REGISTERED COMPANY NUMBER: 07743643 (England and Wales)

REGISTERED CHARITY NUMBER: 1150486

REPORT OF THE TRUSTEES AND

FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31ST MARCH 2026

FOR

GET BERKSHIRE ACTIVE LTD

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Reference and Administrative Details

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Report of the Trustees

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Report of the Independent Auditors

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Statement of Financial Activities

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Balance Sheet

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Cash Flow Statement

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Notes to the Cash Flow Statement

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Notes to the Financial Statements

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TRUSTEES

R Leach

T Hussain

R A Parker

J Halliday

H S Obhi

H E Batchelor

V Bradley

A J Coveney

A C Strang

S A Humphreys (resigned 1.4.25)

A S Wyatt

COMPANY SECRETARY

B A Nicholls

REGISTERED OFFICE

Salisbury Room

Bisham Abbey Sports Centre

Marlow Road

Nr Marlow

Bucks

SL7 1RR

REGISTERED COMPANY NUMBER

07743643 (England and Wales)

REGISTERED CHARITY NUMBER

1150486

AUDITORS

Richardson Jones

Chartered Accountants &

Registered Auditors

Mercury House

19-21 Chapel Street

Marlow

Buckinghamshire

SL7 3HN

BANKERS

Barclays Bank

Leicester

LE87 2BB

ACHIEVEMENTS AND PERFORMANCE 2025-2026

Who We Are

Get Berkshire Active (GBA) is part of a network of 42 other similar organisations - Active Partnerships (APs) in England. We are loosely federated to and supported by a national team. We are a charity with a purpose to promote physical activity and sport to the benefit of the whole Berkshire population but specifically to support those most normally excluded.

Why Physical Activity Matters

Physical activity is a critical enabler of wider social, economic and environmental outcomes. While its contribution to physical and mental health is well evidenced, its value extends far beyond health alone. Being active supports social connection, confidence and independence; contributes to safer communities; improves educational engagement and employability; strengthens resilience; and reduces long-term pressure on public services.

For Get Berkshire Active (GBA), physical activity is best understood as a system lever rather than a single intervention. Patterns of inactivity are shaped by complex and interconnected factors including inequality, environment, culture, service design and access to opportunity. Addressing these challenges requires long-term, collaborative approaches that embed physical activity within the systems that shape people's everyday lives.

What We Do

Get Berkshire Active is the Active Partnership for Berkshire and is a strategic partner to Sport England. Our primary role is to enable long-term, sustainable change by influencing systems, shaping place-based approaches and supporting partners to work differently, rather than focusing on isolated delivery activity. We act as a connector, convener and facilitator across sectors including local government, health, education, voluntary and community organisations, and the sport and physical activity sector. Our work aligns physical activity with wider priorities such as health equity, community safety, workforce development and place regeneration, particularly in communities experiencing the greatest inequality.

How We Work (Including Our Role as Sport England Partner)

As a Sport England system partner, GBA operates in complex environments characterised by multiple stakeholders, competing priorities and persistent 'wicked problems' that cannot be solved through short-term programmes or single-organisation solutions. Our approach is system-led, place-based, collaborative and adaptive. We convene partners, build shared understanding, strengthen capability and use learning to continuously refine our work. Progress is measured not only through outputs or participation, but through changes in relationships, alignment, confidence, influence and long-term conditions for sustainable impact.

GBA Strategic Intent (2025-2026)

Our 2022-2026 Strategic Intent remains the central driver of our actions, and it remains significantly aligned to the principles of Sport England's Uniting the Movement 10-year strategy. Our key objective is tackling inequalities both in the provision and uptake of physical activity but also in using physical activity to tackle wider societal issues such as around health and education employability, crime and active environments.

1. Active Communities Team

Role and Strategic Purpose

The Active Communities Team leads GBA's place-based work, focused on reducing inactivity and addressing health inequalities through long-term, community-led systems change. Our approach is rooted in local insight and lived experience, building on the strengths and assets within communities to create sustainable change.

We do this by:

- Strengthening cross-sector collaboration across health, local government, VCSE, education and community stakeholders

- Developing systems leadership capability to enable partners to navigate complexity and drive change

- Supporting the establishment of effective, locally-led governance and shared accountability

- Using insight, research and continuous learning to inform priorities and action

Key Impacts and Outcomes

1. Britwell (Slough - Priority Place)

During the development phase of this work, a strong and connected local system has been established through:

System mobilisation and engagement.

