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2023-03-31-accounts

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 2023

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 - 12
Independent auditor's report on the financial statements 13 - 15
Statement of financial activities 16
Balance sheet 17
Statement of cash flows 18
Notes to the financial statements 19 - 34

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 2023

Trustees Derek Higton, Chair
Sarah Fowler
Carol Hart
Louise Bainbridge
Danny Bouckley
Graham Feek
Richard Irons (resigned 13 February 2023)
Jane Laughton
Mark Shardlow
Christopher Hassell (appointed 30 March 2023)
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 2023

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 2023.

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 Finance, Audit and Risk 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 meets at least four times each year.

County panels were set up in 2019/20 for both Derbyshire and Notts. The terms of reference for both county panels were revised in 2022/23 to better reflect how they operate as advisory and consultative panels. Both the Active Notts panel and the Active Derbyshire panel met individually three times in 2022/23 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 Audit Committee, chaired by Stephen Jackson, was set up in March 2019 to advise the trustees on finance and risk management. Its terms of reference were updated in 2022 and it was renamed the Finance, Audit and Risk Committee to better reflect its responsibilities. Four meetings of the Finance, Audit and Risk Committee were held in 2022/23.

Two new sub-committees were set up by the board in 2022/23: People and Resources Committee and Nominations Committee. The establishment of both these was recommended by the external Board

Page 2

ACTIVE PARTNERS TRUST

(A company limited by guarantee)

Trustees' report (continued) for the year ended 31 March 2023

Effectiveness Review completed September 2021 and both committees are a requirement of the revised Code for Sports Governance published by Sport England and UK Sport December 2021. In 2022/23, the Nominations Committee met once and the People and Resources Committee met twice.

Code for Sports Governance

As APT is in receipt of more than £1m from Sport England we are required to meet Tier 3 of this code. The code was first launched in 2016 and APT was set up in 2017 to meet the codes requirements. A revised version of the code was published in December 2021 which included additional requirements particularly in relation to increasing the diversity of the board and leadership teams. We were required to submit documentation to evidence our compliance with the new requirements of the code by end of April 2023. Consequently the trustees have spent significant time during 2022/23 considering how best to meet the new governance requirements and reviewing and updating a number of the policies and procedures put in place in 2017 and 2018. This has been a valuable process. Sport England are assessing our submission and will feedback on any additions or changes required. We will have until February 2024 to become fully compliant with the code.

Operational Management

Day to day management and service delivery is the responsibility of the Chief Executive, Ilana Freestone. APT has 26 employees (22.8 FTE) (March 2023).

APT continues to lease a small (3 person) permanent office in Derby Cubo. In addition, an office for eight has been leased in Nottingham from BizSpace. Hot desking and meeting facilities are available to the team in both locations. During 2022/23 all but two of the team were home based however in response to feedback from the team, in 2023/24 we will be moving towards more hybrid working with team members working from home and the two office locations on a more regular basis.

Objects and aims

Through the two brands: 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:

Vision, purpose, strategies and activities

Sport England launched their 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 2022/23 the key focus for the team and the board was to work with partners towards meeting the five shared aims of ‘Making our Move – Our shared vision for Uniting the Movement in Notts and Derbyshire’. This shared plan, which was launched October 2021, outlines five shared aims and six ways of working.

We and partners are still working out the parts we can all play and how we can work together. The role APT

Page 3

ACTIVE PARTNERS TRUST

(A company limited by guarantee)

Trustees' report (continued) for the year ended 31 March 2023

played was outlined in our 2022/23 action plan and the team invested significant time in capturing the changes we were seeing in places, communities and systems as a result of our and partners' work. We have spent time analysing these changes and reflecting on any learning to take forward and share.

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

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

During 2022/23 APT’s business plan was produced with the trustees 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:

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 2022/23 and what we achieved

Our main funder, Sport England, funds our governance, funds us to work with and influence partners in the system in our counties and funds us to deliver programmes. Other funders are also interested in these three strands hence this report will illustrate what we have achieved and how we have done it using these three headings.

As well as this, an infographic summary of our work in each county has been produced and can be viewed on our Making our Move website www.makingourmove.org.uk

Page 4

ACTIVE PARTNERS TRUST

(A company limited by guarantee)

Trustees' report (continued) for the year ended 31 March 2023

Governance

During this year we have had a significant focus on equity, diversity and inclusion - determining what this means for us and linking this to our culture, values and behaviours. We have captured and illustrated our journey - where we started from and where we are aiming to go. The discussions and training we have had between the team, the trustees and the panel members has increased the confidence of the team to engage in conversations about equity, diversity and inclusion, both internally and externally and has informed the content of our Diversity and Inclusion Action Plan (DIAP).

Our Board continued to implement improvement actions identified in our external review carried out in 2021.

Ensuring we are compliant with the revised Tier 3 Code for Sports Governance was a priority in 2022/23 and took a significant amount of time of the team and our trustees. Our Board is very supportive, informed and works well, providing the right amount of trust and challenge. We do however have three vacancies which means we are asking more of individual trustees. A priority for 2023/24 will be to recruit new trustees who meet identified skills gaps and widen our diversity of thought.

We spent time during the year working out, with our trustees, our methodology for reporting to our Board. Much of our work is complex and determining how best to illustrate this across all our work has been a challenge but we have an approach that the trustees are happy with, involving a variety of methods.

