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2024

Gympanzees Trustees Annual Report

Charity Number - 1189375

Gympanzees Annual Report and Accounts For the year ended 31 December 2024

Page 3...........................................................Message from Our CEO and Chair Page 4..............................................................Gympanzees Purpose and Aims Page 9...................................................................Our Campaign Delivery Plan Page 13........................................................................................The Problem Page 18.........................................................Gympanzees Aims and Objectives Page 36...............................................................................Challenges in 2024 Page 39....................................................................................................Risk Page 42..................................................................................Financial Review Page 47...............................................Structure, Governance and Management Page 53.......................................................................Plans for Future Periods Page 62...................................................................................Auditors Report Page 66....................................Financial Statements and Notes to the Accounts Page 82.............................................Reference and Administrative Information

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Message from our CEO and Chair

It’s with great pride and gratitude that we present the Gympanzees Annual Report and Accounts for the period 1 January to 31 December 2024.

This year marked a huge step forward for us—our first full year delivering Project Home, the ambitious threeyear capital appeal and build that will transform our newly purchased site into the UK’s first dedicated exercise, play, and leisure facility for children and young people with disabilities.

Some of the standout moments from 2024:

We raised £1.7 million in fundraising, with an additional £2.4 million pledged—bringing us to £4.7 million raised out of our £8 million capital campaign goal. We’re enormously thankful for the trust and generosity of our funders, including two transformational pledges from John James Bristol Foundation (£1m) and The National Lottery (£500k).
We made important strides in our build journey—bringing on board a project management company, architects, and engineers. We began shaping the design of the centre with the people who matter most: our families, healthcare professionals, and disability groups, whose feedback during our engagement workshops has directly informed the vision for the space. We also took on contractors for our strip out at the end of the year, ready to begin work early in 2025.
We delivered two highly successful Pop Ups, welcoming over 7,000 visitors with an average Net Promoter Score of 94 —our highest yet, and with visitors travelling up to eight hours round trip for their sessions, showing the vast need for the services. These sessions continue to have profound effects, with life-changing moments like an 18-year-old standing for the very first time and an 8-year-old non-verbal child who spoke for the first time.
Our Lending Library completed 407 equipment loans, including 93 to schools and disability groups. Once again, we achieved a Net Promoter Score of 97, reinforcing just how valued this service is.
Our team grew from 10 to 15 by the end of the year, and we are now fully staffed. 73% of our team members are disabled, neurodivergent, or parents of disabled children—a statistic that makes me incredibly proud. Their lived experience fuels our work and ensures our mission stays rooted in real insight, care, and compassion. It’s an honour to lead such a dedicated, focused, and positive team.

We’ve also been fortunate to work alongside a wide network of dedicated volunteer experts whose knowledge, time, and passion have been absolutely instrumental to our progress. From advisors in property and finance to specialists in HR, commercial property, and law, these individuals have played a critical role behind the scenes. Quite simply, this project wouldn’t be possible without them—and we are deeply grateful for their ongoing support and belief in our mission.

As we look ahead to 2025, we do so with momentum, clarity, and a deep sense of purpose. We are now more determined than ever to create a permanent, life-changing space for our incredible community. Thank you to every supporter, partner, staff member, volunteer, and family who made this year possible. We are building something extraordinary—together.

Gymponzees Puppose and Aims PROJECT HOME

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Gympanzees Purpose and Aims

Our Charity’s purposes are set out in the objects contained in the Charity’s Constitution:

The objects of the CIO are, for the public benefit:

To relieve the needs of, and promote social inclusion of, children and young people who are experiencing ill health or who are therefore socially excluded, their families, carers and friends by the provision of therapeutic, and inclusive play and recreational facilities and spaces.

We have 3 main aims to achieve our purposes:

Our Aims:

1. To improve health outcomes for children and young people with disabilities through exercise and sensory integration

2. To provide a fun atmosphere and space for play with the whole family

3 .To reduce isolation for the whole family

Background

To realise these aims, we are working to create the UK’s first fully inclusive leisure and exercise facility in the Greater Bristol area. This pioneering centre will serve the play, exercise and social needs of over 90,000 children and young people with disabilities who live in SouthWest England and South Wales—primarily within an hour of Gympanzees —while also supporting their families in overcoming isolation and disconnection.

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As this concept had never been delivered before in the UK, we began by piloting our vision through Pop Up centres, launched during the Easter and Summer holidays since 2018. These temporary centres allowed us to test our model, assess community need, and refine our approach—all while providing direct support to families. Due to overwhelming demand and consistent positive feedback, the Pop Ups have continued twice annually offering vital services and building a compelling case for a permanent facility.

Across nine Pop Ups, including those in 2024, we have welcomed more than 28,000 visitors. Families have travelled up to eight hours round trip for 90-minute sessions, with

some choosing to base their holidays in Bristol just to attend daily. Our average Net Promoter Score (NPS) is 94, and the health outcomes have been truly transformational, e.g:

An 18-year-old stood unaided for the first time
A 12-year-old slept through the night after a session
A 3-year-old experienced his first
-ever laugh

One in three families reported forming new friendships and reconnecting with people they met at a Pop Up—evidence of our impact in reducing social isolation.

Having proven the model, we took a significant step forward in 2023, purchasing Brightside Park in South Gloucestershire to develop into the Gympanzees permanent centre. The site, ideally located just off the M48, spans 14 acres, featuring a 43,000 sq ft building, 9 acres of green space, and 500 parking spaces— providing ample scope for growth, partnership, and service expansion.

To fund this transformational project, we launched Project Home, a £10.8 million capital campaign, in late 2023.

Phase 1 targets £8 million to enable us to
open our doors by June 2026 .
Phase 2 will focus on developing
commercial space and achieving Net Zero sustainability goals.

The campaign covers all aspects of the project, including building strip-out and refurbishment, equipment and fit-out, operational and maintenance costs, interest on our Triodos loan, and the delivery of essential services and fundraising capacity.

Our Aims:

1. Improve health outcomes for children and young people with disabilities through exercise and sensory integration

All elements of our Pop Up centres—and the planned permanent facility—are carefully designed to offer opportunities for physical activity and varied sensory experiences. In doing so, we deliver 'stealthy health' : the therapeutic benefits of physiotherapy and occupational therapy, embedded in joyful, engaging activities. Each Pop Up was equipped with three lorry-loads of equipment, ensuring there was something for every child to enjoy.

Exercise:

Our diverse equipment enables children of all abilities to be physically active. From trampolines, climbing walls, and soft play areas for highly active children (such as those with ADHD or autism), to specialist cross-trainers, interactive screens, and sensory installations for children with significant physical impairments— our resources cater to a full spectrum of needs.

Our facilities support strength-building, stretching, balance, coordination, and overall physical development. This not only improves quality of life, reduces pain, and prevents obesity, but also enhances independence and supports children in reaching developmental milestones—without the prohibitive cost of private therapy.

Sensory Integration:

Approximately 80% of disabled children experience sensory processing challenges. At Gympanzees, we curate rich sensory environments that help regulate these needs. From calming areas to stimulating zones, our equipment and layouts are designed to help each child discover what works for them.

By providing a vast choice of different sensory inputs, disabled children (who have a vast spectrum of sensory needs), can find the piece of equipment or the sensory environment which can regulate their sensory experience to allow them to be calm, to concentrate, to communicate, to improve their mood or reduce their anxiety which in turn will allow them to learn, engage, socialise and develop vital skills.

Our Pop Ups allow families, carers, and educators to observe what sensory inputs are effective, offering insights that can be applied at home or school. In this way, families gain the benefits of Sensory Occupational Therapy— again, without the high cost.

Our Lending Library extends the impact of our Pop Ups by offering equipment for use at home. Families can borrow exercise, therapy and sensory items—ranging from soft play and gym gear to bubble tubes and weighted blankets—for a month, allowing them to trial high-cost equipment before making financial commitments. We also loan these items to schools, disability groups, and hospitals, thereby amplifying our reach and community impact.

In response to COVID-19, we developed therapy-based video webinars and over 100 pages of online resources, all freely accessible. These tools offer families guidance on therapeutic play and exercise at home, with tailored content for various disabilities, from 'Balancing Exercises for Children with Down Syndrome' to 'Messy Play Ideas for Children with Sensory Processing Disorders'.

Our Aims:

2. Improve health outcomes for children and young people with disabilities through exercise and sensory integration

Play is critical in giving children the best start in life and improving outcomes for children and their families….It is critical in the bonding of families and acts as a bridge that helps children learn about the world around them – and their place within it….For children with special needs, access to play is arguably even more important to enable their physical, cognitive and emotional development‘ (Case for Play, SENSE, 2016). Life is often stressful for children who undergo a large number of medical interventions and therapies. Play allows disabled children to be happy, thrive and live in the here and now and allows their parents and siblings to feel joy and closeness to the child in between the often rigid and packed daily routines.

For families managing medical interventions, therapies, and stressful routines, our Pop Ups and forthcoming permanent centre offer a space where joy takes centre stage. The therapeutic nature of our equipment is matched by its fun and motivational design, ensuring that children and families have an extraordinary time together.

We pay special attention to ensure the centres are fully accessible, with hoists in every room, specialised toileting facilities, sessions designed around both sensory and physical needs, equipment for every needand want and staff who understand disability. By taking away the stress of inaccessibility, families are able to relax and enjoy themselves knowing they are in a safe, non-judgmental and supportive environment where everyone ‘gets it’.

3. To connect isolated families

Our Aims:

Our permanent centre will extend these opportunities year-round, providing consistent access to therapeutic environments and community support.

Our centres are intentionally designed to encourage organic interaction among families. Sessions are grouped to align families with similar experiences and needs, promoting conversation and shared understanding.

The Lending Library will continue to provide equipment for home or school use, amplifying our mission beyond the walls of the facility.

We review our aims, objectives, and activities yearly at the Trustee away day. We look at what we have achieved and the outcomes of our work over the last year. We also look at the outcomes of each activity and their benefits to our beneficiaries and the wider public.

Interactive spaces like the soft play area, active sensory room, and teen hangout room promote both social development for children and relaxed networking among parents. After their sessions, families are invited to spend time in our café, where moveable seating allows conversations to continue in a welcoming, flexible space.

When reviewing the charity's aims and objectives and planning its activities for the following year, we refer to the guidance contained in the Charity Commission's general guidance on public benefit.

For children, meeting peers in similar circumstances enables genuine friendships to form and builds confidence. For parents and carers, connecting with others in similar situations fosters much-needed support networks—critical to mental health and overall well-being.

Our Campaign Delivery Plon PROJECT

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Mission - To create fully inclusive spaces that improve health outcomes for disabled children and young people by offering regular exercise and therapeutic play while addressing the isolation faced by these children and their families.

Vision - Every disabled child and young person thriving through exercise, play, and connection.

Goals - By 2026, we’ll open the UK’s-first fully inclusive exercise and play facility—pioneering a new model of access and inclusion. Over time, we’ll build a nationwide network of centres, creating life-changing opportunities for disabled children, young people, and their families.

Aim 1 - Exercise and Sensory Integration Aim 2 - Reduce Isolation Aim 3 - Increase Play and Family Cohesion 2024 Service Delivery – Short term delivery on our aims Capital campaign and build permanent site to fulfil our aims on a permanent and long term basis	Aim 1 - Exercise and Sensory Integration Aim 2 - Reduce Isolation Aim 3 - Increase Play and Family Cohesion 2024 Service Delivery – Short term delivery on our aims Capital campaign and build permanent site to fulfil our aims on a permanent and long term basis	Aim 1 - Exercise and Sensory Integration Aim 2 - Reduce Isolation Aim 3 - Increase Play and Family Cohesion 2024 Service Delivery – Short term delivery on our aims Capital campaign and build permanent site to fulfil our aims on a permanent and long term basis	Aim 1 - Exercise and Sensory Integration Aim 2 - Reduce Isolation Aim 3 - Increase Play and Family Cohesion 2024 Service Delivery – Short term delivery on our aims Capital campaign and build permanent site to fulfil our aims on a permanent and long term basis	Aim 1 - Exercise and Sensory Integration Aim 2 - Reduce Isolation Aim 3 - Increase Play and Family Cohesion 2024 Service Delivery – Short term delivery on our aims Capital campaign and build permanent site to fulfil our aims on a permanent and long term basis	Aim 1 - Exercise and Sensory Integration Aim 2 - Reduce Isolation Aim 3 - Increase Play and Family Cohesion 2024 Service Delivery – Short term delivery on our aims Capital campaign and build permanent site to fulfil our aims on a permanent and long term basis	Aim 1 - Exercise and Sensory Integration Aim 2 - Reduce Isolation Aim 3 - Increase Play and Family Cohesion 2024 Service Delivery – Short term delivery on our aims Capital campaign and build permanent site to fulfil our aims on a permanent and long term basis
PopUp	LendingLibrary Fundraise	Build		Marketing		Staff
Deliver Easter and Summer Pop Ups with the same high -quality impact as previous years.	Raise a total of£2.25 million in2024. Fulfil100%of loan requests within 72 hours.	Appoint a Project Manager, Quantity Surveyor, Architects, and Engineers to drive the design phase.		Enhance brand visibility among families of disabled children, healthcare professionals and supporters.		Build a team capable of delivering both capital fundraising and build activities.

Continue to collect feedback to refine and inform our business plan.	Analyse geographic reach and target growth in South Gloucestershire and South Wales. Secure income in line with budget expectations to sustain service delivery, overheads, and site development.	Conduct workshops with user groups to gather feedback and ensure the building design reflects community needs.		Increase website traffic by20% through SEO and content marketing.		Key recruitment included a Director of Fundraising and Finance Director to lead and scale operations.