- A Leadership Day (Dec 2025) convened 80+ stakeholders across 42 organisations, including residents, to build shared understanding and momentum

Co-production and insight-led prioritisation

- Five sense-making workshops (Jan-Feb 2026), including four community sessions, ensured lived experience directly shaped priorities and emerging solutions

Governance and strategic alignment

- A multi-agency Steering Group agreed a shared investment framework and programme direction (March 2026), demonstrating collective ownership

This represents a significant shift from fragmented activity towards a coordinated, locally-owned system for physical activity and wellbeing.

2. Place Universal Offer (PUO)

Progress has focused on building the conditions for system change across Berkshire:

- Developed key strategic relationships, including a strong partnership with NHS South-East

- Co-designed a nine month "Leading for Systems Change" programme (2026-27) to build leadership capability across places

- Established increased alignment around physical activity as a system priority across multiple local authority areas

Learning and Insight

This work continues to reinforce that relationships, trust and time are the primary enablers of system change.

Key learning includes:

- Building both strategic and community-level relationships is essential to influence policy, practice and delivery

- Physical activity provides a shared entry point across multiple agendas (health, housing, communities, education)

- Trust accelerates progress over time, but requires sustained investment and consistency

Risks and Constraints

- Funding uncertainty: Awaiting confirmation of full Sport England investment (expected Summer 2026)

- Capacity pressures: Delivering across multiple local authority areas with differing governance structures

- System complexity: Managing multiple reporting requirements and partner expectations within limited resource

Looking Ahead

1. Britwell (Place Expansion)

- Move from development into delivery, implementing the agreed investment plan

- Strengthen system leadership, governance and shared accountability

- Enable community leadership through volunteers, peer champions and local networks

- Activate local assets (schools, community spaces, green spaces) to increase access

- Embed physical activity across health, education and community settings

- Continue to build a learning-led system, with insight shaping delivery and adaptation

- Recruitment of additional place-based roles will support delivery at scale.

2. Place Universal Offer (PUO)

- Maintain and deepen cross-sector relationships across all areas

- Deliver Local Leadership Days to initiate place-based system working

- Launch a Systems Leadership programme with NHS partners

- Embed Monitoring, Evaluation and Learning (MEL) from the outset, including submission of the first PUO learning report

2. Social Impact Team

Role and Strategic Purpose

Get Berkshire Active uses sport and physical activity as a catalyst for positive social change, addressing issues such as inequality, youth development, crime and sustainability through a place based, partnership led approach. By working across local systems and communities, we build collective capacity and embed physical activity into everyday practice to deliver lasting, systemic impact across Berkshire. Our focus areas are:

Tackle Social Challenges

We support projects and partnerships that use sport and physical activity to address issues like crime prevention, youth vulnerability, unemployment and inequalities. We're interested in what works, and in sharing that learning across the system so more partners see the benefit sport/physical activity and movement can provide.

Supporting Children and Young People

We work with schools, youth organisations, and other local services to help young people build positive lifelong relationships with movement. It's about creating conditions where sport and physical activity can be easily accessed by all young people, especially those that face the most barriers.

Building a Skilled and Resilient Workforce

We offer training, peer support, and development opportunities for people working in the sport and physical activity sector, joining up the system through the Local Skills Improvement Plans and the use of targeted Workforce Grants. It's about building confidence, capacity, and collaboration across sectors.

Advocating for Welfare and Inclusion

Through our Sport Welfare Officer and wider safeguarding work, we're committed to making sport and physical activity safe, welcoming, and inclusive for everyone.

Creating Active and Sustainable Environments

We support the development of spaces and places that encourage movement, whether that's through active travel, green spaces, or sustainable facility design. We're also exploring how the sport sector can become more environmentally sustainable to limit the future impacts of global warming on participation.

Key Impacts and Outcomes

- Tackle Social Challenges - RBWM Crime Prevention Funding secured for a further two years. Focussed Diversion work in West Berks and Bracknell extended for another year of delivery. Full KPIs delivered for current year including 73 young people placed completing a combined ~920 hours of contact time. Strengthened bond with Social Services, GBA actively sitting on their Focussed Diversion Panel and Risk Outside their Home subgroup. Convening of the system in West Berkshire has begun and will continue with training delivered by StreetGames to the sports clubs. Expecting 25 coaches from local clubs to attend. We will then begin the process of bringing closer together the "youth support system" children's services, early help with Sport aiming to build trust.

