Youth Sport Trust Annual Report and Financial Statements Year Ended 31 March 2024 Company Limited by Guarantee Reglslralion Number 4180163 (England and Wales) Chadty Reglstralion Number 1086915 CONTENTS Reports Reference and administrative information Trustees, annual report Statement of trustees. responsibilities Independent auditor's report 24 25 Flnanclal statements Consolidated statement of financial activities 29 Balance sheets Consolidated statement of cash flows 31 Principal accounting policies Notes to the financial statements 32 36 Youth Sport Trust REFERENCE AND ADMINISTRATIVE INFORMATION 31 March 2024 Prosident Sir John Beckwith CBE Trustees Richard Davidson (Chair) Claire Boakes Joanna Coates Valerie Copenhagen William Downie Paula Franklin John Gilligan Katherine Grainger Sajid Gulzar (resigned 6 July 2023) Melanie Honnor (resigned 6 July 2023) Fatou Jeng (appointed 6 July 2023) Abigail-Anne Misselbrook-Lovejoy (appointed 6 July 2023) Lipa Nessa (resigned 6 July 2023) Shweta Sharma Abhishna Yogarajan (appointed 6 July 2023) Company S•¢r•tary Peter Ellis Chlef Executive Alison Oliver Registerod address Sport Park 3 Oakwood Drive Loughborough Leicestershire LE113QF Company registratlon number 4180163 Charlty reglstratlon number 1086915 Audltor Buzzacott LLP 130 Wood Street London EC2V 6DL Youth Sport Trust 1 REFERENCE AND ADMINISTRATIVE INFORMATION 31 March 2024 Bankers National Westminster Bank plc Market Place Loughborough Leicestershire LE11 3NZ Santander 2 Triton Square Regents Place London NW13AN Sollcllors Winckworth Sherwood LLP Arbor 255 Blackfriars Road London SE19AX Hamlins LLP 1 Kingsway London WC2B 6AN Youth Sport Trust 2 TRUSTEES. ANNUAL REPORT 31 March 2024 The trustees present their report together with the financial statements of the Group for the year ended 31 March 2024. This report has been prepared in accordance with the Statement of Recommended Practice." Accounting and Reporting by Charities (FRS102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102). the Charities Act 2011 and the Companies Act 2006. 1.0 CHAIR'S INTRODUCTION Welcome to the Youth Sport Trust's Annual Report for 2023124. We are proud to be the UK'S leading children's charity for improving young people's health and wellbeing through sport and play. This report gives an insight into our activilies during the past year, and we hope you find it informative. The work of the Youth Sport Trust (YST) is driven by the scale of the crisis facing young people in all areas of the United Kingdom today. With the lingering effects of COVID and lockdowns still being felt by young people and increasingly sedentary lifestyles and challenges associated with the growth of screens and digital devices, too many children are inactive. This is worsening the crisis in children's physical, mental and social wellbeing, creating a generation that is unhappier, unhealthier. and more distracted than previous generations. We know increasing opportunities for PE, sport and play can have a hugely positive impact on the lives of young people. By empowering young people to be physically active from an early age we can fully unlock their potential, providing them with lrfe-changing experiences and skills which will help them to live happier 8nd healthier lives, now and in the future. 2023124 was the second year of our bold and ambitious 'lnspiring Changemakers, Building Belonging, strategy which highlights a need for transformational change and sets out our commitment lo fight for urgent action now, whilst also pursuing the generational shift and societal change we aspire to achieve by 2035. In the last year, over 8,500 practitioners were trained to provide high quality inclusive PE and school sport and nearly 150,000 young people took part in activities made possible by Ihe Youth Sport Trust, including more than 12,000 young people trained to be leaders to their peers. Our annual Girls Active suNey results hit the headlines in 2023 when we reported enjoyment levels in PE were dropping for girls and in December the media highlighted as a 'national concern. our reflections of the Sport England Active Lives data, showing more than half of young children in England do not meet the UK Chief Medical Officers, guidelines for daily activity. In January we launched our manrfesto for action, ahe8d of the General Election in 2024. 'Improving children 8nd young people's wellbeing and achievemenl - informed by insights from other leading organisations across a range of sectors called for a new, long-term, joined-up national plan guaranteeing every child access to the UK Chief Medical Officers, guidance of 60 active minutes a day by creating a nation of active and well schools and setting out a clear vision for increasing physical activity levels. Throughout the year we were inspired by stories of young people becoming leaders in their communities and teachers and schools leading the way in making real and significant improvements to young people's lives. Our Young Changemaker Awards saw seven young people recognised for their work as role models in their communities and changing lives through the power of sport. On the eve of our Annual Conference, we also recognised leaders from across the education sector at our Annual Conference Awards, sharing their stories of best practice and innovation to inspire others to change the lives of young people. Youth Sport Trust 3 TRUSTEES, ANNUAL REPORT 31 March 2024 We continue to be led by youth voice through our Youth Board, Team Leaders and Changemakers, as exemplified by our first ever Youth Summit, where more than 80 young people came together from across England, Scotland and Wales, to co-design together a youth call to action. We were delighted to welcome Sir Mo Farah onboard as our National School Sport Champion, working with us to empower more young children in the UK to be physically active. Mo's Mission is to get as many young people as possible moving on a daily basis, ensuring every child has the opportunity to be active for 60 minutes a day, of PE, sport and play. Throughout 2023124 and all the activity outlined above, we have ensured we have remained focussed on our vision to ensure every child enjoys the lrfe-changing benefits of play and sport. We will continue to target resources towards those wilh the greatest need and advocate for greater inclusion and access to sport and activity for all. By equipping educators and empowering young people to build brighter futures. together we will continue to create opportunities for everyone to belong and achieve. STRATEGIC REPORT 2.0 STRUCTURE, GOVERNANCE AND MANAGEMENT 2.1 Governing document YST is a charitable company limited by guarantee, incorporated on 15 March 2001, and registered as a charity on 5 June 2001. It succeeded an unincorporated charitable trust established in 1994. The company was established under a Memorandum of Association which established the objects and powers of the charitable company. The company is now governed under its Articles of Association {revised 25 June 2019), which now incorporate the objects and powers. In the evenl of the company being wound up, members are required to contribule an amount not exceeding £1 . 