## **2024**
## **Gympanzees Trustees Annual Report**
Charity Number - 1189375
## **Contents**
**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
#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:**
_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.
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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’.
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_**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.
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Our Campaign Delivery Plon
PROJECT
#MakeltHapper
**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**
in**2024.**
Fulfil**100%**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
by**20%**
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.|Register**180**new
Lending Library
members.
Fill key
fundraising
vacancies to
strengthen
internal capacity.||Tender for the
building strip-out
in**Q3 2024.**||Grow social media
engagement by**30%**
across Instagram,
Facebook,
and LinkedIn.||
||||||||
**10**
|PopUp|LendingLibrary
Fundraise|Build|Marketing|
|---|---|---|---|
|Maintain a Net
Promoter Score
(NPS) of**95**
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
in**Q4 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.|Enrol**20**new 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
Opening**June 2026**
Achieve**1700**Loans
- Expanding
equipment and
volunteer resource
Raise
**£3.114m in**
**2025**of which
**£1.393m**
already
pledged
Carry out
Enabling and
demolition
works –**Jan**
**2025 –**
**April 2025**
Produce**1 tailored**
**asset**per segment
(major donors,
corporates, trusts)
by**July 2025;**
track usage
quarterly.
**200,000**visitors
per year from**Yr 2**|||
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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.
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The Problem
PROJECT
HOME
#Make.It4aopen
## **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.**
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**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.
**17**
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.
**20**
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.
**21**
**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.
**22**
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|
**23**
||**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.
**----- Start of picture text -----**
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.
**----- End of picture text -----**
**24**
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%|
**25**
|**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.’**
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## **Achievements Vs Aims**
## _**2. To provide a fun atmosphere and space for play with the whole family.**_
**----- Start of picture text -----**
2024
**----- End of picture text -----**
||**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.**
**----- Start of picture text -----**
97
**----- End of picture text -----**
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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.
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## **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.
**----- Start of picture text -----**
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**----- End of picture text -----**
## **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.
**30**
**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**
**----- Start of picture text -----**
Reason for using the Lending Library 2024
**----- End of picture text -----**
|**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%|
**31**
|**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.’**
**32**
## **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.’**
**33**
**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.
**34**
## **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.**
**35**
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.**
**37**
**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.
**38**
Risk
Iw
PROJECT
HOME
#lvlak&.ItHappen
## **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 (L*I)**|**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.
**43**
## **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:
**----- Start of picture text -----**
2023 2024
2%2% 2%
5%
9% 2%
9%
14%
£1.6m 49% £1.7m
55%
32%
18%
**----- End of picture text -----**
**----- Start of picture text -----**
General Grants
Donations and Gifts Donated Goods and Services
Fundraising Events
Gift Aid Charitable Activities
Other
**----- End of picture text -----**
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.
**44**
**What Made Up Our Expenditure for 2024**
Our expenditure breakdown is as follows:
**----- Start of picture text -----**
2023
**----- End of picture text -----**
**----- Start of picture text -----**
2024
**----- End of picture text -----**
**----- Start of picture text -----**
9%
18%
25%
£0.73m £1.10m
16%
66% 66%
Raising Funds Charitable Activities Loan Interest Payable
**----- End of picture text -----**
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.
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## **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
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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**
**----- Start of picture text -----**
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
**----- End of picture text -----**
## **Senior Leadership Team**
**----- Start of picture text -----**
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
**----- End of picture text -----**
## **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.
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**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.
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## **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.
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## **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.
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## **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.
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Plans Por Future Pepiods
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**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.
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## **Lending Library Goals (2025–2026)**
Over the next **18 months,** we aim to:
1. Deliver **1,700** equipment loans, supported by expanded stock and volunteer capacity
2. Establish **five** drop-off hubs to widen our regional reach
3. Collaborate with **160** schools and disability groups
4. Attend and support **17** partner-led external events
5. 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:
1. Raise **£3.0m in 2025,** with **£1.4m** already pledged
2. Raise **£2.47m** between January–June **2026,** with **£1.02m** already pledged
3. Maintain a balanced income strategy to support both capital expenditure and cashflow stability
4. Build a robust pipeline of future income to sustain the charity beyond the opening of the centre
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**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.
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## **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.
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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.
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## **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%|
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**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
Kelvin Jones
Chair of Trustees
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Auditors Report
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## **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
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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;
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- 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.