- Supporting Children and Young People - CYP Priorities set for current year are Mental Health, Focus on Boys and Young Men, Early Years and School Sport Partnership Development with Active Lives Survey underpinning all of this. £15k Healthy Movers Funding secured for Early Years work in Slough. Delivered in Partnership with Youth Sports Trust and Slough School Sports Partnership will deliver training and "healthy movers packs" to early years settings in Slough. Four School Games underspend projects initiated in partnership with Maidenhead, Windsor, West Berks and Slough SGO's targeting secondary school pupils. Early discussions in place with Reading School Improvement teams to embed Well School Checklist with their meetings with School Heads. Embedding a culture of "wellness" throughout the school. Pilot schools currently being identified.

- Building a Skilled and Resilient Workforce - Delivered 42 Skills Diagnostic "interviews" with Berkshire Sport Employers mapping the workforce needs in our sector. Two Local Skills Accountability Board Meetings delivered in Jan and March. This has resulted in four headline recommendations that will feed into our Berkshire Skills Plan aiming to be "published" later this year.

- Advocating for Welfare and Inclusion - 50 Applications received for the newly launched Safeguarding and Welfare Fund. 37 awarded. Eight fully processed. Working with the rest to either invoice, further develop their project or complete the initial club diagnostic.

- Creating Active and Sustainable Environments - Two Active Environment forums delivered attracting over 60 participants from a range of Local authority departments. Delivered one workshop to whole Wokingham Local Authority Group. Active Environments has been placed central to Reading PUO work and Britwell investment following the advocating and training that GBA have provided. Active Neighbourhood Scans have been developed and conversations have begun with three Local Authority areas- Wokingham, Reading and Slough. This will have a whole systems approach to small area improvements.

Learning and Insight

As with all systems work, the CYP system is inherently complex, with many interconnected elements, organisations (both statutory and non statutory), and people contributing to its function. Understanding where GBA fits within this landscape takes time and requires developing a broad and detailed knowledge base - spanning children's services, education, the SGO landscape, as well as clubs and the wider VCSE sector. Each part operates with its own priorities, processes, and pressures, meaning there are multiple moving parts that must be navigated carefully. Building relationships, maintaining shared understanding, and recognising interdependencies are essential to working effectively within such a system

Sport and physical activity settings are powerful vehicles for engagement, prevention, and wellbeing, particularly for CYP. However, they also require strong safeguarding, welfare awareness, and inclusive practice to ensure they are safe, equitable environments for all participants. This takes time to develop especially with coaches/volunteers that are very time poor and perceive this as an additional step rather than something that must be built into the way they work.

Risks and Constraints

Funding - Police and Crime Commissions ceasing to operate past 2028 effectively puts a stop to our RBWM programme past the two years we have confirmed funding for. The focus will shift to preparing Achieving for Children to continue prioritising Sport and PA within their work. Focussed Diversion Funding has been extended for a further year with no indication given to the longevity of this work- meaning full systemic work is hard to deliver on such short timescales.

Demand - The Active Environment agenda is growing, meaning more demand. The Active Neighbourhood Scans have garnered increased interest from LA contacts, but these take significant time and capacity to initiate and deliver. A staggered approach will be sought so time can be managed.

The Early Prevention/Youth Diversion system remains extremely funding reliant. This means the system remains very reactive and long-term systemic plans are hard to build especially with Community Safety Managers who aren't sure if their own posts will continue to be funded. Sport will continue to be seen as a short-term solution used in an ad hoc way (not in all Local authority areas) unless we can break down these barriers.

Looking Ahead

- Embedding Sport/Physical Activity as a vital tool in the Youth Support/Justice/Prevention systems- particularly looking in West Berkshire and Slough as the place work grows.

- Deliver the Berkshire Skills Plan in accordance with the plan recommendations. Task and finish groups to lead on each separate (but intertwined) recommendations

- Engage with more clubs and NGBs around the Welfare agenda according to agreed KPIs

- CYP mental health and wellbeing is a national agenda, making activity the easy choice in target schools to address mental health, wellbeing and wider outcomes.

- Deliver Active Neighbourhood Scans in all Local Authorities, and train up staff in each area around the Active Environment agenda

3. Physical Activity for Health Team

Role and Strategic Purpose

GBA is committed to reducing inactivity and improving long-term health outcomes through a system-wide, evidence-informed approach that aligns with NHS England priorities, and the growing emphasis on place-based collaboration through neighbourhood health.

