Weston Audit Ltd** Statutory Auditors Chartered Accountants The Mills Canal Street Derby DE1 2RJ
15 December 2022
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## **ACTIVE PARTNERS TRUST**
## **(A company limited by guarantee)**
## **Statement of financial activities (incorporating income and expenditure account) for the year ended 31 March 2022**
|**Note**
**Income from:**
Donations and legacies
2
Charitable activities
3
Other trading activities
Investments
**Total income**
**Expenditure on:**
Charitable activities
4
**Total expenditure**
**Net income/(expenditure)**
Transfers between funds
13
**Net movement in funds**
**Reconciliation of funds:**
Total funds brought forward
Net movement in funds
**Total funds carried forward**|**Unrestricted**
**funds**
**2022**
**£**
**251,751**
**18,412**
**-**
**3,840**
**274,003**
**106,122**
**106,122**
**167,881**
**(137,356)**
**30,525**
**1,043,250**
**30,525**
**1,073,775**|**Restricted**
**funds**
**2022**
**£**
**691,487**
**1,265,169**
**-**
**-**
**1,956,656**
**1,933,780**
**1,933,780**
**22,876**
**137,356**
**160,232**
**614,583**
**160,232**
**774,815**|**Total**
**funds**
**2022**
**£**
**943,238**
**1,283,581**
**-**
**3,840**
**2,230,659**
**2,039,902**
**2,039,902**
**190,757**
**-**
**190,757**
**1,657,833**
**190,757**
**1,848,590**|_Total_
_funds_
_2021_
_£_
_762,084_
_1,380,186_
_(765)_
_5,068_
_2,146,573_
_2,280,227_
_2,280,227_
_(133,654)_
_-_
_(133,654)_
_1,791,487_
_(133,654)_
_1,657,833_|
|---|---|---|---|---|
The notes on pages 26 to 40 form part of these financial statements.
Page 23
## **ACTIVE PARTNERS TRUST**
## **(A company limited by guarantee) Registered number: 10876876**
## **Balance sheet as at 31 March 2022**
|**Note**
**Fixed assets**
Tangible assets
9
Investments
10
**Current assets**
Debtors
11
Cash at bank and in hand
Creditors: amounts falling due within one
year
12
**Net current assets**
**Total net assets**
**Charity funds**
Restricted funds
13
Unrestricted funds
13
**Total funds**|**24,267**
**1,009,526**
**1,033,793**
**(100,698)**|**2022**
**£**
**6,588**
**908,907**
**915,495**
**933,095**
**1,848,590**
**774,815**
**1,073,775**
**1,848,590**|_31,835_
_850,377_
_882,212_
_(134,634)_|_2021_
_£_
_5,187_
_905,068_|
|---|---|---|---|---|
|||||_910,255_
_747,578_|
||||||
|||||_1,657,833_|
|||||_614,583_
_1,043,250_|
||||||
|||||_1,657,833_|
The Trustees acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and preparation of financial statements.
The financial statements have been prepared in accordance with the provisions applicable to entities subject to the small companies regime.
The financial statements were approved and authorised for issue by the Trustees and signed on their behalf by:
## **Derek Higton**
Date: 9 December 2022
The notes on pages 26 to 40 form part of these financial statements.
Page 24
## **ACTIVE PARTNERS TRUST**
## **(A company limited by guarantee)**
|**Statement of cash flows**
**for the year ended 31 March 2022**
**Cash flows from operating activities**
Net cash used in operating activities
**Cash flows from investing activities**
Purchase of tangible fixed assets
**Net cash used in investing activities**
**Change in cash and cash equivalents in the year**
Cash and cash equivalents at the beginning of the year
**Cash and cash equivalents at the end of the year**
The notes on pages 26 to 40 form part of these financial statements|**2022**
**£**
**170,399**
**(7,411)**
**(7,411)**
**162,988**
**1,755,445**
**1,918,433**|_2021_
_£_
_(78,656)_
_(4,255)_
**(4,255)**
**(82,911)**
_1,838,356_
_1,755,445_|
|---|---|---|
Page 25
**ACTIVE PARTNERS TRUST**
**(A company limited by guarantee)**
**Notes to the financial statements for the year ended 31 March 2022**
## **1. Accounting policies**
## **1.1 Basis of preparation of financial statements**
The financial statements have been prepared in accordance with the Charities SORP (FRS 102) - 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 (FRS 102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.
