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2021-03-31-accounts

Charity number: 1187329

TOGETHER ACTIVE

TRUSTEES' REPORT AND FINANCIAL STATEMENTS

FOR THE PERIOD ENDED 31 MARCH 2021

TOGETHER ACTIVE

CONTENTS

Page
Reference and administrative details of the Charity, its Trustees and advisers 1
Trustees' report 2 - 21
Independent auditor's report on the financial statements 22 - 25
Statement of financial activities 26
Balance sheet 27
Statement of cash flows 28
Notes to the financial statements 29 - 38

TOGETHER ACTIVE

REFERENCE AND ADMINISTRATIVE DETAILS OF THE CHARITY, ITS TRUSTEES AND ADVISERS FOR THE PERIOD ENDED 31 MARCH 2021

Trustees Malcolm Armstrong (Chair) (appointed 13 January 2020)
Tim Clegg (appointed 1 September 2020)
Mark Deaville (appointed 1 September 2020)
Alistair Fisher (appointed 1 September 2020)
Sarah Getley (appointed 1 September 2020)
Sharon Heath (appointed 1 September 2020)
Toyin Higgs (appointed 1 September 2020)
Derek Peters (appointed 1 September 2020)
Kimiyo Rickett (Senior Independent Director) (appointed 13 January 2020)
Rebecca Roberts (appointed 1 September 2020)
Jonathan Topham (appointed 1 September 2020)
Pauline Walsh (appointed 13 January 2020)
Charity registered
number
1187329
Principal office
PO Box 4799
Stoke-on-Trent
ST4 9QJ

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TOGETHER ACTIVE

TRUSTEES' REPORT FOR THE PERIOD ENDED 31 MARCH 2021

Inroduction

The Trustees present their annual report together with the financial statements of Together Active for the period ended 31 March 2021. The financial statements have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant notes to these accounts. The financial statements have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued on 16 July 2014 and Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and Charities Act 2011.

Structure, Governance and Management

Legal Status and Date of Registration

Together Active is a Charitable Incorporated Organisation (CIO), entered on the Register of Charities on 13[th] January 2020. Its objects and powers are set out in its Constitution

Context

Together Active is an ‘Active Partnership’, one of 43 set up and funded by Sport England that cover the whole of England. The organization was previously called Sport Across Staffordshire and Stoke-on-Trent (SASSOT) and was established 20 years ago as an unincorporated, constituted organization hosted by Stafford Borough Council. SASSOT’s Board made the decision to incorporate as a CIO in order to improve the organisation’s effectiveness at achieving its public benefit objectives. On 1[st] September 2020, Together Active became operational, and is completely separate from Stafford Borough Council. All SASSOT staff moved from Stafford Borough Council to Together Active via a TUPE transfer, and Together Active took on SASSOT’s assets and contracts

Objects

The objects of the charity are:

Governance

Together Active is governed by a voluntary Board of Trustees which is supported by a number of voluntary Board sub-groups. The day-to-day delivery of Together Active’s strategy is undertaken by a team of paid staff.

The purpose of the Board of Trustees is to:

Provide leadership To provide inspiration, vision and clear direction to Together Active
Provide strategic direction To be responsible for agreeing the strategic direction of Together Active
based on intelligence and insight
Be the ultimate decision-
making
body
of
the
organisation		 To exercise all of the powers of the organisation, ensuring that key
decisions are made in a timely manner based on sufficient information
and consideration
Ensure effective governance To ensure the Board complies with Tier Three of A Code for Sports
Governance
Scrutinise the effectiveness
of the organisation		 To retain an overview of the operation of the organisation, scrutinising
effectively as required.
Uphold
and
protect
the
Values		 To ensure behaviours comply with, and decisions are made in line with
the values of Together Active
Act collectively in the best
interests of Together Active		 To declare interests where appropriate and work together as a Board in
the best interests of Together Active.
Provide advocacy and attract
additional resources		 Trustees should be staunch advocates for Together Active and where
appropriate and/or feasible should assist in developing a resource base
for the partnership.

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Ensure equality To ensure the Board and Organisation are committed to working
proactively to ensure equality. To ensure the Board has appropriately
diverse membership.

Recruiting and Appointing New Trustees

As outlined in the constitution, the Board will comprise a minimum of three and not more than 12 Trustees.

Trustees will hold office for a term of three years. After three years Trustees who wish to continue their service can seek re-election via a Board decision, but can serve no more than three, three-year terms in total.

The Local Authorities serving the area of Staffordshire and Stoke-on-Trent may be invited to appoint a total of up to four Trustees to represent them (for example, Councillor, Public Health Senior Officer, Chief Executive and Strategic Lead for Leisure representatives or equivalents).

All other Trustees will be appointed via an openly-advertised recruitment process. Trustees will be appointed to provide the Board with an appropriate range and balance of skills, knowledge, equality and diversity to fulfil and discharge its responsibilities, based on the Board’s skills matrix which is reviewed annually.

The Chair will always be appointed through a publicly advertised, open recruitment process. If no suitable applications are received, after two attempts to recruit, the Board will elect a Chair from existing Trustees.

The Chair is supported by the role of Senior Independent Director; a form of Vice Chair, who will be elected by the Board from existing Independent Trustees and who will carry out the duties as set out in the role description for the post.

The recruitment process is led by the Governance and Appointments Group, acting as the Nomination Committee. On appointment, Trustees are given a role description and sign a code of conduct, Declaration of Good Character and Declaration of Interests as part of their induction.

Decision Making

The Board of Trustees is ‘responsible for agreeing the strategic direction of Together Active based on intelligence and insight’, as stated in the Board of Trustees Working Procedures document which supplements Together Active’s constitution. ‘The Board will delegate responsibility to the Chief Executive’ to manage the dayto-day implementation of the Strategy and Annual Delivery Plan.’

The Board meets a minimum of four times per year. Additional Board meetings may be required when circumstances dictate. The Board maintains a proper record of their meetings and decisions, normally in the form of minutes and associated papers which will be published on the Together Active website.

Decisions can only be taken if a meeting is quorate. The quorum is three Trustees or the number nearest to one half of the total number of trustees, whichever is greater, or such larger number as the Trustees may decide from time to time.

Wherever possible decisions are reached by consensus. If this is not possible then a majority vote (of those eligible to vote) will decide the issue. In the event of a tied vote the Chair of the meeting has the casting vote. Standing agenda items are:-

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TRUSTEES' REPORT (CONTINUED) FOR THE PERIOD ENDED 31 MARCH 2021

The Board may establish sub groups as required and delegate authority, responsibility and tasks, as appropriate. Any sub group established shall have clear terms of reference specifying the responsibilities and any powers delegated to the sub group, which shall be agreed by the Board. Any one-off delegations of authority will be agreed by the Board and appropriately documented.

