**Charity Registration Number: 1183875** **Company Registration Number: 13274864 (England and Wales)** ## **UNITED BY 2022 CHARITY** # **TRUSTEES’ REPORT AND AUDITED ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025** ## **UNITED BY 2022 CHARITY** ## **LEGAL AND ADMINISTRATIVE INFORMATION** |**Trustees**|MrJP Rigby| |---|---| ||MrsH K Millington| ||MissE MSimmonds OBE| ||Mr A Khan| ||MrsA E Eustace| ||Mr ZChukwudum| ||Sir D ThompsonQPM DL| ||Mr S Flint (appointed 18 March 2025)
MrCEdmondson(appointed18March 2025)| ||| |**Chief Executive Offcer **|NicolaTurner MBE| ||| |**Charity Number**|1193875| ||| |**Company Number**|13274864| ||| |**VAT Registration Number **|447 225 885| ||| |**Registered Offce**|11thFloor| ||Two Snow Hill| ||Snow Hill Queensway| ||Birmingham| ||B4 6WR| ||| |**Auditors**|OrmerodRutter Limited| ||The Oakley| ||Kidderminster Road| ||Droitwich| ||Worcestershire| ||WR9 9AY| ||| |**Bankers**|LloydsBank Plc| ||Commercial Banking| ||POBox 1000| ||BX1 1LT| ||| ||| ||| ## **UNITED BY 2022 CHARITY** ## **CONTENTS** ||**Page**| |---|---| |Trustees’ report|1 - 17| |Independent auditor’s report|18 - 20| |Statement of fnancial activities|21| |Balance sheet|22| |Statement of cash flows|23| |Notes to the fnancial statements|24 - 35| ## **UNITED BY 2022 CHARITY** **TRUSTEES’ REPORT (INCLUDING DIRECTORS’ REPORT)** _**FOR THE YEAR ENDED 31 MARCH 2025**_ The trustees present their annual report and financial statements for the year ended 31 March 2025. The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the financial statements and comply with the Charity's Articles of Association, the Companies Act 2006 and "Accounting and Reporting by Charities: Statement of Recommended Practice” applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)" (effective 1 January 2019). ## **Structure, governance, and management** United By 2022 Charity is a charitable company limited by guarantee and not having any share capital, incorporated on 18 March 2021. The formation of the company arose following the approval of the official charity strategy of the Birmingham 2022 Commonwealth Games (“the Games”) by the Board of the Organising Committee of the Games. The company was established under a Memorandum of Association, and it is governed under its Articles of Association which establish the objects and powers of the charitable company. The trustees, who are also the directors for the purpose of company law, and who served during the year and up to the date of signature of the financial statements were: Mr J P Rigby Mrs H K Millington Miss E M Simmonds OBE Mr I R Metcalfe OBE (resigned 18 March 2025) Mr A Khan Mrs A E Eustace Mr Z Chukwudum Sir D Thompson QPM DL (Chair) Mrs N L Ibbetson (resigned 17 June 2024) Mr M S Waddell (appointed 22 July 2024 and resigned 18 March 2025) Mr S Flint (appointed 18 March 2025) Mr C Edmondson (appointed 18 March 2025) None of the trustees has any beneficial interest in the company. All trustees are members of the company and guarantee to contribute £1 in the event of a winding up. New trustees were appointed by the Board of Trustees following an open recruitment process based on their experience, skills and alignment with the Charity’s vision. Prospective Trustees were interviewed by a panel of existing Trustees and the Chief Executive Officer, who made recommendations to the Board. The Board recognises and accepts the need to refresh, diversify, and develop the Board on a regular basis as an integral part of good governance and maintaining objectivity, utility, and succession planning. Once appointed, new trustees are onboarded according to United By 2022’s procedures which include standard due diligence checks and requests for two references. Induction and training are tailored and conducted through introductory sessions with the board chair and key members of staff. 1 ## **UNITED BY 2022 CHARITY** ## **TRUSTEES’ REPORT (INCLUDING DIRECTORS’ REPORT)** The Board of Trustees works to ensure compliance with its legal duties to: act in the interests of the Charity and its beneficiaries, protect and safeguard the assets of the Charity, act with reasonable care and skill, and ensure the Charity is accountable. ## **Objectives and Activities** The trustees have paid due regard to guidance issued by the Charity Commission in deciding what activities the Charity should undertake. Stated in the Articles of Association, the Charity's objects are for the public benefit: - To promote social inclusion for the public benefit by preventing people from becoming socially excluded, relieving the needs of those people who are socially excluded and assisting them to integrate into society. - To develop the capacity and skills of the members of socially and/or economically disadvantaged communities in such a way that they are better able to identify and help meet their needs and to participate more fully in society. - To provide and assist in providing facilities for sport, recreation or other leisure time occupation of such persons who have need for such facilities by reason of their youth, age, physical or learning disability, poverty or social or economic circumstances or for the public at large in the interests of social welfare and with the object of improving their conditions of life. - To advance any other purpose that is charitable in accordance with the laws of England and Wales. In setting out in this Annual Report how the Charity currently meets this requirement and is reflected in its plans, the Trustees assert that the Charity is compliant with the requirements of the Charities Acts of 2011 and 2022; having due regard for the public benefit guidance published by the Charity Commission. ## **Our vision, purpose, and values** _“The legacy of a major event is not what you leave behind, it’s what you start.”_ _Derrick Anderson, Lord Lieutenant of the West Midlands, former Birmingham 2022 Board member and former Trustee of the Charity._ In 2022 the Commonwealth Games was hosted in Birmingham, it catalysed many social initiatives with aims such as increasing local employment, volunteering, and young people’s skills, promoting community cohesion, and advancing inclusion in physical activity and wellbeing. Three years on, the event is fading in prominence but some of the activities initiated during the Games are still delivering significant social impact, continue to be cherished and valued by communities and remain relevant to the biggest social challenges faced by Birmingham and the West Midlands. The Charity is a unique body that carries the baton for some of the original vision and values of the 2022 event. The Charity aims to promote social inclusion, develop the capacity and skills of people and organisations that are socially and/or economically disadvantaged, and generally to improve wellbeing by enabling more people to be able to participate in sport, recreation or other leisure time activities, including volunteering. Like the Games, the Charity measures and reports the social value from its activities. 2 ## **UNITED BY 2022 CHARITY** ## **TRUSTEES’ REPORT (INCLUDING DIRECTORS’ REPORT)** United By 2022 Charity uses the unique connection to the Birmingham 2022 Commonwealth Games (“the Games”) to engage communities with opportunities and to sustain civic pride. The Charity holds a license to use assets and IP arising from the Birmingham 2022 Commonwealth Games. Today, our values, purpose and key activities can be summarised as: |**Our Value**|**Our Purpose**|**Our Activity**| |---|---|---| |Be proud of
our place|The summer of 2022 was a uniting force
for people and communities. We offer a
lasting connection to that time when the
city and region was at its best, generating
new feelings ofcivic pride.|Provide a unique volunteer workforce
known as the “Volunteers Collective” that
gives a Brummie welcome to visitors and
supplies to events in the region, and run
the communitymascot“Perry”theBull.| |Be inclusive|Develop the capacity and skills of young
people that are socially and/or
economically disadvantaged by
improving their wellbeing and life
chances through engaging with
volunteering and communities.|Provide more opportunities and small
grants for young people to volunteer, and
co-deliver “Gen22” and “Ideas Made
Real” programmes with community
organisations.| |Be relevant|Respond to the biggest social challenges
facing communities. Enable more people
who experience barriers arising from
deprivation in all its forms to improve
their wellbeing and quality of life by
taking up volunteering, or by participating
in sports or arts and culture, or other
opportunities that enhance skills and
employability.|Provide opportunities for event
organisers, infrastructure projects and
policy makers to consult with
communities, youth voices and
volunteers. Advise organisations on the
most impactful social value strategies
and activations and make relevant
connections to partners throughout our
network of 600 community groups.| |Be influential|Our organisation will be a net contributor
to inclusive growth in the region. By 2032
our activities, expertise and insight will
contribute to the West Midlands
becoming known as a national centre of
excellence for social value and a case
study for cross-sector collaboration.|Measure our own social value and supply
this expertise to the public and private
sector, and to event organisers. Share
with decision makers like funders, those
undertaking infrastructure developments
and policy makers our intel, “what works”
stats and stories with. Supply advice on
the most impactful social investment and
howtomeasure this successfully.| ## **Achievements and Performance** This year has been exceptional in terms of scale and intensity, and notable charitable activities include: - Delivering the final year of a region-wide inclusive communities’ programme called Trailblazers, which served communities in 7 Local Authority areas and completed on 31 March 2025. The Games connections, IP, and assets were a key factor in being awarded this one-off £4.7million contract from the Commonwealth Games Legacy Enhancement Fund. - Providing the West Midland’s first volunteering service to meet growing demand for event volunteering across the region, connecting 2,171 volunteers with 79 exciting events and generating 24,270 hours of volunteer time for the region. 3 ## **UNITED BY 2022 CHARITY** ## **TRUSTEES’ REPORT (INCLUDING DIRECTORS’ REPORT)** - Creating 546 accessible volunteering opportunities for 16–24 year-olds through the awardwinning youth volunteering service, Gen22, which operated in 78 locations, totalled more than 22,000 hours of youth volunteer time and distributed £600,680 in grants. - Reaching over 10,000 children through school workshops, educational resources, and inclusive activity days, encouraging those in identified priority groups to take part and become more active. - Connecting regional businesses with local charities and community groups, by establishing a unique gateway to offer volunteering time, funding or equipment. Throughout 2023-2025 this has totalled over £2m in additional social value to the region above and beyond the grants and funded activities, as a result of United By 2022 operating as a conduit and connector. - Providing opportunities for 352 participants to engage in inclusive dance, bringing together disabled and non-disabled people across 7 local authority areas. The overview below is not intended to report full details of United By 2022’s achievements in 2024/25, but offers a narrative aligned to the Charity’s core delivery areas: |but offers a narrative aligned|to the Charity’s core delivery areas:| |---|---| |**Core Delivery Area**|**Key Achievements in 2024/25**| |**Youth Volunteering**–
We support 16-24 year-olds
to gain confdence and skills,
build their networks and
prepare for the future. The
young people who take part
in our Gen 22 programme
complete 30 hours of social
action volunteering in their
community while receiving
mentoring and support.|United By 2022 funded and partnered with 14 community organisations to
deliver the 2024/25 Gen22 programme. The role of the organisations is to
engage the young people, onboard them and support them to achieve 30 hours
of volunteering in their community. The 14 organisations successfully “hosted”
546 youth volunteers. The selection process for host organisations was co-
designed with communities and included accessible features such as peer
panels, feedback to successful and unsuccessful applicants, and webinars to
help increase their chances in future funding applications. The Charity trialled a
Funder+ model, where, alongside grant funding, the 14 host organisations took
part in skills training and support to build their own capability and sustainability,
beyond the term of funding.