We continued to develop and refine our annual action planning process to make it more dynamic and able to be adapted during the year, based on progress and learning. Actions were reviewed and updated every six months to ensure focus of our work was relevant and we were responding to current need (rather than what we originally said we would do).

The staff survey, completed by every member of the team in January 2023, asked specific questions about culture, values and behaviours and how these are embedded within our organisation. The results were very positive and demonstrated that the team feel valued and empowered, that leadership is distributed, and that our work on values and behaviours is contributing to a supportive culture across the team.

A brief stakeholder survey was sent out end of March 2023 and we are starting to review the feedback provided and will share with trustees in the next couple of months.

Systems

Our place-based work continued to progress and we started to evidence this through understanding our relationships and network analysis. Wider system partners e.g. health, are aligning their place-based work and collectively, and in many areas, there is a momentum and desire to focus on the areas experiencing greatest inequality and to work in a systemic way - genuine collaboration, understanding the need for decisions and shaping of the work to be led by insight, co-designed and co-produced with people and communities, bringing in diversity of thought. There has been a growing recognition of what this takes and the mindsets required.

We played this systemic role in each of the 19 local authority areas across Notts and Derbyshire. We are clear and have a strong rationale for where we are focusing our energy (bespoke to each place) and we are acknowledging that this differs from place to place. We are flexible, able to adapt and we recognise that there is more opportunity than we have the capacity to develop. We were aware of where there is a need in terms of inequality but the conditions are not yet right for working in a systemic way. We have made progress in understanding what the work might look like and how we might support change in these areas. See more detail of some of this work in the sections below.

Delivery

Delivery of programmes like Together Fund, Opening Schools Facilities complemented and helped us to undertake our systemic role. The two do not sit in isolation. Our delivery work was prioritised and aligned to the places that we are working in (communities experiencing the greatest inequalities) e.g. Ashfield, Ilkeston, Killisick, Heanor.

Page 5

ACTIVE PARTNERS TRUST

(A company limited by guarantee)

Trustees' report (continued) for the year ended 31 March 2023

Our young people work has seen progress in influencing, supporting and enabling partners to gather youth voice, shape offers in response to this and to co-design opportunities and activities with young people themselves. Girls Active work, working with girls from four inner city secondary schools (three in Derby, one in Nottingham) was developed to build the confidence of young girls to become ambassadors in their school, leading on gathering insight from their cohort and co-designing their events based on this. Progress has also been made in aligning and connecting local delivery and interventions with our place-based work in focus communities e.g. Tag Tap, school games and active travel opportunities.

Systems working - How did we capture insight, lived experience and understand community needs?

Our annual data and insight packs were produced and shared widely. These contain data and information from Active Lives Surveys, DfT information, the latest census information and are used to help us and partners understand what is changing and where.

Where we and partners had gaps in our understanding of communities, we supported (and in some cases funded rather than recruit internally) the recruitment of specific posts within community organisations. These included a Young Persons Insight Officer based with the Renewal Trust in Nottingham, an Active Wellbeing Outreach Worker based with the Nottingham Muslims Women’s Network. These posts and the ongoing role we have in supporting them has helped us grow our insight and understanding of people within the communities we are working with.

Through our internal reporting process, we became better at capturing resident voice and what we are hearing from communities. We are now working on how we use this insight to inform action and influence decisionmaking across the system and trying different ways of doing this. There is often a time-lag between capturing information, making sense of it and then using it to inform the work/action. We are thinking about how we can act more in real time.

There is a national directive for Integrated Care Systems to listen and engage communities so this is energy amongst system partners to work out how best to use lived experience and resident voice to inform the work and influence decision making. We capitalised on this. For example, in Derbyshire we started working with colleagues in the Integrated Care System (ICS) to develop an insight framework. There is growing appreciation of why this is important across the system and both the system and communities are involved in developing the framework, benchmarking where we are currently at, with a view of understanding and prioritising the improvement needed.

The community engagement work which was carried out in Derby as part of the Active Through Football programme is being used to inform the Derbyshire health inequality work and this is recognised by Derbyshire Health Inequality Partnership as emerging good practice.

Our inclusive communications work helped to grow our understanding of people and communities and this was shared with a range of partners through our Talking Space sessions around accessible communications. Ramadan Recharge was a community engagement project that worked with leaders from the Muslim community in Derby to support residents to think about how they could be active through Ramadan (March 2023) and/or set goals for being active as part of their religious goal setting process. We have seen the team grow in confidence in their relationships and connections with ethnically diverse communities and build trusted relationships.

Our Walk Derbyshire programme has facilitated workshops in each district, bringing together a range of people and organisations (planners, community safety, parks officers etc.) to share their understanding of lived experience and personal stories. This work has moved beyond establishing walking groups to addressing how the system and environment enables or inhibits everyday walking.

In both Derby and Nottingham, the PlayZones work provided the opportunity to engage with and gather insight from young people in the communities where the sites are proposed. This is being used to identify the next steps for PlayZones, including site identification and priorities. We are leading the Consortium in Nottingham and have integrated this work into a wider existing Active Through Football Consortium in Derby.

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ACTIVE PARTNERS TRUST

(A company limited by guarantee)

Trustees' report (continued) for the year ended 31 March 2023

During the year we played a facilitation role in various learning spaces across our patch, with a view to enhancing local insight - this is the work of the place team and there are numerous examples from every place. For example, we facilitated the Young People's Learning Space and as part of that, shared insight from the Girls Active work. In addition, we worked with Deputy SENCO at Woodlands School, Derby to support pupils who are deaf or hard of hearing and this involved facilitating a pupil voice engagement session.