Achieve an average booking rate of 83%across both Pop Ups.	Register180new Lending Library members. Fill key fundraising vacancies to strengthen internal capacity.		Tender for the building strip-out inQ3 2024.		Grow social media engagement by30% across Instagram, Facebook, and LinkedIn.

PopUp	LendingLibrary Fundraise	Build	Marketing
Maintain a Net Promoter Score (NPS) of95 or above.	Recruit two new volunteers—one in South Glos and one in South Wales— to meet increased demand. Expand our supporter base, particularly among Trusts and Foundations, Major Donors, and Corporate Partners.	Commence strip-out of the ground floor inQ4 2024, preparing the space for redevelopment.	Launch a multi- channel fundraising campaign targeting Grants and Trusts, Major Donors, and corporate supporters.

PopUp	LendingLibrary	Marketing
Collaborate with Cardiff University and UWE to advance Pop Up research and evaluation.	Enrol20new schools or disability groups.	Form strategic media partnerships to amplify awareness of our mission and impact.

2025 / 2026
Lending Library Fundraise Build Marketing Service Delivery Capital Campaign and Build 2025-June 2026 Permanent Centre OpeningJune 2026 Achieve1700Loans - Expanding equipment and volunteer resource Raise £3.114m in 2025of which £1.393m already pledged Carry out Enabling and demolition works –Jan 2025 – April 2025 Produce1 tailored assetper segment (major donors, corporates, trusts) byJuly 2025; track usage quarterly. 200,000visitors per year fromYr 2

Create 5 drop off Hubs to expand the reach

Collaborating with 160 different schools and disability groups

Participating in 17 partner-led external events

Create a Family Liaison role within the team to respond to family needs and signpost

Raise Increase LinkedIn £2.474m in Complete RIBA shares & 2026 (Jan- stages 2, 3 and impressions by June) of which 4 design – 20% by Dec £1.020m Dec 2024 – 2025; monitor already July 2025 monthly, pledged adjust quarterly.

Balance the raising of Run 4 themed PR income to Fittings and campaigns in support equipment 2025, securing 3– cashflow as procurement 5 media pieces well as Jan 2025 – each; redevelopment March 2026 track reach, of the site sentiment, referrals. (Capital)

Deliver 3 social media Pipeline Procurement of fundraising development for demolition team campaigns in post opening – July to 2025 with clear across all October 2025 income streams goals, creative, and KPIs; report after each.

Reach 500 new Construction – contacts in target October 2025 – sectors/regions by Q2 2026; increase May 2026 marketing budget regionally.

Aim 1 – Increased activity > 80% Improved sensory regulation > 70% Children are happier – > 90%

Aim 2 - NPS > 90 Children and families report having a good time - > 95%

Aim 3 – Parents meeting new parents - > 80% Children making new friends - > 70%

Fundraising need Year 1 = 25% of income, Year 5 – 10% of income.

The Problem PROJECT HOME

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The Problem

In 2022, the UK’s four Chief Medical Officers released updated guidance recommending that disabled children and young people (CYPD) engage in at least 20 minutes of exercise per day, along with strength and balance activities three times per week.

Despite the well-documented health benefits of physical activity, many CYPD lack access to inclusive playgrounds and leisure facilities. As GOV.uk (2022) notes, “From a public health perspective, we can say X amount of physical activity is good for you or not, but until we have inclusive environments—until we have equality in those contexts—children will always struggle, and parents will always struggle to enable that.”

According to Sport England (2025), the return on investment in sport and physical activity during 2022/23 was £4.20 for every £1 spent. This included economic and social benefits—such as improved health and well-being—demonstrating the importance of inclusive activity spaces for everyone, including those who exercise the least: disabled people.

Access and Opportunity Barriers

Scope (2014) found that 77% of parents were unable to access youth clubs, playgroups, or similar local activities for their disabled child—or had not even attempted to do so. Additionally, Sense (2016) reported that 92% of parents of children with complex needs felt their child lacked equal play opportunities compared to non-disabled peers.

Sense Active Report, 2022, identified a number of barriers, including:

Poor physical access, this can include spaces with poor lighting,
acoustics as well as the obvious difficulty of getting around the buildings. Lack of knowledge or understanding from staff about how to communicate
or interact with children and young adults with disabilities. A lack of information in accessible formats
about leisure facilities or opportunities. Social or sports groups are typically
hosted in large groups which can make it challenging to follow instruction or communicate confidently. Limited accessible public transportation
can be available to the individual.

The Activity Alliance (2020) further high -lighted psychological and social barriers, such as fear of injury, appearance concerns, or simply not knowing how to participate. Two in five (40%) disabled children identify their impairment as their biggest barrier to activity—a figure that rises with age, from 36% in Key Stage 1 to 49% in Key Stage 4.

Access and Opportunity Barriers Gympanzees’ research (2016) found;

84% said there was a lack of leisure facilities. 69% felt the lack of leisure facilities was
between 7-10 out of 10 on the pain/ problem scale

The following reasons that current facilities were not appropriate:

Not suitable for child’s needs /access
problems – 75.5%
Too busy – 33.3% Attitude of others – 33.3% Toileting problems – 29% Acoustics/ too loud – 29% Dirty – 13%
Too expensive – 11% Wrong times – 11%

The Importance of Physical Activity

Exercise significantly boosts health and longevity, helping reduce risks of chronic illnesses such as diabetes and stroke. For disabled individuals, these benefits are compounded. Exercise improves mobility, coordination, appetite, sleep, and mental well-being, while lowering the risk of obesity and chronic pain.

Physical Benefits for Disabled Children

Physical activity enhances gross and fine motor skills, supporting independence and quality of life. Early activity fosters long-term strength, enabling developmental milestones such as walking, writing, or self-feeding.

Without consistent exercise, children may regress—losing previously gained mobility or dexterity. However, families often struggle to access physiotherapy, relying on infrequent NHS sessions every 3–6 months. Without regular progression, children may miss key developmental opportunities, leading to permanent disability or dependence on carers.

Other issues prevalent in the CYPD community.

Chronic Pain and Disability

Pain is a common issue for adults with Cerebral Palsy, with some studies reporting a prevalence as high as 80%. Peterson et al (2013) noted that the average age of onset for chronic pain is 21 years.

Engaging in physical activity from a young age not only strengthens muscles, but can also mitigate the severity of pain in later life. Inactivity weakens muscles and increases stress on joints, often leading to pain-related functional decline and, ultimately, dependence on wheelchairs or full-time care.

Obesity and Long-Term Health

Research shows that disabled children are at greater risk of obesity. Begarie et al. (2013) and Emerson et al. (2016) found that children with Down Syndrome were nearly five times more likely to be classified as obese compared to their peers.

Obesity increases disability severity later in life, as shown by Ferraro et al. (2002), who linked higher BMI with elevated disability rates. Rimmer and Yamaki (2006) emphasised the importance of accessible leisure facilities, stating these environments are more effective than home-based exercise for promoting long-term activity.

Autism and Physical Activity

Over 80% of children with autism struggle with motor coordination, such as using scissors or playing ball games (Stanish et al, 2015). Teenagers on the spectrum often avoid group sports due to social anxiety.

Targeted exercise programmes for children with autism can improve behaviours, cognition, emotional regulation, and attention—demonstrating the power of inclusive, therapeutic play.

Sensory Integration and Regulation

Sensory integration is the brain’s ability to process sensory information to manage everyday life. Many children with autism, ADHD, and other disabilities experience sensory processing disorders, which can cause over- or under-responsiveness to environmental stimuli.

Examples include hypersensitivity to noise, leading to panic or flight, or under-sensitivity to touch, prompting self-harming behaviours. Sensory Integration Therapy helps children learn self-regulation by providing appropriate and varied sensory inputs in a safe environment.

Such therapy typically requires expensive specialist equipment and trained Occupational Therapists—resources that are often inaccessible. By offering inclusive and sensory-rich environments, Gympanzees helps fill this gap affordably and accessibly.

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Play as a Lifelong Learning Tool

According to Sense (2016), 92% of parents of children with complex needs feel their child lacks equal access to play. Additionally, 81% struggle to access mainstream play groups, and 95% need help learning how to play effectively with their child.

Play remains a fundamental way for people with disabilities to develop life skills—even into adulthood. However, many play spaces impose age limits, excluding young adults who would still benefit greatly from such environments.

Tackling Social Isolation

Isolation affects not only disabled children but also their families. Activity Alliance (2020) found that disabled children are twice as likely to feel lonely (72% vs. 36%), often feeling excluded or without someone to talk to.

Gympanzees' 2016 research revealed that 51% of parents wished their child knew others with disabilities. Of those, 72% rated the lack of connection between 7 and 10 on a pain/problem scale, with 33% rating it a 10.

Public Health England (2015) notes that socially isolated children may suffer long-term impacts, including poor self-efficacy, lower academic achievement, and higher risks of obesity, smoking, and mental health issues.

Isolation also affects parents and carers. According to the Papworth Trust (2018), 65% of parents of CYPD feel lonely most or all of the time, and 72% suffer from mental health issues related to this isolation. Gympanzees’ 2022 Pop Up data echoed this: 91% of parents/carers felt socially isolated—half of them often or all the time—and 78% reported mental health challenges.

The Impact on Siblings

Siblings of disabled children often face unique emotional and social challenges that can lead to feelings of isolation and disconnection. Research from SIBS (2015) highlights several key issues:

Many siblings don’t know others in similar situations, leaving them with few people to confide in or share their experiences with.
Playing together can be difficult, as the needs of their disabled sibling are often very different, limiting shared activities.
Siblings often receive less one-on-one attention, as a greater proportion of family focus is understandably directed toward their disabled sibling’s care and support.

By recognising and addressing these challenges, we aim to create inclusive environments where all children in a family feel seen, supported, and valued.

Gympanzees Aims and Objectives .v/,'I PROJECT HOME

Gympanzees Aims and Objectives

2024 Performance Vs Aims

Fundraising

At the beginning of 2024, Gympanzees set clear, measurable objectives across service delivery (Pop Ups and Lending Library), fundraising, building development, marketing, and staffing to support the growth of our organisation and deliver on the goals of our capital campaign, Project Home.

Achieved (A) Partially Achieved (PA) Not 2024 Aims Achieved (N) Raise a total of £2.25 million in 2024. A Secure income in line with budget expectations to sustain service delivery, PA overheads, and site development. Fill key fundraising vacancies to strengthen A internal capacity. Expand our supporter base, particularly among Trusts and Foundations, Major Donors, A and Corporate Partners.

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In 2024, Gympanzees raised nearly £1.7 million, with £1.6 million generated through fundraising activity—representing 98% of our total income for the year. In addition, we secured a further £2.4 million in transformational pledges, which will be released across 2025 and 2026.

Amid continued economic uncertainty—including the UK’s cost-of-living crisis and wider geopolitical shifts—marginalised communities, especially disabled individuals and families, have faced a disproportionate impact. These challenges also shaped the fundraising landscape, making strategic planning and adaptability more critical than ever.

To meet the demands of a time-sensitive capital campaign while continuing to deliver our vital services, we focused our fundraising efforts on Trusts and Foundations, philanthropic families, and the local corporate community. At the same time, we maintained engagement with our broader supporter base through grassroots events and community outreach, helping lay the groundwork for long-term sustainability beyond the centre’s opening.

To keep pace with the capital campaign during a period of internal transition, we partnered with a specialist fundraising agency in early 2024 to support Trusts and Foundations pipeline development and bid preparation. However, following a strategic review, we made the decision to strengthen our in-house fundraising team— investing in deeper funder relationships and driving stronger long-term returns. This transition was completed by the end of 2024, coinciding with the successful recruitment of a fully staffed internal team.

We also worked closely with our Fundraising Appeal Committee and a network of dedicated supporter advocates, enabling us to broaden our reach across priority donor audiences.

We are deeply grateful to all those who have supported Gympanzees this year. Your generosity has allowed us to deliver Pop Ups, expand the Lending Library, and make meaningful progress on the capital campaign. We are humbled by your belief in our mission and shared commitment to transforming the lives of disabled children, young people, and their families.

We would also like to thank all our supporters who raised funds for Gympanzees through participation in fundraising events such as the Dragon Boat Race, and all those who have donated to our public campaign.

Throughout the year, we were proud to welcome supporters to visit our Pop Ups and tour the permanent site ahead of construction. Our quarterly reports provided updates on campaign milestones, service delivery, and impact—while also celebrating the contributions of our growing community of supporters.

In addition to our in-year income, £2.4 million was pledged for future release in 2025 and 2026, driven by multi-year commitments. We were honoured to receive two transformational pledges:

£1 million from the John James Bristol Foundation
£500,000 from The National Lottery Reaching Communities Fund

These represent not only a significant financial investment but also a powerful endorsement from two highly respected funders. Portions of these pledges were received in 2024, with the remainder scheduled over the next two years.

Through this experience, we’ve observed varying funder preferences: some favour early-stage investment to help build momentum, while others commit once key capital milestones (e.g., RIBA stages or funding targets) are achieved. This insight will be invaluable in shaping future fundraising strategies.

Income breakdown:

Income type	2023 £’000	2024 £’000
Trust & Foundations	396	818
Philanthropists	48	302
Corporate	37	141
Events	62	41
Community	31	85
Gift Aid	19	85
Gift in Kind	-	145
Commercial	6	54

The growth across income streams reflects both our strategic focus on high-potential areas and the ambition of the capital campaign. Above all, it speaks to the trust and confidence our supporters have placed in us to deliver lasting change. We look forward to continuing these valued partnerships into 2025 and beyond as we work together to create transformational opportunities for the disabled community.