Active Partners Trust meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy.
## **1.2 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.
No material uncertainties exist regarding going concern.
## **1.3 Income**
Voluntary income including donations, gifts, legacies and grants that provide core funding or are 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.
Grants are recognised when the charity has an entitlement to the funds and any conditions linked to the grants have been met. Where performance conditions are attached to the grant are yet to be met, the income is recognised as a liability and included on the balance sheet as deferred income to be released.
Income tax recoverable in relation to investment income is recognised at the time the investment income is receivable.
## **1.4 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 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.
Page 26
**ACTIVE PARTNERS TRUST**
**(A company limited by guarantee)**
## **Notes to the financial statements for the year ended 31 March 2022**
## **1. Accounting policies (continued)**
## **1.5 Government grants**
Government grants are recognised in income when the grant proceeds are received or receivable unless future performance-related conditions are specified that have not been met. Grants received before the income recognition criteria are satisfied are recognised as a liability.
## **1.6 Interest receivable**
Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the institution with whom the funds are deposited.
## **1.7 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.
## **1.8 Tangible fixed assets and depreciation**
Individual fixed assets costing £500 or more are initially recorded at cost, less any subsequent accumulated depreciation and subsequent accumulated impairment losses.
Tangible fixed assets are initially recognised at cost. After recognition, under the cost model, tangible fixed assets are measured at cost less accumulated depreciation and any accumulated impairment losses. All costs incurred to bring a tangible fixed asset into its intended working condition should be included in the measurement of cost.
Depreciation is charged so as to allocate the cost of tangible fixed assets less their residual value over their estimated useful lives, using the straight-line method.
Depreciation is provided on the following basis:
- Computer equipment 33.3% straight line
## **1.9 Investments**
Fixed asset investments are a form of financial instrument and are initially recognised at their transaction cost and subsequently measured at fair value at the Balance sheet date, unless the value cannot be measured reliably in which case it is measured at cost less impairment. Investment gains and losses, whether realised or unrealised, are combined and presented as ‘Gains/(Losses) on investments’ in the Statement of financial activities.
## **1.10 Debtors**
Trade debtors are amounts due from funding partners to support activities carried out by the charity during the period.
Page 27
**ACTIVE PARTNERS TRUST**
**(A company limited by guarantee)**
## **Notes to the financial statements for the year ended 31 March 2022**
## **1. Accounting policies (continued)**
## **1.11 Cash at bank and in hand**
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.
## **1.12 Liabilities and provisions**
Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of business from suppliers. Accounts payable are classified as current liabilities if the charity does not have an unconditional right, at the end of the reporting period, to defer settlement of the creditor for at least twelve months after the reporting date. If there is an unconditional right to defer settlement for at least twelve months after the reporting date, they are presented as non-current liabilities.
Provisions are measured at the best estimate of the amounts required to settle the obligation. Where the effect of the time value of money is material, the provision is based on the present value of those amounts, discounted at the pre-tax discount rate that reflects the risks specific to the liability. The unwinding of the discount is recognised in the Statement of financial activities as a finance cost.
## **1.13 Pensions**
The charity operates a defined contribution pension scheme for employees. The assets of the scheme are held separately from those of the charity. Pension costs in the Statement of Financial Activities represent the contributions payable by the charity during the year.
## **1.14 Fund accounting**
General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the charity and which have not been designated for other purposes.
Designated funds comprise unrestricted funds that have been set aside by the Trustees for particular purposes. The aim and use of each designated fund is set out in the notes to the financial statements.
Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charity for particular purposes. The costs of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements.
Investment income, gains and losses are allocated to the appropriate fund.