Systems working - How did we work with System Partners?

We have learnt that sometimes the barriers to moving more and being active inadvertently lie within policies that exist or the way services are designed and delivered. We are realising that we can do more to ensure that policies and strategies facilitate and support active lifestyles and we are being more explicit in identifying where we see policies/strategies etc. that are holding the problem of inactivity in place.

We have made progress on influencing policy and practice in each of our 19 local authorities (at district and county level). Our work resonates and it is easier to gain traction in some areas more than others, depending on the conditions in a place. Below are a couple of examples:

The Move More High Peak Plan was launched recently and is reflective of Making Our Move and the ways of working we believe are required to tackle inequality. This strategic alignment is informing discussions around resource allocation and the adoption of a strength-based approach within the wider Place Alliance work. We have seen and influenced a growing sense of the need for community engagement and lived experience across the health landscape in High Peak. The health partnership is moving towards a community wellness model and a set of principles based on understanding lived experience, co-production, strength / asset-based approaches and place-based working. Learning from Move More High Peak work is influencing this.

In Bolsover, we are now in the position where the value of physical activity is recognised by the other North East Derbyshire & Bolsover (NEDB) strategic partnerships. The NEDB Place Alliance Working group (which is the district level Integrated Care structure) has proposed the following:

Exploring the strategic position of physical activity across Bolsover with the Head of Leisure has been instrumental in influencing the need for a new strategy and the approach to developing this. An openness to explore new, shared strategic priorities led to developing a proposal for a Strategic Outcomes Planning guidance (SOPG) work and reinvigorating the Active Bolsover group.

In Nottingham City we have used Making Our Move (the plan to tackle inequality and inactivity and our data and insight, to influence the latest draft of Nottingham’s Eating and Moving for Good Health strategy. This is a key component of the Health and Wellbeing strategy and aligns to the Place-based partnership strategy. As part of this, we influenced the education and communities workstream and took on a lead role in the Moving for Good Health workstream. We supported wider partners and Public Health to deliver a workshop and develop a new network of wider system partners to progress this work further.

In Derbyshire we started to work with Derbyshire County Council Public Health team to change the way that physical activity interventions are commissioned. We are in the development phase of this work but the intention is to move to more of a collaborative, co-designed, place-based model. One that is much more targeted and able to tackle inequality than the current funding model.

Throughout both counties our key areas of influence included:

Page 7

ACTIVE PARTNERS TRUST

(A company limited by guarantee)

Trustees' report (continued) for the year ended 31 March 2023

Systems working - How did we collaborate during the year?

Connections and collaborations align programmes and bring people together to develop ideas/shared vision, insight, intelligence to inform action. This results in physical activity being embedded more broadly within the work of partners and the wider system. To support partners who are or want to work in this way, we organised a programme of six online systems leadership training sessions, delivered by the Leadership Centre, all of which have been attended by over 70 partners.

We played and continue to play a connector and convenor role in each of the 19 local authority areas across Derbyshire and Notts.

Examples include:

Collaboration with young people organisations progressed better at county/unitary authority level than at district. Connecting with Locality Children’s Partnerships has been difficult. The recent introduction of Opening Schools Facilities (OSF) helped this and small shoots are emerging e.g. in Chesterfield and work with Derby Family Hubs’ transformational programme. Another example was the children and young people work in Derby City including Girls Active work. A range of partners have been brought together and they identified shared priorities, recognising where physical activity can play a role in community funded activity.

We have used Sport England’s Together Fund to facilitate new connections and collaborations) with us and between partners. For example, we helped Cycle Derby connect with the charity Upbeat Communities to deliver a programme of activity for refugees and asylum seekers.

We have observed examples of how increased connectivity is, in turn, helping to increase the diverse range of perspectives feeding into system structures and discussions to tackle inequality. Our work in High Peak has actively connected resident facing roles into networks, bringing to the fore the voice of those, in the community, who experienced inequality.

In Mansfield we connected a range of partners and the lifestyle service provider, ABL, to develop a shared understanding of workforce requirements needed to tackle inequality.

In Chesterfield, we have brought together leisure, housing, community safety and policy teams to develop a shared understanding and vision based on Making our Move. This has enabled the system to work more collaboratively on shared agendas and shared outcomes. We believe this will have a greater impact on narrowing inequality than if the component parts operated separately and independently.

Capacity is required to create collaboration, networks and to connect partners and sectors that would not otherwise cross over. The convening role we play across all districts requires strong facilitation skills to develop a shared understanding and vision. This needs to work across various levels of the system. The connections we have developed are broad and extensive. We have focused in 2022/23 on growing and broadening our networks and relationships, particularly those connecting to ethnically diverse communities, who are more likely to be inactive.

Connections do not always show the potential for change straight away and we can be left with the 'so what?' question. There is a sequence of work/activity before we see evidence of aligning resources across the system to tackle inequalities. In the Chesterfield example above, partners are bought in and we are developing shared understanding and ways of working but it will still take time before we see evidence of tangible

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ACTIVE PARTNERS TRUST (A company limited by guarantee)

Trustees' report (continued) for the year ended 31 March 2023

outputs/outcomes.