Our Permanent Home

The Build and Design

Phase 1 Build Overview

The redevelopment will include nine purpose-designed activity rooms and an outdoor playground , offering a wide range of physical, sensory, and social experiences. In addition, the plans incorporate essential family-friendly facilities, including:

A welcoming café and kitchen
An on-site shop
The permanent home of the Gympanzees Lending Library
Fully accessible toilets and Changing Places facilities
Breakout rooms for quiet time or one-to-one support
A dedicated prayer and multi-faith room

Achieved (A) 2024 Aims Partially Achieved (PA) Not Achieved (N) Appoint a Project Manager, Quantity Surveyor, Architects, A and Engineers to drive the design phase. Conduct workshops with user groups to gather feedback A and ensure the building design reflects community needs. Tender for the building strip-out in Q3 2024. A Commence strip-out of the ground floor in Q1 2025, PA preparing the space for redevelopment.

In March 2024, we appointed a Project Management and Quantity Surveying (PM/QS) team. However, following a detailed review, we made the decision to transition to a new provider.

From November 2024, we engaged Fulkers Bailey Russell (FBR) as our new PM/QS team, who will remain with us until the project is completed. Their work to date has been exceptional, providing confidence in our build programme and cost management.

Our design team is led by Stride Treglown Architects, who serve as Lead Designer for the project. The wider technical team includes Giraffe – Structural and Civil Engineering and Box Twenty – Mechanical and Electrical (M&E) Engineering.

Our Stage One design was developed using learnings from our extensive research at the 9 Pop Ups. In 2024, we ran a further series of eight co-design workshops, engaging 32 individuals, including parents, carers, disabled children and young people, healthcare and therapy professionals, and representatives from community groups across Bristol. At these sessions, we presented our Stage One designs, gathering invaluable feedback that was captured, reviewed, and returned to the design team to directly inform the next phase of design.

To reduce design complexity, cost risk, and development uncertainty, we tendered for a full building strip-out in Q3 2024. This will involve removing non-structural elements—such as floors, walls, and ceilings—returning the building to its structural core.

FBR led the competitive tender process, which concluded with Oakland Construction Ltd being awarded the contract. The ground floor strip-out was scheduled to commence in early February 2025, following the formal award of the contract in Q4 2024. Throughout this phase, we will collaborate closely with Oakland Ltd to ensure all marketing and visibility requirements are delivered in line with our communications strategy.

Gympanzees Service Delivery - Pop Up Performance Vs Aims

2024 Aims	Achieved (A) Partially Achieved (PA) Not Achieved (N)
Deliver Easter and Summer Pop Ups with the same high -quality impact as previous years.	A
Continue to collect feedback to refine and inform our business plan.	A
Achieve an average booking rate of 83% across both Pop Ups.	A
Maintain a Net Promoter Score (NPS) of 95 or above.	A
Collaborate with Cardiff University and UWE to advance Pop Up research and evaluation.	PA

Number of visitors and demographics	2023 (34.3 days)	2024 (35.5 days)
Bookings	3553	3648
Bookings per day	107	105
Total visitors incl. parents/ Carers	7,816	8,025
% new to Gympanzees	44%	27%
Longest time travelled (round trip)	6.5hrs	8.25hrs

	2023 (34.3 days)	2024 (35.5 days)
Concession tickets %	25%	21%
Fee Waiver %	3%	7.50%
% Wheelchair users	25%	26%
% Non-White British	15%	15%
Number of different disabilities	>100	>100

In 2024, we saw a 3% increase in visitor numbers at our Pop Ups, with 56% of Easter sessions and 31% of Summer sessions fully booked. Overall, bookings reached 83% capacity, reflecting consistent growth in demand—a trend we anticipate will continue with the launch of our permanent centre. In its first year of operation, we project an average of 129 children attending per day, with daily attendance rising from 49 in June 2026 to 104 in July, aligning with the strong engagement levels seen in our 2024 Pop Ups.

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Some families travelled
considerable distances to attend.
While the average journey time
was 32 minutes, 7% of visitors
travelled over an hour, with
a few making round trips of
up to 8 hours for just a
90-minute session—
highlighting the extra
-ordinary value placed
on the experience.
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Inclusivity is at the heart of everything we do at Gympanzees. In 2024, 15% of our visitors identified as non-White British—a figure we continue working to grow as we aim to reflect the UK average of 18%. We proudly welcomed individuals with over 100 different disabilities, from those with complex physical and learning needs to those with ADHD, or Sensory Processing Disorders, those with other mental health conditions, or those who are autistic.

Our services remained particularly impactful for physically disabled children, with 26% of visitors using wheelchairs—well above the UK average of 8% —demonstrating the accessibility and broad appeal of our offer. To ensure we continue meeting a wide range of needs, we regularly gather and act on feedback from families, carers, and professionals.

To support equitable access, we provided concession tickets to 21% of visitors and fee waivers to 7% —ensuring children from low-income households could attend. This included four disability groups who each brought up to 38 children per session. We also supported five families without access to transport, enabling them to attend through volunteer drivers and funded taxis.

Our commitment to accessibility and inclusion remains unwavering, and we will continue working to remove barriers so that every family can benefit from the opportunities Gympanzees provides.

Acheivements Vs Aims

1. To improve health outcomes for children and young people with disabilities through exercise and sensory integration.

Impact Reported at the Pop Up Sessions	2024
At Gympanzees, was your child more active than they usually are?	83%
Parents saw the physical benefits of the equipment used by their children	98%
Parents saw the emotional benefits of the equipment used by their children	99%
CYPD feel more confident interacting with other adults and exploring away from familiar people	74%
CYPD are more willing to try new activities and use new equipment	87%
CYPD explores wider variety of activities	77%
CYPD feels more comfortable and confident in the environment around them	89%

Impact at Home after Gympanzees Session	2024
They are calmer	93%
They sleep better	65%
They can self-regulate and feel less overwhelmed	72%
They have better mood	92%

‘Judgement free and sensory heaven.’

‘A great place to visit, lots of equipment for play and therapy. Children benefit in lots of ways; everything is in a safe environment with supportive staff.’

Achievements Vs Aims

2. To provide a fun atmosphere and space for play with the whole family.

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2024
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	2024

Net Promotor Score	97
Children enjoyed their visit.	100%
Siblings said they were able to play with their disabled sibling.	97%
The family feels more connected	73%

‘As my son has gotten older the world has become smaller, in regard to the places I can go with him, but no matter how old he gets he’s always going to want to bounce on a trampoline, and this is why Gympanzees is so important.’

The Net Promotor Score is a standardised measure of user satisfaction.

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97
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‘My child could exercise and regulate themself in a safe, inclusive environment on a regular basis. My child doesn't manage regular exercise at the moment.’

Achievements Vs Aims

3. To reduce isolation for the whole family

	2024
Parents able to talk to other parents	89%
Parents able to meet new families	82%
CYPD has become more social and engage more with others	70%

‘A space for children to feel safe and use equipment they love but can't use anywhere else.’

Feedback and Learning

At Gympanzees, feedback is central to how we grow and improve. We actively seek input from families, carers, and professionals to understand what’s working well and where we can do better. The feedback received during our 2024 Pop Ups was overwhelmingly positive, and valuable suggestions were also offered, which have directly informed our evolving business plan for the permanent centre.

J’s Story: A Life-Changing Milestone

One of the most powerful moments of the year came when J, an 18-year-old, stood independently for five full minutes and took her first ever steps —a moment her family had been told would never happen.

It took place at a Gympanzees Pop Up:

“My son, D (12), was playing pool on the interactive TV. J went over and rested her head on it. Then, out of nowhere, she undid her own wheelchair strap, pulled herself up, and stood. I was stunned. She was steady—really steady. She’s never done anything like that before.”

Stories like this underscore the unique environment Gympanzees provides—one where children and young people can achieve things once thought impossible.

‘She’s never done anything like that before.’

Research and Evidence Building

We continue to strengthen our evidence base through research partnerships. Our Pop Up research programme was co-designed with experts from Cardiff University, and in summer 2024, we hosted a researcher who interviewed parents about their experiences of outdoor play. These conversations are already helping shape the future of our research strategy when the permanent centre opens.

While we had hoped to launch pilot research projects with Cardiff University in 2024, limited staff capacity meant we had to prioritise delivery of the Pop Ups, our capital fundraising campaign, and preparations for the build. Research with Cardiff University is now planned for when we open our doors.

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Lending Library Performance Vs Aims

2024 Aims	Achieved (A) Partially Achieved (PA) Not Achieved (N)
Fulfill 100% of loan requests within 72 hours.	A
Analyse geographic reach and target growth in South Gloucestershire and South Wales.	A
Register 180 new Lending Library members.	PA
Recruit two new volunteers—one in South Glos and one in South Wales—to meet increased demand.	N
Enrol 20 new schools or disability groups.	A

The Gympanzees Lending Library provides families, schools, and disability groups with access to larger-scale exercise, therapy, and sensory equipment. The service was free for families in 2024, while schools and groups are offered affordable rates— £20 for five items or £5 per item per month.

In 2024, our team’s focus shifted towards delivering Pop Ups, advancing the capital campaign, and planning for the permanent centre build. This strategic prioritisation was necessary to make the best use of limited resources during a period of organisational growth.

Achievements Vs Aims

Lending Library Performance Vs Aims

Despite the reduced emphasis, the Lending Library still saw strong engagement:

79 new members joined the service 24 new schools or groups signed up 407 total equipment loans
were completed 93 of those were to schools or
disability organisations

While loan numbers were down from 660 in 2023, this was expected given the reduced marketing activity and internal focus. The Lending Library continues to be a vital service, especially for families trialling specialist equipment at home before investing.

To support service development, every borrower was invited to complete an anonymous feedback form. In 2024, we received 17 responses—a modest return but one that still offered valuable insight into user experience. We are currently exploring ways to boost feedback participation in 2025 to better inform future improvements.

Lending Library: 100% said they will use the service again. Net Promotor Score of 97

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Reason for using the Lending Library 2024
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Reason for using the Lending Library	2024

To try some new equipment before thinking of purchasing	76%
To provide sensory opportunities	71%
Provide play opportunities	47%
Provide exercise opportunities	41%
To engage siblings	24%
Respite for myself	12%

Benefits from using the equipment
*Aim: 1. To improve health outcomes through exercise and sensory integration*
Calming	53%
Improved movement skills	35%
More activity	53%
More exercise	35%
Sibling playtime	53%
Improved communication	18%
Improved emotional regulation	6%
Improved fine motor skills	6%
Strength	6%
Improved general health	12%
Improved sleep	6%
*Aim: 2. To provide a fun atmosphere and space for play with the whole family*
Family relations	29%
Having fun	76%
Less boredom	6%
Helped prevent unnecessary spending	6%

‘As a single parent I can't afford to buy different sensory items so this library is a vital resource for me that ensures my son is able to enjoy a variety of equipment that helps regulate and excite him.’

Volunteers

Volunteers continue to play a vital role in supporting our services. In 2024, we benefited from the dedication of our two regular Bristol-based volunteers, as well as the generosity of Enterprise Cars, who provided a monthly van and driver to assist with equipment transport.

We were also supported by a number of corporate volunteer groups, who contributed their time to help with equipment cleaning and deliveries—critical tasks that keep our Lending Library running smoothly and safely.

As part of our ongoing development, we reviewed the geographic reach of our Lending Library service and found that the majority of users were based in Bristol or BS postcodes. Looking ahead to the opening of our permanent centre, we anticipate a broader regional audience and have outlined plans for expansion into new areas in 2025 (see Future Plans section).

‘The Lending Library has provided an opportunity to try equipment prior to purchasing it, saving us a lot of money. It is so difficult to know what

equipment will make a significant difference to your childs’ well -being and the Lending Library is a great opportunity for trial and error.’

Marketing and Communications

Achieved (A) Partially Achieved (PA) Not Achieved (N) Grow brand recognition among families with disabled children, A healthcare professionals, and potential supporters. Increase website traffic by 20% through SEO improvements and A targeted content marketing. Grow social media engagement by 30% across Instagram, A Facebook, and LinkedIn. Develop a multi-channel fundraising campaign to support outreach to PA Grants and Trusts, Major Donors and Corporates Form strategic media partnerships to amplify awareness of our mission PA and impact

In 2024, our marketing team focused on building momentum for the Project Home capital appeal by increasing visibility, driving donations, and strengthening brand recognition. A key element of our strategy was the creation of compelling, action-oriented messaging that resonated with both public and corporate audiences.

Our campaign efforts resulted in over 50 pieces of media coverage, including national features on Sky News ( 6am bulletin), The Mirror, The Express, and ITV News West Country. We also began developing key media partnerships, establishing strong and ongoing relationships with regional outlets such as ITV West Country and BBC Points West. Looking ahead, we aim to expand this success to a national media platform, with the goal of securing a prime-time broadcast feature to further elevate Gympanzees’ profile across the UK.

Our marketing work directly supported income generation by targeting high-value donor audiences, particularly through platforms like LinkedIn to reach corporate partners. Central to our messaging was authentic storytelling—using emotive testimonials and behind-the-scenes content to communicate both the urgency of the appeal and the transformational impact of our work on families.

To deepen engagement, we continued developing a multi-channel fundraising campaign aimed at Trusts and Foundations, Major Donors, and Corporate supporters. As part of this work, we identified a need to further strengthen our asset bank for corporate audiences—a key focus area for 2025.

We achieved a 38% increase in website traffic and a 50% rise in social media engagement, reaching 1.1 million views. Coupled with our PR efforts, these results contributed to a 3% growth in overall visitor numbers and a 15% increase in our social media following. This growth reflects our strengthened brand recognition among families with disabled children, healthcare professionals, and prospective supporters.