Page 28
## **ACTIVE PARTNERS TRUST**
## **(A company limited by guarantee)**
## **Notes to the financial statements for the year ended 31 March 2022**
## **2. Income from donations and legacies**
|**Unrestricted**
**funds**
**2022**
**£**
**Government grants**
Derby City Council
25,056
Amber Valley Borough Council
15,701
Erewash Borough Council
15,117
South Derbyshire District Council
12,191
Derbyshire County Council
104,000
High Peak Borough Council
13,603
Derbyshire Dales District Council
11,823
Chesterfield Borough Council
14,610
North East Derbyshire District Council
14,450
Bolsover District Council
12,075
Nottinghamshire County Council
13,125
**Total government grants**
251,751
Other grants
-
-
**Total 2022**
251,751
_Total 2021_
_254,751_|**Restricted**
**funds**
**2022**
**£**
-
-
-
-
-
-
-
-
-
-
-
-
691,487
691,487
691,487
_507,333_|**Total**
**funds**
**2022**
**£**
**25,056**
**15,701**
**15,117**
**12,191**
**104,000**
**13,603**
**11,823**
**14,610**
**14,450**
**12,075**
**13,125**
**251,751**
**691,487**
**691,487**
**943,238**
_762,084_|_Total_
_funds_
_2021_
_£_
_25,056_
_15,701_
_15,117_
_12,191_
_107,000_
_13,603_
_11,823_
_14,610_
_14,450_
_12,075_
_13,125_|
|---|---|---|---|
||||_254,751_|
||||_507,333_|
||||_507,333_|
|||||
||||_762,084_|
|||||
## **3. Income from charitable activities**
|**Unrestricted**
**funds**
**2022**
**£**
Grants
10,000
Training fees
2,599
Other fees
5,813
**Total 2022**
18,412|**Restricted**
**funds**
**2022**
**£**
1,202,714
21,021
41,434
1,265,169|**Total**
**funds**
**2022**
**£**
**1,212,714**
**23,620**
**47,247**
**1,283,581**|_Total_
_funds_
_2021_
_£_
_1,324,743_
_15,615_
_39,828_|
|---|---|---|---|
||||_1,380,186_|
Page 29
## **ACTIVE PARTNERS TRUST**
## **(A company limited by guarantee)**
## **Notes to the financial statements for the year ended 31 March 2022**
## **4. Analysis of expenditure on charitable activities**
## **Summary by fund type**
|**Unrestricted**
**funds**
**2022**
**£**
Young people's participation
14,664
Place based work
17,628
Priority group support & advocacy
24,947
Workforce development
37,542
Insight
11,341
106,122|**Restricted**
**funds**
**2022**
**£**
721,912
277,752
394,083
263,601
276,432
1,933,780|**Total**
**funds**
**2022**
**£**
**736,576**
**295,380**
**419,030**
**301,143**
**287,773**
**2,039,902**|_Total_
_funds_
_2021_
_£_
_579,382_
_413,760_
_660,024_
_306,319_
_320,742_|
|---|---|---|---|
||||_2,280,227_|
## **5. Analysis of expenditure by activities**
|Young people's participation
Place based work
Priority group support & advocacy
Workforce development
Insight
_Total 2021_|**Activities**
**undertaken**
**directly**
**2022**
**£**
530,667
40,441
157,835
80,427
86,628
895,998
_1,174,534_|**Support**
**costs**
**2022**
**£**
205,909
254,939
261,195
220,716
201,145
1,143,904
_1,105,693_|**Total**
**funds**
**2022**
**£**
**736,576**
**295,380**
**419,030**
**301,143**
**287,773**
**2,039,902**
_2,280,227_|_Total_
_funds_
_2021_
_£_
_579,382_
_413,760_
_660,024_
_306,319_
_320,742_|
|---|---|---|---|---|
|||||_2,280,227_|
||||||
Page 30
**ACTIVE PARTNERS TRUST**
## **(A company limited by guarantee)**
## **Notes to the financial statements for the year ended 31 March 2022**
## **5. Analysis of expenditure by activities (continued)**
## **Analysis of support costs**
|Staff costs
Premises and IT
Consultancy
Marketing
Governance
Project costs|**Total**
**funds**
**2022**
**£**
**951,980**
**101,069**
**35,230**
**45,073**
**11,300**
**(748)**
**1,143,904**|_Total_
_funds_
_2021_
_£_
_917,313_
_78,816_
_39,225_
_70,339_
_-_
_-_|
|---|---|---|
|||_1,105,693_|
Support costs are allocated in proportion to overall staff time spent on each activity.