Having specific programmes (e.g. Together Fund, Opening School Facilities, Walk Derbyshire) has helped to grow connections and opportunities and how we used that funding to support the shared aims and approach set out in Making Our Move was key.

How are we becoming a better organisation?

As well as our focus on improving our governance, our action planning and our data capture, we have also recruited Leeds Becket University as our evaluation partner for the duration of this funding cycle, up to March 2027. This will allow some deep dive evaluation work through embedded PhD students.

In addition, we have recently re-commissioned Press Red to be our insight partner to deliver our insight functions. We have found that working with a partner such as Press Red gives us a broader range of skills and expertise in this area than we could achieve through an individual employed within our team.

We have spent time reviewing our approach to building our networks, understanding where the strengths and gaps are within each place and across each theme. As part of this, we took time to understand and reflect on individual relationships, how strong they are and the potential and opportunity to create change. This led to a revision of our stakeholder plan.

We also spent time as a whole team reflecting on the different ways of leading in complexity and learning about when to lead from the front and when to step back, acknowledging the local circumstances and conditions appropriate to the different approaches. As part of this the whole team participated in some systems leadership training. This has developed the confidence of the team to lead in complexity and safe spaces have been created internally to develop and reflect further on how we apply this. We continued to invest time in diversity training, with the majority of team participating in the Sport England funded Leading for Renewal diversity and inclusion training programme.

New Funding Awards

New applications submitted and new Sport England funding awarded to APT for:

New funding awards from other funders are:

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ACTIVE PARTNERS TRUST

(A company limited by guarantee)

Trustees' report (continued) for the year ended 31 March 2023

development group, of which APT is a member and award recipient on behalf of the group. The development group is a partnership of organisations working to support anxious and frail residents to go out of their homes and take part in activities. This extension to the previous award is to be spent between 01/23 and 12/23.

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.

Sport England introduced an interim reporting framework for Active Partnerships and other system partners. Two 6th monthly reports have been submitted. In these reports we were asked to describe what changes we have seen as a result of our work, our progress and our impact in relation to the shared aims and ways of working detailed in ‘Making our Move’.

As a whole team, we have captured our progress against our actions in the annual action plan on a quarterly basis, recording the changes we have seen and what has helped or hindered change happen. As a result of this and the whole team days each quarter to reflect on what is being captured, key themes, gaps etc, the quality of the capture and the understanding of the process by the team has greatly improved.

The information captured is used to feed into the Sport England reports and reports to the Board.

In addition, we continue to capture, record and share changes we see in the following ways:

Financial review

In 2022/23, Sport England was the main funder with funding received in 2022/23 (all restricted) for

Award Term
Systemic & Governing funding 04/22 - 03/27
Programme funding incl, School Games & extended workforce 04/22 - 03/25
Strategic Outcomes Planning Guidance 10/22 – 04/23
Together Fund (variation of award)
 01/23 – 03/23
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 restricted spend in Derbyshire, was received for 2022/23. 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 £825k from 01/01/22 to 31/12/23 for Walk Derbyshire and £320k of this was received in 2022/23.

Restricted funding of £35k was awarded by Nottinghamshire County Council for the One Step at a Time

Page 10

ACTIVE PARTNERS TRUST

(A company limited by guarantee)

Trustees' report (continued) for the year ended 31 March 2023

programme. All of this funding is to be allocated towards activities in the community. £25k was received from Nottingham City Council as their contribution to the costs of the consultants engaged to carry out the Strategic Outcomes Planning Guidance work.

The possible loss of any 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 Finance, Audit and Risk Committee met four times during the year to review the management accounts for 2022/23 and draft 2023/24 budget before these were presented to the Board. The Finance, Audit and Risk Committee also reviewed the following documents during the year before recommending Board approval:

As at the end of the 2022/23 financial year the total amount of funds the charity holds is £2,202,687. Of this £1,108,525 is held in unrestricted funds and £1,094,162 is held in restricted funds.

Going forward into 2023/24 APT is in a relatively good position financially with Sport England systemic and governance role funding agreed until 03/27 and programme funding agreed until 03/25. 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 due to the COVID pandemic, as this had a significant impact on the team’s ability to spend funding during 2020/21. 2022/23 has seen a return to more normal ways of working and the team have been able to take forward work funded through reserves.

The unrestricted fund total figure shown in the 2022/23 Financial Activities statement is £1,108,525 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 four years (up to March 2027).

The Reserves Policy was reviewed and agreed by the Board of trustees on 8 December 2022. 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:

The sinking fund at 31st March 2023 is £400,000.

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ACTIVE PARTNERS TRUST (A company limited by guarantee)

Trustees' report (continued) for the year ended 31 March 2023

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 was planned or committed to March 2027. During 2022/23 progress was made against all these areas and unrestricted reserves are starting to be spent as planned.

Development of a new APT website - this work happened in 2022/23 and now is complete.

Engagement of an APT evaluation partner - an evaluation partner Leeds Beckett University has been appointed and a SLA is in place.

Appointment of FT Diversity and Inclusion Lead - a successful appointment has been made to this new role on a three year contract.

Funding for a number of Learning/Sharing/Celebration events – no expenditure took place in 2022/23 but planning started for county celebration events which will take place October 2023.

Funding systems leadership training for system partners. A online system leadership programme was commissioned and has taken place. Planning is now underway for further system leadership training in 2023/24.

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:

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.