Any sub group established shall maintain a proper record of meetings and decisions. The sub groups include Groups with a remit to act as an Audit Committee and a Nomination Committee. This will be clearly stated in the Terms of Reference of the relevant Group(s).

Organisational Structure

Below is a diagram of the structure of the Board and sub-groups, and of the Team.

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Equality, Diversity and Inclusion

Together Active will recruit and engage people with appropriate diversity, independence, skills, experience and knowledge to take effective decisions that help us achieve our vision.

Together Active is committed to ensuring that our Trustees and our Leadership are fully reflective of the diverse communities that we serve, and able to represent the views and needs of these communities.

A target of a minimum of 30% of each gender has been adopted for Trustee membership and appropriate action will be taken to achieve and maintain this. If 30% of the membership is not a whole number, the number of people will be rounded up.

Additionally, the organisation will demonstrate a strong and public commitment to progressing towards achieving gender parity and greater diversity generally on its Board, including but not limited to diverse ethnic communities and disability, to ensure the Board is best able to represent the diverse communities it serves.

Our Diversity in Governance and Leadership Action Plan was approved by the Board in January 2021 and can be viewed on our website, However, the Trustees believe we have a duty as an organisation to embed the highest standards of equality, diversity and inclusion across our organisation, and to this end we are currently working through The Race Code and undergoing a full review of our ED&I principles, processes and practices

Progress regarding the number of female and independent Board members is outlined below:

As of 31.03.17
(SASSOT)		 As of 31.03.18
(SASSOT)		 As of 31.03.19
(SASSOT)		 As of 31.03.20
(SASSOT)		 As of 31.03.21
(Together
Active
Number of
members		 11 11 12 12 12
Independent 3 (27%) 4 (36%) 7 (58%) 8 (67%) 8 (67%)
Female 3 (27%) 5 (45%) 5 (42%) 6 (50%) 6 (50%)

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TRUSTEES' REPORT (CONTINUED) FOR THE PERIOD ENDED 31 MARCH 2021

EthnicallyDiverse 2(17%)
Disability / Long-
Term Health
Condition		 3 (25%)

Induction and Training of Trustees

All new Trustees attend an induction session with the Chair and the Chief Executive, and receive a link to the Board Handbook, which is published on a secure section of Together Active’s website, accessible only to Trustees.

All Trustees are encouraged to attend relevant training, such as that provided by the Sport and Recreation Alliance or the Sports Governance Academy. In addition, training for the whole Board is occasionally organised. In November 2020 a training session was delivered by Support Staffordshire to Trustees explaining the role and responsibilities of charity Trustees and how this differs from being on the Board of an unincorporated organisation.

Pay and Remuneration

A Remuneration Policy was developed by the Remuneration Advisory Committee in February 2021 and adopted by the Board in April 2021, outlining the principles by which any pay increases will be made. The Remuneration Advisory Committee has delegated authority from the Board to make decisions based on the content of this policy.

For 2021-22 it was agreed that the annual pay award for all staff would be 0.925% based on the average CPIH (Consumer Price Index including owner-occupier housing costs) over a 12-month period from February 20 to January 21.

The Trustees give of their time freely and no remuneration was paid in the year. Trustees are able to claim expenses based on actual expenditure, and during 2020-21 this totalled £114.55.

Governance Standards

As a recipient of Sport England funding, Together Active is required by Sport England to achieve and maintain Tier Three of , which sets out the levels of transparency, accountability and financial integrity that are required from those who receive government and National Lottery funding.

SASSOT achieved Tier Three compliance in September 2018, and Together Active submitted its evidence file to Sport England for assessment in January 2021.

We have cross-referenced A Code for Sports Governance against the Charity Governance Code and the Sport and Recreation Alliance’s Principle of Good Governance, and are confident that by complying with Tier Three of A Code for Sports Governance, Together Active will demonstrate that it has met a high standard of governance.

Related Parties

There are no subsidiaries or other related parties controlled by the same Trustees.

Objectives and Activities

SASSOT’s strategy covered the period 2018-21, and Together Active’s Trustees agreed that Together Active would continue to deliver against this strategy to it’s end date of 31.03.21 as it is in line with the Objects of the charity (see below for details of Together Active’s new strategy).

At the heart of this strategy is an unwavering focus on the needs of our most inactive communities. Working at this locality level will allows us to understand the motivations, barriers and behaviours of residents in those places. Working with partners we aim to address these local issues and turn the dial on inactivity, ensuring every resident can enjoy the economic, social and health benefits of an active lifestyle

An overview of the strategy is below:

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A copy of the full Strategy can be found here: https://togetheractive.org/wp-content/uploads/2018/04/StrategyFinal.pdf

Our services

Through our experience and expertise, we have developed a range of services to support local organisations to get everyone more active, more often and to ensure we achieve our strategic outcomes

Developing the workforce

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Developing activity provision

Developing insight and shaping policy

Developing marketing and communication s

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The Team produced an Annual Delivery Plan, identifying the actions required to address the priorities and achieve the strategic outcomes outlined in the above logic model. This was signed off by the Board, and the Board receives a report of progress at each quarterly meeting. Alongside this, a ‘Dashboard’ is also presented to the Board each quarter, which RAG-rates each priority against expected progress, summarises the Quarter’s highlights and challenges, and includes an ‘Achieving our Vision’ case study focusing on a particular work area.

Achievements and Performance

Below is a summary of the achievements and performance of Together Active during 2020-21, taken from Together Active’s annual report. Further details, including case studies, can be found in the full report available on www.togetheractive.org

Open Data - Active My Way

In 2019 SASSOT partnered with Played and Imin to deliver a local activity finder powered through the use of open data, called Active My Way.

Open data allows activity providers to share their sessions online, so that participants can find and book them easily. By uploading the details of an activity to one location, activity finders like ours, as well as many others such as This Girl Can or National Fitness Day’s, can pull that information through and display it in multiple locations on the internet or within apps.

As Together Active, we have continued increasing the visibility of this piece of work. The activity finder is now live at and we have been busy supporting local activity providers to open their data so that they can be found on it.

We have held several workshops and one-to-one sessions with local authorities and activity providers over the past six months, and have developed our relationship with Open Active, supporting other active partnerships with advice, guidance and best practice on supporting uptake of open data in their areas.

We have worked hard to develop the platform itself, with increased information about how to be more active, tips for getting started in a variety of sports, a comprehensive video on demand library with specific activities for people with health conditions or disabilities, and information particular to health professionals looking to support their patients to move more.

And as part of our work training social prescribers, we are explaining how the activity finder can be used as a tool to refer patients into activities easily, by having the latest, up-to-date information at their fingertips.