2.2 Appointment of trustees The YST Board is composed of a maximum of 12 independent trustees who are the directors of the charitable company. Specific roles on the Board include a Chair, Senior Independent Director, Welfare & Safely Lead and Equality, Diversity & Inclusion Lead. The charity also has a Youth (advisory) Board, the chair of which has a ringfenced seat on the main Board. As set out in our Articles of Association and the YST Board Terms of Reference, all trustees are appointed for a term of Ihree years and shall be eligible for reappointment for a further two terms, at which point they must retire from office. In exceptional circumstances, and where the trustees consider that it would be in the best interests of the charily, a trustee (or Chair) who has served a maximum of three consecutive terms may continue to serve for an additional one-year period. However, any trustee who is subsequently appointed as Chair following a period of service as a trustee may continue to serve on the Board for the period of such appointment, subject to a maximum term of 12 years on the Board, inclusive of their term prior to such appointment. The focus of the charity is maximising Ihe positive impact of play and sport on young peoples, education and development. YST undertakes a skills-based recruitment process, with a focus on competency, experience and suitability, to ensure that the Board is comprised of trustees from multi-disciplined backgrounds such as the world of sport, education, health and business. In addition to this, significanl consideration is given to equality and diversity and lived experien￿ when selecting suitable candidates to ensure we benefit from a wide range of experience in our decision making. The recruitment process is carried out by the Nominations, Governance and Remuneration (NGR) sub-committee of the Board. through an open and publicly advertised recruitment process. All Board vacancies are advertised on the YST website, our partners, websites (including UK Sport, Sport & Recreation Alliance and Sporting Equals), the national press and social media to attract people from various backgrounds. The Board is Youth Sport Trust 4 TRUSTEES, ANNUAL REPORT 31 March 2024 currently (March 2024) comprised of g women and 3 men, including representslion of trustees from ethnic minority groups. and one truslee with a disability. Our trustees and patrons give their time freely but can claim expenses associated with meetings, induction and training. £1,690 was paid for the reimbursement of their expenses during the year (2023.. £714). The charity has trustee indemnity insurance (cover of £5m) in place at a cost of £5,612 (2023: £5,389). In addition to our trustees, YST utilises volunteers in varying capacities from individuals helping at sporting events and fundraisers, through to Ambassadors and our Youth Board, which sits at the pinnacle of a national movement of young sports leaders who are either currently engaged in, or alumni of, our programmes. The work of our volunteers is detailed in note 10 of the accounts (Employees). 2.4 Key Management The trustees and the executive team comprise the key management personnel of the charity in charge of directing and controlling, running and operating the charity. A Chief Executive ('CEO") is appointed by the trustees to manage the day-to-d8y operations of the charity. The current CEO is Alison Oliver MBE. To facilitate effective operations, the CEO has delegated authority for operational matters within terms of delegation approved by the trustees, including finance, employment, and performance related activity. Key leadership personnel include a Chief Operating Officer, a Chief Brand Officer and 4 Directors (Finance & Governance, National Programmes, Networks and Corporate Coach). In accordance with our remuneration policy, each year the executive team recommend to the Board (via the NGR Committee) a sum to be included in the salaries budget to fund an annual pay increase. Allocation of this sum is then managed in three ways: The Board (via the NGR Committee) will consider and determine any pay award for the CEO., The CEO will recommend to the Board (via the NGR Committee) any pay award for the executive team,. and The CEO, in consultation with the executive team. will recommend to the Board (via the NGR Committee) any pay award for staff. This year the Board approved a 50/0 Cost of living conlribution to staff salaries. The NGR Committee are also involved in approving any recommendations arising from 3-yearly, independent Pay & Benefits benchmarking exercises, led by the Assistant Director for Human Resources. 2.5 Annual Governance Statement 2023124 Commitment and Com liance As an organisation which receives public funding through Sport England, we are required to comply with A Code for S orts Governance (the "Code.) and in February 2024, YST received confirmation from Sport England that we are compliant with all requirements of the Code, including requirements 2.1- 2.3, related to diversity and inclusion. This year. we also received a report from Sport Wales of our compliance with their'capability Framework,, following Iheir audit of YST in February 2023. The report commended our commitment to good governance and identified 16 areas of 'best Practi￿,. This annual governance stalement is prepared to provide a regular update for our stakeholders. Youth Sport Trust 5 TRUSTEES, ANNUAL REPORT 31 March 2024 YST'S Governance Framework The YST Board is responsible for administering the charity. It has two established sub-committees: Audit and Risk Committee- chaired by one of the trustees, with at leasttwo other trustees as members. The Committee is responsible for overseeing all financial and audit aspecls of the YST, including risk management and internal control systems. and for reporting back to the main board. Nominations, Governance and Remuneration (NGR) Committee - chaired by the Chair of the YST Board, with at least two other trustees as members. The Committee is responsible for.. leading the recruitment process of the Chair, CEO and trustees,. overseeing and monitoring YST'S governance framework and Board membership,. and advising on remuneration in accordance with our remuneration policy. The Terms of Referen￿ for these committees, along with those of the main Board, can be found on our website. The Board met four times in 2023.. 