546 young people participated, which added to some early starters in 2023,
making the total number 577. The young people collectively achieved a total of
22,390 hours of social action. This surpasses our target of 18,000 hours by
24%. All activity took place in the West Midlands, across 78 locations.
The express aim of Gen22 is to engage with young people who face challenges
and barriers arising from deprivation, with 43.9% of the young people involved
being from the 20% most deprived areas in the country.
As a result of their involvement in the project, there was a 20.4% increase in
young people identifying themselves as confdent, a 22.8% increase in young
people identifying that they had positive mental health, and a 26.4% increase in
young people identifying that they had a positive outlook on society and the
world around them.| |**Empowering Youth Voice**–
Ideas Made Real gives young
people the opportunity to
apply for funding to turn their
social action idea into a
reality.|In February 2024, we distributed £114,000 to marginalised young people in the
region to lead and deliver their own “Ideas Made Real” social action projects.
Co-designed with young people, the application process included accessible
features such as video applications. All 21 shortlisted projects were invited to a
weekend skills-building event, culminating in a fnal pitch to a community and
business panel. 14 projects led by 31 young people were awarded up to £7,000
each. Activity tookplace across theWestMidlandsin 40locations.| |**Children and Schools**
**Engagement**- Bring the
Power delivers inclusive|This 24 month regional programme was aimed at increasing participation in
sports, arts and culture amongst priority groups of young people. Between
2023-2025,a total of 13,557participants engaged in one-off schools| 4 ## **UNITED BY 2022 CHARITY** ## **TRUSTEES’ REPORT (INCLUDING DIRECTORS’ REPORT)** |opportunities for young
people to get involved in
sport or arts and culture,
whether at festivals and other
events, or in local schools
across the West Midlands
region.|workshops and festival days and 1,403 young people engaged in arts and
sports workshops across multiple weeks.
The programme had a specifc aim to increase participation by women and
girls, and 70.4% of delivery staff involved in the programme agreed that their
organisations’ engagement with United by 2022 helped build opportunities for
women and girls to engage with sports.
The activities were co-designed and shaped by 546 people as part of advisory
and consultancy engagement with local education practitioners. 85.7% of
advisory participants agreed that the programme was more inclusive in part
due to their involvement, and 88.6% agreed that these initiatives were relevant
to young people. 82 schools, colleges, and community groups engaged with us
and 20 training sessions for school staff were held at 13 locations in the West
Midlands.
Like Gen22, Bring the Power expressly aimed to engage young people who
experience barriers to engagement arising from deprivation, and 34.1% of
participants were from the 20% most deprived areas of the country.
According to our independent evaluation, these activities successfully
increased participants’ knowledge on barriers to engagement and social
inequalitiesinboththe sports and culture sectors.| |---|---| |**Community Engagement**
**and Capacity Building**– for
community organisations we
help them overcome
common barriers to
accessing funding and
increase their skills to apply
for sustainable funding
opportunities.|We support a unique network of hundreds of community and grassroots
organisations who originally signed up to be part of the Games community
programme. Based on their demand, we designed and delivered a series of
capacity building activities. In the 24/25 period we delivered 50 training
sessions which were attended 622 times. These sessions included in person
events across 13 locations, and online events for convenience. This included
regular training, development opportunities and communication that they
cannot access elsewhere in the region, and in return our benefciaries help us
with the co-design of our programmes and participatory grant making. 67.7% of
attendees agreed that the sessions had helped them gain new skills, and 77.4%
agreed that the sessionshad advanced theirpre-existing skills.| |**Event Volunteering**
**opportunities in the West**
**Midlands**– we provide a
volunteer workforce for
events, supported by a
bespoke professional digital
platform. This is the
“Volunteers Collective”.|Throughout 2024/25, the Volunteers Collective platform connected event
organisers with local, experienced volunteers, many of whom previously
volunteered at the 2022 Commonwealth Games. During the period, members
of the Collective contributed over 9,000 hours of volunteering, increasing the
Volunteers Collective total volunteering hours to over 24,000 since its inception
in June 2023. Prominent events we supported included:
•
SportAccord 2024: This international conference was hosted at
Birmingham's ICC and welcomed delegates from over 120 International
Federations, the International Olympic Committee, and many other
organisations involved in the business of sport to gather, network, and
advance their respective sport, services, and facilities.
•
Speedo Aquatics GB Diving Championships: Held at Sandwell Aquatics
Centre, this event played a key role towards selection of Great Britain's
diving team for the Paris 2024 Olympics.
•
England Athletics 2024 Championships: Held at Alexander Stadium, the
championships took place over two weekends in July and included para-
sport events as well.
•
Birmingham Weekender: Taking place in Birmingham city centre, this
cultural event is organised by Birmingham Hippodrome and is one of the
largest outdoor festivals in the city.
The Volunteers Collective has developed partnerships with anchor
organisationswhorun multiple events on repeat throughout the year, suchas| 5 ## **UNITED BY 2022 CHARITY** ## **TRUSTEES’ REPORT (INCLUDING DIRECTORS’ REPORT)** ||Sport Birmingham, RunThrough, Inspire Activity, Sandwell Metropolitan
Council, and City of WolverhamptonCouncil.| |---|---| |**Social Value –**We measure
the social value of our
programmes and charitable
operations and share our
expertise with public and
private sector organisations
who want to increase their
social impact.|Throughout the 2023-2025 period the verifed social value delivered as a result
of our activity totalled £2,759,214. This sum was delivered in addition to
exceeding our key performance indicators and meeting our budget. Public
sector procurement requires suppliers to commit between 10-20% in social
value on every contract; we returned 55% in social value in this period, which is
nationally exceptional.
As part of our mission to better connect businesses and charities, our social
value activity has become a unique regional gateway for businesses to supply
time, funding or equipment and support the resilience of grassroots community,
sports and arts organisations. One example:
•
A major employer, SCC (UK) Limited set some objectives around
combatting digital poverty. They supplied digital tablets and we distributed
them amongst qualifying United By 2022 Family members. We measured
the impact of 20 devices on the organisations and the beneft to the
communities they serve across the region. One recipient told us it “opened
a new door of opportunity” and gave them a chance to increase the digital
skills of the overlooked community they serve.
•
We provided a fund for charities to access some organisational
development support. This enabled community organisations to access a
professional or consultant to boost their ability to address strategic
challenges and make their organisation more sustainable. We supported 12
organisations in this way.
•
In response to Birmingham City Council budget cuts, we set up a specifc
support programme for arts and cultural organisations across the city who
were negatively impacted. This enabled them to access expert advice and
skills training to pivot theirexistingreliance on funding and diversify quickly.| |**Inclusive Dance –**Critical
Mass brings together young
people with and without
disabilities to form an
inclusive dance company. It
was started in 2022 and
performed at the Opening
Ceremony of the Games.|Working with local dance organisations across the region, we engaged 352
young people aged 16-30, with and without disabilities, in dance and movement
activities. This was delivered over 341 dance sessions in 25 locations, including
Birmingham, Coventry, Dudley, Worcester, Staffordshire, and Shrewsbury, as
well as online. We engaged a specialist, FABRIC Dance, to lead the project.
51.5% of participants identifed as having a disability, long-term health condition
or being neurodiverse and 21.4% of participants were from the 20% most
deprived areas of the country.
96% of participants formed new friendships through engaging in the project.
