microsoft word - 2015-2016 active gloucestershire web view£25k was secured from the...

Active Gloucestershire

Reference and administrative details

For the year ended 31 March 2017

Company number 7344552

Charity number 1138546

Registered office 5th Floor, Mariner House62 Prince StreetBristolBS1 4QD

Operational address Gloucestershire Resource CentreCity WorksAlfred StreetGL1 4DF

Trustees Sue BaileyNeil CameronElaine HainesBrian Hudson (Chair)Anita NavinDavid NewtonCandace PlouffeTerry SmithTony Haynes (resigned November 2016)

Principal staff Deborah Potts Chief Executive Officer

Bankers CAF Bank Limited25 Kings Hill AvenueKings HillWest MallingKentME19 4JQ

Auditors Godfrey Wilson LimitedChartered accountants and statutory auditors5th Floor, Mariner House62 Prince StreetBristolBS1 4QD

2


Report of the Trustees


1.1 Introduction

This is the report and audited financial statements for Active Gloucestershire for the year ending 31 March 2017. It includes the reference and administrative details set out on page one.

The financial statements comply with current statutory requirements, the Memorandum and Articles of Association and the Statement of Recommended Practice – Accounting and Reporting by Charities (effective January 2015).

1.2 Structure, governance and management

i. Legal status, date of incorporation and date of charity registrationThe organisation is a company limited by guarantee, incorporated on 12 August 2010. It was registered as a charity on 25 October 2010 and its objects and powers are set out in its Memorandum and Articles of Association. One third of the Trustees must retire at the annual general meeting, but can stand for reappointment.

ii. Method of recruiting and appointing new TrusteesRecruitment is by open advertisement using a skills, knowledge, and competency audit conducted by the Trustees at the moment that a vacancy arises. The recruitment process is led by the Chair, who recommends appointments to the Trustees for confirmation. On appointment, Trustees sign an engagement letter that sets out the role, responsibilities, and commitments expected of them.

iii. Appointment of Chair and Senior DirectorThe Chair and Senior Director are appointed from among the Board. On appointment, the Chair and Senior Director sign an engagement letter that sets out the additional roles, responsibilities and commitments expected of their respective position.

iv. Organisational structure and decision-makingThe Trustees usually meet six times a year to discuss the strategic direction of the charity, ensure its core aims and objectives are being met in the most efficient way, take account of any risks to the charity and ensure that all legal obligations are satisfied. The Trustees also attend an away day every year as part of the annual business planning process.

The Board includes a Finance and Resources Sub-Committee (FRSC). The FRSC works with senior management regularly and rigorously to review all aspects of the organisation’s finance, human resources and information and communications technology.

The day-to-day business of the charity is delegated to the Chief Executive (CEO) and through the CEO, to other staff. The charity’s Financial Procedures Handbook identifies matters that are reserved for consideration by the Board and sets out the process for urgent action to be taken by the Chair.

v. Pay and remunerationProvision for salary increases is included in the budget-setting cycle. The CEO has authority to award performance-related increases in one-off, non-recurring instances, consistent with and not exceeding the overall provision included in the approved budget. Any increase over and above the approved provision requires Trustee approval. Changes to the CEO’s remuneration are determined by the Trustees.

2




vi. Related partiesThere are no subsidiaries or charities controlled by the same Trustees.

vii. Risk statementThe Trustees have considered the major risks faced by the charity and have established systems and controls to mitigate them, which are regularly reviewed.

1.3 Objects, vision, mission, values and core activities

i. ObjectsOur objects, as stated in our Memorandum and Articles of Association are:

a. The promotion of community participation in healthy recreation, by providing and assisting in the provision of facilities for and opportunities to participate in sport and other physical activities for the benefit of, in particular, but not exclusively, the inhabitants of Gloucestershire.

b. To advance the education of the public in sport and physical activity.

Within these parameters, our vision, mission and values, reviewed by our trustees in 2016, are:

ii. VisionEveryone in Gloucestershire active every day.

iii. MissionWe will unite organisations and people around our vision and enable them to make it a reality.

iv. Values Collaboration: we network, create partnerships and work together

Innovation: we build on what works and look for new ideas

Sustainability: we do things for the long-term

v. Core activitiesTo deliver our vision and mission, Active Gloucestershire influences policy- and decision-makers, supports organisations and campaigns directly to the public.

3




1.4 Public benefit

In reviewing organisational strategy and planning future activities, the Trustees have considered the Charity Commission’s guidance on public benefit. We are satisfied that Active Gloucestershire continues to have significant charitable purpose and delivers tangible public benefit.