1 February {face-to-face), 26 April (virtuall, 6 July {face-to-face, including AGM) and 26 September (virtual), plus an overnight Board Retreat and meeting held on 28129 November. In 2024, they met on 13 February (face-to-face), 1 May (virtual), 17 July (face-to-face.) and will meet on 26 September (including AGM), with an overnight Board Retreat and meeting to be held on 27128 November. Governance actions In October 2023, we undertook our annual, internal evalu8tion of Board performance, using an online survey which was completed by trustees. Questions were grouped inlo 10 categories.. Objectives, Strategy and Remit,. Board Conduct,. the Chair,. Board Membership and Executive Atlendance,. Performance Management., Risk Management, Stakeholder Relationships,. Chair and CEO Relationship., Sub-commiltees,. and Diversity and Inclusion. The results were, once again, extremely positive, with an average score for each category of between 4.74 - 4.92 out of S. The trustees discussed the findings in November, and as a resull, updates from trustees on heallh, sport and education will be incorporated into the annual strategy review at the November 2024 Board Retreat. The Board evaluation survey also included an opportunity for trustees to rate their individual knowledge and understanding across 8 range of areas. The results from this self-assessment feed into the Learning and Development plan for trustees. We develop a Board Improvement and Governance Action Plan on an annual basis, progress against which is monitored by the Board, through the NGR Committee. This plan is developed from the findings from the Board Evaluation and internal and external assessments of compliance with the °Code", Sport Wales, Capability Framework and the Charity Governance Code. Our key governance work this year has focused on the following: Finalising our Diversit and Inclusion Action Plan which has recently been published on ourwebsite. This represents the culmination of an extensive external, independent review and approval process with Sport England. Development of our environmentsl and sustainability governance framework. including: Publishing our Environmental & Sustainability policy. including our commitment to net zero by 2050., Formulating our Environmental & Sustainability Action Plan, driven through the 'FuturePIus' platform, which is an ESG impact measurement tool, to monitor and externally validate our progress., Measuring our Scope 1 and 2 emissions (baselined in 2022123). Youth Sport Trust 6 TRUSTEES, ANNUAL REPORT 31 March 2024 Baseline measurement of our most signrficant Scope 3 emissions for 2023124 (business travel and employee commuting); and Measuring the environmental footprint of YST'S 2024 Annual Conference. Three new trustees joined our Board this year, one of whom had previously been an observer on the Board. Our staff completed the annual, Best Companies 'b-Heard' survey in Septemberloctober 2023. The results were slightly down on the previous year (696.9 c.f. 703.2) but we remain as a 2-star, outstanding company to work for. We have achieved a position on the following three lists.. Best Charities to work for 15th. Best East Midlands Companies to work for_ 34th,. and Best Mid-sized Companies to work for . 75th All of our key governance documentation can be found on our website including this report, our Annual act Re ort, Strate and key policies. 3.0 OBJECTIVES AND ACTIVITIES 3.1 Charitable Objects The charity was founded on a belief that high quality and positive experiences in sport can change lives. When used strategically and intentionally sport can improve physic81, social and emotional wellbeing, it can foster belonging and promote inclusive attitudes and can develop skills for lrfe and sport. These are essenlial ingredients for children to fulfil their potential in school. Our theory of change details the outcomes we seek and the changemakers we will work with to achieve our aims. As well as working directly with young people and young leaders, we will involve educators, partner organisations and families, to ensure that we can make the societal shifts needed for sustsinable change. The charity's objects ('Objects') for the public benefit and in particular for the benefit of young people under the age of 25 both in the United Kingdom and internationally {"Young People.) are.. To support, enable and encourage Young People, irrespective of ability. to participate in sport and physical activity, whether in schools, other educational establishments or the wider community, by providing advice and assistance and organising programmes of physical, educational and other activities to help Young People to develop their skills, capacities and capabilities to enable them to participate in society as independent, mature and responsible individuals, advancing their mental and physical health and education. To provide advice and assistance to parents, carers and families to enable and encourage them to support Young People, irrespective of age or ability, to participate in sport and physical activity. To improve and increase the provision of sport and physical activity opportunities available for Young People by building networks, delivering training and seeking co-ordination, collaboration and co- operation amongst providers of sport, physical activity, and physical education, and be￿een sport, education and health providers. To promote the benefits of sport and physical activity (in general and in particular) and the physical and mental health of Young People by undertaking and disseminating research into sport, physical activity, the impact of sport on academic achievement and into the physical and mental health of Young People. To seek to influence policy makers at local, national and international levels about the importance of sport and physical activity and its benefits to Young People (without engaging in any party-political activity). To advance such other charitable purposes as the directors may from lime-to-time think fit. Youth Sport Trust 7 TRUSTEES, ANNUAL REPORT 31 March 2024 3.2 Mission and vision The vision of YST is, a future where every child enjoys the life-changing benefits that come from play and sport. Our mission is to equip educators and empower young people to build brighter futures. Together we create opportunities for everyone to belong and achieve. 3.3 Strategy The work of the charity extends from influencing policy and building networks which support long term sustainable change. to innovating new ways to harness the power of play and sport within the education and development of young people. We also implement programmes and services and improve practice by celebrating and disseminating effective practice. We work most closely with schools and Multi-Acaderny Trusts (MATS). We collaborate and partner with several organisations at a national level including Teaching Unions, Academy Chains, Home Country Sports Councils, National Governing Bodies of Sport, equality organisations, other youth facing charities and non-governmental organisations. We also work with regional and local partners such as Local Authorities, Active Partnerships and a range of small, community-based charities, enabling us to deliver holistic programmes which operate within and beyond the school gates. A number of our projects and programmes are supported through business and corporate partnerships. We are not a grant giving organisation. however there are occasions where we will seed fund 8 project or initiative as part of a pilot programme that is laler integrated into our mainstream programme delivery. 