## **6. Auditor's remuneration**
The auditor's remuneration amounts to an auditor fee of £7,200 ( _2021_ - _£7,140_ ).
## **7. Staff costs**
|Wages and salaries
Social security costs
Contribution to defined contribution pension schemes|**2022**
**£**
**825,057**
**78,454**
**48,469**
**951,980**|_2021_
_£_
_792,813_
_72,786_
_51,714_|
|---|---|---|
||||
|||_917,313_|
The average number of persons employed by the charity during the year was as follows:
||**2022**|_2021_|
|---|---|---|
|Average number of employees|**23**|_23_|
No employee received remuneration amounting to more than £60,000 in either year.
The total employee benefits of the key management personnel of the charity were £255,700 (2021 - £276,956).
The Trustees consider the key management personnel to comprise the senior management team as listed in the reference and administrative section on page 1.
Page 31
**ACTIVE PARTNERS TRUST (A company limited by guarantee)**
## **Notes to the financial statements for the year ended 31 March 2022**
## **8. Trustees' remuneration and expenses** During the year, no Trustees received any remuneration or other benefits _(2021 - £NIL)_ . During the year ended 31 March 2022, no Trustee expenses have been incurred **9. Tangible fixed assets**
During the year ended 31 March 2022, no Trustee expenses have been incurred _(2021 - £NIL)_ .
|**Cost**
At 1 April 2021
Additions
Disposals
At 31 March 2022
**Depreciation**
At 1 April 2021
Charge for the year
On disposals
At 31 March 2022
**Net book value**
At 31 March 2022
_At 31 March 2021_
**10.**
**Fixed asset investments**
**Valuation**
At 1 April 2021
At 31 March 2022|**Computer**
**equipment**
**£**
**20,699**
**7,411**
**(1,431)**
**26,679**
**15,512**
**6,010**
**(1,431)**
**20,091**
**6,588**
_5,187_
**Fixed term**
**deposits**
**£**
**908,907**
**908,907**|
|---|---|
Page 32
## **ACTIVE PARTNERS TRUST**
## **(A company limited by guarantee)**
## **Notes to the financial statements for the year ended 31 March 2022**
## **11. Debtors**
|**Due within one year**
Trade debtors
Prepayments and accrued income
**Creditors: Amounts falling due within one year**
Trade creditors
Other taxation and social security
Accrued expenses|**2022**
**£**
**15,620**
**8,647**
**24,267**
**2022**
**£**
**37,827**
**18,642**
**44,229**
**100,698**|_2021_
_£_
_9,441_
_22,394_|
|---|---|---|
||||
|||_31,835_|
|||_2021_
_£_
_70,613_
_21,309_
_42,712_|
||||
|||_134,634_|
## **12. Creditors: Amounts falling due within one year**
## **13. Statement of funds Statement of funds - current year**
|**Unrestricted funds**
**Designated funds**
Sinking fund
Committed projects
**General funds**
General fund
**Total Unrestricted funds**|**Balance at 1**
**April 2021**
**£**
**350,000**
**180,448**
**530,448**
**512,802**
**1,043,250**|**Income**
**£**
**-**
**5,608**
**5,608**
**268,395**
**274,003**|**Expenditure**
**£**
**-**
**(27,528)**
**(27,528)**
**(78,594)**
**(106,122)**|**Transfers**
**in/out**
**£**
**50,000**
**37,000**
**87,000**
**(224,356)**
**(137,356)**|**Balance at**
**31 March**
**2022**
**£**
**400,000**
**195,528**|
|---|---|---|---|---|---|
||||||**595,528**|
||||||**478,247**|
||||||**1,073,775**|
Page 33