We believe being physically active offers immense benefits to individuals, communities and the population as a whole, in terms of:

Wellbeing: physically active people feel better about themselves, making for improved physical and mental health, more balanced lives, brighter outlooks and more positive relationships;

Productivity: happier, healthier, active people tend to be more disciplined, do more and try harder, leading to improved performance at school, less time off through illness and greater productivity at work;

Community: physical activity brings people and communities together, increases social integration and reduces crime;

Environment: physically active people are more likely to engage in “active travel”; walking and cycling to work, to school, to the shops and for leisure, rather than travelling by car, with commensurate benefits to the environment.

4

ROLE ACTIVITY

Influence policy- & decision-makers

We work across sport, fitness, health, education, business, communities, tourism, housing and planning to ensure physical activity is a countywide, social priority

Support organisations

Provide insight

We help organisations to understand their customers and county to ensure projects are delivered with the greatest impact

We provide key data, statistics and facts, identify need and demand and share good practice

Make activity happen

We help make great activity initiatives happen by connecting people and providing support, training and mentoring

We develop networks, provide consultancy and training, stage events and run promotions

Find funding

We turn ideas into reality by increasing investment in our sector and county and providing guidance and resources to secure funding

We raise money for physical activity initiatives, identify funding sources and help organisations and individuals obtain investment

Campaign to the public

We run consumer campaigns that increase public demand to be active and connect people to the supply of physical activity initiatives




1.5 Performance and achievements 2016/17

Active Gloucestershire enjoyed a step change in performance and achievements as part of rapid and extensive change, in what we believe will prove a defining year for the charity.

i. Gloucestershire MovesThrough extensive research and consultation with more than 200 organisations and individuals, we developed “Gloucestershire Moves”, a “whole system” approach to physical activity. This employs the latest behaviour change theory and practice to inform our influencing, support and campaigning. Gloucestershire Moves addresses all aspects of society – sport, fitness, health, education, business, communities, tourism, housing and planning – to embed daily physical activity into our culture.

It’s our intention that over the next year Gloucestershire Moves will progress from being the approach that determines our work, to become a multi-faceted, countywide, branded programme of activity. The programme and its brand will be led, driven and coordinated by Active Gloucestershire, but “owned” collectively by the county, as part of a movement for change that will make being active every day the social norm for everyone.

We have secured support for Gloucestershire Moves from the county’s leading organisations and individuals, including the Clinical Commissioning Group and the County and District Councils.

ii. New strategyOur new strategy has given the charity and its staff clarity of purpose, helping us become audience- and beneficiary-driven and outcome-focused, as expressed through our new branding and website. We’ve reflected the adoption of behaviour change theory, prioritisation of inactive people and strategic expectations of County Sports Partnerships detailed in Sport England’s new strategy.

iii. Staff and cultureOur staff team has embraced change and taken great strides in a constantly evolving environment. We’ve adopted a more entrepreneurial culture that has helped us become recognised as an innovative, high-performing and valuable organisation.

iv. RelationshipsExternally, we’re providing thought leadership, our reputation and influence are growing and we’re developing stronger relationships with a wider range of organisations, particularly outside the sports sector. We enjoy far better community links and our standing with national bodies has risen.

v. Growth in physical activityWe’ve helped more than 1,300 organisations get more people active, including 190 older adult groups, 305 schools and in excess of 120 businesses. As a consequence we have seen an increase in physical activity levels across the county of 8,500 people with particular growth in older adults, disabled people and black and minority ethnic communities.

vii. Income growthWe’ve diversified our income streams and grown income from £792,000 to £856,000 working with a range of new partners and funders and ensuring our programmes are sustainable.

viii. Departmental achievementsEach of our four departments – Community, Sport, Education and Inclusion has achieved considerable success.

5




COMMUNITY

FUNCTION Increases physical activity participation in places where people live, work and spend their leisure time, engaging with a range of new sectors, including the voluntary, community and business sectors

KEY ACHIEVEMENTS

SPORTIVATE £64,267 of Sportivate funding was allocated to help more than 1,470 young people play sport or be active for the first timeBreakdown: 57% female, 19% with a disability and 13% BMEProjects included: o Disability golf project culminating in a tournament between disabled

participants and local businessmen and women that will create potential employment and volunteering opportunities

o Indoor cycling project for BME females in GloucesterYOUTH VOICE A partnership with a youth social action organisation, Participation People, to

give young people from Stroud the opportunity to express their views about sport and physical activityActive Youth Forums in Nailsworth and the surrounding areas were developed A consultation report was produced about participation barriers and enablers for young people