2023-24 marked the second year of delivery against our 2022-2035 strategy 'lnspiring Changemakers, Building Belonging,. This strategy has 3 high level objectives which are detailed below. Urgent actlon- Build back healthier, happier and more resilient young people and level the playing field for those most disadvantaged,. Generatlonal Shfft - To balance the demands of the digital age through the human connection of physic81 play and sport. and Soclotal change Transform society's perceptions and attitudes towards the importance of physical literacy, play and sport in the education and development of young people. We have identrfied six key groups of changemakers who are best placed to help take urgent action and build belonging. These six key changemaker audiences each align to one of our six core tactics which we have identified as underpinning our approach to the three strategy objeclives for the first phase of the strategy (2022- 2025). Tactlc 1: Equip educators to rebuild wellbeing and level up lrfe chances of the young people most affected by Covid-19, and those suffering from the effect of inequalities. Tactic 2: Empower young people by unleashing a nationwide community of young leaders who harness the positive power of play and sport to improve wellbeing, build friendships. and foster understanding. Tactic 3: Unite a movement of organisations to reclaim play and sport at the heart of every school and make it fun for everyone. Tactic 4: Mobilise influencers in all areas of public life lo make the decline of physical activity levels and human connection in a digital age. matters of national concern. Tactic 5: Help families understand and champion their children's physical literacy and its importance to a healthy and happy childhood. Youth Sport Trust 8 TRUSTEES, ANNUAL REPORT 31 March 2024 Tactic 6: Change from within by increaslng our impart on, connection with, and relevance to, a changing world. We will be reviewing these tactics as part of the development of phase 2 of the strategy (2025 - 2028). In the last 12 months we have made signrficant progress against the strategy. We elevated a number of activities within the strategy to become our 'key moves, for the first phase to 2025, and developed success measures for each of the strategy objectives to 2035. While our delivery against the success measures can be found in the Impact section of this chapter, the 'key moves, are listed under each objective with a summary of the progress made in the pasl 12 months shown in itslics: URGENT ACTION- Key Moves Build a school movement in Well Schools, creating the conditions for the delivery of high quality CPD and support for teachers, and support for families, targeting young people facing the impact of inequalities there are now 1,601 SGhools and 1.081 schools in Trusts in the Well School movement. 20 Growth Areas established and operational we have mapped both need through indices of multiple deprivation, and readiness through our existing sGhool data, to identify 20 Growth Areas whiGh are now priorities for fundraising and investment. 3 Place Based areas established and operational -our 3 placem8king arn8s are.. Knowsley. Perry Barr and Tower Hamlets. In each are8 we are working within the wider ecosystem, connecting with public health, the youth sector, criminaljustice and others. Staff recruited, trained & supported to have the greatest impact on young people facing the impact of inequalities - we have recruited a dedicated member of staff in our placemaking areas and have invested in professional development for all programme m8nagers in system thinking and working. Increased sum and proportion of our income focused on young people facing the impact of inequalities. 21, T43 young people involved in YST targeted interventions in 2023.. 50%femole 40% from ethnically diverse communities 45% wlth speciol educational need5 and disabilitles 38% eligibleforfree school meols GENERATIONAL SHIFT- Key Moves Relaunch the Young Ambassador Movement. supporting young people nationwide to advocate for change with a powerful and united voice - we have completed all the necessary planning ahead of relaunching Young Ambassador conferences in 5 areas in the 2024 summer term. Create a new type of club environment for the next generation of sports volunteers we have compleled the alpha stage of development of this new club environment and via 8 Youth Le8dership residential camp this year we are entering the beta phase in summer 2024. Publish and advocate a new youth leadership framework with belonging at its heart, embedded in all our work, ensuring we have a signrficant and unique impact on our targeted young people- this is now published and freely available via our website. All YST youth leadership interventions will now be developed using this framework. Young people's voice is heard andlor they are ccFcreating on all YST development projects - have a dedicated internal lead on youth Co-crealion and all programme managers have been trained on this. Youth Sport Trust 9 TRUSTEES, ANNUAL REPORT 31 March 2024 Partnerships in place with local and national organisations to increase the reach of this young people driven generational shift we are working in partnership with several youth centred organisations such as StreetGames, London Youth, London Youth Games, National Youth Agency and Access Sport. SOCIETAL CHANGE - Key Moves Create the strongest arguments for the need for change for young people we published the second PE and School Sport R8POrt in May 2023 and will publish the 2024 edition in National School Sports W88k (NSSW. Create a compelling case in data and storytelling of the impact of our mission on young people - we hosted the inaugural YST Young Changemaker A wards in January 2024 creating a suite of human-interesl stories, films and case studies. Target our work to prove the case in a number of areas nationally - we are using our placemaking areas and growth areas to focus our influencing. Successfully deliver a series of impacfful campaigns reaching families and wider society (e.g. NSSW) - we delivered a successful NSSW in 2023 (with 1380/0 inGrease in schools taking part) and 8nnounced Sir Mo F8rah as the new YST School Sport Champion in January 2024 alongside our Manifesto for Action ahead of the General Election. Secure