COVID-19 has meant that this has all been a lot more difficult than we expected. The strain clubs and groups have been under just to keep going has meant focus on shifting their booking systems has been lost. However, with our persistence and partnership work, we are building real momentum which we believe will create a burst of activity as restrictions ease.

Social Prescribing

We recognise the importance of community connections in creating and maintaining healthy lifestyles. Social Prescribing is all about putting the person at the heart of their choices when it comes to their health and wellbeing. The referrals link workers receive generally, but not exclusively, come from health care professionals such as GPs or nurses.

Through training, we will instil link workers with the skills and confidence to talk about Physical Activity and its benefits, all of which is heavily underpinned by the principles and applications of behaviour change theory. In turn, these link workers play an integral role in getting people moving. We will also support local communities’ groups to become “referral ready” providing training and support to provide a quality experience for people with a range of backgrounds.

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Our activity finder, Active My Way is an open data powered platform which enables the residents of Staffordshire and Stoke-on-Trent to discover and book what activities are available to them locally with ease and convenience. Working closely with local providers, we are educating clubs and groups on the benefits of moving onto open data platforms and embracing digital. This will be a particular help in reaching new participants and increasing physical activity levels. We are also developing our links with the health system to aid referrals into physical activity through social prescribing, particularly for residents with long-term conditions or mental health issues. Active My Way and open data will mean everyone can see the latest, up-to-date information about their local clubs and groups, and create dynamic routes into activity.

Cannock Chase wayfinding demonstration project

As part of providing a legacy from the Birmingham Commonwealth Games 2022, which features mountain biking events at Birches Valley in Cannock Chase, we had the opportunity to bid for some wayfinding demonstration funding from Sport England. In a short timeframe we collaborated with a range of partners including Staffordshire County Council, Inspiring Healthy Lifestyles, Cannock Chase District Council and Cannock Chase AONB Partnership and succeeded in securing £200,000.

The bid was successful because of the collective, knowledge, expertise, and experience of partners round the ‘virtual’ table, all united in the view that Cannock Chase is a beautiful landscape and an asset which local people should be able to gain health benefits from whilst protecting it for future generations.

Greenspace really is our natural health service, and the aim of this project is to connect local communities actively and emotionally from Hednesford North to Cannock Chase via the existing Heritage Trail using innovative and wayfinding tools, physical infrastructure improvements to trails and clearer signage. The route will incorporate artistically co-designed rest stops inspired by the natural landscape of Cannock Chase to support people with mobility issues, long term conditions and young families to walk from their doorstep to Marquis Drive Visitor Centre, or as far as they would like.

These rest stops will also incorporate distance way markers with embedded digital QR codes to measure increases in distance walked and provide personal fitness targets. The QR codes will be interactive and themed with content co-produced by the local community and evolving and changing over time, much as the seasons do. This content will include links to the new Cannock Chase Can app which will incorporate several wellbeing challenges and goal setting tools for this project.

This project offers a unique opportunity to leave a meaningful legacy from the Games to local people by local people.

Obesity Strategy - Whole systems approach

As part of our ongoing commitment to health and our strategic relationship with the Staffordshire Health and Wellbeing Board we are working with Public Health colleagues to develop a Whole Systems Approach to tackle the complex issue of obesity in Staffordshire.

Understanding the local picture:

This involves a 6 phase ‘how to’ process from understanding the local drivers of overweight and obesity, engaging a wide range of stakeholders, including communities, to conducting system mapping and action planning workshops, to reviewing and adapting the approach. There are so many causes of excess weight, but an example of how part of a system influences our choices would be to consider how the physical environment can make cycling and walking an easy and attractive option or a more challenging activity.

There are 3 pathfinder areas for this work, Cannock, East Staffordshire, and Staffordshire Moorlands. Work so far has been around developing the local picture, gathering insight, and mapping local assets and services.

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What’s next?

The local engagement process will begin in late spring and summer with a series of workshops to consider how the local system is operating and where there are the greatest opportunities for change. Stakeholders will agree actions and decide as a network how to work together to bring about sustainable, long-term systems change.

School Games

The 2020 School Games local competition programmes were already up and running and plans for the annual Finals Day in June were well under way when the country went into lockdown. This meant that, along with the rest of the world, a change of approach was needed and on the 1st June 2020 the first ever Staffordshire and Stoke-on-Trent Virtual School Games was launched by Together Active and the sub-region’s School Games Organisers (SGOs, who manage the local competition programmes).

All the sports were designed so that young people could take part either at home, in the garden, at school or in open spaces near to where they live. It was important that pupils knew that they were representing their school and district and had the opportunity to become County champions. In total 6 final events were held with the winners being announced at a virtual presentation day in July which included both an opening and closing ceremony.

Virtual events have continued as part of the planning for 2021 with new ideas and new formats being developed. Events such as Cross Country, Dance, the Three Peaks Challenge, Football, Netball, Boccia, Athletics and Fitness events are all on the menu, and so far 14,421 children have been involved at local level. Each SGO will shortly collate scores from all their competitions, with the winners being put forward to Together Active for the County Champions to be crowned. Medals and trophies will be presented at two virtual ceremonies during the summer term.

Credit must go to all the SGOs, teachers, parents and, of course, young people who have embraced the virtual games and made it a success. We are now once again planning for face-to-face activity in the not-too-distant future, but the School Games will continue to evolve; we are looking to explore new ways in which we can provide more opportunities for young people who do not regularly engage in school sport, or whose activity levels have been negatively impacted due to COVID-19 and believe the School Games is a powerful tool to help us achieve this.

Primary PE and Sport Premium

All Primary Schools have the objective of achieving self-sustaining improvement in the quality of PE and sport. Active Partnerships are contracted by Sport England to proactively coordinate support with national and local partners to help primary schools maximise the impact of Primary PE and Sport Premium.

The long-term vision is that all pupils leave primary school physically literate and with the knowledge, skills, and motivation necessary to equip them for a healthy lifestyle and lifelong participation in physical activity and sport.

Together Active works with Accelerate Learning, Stoke City Football Club and Trentham High School in which to offer targeted school support across Staffordshire and Stoke-on-Trent.

During the 2020-21 academic year:

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The above figures demonstrate huge increases this year, due to the flexibility of online and catch-up sessions rather than having to come out on face-to-face events and training.

Improvements as a result of the funding and support are expected to include:

Children and Young People Active Lives Survey

Together Active worked alongside primary, middle and secondary schools in Staffordshire and Stoke-on-Trent to facilitate Sport England’s Active Lives Children and Young People Survey, throughout a year of rolling school closures due to Covid-19, gaining responses from just under 1000 children.

The yearly report derived from the survey, summarises activity levels and attitudinal data of children and young people from 5-16 years of age. It gives an idea of overall activity levels both in and out of the school setting, types of activity undertaken, and the impact physical activity has on mental wellbeing, amongst other topics.