91.3% of participants who identifed as having a disability, long-term health
condition,or beingneurodiverse had a morepositiveperception of disability.| ## **Grant Making** United By 2022’s grant making policy outlines the principles, criteria and processes that govern how the Charity will give grants and support projects that align with its objectives. It sets out the intention to grant funds to projects that: - Are community led, enabling communities to put their ideas into action and work to solve the challenges on their doorstep. - Promote fairness and social inclusion. - Support Games assets to be maximised for community benefit. 6 ## **UNITED BY 2022 CHARITY** ## **TRUSTEES’ REPORT (INCLUDING DIRECTORS’ REPORT)** It also sets a framework for the administration of grants, due diligence, and reporting requirements from grantees. This year the Charity has granted the following funds for the following projects: |**Project, Organisation, and**
**Funding Amount**|**Project Description**| |---|---| |**Powered by Can – Gen22 Partner**
Total funding in 24/25: £16,300
(23/24: £75,000)|Based in West Bromwich, this partner provided opportunities for young people to
engage with life skills, sports, arts, social action, and creative sector skills. Through
workshops, taster sessions, mentoring, and bootcamps the young people were able to
upskill themselves in several areas. The skills sessions fed into the young people’s
social action projects where they were able to build a campaign and complete the
Youth Achievement Award Bronze qualifcation. The project helped raise aspirations,
create bonds andforgednewsocial networks betweenyoung people.| |**Birmingham City FC Community**
**Trust – Gen22 Partner**
Total funding in 24/25 £50,000
(23/24: £75,000)|This project used physical activity to engage young people to build their social and
employability skills. The young people frst travelled to Wales for a residential trip
which included climbing Snowdon, gorge scrambling, and team building activities.
They then built on their skills in Birmingham, through football coaching, frst aid
training, planning workshops, sports leadership, public speaking and CV workshops.
The activity was led by a youth council, with support from staff mentors. Each young
person on this project undertook 30 hours of work placement to put their new skills
into practice.| |**Warwickshire Cricket Foundation**
**– Gen22 Grassroots Partner**
Total funding in 24/25: £40,600
(23/24: £15,900)|This project focused on giving young women the confdence and ability to initiate
outdoor play opportunities within their communities. The idea was around enabling
them to ‘Thrive on their Doorstep’, by creating new and safe spaces to play cricket and
other sports. During the programme all the participants gained a qualifcation in
Cricket Foundation Level 1. They received bespoke training to deliver a Serves Tennis
Programme, received football training from Strike9Training CIC and training from
Harborne Cricket Club on street hockey. Two cohorts of young women went through
this process and took part in a tour around Edgbaston Cricket Ground as well as an
employability and CV workshop. This boosted the young people’s confdence to
participate and coach insports and added skills and experiences to theirCV.| |**Your Basketball League – Gen22**
**Grassroots Partner**
Total funding in 24/25: £7,876
(23/24: £11,814)|This project invested in 22 young people by training them to become young basketball
leaders. The aim was to train these young people as Level 2 referees, Level 2 table
offcials, and Level 2 coaches. The young people participated in theory sessions, Q&A
sessions, practical sessions, and examinations and assessments. They had the
opportunity to attend the City of Birmingham Camp and Valencia Basketball Camp
where they were observed in a game scenario and had the experience of working
alongside high level, international offcials. Following these training courses, the young
people were certifed to be game offcials and coach the next generation of players,
inspiringfuture basketballplayers, beingrolemodels andleaving alastinglegacy.| |**The Inspire Group – Gen22**
**Grassroots Partner**
Total funding in 24/25 £9,440
(23/24: £14,160)|This project used sports to engage young people whilst exploring local social issues
and how they could help combat these issues through social action. It used a
backwards planning approach where they allowed the young people to explore what
social change and end goals they wanted to achieve and work backwards from there
to see what steps were needed. The project was completely participant led. Following
this they planned out how to achieve their aims by taking on experiences such as
community sport design, volunteering at activity sessions for other young people, and
building their understanding of community work. This created many opportunities for
the young people such as participating in safeguarding qualifcations, volunteering at
the AOC Sports Championship, part time work in schools, and partnership working on
community sports sessions. This gave the young people a unique taste of what
workingwiththe community and sportslookslike as a careerpath.| |**Central Youth Theatre – Gen22**
**Grassroots Partner**
Total funding in 24/25 £20,565
(23/24:£15,848)|This project was focused on the arts in Wolverhampton, with the young people
participating in weekly creative skills development workshops. These workshops
consisted of oral history training, marketing and promotion, event management, flm
making, acting, and screenplay. Following theseworkshops, 6 short documentaries| 7 ## **UNITED BY 2022 CHARITY** ## **TRUSTEES’ REPORT (INCLUDING DIRECTORS’ REPORT)** ||were created that celebrated Wolverhampton residents who had contributed towards
the city’s cultural, social, and community development. The young people were
involved in the process from start to fnish, learning all the skills required along the way
to ensure that they could replicate this in the future. They participated in public
interviews, visited local radio stations, and joined in with evaluation documentation to
ensure the success of the project and to help build their skills in the creative arts. The
whole project culminated in a flm premiere where members of the public could
experience theworkthat the young creatives produced.| |---|---| |**Gazebo Theatre – Gen22**
**Grassroots Partner**
Total funding in 24/25: £20,425
(23/24: £15,638)|This project used the arts to understand social action and to deliver social action
projects in the community. The young people who were involved in this project started
by doing team building activities which led into training on how to use the visual arts in
capturing their projects and learning more on project planning. They gained many
skills along the way such as emergency frst aid, writing risk assessments, flm editing,
marketing, evaluation, and project development. With the help of the staff at Gazebo
and their peers, each individual completed their own social action project, which
included an open mic night, t-shirt design, creating an inclusive space, and making
and learning about bird boxes. The young people who participated in this project were
given access to a platform allowing them to exercise different creative art forms, that
they cancontinue exploringinprojects and professionsinthefuture.| |**Girl Grind UK – Gen22 Grassroots**
**Partner**
Total funding in 24/25: £27,500
(23/24: £7,500)|This project includes a week-long creative intensive trip aimed at young people from
inner city Birmingham. During the residential the young people were able to
experience workshops and activities, including lessons on resilience, respect and
values. They took part in physical and team building activities such as kayaking,
archery, orienteering, zip wiring, and blindfolded woodland trails. These activities were
then celebrated in an awards and achievement evening on the last day of their trip.
Through this experience the young people were able to learn and develop new skills
such as project planning, public speaking, group work, music, dance, drama,
leadership and community engagement. These are skills that they would be able to
takeforwardintheireverydaylife.| |**In Power – Gen22 Grassroots**
**Partner**
Total funding in 24/25: £10,600
(23/24: £15,900)|This Black Country project focused on bringing together martial arts with social action
to improve physical health and safety in young people, but also to reach out to the
local area and create opportunities for the community. Each participant went through a
programme that included training on leadership, empowerment, and evaluation, as
well as a ‘fast track to Black Belt’ course. During this time the young people hosted a
community charity event, which was planned and delivered by the youth leaders. The
idea of the programme was to provide and deepen the knowledge of martial arts for
the young people, whilst simultaneously teaching them other day-to-day skills such as
management, leadership, and community investment. All of this was achieved while
participating in the martial arts sessions and completing the gradings, becoming a
project that promoted socialchange and physical health.| |**Pitch 2 Progress – Gen22**
**Grassroots Partner**
Total funding in 24/25: £10,349
(23/24: £15,523)|This Birmingham project focused on social action and reaching as many people in the
local community as possible. The young people who worked on the project designed
12 social action initiatives varying in theme and target audience but all of which were
delivered to their immediate community. The young people were involved in all
aspects of activity from co-creation, planning, advertising and delivery. Examples of
the social action days included a midnight Ramadan Football League a community
fence improvement, a soup kitchen and charity bake for the homeless and local
hostels, sandwich making for a local care home, a community sports day, and creative
arts therapy sessions. All these projects had a huge impact on their local community
and taught many valuable lessons and skills to the young people who participated,
whichtheywillbe able to takeforward tofuture employment.| |**Solihull CEP – Gen22 Grassroots**
**Partner**
Total funding in 24/25: £20,196
(23/24: £15,294)|This project focused on introducing and embedding young people in different arts
disciplines and upskilling them in their chosen area. Based on Solihull, the project
stood up fve incubators teaching graphic design, flm, television, visual arts and
theatre. The purpose of the incubator programmes was to allow young people to
undertake work experience placements with professionals in specifc areas, giving
them real life experience in their feld of interest. This was done with the intention to
upskillthe participants andintroduce themtoreal lifework inthe arts, giving them new| 8 ## **UNITED BY 2022 CHARITY** ## **TRUSTEES’ REPORT (INCLUDING DIRECTORS’ REPORT)** ||skills that they can use in their future careers. Youth voice was at the heart of this
project, with a youth board helping to interview the professionals delivering the
incubators, plan the process of the programme, help choose the participants, and
launch two creative careers events throughout the project. This was a great way to
break down barriers for young people to experience the arts in a professional and
high-levelpathway that they cancarryforwardintheir future careers.| |---|---| |**The Gap – Gen22 Grassroots**
**Partner**
Total funding in 24/25: £10,600
(23/24: £15,900)|This project from The Gap provided two types of placement opportunities for young
people engaging with the project. There was a Creative Production Assistant
Placement which was a weeklong placement working on a specifc project that used
creativity for social action. This placement explored the creation and the development
of techniques for diverse creative disciplines surrounded the theatre and visual arts.
The second placement was an Arts Engagement and Operations Assistant which took
place over one month. This involved learnings on marketing and promotion of
community events, particularly how to market to young people, customer service, front
of house for events and gathering feedback for evaluation from social action projects.