partnerships to amplify our voice with families - we delivered an Active Summer Reading Challenge in Partnership with the Nalional Literacy Trust. During 2023-24 the charity forged several new partnerships including with Sports Direct supporting National School Sports Week, Allianz supporting our Inclusion work around improving the quality and access to play and sport for pupils with SEND, and LEGO supporting our inclusion work around gender equality. We were also contracted by the Oak National Academy as part of a consortium developing and delivering the PE curriculum and associated teaching materi8ls, completed the final year of the DfE Inclusion 2024 contract and started work as 8 member of the consortium delivering the DCMS Opening School Facilities programme. The charity entered year two as a Sport England System Partner supporting sport in schools, and continues to be commissioned by Sport England to deliver the School Games. In 2023 the charity Secured a number of local commissions to deliver targeted interventions in Early Years through the YST Healthy Movers Programme and interventions to support young people at risk of menial ill health through the YST Active in Mind programme. 3.4 Public Benefit In setting objectives and planning activities, the trustees have given careful consideration to the Charity Commission's general guidance on public benefit and confirm that they have complied with their duty in Section 17 of the Charities Act 2011. The work of YST cuts across a number of key policy areas, including youth, health, education, sport and community development. Our work to broaden and develop play. physical education and sport opportunities for young people not only makes them fitter and healthier. but also improves their confidence and self-esteem, enhances their achievement across the curriculum, supports their wider engagement in the community and allows Ihem to build the foundation for an active, healthy lifestyle. Youth Sport Trust 10 TRUSTEES, ANNUAL REPORT 31 March 2024 The work we do to develop young people as leaders has benefits beyond sport - the skills that are developed in this area can stay with young people for lrfe. A large number of the young people trained in leadership skills by the YST go on to volunteer in the local community. bringing significant social benefit. YST'S work has a deep and impactful focus on equal opportunities for all young people through increasing access to physical education and sport. We deliver programmes which target under-represented groups such as young women and girls, young people with special educational needs and disabilities (SEND), young people from diverse ethnic and cultural b8ckgrounds and young people from socio-economically disadvantaged backgrounds. Supporting and aiding each young person to achieve their personal best in sport demonstrates the ability of every young person to succeed and to achieve. Through allowing talent in sport to emerge - as an athlete, leader or coach - we help to create positive role models and future leaders. In addition, in 2023 we have seen a growth in ourwork with Multi-Academy Trusts through the Well School Network. Trusts have been particularly interested in working with us to understand the role sport can play in them delivering their Civic duty and making a wider contribution to their community. 4.0 ACHIEVEMENTS AND PERFORMANCE 4.1 Performance Indicators NOTE.. YST'S performance measurement (KPIS and metrics) are aligned to academic years (2022123) whereas the financial information in this report relates to the financial year ending 31 March 2024. During the academic year of 2022123 we continued to evaluate the impact of our work against our new strategy. We apply a Monitoring and Evaluation (M&E) Framework. which aims to bring about greater consistency in the way we collect evidence of our impact. The framework is used to guide all aspects of our work, including design. delivery and evaluation. Our suite of outcome indicators is set out below: Youn eo le outcomes Increased resilience, social connectedness, happiness; Increased enjoyment and confidence to take part in sport and physical activity,. Increased leadership, teamwork, communicalion and self-belief,. Improved sense of belonging to sport and physical activity,. and Percentage of young people involved in our programmes who face disadvantage andlor have lower levels of activity. Adult im act Increased confidence, competence and motivation in their role. Whole School & Wider Societal Im act Improved perceplions of PE and school sport. 4.2 Reach In the academic year ending in August 2023, we provided innovative content and worldclass training, helped unite the school sport sector in collaborative action and worked alongside the wider sport and active leisure sector to raise awareness of the most important issues. In addition: 144,430" young people participated in a YST programme", Youth Sport Trust 11 TRUSTEES, ANNUAL REPORT 31 March 2024 (of these, 122,687 young people participated in our national girls, football programmes and 21,743 young people participated in our targeted interventions)., 12.491 young people were trained by the YST,. and 8.612 adults were trained by the YST. 'This figure does not include young people participating in the School Games and affiliated programmes (Change4Life and Leadership Academy). This exclusion, along with Sport England's Ghange in investmenl policy, means participation figures have dropped y88r on year. 4.3 Influencing and advocacy Throughout the year we continued to campaign on behalf of young people, schools and the school sport delivery network. We worked to raise awareness of the need to tackle the decline in children's activity levels. united with partners and championed the importance of Investing in PE and school sport to governmeT)t. Natlonal School Sport Week (NSSW) is our annual campaigning week. This year it was powered by Sports Direct and in the June 2023 campaign we asked schools and caregivers io '#PledgeToPlay' to support young people to be active for 60 minutes. We provided a range of free to access resources, including video case studies and 'Sports Slam, downloadable activities to support this. In total, 1,780 schools, 143 organisations, 182 families and 57 MPS signed up to the campaign, resulting in 589,714 people pledging to be active for 60 minutes every day. 2,890 NSSW resources were downloaded, and 574 articles were published in the media, reaching a potential audience in excess of 28 million, helping us to raise awareness of the UK Chief Medical Officers, 60 minules a day recommendation. In the 2022123 academic year we also.. Consulted with DCMS on the development of the long-awaited national Sport Strategy 'Get Active Submitted three consultation responses 8nd appeared at select committees., Hosted three. high profile MP visits as part of