During this unprecedented year, Sport England adapted the survey so it could be filled in from home, and Together Active worked with schools across the region to aid the most completions as possible, whilst schools were undergoing massive disruption and change. As expected, the resultant sample was smaller than usual, however the data gathered is invaluable to show how lockdowns and school closures have impacted on children and young people’s physical activity and wellbeing.

Satellite Clubs

Despite such a difficult year with lockdowns and Tiers, we have still managed to support the delivery of our Satellite Club programme. Some of our amazing deliverers have integrated an online programme to support their participants, others have used lockdown times to access training and support for coaching and volunteers, and many have tried to stay in touch as much as they can.

We have supported 32 new Satellite Clubs this year and used funding to sustain 15 further clubs.

The clubs cover a multitude of activities and sports including:

Each of our Satellite Clubs focuses on engaging young people from one of more of the following priority audiences:

Safer Together Through Sport

Together Active has been part of the County Sport and Youth Justice Steering Group and has played a key role in bringing together Youth Offending Team Officers and Community Sport providers.

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It’s been a quiet year due to COVID-19 but we have committed funding to a sport and Youth Justice officer that will sit within the Youth Offending Team and help establish links between community sport and the young people they are supporting. We also organised another two StreetGames training days.

Despite lockdowns many of our community sports clubs and organisations have taken the opportunity to do some online training with the following courses particularly week received:

Workforce

Together Active plays a role in ensuring that organisations, volunteers, and professional workforce have the right skills and behaviours to best perform their roles with the customer journey and experience at the heart of their services.

Health Sector

Together Active continue to support in supplying the local landscape and resources during Clinical Champion sessions which is all about embedding physical activity into routine clinical care. A commitment has been made to move into Social Prescribing training to equip link workers with the tools in which to feel confident and competent in prescribing activity.

Clubs

Thrust into a world of survival, Club Matters workshops have been greatly valued by those organisations on the brink of collapse. Especially those workforce members that seek to support clubs at risk of permanent closure, for example, Helping Clubs in Crisis. Further, the support to access training in Mental Health has been well received. This training arms volunteers at the heart of the community with the understanding of how to really support those that need it most.

Young Volunteers

Despite the challenges that the pandemic has brought and continues to bring Together Active have remained committed to delivering the DfE volunteer, leader and coach programme. This has included a diverse range of development pathways and learning, such as training in: Equity in Coaching, Inclusive Activity Programme, Mental Health Awareness, Safeguarding and Unconscious Bias coupled with membership to the Chartered Institute for the Management of Sport and Physical Activity (CIMSPA). Providing young people with transferable knowledge to aid them in future employment.

In the last year:

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Tackling Inequalities Funding

Dozens of sport and physical activity groups across Staffordshire and Stoke-on-Trent have received financial support to help them survive and thrive through the COVID-19 lockdown. Together Active has collaborated with Local Authorities, VAST, Support Staffordshire and SCYVS to reach out to grass roots community organisations that can deliver to communities with long term health conditions, disability groups, ethnically diverse communities and those on lower incomes to distribute the ‘Tackling Inequalities fund’ across the county on behalf of Sport England and the National Lottery.

So far, nearly £170,000 has been shared between 46 different organisations across the county, and a further £80,000 is to be made available over the coming weeks. In most instances, the money is helping organisations to get services back up and running, either by allowing them to invest in extra cleaning and sanitisation equipment, adapting equipment, or covering the cost of facilities in a Covid-safe way. But is has also helped some vital organisations to just stay afloat and pay the bills as organisations across the country had to shut their doors to their audiences and their income streams.

Board members have supported us with a regular panel meeting that checks that the projects meet the criteria and then we send to Sport England for their approval. So far, we have supported 6 mental health projects, 8 aging projects supporting long term health conditions, 7 community centres, and 3 youth centres.

Public Benefit Disclosures

Having reviewed the Objective and Activities, and the Achievements and Performance of the organisation, and having given due consideration to the Charity Commission’s published guidance eon the Public Benefit requirement under the Charities Act 2011, the Trustees are satisfied that Together Active’s has delivered significant public benefit during 2020-21.

Grant Making

Through two of it’s current Sport England funding awards (Satellite Clubs and Tackling Inequalities Funding), Together Active awards grants to local community groups and other organisations.

Together Active has established criteria for each award, which incorporates the criteria required by Sport England. This includes:

Volunteers

Together Active runs a young volunteer programme in conjunction with local colleges and schools. In non-Covid times, these young volunteers would be used to help deliver the School Games County Finals, a multi-sport event and satellite single-sport events involving over 2000 school children. During 2020-21 we have recruited 54 young leaders and provided them with a range of training. We are now supporting them to find opportunities to gain volunteering experience through virtual School Games events or in their local community.

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Social Investment

Together Active has not made use of, nor does it have any plans to make use of, social investment

Financial Review

Together Active received £825,310.31 from Stafford Borough Council as a transfer of all of SASSOT’s cash assets as at 31.08.21. At 31.03.21 the total funds held were £748,238

Funding Sources

Together Active has received £323,625 of funding from Sport England during the period 01.09.20-31.03.21, along with £32,335 of funding from local partners (Local Authorities and Universities), and £128 of income generation. This is broadly in line with the income expected for the year.

Together Active recognises the risk of over-dependency on Sport England funding, and aims to reduce the percentage (currently 91%) of funding which comes from Sport England year on year by increasing our income generation and securing additional funding from other sources.

Reserves

Together Active’s Reserves Policy outlines three types of reserves which Together Active holds:

Restricted Funds

This is grant funding which has been received and is held for future delivery within the grant period or which is grant underspend where we have permission from the grant provider to carry it forward. It can only be spent on expenditure allowed within the terms of the grant agreement. At 31.03.21 this totals £272,273, and is detailed within the accounts.

Unrestricted Funds

This is the amount of funding which is not restricted and totals £475,965. The Trustees have further classified this as Unrestricted Funds (Reserves) (£176,197) and as Unrestricted Funds (Free) (£299,768).

Unrestricted Funds (Reserves)

This is the amount of funding which the Together Active Trustees have agreed needs to be held to Manage the dissolution of the CIO should this be necessary, meeting all associated liabilities, as outlined in the organisation’s Reserves Policy. As of 31.03.21 this figure was £176,197 and includes:

Sport England funding terms and conditions do not allow for redundancy payments to be made from their funding awards (restricted funds), hence the allocation of unrestricted funds towards this.

Unrestricted Funds (Free)

This is any funding beyond the Unrestricted Funds (Reserves) or Restricted Funds. This can be invested back into the organisation and its delivery to support the organisation’s growth. As of 31.03.21 this figure was £299,768.