Approved by order of the members of the board of Trustees and signed on their behalf by:

Derek Higton

Date: 13 December 2023

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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 2023 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:

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:

Page 13

ACTIVE PARTNERS TRUST

(A company limited by guarantee)

Independent auditor's report to the Members of Active Partners Trust (continued)

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:

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 charity 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:

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

Page 14

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

Date: 19 December 2023

Page 15

ACTIVE PARTNERS TRUST

(A company limited by guarantee)

Statement of financial activities (incorporating income and expenditure account) for the year ended 31 March 2023

Note
Income from:
Donations and legacies
2
Charitable activities
3
Investments
Total income
Expenditure on:
Charitable activities
4
Total expenditure
Net income
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
2023
£
134,626
1,953
15,249
151,828
60,137
60,137
91,691
(5,892)
85,799
1,022,726
85,799
1,108,525		 Restricted
funds
2023
£
1,339,625
764,017
-
2,103,642
1,841,236
1,841,236
262,406
5,892
268,298
825,864
268,298
1,094,162		 Total
funds
2023
£
1,474,251
765,970
15,249
2,255,470
1,901,373
1,901,373
354,097
-
354,097
1,848,590
354,097
2,202,687		 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

The notes on pages 19 to 34 form part of these financial statements.

Page 16

ACTIVE PARTNERS TRUST

(A company limited by guarantee) Registered number: 10876876

Balance sheet as at 31 March 2023

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		 39,042
1,454,980
1,494,022
(220,817)		 2023
£
5,325
924,157
929,482
1,273,205
2,202,687
1,094,162
1,108,525
2,202,687		 24,267
1,009,526
1,033,793
(100,698)		 2022
£
6,588
908,907
915,495
933,095
1,848,590
825,864
1,022,726
1,848,590

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: 13 December 2023

The notes on pages 19 to 34 form part of these financial statements.

Page 17

ACTIVE PARTNERS TRUST

(A company limited by guarantee)

Statement of cash flows for the year ended 31 March 2023

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 19 to 34 form part of these financial statements		 2023
£
464,984
(4,280)
(4,280)
460,704
1,918,433
2,379,137		 2022
£
170,399
(7,411)
(7,411)
162,988
1,755,445
1,918,433

Page 18

ACTIVE PARTNERS TRUST

(A company limited by guarantee)

Notes to the financial statements for the year ended 31 March 2023

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 19

ACTIVE PARTNERS TRUST

(A company limited by guarantee)

Notes to the financial statements for the year ended 31 March 2023

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:

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 20

ACTIVE PARTNERS TRUST

(A company limited by guarantee)

Notes to the financial statements for the year ended 31 March 2023

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 21

ACTIVE PARTNERS TRUST

(A company limited by guarantee)

Notes to the financial statements for the year ended 31 March 2023

2. Income from donations and legacies

Unrestricted
funds
2023
£
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
-
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
-
Total government grants
134,626
Other grants
-
Total 2023
134,626
Total 2022
147,751		 Restricted
funds
2023
£
-
-
-
-
104,000
-
-
-
-
-
-
104,000
1,235,625
1,339,625
795,487		 Total
funds
2023
£
25,056
15,701
15,117
12,191
104,000
13,603
11,823
14,610
14,450
12,075
-
238,626
1,235,625
1,474,251
943,238		 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
943,238

3. Income from charitable activities

Unrestricted
funds
2023
£
Grants
-
Training fees
1,775
Other fees
178
Total 2023
1,953		 Restricted
funds
2023
£
762,498
20
1,499
764,017		 Total
funds
2023
£
762,498
1,795
1,677
765,970		 Total
funds
2022
£
1,212,714
23,620
47,247
1,283,581

Page 22

ACTIVE PARTNERS TRUST

(A company limited by guarantee)

Notes to the financial statements for the year ended 31 March 2023

4. Analysis of expenditure on charitable activities

Summary by fund type

Unrestricted
funds
2023
£
Young people's participation
7,379
Place based work
8,951
Priority group support & advocacy
21,735
Workforce development
8,649
Insight
13,423
60,137		 Restricted
funds
2023
£
318,949
366,278
617,510
222,160
316,339
1,841,236		 Total
funds
2023
£
326,328
375,229
639,245
230,809
329,762
1,901,373		 Total
funds
2022
£
736,576
295,380
419,030
301,143
287,773
2,039,902

5. Analysis of expenditure by activities

Young people's participation
Place based work
Priority group support & advocacy
Workforce development
Insight
Total 2022		 Activities
undertaken
directly
2023
£
110,841
71,638
343,043
36,676
100,730
662,928
895,998		 Support
costs
2023
£
215,487
303,591
296,202
194,133
229,032
1,238,445
1,143,904		 Total
funds
2023
£
326,328
375,229
639,245
230,809
329,762
1,901,373
2,039,902		 Total
funds
2022
£
736,576
295,380
419,030
301,143
287,773
2,039,902

Page 23

ACTIVE PARTNERS TRUST

(A company limited by guarantee)

Notes to the financial statements for the year ended 31 March 2023

5. Analysis of expenditure by activities (continued)

Analysis of support costs

Staff costs
Premises and IT
Consultancy
Marketing
Governance
Project costs		 Total
funds
2023
£
990,998
122,464
70,789
54,194
-
-
1,238,445		 Total
funds
2022
£
951,980
101,069
35,230
45,073
11,300
(748)
1,143,904

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 £7,500 ( 2022 - £7,200 ).