National School Sports Week and 57 MPS pledged their support for the campaign,. and Delivered 4,558 media articles covering our mission {including 199 mentions on broadcast media, delivering an estimated 504 million opportunities to view). For more information on our influencing and advocacy, please see our Im acl Re ort. In January 2024, we 18unched our manrfesto which sets out how we can improve children and young people's physical, mental and social wellbeing by increasing levels of physical activity. It was developed with contributions from children and young people, teachers and school leaders, and representatives from youth. health and wellbeing, physical activity and sport organisalions. Our manifesto calls for a new, long-term, joined-up national plan guaranteeing every child access to 60 minutes a day of PE, sport and play by creating a nation of active and well schools. Underpinned by investment and supported by a campaign to raise awareness of recommended activity levels, this plan advocates to: Resource a dedicated coordination and delivery team working across a family of schools in every community; Introdu￿ a new national wellbeing measurement for children, to track progress and target interventions., Protect and increase spaces for play and physical activity in every locality, and provide co-curricular sport for all children- Youth Sport Trust 12 TRUSTEES, ANNUAL REPORT 31 March 2024 Reimagine Physical Education, making it a core subject developing physically literate children, healthy learners and active citizens,. and Formalise existing youth sport leadership opportunities into a national young sport volunteers programme delivering year-round social action. We are calling on the next governmenl to prioritise the transition to this model by starting in the most disadvantaged areas first. demonslrating the impact and generating learning to inform national implementation. In the 2022123 academic year, we also.. Delivered 20 new evaluations and 13 new pieces of published research., Developed and launched a new, sector-wide Knowled e Bank,. Published our second PE and School S ort Re ort collating the latest evidence and research into children's wellbeing, issues faced and the benefits of PE, play and sport, from a variety of sources, into one central repository,. and Ran two, sector-wide, research summits to faciliiate cross-sector learning and information sharing, supporting the sector in taking an evidence-led approach to development. 4.3 Building sustalnable structures At YST we believe transformational change can only be achieved through the formula of embedding innovative content, through world class delivery, into sustainable structures. In 2022123 we supported the following YST networks: 2,514 member schools,. 1,528 Well Schools,. 450 School Games Organisers. 189 school partnerships within the Schools Active Movement., 109 PE CatslYSTs,' 125 Multi-Academy Trusts engaging directly with YST., 61 Headleacher Ambassadors,. and 70 organisations within the School Sport and Activity Sector Partnership. For more information on YST building sustainable structures, please see our Im act Re ort. 4.4 Equlpping educators As a charity, we use a very successful cascade model for training, which builds capacity, capability and sustainability in the structures we work with. The role of our Learning Academy of tutors, trainers, coaches and Athlete Mentors is to equip educators with the skills and resources to help young people enjoy the life-changing benefits of play and sport. In the 2022123 academic year, 8,612 teachers, coaches and practitioners were trained to deliver physical education, sport and play to support the development of young people. As a result of attending training with YST.. 99 % of practitioners felt more competent in their role,. 990/0 felt more confident., and 99°/0 felt more motivated. For more information on YST equipping educators, please see our Im act Re ort. Youth Sport Trust 13 TRUSTEES, ANNUAL REPORT 31 March 2024 4.5 Empowering young people By building their leadership skills and improving their confidence, competence, motivation, knowledge and understanding, we empower young people to harness the extraordinary power of sport and play to change lives. In the 2022123 academic year, 144.430 young people participated in an activity made possible through the work of YST. As a result of taking part in our projects and programmes.. 76 % reported improvements in their confi'dence in taking part in physical activity,. 740/0 reported improvements in their enjoyment of taking part in physical activity,. 68 /0 reported improvements in their happiness overall., 690/0 reported improvements in their social connectedness.. 57°/o reported a 'great' improvement in their sense of belonging,. 830/0 reported improvements in their communication skills: 870/0 believed their leadership skills had improved,. 730/0 felt that their resilience had improved. 840/0 reported improvements in their team working skills,. and 820/0 reported their self-belief had improved. In addition, 12,491 young people were trained through YST to become young leaders to their peers. Young people participated in or were trained through our programmes, of which some are detailed under section 4.6. For more information on YST empowering young people, please see our Im act Re ort. 4.6 National Programme8 Below are some highlights from a range of our programmes. 4.6.1 School Game8 Supported by Sport England and the National Lottery and delivered on beha￿ of the Department for Digital, Culture, Media and Sport (DCMS}, the School Games is a framework delivered locally by a national network of 450 School Games Organisers who aspire to make a positive difference to the lives of young people through accessible, equitable, competition for all within school sport and physical activity. At the Sch¢)ol Games Summit in July 2023, all School Games Organisers came together and committed to three School Games pledges through to 2025.. Tackle inequalities to increase participation of schools from the most underserved communities. Ensure physical literacy and positive experiences are created 8nd promoted for children and young people" and Embed youth engagement to enhance the principle of 'by young people, for young people,. In the 2022123 academic year.. 26,051 events were held throughout the School Games ne￿Ork,. 2.2 million young people participated in School Games opportunities, of which 290/0 were from ethnically diverse communities and 140/0 had SEND., Youth Sport Trust 14 TRUSTEES, ANNUAL REPORT 31 March 2024 19,727 schools were registered in the School Games network and are supporting our mission,. and 7,539 schools submitted an application for the School Games Mark, which rewards schools for their commitment to the development of competition across their school and into the community 475 schools were at platinum status. You can read more about the School Games here: www. oursch I ames.comlabouV. 