Going Concern

Together Active has a five-year financial forecast which is kept up-to-date. Based on these figures the Trustees have no reason to believe that Together Active will not be able to continue as a going concern during this period and beyond.

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Risk Management

Together Active has an up-to-date Risk Management Policy and Risk Register, the most recent versions of which were approved at the April 2021 Board meeting. The Risk Register outlines the major risks faced by Together Active, and identifies existing and additional controls to mitigate them. This is reviewed on a quarterly basis by the Finance and Audit Group and reported to the Board, with the Board undertaking a full review of risk on an annual basis.

Together Active’s risks are outlined under five key headings:

The most significant risks identified by the Trustees are:

Risk Area Risk Identified Existing
Control
Procedures		 Proposed Actions to Mitigate Risks
Operational Non-delivery
of
agreed outcomes		 Clear
actions
/
performance measures
in
place
in
Annual
Delivery
Plan,
linking
directly
to
Strategy.
Quarterly
reporting
process to Board
Agreements
in
place
with funding partners,
with quarterly meetings		 Develop
clear
actions
/
performance
measure for 2021-22 Annual Delivery Plan
Ensure any risk of non-delivery is identified
through quarterly reporting process. Utilise
expertise of Board and Team for solutions
Work with the team to ensure everyone is
confident regarding the current priorities of
the organisation and their role within it.
Operational Poor evidence of
impact		 Annual
Reports
produced, focusing on
impact
Evaluation
Framework
developed		 Review Annual Report format for 2021-22
Ensure qualitative and quantitative evidence
collected for each work area
Put in place a communications plan for
promotion of our impact, including review of
whether impact reports for funding partners
are required
Work required to understand how evaluation
framework can evidence the impact of our
work across our strategy
Financial Expenditure
greater
than
Income each year		 Five
Year
Financial
Forecast
reflects
predicted income and
expenditure,
including
reserves
required
for
Liabilities - in credit to
31.03.26		 Look at potential for income generation or
additional partner funding to reduce % of
total funding coming from Sport England
Confirm funding partners and amounts for
2021-22
Adjust 5-year forecast on the above basis
Review of finances and options appraisal in
line with confirmation of next funding cycle
from Sport England

Page 16

TOGETHER ACTIVE

TRUSTEES' REPORT (CONTINUED) FOR THE PERIOD ENDED 31 MARCH 2021

Having assessed the major risks, the Trustees are satisfied that the existing and proposed measures within the Risk Register are sufficient to adequately mitigate the identified risks.

Impact of Covid-19

Day to Day Operations

SASSOT staff were directed to work from home as of 16.03.20, and this continued as staff transferred over to or were employed by, Together Active from 01.09.20. During September, national guidance allowed for the team to meet safely once a week in a large meeting room in Stafford, but after a few weeks this guidance reverted to the requirement to work from home if possible and the team returned to being fully home-based. All Board and subgroup meetings have been carried out virtually, and the pandemic has accelerated our move towards being a paperless office. Significant cost savings have been achieved by not requiring an office base for the period 01.09.20 to 31.03.21.

Throughout the period the Trustees and senior leadership have been mindful of the impact on staff of the above, particularly those new to the organisation, and have taken the following measures to support the team:

I ncome 2020-21

Active Partnerships were fortunate in that when the pandemic started Sport England quickly confirmed that all funding agreements in place would be honoured and that Active Partnerships were to be granted additional flexibility around deadlines for expenditure and on repurposing funding to support Covid-19 response work. Due to the capacity required from local partners to respond to the pandemic, it took longer than expected to confirm our local partner funding for 2020-21 but in the end we secured slightly more than we had budgeted for.

Risk

Together Active has identified that the organisational risk posed by Covid-19 is more likely to be seen during 2021-22 and beyond. These risks include:

Existing / additional actions to mitigate these risks are outlined in the Risk Register

Delivery Offer

As the pandemic took hold of the country, it quickly became clear that SASSOT needed to refocus it’s offer to partners and the wider community. The SASSOT team put together a COVID-19 response, and Together Active has continued to deliver against this during the latter part of the year. This response covered the following areas:

We remain fully committed to supporting the recovery of community and public leisure provision during and following the pandemic, and this forms one of the priority work strands of our new strategy (see below).

Plans for the Future

Together Active launched its new strategy, Step Up 2021-25 in April 2021. This outlines how we will support local communities to use physical activity and sport as a tool improve their physical and mental wellbeing. A summary is below, and the full document can be viewed via www.togetheractive.org

Page 17

TOGETHER ACTIVE TRUSTEES. REPORT ICONTINUEDI FOR THE PERIOD ENDED 31 MARCH 2021 Our vl$lon Active INes, healthyfutures Our mlsslon Worknng tC8etherto create actlve places & hea￿h¥ Ilves through physical actlvty and 5POrt. Through our values of being FooJ5ed. Inclu5Ne. Engageil. Relentle55. Collaborallve. Effert￿e tepping Up We wll build orEani5ational capacitythrough impeccable corwrate governan￿. which has equalty. di¥ersi.ty. anLI inclusion at tt5 core. Strategic Objectives To achieve our Eo•ls. we will... *¢p yp t• pport. Step upjor h•alth. St•p up our l•adwshl Step upfvr •quallty. pporting Individuals to add heatthv vears to their lives through )sitive physical tivity ehavlour Using physical activity and srx)rt as a tODI to prevent and manage long term health condrtion Driving systems leadership that results In physical activity and sport becomlne 8 core feature In w)licv. . Inportnershlp twkle Systemic inequiFlitie5 in physicol ortivity uThJsport portldpotlon Everythine we do will be io reduce In the number of Inactive aduhs and children across Staffordshlre and Stoke-on-Trent. Page18

TOGETHER ACTIVE

TRUSTEES' REPORT (CONTINUED) FOR THE PERIOD ENDED 31 MARCH 2021

Our work during 2021-22 and beyond will include the following (please note these are examples, not the full range of our offer):

Page 19

TOGETHER ACTIVE

TRUSTEES' REPORT (CONTINUED) FOR THE PERIOD ENDED 31 MARCH 2021

Systems Leadership

We have an obesity problem across Staffordshire which is impacting on the physical and mental wellbeing of children, young people, and adults. There are also significant social and economic costs to excess weight in the population. The causes are complex and include personal behaviour, the environment, genetics, social relationships and culture. We are working with Staffordshire County Council and the Health and Wellbeing Board on a Whole Systems Approach to obesity.

This approach enables local stakeholders, including communities, to come together to share an understanding about the reality of the challenge and to consider how the local system is operating and where there the greatest opportunities to mobilise change are.