The Team

Achieved (A) Partially Achieved (PA) Not Achieved (N) Build a team capable of delivering both capital fundraising and A build activities. Key recruitment included a Director of Fundraising and Finance Director A to lead and scale operations.

Our core staff team grew in response to the charity's growth, including key roles such as our Finance Director and Director of Fundraising, as well as internal promotion into the Head of Marketing role. We also filled our other vacant roles and became a full team in November 2024. 73% of our team are disabled,
neurodivergent or have children

with disabilities.

The increase in staffing included:

2 FTE for fundraising
1 FTE in operations
1 FTE In finance

Total increase of 4 FTE

20 temporary staff at Pop Ups.
5 additional FTE staff for the 6 weeks

of Pop Up.

400 volunteers

Volunteer roles	Hours in 2024
Pop Up Volunteers (manning café and reception)	1168
Set up and take down Volunteers for Pop Ups	504
Lending Library Volunteers with support for delivering, collecting and cleaning the equipment	244
Volunteer days at Gympanzees HQ	1015
Admin Volunteers	199
Total Volunteer Hours in 2024	3130

Our volunteers are a crucial part of the organisation, and we are enormously grateful for their generosity and enthusiasm in their roles.

Challenges in 2024 PROJECT HOME

Makelt4aopen

Challenges in 2024

Budgeting and Fundraising Environment

Securing funding for a project of. this scale—encompassing capital redevelopment, equipment, ongoing service delivery, and organisational overheads—brings inherent challenges, particularly in aligning income streams with different expenditure timelines.

In early 2024, fundraising for our established services (Pop Ups and the Lending Library) benefited from the continued support of loyal donors. However, gaining traction with capital fundraising took more time. Some funders were eager to contribute early and help build momentum, while others preferred to wait for key milestones to be achieved. This variation created temporary fluctuations in cash flow.

That said, as we progressed through 2024 and secured major gifts—including £1 million from John James Bristol Foundation for the capital campaign and £500,000 from The National Lottery Reaching Communities Fund to support operational delivery—confidence in the project grew. These endorsements were pivotal in accelerating momentum.

Passing the midway point of our capital target also proved to be a major communications milestone. It gave us a powerful message to share with both current and prospective supporters, and this milestone featured prominently in feedback from our network.

However, the post-budget climate brought some slowdown in engagement, as individuals and businesses assessed how fiscal changes might affect their own circumstances. In response, we are proactively engaging with leaders in the high-net-worth and professional services sectors, gathering insights to inform and refine our donor engagement strategies.

Staff Resourcing

One of the most significant challenges we faced in 2024 was staff capacity. While our team expanded during the year, we did not reach full staffing levels until November 2024. This delay had a knock-on effect on some areas of fundraising, as capacity constraints limited our ability to fully execute our plans earlier in the year.

To mitigate this, we engaged specialist consultants to maintain progress on priority tasks and focused our limited internal resources on areas with the highest potential return. While this caused a slight delay in our forecasted income for 2025, it has not impacted our delivery timeline, and we remain on track to open the centre by June 2026.

Challenges in 2024

Strip-Out Timing

The building strip-out was initially scheduled for Q4 2024. However, a change in our Project Management team introduced delays in the tendering process, meaning contractors were not appointed until December 2024.

Despite the delay, this has not impacted our build programme. We had intentionally allowed more time between the strip-out and rebuild than strictly necessary to mitigate such risks. As a result, the project timeline remains unaffected and we are still targeting a June 2026 opening.

Risk Iw PROJECT HOME

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Risk

Effective risk management is central to everything we do—from ensuring the safety and wellbeing of children and young people attending our Pop Ups, to setting the strategic direction for our five-year Business Plan ahead of the permanent centre’s opening in June 2026.

The Board of Trustees holds ultimate responsibility for overseeing risk. At every Board meeting, trustees receive updates on our key risk areas, including both operational and property-related matters. We maintain separate Operational and Property Risk Registers, each of which outlines the likelihood and potential impact of identified risks.

The Senior Leadership Team (SLT) is accountable to the Board for managing these risks. Any risk deemed to carry a moderate to significant impact is escalated for further scrutiny, with the Board of Trustees reviewing the effectiveness of the response to ensure appropriate mitigation is in place. In the second half of 2024, we began the process of strengthening our internal control framework, and this work will continue into 2025 as part of our broader operational planning. In the coming year, we will review and refine our risk management processes to ensure that risks are effectively identified, assessed, managed, monitored, and reported.

We also plan to implement a standardised risk management framework across the organisation and provide staff training to embed best practices at every level. This work will ensure that Gympanzees is well-positioned to deliver its goals confidently, while safeguarding the people and communities we serve.

Top Risks 2024/2025	Likeli-hood (0-5)	Impact (0-5)	*Risk (LI)**	Mitigations
Top Financial Risks
Raising funds in line with cash flow forecast	4	4	16	Detailed cash flow projections with contingencies for timing differences. Delaying invoice payments across month end or use of Reserves to ease short-term cashflow
Our net income is insufficient to cover our costs, due to our fundraising pipeline not delivering	3	5	15	Mitigated against through the establishment of an experienced fundraising team, supportive Capital Campaign Committee and developing close relationships with funders.
Lack of funding for operational costs when donations have restrictions set against them, which limit the use to capital spend	3	5	15	Re-allocating resource to unrestricted income pipelines. Speaking to donors to include core costs within capital grants.

Risk

Top Property Risks	Top Property Risks	Top Property Risks	Top Property Risks	Top Property Risks
Ongoing risk to cost of the build	4	5	20	Mitigated by carrying out detailed surveys in 2024 and continuing into 2025 and by run -ning the enabling works at the same time as the strip out to ensure we have a full under -standing of the Mechanical and Electrical works in the building. Reuse of materials from strip out and build. Regular review of cost projects.
Top Operational Risks
Managing organisational capacity and rapid growth	3	4	12	Mitigated with support from experienced board, committees and supporters. A full team was in place by November 2024. Detailed planning of when resources are required and realistic recruitment timeline.

Child Safety is always of the highest concern, and we mitigate risks with thorough and widespread training, risk assessment, and strict policies and procedures. However, due to the nature of our current work, this is a lower risk for the organisation currently, so it is not included in the table above.

Financial Review PROJECT 11 HOME

Financial Review

The table below sets out the summary financial position and shows Gympanzees continued trajectory towards building a permanent facility offering play and exercise to disabled children and young people.

	2023 £’000	2024 £’000
Income	1,577	1,671
Net Income	850	576
Net Assets	994	1,570
Designated Emergency Reserve	167	260
Net funds movement excluding property purchase	156	576

2024 was the first full year of the ‘Project Home’ campaign, which launched in August 2023 with a fundraising target of £8m. Income of £1.67m is in line with the prior year (2023: £1.58m), and in addition we have secured future pledges totalling £2.4m towards our campaign target for 2025 and 2026. Net income has dropped to £0.58m (2023: £0.85m) mainly as a result of investment in our staff team, particularly fundraisers, required to deliver the hefty campaign target. Net assets have increased to £1.57m (2023: £0.99m) due to capitalisation of redevelopment costs associated with the building. These costs will start to depreciate once the build is complete.

What Made Up Our Income for 2024

We would like to thank all our donors large and small for their support in 2024 and which enabled Gympanzees to embark on the next stage of the journey.

Our income is made up of the following:

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2023 2024
2%2% 2%
5%
9% 2%
9%
14%
£1.6m 49% £1.7m
55%
32%
18%
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General Grants
Donations and Gifts Donated Goods and Services
Fundraising Events
Gift Aid Charitable Activities
Other
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At year end 2024, we had raised £2.27m in cash (2024: £1.67m, 2023: £0.60m) and £2.45m in future pledges (2023: £1.2m) – total of £4.72m (2023: £1.8m) towards our £8.6m (2023: £8.0m) fundraising target. Going forward into 2025 it is expected that most of the future income will be derived from significant grants from large charitable foundations and wealthy individual donors.

What Made Up Our Expenditure for 2024

Our expenditure breakdown is as follows:

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2023
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2024
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9%
18%
25%
£0.73m £1.10m
16%
66% 66%
Raising Funds Charitable Activities Loan Interest Payable
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Our spend on charitable activities reduced in 2024 as we made the hard decision to cease running Pop Ups after the summer holidays, to allow us to focus on the main build project. Expenditure on raising funds increased as a result of the investment in our staff team, particularly fundraising.

Funds

Due to the success of property acquisition and related donations the total funds of the charity increased by £0.57m to £1.57m (2023: £1.0m). This includes £0.22m of restricted funds (2023:£1k).

To realise the full fund balance of £1.57m, there would need to be a disposal of the property for £3.57m with subsequent repayment of the £2.7m loans leaving £0.87m to add to the £0.7m in cash balance.

Within unrestricted funds the balance of designated fund for emergencies stands at £260k at the end of 2024 (2023: £167k).

Restricted funds including funds for the Lending Library totalling £45k (2023: £0) and Capital Build project funds totalling £130k (2023: £0).

Reserves Policy

As per last year, the trustees have considered the charity’s need to hold reserves (in a Designated Emergency Reserve) in the light of our continued growth. The principal area of risk remains the level of donations that are required to fund our core activities and the timing of those donations as, by the end of the year, we now have fixed costs of £82k (2023: £62k) per month for staff and associated overheads.

Reserves Policy

This unrestricted designated reserve is not intended to cover a permanent loss of funds. They are intended to provide an internal source of funds for situations such as:

a temporary fall in income or increase in expenditure, as well as covering working
capital requirements
one-time unbudgeted expenditure, such as uninsured losses
to allow the organisation time to respond to a permanent fall in income or increase
in expenditure

The target range for unrestricted designated emergency reserve is set in line with a risk-based approach. This approach has regard to the financial impact of risk, working capital and commitments and long-term plans. The policy at the end of 2024 provided a range of £246k to £492k.

We are continuing to work towards this and at year end our reserves stood at £260k (2023: £167k).

Going Concern

Gympanzees continues to prepare its financial statements on the basis that it is a going concern.

In our evaluation of the ability to continue as a going concern, we considered the inherent risks to the charity’s business model and analysed how those risks might affect the charity’s financial resources or ability to continue operations over the going concern period.

The trustees have identified the principal inherent risks and uncertainties that we face going forward:

Failure to raise sufficient funds for the capital project
Delays to the building work which cause the new centre to open later than planned High inflation levels leading to significantly increased build costs Managing cashflow during the building phase

Trustees have satisfied themselves that actions are in place to mitigate and manage these risks.

The trustees have prepared the financial statements on the going concern basis as they do not intend to liquidate the charity or to cease operations, and they have concluded that the charity’s financial position means that this is realistic.

They have also concluded that there are no material uncertainties that could have cast significant doubt over their ability to continue as a going concern for at least a year from the date of approval of the financial statements (“the going concern period”).

SLpuctupe, Governance and managemen PROJECT HOME

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Structure, Governance and Management

Gympanzees received charity status on the 6th May 2020. Our governing document is our Gympanzees ‘Foundation’ model Constitution.

Our rules for appointing new trustees are as follows:

1.Apart from the first charity trustees, every trustee must be appointed for a term of two years by a resolution passed at a properly convened meeting of the charity trustees and with consultation with the CEO.
2.In selecting individuals for appointment as charity trustees, the charity trustees must have regard to the skills, knowledge and experience needed for the effective administration of
the CIO.

In 2024, we had one trustee step down at the end of their term, and welcomed two new appointments:

Emma Wilson, a parent of a disabled child who joins as a Parent Advocate
Heledd Wyn, a solicitor with expertise in legal governance

Both bring vital skills and lived experience that are especially valuable at this critical stage in our growth and capital development.

Organisational Structure - Trustees

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Kelvin Jones - Chair Liz Scholey - Richard Cartwright -
Dr Mark Mason MBE -
COO at Digital Secretary Tresurer - Partner
Entrepreneur
Production Partnership Retired GP at Saffrey
Luigi De Luca - Christopher Haslam - Heledd Wynn -
Parent Trustee -
Professor at Retired Real Solicitor and Partner At
Emma Wilson
Cardiff University Estate Strategist Shakespeare Martineau
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Senior Leadership Team

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Stephanie Wheen -
CEO and Founder
Former Children’s Physio
Fran Garland - COO
Jack Lewis - Sophie Brown - Kimberley Britton - 20 years in the Care and
Director of Fundraising Finance Director Head of Marketing Management Sector in
the Disability Field
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Trustees

Our Trustees are very involved in Gympanzees. Extra responsibilities are:

Kelvin Jones – Chair: Leads the Risk and Finance Committee, meets fortnightly with the CEO.

Richard Cartwright – Treasurer, Risk and Finance Committee, provides advice on tax and financial reporting.

Elizabeth Scholey – Secretary – H&S, Risk and Safeguarding Committee, Safeguarding Lead, supports policy development.

Dr. Mark Mason – Capital Campaign Committee, Advises on fundraising and facilitates strategic introductions.

Luigi De Luca – Marketing lead. Provides marketing oversight, strategic support, and campaign evaluation; leads research partnerships with Cardiff University.

Chris Haslam – Property Committee, supports property-related recruitment, facilities management planning, and capital project development.

Heledd Wyn – Legal Trustee – Offers legal guidance and reviews key documentation and contracts.

Emma Wilson – Service Delivery Committee. To re-engage in 2025 as we move into specific room design and layout phase; also supports donor due diligence as part of our ethical fundraising and anti-money laundering strategy.