WORKPLACE WELLBEING CHARTER

£25k was secured from the Gloucestershire Clinical Commissioning Group to support Health@Work to deliver the Workplace Wellbeing Charter that offers advice and support to employers regarding physical activity provision for employeesWe developed a workplace activity service for 23 businesses including; needs analysis surveys, policy writing, action plan development, attending wellbeing events and trainingWe trained 150 staff from businesses across the county to help them get more active

ACTIVE AGEING FORUM

The Active Ageing Forum, formed in partnership with Age UK Gloucestershire, is now in its second year and has grown from 50 organisations to over 120 during the last 6 monthsThe forum is held quarterly and includes keynote speakers, networking and development opportunities

ACTIVE FOR LIFE Funding was received from Gloucestershire Clinical Commissioning Group to deliver an older adult volunteering project, Active for LifeWe worked with a host in each district of the county to recruit 10 volunteer “Active for Life Ambassadors” per districtOur ambassadors helped more than 1,600 older adults take up regular physical activity

CARE HOME EQUIPMENT LOAN

Funding from Sport England Small Grants was received to manage a care home equipment loan scheme projectWe helped more than 1,500 over-50 year olds living in care homes, retirement villages or sheltered housing to lead and engage in adapted equipment sessions in their homes and local community settings

6




SPORT AND LEISURE

FUNCTION Focuses on the traditional sports sector (National Governing Bodies of sport [NGBs], sports clubs and leisure centres) and takes the lead for workforce development, sports facilities and satellite clubs

KEY ACHIEVEMENTS

SATELLITE CLUBS Satellite clubs are extensions or outposts of community sports clubs established in a new venue, usually a secondary school or college to introduce young people to sport in a familiar setting

16 new satellite clubs were launched, enabling c.500 young people to play a new sport for the first time

2,300 young people are now playing 23 sports in 43 satellite clubs NGBS We secured a joint commitment with nine NGBs to work together to

increase countywide participation in football, rugby, swimming, tennis, athletics, sailing, rowing, netball and golf

INSIGHT PROVISION Active Gloucestershire’s insight services provided information for three major development projects:Cheltenham Trust Swimming Consultation, leading to a successful bid for £330,000Commencement of the planning process for Blackbridge Community Hub developmentBarton and Tredworth physical activity needs analysis for the development of new facilities and community engagement

FEMALE COACHING NETWORK

We provided 25 bursaries to female coaches in 11 sports, as part of our female coaching network that increases the number of female coaches

IMPROVING COACHING

We invested more than £9,000 to improve the quality of coaching and make coaching qualifications accessibleMore than 120 young people were trained and supported to begin their coaching pathway30 courses were delivered to more than 440 participants, in 7 different areas, from Safeguarding & Protecting Children to First Steps in Coaching

EDUCATION

FUNCTION Increases sport and physical activity in all education settings, with a particular focus on schools

KEY ACHIEVEMENTS

SCHOOL GAMES More than 1556 state, independent and special schools participated in the county School Games programme which reached 3,421 children

More than 85% of all schools participated in a district or county event, with > 120 young people trained to lead or support county level 3 finals

DAILY MILE 10,000 pupils from 52 primary schools signed up to walk, jog or run a mile every day during the summer term as part of Active Gloucestershire’s Daily Mile initiative

The programme was run in partnership with Cheltenham Racecourse,

7



For the year ended 31 March 2017NHS Gloucestershire Clinical Commissioning Group, Gloucestershire Public Health and Hartpury College

PRIMARY PREMIUM More than 300 primary schools were audited to assess effective use of their Primary PE and School Sport funding and supported to make improvements where needed

PHYSICAL ACTIVITY & SCHOOL SPORT AWARDS

Active Gloucestershire hosted the Gloucestershire Physical Activity and School Sport awards that recognise schools’ excellence in using their Primary PE and Sport Premium funding and outstanding participation in the School Games

INCLUSION

FUNCTION Breaks down barriers for all people wishing to play sport and be physically active, with a particular focus on disabled people

KEY ACHIEVEMENTS

SPECIAL OLYMPICS We developed Special Olympics Gloucestershire, which offers participation and competition pathways for people with intellectual impairments, helping 200 disabled people participate in weekly activities

OUT OF HOURS We successfully re-tendered to Gloucestershire County Council for a short breaks contract to deliver out of hours activities for young disabled people

TRAINING 153 people accessed training, including: o Inclusive Community Training (English Federation of Disability Sport -