Active Environments

Together Active, along with a range of partners, has secured funding from Sport England to deliver a wayfinding demonstration project in Cannock Chase, specifically targeting residents of the Hednesford North ward. Aiming to connect local communities actively and emotionally to the natural environment on their doorstep, this project will use innovative and community co-designed wayfinding tools to engage and motivate. Physical infrastructure improvements, engaging digital content using QR codes and the Cannock Chase Can app will support the project and ensure its longevity.

We will test if this approach can increase physical activity through increased walking distance and improved mental wellbeing through connection to place and nature.

Communities and People

We recognise the importance of community connections in creating and maintaining healthy lifestyles. Social Prescribing is all about putting the person at the heart of their choices when it comes to their health and wellbeing. The referrals that Link Workers generally receive tend to come from health care professionals such as GPs or nurses.

Through training, we will instil Link Workers with the skills and confidence to talk about Physical Activity and its benefits, all of which is heavily underpinned by the principles and applications of behaviour change theory. In turn, these Link Workers will play an integral role in getting people moving. We will also support local community groups to become “referral ready”, providing training and support to ensure they can provide a quality experience for people from a range of backgrounds.

Advice, Influence and Information

Supporting our networks to signpost into physical activity and sport effectively is crucial. With that in mind we have developed Active My Way, an open data-powered platform connecting people to activities easily. Active My Way enables the residents of Staffordshire and Stoke-on-Trent not only to discover and book suitable activities, but also to receive supporting resources, tips and guidance about getting started in physical activity and maintaining healthy habits.

This will be a powerful tool for healthcare professionals and social prescribers to aid referrals into physical activity, particularly for residents with long-term conditions or mental health issues. It will also help clubs, groups and organisations reach new participants in a far more effective and efficient manner, creating access to digital platforms and innovative new technologies to create truly accessible routes into activity.

Page 20

TOGETHER ACTIVE

TRUSTEES' REPORT (CONTINUED) FOR THE PERIOD ENDED 31 MARCH 2021

Statement of Trustees' responsibilities

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

The law applicable to charities in England & Wales requires the Trustees to prepare financial statements for each financial period which give a true and fair view of the state of affairs of the Charity 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 Charity's transactions and disclose with reasonable accuracy at any time the financial position of the Charity and enable them to ensure that the financial statements comply with the Charities Act 2011, the Charity (Accounts and Reports) Regulations 2008 and the provisions of the Trust deed. They are also responsible for safeguarding the assets of the Charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Disclosure of information to auditors

Each of the persons who are Trustees at the time when this Trustees' report is approved has confirmed that:

• so far as that Trustee is aware, there is no relevant audit information of which the charitable group's auditors are unaware, and

• that Trustee has taken all the steps that ought to have been taken as a Trustee in order to be aware of any relevant audit information and to establish that the charitable group's auditors are aware of that information.

Auditors

Crowe U.K. LLP, has indicated its’ willingness to be re-appointed as statutory auditor, subject to the approval of Members at the Annual General Meeting.

Approved by order of the members of the board of Trustees on 26 July 2021 and signed on its behalf by: Malcolm Armstrong (Chair) Kimiyo Rickett (Senior Independent Director)

Page 21

TOGETHER ACTIVE

INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF TOGETHER ACTIVE

Opinion

We have audited the financial statements of Together Active (the 'charity') for the period ended 31 March 2021 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).

The financial statements have been prepared in accordance with Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standards applicable in the UK and Republic of Ireland (FRS 102) in preference to the Accounting and Reporting by Charities: Statement of Recommended Practice issued on 1 April 2005 which is referred to in the extant regulations but has been withdrawn.

This has been done in order for the accounts to provide a true and fair view in accordance with the Generally Accepted Accounting Practice effective for reporting periods beginning on or after 1 January 2015.

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 charity 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 charity'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.

Page 22

TOGETHER ACTIVE

INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF TOGETHER ACTIVE (CONTINUED)

Other information

The Trustees are responsible for the other information. The other information comprises the information included in the Annual report, other than the financial statements and our Auditor's report thereon. Our opinion on the financial statements does not cover the other information and we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, 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 audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Matters on which we are required to report by exception

We have nothing to report in respect of the following matters where the Charities (Accounts and Reports) Regulations 2008 requires us to report to you if, in our opinion:

Responsibilities of trustees

As explained more fully in the Trustees' responsibilities statement, the Trustees are responsible for the preparation of the financial statements which 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 charity's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the charity or to cease operations, or have no realistic alternative but to do so.

Page 23

TOGETHER ACTIVE

INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF TOGETHER ACTIVE (CONTINUED)

Auditor's responsibilities for the audit of the financial statements

We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder.

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 identified and assessed the risks of material misstatement of the financial statements from irregularities, whether due to fraud or error, and discussed these between our audit team members. We then designed and performed audit procedures responsive to those risks, including obtaining audit evidence sufficient and appropriate to provide a basis for our opinion.

We obtained an understanding of the legal and regulatory frameworks within which the charitable company operates, focusing on those laws and regulations that have a direct effect on the determination of material amounts and disclosures in the financial statements. The laws and regulations we considered in this context were the Charities Act 2011 together with the Charities SORP (FRS 102). We assessed the required compliance with these laws and regulations as part of our audit procedures on the related financial statement items. In addition, we considered provisions of other laws and regulations that do not have a direct effect on the financial statements but compliance with which might be fundamental to the charitable company’s ability to operate or to avoid a material penalty. We also considered the opportunities and incentives that may exist within the charitable company for fraud. The key laws and regulations we considered in this context were General Data Protection Regulation, health and safety legislation and employee legislation.

Auditing standards limit the required audit procedures to identify non-compliance with these laws and regulations to enquiry of the Trustees and other management and inspection of regulatory and legal correspondence, if any. We identified the greatest risk of material impact on the financial statements from irregularities, including fraud, to be within the timing and completeness of income recognition and the override of controls by management. Our audit procedures to respond to these risks included enquiries of management and the Finance and Audit Group about their own identification and assessment of the risks of irregularities, sample testing on the posting of journals, reviewing accounting estimates for biases, reviewing regulatory correspondence with the Charity Commission, and reading minutes of meetings of those charged with governance.

Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. For example, the further removed non-compliance with laws and regulations (irregularities) is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by auditing standards would identify it. In addition, as with any audit, there remained a higher risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal controls. We are not responsible for preventing noncompliance and cannot be expected to detect non-compliance with all laws and regulations.

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.

Page 24

TOGETHER ACTIVE

INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF TOGETHER ACTIVE (CONTINUED)

Use of our report

This report is made solely to the charity's trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charity's trustees those matters we are required to state to them in an Auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and its trustees, as a body, for our audit work, for this report, or for the opinions we have formed.

Crowe U.K. LLP Chartered Accountants Black Country House Rounds Green Road Oldbury West Midlands B69 2DG

Date: 27 July 2021

Crowe U.K. LLP are eligible to act as auditors in terms of section 1212 of the Companies Act 2006.