Trustee Induction and Development

All trustees undergo a comprehensive induction process, including access to:

Past minutes, financial accounts, budgets and forecasts
Business plans, policies, and detailed organisational information
Training on charity governance, safeguarding, and conflicts of interest

New trustees are required to:

Declare any conflicts of interest
Sign the Trustee Code of Conduct
Consent formally to serve as a trustee
Complete enhanced DBS checks
Undertake mandatory safeguarding training for children and adults

Ongoing training includes:

Safeguarding training for all trustees
Crisis Management training every two years for at least two trustees
Additional training on a needs basis (e.g. Equality, Diversity & Inclusion and Ableism in language)

Governance in Practice

The Board of Trustees provides governance and oversight to ensure the charity remains true to its mission, compliant with legal duties, and accountable to its stakeholders. Trustees use their professional expertise to support decision-making while also seeking external guidance where necessary.

In this reporting period, the Board has shown strong leadership and financial prudence, particularly in supporting the substantial growth of the charity through the Project Home Appeal and the design phase of the build. Trustees have demonstrated a deep commitment to the organisation, consistently giving their time, thought, and energy to fulfil their responsibilities.

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), including FRS 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland".

The law applicable to charities in England and Wales requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources of the charity for that period.

In preparing these financial statements, the Trustees are required to: Select suitable accounting policies and then apply them consistently;
Observe the methods and principles in the Charities SORP;
Make judgements and estimates that are reasonable and prudent;
State whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation.

The Trustees are responsible for keeping proper accounting records that can disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Charities Act 2011, the Charities (Accounts and Reports) Regulations 2008 and the provisions of the trust deed. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The Trustees are responsible for the maintenance and integrity of the charity and financial information included on the charity's website. Legislation governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Meetings

The Trustees have a board meeting every 6 weeks for oversight of Gympanzees’ activities in particular the Trustee Chair of each committee relay to the board key decisions reached and any which need Board level decisions or discussions. Trustees sign off our policies as per the review schedule. Other top level activities are brought to the board meeting by the Senior Management Team. All Trustee decisions are referenced to Gympanzees Purposes and to the public benefit therein.

Finance

We have an in-depth finance policy with clear definitions of where trustees are involved. In 2024, for payments from £2K to £5K we needed approval from 2 trustees. We ran a dual authorisation system for payments over £2K. Above £5K went to the full trustee board for approval.

Arrangements for Setting Pay and Remuneration for Staff

The COO, CEO and FD discussed pay raises for other staff. Any increase above 3% was brought to the board meeting for consideration.

In 2024, the board decided to set a blanket pay rise of 3% in response to the cost-of-living. Decisions for other pay increases were made looking at job roles, industry norms and with affordability in mind. In 2024, there were 2 individual pay increases due to promotions into new roles.

Support Committees

Our support committees have played a crucial role in driving Gympanzees’ progress throughout 2024. Each committee is chaired by a trustee and brings together expert advisors and stakeholders to provide insight, oversight, and hands-on support in specific areas of the charity’s operations and strategy.

Capital Campaign Committee

Chaired by Dr. Mark Mason (Trustee), this committee includes Jon Bonnick, Maggie Glastonbury, Paul Davis, and Alison Cooper—a highly connected group with extensive experience in business, philanthropy, and corporate engagement.

The committee supports our efforts to raise funds from major donors and corporate partners, and helps shape the strategy, events, and relationships linked to high-value fundraising. Dr. Mason provides regular updates and feeds key decisions back to the full Board of Trustees.

Risk and Finance Committee

Chaired by Kelvin Jones (Chair of Trustees) and supported by Richard Cartwright (Treasurer), the CEO, and Finance Director, this committee oversees financial governance and risk management.

They meet at key financial milestones—such as finalising the annual accounts and agreeing the yearly budget. Ahead of each board meeting, the charity’s financial performance and risk profile are reviewed by the Chair, CEO, and FD to ensure sound oversight.

Health and Safety, Safeguarding and Operational Risk Committee

This committee is chaired by Elizabeth Scholey (Trustee and Safeguarding Lead) and includes the Chief Operating Officer and Pop Up Managers. The CEO also participates when key changes or critical incidents arise.

Meetings take place before and after each Pop Up or major event, focusing on risk assessment, safeguarding, and health and safety. The committee also meets to review any critical incidents or concerns—none of which occurred in 2024. Key outcomes are reported to the Board of Trustees.

Property Committee

Led by Chris Haslam (Trustee – Property Development), this committee includes expert advisors:

Tanya Voisey – Project Management
Alan Northen – Quantity Surveying
Alex Hunt – Building Services Engineering and Cost Management

Since acquiring the building, the committee has met weekly or monthly with the COO to ensure compliance with facilities management regulations and to plan for the redevelopment.

The group advises on day-to-day operational property matters and defers major decisions—such as programme changes or large expenditures—to the full Board. The committee was especially instrumental in managing the transition between Project Management teams, ensuring minimal disruption to the build timeline.

Commercial Property Committee

Also chaired by Chris Haslam, this committee provides specialist insight into the commercialisation of site areas not used for Gympanzees’ core services.

It includes David Mace, Simon Bennet, Jane Rixon, Stephen Davies, Spencer Crowder, Bill Marshall, and Martyn Jones, who bring a broad mix of skills across the commercial property and development sectors. The committee meets quarterly to guide strategy and explore revenue-generating opportunities for the site.

Service Delivery Committee

Chaired by Esther White or Emma Wilson (Trustees), this committee was not active in 2024, as our service delivery remained consistent through the Pop Ups and Lending Library. It will be reactivated in 2025 to support the design and layout of the rooms and services within the permanent centre.

Plans Por Future Pepiods RE HAM /? ERI£F JECT. ME

Plans for Future Periods

Pop Ups

We have made the difficult decision not to run Pop Ups in 2025, due to the start of the building strip-out and construction taking place in 2025. As a team, we must focus our full capacity on delivering the permanent centre—a once-in-a-generation project that will have a far greater longterm impact for the families we serve.

We deeply understand the importance of the Pop Ups for many families, and we’ve been heartened by the understanding and support expressed through feedback. Our community recognises that short-term sacrifice will pave the way for long-term transformation.

To ensure continuity of support, we are expanding our Lending Library and associated services throughout 2025 and 2026 to help meet families’ equipment and sensory needs during this interim period.

Lending Library (2025–2026)

The Lending Library will continue to operate through to the opening of the centre in 2026. In fact, we are investing in its growth to increase accessibility, convenience, and community reach.

Key areas of expansion include:

Delivery Hubs: We are establishing five new drop-off hubs on the outer edges of our geographic region, enabling families to collect items without needing to travel long distances to our main site.

• Event Presence: We will be creating Gympanzees sensory spaces at selected partner-led events, ensuring that disabled children attending have access to a calm, safe environment when needed.

• School and Group Lending: We are growing our outreach to mainstream and special schools, as well as disability organisations, offering equipment that helps children regulate, focus, and learn effectively in educational settings.

• Family Liaison Role: A new Family Liaison position will be introduced to provide personalised support, signposting families to alternative activities during the Pop Up pause and responding to equipment and leisure needs. This role will evolve to meet emerging family needs during this transitional period.

Lending Library Goals (2025–2026)

Over the next 18 months, we aim to:

Deliver 1,700 equipment loans, supported by expanded stock and volunteer capacity
Establish five drop-off hubs to widen our regional reach
Collaborate with 160 schools and disability groups
Attend and support 17 partner-led external events
Embed a Family Liaison Role within the team to connect, support, and signpost families

Capital Campaign (2025–2026)

As we move into the critical final stages of the Project Home capital appeal, our focus will remain on strengthening funding relationships across all income streams and ensuring cashflow supports both ongoing operations and site redevelopment.

Capital Campaign Targets (2025–2026)

Over the next 18 months, our key fundraising goals are to:

Raise £3.0m in 2025, with £1.4m already pledged
Raise £2.47m between January–June 2026, with £1.02m already pledged
Maintain a balanced income strategy to support both capital expenditure and cashflow stability
Build a robust pipeline of future income to sustain the charity beyond the opening of the centre

Building Design and Future Use

The majority of Gympanzees’ activities will be delivered on the ground floor of our new centre. Over the course of our nine Pop Ups, we have actively tested room sizes, equipment placement, and layout designs within partner special schools. This real-world testing, combined with extensive feedback from families and professionals, has played a crucial role in shaping the permanent facility.

As a result of this insight-led approach, our original plans for six core rooms have evolved to include ten fully-equipped main rooms, better reflecting the diversity of needs and preferences across our community.

The first floor of the building will house:

Therapy rooms
Exercise studios (for adapted activities such as yoga and dance)
Staff facilities and office space

In addition, approximately one-third of the first floor is designated for commercial use. Our ambition is to fill this space with complementary disability services, creating a hub of expertise and support under one roof. We are currently in discussions with several charities and community organisations to explore potential collaborations.

We also recognise that, as development progresses, the specific use of this commercial space may evolve. We remain open to shaping this in response to the needs of our users, partners, and the wider community.

Build Aims for 2025/2026

Our build program is focused on delivering the permanent centre on time and within budget.

The following milestones outline the key phases:

• Enabling and Demolition Works (Feb 2025 – April 2025) :

During this phase, we will assess existing services—such as energy and ventilation—to determine which elements are salvageable, and identify any issues (including asbestos or other contaminants) that require removal. These works will occur concurrently with the strip-out of the entire ground floor (removing walls, ceilings, and floors) so that only the building’s outer walls and load-bearing columns remain. The outcome of the strip-out will directly inform the subsequent design stages.

• RIBA Stages 2, 3, and 4 Design (Dec 2024 – July 2025):

Our design process will continue through RIBA stages 2 to 4, incorporating regular consultations with stakeholder groups (for example, RNIB and various religious organisations) and workshops with our service delivery committee. These engagements will ensure that the design evolves in line with community feedback and remains tailored to our families’ needs.

• Fittings and Equipment Procurement (Jan 2025 – March 2026):

We are initiating early meetings with suppliers for activity rooms, outdoor playground, and fitting specialists such as for hoists and changing places. This early involvement allows for the integration of supplier input into our design process and ensures that our activity areas meet the highest standards.

• Procurement of Construction Team (July – October 2025):

Together with our PM/QS team and the Property Committee, we will issue a tender for the main construction contract once the design stage is complete, ensuring that our procurement process aligns with our project timeline.

• Construction (October 2025 – May 2026):

Construction will commence following contract finalisation, with the installation of fixtures and equipment occurring as each room is signed off. The outdoor playground will be developed concurrently with the internal build.

Marketing Aims for 2025/2026

In 2025 and 2026, our marketing efforts will continue to play a vital role in supporting the success of our capital campaign—reaching, engaging, and inspiring both funders and supporters. As we move closer to the launch of the permanent centre, our focus will shift toward building anticipation, visibility, and public engagement ahead of opening.

Our marketing goals for this period include:

Secure 15–20 pieces of media coverage in 2025, with a mix of local and national features that elevate awareness and support
Reach 220,000 people on LinkedIn, a 20% increase year-on-year, by expanding our professional network and content reach
Achieve 94,000 website visitors in 2025, representing a 30% increase in digital traffic driven by SEO, campaigns, and partner engagement
Expand our database with 500 new contacts across priority sectors and regions by Q2 2026, to strengthen our supporter pipeline
For the centre opening, secure at least 10 regional and 3 national media features by the end of Q3 2026, maximising exposure during this pivotal moment

These targets are designed to not only drive income generation, but also to ensure the permanent centre opens with strong public support, clear positioning, and a growing national profile.

Permanent Centre

We are on track to open the doors to our permanent centre in June 2026. This facility will be the first of its kind in the UK, offering a fully inclusive, purpose-built environment for children and young people with disabilities and their families.

What Makes the Gympanzees Centre Unique?

Our centre has been designed in collaboration with disabled children, their families, and healthcare professionals—bringing together deep expertise across disability, health, exercise, and therapy.

Key elements of our unique value proposition include:

Designed by the community, for the community – developed in partnership with families and professionals who understand the full spectrum of disability.
Open 7 days a week, 10 hours a day, ensuring consistent, flexible access for families. Highly specialised equipment and sessions tailored to all levels of ability—from mild learning or behavioural needs to the most complex physical and cognitive disabilities.
A strong emphasis on “stealthy health” —integrating therapeutic exercise and sensory activities through play, so children experience meaningful health benefits while having fun. Inclusive for the whole family, including siblings and parents, creating shared experiences and reducing isolation.
Built to the highest standards, offering a world-class environment equivalent to leading mainstream leisure centres.
A welcoming, non-judgemental space where children can meet others like them, level the playing field, and celebrate their individuality.
A team of specially trained staff, equipped with knowledge across a wide range of disabilities
and conditions.
A fully accessible building, with hoists in every room and a variety of accessible toilets and changing places facilities.
Sensory-conscious design, with noise-reduction strategies and session numbers managed according to visitor needs.
Policies and procedures grounded in a deep understanding of disability, risk and safeguarding. Inclusive sessions open to the general public, offering opportunities for children with and without disabilities to play together.
Employment and training opportunities for disabled adults, contributing to meaningful inclusion beyond childhood.
A hub for collaboration, offering space to charities, youth groups, councils, support services, and disability professionals.
A flexible pricing model—families who can pay, do; those who can’t, don’t—ensuring accessibility for all, regardless of financial circumstances.

This flagship centre will not only deliver life-changing opportunities to thousands of families but will also serve as a national model for inclusive health and play—redefining what is possible for disabled children and young people in the UK.

Business Plan

Our business plan for the permanent centre assumes 200,000 visitors by the middle of year 3 and aims to be fully sustainable with a reducing fundraising aim – from 25% of income in Year 1 to 10% of income by Year 5 and expected to reduce further after this.