The young people were able to gather all these skills by working an exhibition with The
Gap, mapping what is included in an exhibition, creating social media content around
the event and preparing theirownevents.| |**The Table – Gen22 Grassroots**
**Partner**
Total funding in 24/25: £20,536
23/24: £15,804|This project by The Table in Walsall combined hospitality with social action by offering
young people placements doing barista work or learning kitchen skills whilst being
mentored around social action, with the intention to deliver their own initiatives. The
young people started by going through an introduction and training programme on
their chosen skill, then volunteering in The Table’s working café and kitchen. Alongside
team building days, the young people also organised community days which ran from
the café. These days included ftness classes, table tennis tournaments, cake
decorating workshops, princess parties and mental health workshops. During this
training and project delivery, the young people were able to improve their skills on
communicating with the public, project planning and management, working within a
team and confdently working behind a counter. This experience gave all the
participants employability skills to add to theirCVand a boostintheiremployability.| |**Warrens Hall Riding School –**
**Gen22 Grassroots Partner**
Total funding in 24/25: £10,600
(23/24: £15,900)|This project from Warrens Hall Riding School was around opening up new
opportunities for young people with SEND to participate in horse riding and learning
how to care for the animals, as well as managing a stable. At the stables in Oldbury,
the participants could get involved in 1-2-1 horse riding lessons, group horse riding
lessons, grooming lessons, ‘pat a pony’ lessons and equine therapy. This eased the
young people into learning and developing skills in a stable but also built on their
professional skills. As part of this course the young people completed Level 1 and 2 in
Stable Management and completed Makaton training. They also had access to mental
health counselling which had been embedded into the equine therapy sessions. This
project helped the young people to build on their social skills and learn skills in a new
feld, allowingforgrowth intheireverydaylife skills andmaintaining a positiveimpact.| |**Miss Macaroon – Gen22**
Total funding in 24/25: £20,000
(23/24: £0)|This project supported 16 young people based in Birmingham and Walsall who are
from marginalised communities or groups (NEET, neurodiverse, care leavers, etc.) to
improve their wellbeing and gain skills in hospitality, currently a skills gap in the region.
Participants engaged with wellbeing and employability training and a work experience
programme along with tailored counselling sessions, which all aimed to address and
improve participants’ holisticwellbeing.| |**Birmingham Sport and Physical**
**Activity Trust– Gen22**
Total funding in 24/25: £20,000
(23/24:£0)|This project was a 12-week development programme that provided deployment,
volunteer, and work opportunities for young people within the Sport and Physical
Activity sector in Birmingham.| |**InUnity – Gen22**
Total funding in 24/25: £19,030
(23/24: £0)|This project was made up of two parts: Young Brum Radio and Young Brum
Changemakers. Young Brum Radio gave young people an opportunity to record their
own radio show in partnership with Brum Radio, which was shared widely so others
can hear and understand young people’s views and issues. Young Brum
Changemakers allowed young people to meet weekly with InUnity’s team and develop
creative solutions to problemsintheir localcommunity.| 9 ## **UNITED BY 2022 CHARITY** ## **TRUSTEES’ REPORT (INCLUDING DIRECTORS’ REPORT)** |**Access Sport CIO – BTP**
Total funding in 24/25: £18,900
(23/24: £0)|This project provided support for community sport clubs to engage with disabled and
disadvantaged young people so they could participate in sports in a friendly, inclusive
environment. The funding allowed Access Sport to support 5 additional community
clubs, engage with more disabled young people, and provide upskilling workshops for
coaches and volunteers to build their confdence in working with disabled children and
their familiesintheWestMidlands.|This project provided support for community sport clubs to engage with disabled and
disadvantaged young people so they could participate in sports in a friendly, inclusive
environment. The funding allowed Access Sport to support 5 additional community
clubs, engage with more disabled young people, and provide upskilling workshops for
coaches and volunteers to build their confdence in working with disabled children and
their familiesintheWestMidlands.| |---|---|---| |**Muslim Sports Foundation – Bring**
**the Power**
Total funding in 24/25: £18,860
(23/24:£0)|This youth engagement programme delivered sports sessions in 4 target hubs in
Birmingham’s most deprived areas. The programme focused on providing sporting
opportunities to young people, particularly girls, in inner-city areas helping the young
people to build theirconfdence andimprove theirsocialskills.|| |**BSS Cooperative Trust – The**
**Common Ground Project**
Total funding in 24/25: £32,000
(23/24: £32,000)|The Common Ground project delivered opportunities for students aged 3-19 with
special education needs to participate in the creative arts. The project aimed to
engage students who face signifcant barriers in the arts and gave them the
opportunity to work with sound, flm, dance, textiles, print, and other art mediums. 7
art projects were created by students at different SEN schools and were displayed at a
fnal exhibition at the MAC. In addition, teachers and staff received training and
supportfromartistsleading the projects to build their knowledge and confdence.|| |**Birmingham Education**
**Partnership – Stronger Together**
**Festival**
Total funding in 24/25 £1,000
(23/24: £9,000)|The Stronger Together Festival was a project in which four schools, Queensbridge
School, King Edwards VI Camphill School for Boys, Kings Norton Girls School and
Wheeler’s Lane Technology College, worked with local cultural organisations over a
six-week period to create art and performance pieces. The project culminated in a
festival hosted at Queensbridge School for the pupils to perform and show their work.
Students took part in workshops around dance and drumming, performance art, music
performance, and street art. The project aimed to increase partnership between the
schools, contribute to increased community cohesion, and improve the students’
wellbeing.|| |**Ideas Made Real **||| |Ideas Made Real is a unique competition for young people to apply for funding to make their social action project a reality.
This year we funded 14 projects. The young people design and lead their project, mentored by a supporting organisation who
receive the grant and administer the funds on their behalf. The supporting organisations received a contribution to core costs
oncompletionofthe project and evaluationto covertheircostsin facilitating the project.||| |**Community Youth Football**
**League led by Ben**
Supporting Organisation:
Birmingham City Foundation and
Birmingham United
Total fundingin 24/25:£13,691.85|**Disorderly Canal Clean Up led by**
**Chanetelle**
Supporting Organisation: Canal and
River Trust
Total funding in 24/25: £8,000|**Rainbow+ Project led by Connor**
Supporting Organisation: CHADD
Total funding in 24/25: £8,000| |**Coventry Communication**
**Publication led by Constance**
Supporting Organisation: Media
Mania
Total fundingin 24/25:£8,000|**Sisters in Sound Project led by**
**Grace**
Supporting Organisation: Media
Mania
Total fundingin 24/25:£5,910|**Sporting You! Project led by Jayden**
Supporting Organisation: Birmingham United
Total funding in 24/25: £13,990| |**Walsall Festival Project led by**
**Joshua**
Supporting Organisation: RicNic
Total funding in 24/25: £8,000|**Dance to Heal Project led by Kya**
Supporting Organisation: Emotional
Dysregulation in Autism
Total funding in 24/25: £8,000|**Life after being in the Care System Project**
**led by Leah**
Supporting Organisation: BFriends
Total funding in 24/25: £7,000| |**Wildlife Garden by Lucy**
Supporting Organisation: Wild Earth
Total funding in 24/25: £14,000|**3-E Project by Maksym**
Supporting Organisation: Brama
Total funding in 24/25: £3,145|**Girls Can Board Project by Malikah**
Supporting Organisation: Snowsport England
and Andalus Archers
Total fundingin 24/25:£9,635| |**Fit In & Get Fit Project by Rahul**
**and Sevin**
Supporting Organisation: TLC
College
Total fundingin 24/25:£8,000|**Nourishing Souls Project by Sara**
Supporting Organisation: Muath
Trust
Total funding in 24/25: £13,957.20|| |**Bring The Power Festival Days**||| 10 ## **UNITED BY 2022 CHARITY** ## **TRUSTEES’ REPORT (INCLUDING DIRECTORS’ REPORT)** Festival Days are mass participation moments for primary and/or secondary aged individuals, with the aim to connect young people through an inspirational day of sport and cultural activity. This event will be co-designed, and where possible, led by young people, encouraging creativity and innovative thinking. |Festival Days are mass participation moments for primary and/or secondary aged individuals, with the aim to connect young
people through an inspirational day of sport and cultural activity. This event will be co-designed, and where possible, led by
young people, encouraging creativity andinnovative thinking.|Festival Days are mass participation moments for primary and/or secondary aged individuals, with the aim to connect young
people through an inspirational day of sport and cultural activity. This event will be co-designed, and where possible, led by
young people, encouraging creativity andinnovative thinking.|Festival Days are mass participation moments for primary and/or secondary aged individuals, with the aim to connect young
people through an inspirational day of sport and cultural activity. This event will be co-designed, and where possible, led by
young people, encouraging creativity andinnovative thinking.| |---|---|---| |**ConnectEd Partnership –**
**Wolverhampton Festival Day**
Total funding in 24/25: £2,100
(23/24:£4,900)|**Urban Heard CIC – Solihull**
**Festival Day**
Total funding in 24/25: £2,100
(23/24:£4,900)|**Priory Community – Dudley Festival Day**
Total funding in 24/25: £7,000
(23/24: £0)| |**Earlsdon School - Coventry**
**Festival Day**
Total funding in 24/25: £3,000
(23/24:£0)|**Our Community Foundation –**
**Birmingham Festival Day**
Total funding in 24/25: £7,000
(23/24:£0)|**Kantu – Sandwell Festival Day – with**
**additional Sensory workshop project**
Total funding in 24/25: £20,000
(23/24:£0)| |**Oldbury United - Oldbury Festival**
**Day**
Total funding in 24/25: £7,000
(23/24:£0)|**Kids in Communication – Walsall**
**Festival Day**
Total funding in 24/25: £7,000