## **ACTIVE PARTNERS TRUST**
## **(A company limited by guarantee)**
## **Notes to the financial statements for the year ended 31 March 2022**
## **13. Statement of funds (continued)**
|**Restricted funds**
AD DCC Public Health
AD GOGA
AD Walk Derbyshire
AN PH
AN NCC Walk One Step
AN NCC Walk Lead
SE AN Priority Places
SE APT Core
SE CYP Workforce
SE CYP Place
SE CYP School Games
SE CYP School Facilities
SE CYP DFE
SE CYP Insight
SE Club Matters
SE TIF
SE Social Prescribing
APT Insight
APT Marketing & Comms
Funds below £15k
**Total of funds**|**Balance at 1**
**April 2021**
**£**
**171,994**
**28,687**
**-**
**39,322**
**-**
**-**
**55,327**
**36,356**
**43,870**
**121**
**21,810**
**(937)**
**14,612**
**-**
**25,988**
**85,336**
**14,181**
**-**
**2,216**
**75,700**
**614,583**
**1,657,833**|**Income**
**£**
**-**
**41,248**
**185,000**
**5,000**
**30,000**
**30,976**
**-**
**917,640**
**46,800**
**138,000**
**76,690**
**393,975**
**-**
**17,000**
**38,246**
**-**
**19,080**
**-**
**-**
**17,001**
**1,956,656**
**2,230,659**|**Expenditure**
**£**
**(26,576)**
**(55,389)**
**(1,871)**
**(6,755)**
**-**
**-**
**-**
**(934,244)**
**(45,931)**
**(73,986)**
**(65,858)**
**(386,826)**
**(8,659)**
**(3,780)**
**(42,244)**
**(84,115)**
**(32,565)**
**(67,302)**
**(39,908)**
**(57,771)**
**(1,933,780)**
**(2,039,902)**|**Transfers**
**in/out**
**£**
**(60,000)**
**-**
**115,000**
**-**
**-**
**-**
**-**
**(19,752)**
**-**
**-**
**-**
**(6,212)**
**-**
**-**
**-**
**-**
**820**
**67,500**
**40,000**
**-**
**137,356**
**-**|**Balance at**
**31 March**
**2022**
**£**
**85,418**
**14,546**
**298,129**
**37,567**
**30,000**
**30,976**
**55,327**
**-**
**44,739**
**64,135**
**32,642**
**-**
**5,953**
**13,220**
**21,990**
**1,221**
**1,516**
**198**
**2,308**
**34,930**|
|---|---|---|---|---|---|
||||||**774,815**|
||||||**1,848,590**|
Page 34
## **ACTIVE PARTNERS TRUST**
## **(A company limited by guarantee)**
## **Notes to the financial statements for the year ended 31 March 2022**
## **13. Statement of funds (continued)**
## **Statement of funds - prior year**
|**Unrestricted funds**
**Designated funds**
Sinking fund
Committed projects
**General funds**
General fund
**Total Unrestricted funds**
**Restricted funds**
AD DCC Public Health
AD GOGA
AD Walk Derbyshire
AN PH
AN NCC Walk One Step
AN NCC Walk Lead
SE AN Priority Places
SE APT Core
SE CYP Workforce
SE CYP Place
SE CYP School Games
SE CYP School Facilities
SE CYP DFE
SE CYP Insight
SE Club Matters
SE TIF
SE Social Prescribing
APT Insight
APT Marketing & Comms
Funds below £15k|_Balance at_
_1 April 2020_
_£_
_300,000_
_165,150_
_465,150_
_508,269_
_973,419_
_-_
_16,000_
_178,000_
_11,612_
_-_
_12,666_
_37,516_
_57,396_
_32,950_
_188,469_
_35,667_
_-_
_91,363_
_90,889_
_12,136_
_(463)_
_-_
_25,986_
_-_
_27,881_|_Income_
_£_
_-_
_-_
_-_
_271,845_
_271,845_
_448,000_
_-_
_-_
_-_
_40,307_
_-_
_20,000_
_944,514_
_32,981_
_127,479_
_23,786_
_25,000_
_83,680_
_-_
_16,000_
_-_
_36,000_
_39,000_
_19,080_
_18,901_|_Expenditure_
_£_
_-_
_(132,767)_
_(132,767)_
_(35,848)_
_(168,615)_
_(363,464)_
_(8,000)_
_(6,006)_
_(1,447)_
_(41,620)_
_(645)_
_(56,667)_
_(942,119)_
_(16,182)_
_(316,827)_
_(35,715)_
_-_
_(117,916)_
_(83,326)_
_(18,024)_
_(15,000)_
_(20,012)_
_(25,664)_
_(5,719)_
_(37,259)_|_Transfers_