Key Health and Well-being impacts once open:

Impact	Metric
*1. Improving physical and mental health outcomes for children and young people* *with disabilities through exercise and sensory integration*
Improved physical health associated with exercise and activity:
Increases in activity or exercise	>80%
Improved sleep	>60%
Improved socio-behavioural outcomes associated with sensory integration such as:
Improved regulation and feeling less overwhelmed	>70%
Improved social interaction	>70%
Calmer	>90%
Improved mental health, expected outcomes:
Children making friends	>70%
Children have improved mood	>90%

Key Health and Well-being impacts once open:

Key Health and Well-being impacts once open:	Key Health and Well-being impacts once open:
*2. Reducing isolation for disabled children and connecting families*
Parents talking to someone new at Gympanzees	>80%
Siblings meeting other siblings	>70%
Disabled children making new friends	>70%
*3. Providing a fully accessible space for play and fun that can accommodate the* *whole family*
Net Promotor Score	> 90
Children and families report having a good time	>95%
Siblings able to play with their disabled sibling	>95%
Improved family connection	>70%

Key Health and Well-being impacts once open:	Key Health and Well-being impacts once open:
*2. Reducing isolation for disabled children and connecting families*
Parents talking to someone new at Gympanzees	>80%
Siblings meeting other siblings	>70%
Disabled children making new friends	>70%
*3. Providing a fully accessible space for play and fun that can accommodate the* *whole family*
Net Promotor Score	> 90
Children and families report having a good time	>95%
Siblings able to play with their disabled sibling	>95%
Improved family connection	>70%

The above report has been prepared in accordance with the provisions applicable to companies subject to the small companies regime as set out in Part 15 of the Companies Act 2006 and in accordance with the Charities SORP (FRS 102).

The Trustee's annual report was approved by the board of trustees on 01/07/25 and signed on behalf of the board by:

Kelvin Jones

Chair of Trustees

Auditors Report Ide PROJECT HOME

MiaWfr.ItHaDper,

Independent Auditor's Report to the Trustees of Gympanzees

Opinion

We have audited the financial statements of Gympanzees (the 'Charity') for the year ended 31 December 2024, which comprise the Statement of Financial Activities, the Balance Sheet, the Cashflow Statement and Notes to the Accounts, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 ‘ The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

give a true and fair view of the state of the charity's affairs as at 31 December 2024 and of
• its incoming resources and application of resources for the year then ended; have been properly prepared in accordance with United Kingdom Generally Accepted
• Accounting Practice; and

have been prepared in accordance with the requirements of the Charities Act 2011.

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 UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the 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.

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, except to the extent otherwise explicitly stated in our report, 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 this gives rise to 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 in relation to which the Charities (Accounts and Reports) Regulations 2008 require us to report to you if, in our opinion:

the information given in the trustees’ report is inconsistent in any material respect with the financial statements; or
sufficient accounting records have not been kept; or
•
the financial statements are not in agreement with the accounting records; or
•
we have not received all the information and explanations we require for our audit.

Responsibilities of trustees

As explained more fully in the Statement of Trustees' Responsibilities, (set out on page 50), the trustees 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 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.

Auditor 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 design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud.

In identifying and assessing risks of material misstatement in respect of irregularities, including fraud, the audit engagement team:

Obtained an understanding of the nature of the sector, including the legal and regulatory framework that the charity operates in and how the trustees are complying with the legal and regulatory framework;

Inquired of management, and those charged with governance, about their own identification and assessment of the risks or irregularities, including known and actual, suspected or alleged instances of fraud;
Discussed matters about non-compliance with laws and regulations and how fraud might occur including assessment of how and where the financial statements may be susceptible to fraud.

However, it is the primary responsibility of management, with the oversight of those charged with governance, to ensure that the entity’s operations are conducted in accordance with the provisions of laws and regulations and for the prevention and detection of fraud.

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.

...................................... Tim Lerwill BSc BFP FCA (Senior Statutory Auditor) For and on behalf of ML Audit LLP, Freshford House Redcliffe Way Bristol BS1 6NL

Date:

ML Audit LLP is eligible for appointment as auditor of the charity by virtue of its eligibility for appointment as auditor of a company under section 1212 of the Companies Act 2006.

Financial Statements and notes to he Accounts JECT iakeltHappen

STATEMENT OF FINANCIAL ACTIVITIES For Ye•r Endin• JI Dec•rnb•r 2024 Unrestrl¢ted Restrlrted Fund Fund5 2024 2024 Tot•1 Funds 2014 Tot•1 Funds 2023 Notes Incornln¥ Resources from: Donations and legacies Charitable activilie5 Oiher irading activitses Investments other 1,097,522 40,888 33.061 480.S42 J,578,064 40.888 33,061 1,398.961 146.520 26,323 19.420 19.420 5.257 Tot•1 Incom1 R••our¢•• 1,190.891 480.542 1,671.433 1.577.061 Aur(•S Expend•d Raisin8 funds Charitable activities Loan interest payabl• 652,946 112,510 190.280 74,086 65,694 727,032 178,205 190.280 481.614 181.257 64.417 Tot•1 R•Ktur¢•s Exp•nd•d 955.737 139.780 1,095.517 727,288 N•t In¢orn¢ befgr• t•¥ 235.154 3410.762 575.916 849.773 Tax Payable N•t Incom• 135,154 340.762 575.916 849.773 Tianslef between funds 14 125.417 1125,4171 Net M0Ment In funds J60J71 215.345 575.916 849.773 R•conclll•tltsn of funth: Toial fui)ds brought forward 992,488 1,458 993,946 144.173 Tot•1 funds ¢arrl¢d lon¥ard 1353.059 216A03 I69.862 993.946 67

Gympanzees BALANCE SHEET As at JI D•c•mb•r 2024 Notes Unrestrtrtod R•strkted Fynd Fundi 2024 2024 Total Fut)d• 2024 Total F¥nd¥ 2023 Tan8ible fixed assets io 3.640.284 3.610.184 3.402,397 S.640.284 SAOI>g7 Currnnt •ii•t8 Debiors Cash ai bank Ind In hand li 43,415 415.466 43,495 659.575 49,258 284.642 214.109 458,881 244,189 70Y,070 JJJ,900 Credltors.. AOUnt faNin8 duè within one ye•[ 12 143,5571 127.3851 170.9421 139,8011 ¢urr•nt ••Mts 415,$25 2160OS 652,128 Z94,099 Tot•1 •ii•tts I•M ¢Lbvr•rbt Ilbllltl•b 4,055,fy)9 216.803 4,272.412 3,696,496 Creditors.. Amount fallin8 dutr aftér one year 13 12,702,5501 12.702,5501 12,702,550) Tot•1 n•t ••Mts lJ55,059 216,805 1.569.162 99Y.946 Th•fundi of th• ch•rlty Resiiicied ffunds U*restricted funds 15 15 216,803 2163 1.353.059 1,458 992,488 1.353.059 Tot•1 fvnd• lJ5$,059 216,80$ L569,862 995,946 Approved by the irustees and 0hOrISed for isgue ot) 1 Juty 2025 $58ned on its behalf by.. Kelvin Jones Chair ol Trustees 68

Gympanzees CASHFLOW STATEMENT For Ye•r EndlTr4 31 December 2024 Unr••trfrt•d A•itrkt•d Fundi Fund• 2024 2024 T•t•l Funds 2024 Tot•1 Furbds 2023 Notes C•$h flowi Irom op•fat[ •¢tFvltlw'. Cash 8enerated from operaiions Cash tfaTrsfefred between funds 449,478 125.417 368,840 1125,4171 818.518 897.108 15 Net Cash provided by op¢ratin8 actNitie5 574,894 243.424 81B,318 897.108 C•$h Ilows from IDv•stlni artl¥It1. Purchase of tangible fixed èssets Loans Received Ltsan interest pald io 14 1253.1051 125$.1051 13,402.0451 2,702.550 164.4171 1190.2801 1190.2801 Net cash useé in investin8 •rt5wtieJ 1443.3851 1449.9851 1763.9121 Chan8e in cash and cash equivalents In the reportin8 period 131.509 243.424 133.196 Ca$h amd ush *quSvalents •1 the bt$lnnlh8 of the reportin8 per5od JBa,957 685 284,642 l51,446 C•$h and ui$h equiv•lent$ •1 the end of the reportinu period 415A 244,1 6$9,$75 284.642 R•¢on¢lll•tlon of n•t In¢om• to n•t ¢••h flow from op•r•tlni •¢t1¥I•l Net income I lexpenditurel lor the peTi¢d Adjusted for: Depreciation Lo•Th iTrieresi pald 235.154 340,762 575.916 849,773 io 13.760 190,280 1.458 15,210 190,180 3.961 64.417 Decre•se I lincreasel in debtors IrKrei5e / Idetreastl in creditors li 12 5,578 4.706 185 26.435 5,769 $1,141 142,5921 21.549 Net cash used in opefatine attbv51ies 449.478 368.840 818.518 897,108 Br••kdown of uih •nd ¢•ih •quFv•l•nts Cash at 6onk 415A66 4.lOP 659,575 284.642 69

Gympanzees NOTtSTOTHe ACCOUNTS For Ywr Endlni 31 Deremb•r 2024 l Accountini poli¢i•i . 81 of pr•p•rntlon These flnanclal 5tatemefiis havt been prepared In comphinte with FRS 102. Ihe Flftantlal Reportln8 Stanthrd8pplkable In the UK and ihe Repyblk of Ireland,, Ihe Statement ol Re¢ommertded Ptadte appllcable i(tcharilles pieparln8thelr ac¢ounts In 4¢£ordancewlth the Flnanclal Reportlng St•ndaTd •ppll¢•bl¢ Irb the UK and Repuiklicof ITel•nd IFRS 1021 Ichoritles SORP IFRS 10211 and theatSAtI 2011. Gympantétt mtets the dtfinltk)N ofa publlt btfiefft effi1 uhdtr FRS 102. The flnarKlalstatements have been prep•red on the h151orkalcost ba$15, as mfrtllfied by the walu4tkn olcertaln lkn•nclol 4ssetsand Ilabilltles and nstMent propert5 measu¥ed at falrvalue throu6h Income QTexperwJlluie. b. Golni collrn Thereare no mater1 unterta1nt 4btyJt thÈthirlty'S •bllttyio cot)tlr4J¢. Judym•nti •nd K•y Sour¢•sot Estlrn•tlon Uac•rtalnty The PrelatIO11 olthe flnanclal statements rt4ulres m811a8emenl to makefvd8ement¥ estlmèies and assumptlo¢)s that aflt the amounls reported. Theseestlmote5 •nd lud8ements areconiinuall¥ rewkwed and ore based on emperlence ond other f•rtoN Ihcludln8•xptrt8tlons olfutufe ev•hts thai lIeVed io btr 1È4ioniblé undér ihe tlrcumitant¢s. d. Cha• In b4• ol •¢¢ountlni or tg a¢wints There h•$ been no than8e tothe occountln8 poll£l¢s Ivalu•tlon ru$ aThd method ol•ccountln8151nce last yeoiand no than$ have bEen to accèuntsfor prevlou5 years except for tht expendlture related to the maln centre whlch r kJn8er beln8 tieaied as restrfcied folbwlngthe acquslon of the property and the rft•ln locus of the th•rfty on r•ls1 lundlws for Piolert Home. •• Fund •¢Muntl Vnrestrirted funds •re•vall•ble for use at thedlscretk)n of ihe twstees In furtherance of the ieneral objecteSOf the chaiSty. Restrkttd fund$•rsublett¢d to r¢strktlons oh ihelrsptndlw ImpDsed by the dcthor0lthrIh the t¢mis of an ippt81. l. R•Jour¢• All Incomlne re50urte$8re Ineluded the St•iement of F1t)•neIArthlllle$ls0F) when: the ch•rlty becomes entitled io the reswrces.. It15 mole IIke than not that thetru$tees wlll retelv¢ the $duT¢.. the mondaryvalue c4n be meayJrd wfflclent rellobllty. Therehas been no off¥etlln80l •s¥etsond Ilabllttl¢8 w In¢w¢ •nd exp5¢¥, unlpu requlred gr p¢rmltl¢d by the FRS 101 50RPor FRS 102. GTanlsand donatkns •reonl¥ In£luded In theWAwhen the general Incorne wo8nltlon ¢rlterla arernet15.10 to S.12 FRS102 SORPI. In thtcase of perfonnèn¢e ielaied 8r•nis, Income must On be recolnlsed iothe teI thar the ch•rltyh•s provkled the •peclfied docds or YeCes•$en10t1eMent lo the8ranlonlyoccufS when the pprformance related condltlon5 •re metl5.16 FPS le8acles are Included In the SOFA wherb recelpt Is probae. that 15, when there has been 8r8nt ol piobaie, lheexecols he established that theTe are 5uMlilenta55ets In the estate and any conditions atta£hed tothe le8acyare either wtthin the iontro of ihe charlty orhav¢ been mei. Go¥ernmeni 8rants•re [lded In the SOFA lor the relevant ieportly perfod. Gfft Ald reCeIvablS lrtluded In In[Lewhe theTe15 a vaNd deClatn from thed01[. Any GftAkl amount reroveied on donation Is conslrfered io be part of Ihat gift aDd Is ire01ed as an addsfion tothe samefund asthe lryllial donaib)n unlessthe donoror the It$ of theippell h•v¢ SplfIed othevAfJ5e. Donated sthltesand lac11tt5 are Intluded at the value to the trfty where thlstsn be quantlfted. The value of 5eThltes provlded by volunteers has noi been Included in these a¢coUnt& Goodsdork)ted lor onfjoin8 use bythethary are re¢o8nlsed as lan8[e fixed ass5 and Included In the &)FA ès Incomln8 resirCesWhefi recelvable. 70