(23/24:£0)|| ## **Contribution made by volunteers** United By 2022 Charity would like to thank its dedicated volunteers for their support. Now in its second year, a specially trained group of volunteers have supported Perry the Bull, the Birmingham 2022 Commonwealth Games mascot, as chaperones. These volunteers work closely with Perry, travelling across the West Midlands and further afield to support all his mascot appearances. Perry’s continued success as a beloved community mascot for Birmingham is only possible with the **638 hours** this small team has volunteered in the 24/25 period. With the support of “Team Perry”, **Perry visited 92 events** throughout the region. Highlights included: - Representing Birmingham alongside our volunteers at the Sport Accord Conference. - Causing mischief at high level sporting events including the UK Indoor Athletics Championships, British Junior Trampoline Gymnastics Championships, The Rothesay Classic (Tennis), Swim England Summer and Winter Championships, Adult and Junior UK Para Swimming Championships, UK Diving Championships and FISE (BMX Freestyle). - Promoting sport in schools, taking part in multi-school sports days (School Games etc), reaching over 100 schools and 25 special schools. - Continuing to support the Sandwell Aquatics Centre, celebrating its 1[st] birthday, taking part in the Children in Need swimathon, and supporting 8 different championships at the centre this year. - Assisting Glasgow 2026 with their own Mascot Makers Summit, performing as Perry alongside Clyde and Borobi, previous Commonwealth Games Mascots. - Creating videos that were used as part of the Active Black Country’s water safety campaign, teaching valuable lessons in being safe around open water. The campaign reached tens of thousands of children across the Black Country, and has received more funding to continue into 2025. - Supporting United By 2022’s own youth programmes, appearing at every Bring the Power Festival Day, and multiple events put on by Gen22 Partners and Ideas Made Real Participants 11 ## **UNITED BY 2022 CHARITY** ## **TRUSTEES’ REPORT (INCLUDING DIRECTORS’ REPORT)** - Visiting Birmingham Children’s Hospital for Valentines Day, donating Perry toys to inpatients. - Visiting dozens of community events throughout the year, including Sandwell Pride, the Godiva Music Festival in Coventry and many others. ## **Fundraising** The Charity undertakes some fundraising to supplement its income from other sources. This is done internally by an employee whose job description includes fundraising. The primary focus is to generate funding from grant-making bodies (public and private) to support the charitable activities and a secondary channel comes from philanthropic donations from individuals and business support. The fundraising expenditure of the Charity is below £100,000 therefore the Charity is not registered with the Fundraising Regulator. Monitoring of fundraising activity is carried out via regular one-to-one meetings with the CEO, and updates on fundraising activity are regularly provided to the Treasurer, Finance and Audit Committee, and the Board of Trustees. No complaints regarding fundraising activity were received during the year. Most fundraised income consists of grants. United By 2022 does not undertake regular direct mail/telephone/face-to-face campaigns. During the period, the Charity’s fundraising activity resulted in a grant from a private sector grant funder which will support the delivery of youth engagement projects Gen22 and Ideas Made Real. ## **Risk Management** United By 2022 Charity has robust processes and governance for the effective identification and management of risks and issues at every level. The Charity has put a policy in place to ensure it provides a safe and secure environment for employees, directors, trustees, partners, volunteers, and stakeholders. As part of the risk management process, the Charity has implemented the following: - Policies to protect future employees and volunteers from harassment, bullying and all forms of discrimination. - A register of Trustee Board member's interests, a Conflicts of Interest Register (which includes the interests of all staff and volunteers), and a Gifts and Hospitality Register - A Corporate Risk and Issues Register Risks and issues are classified in escalating levels of severity: Negligible, Minor, Moderate, Major, Critical. The Charity embraces calculated, controlled risk taking, such as taking on new opportunities and partnerships, or using innovative approaches to increase learning, provided risk exposure is no more than the Major impact tier of the risk classifications. ## Primary Risks & Uncertainties The Charity’s Register of risks lists four key risks including: inadequate levels of unrestricted reserves in order to ensure the Charity’s future and longevity; safeguarding of beneficiaries, our charitable activities work closely with disadvantaged young people; ensuring a pipeline of events activity is secured to facilitate the continuation of the Volunteers Collective; poor reputation and stakeholder relationship management; and the risk of a cyber security or data breach. These risks are regularly monitored, with actions taken to mitigate their potential impact. 12 ## **UNITED BY 2022 CHARITY** ## **TRUSTEES’ REPORT (INCLUDING DIRECTORS’ REPORT)** ## **Governance** All policies and procedures are reviewed on either an annual basis or when it is legally necessary. There are several policies in place which impact financial management including: money laundering policy, policy for paying staff, a grant making policy, anti-corruption and bribery policy, and the risk management policy. The Charity has established a Conflicts of Interest policy which requires all trustees, directors, volunteers, and staff to register all interests that are relevant to their role at United By 2022 Charity. There is also a standing Agenda item at the top of each Trustee Board meeting which requires trustees and other attendees to declare any interests that are relevant to matters on that day's Agenda. The register is maintained and reviewed regularly. United By 2022 Charity has two committees: ## _**Finance, Audit, and Risk Committee – Chair: Craig Edmondson**_ The Finance, Audit, and Risk Committee (FINCO) meets four times a year and is responsible for appointing the Charity’s auditors, having oversight of the financial reporting and planning, and reviewing organisational risks. The FINCO is comprised of three trustees, with regular attendance from the Chief Executive Officer, the Head of Operations and Governance, and the Finance Manager. The Chair of the FINCO during the period was Nicola Ibbetson who resigned from her post in July 2024 to move overseas. We want to thank her for her fantastic contribution to the Board and as Chair for this Committee. Matt Waddell joined the Board of Trustees on an interim basis to chair the FINCO while the Charity organised its recruitment of new trustees. At the end of the financial period, following a recruitment process, Craig Edmondson was appointed to the Board of Trustees and as Chair of the FINCO and Matt Waddell stood down as an interim trustee and Chair. ## _**Remuneration and Recruitment Committee – Chair: Harjinder Millington**_ The Remuneration and Recruitment Committee (REMCO) meets twice a year and leads on matters relating to the terms of engagement of the Chief Executive Officer and broader organisational recruitment and remuneration. The REMCO is comprised of three trustees, with attendance from the Chief Executive Officer, Head of Operations and Governance, and the Finance Manager as requested. ## **Remuneration Policy** The Board of Trustees considers issues of pay on an annual basis as part of approving its annual revenue budget. The REMCO is responsible for reviewing and recommending the overall approach to the remuneration of the organisation’s employees, including the CEO. No remuneration benefits, other than those provided to all staff, are provided to senior management and the CEO. Where changes to remuneration are proposed, the proposed salary is benchmarked against similar roles within the Charity sector to ensure remuneration is appropriate. ## **Financial Review** During the period, United By 2022 Charity received income of £3,160,743 (2024: £1,508,334) from the WMCA in a single contract (Legacy Enhancement Fund). 13 ## **UNITED BY 2022 CHARITY** ## **TRUSTEES’ REPORT (INCLUDING DIRECTORS’ REPORT)** Income that was significant to the Charity in the prior period but did not repeat in this financial year £0 (2024: £86,218) from the Inclusive Communities Fund contract with the Heart of England, and £0 (2024: £10,000) through funds received for the volunteering legacy from Spirit of 2012. Total incoming resources are shown in the Statement of Financial Activities £3,415,005 (2024: £1,614,598). The net assets held by United By 2022 Charity as of 31 March 2025 were £581,917 (2024: £395,305). Of which £128,271 (2024: £63,835) were held in restricted funds, and £453,646 (2024: £331,470) were in unrestricted funds. ## **Reserves Policy** United By 2022 holds a reserves level which provides the Charity with adequate financial stability (equivalent to afford its short-term liabilities for pay and non-pay contractual obligations **for a period of approximately 3 months, or £150,000, whichever is the higher** ) and the means for it to meet its charitable objectives for that period. **As of 1 April 2025, this reserve amounts to £182,665** (2024: £314k) The Board of Trustees will continue to review the number of reserves that are required to ensure that they are adequate to fulfil the Charity’s continuing obligations on a half-yearly basis. ## **Principal Source of Funds** As of 31 March 2025, the primary source of income in the year was from the Trailblazer contract with the West Midlands Combined Authority. ## **Going Concern** Up to the end of this financial year, the Charity was funded, in majority, from the Games Legacy Enhancement Fund. A one-off fund that was established following an underspend from the Birmingham 2022 Commonwealth Games via the West Midlands Combined Authority, and used for the delivery of a programme of community activity named the ‘Trailblazer Programme’. As this funding and activity has now been successfully delivered, the Charity has been required to evolve and pivot to align itself with its long-term strategic objectives and income ambitions and so has focused its efforts on developing and securing new streams of income and new partnerships to support its sustainability. Part of the evolution has included restructuring its organisational team to be fit for purpose for a condensed programme of work and activity, appropriately reducing its cost base. The levels of income are steadily growing with agreements already signed to deliver work over the next 12 months. Whilst pipelines of income are never certain this steady increase in work, and with contracts signed for future work, provides the Trustees confidence that the level of predicted future income will be sufficient to sustain the organisation at its current operating size into the future and not least for the next 12 months. ## **Organisation Structure and Networks** At the start of the period United By 2022 Charity employed 21 members of staff, plus one long-term secondee courtesy of its corporate partner, Gowling WLG. The team gradually decreased in size as the large Trailblazer contract came to a close at the end of the financial period. 