Recognising physical activity (PA) as a powerful tool in the prevention, treatment, and rehabilitation of long-term health conditions (LTHCs), GBA works to embed PA into health and care systems by focusing on advocacy, workforce development, strategic partnerships, and data-driven integration.

The PA for health strand of GBA's work, supports embedding physical activity into healthcare and community settings through various key ambitions:

- Influence Mindsets: Promote the role of PA in health through national frameworks, digital communications, and storytelling-shifting perceptions across sectors and communities.

- Empower Professionals: Deliver and advocate for PA training across clinical and non-clinical workforces, integrate it into ongoing professional development, and support digital prompts within clinical systems to enable better conversations about movement.

- Create a Berkshire-wide PA Pathway: Advocate for physical activity pathways targeting inactive individuals with LTHCs, aligned with clinical pathways and informed by Core20PLUS5 and local population health data.

- Support NHS Workforce Wellbeing: Promote initiatives like the Active Practice Charter and champion PA as a driver of staff wellbeing, productivity, and retention across NHS and care settings.

- Strengthen the PA Workforce: Upskill workforces which support people with LTHCs, facilitate joint learning between clinical and PA professionals, and build a Berkshire-wide PA for health network for peer support and knowledge exchange.

- Build Strategic Partnerships: Engage leaders across Integrated Care Boards (ICBs), Public Health, Primary Care Networks (PCNs), and Integrated Neighbourhood Teams-prioritising areas of deprivation and co-producing solutions with local communities.

- Ensure Evidence-Based Practice: Advocate for the use of NICE guidelines, national frameworks, and standardised outcome measures to design, evaluate, and scale interventions that are equitable and impactful.

Key Impacts and Outcomes

- Engaged the Berkshire health system through the two Live Longer webinars, one focused on falls prevention attracting 61 professionals from 34 organisations and the other focused on long-term health conditions attracting 62 attendees from 45 organisations.

- Strengthened support for women affected by domestic abuse by joining the Reading Women's Wellbeing Partnership (with Berkshire Women's Aid, Project Salama, Utulivu and RCLC), funded by Reading Borough Council's Narrowing the Gap programme.

- Deepened our relationships with secondary care with a particular focus on those working in Cancer Prehab/Rehab and Frailty by delivering conversation skills training, facilitating connections with leisure providers and attending community wellbeing events.

- Built workforce capability by delivering face-to-face physical activity training to 140 clinical and non-clinical staff across SPINE Primary Care Network (Britwell test-and-learn), with repeat training requested.

- Collaborated with Bucks and Oxfordshire Active Partnerships to deliver This Mum Moves Ambassador training across the BOB footprint, with a focus on pelvic health physiotherapists as well as a Berkshire focused training workshop.

- Increased partnerships across the maternity space through the Berkshire Physical Activity in maternity and Early Years network to help continue the momentum of this work.

- Expanded reach into primary care by delivering a physical activity offer as part of Clinical Education time for Bracknell Forest PCN.

- Provided system leadership in Slough by leading the Healthcare pillar of the new Physical Activity Strategy.

- Targeted Ageing Well interventions in Reading and West Berkshire continuing to engage local communities and demonstrate clear impact. Our Ever-Active programmes currently deliver 13 weekly community sessions across two boroughs, with additional ad hoc taster sessions offered to VCSE partners. Ever Active Reading and the Reconditioning Programme have received further funding and are now well embedded within local authority falls prevention pathways, strengthening referral routes and long-term sustainability.

Learning and Insight

- Sustained delivery and improved equity of access: Better Care Fund investment in Ever Active Reading and the Reconditioning Programme has enabled sustained delivery. Where appropriate, delivery locations are aligned with Place Universal Offer (PUO) priority areas, supporting improved equity of access.

- Strengthening relationships with primary care: While progress has been gradual, this work is creating a clear route into populations living with long?term health conditions. It is reinforcing the importance of medical guidance rather than medical clearance and providing valuable opportunities to collaborate with leisure operators.

- Influencing system thinking: Embedding this approach across multiple channels - including network meetings, webinar presentations and newsletters - is helping expose partners to system-based thinking and influence mindsets. This provides a space to demonstrate how a physical activity for health lens can be applied in practice.

- ICB reform as an opportunity: Significant ICB restructuring presents an opportunity for Get Berkshire Active, alongside other Active Partnership colleagues in the region, to demonstrate how effective approaches can be scaled efficiently and sustainably.