_in/out_
_£_
_50,000_
_148,065_
_198,065_
_(231,464)_
_(33,399)_
_800_
_-_
_-_
_2,000_
_30,000_
_849_
_(849)_
_(23,435)_
_(5,879)_
_1,000_
_(1,928)_
_-_
_(1,800)_
_(8,500)_
_4,500_
_15,463_
_10,000_
_-_
_820_
_10,358_|_Balance at_
_31 March_
_2021_
_£_
_350,000_
_180,448_
_530,448_
_512,802_
_1,043,250_
_85,336_
_8,000_
_171,994_
_12,165_
_28,687_
_12,870_
_-_
_36,356_
_43,870_
_121_
_21,810_
_25,000_
_55,327_
_(937)_
_14,612_
_-_
_25,988_
_39,322_
_14,181_
_19,881_|
|---|---|---|---|---|---|
Page 35
**ACTIVE PARTNERS TRUST**
## **(A company limited by guarantee)**
## **Notes to the financial statements for the year ended 31 March 2022**
## **13. Statement of funds (continued)**
## **Statement of funds - prior year (continued)**
|**Total of funds**|_Balance at_
_1 April 2020_
_£_
_818,068_
_1,791,487_|_Income_
_£_
_1,874,728_
_2,146,573_|_Expenditure_
_£_
_(2,111,612)_
_(2,280,227)_|_Transfers_
_in/out_
_£_
_33,399_
_-_|_Balance at_
_31 March_
_2021_
_£_|
|---|---|---|---|---|---|
||||||_614,583_|
||||||_1,657,833_|
## **14. Purpose of funds**
The specific purposes for which the restricted funds are to be applied are as follows:
AD DCC PH - This is part of the Physical Activity: Local Innovation Fund awarded by Derbyshire County Council (renamed COVID Recovery Fund). This totals £146,000 over 3 years from 01/03/19 to 28/02/22 to support place-based working in the county. APT contributed a further £32,000 to this fund. With agreement from Derbyshire County Council, £60,000 of this fund has been transferred to Walk Derbyshire. Payments have been paid to three districts and payments will be made to remaining districts in 22/23 as their local plans are developed.
AD GOGA - Three-year funding award (April 2020 to March 2023) from Activity Alliance to support disabled and non-disabled people to be active together. This programme is focused on Heanor and surrounding area. It is managed by the Active Amber Valley partnership and APT, as a member of this partnership, is the accountable body for this funding award.
AD Walk Derbyshire - Funding from Derbyshire County Council of £825,000 for Walk Derbyshire programme from 01/01/22 to 31/12/23. APT funding will be used to extend programme over a third year i.e. up to 31/12/24.
AN NCC Walk Lead - Funding from Nottinghamshire County Council Social Recovery Fund £30,976 from 10/03/22 to 31/03/23 to develop a walking offer across Nottinghamshire.
AN NCC One Step - Funding from Nottinghamshire County Council from March 2022 to support local ‘One step at a time’ walks across the county.
AN PH - Funding from Nottinghamshire County Council and other local authorities in the county towards the costs of the Nottinghamshire Physical Activity Insight work, a two-year work programme from 01/04/19 to 31/03/21. Delivery of this has been delayed by COVID-19 therefore will continue into 2021/22.
AN SE Priority Places - Funding from Sport England 01/10/18-31/03/21 to finance the Nottingham local priority places pilot work. This project has now ended with an underspend. Sport England have agreed that the underspent can be spent in Nottingham, with their prior approval.
APT Insight - Part of the Sport England Primary Role funding which is to fund insight work.