7. Staff costs

Wages and salaries
Social security costs
Contribution to defined contribution pension schemes		 2023
£
850,623
89,786
50,589
990,998		 2022
£
825,057
78,454
48,469
951,980

The average number of persons employed by the charity during the year was as follows:

2023 2022
Average number of employees 25 23

Page 24

ACTIVE PARTNERS TRUST

(A company limited by guarantee)

Notes to the financial statements for the year ended 31 March 2023

7. Staff costs (continued)

The number of employees whose employee benefits (excluding employer pension costs) exceeded £60,000 was:

2023 2022
No. No.
In the band £60,001 - £70,000 1 -

The roles within the senior management team are as listed in the reference and administrative section on page 1.

The total employee benefits of the senior management team of the charity were £238,780 (2022 - £255,700).

8. Trustees' remuneration and expenses

During the year, no Trustees received any remuneration or other benefits (2022 - £NIL) .

During the year ended 31 March 2023, no Trustee expenses have been incurred (2022 - £NIL) .

9. Tangible fixed assets

Cost
At 1 April 2022
Additions
Disposals
At 31 March 2023
Depreciation
At 1 April 2022
Charge for the year
On disposals
At 31 March 2023
Net book value
At 31 March 2023
At 31 March 2022		 Computer
equipment
£
26,679
4,280
(716)
30,243
20,091
5,543
(716)
24,918
5,325
6,588

Page 25

ACTIVE PARTNERS TRUST

(A company limited by guarantee)

Notes to the financial statements for the year ended 31 March 2023

10. Fixed asset investments

Cost
At 1 April 2022
Additions
At 31 March 2023		 Fixed term
deposits
£
908,907
15,250
924,157

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
Other creditors
Accrued expenses		 2023
£
33,311
5,731
39,042
2023
£
119,014
39,945
8,029
53,829
220,817		 2022
£
15,620
8,647
24,267
2022
£
37,827
18,642
-
44,229
100,698

12. Creditors: Amounts falling due within one year

Page 26

ACTIVE PARTNERS TRUST

(A company limited by guarantee)

Notes to the financial statements for the year ended 31 March 2023

13. Statement of funds

Statement of funds - current year

Unrestricted funds
Designated funds
Sinking fund
Committed projects
General funds
General fund
Total Unrestricted funds
Restricted funds
AD DCC Public Health
AD DCC
AD GOGA
AD Walk Derbyshire
AN PH
AN NCC Walk One Step
AN NCC Walk Lead
AN Nott City
SE APT Core
SE AN Priority Places
SE CYP Workforce
SE CYP Place
SE CYP School Games
SE CYP School Facilities
SE Club Matters
SE TIF
SE Social Prescribing
APT Insight		 Balance at 1
April 2022
£
400,000
195,528
595,528
427,198
1,022,726
Balance at 1
April 2022
£
85,418
51,049
14,546
298,129
37,567
30,000
30,976
-
-
55,327
44,739
64,135
32,642
-
21,990
1,221
1,516
198		 Income
£
-
-
-
151,828
151,828
Income
£
4,000
104,000
39,393
320,000
-
35,000
-
40,000
1,016,968
-
20
-
75,000
60,029
22,000
336,374
23,400
-		 Expenditure
£
-
(34,563)
(34,563)
(25,574)
(60,137)
Expenditure
£
(58,549)
(27,321)
(47,893)
(109,221)
(6,283)
(15,689)
(18,500)
(12,150)
(993,097)
(2,726)
(21,982)
(35,622)
(34,495)
(60,264)
(110)
(262,839)
(19,338)
(55,954)		 Transfers
in/out
£
-
148,442
148,442
(154,334)
(5,892)
Transfers
in/out
£
-
(50,892)
-
-
-
-
-
-
(16,908)
(9,000)
-
-
-
-
-
-
-
51,805		 Balance at
31 March
2023
£
400,000
309,407
709,407
399,118
1,108,525
Balance at
31 March
2023
£
30,869
76,836
6,046
508,908
31,284
49,311
12,476
27,850
6,963
43,601
22,777
28,513
73,147
(235)
43,880
74,756
5,578
(3,951)

Page 27

ACTIVE PARTNERS TRUST

(A company limited by guarantee)

Notes to the financial statements for the year ended 31 March 2023

13. Statement of funds (continued)

Statement of funds - current year (continued)

Balance at
Balance at 1 Transfers 31 March
April 2022 Income Expenditure in/out 2023
£ £ £ £ £
APT Marketing & Comms 2,308 - (32,553) 32,553 2,308
Funds below £15k 54,103 27,458 (26,650) (1,666) 53,245
825,864 2,103,642 (1,841,236) 5,892 1,094,162
Total of funds 1,848,590 2,255,470 (1,901,373) - 2,202,687
Statement of funds - prior year
As restated Balance at
Balance at As restated As restated Transfers 31 March
1 April 2021 Income Expenditure in/out 2022
£ £ £ £ £
Unrestricted funds
Designated funds
Sinking fund 350,000 - - 50,000 400,000
Committed projects 180,448 5,608 (27,528) 37,000 195,528
530,448 5,608 (27,528) 87,000 595,528
General funds
General fund 507,395 164,395 (20,236) (224,356) 427,198
Total Unrestricted funds 1,037,843 170,003 (47,764) (137,356) 1,022,726
Restricted funds
AD DCC Public Health 171,994 - (26,576) (60,000) 85,418
AD DCC 5,407 104,000 (58,358) - 51,049
AD GOGA 28,687 41,248 (55,389) - 14,546
AD Walk Derbyshire - 185,000 (1,871) 115,000 298,129
AN PH 39,322 5,000 (6,755) - 37,567