- Strengthened internal capability: KH and CC completed a Public Health six-module Foundation course to build confidence and shared language for working with public health and commissioning partners.

- Value of regular strategic touchpoints: growing partnership with Slough Public Health has enabled frequent sense-checking and clearer alignment, supporting GBA's leadership of the Healthcare pillar within the new Slough Physical Activity Strategy.

Risks and Constraints

o Commissioning risk: Ever Active West Berkshire/Reading is included within a live tender for an Integrated Healthy Lifestyle Service. We have raised concerns through the appropriate channels; however, programme continuity may be at risk if the contract is awarded to an organisation we are not connected with.

o Partnership capacity risk: redundancies within key partner organisations (ICB and NHSE) are weakening organisational memory and slowing relationship-building.

o Resource constraint: no further funding currently available for This Mum Moves training.

Looking Ahead

o Embedding movement within primary care: target surgeries located within or adjacent to PUO areas to upskill healthcare workforces, improve conversations about movement, and expand reach to people living with long-term health conditions.

o Neighbourhood health: a national priority with prevention key to its success poses an opportunity for GBA to demonstrate a role for physical activity.

o PUO Local Leadership Days: support place-based leadership activity to strengthen local alignment and create the conditions for sustained physical activity integration.

Cross-Cutting Organisational Measurement, Evaluation and Learning

In terms of formal reporting expectations, biannual reporting to Sport England requires full team effort, highlighting our achievements and learning in relation to six outcomes. New metrics have recently been introduced to provide more qualitative data on impact across GBA and the Active Partnership network. Reporting directly to Sport England on progress is also required for our Place work and individual programmes have requirements to funders. We also produce a yearly impact report to demonstrate our key achievements and learnings.

GBA is becoming more comfortable with slower, non linear progress, recognising that system change rarely produces immediate outcomes. This has shifted how we measure and set expectations with partners, plan resources and talk about impact, helping maintain trust and engagement. Reporting often focuses on what's changed and why and stories of change - data is still important but we want to understand how to make a difference to physical activity levels.

We're working towards evaluation being more co-owned with our partners whilst recognising that not all have equal confidence or capacity to do this. Evaluation approaches are being designed more collaboratively and an emphasis increasingly placed on developing partner capacity to undertake MEL work themselves. Simple processes, early integration of learning approaches and clear expectations from the start, are supporting these aims.

Learning reviews, both internally and externally, have continued to support our understanding of the enablers and blockers in our work, as well as identifying future actions and cross-organisational learning. Progress is often seen in a gradual, evolutionary way, rather than through clearly measurable or observable steps and we're working on recognising this and the ripple effects of our work.

Key Policies, Standards and Assurance

GBA continues to pride itself on excellent governance and ensures all policies and procedures are up-to-date and meet any changes in requirement. This year we sought expert external advice to review our staff contract and handbook templates to ensure they met legal requirements, especially to incorporate any changes brought in under the Employments Rights Bill. We remain fully compliant at Tier 3 (highest level) of the UK Code of Sports Governance and of course the requirements of the Charity Commission. Of particular importance to us is our work around EEDI and Safeguarding.

Equality, Equity, Diversity and Inclusion (EEDI):

Get Berkshire Active strengthened its Equality, Equity, Diversity and Inclusion (EEDI) work through co-design support for the Embedding EEDI Resource in partnership with the Muslim Sports Foundation and Slough CVS, delivery of the Inclusion Series webinars on the impact of socio-economic status on physical activity, and development of a 2025 EEDI Impact infographic to communicate progress. This was enabled by the Diversity and Inclusion Action Plan, which helped steer 2025 priorities, and by the EEDI task group, including our EEDI Board Champion who provided check-and-challenge support.

Safeguarding & Welfare:

GBA continues to be committed to ensuring that the safeguarding and welfare of young people and adults is at the heart of what we and our partners do. Over the course of the last 12 months, we have:

- Continued to deliver actions within our Safeguarding implementation plans

- Reviewed and updated our Safeguarding policies

- Been assessed by the Child Protection in Sport Unit and met their assessment criteria

- Been supported and challenged by our Board Champion

- Refreshed our website so that support tools and key information are available to partners

- Aligned comms with national Safeguarding campaigns such as Adult Safeguarding week

- Created a centralised incident reporting form for collecting details of concerns related to both children and young people and adults

- Launched an internal conversation about how safeguarding could be more effectively embedded within our place work

Through our Sport Welfare Officer, we have:

- Increased safeguarding and welfare engagement with clubs

- Held our first in-person event bringing together clubs and NGBs

- Continued to run monthly online forums covering the breath of safeguarding and welfare

- Delivered training includes Active Bystander collaborating with GBA women's wellness project

- Developed closer safeguarding and welfare connections with leisure providers

Financial Overview

Investment: It is part of Get Berkshire Active's role to source funding for sport and physical activity in the community. During this period, a total of £1,090K has been secured for programmes in Berkshire - £198K from non-Sport England sources and £892K has been invested in the county through Sport England's investment in our programmes.