APT Core - This includes Primary Role funding from Sport England towards the core costs of Active Partners Trust. The Primary Role funding covers the employment costs of several the team plus office
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## **ACTIVE PARTNERS TRUST**
## **(A company limited by guarantee)**
## **Notes to the financial statements for the year ended 31 March 2022**
running costs etc. In addition, funding towards the employment costs of the team involved in the delivery of several Sport England programmes is also included here: Active Lives Young People Survey, School Games, Extended Workforce and Local Workforce.
APT Marketing & Comms - Part of the Sport England Primary Role funding which is to fund marketing and communications.
SE Club Matters - Sport England funding awarded for 01/04/20 to 31/03/22 to support community sports clubs working with under-represented groups. Sport England have agreed an extended timescale this work.
SE CYP DFE - Sport England funding awarded for 01/09/20 to 31/03/21 to fund the development of young volunteers, leader and coaches to support school and community-based sport activity. Sport England have agreed this funding can be spent up to 31/03/23.
SE CYP School Facilities - Sport England funding to support schools to open their facilities for community use. This funding award (£393,975) runs from 25/03/21 to 31/08/21.
SE CYP - For 01/04/21 to 31/03/22, SE awarded APT £459,925 funding for young people activities. How this funding should be spent was not specified other than the requirement to deliver a school games programme. APT chose to allocate it to the following work areas and allocated the funding between these headings accordingly.
SE CYP School Games - Sport England funding awarded to deliver the school games programme across Derbyshire and Nottinghamshire.
SE CYP Insight - Sport England funding allocated to increasing insight about young people.
SE CYP Place - Sport England funding allocated to supporting the delivery of new or existing activities to young people in community settings.
SE CYP Workforce - Sport England funding allocated to supporting the delivery of CPD opportunities to people working with young people in education and community settings.
SE Social Prescribing - Sport England Thriving Communities funding awarded from 01/10/20 to 30/09/23 to host a regional physical activity advisor post to influence local commissioning strategies across local authority areas in East and West Midlands. In additional to SE funding, this funding class also includes annual contributions from 9 Active Partnerships, including APT.
SE TIF - Sport England Tackling Inequalities funding (07/05/20 to 31/03/22) introduced as part of its COVID support and recovery. This programme is to help reduce the negative impact COVID-19 and the widening inequalities in sport and physical activity in specific target groups.
## **Transfers**
Transfers include reallocations within restricted funds, the clearing down of restricted fund overspends with unrestricted funds, and the further designation of unrestricted funds.
Page 37
## **ACTIVE PARTNERS TRUST**
## **(A company limited by guarantee)**
## **Notes to the financial statements for the year ended 31 March 2022**
## **15. Summary of funds**
## **Summary of funds - current year**
|Designated funds
General funds
Restricted funds|**Balance at 1**
**April 2021**
**£**
**530,448**
**512,802**
**614,583**
**1,657,833**
_Balance at_
_1 April 2020_
_£_
_465,150_
_508,269_
_818,068_
_1,791,487_|**Income**
**£**
**5,608**
**268,395**
**1,956,656**
**2,230,659**
_Income_
_£_
_-_
_271,845_
_1,874,728_
_2,146,573_|**Expenditure**
**£**
**(27,528)**
**(78,594)**
**(1,933,780)**
**(2,039,902)**
_Expenditure_
_£_
_(132,767)_
_(35,848)_
_(2,111,612)_
_(2,280,227)_|**Transfers**
**in/out**
**£**
**87,000**
**(224,356)**
**137,356**
**-**
_Transfers_
_in/out_
_£_
_198,065_
_(231,464)_
_33,399_
_-_|**Balance at**
**31 March**
**2022**
**£**
**595,528**
**478,247**
**774,815**|
|---|---|---|---|---|---|