4.6.2 Barclays Glrls, Football School Partnershlps by England Football The Football Association's (The FA) vision is to ensure that every girl has equal access to football in school and clubs by 2024, with the goal of 90 % of schools nationally offering girls equal access to regular extra-curricular football and 750/0 of schools nationally offering girls equal access to football in PE lessons. Driving The FA'S vision is Barclays Girls, Football School Partnerships by England Football, a nationwide scheme to mainstream football in school for girls. YST provides the day-to-day coaching and support of the network of local strategic leads and equips them with programmes, such as Disney inspired Shooting Stars by England Football and Barclays Game On part of England Football, alongside training for girls and their teachers. In 2022123: 123,000 girls participated in the programme, 31 % of which were from ethnically diverse communities.. A further 2,500 girls were trained to be leaders in football to their peers,. 750/0 of schools in England are now providing equal access to football in the curriculum for girls - hitling our 2024 target a year ahead of schedule,. and 58 % of schools ar8 providing equal access to extra-curricular football for girls. 4.6.3 BE Football In partnership with the Football Association of Wales {FAW), BE Football is a programme for secondary schools in Wales that focuses on the importance of teamwork and character development to the new Welsh Curriculum. It aims to develop: Girls, character skills through football activity; Curriculum learning with trained PE staff,. and Extra-curricular clubs led by trained Football Influencers. In the 2022123 academic year, across 26 schools, over 47 influencers were trained, over 808 girls participated in curriculum football activities and over 608 girls participated in extra-curricular football activities. 4.6.4 Incluslon 2024 Designed to increase the opportunities for children with SEND to engage in PE and school sport. Inclusion 2024, funded by the Department for Education. is a collaboration between pupils, schools, practitioners and partners including Activity Alliance, the British Paralympic Association, nasen and Swim England. Youth Sport Trust 15 TRUSTEES. ANNUAL REPORT 31 March 2024 In the 2022123 academic year, the programme involved over 28,000 interactions with members of the school workforce through training. networking, practice modelling and information sharing. 75 /0 of school staff felt that their Lead Inclusion School has helped them to feel more supported in delivering inclusive PE and school sport. Almost half of pupils with SEND were achieving 60 active minutes a day and 7 out of 10 were achieving 30 active minutes. 4.6.5 Young Ambassadors Over a decade on from being established as a London 2012 legacy programme, the Young Ambassadors movement continues to be al the heart of sports participation programmes. thanks to partnerships between YST, Sport Wales and sportscotland. The Young Ambassadors programme aims to ensure young people are heard, valued and have a platform to influence and drive change in sport. In Wales, in the last academic year, 645 Young Ambassadors from across 15 Local Authority areas delivered soft launch projects to test a new programme vision in their local communities, and 65 adults 8ttended three events, which incorporated training to enable them to successfully implement the new vision in their local authorities. Young Ambassadors in Wales is delivered by the Youth Sport Trust and in Scotland it is led by sportscotland and supported by the Youth Sport Trust though Lottery Funding. 4.7 Targotod interv•ntion3 Below are some highlights from a range of our tsrgeted interventions. 4.7.1 Physlcal Llteracy In the Early Y•ars-'Healthy Mover8, Designed to support the physical literacy, wellbeing and school readiness of 2-5 year olds, Healthy Movers delivers resources and training for early years, practitioners, which families can continue to use at home. In the 2022123 academic year, Healthy Movers training was delivered to 324 practitioners across Cornwall, Bedfordshire, Hull, East Suffolk, Liverpool, Wiltshire, and Dorset, benefitting over 1,620 children. In 2023, a synthesis of outcome d8ta for the Healthy Movers programme from 2018 to 2023 demonstrated that.. 92 % of practitioners said that Healthy Movers had a very positive or positive impact on the amount of time children spent being physically active al their early years setling,. 98,/0 of practitioners said that Healthy Movers had a very positive or positive impact on children's enjoyment of physical activity.. 980/0 of practitioners said that Healthy Movers had a very positive or positive impact on children's confidence to be active., 960/0 of praclitioners said that Healthy Movers had a very positive or positive impact on children's physical skills, e.g. balance. locomotion and object control,. and 880/0 of parents also said that Healthy Movers had helped their child to be more active. 4.7.2 Mental Health & Emotional Wellbeing - 'Actlve In Mind, Active in Mind (Aim) is designed to prevent and improve mental health issues in adolescence. It uses the evidence of what works to address stress and anxiety in young people, helps them build personal strategies for resilience and uses the power of peer mentoring through a trauma-informed approach. Youth Sport Trust 16 TRUSTEES, ANNUAL REPORT 31 March 2024 In the 2022123 academic year, 58 practitioners have been trained in Aim principles, 229 young people trained as Aim mentors, with 657 AIM mentees. In 2023, a synthesis of outcome data for the Active in Mind programme from 2017 to 2022 demonstrated that nearly thirds of mentees felt the programme improved how they felt they were coping better, feeling more positive overall, more confident trying new things and more confident in meeting new people and tslking to others. 4.7.3 Mental Health and Emotional Wellbelng- 'Lidl Sport for Good, The Lidl Community Works Sport for Good programme is funded by Lidl and delivered by YST. The Lidl Sport for Good programme promotes positive mental health by focusing on the role of physical activity in improving mental and social wellbeing, through the use of peer mentors. Our partnership with Lidl saw 24 schools engaged in the programme, over 1,059 young people part of the Peer-to-Peer groups and the creation of over 426 Student Mentors. Peer-to-Peer Group members were selected from young people experiencing peer pressure, poor mental health and issues with transition to secondary school. An addition811,802 young people were engaged in Athlete Mentors, assemblies during school visits. Nearly t￿0 thirds of Peer-to-Peer Group members reported increases to their confidence and resilience, as well as their overall happiness and connectedness to others. All teachers (12112) reported that the programme helped to improve their competence and confidence in their role, as well as make some improvements to their delivery. 