Results for the year: The results are set out in the Statement of Financial Activities. Incoming resources for the year were £1,090K (2025: £843K), resources expended were £1,064K (2025: £844K) and the surplus for the year was £26K (deficit 2025: £1K). The fund balances carried forward on 31st March 2026 were £479K (2025: £452K) represented by restricted funds of £184K (2025: £180K) and unrestricted funds of £295K (2025: £272K) of which £180K is designated for unforeseen contingencies as detailed below.

Reserves Policy: The company will set aside a sum by way of a reserve against unforeseen contingencies - designated reserve. This sum will be used in the event of the organisation being threatened with closure, for redundancy payments, to cover long-term sickness liabilities and maternity pay. The company will seek to maintain reserves equivalent to three months' budgeted expenditure and will include a sum for this operating reserve in budget planning. This designated reserve is £180K as at 31st March 2026. The charity holds reserves exceeding this amount and has started to fund some projects within the county and continues to maintain capacity in excess of current Sport England funding to deliver our objectives. The charity will continue to hold higher reserves short-term but the investment in projects and capacity should reduce unrestricted reserves to the minimum for complying with our policy by the end of this funding cycle (March 2027).

Governance and Management

Governing Document: The company is governed by its Memorandum and Articles of Association dated 17th August 2011 as amended by Special Resolutions dated 7th December 2012, 17th December 2015, 20th September 2017 and 11th December 2019 and constitutes a limited company, limited by guarantee, as defined by the Companies act 2006. GBA also publishes an annual governance statement in accordance with the UK Code of Sports Governance.

Board of Trustees: Four new BMs were recruited near the end of last year, but one resigned due to a change in her employment and geographic location. We now have 10 BMs. All Board Members/Trustees are registered on the Companies House and Charity Commission portals. We maintain our compliance with the UK Code of Sports Governance.

Trustee Recruitment & Induction: Trustees are recruited through an open and competitive process using a recruitment pack. We aim to cast our net far and wide and recruit a diverse range of suitably qualified individuals paying attention to both gender and other diverse categories. There is an induction process which helps to guide the new trustee in the first weeks/months of their appointment.

Management: GBA is led and managed by the CEO supported by an experienced Senior Leadership Team and a paid staff of mixed full and part-time roles. The organisation of the staff and their roles were reviewed and updated in 2025 creating the 3 departments / teams outlined in this report.

STRUCTURE, GOVERNANCE AND MANAGEMENT

Organisational Structure

The CEO, Brett Nicholls, is ultimately responsible for the day to day management and long-term strategic leadership of the organisation. He is supported in this by four senior members (Ryan Gordon, Kirsty Heath, James Craggs and Cathy Carr) whom together make up the Senior Leadership team (SLT). In total, including the SLT, GBA employs 16 staff in a mixture of full and part-time roles to deliver its Strategic Intent. The CEO and GBA's Finance Director (Dr Claire Sweeney) report to the Board through its Chair (Richard Parker) and to the Finance & Governance Committee (a sub-committee of the full board) through its Chair (Helen Batchelor).

STATEMENT OF TRUSTEES' RESPONSIBILITIES

The trustees (who are also the directors of Get Berkshire Active Ltd for the purposes of company law) are responsible for preparing the Report of the Trustees and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice) including Financial Reporting Standard 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland".

Company law requires the trustees to prepare financial statements for each financial year. Under that law, the trustees have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law).

Under company law the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing those financial statements, the trustees are required to

-	select suitable accounting policies and then apply them consistently;

-	observe the methods and principles in the Charities SORP;

-	make judgements and estimates that are reasonable and prudent;

-	prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.

The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In so far as the trustees are aware:

-	there is no relevant audit information of which the charitable company's auditors are unaware; and

-	the trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information.