||||||**1,848,590**|
||||||_Balance at_
_31 March_
_2021_
_£_
_530,448_
_512,802_
_614,583_|
|**Summary of funds - prior year**||||||
|Designated funds
General funds
Restricted funds||||||
||||||_1,657,833_|
## **16. Analysis of net assets between funds**
## **Analysis of net assets between funds - current year**
|**Unrestricted**
**funds**
**2022**
**£**
Tangible fixed assets
6,588
Fixed asset investments
908,907
Current assets
161,136
Creditors due within one year
(2,856)
**Total**
1,073,775|**Restricted**
**funds**
**2022**
**£**
-
-
872,657
(97,842)
774,815|**Total**
**funds**
**2022**
**£**
**6,588**
**908,907**
**1,033,793**
**(100,698**|
|---|---|---|
|||**1,848,590**|
Page 38
## **ACTIVE PARTNERS TRUST**
## **(A company limited by guarantee)**
## **Notes to the financial statements for the year ended 31 March 2022**
|**16.**
**Analysis of net assets between funds (continued)**
**Analysis of net assets between funds - prior year**
_Unrestricted_
_funds_
_2021_
_Restricted_
_funds_
_2021_
_£_
_£_
Tangible fixed assets
_5,187_
_-_
Fixed asset investments
_905,068_
_-_
Current assets
_199,432_
_682,780_
Creditors due within one year
_(66,437)_
_(68,197)_
**Total**
_1,043,250_
_614,583_
**17.**
**Reconciliation of net movement in funds to net cash flow from operating activities**
**2022**
**£**
Net income/expenditure for the year (as per Statement of Financial
Activities)
**190,757**
**Adjustments for:**
Depreciation charges
**6,010**
Movement in debtors
**7,568**
Movement in creditors
**(33,936)**
**Net cash provided by/(used in) operating activities**
**170,399**
**18.**
**Analysis of cash and cash equivalents**
**2022**
**£**
Cash in hand
**1,009,526**
Cash on fixed term deposit
**908,907**
**Total cash and cash equivalents**
**1,918,433**|_Total_
_funds_
_2021_
_£_
_5,187_
_905,068_
_882,212_
_(134,634)_
_1,657,833_
_2021_
_£_
_(133,654)_
_6,441_
_3,876_
_44,681_
_(78,656)_
_2021_
_£_
_850,377_
_905,068_
_1,755,445_|
|---|---|
Page 39
## **ACTIVE PARTNERS TRUST**
## **(A company limited by guarantee)**
## **Notes to the financial statements for the year ended 31 March 2022**
## **19. Analysis of changes in net debt**
|Cash at bank and in hand|**At 1 April**
**2021**
**£**
**850,377**
**850,377**|**Cash flows**
**£**
**159,149**
**159,149**|**At 31 March**
**2022**
**£**
**1,009,526**|
|---|---|---|---|
||||**1,009,526**|
## **20. Operating lease commitments**
At 31 March 2022 the charity had commitments to make future minimum lease payments under noncancellable operating leases as follows:
|Not later than 1 year
Later than 1 year and not later than 5 years|**2022**
**£**
**2,372**
**2,372**
**4,744**|_2021_
_£_
_9,464_
_4,744_|
|---|---|---|
||||
|||_14,208_|
## **21. Charity Status**
The charity is a private company limited by guarantee and consequently does not have share capital. Each of the trustees is liable to contribute an amount not exceeding £10 towards the assets of the charity in the event of liquidation.
## **22. Related party transactions**
C Hart is Leader of Erewash Borough Council. During the year ended 31 March 2022 the charity received grants of £15,117 (2021: £15,117) from the council. Payments totalling £380 (2021: £1,085) were made to the council for the purchase of equipment and volunteer training. C Hart is also Derbyshire County Council's Cabinet Member for Health & Communities. During the year ended 31 March 2022 the charity received grants of £289,000 (2021: £107,000) from the council. Payments totalling £45,375 (2021: £13,519) were made to the council for support in the opening of school facilities.
D Higton is the Service Director, Place and Communities, for Nottinghamshire County Council. During the year ended 31 March 2022 the charity received grants of £74,101 (2021: £51,500) from the council.
G Feek is Executive Director of Greenwood Academies Trust. During the year ended 31 March 2022, two schools in the Academy Trust received £15,875 funding via the schools facilities programme.
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