Gympan2eÈs NOTESTO THE ACCOUNTS 1. 10¢4mlni R•sour¢•¥ I¢oni¢nu•d Funds recefved specllk81ty lor 5pendlng on the ftew property Jre Inltlfylly treated as restslcted Income. When those lund$•re $pent on the property. thetrustees conslder that the terrns olthe re5trlctlon have been metand the funds aretranslerred to tsnfe5trftted 50alltrwln8 the charity to Use the property¢n an unre5trKted baslsfor arry charitable Pu05c. i. R•wurtu exp•nd•d Expendhure Is recognSged on •n acuu•lg basls•s8 I1 Is Inutrred. Charhable expendlture compr15e5 those cosls incurred by the charity in the delEvery of Its artkfilies and SerceS for rts benellclarles. It InchJde6 both costs ihat cars be allocated dIrect io wch act54nd ikns• cosisof an Indlr•£i fi•lre necessary to wpport them. Other expendlture Includes•ll ¢xp¢ndtture th•1 l$ntr(hvr rnted io rntslngfunds for thtchlrfty nor wrt of tts exp¢ndfjtureon chailtable actfvllle5. All costs are allocaied betn the expendiiure cate80rf¢s ol rhe 50FAon a basdeSIgned ro refiect theuse ol the resow¢t. Costs relatlnB tCa partlcul4r actlty are allrKaled dlrectty. others areapportbnedon an apPropate ba515, as set out In the hotes tothe•tcounts. h. T4X•tlon The chailfy Is exempt fr¢)m corporaiknn tax on charitab otifvltl&& l. Twlbl• Flxqd A•its Indfvldual Itefflscostlns El,IKLlor rnore are capltallsed at cost. Where •n Ilem is below f I,(m, but 1% tornblnedwlth other iièmsa5 P8rt of a pwolett or to create an Isset. these Items wlll be cap41a115ed11 th• £olle(tlve¥alue h8m•iei th•n Él.C¥)). land Is held •1 ¥•It)rt and for Impllrnient. Othèr t•ll8M>lÈ •ss•ts Ire statéd at cost less•ttUMuted deprt¢l•th and accumul•ied Imp•lrment lomes. Cosi Includes the orl8lD•l purch•se prlce or ellted thsservaltse, Costs dIrec1 attrlbuiable to brlnglng the •$5et lo Il$wolO condl¢lonfor It5 Intended use, dlsm•ntlln8•nd re5toratlon costs. Depfe¢l•tlon 1$ provlded on 811 r9n8lb flxed •ssÈts • sir•l8ht Ilne b•sl$over ihelr expected uselul economk I?$ as fdlow5: Freehold properry Assets under corbstructloh Office equlpmeni Oper•ilon•l equlpment nll durln8 itde¥ebKrfnenL th¢re•fter 50 ye•rs nll durln8 redevehpment, thtreafter 50ytars 5.IOye4 4ye•rs A&%ets under corbstructlon represeni those assets thèt aleunders0l lfflprovements prlor to betn8 made optrJtlonal. Durlng thls ph•sÈ no dtpiecllltlon15 chJr8ed. Offict equlpment IOn51$ts of iomputew equlprnent Idepfetlated 0r 5 yefsl. plusthe portltabln and $tor¥etontlnerWfted io ihe chailtyldeplecled ov¢r8 and 10 ye•Fs respecteI. Flxed •$sets are subled io pedI¢ revlewfor Imwlrnient where ihere b an indicotbn of a iedudon In Ihelrcarrylng v4l¥e. Any %nlfk•nt im9•lrtr¢nt1s rKo8nl¥ed In the wnwlkl•ted SOFA In th¢ye•r In whlch It occufs. I, C••h •nd (•ih tqulv4hnts Cash and cash equIvanl5 comprke cash on hand and call deposlls. and other short-teim hl8hly119uld Invèstmenis thit irt readlly cotwertlble io a known amountof tèsh atwj ère sublett loan In$l8nllltèni rlsk olchan8e In v•lue. k. FlrwnElIl Irbthum•nts A Ilnanclal asset or a IInancl Itablllty is recr4nlsed orllywhen the eniity becomes a rty to ihe coniracttjal pro¥lsbns olthe $trument. B•slcflnaD¢4al InstromeNs •re Inlll8lly recrytsed ai the •mount recelvable Of pa¥able Includln8any relèied trat)so£tlon costs. nlessthe arrangement COn5tttutes a fifian£ln8 transactk>n. where It Is Teco8n15ed at the present¥alue ol the future payments distounted at a market rate of itsierest foTa 51milar debt ihstwmert. 71

Gympanzees NOTES TOTHE ACCOVNYS l. P•niioni and oth•rpo•t r•tirn•Tht obllptions The ch•rityoperates a deflned conirlbuuon penslw schemewhlch lsa penslon pl•n underwhkh fixed coDtdboik)nsare pald lTrto a pensh)n lund ond the charlty has no teyl orconstrutllve obllsation to pay lurther contrlbutlons eveTr If the fund does not hold sufficient assets to pay all employees the benelits relatin8 to employee seTrice In the cuffent and pfh?r period5. Contrlbutlons to denned wntrlburK)n pl•nsBre recognlged In Siatemeni ol Flnanclal ArtltIe$Whell theyare due. Il conlrfburiorb yMentS exceed conrrlburion due for servlce, Ihe excess Ss rew8nlsed a% a Pre¥Ment. 72

Gympanzèes NOTESTOTK ACCOUNTS UDr•4•a R•strKtsd 2024 2024 Y•tal 2023 2014 Doftaibnsand 8fft$ Glft Ald General8rants Membershlp5ubscrlptk•ns and sponsorshlp$ Donited 8oods and servlces 523.665 8S.457 346.645 1.705 140.DS0 1.097.522 54665 85.457 817.687 1,705 .sso 1.578.064 281.370 28,831 867.272 471.042 4.51XS 480.542 219,587 1.398.961 Fundr•lslnae¥ents (harltable actfvltlts Other InEeiest 146,520 26.323 3,36Ct L897 33.1 14.476 4.942 SJ.061 14.478 4,94Z 1.190.891 480.$42 1,671,45J 1.577,061 J M•lordonornowr£l( UDr•itrlLtsd 2024 Autrtct•d 2024 Total 202J 2024 Alr Hop Anonymous C)n•tlons 8om11 EnterSe Ltd Foylè Foundaikjn enbury Golf Club 22.51)J 327.5LXJ ii.(x) 22,Sty) 527.5¢X 11,000 12,( 12.X 25.1 25.000 10,107 i0,OOD 30.240 10.207 io.(DJ 30.210 20.LK)O In¥lrt Mllthell John J•mes bilstol Found•tlon Kenny Foundatlon LGT Wealth Di Mar Mason Masonlc The N•th)nal Lotttry Peter H•rrlson Found4iknn Pople Tru$l Rockcllffe chalable Trust S)leni e¥edOre$ SR2 St Jarns Ph¢¢ nrl The H•r&•Ve9 Fowd•tlon The Medo¢kCharltablt Twust Tht Nlsbet Trust iO,L 140.t 15.1 12,377 37.5DJ Js.otyJ 12.377 57.5 10,( 168.2KI 35.LXXI I.280 55.000 $4.06J 266,0 54.ffi3 450,tLKI 45,LbXI 31.666 Jl.666 io.wj 215,( 40,(KXI io,[ Other donotlons Ip55 th•n £lQ,LlJO 270.469 66,262 336.731 384,461 1,075,022 480,542 lJ71.064 1,398,961 73

Gympanzees NOt£STO THE ACCOVNTS 4 Don•tsd {oods, hcilith and i•rYk• Unr•rtrict•d R•(1 2024 2024 Totsl 2024 Tot•1 Z013 Capltal Projectcosts Centie Eouipment Lendln8 Llbr&ry Eqvlpment Offlte eAulpmetht Piolesslonal fees Staff tialnln8ènd entert¥Trlng Premi5escost5 10,177 22,5 2,7tX) .177 22.500 Z,70Q 194,098 s37 16.936 2.7 5.037 16,936 7200 18A89 0.050 4,5 450 219.587 s eyp•ndhur•oD r414wluDd• Unr•trlct•d 2024 R••trlet•d 2024 Totsl 2024 Tot•1 2023 Fundra1& &8ents Fundfalsln8 staff Cosrsof siag5ngfvndralsln8 e¥ents A(fvertlsin8, mathetln8, dlred mall •nd publtlty Othèw Indlreti fundralslnl tos 56.375 124,733 18,522 41.551 411.765 26,508 42 1208J 166.782 18.522 47,010 411.765 28.303 158,479 82.414 35.49) 176.919 5.529 652.946 74M6 n732 481,614 6 Exp•ndhur• on tharIt•b1••¢ttr4fb1 Unr•rtrbct•4t 2024 RIrIG1•d 2024 Tot•1 2024 Tut•l 2029 Exyndltureon charltublff artivltlti Pop Vp Ch•rftèble Attlvlty Lendlne Llbrory Choriioble Actlvlty ov•rnoncm 64.936 15h73 .072 34,565 109.854 53.837 $0,2 Account•ney •nd Prolessknml lees Audlt Fees Bank char8e5 17,625 I170 3,2 17.125 11,070 4,264 &742 9.420 1.403 112,910 65,694 178,205 181,257 74

Gympanzees NOTESTO THE ACCOUPITS 7 Totll A•wuK•i Exp•nd•d ill lai ill a Total Z014 1024 2024 2024 1024 2024 C$ d1r•thalJ•¢+d to a¢ttvltl•s Premises DSrert Equlwent rect StLKa8e. D.5ndr1eS, Insurance Stalf & Consuknrty Marketl Prolesslonal Fees Accountin8Fees Aj11 Fees Depre£tIon Loan Interest Pay4b 6,260 10,080 3.133 4.992 1,955 tXre(t DlrÈcl Dlrect Dlre DlreLt tlrett Dfjrect Dlrect lJ.l92 26.41 4.466 2.118 2.237 19, JB,747 47.080 1,fj8J 15,782 11.070 15,217 10,020 41.551 1.683 19,782 11.070 L458 13.759 190.2 53.299 10.410 18,419 55.510 28.595 190.210 $56,199 Support (ojti ll01dIts •¢tMtI•s Staff & Consulta¥ Sloff Thne FundralslnBA8ents & Cosis L1588e Offlcecosis sialf llme Property Costs SioH nme Bithkchirps Trihslttlo 47A49 12.748 5.119 14.422 425 372.570 56.375 40,194 113,238 2,943 464.NS 79,883 50.065 14J,Q47 4,264 10.7 4.752 13.387 633 103 160 7J.578 80.163 103 585,320 160 739.324 Yot•l A•wJr¢•i Ewnd•d 126M17 90.573 11,522 640,630 ,695 190.280 IA195,517 Totsl Il••ouf¢•i txp•nd•d 2025 202$ 202> 202> 202) 202> 102J C¢¥ts d1r•rtty•lb¢o to •¢tMtI•¥ Premlses Dlrert Equlwnenl StLYa8e, DV.ndrfes, Insur•n(e Stalf & Consutt• Markdi ProlessIrèl Fees Accountln6 Fees Aj11 Fees Depreck8tbn Loan Interest PayoblE 250 1,382 IA430 139 7.925 rett I16 4,J57 Dlrect Dliecl Dlre Irett Dlrert tlre 9.4( 21.955 6.31 7.487 62,339 1,150 2,173 23.ios 95.490 27.801 6,056 9.420 J,961 64,417 579 26.434 27,154 648 6.056 9.420 rect L458 Dlrect 64.417 41.757 9.812 82,2Jl 64,017 16.124 64.417 271,428 Supwt ¢tIllIO¢tIa io •¢tl¥ltks Stalf & Consultarxv Staff Fundraisin8A8ents & Cosis Llsa8e Offlce Costs 51aN nme Property Costs StaHTlm? B8nkCharges Tr8DS8CthJn 93.816 3.311 .793 17.642 337 57M6 3.244 186.749 21,748 9.542 35.118 662 1 3¥261 28,303 17,18J 6J.610 1.405 lo50 173 193 119,89P 74.911 193 25J.819 Totsl Rw4(wrc Exp•ndod 161.656 84.793 82,424 317.856 16.162 64A17 717,288 75

Gympanzèes NOTESTOTME ACCOUNTS Staff Co 2023 Salarles and wages Sxlal securlty costs Penslon costs (defined contrthutkbn xhemel Other emplgyee beneffts 453.896 45,129 16,24> 2,W7 316.428 31.127 5.334 1.910 517375 354.799 No redundanry or termlnatlon pwnents were made In theyeai12023: £01- Nymb•iof •t•ff r•Mlvlhi r•mun•r•tfj•D •ts0 £60,1W l•M¢lL¢dlni•mpbyw Ml •hd p•n¥lon ¢wtsl 2024 2015 60.(wioI69,999 £70.CWto É79,999 80.txwio£89.999 LXN)10£99.999 The Senb)r Leidef5Np Teamls corbsldered to be the key manaBement personnel lor the Charlty. Th1¥ team was made upof 5 Indfvldual$12023.' 21. The Sensor Leadershlp Tem recebved empbyee benefli& InclUse o18ross pay. employer n•ilonal knsvr8nce and penslon contrlbutlon5, tolalllni £250.39212023.. E118,(51. Av•r•i• h•4d count In th• y•r Numbei of s¢aff worlTra In ea¢h ol the Charlly 2024 202J FUndr•In& (harltable Act113 GDvemantÈ Jhd supwi Other Total 12 The 1u$•boY Include both part-tlme and lull-tlme employees. ThÈ•¥ernee t)umbeiof employees durlr)8 ihe year. taltulated on 11 tlme eqtslvalent IFTEI basls. w•$ 11. • Trutt•• Mmun•ftloh •hd •xp•M•# None ofthttrusiee5 h•¥e ¢¢¢thid any r¢munr•tk)n In r¢5Prft of th¢ks¢Nl¢¢s tothv Ch•rfty12013.. EOI. Trustee expenses pakl durfrrf iheye•r amounted toE8LKJ. pald to one Trustee for mlle¥e12023: £01. 76