EFDS)o Inclusive Marketing and Communications (EFDS)o Boccia Leaders (Boccia England)o Delivering Adapted Activities (Hartpury and University students)

PARTICIPATION We helped 2,445 disabled people across the county to play sport and be active

NETWORK We extended the network of organisations we work with to 190, including 40 organisations through the development of a new Gloucestershire Mental Health and Physical Activity Forum

MENTAL HEALTH COURSES

Mental Health in Sport and Physical Activity (MIND) courses were delivered for the first time, with funding from Gloucestershire Clinical Commissioning Group

8




1.6 Strategy 2017-2021

In October 2016, the Board reviewed the charity’s strategy, endorsing our vision, mission and values and set revised aims and objectives, informed by Gloucestershire Moves.

9




FINANCIAL REVIEW 2016/17

2016/17 saw a continued increase in income received from £792,000 to £856,000. This again was part of the organisation’s charity’s push to increase its non-Sport England (SE) income to reduce the reliance of on SE funds. The year-end position demonstrated an excess of income over expenditure of £102,000 (2015/16 excess of income over expenditure of £59,000). Total reserves stood at £562,000 an increase of £102,000 over 2015/16. Restricted funds were £248,000 (2015/16 £171,000), unrestricted designated £36,000 (2015/16 £36,000) and unrestricted reserves were £279,000 (2015/16 £253,000).

Business efficienciesWorking with our commercial partners and suppliers, we continued to identify and implement opportunities to reduce administration costs. Following previous years of efficiencies, 2016/17 saw a stabilization of administration costs to 7.2 percent of turnover (2015/16 7.1 percent). While further efficiencies will be considered the opportunity to greatly reduce the current percentage is seen as challenging.

Reserves policyThe Trustees aspire to accumulate and maintain adequate reserves to protect the charity from the loss of a major funder. This will require unrestricted reserves, excluding designated funds, equivalent to three to six monthsmonths’ operational operating costs. For 2017/18 this is estimated to equate to a minimum of £180,000 up to a maximum of £361,000.

Total reserves at 31 March 2017 were £562,000 of which £279,000 were unrestricted. Trustees, in increasing the reserves policy to six months’ operating costs, acknowledge the travel line to achieve such a level of unrestricted reserves consistent with operationaling requirements and will regularly review progress towards that level.

Main sources of fundingActive Gloucestershire received income from a number of sources. Sport England continues to be the main source, representing 65.5 percent of our overall income. Other funds are derived from trusts and foundations, commissioning of services, commercial partnerships, sales and earned income from the provision of insight and fees from the provision of training services.

Sport England has challenged the network of County Sports Partnerships (CSPs) to move to a position where the total SE investment in the network amounts to no more than 50 percent by March 2017. A business development strategy was written as part of our business plan which provides a diversification of funding that will reduce SE income to 50 percent of total income by 2020. 2016/17 represents the second year of this diversification initiative and continues to build on the progress of 2015/16 in further reducing the diversification target to 65.5 percent from the 2015/16 figure of 71.8 percent.

Statement of responsibilities of the Trustees

The Trustees are required to prepare financial statements for each financial period, which give a true and fair view of the state of affairs of the charitable company and the incoming resources and application of resources, including the net income or expenditure. In preparing these financial statements, the Trustees are required to:

select suitable accounting policies and then apply them consistently;

observe the methods and principles in the applicable Charities SORP;

make judgements and estimates that are reasonable and prudent;

10

Deborah, 07/11/17,

Can we discuss the wording on this




state whether applicable accounting standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements; and

prepare the financial statements on the going concern basis, unless it is inappropriate to presume that the charity will continue in operation.

The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity, and which enable them to ensure that the financial statements comply with the Companies Act 2006.

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

The Trustees are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. The Trustees confirm that to the best of their knowledge there is no information relevant to the audit of which the auditors are unaware.

The Trustees also confirm that they have taken all necessary steps to ensure that they themselves are aware of all relevant audit information and that this information has been communicated to the auditors. Members of the charity guarantee to contribute an amount not exceeding £10 to the assets of the charity in the event of winding up. The total number of such guarantees at 31 March 2017 was 10 (2016 - 10).

Auditors

In the autumn of 2014, the provision of auditors was market tested, with the result that Godfrey Wilson was appointed for three years commencing 1 April 2015.

Approved by the Trustees on xxxxxxxxx and signed on their behalf by

Brian Hudson - Chair

11

microsoft word - 2015-2016 active gloucestershire web view£25k was secured from the...

Documents