Page 25

TOGETHER ACTIVE

STATEMENT OF FINANCIAL ACTIVITIES FOR THE PERIOD ENDED 31 MARCH 2021

Note
Income from:
Grants
3
Other income
4
Total income
Expenditure on:
Charitable activities
6
Total expenditure
Net movement in funds
Reconciliation of funds:
Net movement in funds
Total funds carried forward		 Restricted
funds
2021
£
323,623
370,362
693,985
421,712
421,712
272,273
272,273
272,273		 Unrestricted
funds
2021
£
32,463
453,281
485,744
9,779
9,779
475,965
475,965
475,965		 Total
funds
2021
£
356,086
823,643
1,179,729
431,491
431,491
748,238
748,238
748,238

The Statement of Financial Activities includes all gains and losses recognised in the period.

The notes on pages 29 to 38 form part of these financial statements.

Page 26

TOGETHER ACTIVE

BALANCE SHEET AS AT 31 MARCH 2021

Note
Current assets
Debtors
11
Cash at bank and in hand
Creditors: amounts falling due within one year
12
Net current assets
Total assets less current liabilities
Net assets excluding pension asset
Total net assets
Charity funds
Restricted funds
14
Unrestricted funds
14
Total funds		 2021
£
6,654
789,342
795,996
(47,758)		 748,238
748,238
748,238
748,238
272,273
475,965
748,238

The financial statements were approved and authorised for issue by the Trustees on 26 July 2021 and signed on their behalf by:

Malcolm Armstrong (Chair) (Chair of Trustees)

Kimiyo Rickett (Senior Independent Director)

The notes on pages 29 to 38 form part of these financial statements.

Page 27

TOGETHER ACTIVE

STATEMENT OF CASH FLOWS FOR THE PERIOD ENDED 31 MARCH 2021

Note
Cash flows from operating activities
Net cash used in operating activities
16
Change in cash and cash equivalents in the period
Cash and cash equivalents at the end of the period
17		 2021
£
789,342
789,342
789,342

The notes on pages 29 to 38 form part of these financial statements

Page 28

TOGETHER ACTIVE

NOTES TO THE FINANCIAL STATEMENTS FOR THE PERIOD ENDED 31 MARCH 2021

1. General information

The organisation is a charitable incorporated organisation (CIO), incorporated and registered as a charity on 13 January 2020. The principal office is PO Box 4799, Stoke-on-Trent, ST4 9QJ. The charity's registered number is 1187329.

2. Accounting policies

2.1 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) (effective 1 January 2019), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Charities Act 2011.

The financial statements have been prepared to give a 'true and fair' view and have departed from the Charities (Accounts and Reports) Regulations 2008 only to the extent required to provide a 'true and fair' view. This departure has involved following the Charities SORP (FRS 102) published in October 2019 rather than the Accounting and Reporting by Charities: Statement of Recommended Practice effective from 1 April 2005 which has since been withdrawn.

Together Active 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.

2.2 Income

All income is recognised once the Charity has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably.

Grants are included in the Statement of financial activities on a receivable basis. The balance of income received for specific purposes but not expended during the period is shown in the relevant funds on the Balance sheet. Where income is received in advance of entitlement of receipt, its recognition is deferred and included in creditors as deferred income. Where entitlement occurs before income is received, the income is accrued.

2.3 Expenditure

Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset’s use.

Expenditure on charitable activities is incurred on directly undertaking the activities which further the Charity's objectives, as well as any associated support costs.

Page 29

TOGETHER ACTIVE

NOTES TO THE FINANCIAL STATEMENTS FOR THE PERIOD ENDED 31 MARCH 2021

2. Accounting policies (continued)

2.3 Expenditure (continued)

Grants payable are charged in the period when the offer is made except in those cases where the offer is conditional, such grants being recognised as expenditure when the conditions attaching are fulfilled. Grants offered subject to conditions which have not been met at the period end are noted as a commitment, but not accrued as expenditure.

All expenditure is inclusive of irrecoverable VAT.

2.4 Tangible Fixed Assets

Together Active has a policy of classing as Fixed Assets any items which have an expected life of more than 12 months and a value on acquisition of over £750 excluding VAT. Fixed Assets will be depreciated as outlined in the Finance Policy and Procedures. During 2020-21 Together Active did not purchase any Fixed Assets, nor were any items transferred to Together Active by Stafford Borough Council that would meet this definition.

2.5 Debtors

Trade and other debtors are recognised at the settlement amount after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

2.6 Cash at bank and in hand

Cash at bank and in hand includes cash and short-term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

2.7 Liabilities and provisions

Liabilities are recognised when there is an obligation at the Balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably.

Liabilities are recognised at the amount that the Charity anticipates it will pay to settle the debt or the amount it has received as advanced payments for the goods or services it must provide.

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.

2.8 Financial instruments

The Charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.

2.9 Pensions

The Charity operates a defined contribution pension scheme and the pension charge represents the amounts payable by the Charity to the fund in respect of the period.

Page 30

TOGETHER ACTIVE

NOTES TO THE FINANCIAL STATEMENTS FOR THE PERIOD ENDED 31 MARCH 2021

2. Accounting policies (continued)

2.10 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.

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.

3. Income from donations and legacies

Restricted Unrestricted Total
funds funds funds
2021 2021 2021
£ £ £
Grants 323,623 32,463 356,086

4. Other incoming resources

Restricted Unrestricted Total
funds funds funds
2021 2021 2021
£ £ £
Funds transferred from Sport Across Straffordshire and
Stoke-on-Trent (SASSOT) 370,362 453,281 823,643

5. Analysis of grants

Grants to Total
Institutions funds
2021 2021
£ £
Grants 134,592 134,592

Page 31

TOGETHER ACTIVE

NOTES TO THE FINANCIAL STATEMENTS FOR THE PERIOD ENDED 31 MARCH 2021

5. Analysis of grants (continued)

During 2020-21, Together Active operated two grants programmes on behalf of Sport England:

• Satellite Clubs – a programme to set up local sport and physical activity clubs that are designed around the needs of inactive young people age 14 – 19years. Maximum grants are normally £2,500 per satellite club. The majority of organisations we fund through this programme are voluntary sports clubs, Local Authorities and Leisure Trusts.

• Tackling Inequalities Fund – an emergency Covid grant programme to support organisations that deliver physical activity or sport and who target priority groups, ensuring they are able to reopen when restrictions allow. Maximum grants are normally £5000 per organisation. The organisations we have funded through this programme are registered charities, Community Interest Companies or local voluntary organisations.