14 ## **UNITED BY 2022 CHARITY** ## **TRUSTEES’ REPORT (INCLUDING DIRECTORS’ REPORT)** The organisational structure of the Charity comprises of a Chief Executive Officer, who leads the staff and reports to the Board of Trustees. During this period there were four Heads of Departments including: Head of Operations and Governance, Head of Programmes, Head of Communications, and a Head of Social Value and Impact. Each led a functional area, reported to the CEO, and managed staff. The day-today running of the Charity is delegated to the Chief Executive Officer, who reports to the Board of Trustees on a quarterly basis at Board meetings. The Board is responsible for the direction and objectives of the Charity, and there are some matters which cannot be delegated by the board such as key financial commitments and arrangements, changes to the CEO, material changes to insurance policies. United By 2022 Charity has supported an extensive network of charitable organisations across the West Midlands with training workshops, events and webinars. Originally signed up to the Community Programme at the Games, their values and priorities align with the inclusive vision of the Charity and their work benefits communities at a grassroots level. The Charity is able to provide an effective gateway for funding, support, and equipment to reach communities at grassroots level. The Charity also engages with a wide range of businesses and employers in the region, including SCC, Shoosmiths, Salesforce, Fisher German, Avison Young, Gowling WLG, Arup, and more. The Charity offers businesses a social value gateway, making it easier to connect with local charities and supply pro-bono legal support, skilled volunteers, donations, and IT equipment. ## **Plans For Future Periods** In 2024-25 the activities and organisational structure have been dominated by intensive delivery for the Trailblazer contract with the West Midlands Combined Authority (WMCA). This funding is part of the £72 million surplus Commonwealth Games Legacy Enhancement Fund, which closed at the planned end date of March 2025. Having successfully delivered this major contract, the end of this period marks the natural end of two projects: the Charity is pleased to have found a long term home for the highly impactful inclusive dance activity and the schools activity ceases, having completed its objectives, and other local organisations with resource continue to provide ongoing support for schools. In light of this milestone, the Charity has undertaken a strategic review and business planning exercise to consider our future strategic priorities for the next three years. This has included reviewing evaluation data, taking stock of assets and stakeholder relationships, and conducting horizon scanning analysis, such as regard to the 2024 Government Missions around kickstarting the economy and breaking down the barriers to opportunity for young people and reviewed regional observatory data and West Midlands policy priorities. We have worked closely with the WM Lieutenancy for five years and taken note of the King’s new priorities around promoting volunteerism. We have considered threats like the dwindling availability of funding for charities, and opportunities like the emerging major events pipeline. A triple focus for the future – the revised Charity strategy for the period 2025-27 was written and approved in the previous financial year with a triple focus for the future: events volunteering, youth employability (Gen22), and social value services for businesses. To achieve and sustain this, we have established corresponding income streams, trimmed our cost base and adjusted staffing structure appropriate to the scale and spectrum of activity in our business plan. Looking ahead, our charitable activities will centre on: 15 ## **UNITED BY 2022 CHARITY** ## **TRUSTEES’ REPORT (INCLUDING DIRECTORS’ REPORT)** - Events Volunteers The Volunteers Collective is the only volunteering platform in the country that was born from the Commonwealth Games. Voted Pride of the City, 2,200 of the original Volunteers are an attractive asset to major events organisers coming to the region. We also offer Perry the Bull, our popular community mascot who can be booked as a spectator engagement and sports presentation service. The Charity’s volunteering offer contributes to regional priorities such as skills and employment, tourism and the growth of the conference and events economy. - Young Volunteers Gen22, co-designed with marginalised young people, provides hundreds of community based opportunities and has a successful track record proven to boost confidence, skills and employment prospects for 16-24 year olds. The Charity sources funding and distributes grants to grassroots community groups, who can reach young people who experience harsh life circumstances and those living in deprived areas. As the youngest city in Europe, Birmingham records the highest rates of youth unemployment in the country. This initiative feeds into local skills priorities for young people furthest from the labour market. The uptake and outcomes on Gen22 also buck national trends in volunteering generally, which is seeing a significant post covid drop off, and is worst amongst young people. - Social Value Services: We advise businesses how their activities can have greater impact for local communities and how best to measure and communicate this when bidding for contracts. We connect them to grassroots charities leading to long-term partnerships. We have supported businesses to distribute overstock IT kit and office furniture into homes in the third sector. We have matched skilled volunteers from business with grassroots organisations that need support in bid writing, budgeting or governance. We provide professional community consultation services for events organisers, property development and infrastructure projects, and local authorities. We measure the social value of the time volunteered, or donations raised, which supports the local economy and enhances the brand of the region. - Community Engagement: The Charity has built a unique network of over 500 community organisations across arts and culture, physical activity and wellbeing and community sectors in the West Midlands. These unique relationships helped us to successfully deliver the region’s first community engagement service, which aimed to encourage first time grant applicants to the £11m Inclusive Communities Fund, and evaluation praised our ability to reach the unusual suspects and build capacity. We also offer ad hoc community consultation, promotion and engagement services, and deliver training and capacity building for community groups. 16 UNITED BY 2022 CHARITY TRUSTEES, REPORT (INCLUDING DIRECTORS, REPORT) STATEMENT OF TRUSTEES RESPONSIBILITIES The trustee5, who are also the diredtys of United By 2022 Charity forthe purpose of company law. are responsible for preparing the Trusle85' Rewrt and the financial statements in accordance applicable law and United ￿ngdorn Acwjnting Standards (Unil&l Kingdom GenerallyAccepted AcC￿nting practi￿). Company Law requires the Iruslees to prepa￿ financial ststements for each financial year which gNe a true and fair view of the slate of affairs of the Chanty and of the incorThng resources and application of resources, induding the income and exr*￿Il1U￿. of the charitsble company for that period. In preparing these finanual ststemenls. the trustees are required I sdecl suitsblo aCc￿ntir￿j F*)1'C￿ ar#J then ap￿Y them consislenlty.. observe the methods and principles in the Charities SORP: make judgerr*nts aTrJ eslimales that are reas0ftab￿ and prudent,. stsle whether applicable UK Accounting StsThJards have been follth¥ed. sutye¢t lo any material departu￿ tthsclosed and explained in the financial statements,. and prepare the finantsal stslements on the going concern bas￿ unloss il is inappropriate to presume that Charity will continue in operat￿. The trustees are responsible for keeping adequat8 aceounting ret￿dS that disclose with reasonable a¢¢uracy al any lime the financial p)$ition of the Chanty and enable them to ensure that Ihe financlal slalemenls comply with the Companies Act 2(MJ6. Thry are also responsible for safeguarding the assets of the Charity aThl hence for tsking r&9s0￿le steps for the p￿ventIOn and detectlon of fraud and other Irregularities. Audltor In a¢¢ordance swth the Companys aitles. a resolutton that Omwctyj RutteT Limited be reappointed as auditor of the company wll be put al a General Meeting. Dlsclo$uro of Informatlon to the audlt¢x Each of the trustees ha5 confinned that there is rn) In￿ma￿n of which are aware which is ￿levant lo the audit, but of which the ￿dItOr is unaware. Thgy have ftjrther ¢onfimed that they have taken appropriate steps to identify such relwffint inf(*mat￿n and to establish that the auditor 15 aware of such information. port vrds appTh&J ty the Board ol Tr￿lIe88. Sir D Thcrfnpson QPM DL Chalr of the Board of Trustees 17 ## **UNITED BY 2022 CHARITY** ## **INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES OF UNITED BY 2022 CHARITY** ## **Opinion** We have audited the financial statements of United by 2022 Charity (the ‘charity’) for the year ended 31 March 2025 which comprise the statement of financial activities, the balance sheet, the statement of cash flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 _The Financial Reporting Standard applicable in the UK and Republic of Ireland_ (United Kingdom Generally Accepted Accounting Practice). In our opinion, the financial statements: - give a true and fair view of the state of the charitable company's affairs as at 31 March 2025 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 Companies Act 2006. ## **Basis for opinion** We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the _Auditor's responsibilities for the audit of the financial statements_ section of our report. We are independent of the 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 other information comprises the information included in the annual report other than the financial statements and our auditor's report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and we do not express any form of assurance conclusion thereon. Our responsibility is to 18 ## **UNITED BY 2022 CHARITY** ## **INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES OF UNITED BY 2022 CHARITY** read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. ## **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 requires us to report to you if, in our opinion: - the information given in the financial statements is inconsistent in any material respect with the trustees' report; 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, the trustees, who are also the directors of the charity for the purpose of company law, are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the 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 charitable company or to cease operations, or have no realistic alternative but to do so. ## **Auditor's responsibilities for the audit of the financial statements** 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. 