Page 28

ACTIVE PARTNERS TRUST

(A company limited by guarantee)

Notes to the financial statements for the year ended 31 March 2023

13. Statement of funds (continued)

Statement of funds - prior year (continued)

AN NCC Walk One Step
AN NCC Walk Lead
SE CYP School Games
SE APT Core
SE AN Priority Places
SE CYP Workforce
SE CYP Place
SE CYP Dfe
SE CYP School Facilities
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
£
-
-
21,810
36,356
55,327
43,870
121
14,612
(937)
-
25,988
85,336
14,181
-
2,216
75,700
619,990
1,657,833		 As restated
Income
£
30,000
30,976
76,690
917,640
-
46,800
138,000
-
393,975
17,000
38,246
-
19,080
-
-
17,001
2,060,656
2,230,659		 As restated
Expenditure
£
-
-
(65,858)
(934,244)
-
(45,931)
(73,986)
(8,659)
(386,826)
(3,780)
(42,244)
(84,115)
(32,565)
(67,302)
(39,908)
(57,771)
(1,992,138)
(2,039,902)		 As restated
Transfers
in/out
£
-
-
-
(19,752)
-
-
-
-
(6,212)
-
-
-
820
67,500
40,000
-
137,356
-		 Balance at
31 March
2022
£
30,000
30,976
32,642
-
55,327
44,739
64,135
5,953
-
13,220
21,990
1,221
1,516
198
2,308
34,930
825,864
1,848,590

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 totalled £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 was transferred to Walk Derbyshire. Since 01/03/19 local plans have been developed and payments made for Amber Valley, Erewash, High Peak, Northeast Derbyshire and South Derbyshire. Work is still on-going with Derbyshire Dales, Chesterfield and Bolsover.

AD DCC - Funding from Derbyshire County Council to support the development and delivery of physical activity programmes designed to address the public health priority of increasing physical activity levels across Derbyshire.

Page 29

ACTIVE PARTNERS TRUST

(A company limited by guarantee)

Notes to the financial statements for the year ended 31 March 2023

This fund was inaccurately reflected as unrestricted in the prior period financial statements instead of a restricted fund. A prior year adjustment was made to reclassify the comparative balance and related transactions. The adjustment increased restricted funds by £5,407 at 1 April 2021, increased restricted income by £104,000, increased restricted expenditure by £58,358, and increased restricted funds at 31 March 2022 by £51,049. Unrestricted fund balances and transactions decreased by the same.

AD Derby City - Funding from Derby City Council towards insight work in the city.

AD GOGA - Three-year funding award (April 2020 to December 2023 – extended end date) 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 31/03/2025.

AN Coach Core - Funding award from the Royal Foundation for a Nottinghamshire Coach Core programme: an apprenticeship scheme for young people aged 16-24. The funding was to support Coach Core employers and the grant period was 30/09/18 to 31/08/19. Royal Foundation are aware of the underspend. Plans in place to start a new Coach Core programme in Newark and Sherwood District in 2023/24.

AN Jigsaw Walking - Jigsaw Foundation awarded £18k over 2 years (12/22 -12/24) to fund the appointment of a part time coordinator to consult and support residents of Jigsaw Homes to take part of local physical activities.

AN NCC LIS - Underspend of funding from Nottinghamshire County Council Local Improvement Scheme for training for volunteers working in physical activity and sport in Nottinghamshire. This initially was a three-year funding agreement from 01/07/18 to 30/06/21 but was extended for a further 9 months from 01/07/21 to 31/03/22.

AN NCC Walk Lead - Funding from Nottinghamshire County Council Social Recovery Fund £30,976 awarded 10/03/22 to develop a shared vision for walking across Nottinghamshire. Ridewise was commissioned to do this exploratory work and their contract ends August 2023 when all funding will be spent.

AN NCC One Step - Funding from Nottinghamshire County Council from March 2022 to support local ‘One step at a time’ projects, including walking 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 was delayed by the pandemic. Work is still on-going in the districts in the county and it is anticipated that all funding will be drawn down.

AN Nott City - Funding from Nottingham City Council to support the costs of a research project into future leisure provision in the city.

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 Core - This includes the Systemic and Governing funding from Sport England towards the core costs of Active Partners Trust, covering the employment costs of several the team plus office running costs etc. It also includes the Programme funding from Sport England which covers the employment costs of team members delivering Sport England programmes

Page 30

ACTIVE PARTNERS TRUST

(A company limited by guarantee)

Notes to the financial statements for the year ended 31 March 2023

APT Insight - Part of the Sport England Primary Role funding which is to fund insight work.

APT Marketing & Comms - Part of the Sport England Primary Role funding which is to fund marketing and communications.

APT Mind - £7k over 2 years (08/22-03/24) from Mind to lead on an East Midlands Regional Network.

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 - Funding to support schools to open their facilities for community use. Initially this funding was from Sport England. It is now from Active Partnerships (the national network) who were awarded a contract from the Department of Education to deliver a national Opening Schools Facilities programme through its network of Active Partnerships. APT has a three-year agreement (01/23-03/25) with Active Partnerships for £198.9k capacity funding to deliver the programme on their behalf in Derbyshire and Nottinghamshire.