Approved by order of the board of trustees on 17th September 2026 and signed on its behalf by:

R A Parker - Trustee

Opinion

We have audited the financial statements of Get Berkshire Active Ltd (the 'charitable company') for the year ended 31st March 2026 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice), including Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland'.

In our opinion the financial statements:

-	give a true and fair view of the state of the charitable company's affairs as at 31st March 2026 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended;

-	have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice, including Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland'; 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 Auditors' responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company 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 charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The trustees are responsible for the other information. The other information comprises the information included in the Annual Report, other than the financial statements and our Report of the Independent Auditors thereon.

Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements 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.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

-	the information given in the Report of the Trustees for the financial year for which the financial statements are prepared is consistent with the financial statements; and

-	the Report of the Trustees has been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Report of the Trustees.

We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:

-	adequate accounting records have not been kept or returns adequate for our audit have not been received from branches not visited by us; or

-	the financial statements are not in agreement with the accounting records and returns; or

-	certain disclosures of trustees' remuneration specified by law are not made; or

-	we have not received all the information and explanations we require for our audit; or

-	the trustees were not entitled to take advantage of the small companies exemption from the requirement to prepare a Strategic Report or in preparing the Report of the Trustees.

Responsibilities of trustees

As explained more fully in the Statement of Trustees' Responsibilities, the trustees (who are also the directors of the charitable company for the purposes 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 charitable company'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.

Our responsibilities for the audit of the financial statements

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 a Report of the Independent Auditors 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.

The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

We gained an understanding of the legal and regulatory framework applicable to Get Berkshire Active and the sector in which it operates, and considered the risk of acts by the charity that were contrary to applicable laws and regulations, including fraud. We designed audit procedures to respond to the risk, recognising that the risk 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.

We focussed on laws and regulations which could give rise to a material misstatement in the financial statements, including, but not limited to, the Charities Act 2011 and UK tax legislation. Our procedures included:

- agreeing the financial statement disclosures to underlying supporting documentation

- enquiries with management

- understanding of management's internal controls designed to prevent and detect irregularities.

There are inherent limitations in the audit procedures described above and, the further removed non-compliance with laws and regulations is from the events and transactions reflected in the financial statements, the less likely we would become aware of it. As in all our audits, we also addressed the risk of management override of internal controls, including testing journals and evaluating whether there was evidence of bias by the directors that represented a risk of material misstatement due to fraud.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our Report of the Independent Auditors.

Use of our report

This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an auditors' report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.

Kevin Ellerby (Senior Statutory Auditor)

for and on behalf of Richardson Jones

Chartered Accountants &

Registered Auditors

Mercury House

19-21 Chapel Street

Marlow

Buckinghamshire

SL7 3HN

17th September 2026

31.3.26

31.3.25

Unrestricted

Restricted

Total

Total

fund

fund

funds

funds

Notes

£

£

£

£

INCOME AND ENDOWMENTS FROM

Charitable activities

3

Sport England

-

891,687

891,687

660,976

Local Authority

-

160,025

160,025

111,477

Other public body

-

2,400

2,400

100

Non-public

7,695

9,599

17,294

55,021

Investment income

2

18,929

-

18,929

15,669

Total

26,624

1,063,711

1,090,335

843,243

EXPENDITURE ON

Charitable activities

4

Sport England

-

854,745

854,745

634,945

Local Authority

-

148,919

148,919

121,755

Other public body

-

29,292

29,292

24,762

Non-public

5,252

25,587

30,839

62,931

Total

5,252

1,058,543

1,063,795

844,393

NET INCOME/(EXPENDITURE)

21,372

5,168

26,540

(1,150

)

Transfers between funds

12

1,056

(1,056

)

-

-

Net movement in funds

22,428

4,112

26,540

(1,150

)

RECONCILIATION OF FUNDS

Total funds brought forward

272,808

179,669

452,477

453,627

TOTAL FUNDS CARRIED FORWARD

295,236

183,781

479,017

452,477

31.3.26

31.3.25

Unrestricted

Restricted

Total

Total

fund

fund

funds

funds

Notes

£

£

£

£

CURRENT ASSETS

Debtors

9

-

23,742

23,742

30,962

Cash at bank

295,236

243,697

538,933

460,221

295,236

267,439

562,675

491,183

CREDITORS

Amounts falling due within one year

10

-

(83,658

)

(83,658

)

(38,706

)

NET CURRENT ASSETS

295,236

183,781

479,017

452,477

TOTAL ASSETS LESS CURRENT LIABILITIES

295,236

183,781

479,017

452,477

NET ASSETS

295,236

183,781

479,017

452,477

FUNDS

12

Unrestricted funds

295,236

272,808

Restricted funds

183,781

179,669

TOTAL FUNDS

479,017

452,477

These financial statements have been prepared in accordance with the provisions applicable to charitable companies subject to the small companies regime.