19 UNITED BY 2022 CHARITY INDEPENDENT AUDITOR'S REPORT TO THE TRUSTEES OF UNITED BY 2022 CHARITY The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below. Based on our und8rstanding of the charitable company. we identrfied the principal risks of non- compliance with laws and regulations including those that have a direct impact on the preparation of the financial ststements and the extent to which non-compliance might have a material effect on the financial statements. Audit procedures performed included discussions with managemenL ￿VIeW of board meeting minutes, testing of journals, designing and performing audit procedures and challenging assumptions and judgements made by management in relation to accounting estimates. There are inherent limitstions In the audit procedures described above. We are les5 likely to become aware of instances of non-compliance with laws and regulations that are not closely related to events and transactions reflected in the financial statements. Also, the rlsk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error. as fraud may involve deliberate concealment by. for example, forgery or intentional misrepresentations, or through collusion. A further description of our responsibilities is available on the Financial Reporting Council's website at: https'.11 www.frc.or .uklauditorsres on ibililies. Thi5 description forms part of our auditorfs report. Use of our report This report is made solely to the charity's trustees. as a body, in accordance wilh Part 4 of the Charities (Accounts and Reports) Regulations 2008. Qur 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 pemiitted by law, we do not accept or assume responsibility to anyone other than the charity and the charty's trustees as a body. for our audit work, for this report, or for the opinions we have formed. Colm M¢Grory FCA (Senlor Stalutory Auditor} For and on behalf of Ormerod Rutter Limited. Ststutory Auditor Chartered Accountants The Oakley Kidderminster Road Droitwich Worcestershire WR9 9AY Date. ..a...l.LQ...l.a.o IS Ormerod Rutter Limited 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. 20 ## **UNITED BY 2022 CHARITY** ## **STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE** ## _**FOR THE YEAR ENDED 31 MARCH 2025**_ |**Notes**
**Income and endowments from:**
Donations and legacies
**3**
Charitable activities
**4**
Other trading activities
**5**
Investments
**6**
Other income
**7**
**Total income**
**Expenditure on:**
Charitable activities
**8**
**Total expenditure**
**Net income and movement in**
**funds**
**Reconciliation of funds:**
Fund balances at 1 April 2024
**Fund balances at 31 March 2025**
**Unrestricted**
**funds**
**2025**
**£**
96,248
30,919
2,100
24,495
500
154,262
32,086
32,086
122,176
331,470
453,646|**Restricted**
**funds**
**2025**
**£**
100,000
3,160,743
-
-
-
3,260,743
3,196,307
3,196,307
64,436
63,835
128,271|**Total**
**Unrestricted**
**funds**
**2025**
**2024**
**£**
**£**
196,248
5,773
3,191,662
-
2,100
-
24,495
4,273
500
-
3,415,005
10,046
3,228,393
8,394
3,228,393
8,394
186,612
1,652
395,305
329,818
581,917
331,470|**Restricted**
**funds**
**Total**
**2024**
**2024**
**£**
**£**
10,000
15,773
1,594,552
1,594,552
-
-
-
4,273
-
-
1,604,552
1,614,598
1,596,080
1,604,474
1,596,080
1,604,474
8,472
10,124
55,363
385,181
63,835
395,305| |---|---|---|---| The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities. 21 UNITED BY 2022 CHARITY BALANCE SHEET FOR THE YEAR ENDED 31 MARCH2025 2024 Current ass•ts Deblo¥s Cash at bank and In hand 15 184.351 722,639 112.650 527,181 906.990 639,831 Credltorn: amunts folllng duo wtthln one year {325.0731 (244,5261 Net current •Ss0ts 581,917 395,305 The fund8 of the charlty Restricted income funds Unrestricted furKI$ 18 19 128,271 453.646 63.835 331.470 581.917 395,305 The company is entitled to the exemption from the audit requilgnent contained in 8eclion 477 of the Companies Ad 20c￿, for the year ended 31 March 2025. The direclors acknowledge their responsibilities for complying wrth ts requiram8nts of th8 Companies Act 2006 with rgspect to accounting records and the preparation of fina￿181 statements. memtrets have not requirgd the ccffipany to obtain an audit of its finanrial statements under the requirements of the Companies Act 2006, for the year in question in a￿ordanCe with Sec￿on 476. These financial statements have been prepar&J in accordance wlh thg promsions appli¢8ble to companles subject lo the small cnmpanies regime. 2s/g The financlal stat￿entS were approved by the trustees on ...... Mr C Edmondson Company registration numter 13274864 (England and Wale51 22 ## **UNITED BY 2022 CHARITY** ## **STATEMENT OF CASH FLOWS** ## _**FOR THE YEAR ENDED 31 MARCH 2025**_ |**Notes**
**Cash flows from operating activities**
Cash generated from operations
**23**
**Investing activities**
Investment income received
**Net cash generated from investing activities**
**Net cash generated from financing activities**
**Net increase in cash and cash equivalents**
Cash and cash equivalents at beginning of year
**Cash and cash equivalents at end of year**|**2025**
**£**
24,495|**£**
170,963
24,495
-
195,458
527,181
722,639|**2024**
**£**
4,273|**£**
106,196
4,273
-| |---|---|---|---|---| |||||110,469
416,712| |||||527,181| 23 **NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 MARCH 2025**_ ## **UNITED BY 2022 CHARITY** ## **1 Accounting policies** ## **Charity information** United by Birmingham 2022 Legacy Charity is a private company limited by guarantee and incorporated in England and Wales. The registered office is 11th Floor, Two Snow Hill, Snow Hill Queensway, Birmingham, B4 6WR. ## **1.1 Basis of preparation** The financial statements have been prepared in accordance with the charity's Articles of Association, the Companies Act 2006, FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” (“FRS 102”) and the Charities SORP "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)" (effective 1 January 2019). The charity is a Public Benefit Entity as defined by FRS 102. The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £. The financial statements have been prepared under the historical cost convention, modified to include the revaluation of freehold properties and to include investment properties and certain financial instruments at fair value. The principal accounting policies adopted are set out below. ## **1.2 Going concern** At the time of approving the financial statements, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus the trustees continue to adopt the going concern basis of accounting in preparing the financial statements. ## **1.3 Charitable funds** Unrestricted funds are available for use at the discretion of the trustees in furtherance of their charitable objectives. Restricted funds are subject to specific conditions by donors or grantors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements. Endowment funds are subject to specific conditions by donors that the capital must be maintained by the charity. ## **1.4 Income** Income is recognised when the charity is legally entitled to it after any performance conditions have been met, the amounts can be measured reliably, and it is probable that income will be received. Cash donations are recognised on receipt. Other donations are recognised once the charity has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation. Legacies are recognised on receipt or otherwise if the charity has been notified of an impending distribution, the amount is known, and receipt is expected. If the amount is not known, the legacy is treated as a contingent asset. 24 **NOTES TO THE FINANCIAL STATEMENTS** ## **UNITED BY 2022 CHARITY** ## _**FOR THE YEAR ENDED 31 MARCH 2025**_ ## **1 Accounting policies** ## **(Continued)** ## **1.5 Expenditure** Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement, and the amount of the obligation can be measured reliably. Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges are allocated on the portion of the asset’s use. ## **1.6 Cash and cash equivalents** Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities. ## **1.7 Financial instruments** The charity has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments. Financial instruments are recognised in the charity's balance sheet when the charity becomes party to the contractual provisions of the instrument. Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously. ## _**Basic financial assets**_ Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised. ## _**Basic financial liabilities**_ Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised. Debt instruments are subsequently carried at amortised cost, using the effective interest rate method. Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method. 25 ## **UNITED BY 2022 CHARITY** ## **NOTES TO THE FINANCIAL STATEMENTS** ## _**FOR THE YEAR ENDED 31 MARCH 2025**_ ## _**Derecognition of financial liabilities**_ Financial liabilities are derecognised when the charity’s contractual obligations expire or are discharged or cancelled. ## **1.8 Retirement benefits** Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due. ## **2 Critical accounting estimates and judgements** In the application of the charity’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates. The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods. ## **Critical areas of judgement** The revenue recognition between unrestricted and restricted funds due to donations and other activities. ## **3 Income from donations and legacies** ||**Unrestricted**|**Restricted**|**Total**|**Unrestricted**|**Restricted**|**Total**| |---|---|---|---|---|---|---| ||**funds**|**funds**||**funds**|**funds**|| ||**2025**|**2025**|**2025**|**2024**|**2024**|**2024**| ||**£**|**£**|**£**|**£**|**£**|**£**| |Donations and gifts|96,248|100,000|196,248|5,773|10,000|15,773| ## **4 Income from charitable activities** |**Unrestricted**
**funds**
**Restricted**
**funds**
**2025**
**2025**
**£**
**£**
Social Value
13,439
-
Young People
17,480
-
Performance related
grants
-
3,160,743
30,919
3,160,743|**Total**
**Unrestricted**
**funds**
**Restricted**
**funds**
**Total**
**2025**
**2024**
**2024**
**2024**
**£**
**£**
**£**
**£**
13,439
-
-
-
17,480
-
-
-
3,160,743