SE CYP - APT ended 2021/22 with an underspend in the SE funding (£459,925) awarded for young people activities. This underspend was carried forward into 2022/23 and added to the new SE programme funding of £75,000 received for 2022/23. 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 Ext Wf Cap & Con - Sport England funding awarded for the period of 01/07/18 to 31/03/21 for a partnership project between Sport England nationally and APT to explore ways to strengthen the relationship between local and national strategy and delivery and to connect local resource, intelligence and experience to national programme design. This was the delivery budget for this work. The funding to employ the additional post sits within APT Core.

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.

SE TOG - Sport England Together Fund (07/05/20 to 31/03/22) introduced as part of its COVID support and recovery. It became the Together Fund and an application was submitted for the ‘final round’ in January 2023. An additional £75k was awarded to be allocated to community based projects by end of March 2023.

SE Workforce - Whilst not a specific Sport England requirement, APT continued to allocate a proportion of the Sport England Programme funding to support the development of workforce as detailed in APT’s Workforce Development Plan.

Page 31

ACTIVE PARTNERS TRUST

(A company limited by guarantee)

Notes to the financial statements for the year ended 31 March 2023

Transfers

Transfers include reallocations within restricted funds, the clearing down of restricted fund overspends with unrestricted funds, and the further designation of unrestricted funds.

15. Summary of funds

Summary of funds - current year

Designated funds
General funds
Restricted funds		 Balance at 1
April 2022
£
595,528
427,198
825,864
1,848,590		 Income
£
-
151,828
2,103,642
2,255,470		 Expenditure
£
(34,563)
(25,574)
(1,841,236)
(1,901,373)		 Transfers
in/out
£
148,442
(154,334)
5,892
-		 Balance at
31 March
2023
£
709,407
399,118
1,094,162
2,202,687

Summary of funds - prior year

Designated funds
General funds
Restricted funds		 Balance at
1 April 2021
£
530,448
507,395
619,990
1,657,833		 As restated
Income
£
5,608
164,395
2,060,656
2,230,659		 As restated
Expenditure
£
(27,528)
(20,236)
(1,992,138)
(2,039,902)		 As restated
Transfers
in/out
£
87,000
(224,356)
137,356
-		 Balance at
31 March
2022
£
595,528
427,198
825,864
1,848,590

16. Analysis of net assets between funds

Analysis of net assets between funds - current year

Unrestricted
funds
2023
£
Tangible fixed assets
5,325
Fixed asset investments
924,157
Current assets
179,043
Creditors due within one year
-
Total
1,108,525		 Restricted
funds
2023
£
-
-
1,314,979
(220,817)
1,094,162		 Total
funds
2023
£
5,325
924,157
1,494,022
(220,817)
2,202,687

Page 32

ACTIVE PARTNERS TRUST

(A company limited by guarantee)

Notes to the financial statements for the year ended 31 March 2023

16. Analysis of net assets between funds (continued)

Analysis of net assets between funds - prior year

Tangible fixed assets
Fixed asset investments
Current assets
Creditors due within one year
Total		 As restated
Unrestricted
funds
2022
£
6,588
908,907
161,136
(2,856)
1,073,775		 As restated
Restricted
funds
2022
£
-
-
872,657
(97,842)
774,815		 Total
funds
2022
£
6,588
908,907
1,033,793
(100,698)
1,848,590
17.
Reconciliation of net movement in funds to net cash flow from operating activities
2023
£
Net income for the year (as per Statement of Financial Activities)
354,097
Adjustments for:
Depreciation charges
5,543
Movement in debtors
(14,775)
Movement in creditors
120,119
Net cash provided by operating activities
464,984
18.
Analysis of cash and cash equivalents
2023
£
Cash in hand
1,454,980
Cash on fixed term deposit
924,157
Total cash and cash equivalents
2,379,137		 2022
£
190,757
6,010
7,568
(33,936)
170,399
2022
£
1,009,526
908,907
1,918,433

Page 33

ACTIVE PARTNERS TRUST

(A company limited by guarantee)

Notes to the financial statements for the year ended 31 March 2023

19. Analysis of changes in net debt

Cash at bank and in hand At 1 April
2022
£
1,009,526
1,009,526		 Cash flows
£
445,454
445,454		 At 31 March
2023
£
1,454,980
1,454,980

20. Operating lease commitments

At 31 March 2023 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		 2023
£
19,744
-
19,744		 2022
£
2,372
2,372
4,744

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 2023 the charity received grants of £15,117 (2022: £15,117) from the council. Payments totalling £Nil (2022: £380) 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 2023 the charity received grants of £372,000 (2022: £289,000) from the council. Payments totalling £Nil (2022: £45,375) 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 2023 the charity received grants of £Nil (2022: £74,101) from the council.

G Feek is Executive Director of Greenwood Academies Trust. During the year ended 31 March 2023, two schools in the Academy Trust received £Nil (2022: £15,875) funding via the schools facilities programme. Payments totalling £177 (2022: £Nil) were made for the hire of basketball courts.

I Freestone's spouse is employed by Bluecoat Aspley Academy. During the year ended 31 March 2023, the school received £3,548 (2022: £Nil) funding via the schools facilities programme.

Page 34