Gympanzees NOTES TO TrIE ACCOUNTS 10 Tan11b fix•d •is•ts Op•rational A•Mt• & Equlpm•nt Fr••hold Land Fr••hold Dulidln A•••t• uThd•r Corbitru¢iion E4ulpm•ht Total C••t #r r•¥•lu•tl At l January 2024 Addiiions Disposal$ 1.040.r 2,356.108 8.870 86,553 2540 2.7 3.430,818 253,105 163,852 Al 31 Deeembtr 2024 1,040mO 2,556,IOB 163,852 95A29 28,540 3,683,928 D•pr•clatlon At l January 2024 Char8¢ for the p¢riod DSpo$•I$ 4.039 13,085 24.382 2,133 28,421 15,218 Al 31 Dectmber 2024 17.124 26,515 45,659 N•t bo•k ¥•*1 Ar 31 Deceinber 2024 1.040MI 1,SS6.108 16$,852 78.299 2.025 J.640,284 Al 31 December 2023 1,040.C 2,356,108 4,831 1.458 3,402,397 11 D•bto 2024 2013 Trade debtors Olher debiors Prtpayment$ 8nd atered incom• Othev T•x•s 4.688 27 44,197 346 29,155 45WJS 49,258 12 Cr•dltor• du• ¥ilthln l y••r 2024 202J Trade Creditors Other creditors AccNals and deferred income 15,471 2,077 22,253 11217 Z6A41 39,001 IJ Cr•dlt•rs du• •ft•r mor• th•n I y••r 2024 zoij Amountsfalliny b¢tw¢en gnE undfiv¢ y¢q Bank loan oihei k4a 241.947 141,831 Afflountsfvlling due ofterrnore tIN1fvE yea k loan other loan 1•60,¢0s 500.000 2,060,719 S,(J0 22020 2,702,550 77

Gympanz••s NOTESTO THEACCOLINTS 14 Loans 2023 Tri0$ 84nk Ln nT15e Foundatl(x) L 202,550 2,X12,550 I7025• 2.702,550 The TrvJdos bank secwed the treekvAd k¥opetty{al Seveffl Bnd92. Ausl Bn51L4 BS354BL. reg151ered s(4u ble uThJer numbers GR232195and GR2480951. repayab In 264 equ fflty m5talments afterlhe 3rd al%rsary0¢ the start ol the loan agreemeRt knlerest ra 8t ts Base Raleith 3.5%. The 5unnse FthJrnJab ptyai4e J w8e¢wed, ffieiesi Iree, sthydinate lo the bank Icthafvj rewablo tyanThJ•l msWmeN L¥1 tortaindaiesfrom 8th Auouyt 2030 At>1 15 thvltyFth At Inry 2024 flesrrktedFunth.. Pop Up Fund LerKI1 Ut4ary Fund Mjln Centre Fund Fun(Sralsln8 Assets lund The Lottery Reachlns Communltles Fd 1.458 CQ.423 161J811 I7499) 38.616 135.(XX)I 44.557 s,(xxi 13AKII 168.279 1129,0331 SgJ46 TotalRestrktEdFund5 1139.7KI 1125,4171 Unre51rlrted funds.. De518naled Net Flxed Asset Fumo Desl8naled Reserve FuThJ General Fund- Free Rer¥es 693,558 166.645 132,285 244.176 91041 1211.8LJJI 259.016 I,IW.891 1955.7371 Total UnresirfrtedFt*>ds L190.89A 1955.7371 115.417 Totsl Funds l67¥4JS 11,095J17) At51 At lJ•nwry •xp•Thd•d 202J Re#rlrtedFtynds.' Pop Up Fund LerKI1 Ubriry Fund M•ln (8nire Fund Xl.2(Kl 122,365 19,250 442.51XJ 1161.fj561 184.7931 20.549 65.543 144Z.5WI TotdRe#rlrtedFunds Xl300 12444491 1350.4a81 nrestrlcted funds.. Desl8nated Net Flxed A55et Fufid DE5i8nated Resetve Futyj Geneial Fund 693.558 16&645 I3.7951 166N5 1>2285 123,973 992.946 IW.8391 1480.8391 Toiul unrestrtédF#ds 12J.973 992.9qO Totsl Funds .175 ISn.061 (n72981 78

Gympanzees NOTESTOTHEACCOUNTS IS ChavltyFundy IconWnu•dl Pop Up come recelveo fr(xn donors %there ihe donor h•$ requested th•tthe lunds •re restrlcted to Pop Up th•rlt•ble •rtwtt4es. Our105t Pop Up was he InA4ust 2025. and we wlll not run any rTrJre se5sbJns asour focus Is on the centre redevelownt. Th15fund was fullyspent at vearend. L•ndkn¢ Llbr•ryFuNI recdvedfrL•n doThJis there ihedonor h8s requesred ihatthe luThJsare restrlcwlio iendlns uOryaTable Main C•ntr• Fund Thls fvnd contalns Inc(ffivthere thedor has rewested ihat the hjndg are restfftted iothe Centre redwelopffnr and tqulpmeni cosis. Tseco$¢$11twtolI$ed and corie¥xiTrdlnB •5set uDdercon51rtn •$ J whole Is hekl Under the Deslgnoted Net flxed Assets114FAI Fund. Restrlcted Income Istransferred from th15fund to the NFA Fund In Ilne wlth the 1155ed costs. The hjnd valuè &4#t 31 December 2024 a £13Cth donatlon restdcted sk%clflcaltv tothe stTlp out of the bulld1 plannEd for FebTUary toApwll 2025. Funds I81nI £442.5k recelved In 2023 weretowbrdsthE purch•ieolthe Centre. The prcpertyasset a5 a Is hEh4 undtrr unrestrlrted funds and the £442,5(Qwas transfeired tounregtil balllrKe. Dwlpwt•d R•¥Jv4• ThetlU5tees havecon51dered the Charltrfs needto hob4 reseNe5 Ilna desl6Thated reser¥Èl In IhellBht olour contInl 6r(A¥th. Thetarpt rae for INS reserve lsset In Ilne whh a rfsk-based èppr08(h. wlth reBard rothe Iln•ncl41 Impad ol rls. and oynmttmert$a kn8.termpla.Tht9dVode% • ron8eol É186kfo£3m. G•nv•l Sund. Fr•• ft•••rv Thls unie5trlcted fundls thEthe lneed unrt5trkted rer¥tithbts no restrtttlon ordesl8Mted ilk*•lit on how It b¢used. 79

Gympanz••s NOTES TO THEACCOUNTS Total Fundi Furth Z4 Tan81te fixedassets Nei Current kneii Lo•ns 3.640.2B4 415.325 12.702.5501 3,640.284 632.128 11702.5501 216,W5 1.353,059 1.569X*2 Tot•1 Fundi 2023 Fundts 2025 2025 TanBlble fixeda5sets Nei Current Asset8 Loans 3,4tx),939 294.1Tr3 I2.702.5) 3,402.397 11.702.550> 992,488 13.946 17 R•l•t•d Therere no tvaThsartlw$ Ivth wl•t¢d wrtle5dwlw theyur th•t requlr• (lo$r•. 80

Gympanzoes DAlLED STATE MENTOF F114ANCIAL AcnvmES Foryur Endl•iJl O•c•mb•r 2024 Unrestvlcl•d Funds IQZ4 Re&twl¢t Fund ZQZ4 Totsl Fud 1024 Total FUN Inm+ amd •thdowM•$ from., Donatlons and Chafllable actkflts other tiadln8ac11Ve5 her Inteiest L097.522 ,542 1,578.064 1.398,961 146.520 26,323 33.(1 14.478 4.942 33.061 14.478 4.942 1.897 Tot•1 Int•m• Ind •ndowThhts 1,190.891 4.542 1,671.433 1.577.061 Exp•ndlturn on., ExpendllLtre on rolslnqlunds Fundral8ln8 a8enis FundrJlsln8 St•ff Cosis of sraglna fundraIsl even Advert151n8, m•rketln& dlrecl •nd publklty Other Indlrect fundraSsln8 eOSts 56,375 124,733 18.522 41.551 411,765 26,5( I249 82.883 166.782 18.522 47.0 411.765 28.303 158.479 82,424 35,490 176.919 5.529 Total of •xp•nd41ur• OA r•ltslnilund• 652.916 74mfj 727.032 481.614 Exp•ndlt¥r• OD.. Chuyltoble ortlvltlts Pop Up Chailtiblt Aciivlty Lendln8 Llbrary Ch•riiabItAdity 64.936 15.673 30M72 34,565 95.C#)8 50.238 IC&.854 53,8J7 145.246 163,692 Go¥rrnoKecosts Attoutbncy feés Audlt Fees Bank Chaiies 17,625 11,070 3.2L 17.625 11.070 4.264 6.742 9.420 1.403 31.¥X)I 32,959 17.565 7gt•l of •xp•ndltvr• th•rll•bh *¢1•1 112,510 65,694 178.205 181.257 Lojn Interest p•y4b 190.2 19).2 64,417 Tot•1 •xp•ndltur• 955.737 139,780 I,(fJS.517 727,2B8 N•t Int•m• b•for•tsx 235.154 1.762 575.916 849.773 T•x Pèyèble N•t Intvm• 235.154 340.762 575.916 849.773 Transferbetween ftsnds 125.417 1125.4171 N•t mw•m•nt In fvnd• 360.571 215.345 575.916 849,773 81

ReFepence and AdminisLpative InPormaLion -<41;1. PROJÈ HOME

MakeltHapper,

Reference and Administrative Information

Charity No. 1189375

Registered Office

Gympanzees Brightside Park Severn View Aust BS35 4BL

Trustees

The following Trustees served during the year: Kelvin Jones (Chair) Dr. Elizabeth Scholey (nee Potter) MB ChB (Secretary) Richard Cartwright CTA ATT Esther White ACA - (Resigned 19 April 2024) Luigi De Luca Dr. Mark Mason MBE Christopher Haslam Heledd Wyn (Appointed 2 February 2024) Emma Wilson (Appointed 18 June 2024)

Property Committee

Senior Leadership Team

Stephanie Wheen: CEO & Founder Frances Garland: COO Jack Lewis: Fundraising Director Sophie Brown: Finance Director Kimberley Britton: Head of Marketing

Bankers

NatWest Bank Ashton Gate North Street BS99 5AW

Accountants

JD Accountancy Practice Limited 18 Florence Park Bristol BS6 7LP (up to October 2024)

Auditors

ML Audit LLP Freshford House Redcliffe Way Bristol BS1 6NL

Chris Haslam Alex Hunt Alan Northen Tanya Voisey

Commercial Property Committee

Chris Haslam Martyn Jones Jayne Rixon William Marshall Stephen Davies Spencer Crowder Simon Bennett David Mace

Contact Information : 07551 615969 info@gympanzees.org gympanzees.org

2024

Charity Number - 1189375

2024-12-31-accounts

2024

Gympanzees Trustees Annual Report

Contents

Message from our CEO and Chair

Some of the standout moments from 2024:

Makelt4aDpen

Gympanzees Purpose and Aims

Our Charity’s purposes are set out in the objects contained in the Charity’s Constitution:

The objects of the CIO are, for the public benefit:

We have 3 main aims to achieve our purposes:

Our Aims:

1. To improve health outcomes for children and young people with disabilities through exercise and sensory integration

Background

Our Aims:

1. Improve health outcomes for children and young people with disabilities through exercise and sensory integration

Exercise:

Sensory Integration:

Our Aims:

2. Improve health outcomes for children and young people with disabilities through exercise and sensory integration

Our Aims:

MakeltHapper

Make.It4aopen

The Problem

Access and Opportunity Barriers

The Importance of Physical Activity

Physical Benefits for Disabled Children

Chronic Pain and Disability

Obesity and Long-Term Health

Autism and Physical Activity

Sensory Integration and Regulation

Play as a Lifelong Learning Tool

Tackling Social Isolation

The Impact on Siblings

Gympanzees Aims and Objectives

2024 Performance Vs Aims

Fundraising

Income breakdown:

The Build and Design

Phase 1 Build Overview

Gympanzees Service Delivery - Pop Up Performance Vs Aims

Acheivements Vs Aims

Achievements Vs Aims

2. To provide a fun atmosphere and space for play with the whole family.

The Net Promotor Score is a standardised measure of user satisfaction.

Achievements Vs Aims

Feedback and Learning

J’s Story: A Life-Changing Milestone

Research and Evidence Building

Lending Library Performance Vs Aims

Lending Library Performance Vs Aims

Volunteers

The Team

of Pop Up.

Makelt4aopen

Budgeting and Fundraising Environment

Staff Resourcing

Strip-Out Timing

lvlak&.ItHappen

Risk

Financial Review

What Made Up Our Income for 2024

Funds

Reserves Policy

Reserves Policy

Going Concern

MakeltHapt)en

Structure, Governance and Management

Organisational Structure - Trustees

Senior Leadership Team

Trustees

Our Trustees are very involved in Gympanzees. Extra responsibilities are:

Trustee Induction and Development

All trustees undergo a comprehensive induction process, including access to:

New trustees are required to:

Ongoing training includes:

Governance in Practice

Statement of Trustees’ Responsibilities

Meetings

Finance