-
1,594,552
1,594,552
3,191,662
-
1,594,552
1,594,552| |---|---| 26 ## **UNITED BY 2022 CHARITY** ## **NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 MARCH 2025**_ ## **Performance related grants analysis** |||**2025**|**2024**| |---|---|---|---| |||**£**|**£**| ||West Midlands Combined Authority|3,160,743|1,508,334| ||Heart of England Community Foundation|-|86,218| |||(3,160,743)|
(1,594,552)| |**5**|**Income from other trading activities**||| |||**Unrestricted**|**Unrestricted**| |||**funds**|**funds**| |||**2025**|**2024**| |||**£**|**£**| ||Room hire|2,100|-| |**6**|**Income from investments**||| |||**Unrestricted**|**Unrestricted**| |||**funds**|**funds**| |||**2025**|**2024**| |||**£**|**£**| ||Interest receivable|24,495|4,273| |**7**|**Other income**||| |||**Unrestricted**|**Unrestricted**| |||**funds**|**funds**| |||**2025**|**2024**| |||**£**|**£**| ||Other income|500|-| 27 **NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 MARCH 2025**_ ## **UNITED BY 2022 CHARITY** ## **8 Charitable activities** |Staff costs
Marketing and admin costs
Project costs
Secondment costs
Digital assets
Travel
Merchandise
Insurance
Equipment expenses
Legal and professional
Evaluation costs
Grant funding of activities (see note 9)
Share of support costs (see note 10)
Share of governance costs (see note 10)
**Analysis by fund**
Unrestricted funds
Restricted funds|**2025**
**£**
535,988
76,250
1,065,378
44,283
51,032
5,024
14,735
9,294
859
-
205,750
2,008,593
789,601
423,319
6,880
3,228,393
32,086
3,196,307
3,228,393|**2024**
**£**
309,012
61,166
363,339
42,044
14,856
3,134
18,961
9,789
7,777
16,086
56,150| |---|---|---| |||902,314
375,981
319,629
6,550| |||1,604,474| |||8,394
1,596,080| |||1,604,474| ## **9 Grants payable** |||**Charitable**|**Charitable**| |---|---|---|---| |||**activities**|**activities**| |||**2025**|**2024**| |||**£**|**£**| |Grants to institutions (18|grants)|789,601|375,981| 28 ## **UNITED BY 2022 CHARITY** ## **NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 MARCH 2025**_ ## **10 Support costs allocated to activities** |Staff costs
Legal and professional
Bank fees
Sundry
Insurance
Postage
Rent
Training
Governance costs
**Analysed between:**
Charitable activities
**Governance costs comprise:**
Audit fees
**11**
**Net movement in funds**
The net movement in funds is stated after charging/(crediting):
Fees payable for the audit of the charity's financial statements||**2025**
**£**
315,889
15,939
1,477
5,991
-
186
69,356
14,481
6,880
430,199
430,199
**2025**
**£**
6,880
6,880
**2025**
**£**
6,880||**2024**
**£**
270,283
16,278
775
2,731
14,164
110
11,464
3,824
6,550| |---|---|---|---|---| |||||326,179| |||||326,179| |||||**2024**
**£**
6,550| |||||6,550| |||||**2024**
**£**
6,550| ## **12 Trustees** During the year, none of the trustees (or any persons connected with them) received any remuneration or benefits from the charity during the year. During the year, no trustee received any expenses (2024: Nil). 29 **NOTES TO THE FINANCIAL STATEMENTS** ## **UNITED BY 2022 CHARITY** ## _**FOR THE YEAR ENDED 31 MARCH 2025**_ ## **13 Employees** The average number of employees during the year was: |**Employment costs**
Wages and salaries
Social security costs
Other pension costs
The number of employees whose annual remuneration was more than £60,000
is as follows:
£110,000 to £120,000
£120,001 to £130,000
**Remuneration of key management personnel**
The remuneration of key management personnel was as follows:
Total remuneration|||**2025**
**Number**
19
**2025**
**£**
727,766
70,651
53,460
851,877
**2025**
**Number**
-
1
**2025**
**£**
312,172||**2024**
**Number**
13
**2024**
**£**
491,562
51,256
36,477
579,295
**2024**
**Number**
1
-
**2024**
**£**
212,160| |---|---|---|---|---|---| ||||||| ||||||| Total remuneration ## **14 Taxation** The charity is exempt from taxation on its activities because all its income is applied for charitable purposes. 30 ## **UNITED BY 2022 CHARITY** ## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** ## _**FOR THE YEAR ENDED 31 MARCH 2025**_ |**15**
**Debtors**
**Amounts falling due within one year:**
Trade debtors
Other debtors
Prepayments and accrued income
**16**
**Creditors: amounts falling due within one year**
Other taxation and social security
Trade creditors
Accruals and deferred income
**17**
**Retirement benefit schemes**
**Defined contribution schemes**
Charge to profit or loss in respect of defined contribution schemes|**2025**
**£**
155,700
11,464
17,187
184,351
**2025**
**£**
101,418
213,671
9,984
325,073
**2025**
**£**
53,460|**2024**
**£**
26,663
11,464
74,523
112,650
**2024**
**£**
52,826
155,488
36,212
244,526
**2024**
**£**
36,477| |---|---|---| The charity operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the charity in an independently administered fund. 31 ## **UNITED BY 2022 CHARITY** ## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** ## _**FOR THE YEAR ENDED 31 MARCH 2025**_ ## **18 Restricted funds** The income funds of the charity include restricted funds comprising the following unexpended balances of donations held on trust for specific purposes: |**Balance at 1**
**April 2023**
**£**
Organising Committee
34,750
Spirit of 2012
7,880
Shoosmiths LLP
7,500
PwC
5,233
Heart of England Community Foundation
-
West Midlands Combined Authority
-
Avison Young
-
55,363|**Movement in funds**
**Incoming**
**resources**
**£**
**Resources**
**expended**
**£**
-
(15,000)
10,000
(17,880)
-
(7,500)
-
-
86,218
(75,216)
1,508,334
(1,480,484)
-
-
1,604,552
(1,596,080)|**Balance at**
**1 April 2024**
**£**
19,750
-
-
5,233
11,002
27,850
-
63,835|**Movement in funds**
**Incoming**
**resources**
**£**
**Resources**
**expended**
**£**
**Balance at 31**
**March 2025**
**£**
-
(13,750)
6,000
-
-
-
-
-
-
-
-
5,233
-
(11,002)
-
3,160,743
(3,171,555)
17,038
100,000
-
100,000
3,260,743
(3,196,307)
128,271| |---|---|---|---| 32 ## **UNITED BY 2022 CHARITY** ## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** ## _**FOR THE YEAR ENDED 31 MARCH 2025**_ ## **18 Restricted funds** **(Continued)** ## **Organising Committee for Birmingham 2022 Commonwealth Games - Voluntary Legacy Programme** Restricted funds were allocated for the furtherance of the Volunteer Legacy activity. It is envisaged that the remaining balance will be spent on the digital infrastructure of the volunteer portal in future periods. ## **Spirit of 2012 - Volunteer Legacy Programme** Spirit of 2012, the London 2012 Olympics legacy funder, granted the Organising Committee a grant for the development of the volunteer programme. On dissolution of the OC, the grant was novated to UB2022 in February 2023 and was used to staff and launch the volunteer programme until June 2023. ## **Shoosmiths LLP - Social Mobility Project** This was a £15,000 commission from Shoosmiths LLP, funding was spent via a local organisation on a professional mentor to work directly with a cohort of 15 young people in Birmingham for 12 months, from 20 February 2023. The key objective of the commission was to contribute to improving social mobility across the city, by supporting young people with NEET status from disadvantaged backgrounds to access genuine pathways to professional development. ## **PwC - Swimming Legacy** Funds have been provided by PwC and ringfenced for use in the young people swimming legacy programme led by Sport England to build on the aquatic legacy of the Games. The funds will be spent in accordance with the needs of the programme and supporting community partners. ## **West Midlands Combined Authority** Award of a £4.7million contract to March 2025 from the Commonwealth Games Legacy Enhancement Fund for delivery of an inclusive communities’ programme, called Legacy Trailblazers. ## **Heart of England Community Foundation** The Inclusive Communities Fund is a £9m Grant Fund from the WMCA’s Games Legacy Enhancement Fund, administered by Heart of England Community Foundation. Our contract £86k with Heart of England is for community engagement services to signpost potential grantees into the fund, and specifically to encourage applications from marginalised communities or the unusual suspects. ## **Avison Young** The Avison Young donation of £100k is restricted for use in delivery of Gen22: Youth Volunteering and, Ideas Made Real projects, £50k was available for each project. 33 ## **UNITED BY 2022 CHARITY** ## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2025**_ ## **19 Unrestricted funds** The unrestricted funds of the charity comprise the unexpended balances of donations and grants which are not subject to specific conditions by donors and grantors as to how they may be used. These include designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes. ||**At 1 April**|**Incoming**|**Resources**|**At 31 March**| |---|---|---|---|---| ||**2024**|**resources**|**expended**|**2025**| ||**£**|**£**|**£**|**£**| |General funds|331,470|154,262|(32,086)|453,646| |**Previous year:**|**At 1 April**|**Incoming**|**Resources**|**At 31 March**| ||**2023**|**resources**|**expended**|**2024**| ||**£**|**£**|**£**|**£**| |General funds|329,818|10,046|(8,394)|331,470| ## **20 Analysis of net assets between funds** |**Unrestricted**
**Restricted**
**funds**
**funds**
**2025**
**2025**
**£**
**£**
**At 31 March 2025:**
Current assets/(liabilities)
453,646
128,271
453,646
128,271
**Unrestricted**
**Restricted**
**funds**
**funds**
**2024**
**2024**
**£**
**£**
**At 31 March 2024:**
Current assets/(liabilities)
331,470
63,835
331,470
63,835|**Total**
**2025**
**£**
581,917| |---|---| ||581,917| ||**Total**
**2024**
**£**
395,305| ||395,305| 34 ## **UNITED BY 2022 CHARITY** ## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2025**_ ## **21** Operating lease commitments ## **Lessee** At the reporting end date the charity had outstanding commitments for future minimum lease payments under non-cancellable operating leases, which fall due as follows: |Within one year|**2025**
**£**
28,068
28,068|**2024**
**£**
57,320| |---|---|---| |||57,320| ## **22 Related party transactions** During the year, the charity paid £87,000 to Rewired PR Limited of which Harjinder Kaur Millington, a trustee, is a director. The charity paid £40,600 to Warwickshire Cricket Foundation of which Amil Khan, is a trustee. The charity also received £7,860 from the Birmingham Hippodrome Trust of which Harjinder Kaur Millington, a trustee, is a director. All of the transactions above have been conducted under normal market conditions. ## **23 Cash generated from operations** |Surplus for the year
**Adjustments for:**
Investment income recognised in statement of financial activities
**Movements in working capital:**
(Increase) in debtors
Increase in creditors
**Cash generated from operations**|**2025**
**£**
186,612
(24,495)
(71,701)
80,547
170,963|**2024**
**£**
10,124
(4,273)
(71,803)
172,148
106,196| |---|---|---| ## **24 Analysis of changes in net funds** The charity had no material debt during the year. 35