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Financial Statements and notes to
he Accounts
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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
A*ur(•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,$25
2160OS
652,128
Z94,099
Tot•1 •ii•tts I•M ¢Lbvr•rbt Il*bllltl•b
4,055,fy)9
216.803 4,272.412
3,696,496
Creditors.. Amount fallin8 dutr aftér one year
13
12,702,5501
12.702,5501
12,702,550)
Tot•1 n•t ••Mts
lJ55,059
216,805 1.569.162
99Y.946
Th•fundi of th• ch•rlty
Resiiicied ffunds
U*restricted funds
15
15
216,803
2163
1.353.059
1,458
992,488
1.353.059
Tot•1 fvnd•
lJ5$,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$15, as mfrtllfied by the walu4tk*n olcertaln lkn•nclol
4ssetsand Ilabilltles and nstMent propert5 measu¥ed at falrvalue throu6h Income QTexperwJlluie.
b. Golni collrn
Thereare no mater1 unterta1nt 4btyJt thÈthirlty'S •bllttyio cot)tlr4J¢.
Judym•nti •nd K•y Sour¢•sot Estlrn•tlon Uac•rtalnty
The PrelatIO11 olthe flnanclal statements rt4ulres m811a8emenl to makefvd8ement¥ estlmèies and assumptlo¢)s that aflt
the amounls reported. Theseestlmote5 •nd lud8ements areconiinuall¥ rewkwed and ore based on emperlence ond other
f•rtoN Ihcludln8•xptrt8tlons olfutufe ev•hts thai lIeVed io btr 1È4ioniblé undér ihe tlrcumitant¢s.
d. Cha• In b4• ol •¢¢ountlni or tg a¢wints
There h•$ 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 acqus*lon 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$•r*sublett¢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 meayJr*d 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 lac11tt*5 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 tC*a 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. T*wlbl• Flxqd A•i*ts
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 ye*fsl. plusthe portltabln and $tor¥etont*lnerWfted
io ihe chailtyldeplecled ov¢r8 and 10 ye•Fs respecteI.
Flxed •$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 Jarn*s 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•rnonc*m
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
$56,199
Support (ojti *ll01*dIts •¢tMtI•s
Staff & Consulta¥
Sloff Thne
FundralslnBA8ents & Cosis
L1588e
Offlcecosis
sialf llme
Property Costs
SioH nme
Bithkchirps
Trihslttlo
47A49
12.748
5.119
14.422
425
372.570
56.375
40,194
113,238
2,943
464.NS
79,883
50.065
14J,Q47
4,264
10.7
4.752
13.387
633
103
160
7J.578
80.163
103
585,320
160
739.324
Yot•l A•wJr¢•i Ewnd•d
126M17
90.573
11,522
640,630
,695 190.280
IA195,517
Totsl Il••ouf¢•i txp•nd•d
2025
202$
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$12023.' 21. The Sensor Leadershlp Te*m recebved empbyee benefli& InclUse o18ross pay. employer n•ilonal knsvr8nce and
penslon contrlbutlon5, tolalllni £250.39212023.. E118,(*51.
Av•r•i• h•4d count In th• y•r
Numbei of s¢aff wor*lTra In ea¢h ol the Charlly
2024
202J
FUndr•In&
(harltable Act113
GDvemantÈ Jhd supwi
Other
Total
12
The 1*u$•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•f*tloh •hd •xp•M•#
None ofthttrusiee5 h•¥e ¢¢¢thid any r¢mun*r•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 th*vltyFth
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
1139.7K*I
1125,4171
Unre51rlrted funds..
De518naled Net Flxed Asset Fumo
Desl8naled Reserve FuThJ
General Fund- Free Re*r¥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(ffi*vthere thedor has rewested ihat the hjndg are restfftted iothe Centre redwelopff*nr 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$a kn8.termpla.Tht9d*Vode% • ron8eol É186kfo£3m.
G•nv•l Sund. Fr•• ft•••rv
Thls unie5trlcted fundls thEthe lneed unrt5trkted re*r¥tithbts no restrtttlon ordesl8Mted ilk*•lit on how It b¢used.
79
Gympanz••s
NOTES TO THEACCOUNTS
Total
Fundi
Furth
Z4
Tan81te fixedassets
Nei Current kneii
Lo•ns
3.640.2B4
415.325
12.702.5501
3,640.284
632.128
11702.5501
216,W5
1.353,059
1.569X*2
Tot•1
Fundi
2023
Fundts
2025
2025
TanBlble fixeda5sets
Nei Current Asset8
Loans
3,4tx),939
294.1Tr3
I2.702.5)
3,402.397
11.702.550>
992,488
13.946
17 R•l•t•d
Therere no tvaThsartlw$ Ivth wl•t¢d wrtle5dwlw theyur th•t requlr• (lo$r•.
80
Gympanzoes
DAlLED STATE MENTOF F114ANCIAL AcnvmES
Foryur Endl•iJl O•c•mb•r 2024
Unrestvlcl•d
Funds
IQZ4
Re&twl¢t
Fund*
ZQZ4
Totsl
Fu*d*
1024
Total
FUN
Inm+ amd •thdowM•$
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 •ndowTh*hts
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
Attou*tbncy 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.
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#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
**83**
## **Contact Information : 07551 615969 info@gympanzees.org gympanzees.org**
**2024**
**Charity Number - 1189375**