The financial statements were approved by the Board of Trustees and authorised for issue on 17th September 2026 and were signed on its behalf by:

R A Parker - Trustee

H E Batchelor - Trustee

Cash flows from operating activities

Cash generated from operations

1

59,783

(43,771

)

Net cash provided by/(used in) operating activities

59,783

(43,771

)

Cash flows from investing activities

Interest received

18,929

15,669

Net cash provided by investing activities

18,929

15,669

Change in cash and cash equivalents in the reporting period

78,712

(28,102

)

Cash and cash equivalents at the beginning of the reporting period

460,221

488,323

Cash and cash equivalents at the end of the reporting period

538,933

460,221

1.	RECONCILIATION OF NET INCOME/(EXPENDITURE) TO NET CASH FLOW FROM OPERATING ACTIVITIES

31.3.26

31.3.25

£

£

Net income/(expenditure) for the reporting period (as per the Statement of Financial Activities)

26,540

(1,150

)

Adjustments for:

Interest received

(18,929

)

(15,669

)

Decrease in debtors

7,220

34,738

Increase/(decrease) in creditors

44,952

(61,690

)

Net cash provided by/(used in) operations

59,783

(43,771

)

2.	ANALYSIS OF CHANGES IN NET FUNDS

At 1.4.25

Cash flow

At 31.3.26

£

£

£

Net cash

Cash at bank

460,221

78,712

538,933

460,221

78,712

538,933

Total

460,221

78,712

538,933

1.	ACCOUNTING POLICIES

Basis of preparing the financial statements

The financial statements of the charitable company, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) 'Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019)', Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and the Companies Act 2006. The financial statements have been prepared under the historical cost convention.

Income

All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received and the amount can be measured reliably.

Expenditure

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, 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 accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.

Allocation and apportionment of costs

Charitable activites expenditure represents all costs incurred which are directly attributable to projects. Costs of generating funds represents expenditure incurred to promote the charity.

Taxation

The charity is exempt from corporation tax on its charitable activities.

Fund accounting

Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees.

Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.

Further explanation of the nature and purpose of each fund is included in the notes to the financial statements.

Fixed asset capitalisation policy

The charity has a policy not to capitalise assets under £1,000.

Pension

The charitable company pays into an auto-enrolment compliant group scheme since April 2015. This is a defined contribution pension scheme and payments are at the same rate for each employee. Contributions are charged to the Statement of Financial Activities in the period to which they relate.

2.	INVESTMENT INCOME

31.3.26

31.3.25

£

£

Bank interest received

18,929

15,669

3.	INCOME FROM CHARITABLE ACTIVITIES

31.3.26

31.3.25

Activity

£

£

Grants/Commissioned projects

Sport England

891,687

660,976

Grants/Commissioned projects

Local Authority

160,025

111,477

Grants/Commissioned projects

Other public body

2,400

100

Grants/Commissioned projects

Non-public

17,294

55,021

1,071,406

827,574

All grants received in the year related to the primary objects and activities of the charity.

4.	CHARITABLE ACTIVITIES COSTS

Support

Direct

costs (see

Costs

note 5)

Totals

£

£

£

Sport England

215,350

639,395

854,745

Local Authority

114,916

34,003

148,919

Other public body

13,690

15,602

29,292

Non-public

30,482

357

30,839

374,438

689,357

1,063,795

5.	SUPPORT COSTS

Management

£

Sport England

639,395

Local Authority

34,003

Other public body

15,602

Non-public

357

689,357

Support costs, included in the above, are as follows:

Management

Sport

Local

Other

England

Authority

public body

£

£

£

Wages

450,767

36,801

12,049

Social security

56,611

(6,239

)

908

Pensions

44,204

3,341

382

Rent

13,166

-

-

Travel

8,153

-

409

Insurance

3,891

-

-

Partnership meetings

3,714

-

-

Post, printing and stationery

780

-

-

IT and communications

4,486

-

308

Marketing

375

-

-

Computer and website costs

28,429

-

446

Other office costs

9,297

100

1,100

Payroll costs

792

-

-

Carried forward

624,665

34,003

15,602