6. Analysis of expenditure on charitable activities

Summary by fund type

Restricted Unrestricted Total
funds funds funds
2021 2021 2021
£ £ £
Costs of Running Charity 421,712 9,779 431,491

7. Analysis of expenditure by activities

Activities Grant
undertaken funding of Support Total
directly activities costs funds
2021 2021 2021 2021
£ £ £ £
Costs of Running Charity 138,245 134,592 158,654 431,491

Page 32

TOGETHER ACTIVE

NOTES TO THE FINANCIAL STATEMENTS FOR THE PERIOD ENDED 31 MARCH 2021

7. Analysis of expenditure by activities (continued)

Analysis of direct costs

Staff costs
Programmes
Travel
Telephone
Training
Computer costs		 Activities
2021
£
104,092
31,456
1,508
525
332
332
138,245		 Total
funds
2021
£
104,092
31,456
1,508
525
332
332
138,245

Analysis of support costs

Staff Costs - Support
Sundry
Professional fees
Programmes
Telephone
Travel
Marketing
Training
Computer costs
Rent
Audit
Subscriptions
Insurance
Postage		 Activities
2021
£
106,872
2,885
17,317
1,188
1,155
1,038
8,875
3,496
5,236
1,408
5,400
175
3,327
282
158,654		 Total
funds
2021
£
106,872
2,885
17,317
1,188
1,155
1,038
8,875
3,496
5,236
1,408
5,400
175
3,327
282
158,654

Page 33

TOGETHER ACTIVE

NOTES TO THE FINANCIAL STATEMENTS FOR THE PERIOD ENDED 31 MARCH 2021

8. Auditor's remuneration

The auditor's remuneration amounts to an auditor fee of £5,400 ( 2020 - £ - ).

9. Staff costs

2021
£
Wages and salaries 174,284
Social security costs 13,739
Contribution to defined contribution pension schemes 22,941
210,964
The average number of persons employed by the Charity during the period was as follows:
2021
No.
Average number of employees 10
No employee received remuneration amounting to more than £60,000 in either year.
The key management personnel of the charity consists of the Chief Executive, Chief Operating Officer,
Digital, Campaigns and Health Manager, Young people and Workforce Manager and the Active Places
Manager. The total amount paid to the key management personnel was £139,746..

10. Trustees' remuneration and expenses During the period, no Trustees received any remuneration or other benefits.

During the period ended 31 March 2021, expenses totalling_£_115 were reimbursed or paid directly to During the period ended 31 March 2021, expenses totalling_£_115 were reimbursed or paid directly to
Trustees.
11. Debtors
2021
£
Due within one year
Trade debtors 4,000
Prepayments and accrued income 2,654
6,654

Page 34

TOGETHER ACTIVE

NOTES TO THE FINANCIAL STATEMENTS FOR THE PERIOD ENDED 31 MARCH 2021

12. Creditors: Amounts falling due within one year

Trade creditors
Other creditors
Accruals and deferred income
Grants deferred during the year		 2021
£
11,799
14,228
21,731
47,758
2021
£
8,417

13. Financial instruments

Financial assets
Financial assets measured at fair value through income and expenditure
Financial liabilities
Derivative financial instruments measured at fair value through income and expenditure
held as part of a trading portfolio		 2021
£
793,342
2021
£
39,341

Financial assets measured at amortised cost comprise cash at bank and other debtors. Financial liabilities measured at amortised cost comprise accruals and other creditors.

Page 35

TOGETHER ACTIVE

NOTES TO THE FINANCIAL STATEMENTS FOR THE PERIOD ENDED 31 MARCH 2021

14. Statement of funds

Statement of funds - current period
Unrestricted funds
General Funds - all funds
Restricted funds
TACR - Together Active Core
TASG - Together Active School Games
TATI - Together Active Tackling Inequalities
TAVO - Together Active Volunteering
TAWF - Together Active Workforce
TAYS - Together Active Youth Sport
Total of funds		 Income
£
485,744
203,311
58,398
218,452
8,117
61,944
143,763
693,985
1,179,729		 Expenditure
£
(9,779)
(184,993)
(32,697)
(104,855)
(4,042)
(47,460)
(47,665)
(421,712)
(431,491)		 Balance at
31 March
2021
£
475,965
18,318
25,701
113,597
4,075
14,484
96,098
272,273
748,238

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TOGETHER ACTIVE

NOTES TO THE FINANCIAL STATEMENTS FOR THE PERIOD ENDED 31 MARCH 2021

14. Statement of funds (continued)

TACR – Together Active Core .- This funding is to deliver the Active Partnerships’ Primary Role:

TASG - Together Active School Games - This funding is to deliver School Games events, which are county festivals for school pupils

TATI - Together Active Tackling Inequalities - This funding is to be used to provide funding to local community organisations who deliver physical activity to priority groups, who have been adversely affected by Covid-19. It can also be used to provide other support, such as training, to these groups to aid their recovery post-Covid.

This funding is also to be used to provide opportunities for young people in care, or those at risk of offending, to access sport and physical activity opportunities.

TAVO - Together Active Volunteering - This funding is to deliver additional training to young volunteers and enable them to gain volunteering experience via School Games events.

TAWF - Together Active Workforce - This funding is to deliver a programme of support to primary schools to help them use their Primary PE and School Sport Premium funding (which they receive from the Government) effectively.

This funding is to support the local sport and physical activity workforce.

TAYS - Together Active Youth Sport - This funding is to deliver the satellite clubs programme. Through the satellite clubs programme we provide funding to community organisations to enable them to run satellite clubs for young people who are inactive.

15. Analysis of net assets between funds

Analysis of net assets between funds - current period

Current assets
Creditors due within one year
Total		 Restricted
funds
2021
Unrestricted
funds
2021
£
£
314,948
481,048
(42,675)
(5,083)
272,273
475,965		 Total
funds
2021
£
795,996
(47,758)
748,238

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TOGETHER ACTIVE

NOTES TO THE FINANCIAL STATEMENTS FOR THE PERIOD ENDED 31 MARCH 2021

16. Reconciliation of net movement in funds to net cash flow from operating activities

Net income for the period (as per Statement of Financial Activities)
Adjustments for:
Decrease/(increase) in debtors
Increase in creditors
Net cash provided by operating activities		 2021
£
748,238
(6,654)
47,758
789,342

17. Analysis of cash and cash equivalents

Cash in hand
Total cash and cash equivalents		 2021
£
789,342
789,342

18. Analysis of changes in net debt

Cash at bank and in hand Cash flows
£
789,342
789,342		 At 31 March
2021
£
789,342
789,342

19. Pension commitments

The Charity operates a defined contribution pension scheme. The assets of the scheme are held separately from those of the Charity in an independently administered fund. The pension cost charge represents contributions payable by the group to the fund and amounted to £4,375 were payable to the fund at the balance sheet date and are included in creditors

20. Related party transactions

There were no related party transactions within the accounting period.

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