9 out of 12 teachers agreed lo some extent that Lidl Sport for Good has positively impacted the Senior Leadership Team's and wider stafls perception of PE, physical activity and sport. 4.7.4 Tackllng gendor Inequality- 'Glrls Active, Girls Active (funded nationally through Sport England and further supported by funding from corporate partners and some local commissioning) supports schools to understand what motivates girls to take part in physical activity, PE, and sport, enabling teachers to work with girls, through consultation and leadership. and make the necessary changes to their physical activity provision. The programme aims to address the gender disparity in participation in sport and physical activity. and help schools understand the associated barriers. Girls Active also empowers girls to develop and market opportunities that engage their peers. Using a delivery model of collaboration with local partners, and with a focus on tackling inequality, the Girls Active programme helps schools to understand what motivates girls to take part in PE and sport and works with them to make the necessary changes to provision. In the 2022123 academic year, the programme focused specifically on engaging schools and local partners across Derbyshire, Nottinghamshire, London and NorthlEast Coastal Deprivation areas. In each region, the approach and support provided were tailored to best meet the needs of the schools and their student demographic. Each school received both 'core' support and 'personalised' support. In the 2022123 academic year, 771 young people participated in sport and physical activity opportunities delivered through Girls Active and 416 of these were supported to be more physically active as part of Girls Active. 182 young people were trained as Girls Active leaders and 17 adults were trained as part of Girls Active. Youth Sport Trust 17 TRUSTEES, ANNUAL REPORT 31 March 2024 4.7.5 Closing the gaps created by disadvantage - 'Set for Success, Funded by Ihe Wimbledon Foundation, Ihe charitable arm of the All England Lawn Tennis Club and The Championships, Set for Success is a ￿0-Year, youth leadership initiative that has been designed to provide young people in underserved communities, at risk of having more limited life chances, the opportunity to develop valuable life and leadership skills through mentoring sessions delivered by inspirational athletes through the power of sport. In the 2022123 academic year, 153 young people were engaged in Set for Success, of which 55 % were in receipt of free school meals (FSM) and 40 % had additional support needs. 87 % now know more about how their skills can help them in the future and 80 % have more Confiden￿ that they will do well in life. Due to Set for Success's ongoing success, the project has been extended by the Wimbledon Foundation in partnership with Barclays, to further increase the reach over the next four years to 150 schools across the UK, engaging up to 3,900 young people. 4.8 Securing Funding for the Charity As a registered charity, we rely on income from fundraising to deliver our charitable objectives. YST is committed to ensuring that by undertaking fundraising activities we uphold any legal, statutory and regulatory requirements, and maintain our reputation and adherence to our organisational values. Our Fundraisin Polic sets out how fundraising at YST is managed to ensure that we maintain these standards, and provide reassurance and transparency to our donors, funders, supporters and partners. We are registered with the Fundraising Regulator and are committed to complying with the Fundraising Regulator's 'Code of Fundraising Practice, and 'The Fundraising Promise,, along with all applicable guidance from the Charity Commission. No complaints have been received about our fundraising activity during the year (2023.. none). 4.9 Fundraising Income 4.9.1 Commerciallcorporate partner8hlp8 In 2023124 YST signed a 3-year partnership agreement with the LEGO Group, seeing sponsorship rights secured across the YST'S Annual Conference and Changemaker Awards. As part of the partnership, the LEGO Group will also fund delivery into a small number of YST Girls Active schools, with the potential to grow their reach in this area as the partnership progresses. Successful delivery of the first year of our partnership with Sports Direct, has led to ongoing planning into 2023124 across the UK, in preparation for Nalional School Sport Week 2024, which this year will be aligned to their Monster Kick About Campaign. YST reignited a relationship with Allianz Insurance PLC, building on our partnership in 2017118, to deliver a further set of 20 inclusive sports events leading into the Paris 2024 Olympic and Paralympic Games. Lidl Ireland and YST'S 'Sport for Good, and 'Serious Support. programmes continued successfully throughout 2023124 (see also 4.7.3). Further to Ihis, we developed a more direct relationship with the Ladies Gaelic Football Association in Ireland to work in partnership on their community programme. In 2023124, YST were supported by a number of corporate charity partnerships, providing both income and value in kind for the charity. These included new relationships with Citron Hygiene, Meet for Good and Athletic Peanut Butter, alongside the continuation of existing charity partnerships with NEXA properties, Limitless, Limitless Kit, Kingswood and Foresters Friendly Society. Youth Sport Trust 18 TRUSTEES, ANNUAL REPORT 31 March 2024 March 2024 saw the delivery of a successful commercial exhibition and sponsorship programme, alongside the YST Annual Conference. A total of £81 k was raised through commercial stand sales, with an additional £73k raised through conference sponsorship. This included the LEGO Group {referenced above), as Headline Sponsor, joined by Sports Directory. Our Business Changemaker Partners (Complete PE, Kingswood and Enrich Education) were again Supporting Sponsors of the event. 4.9.2 Trusts and Foundations Over the 2023124 financial year, income received through Trusts and Foundations included grants from some of our long-standing funders The John Armitage Charitable Trust. Wimbledon Foundation (see 4.7.5) and Esmee Fairburn - as well as new funders. The Mercers Charitable Foundation supporting 4 years of Healthy Movers delivery in London and The Julia and Hans Rausing Trust funding a Boys Move pilot for one year in Birmingham. The funding generated has enabled us to continue to directly deliver key programmes to the most disadvantaged young people. In addition, core grants have contributed to the financial stabilily of the charity and have enabled vital development work to tske place. This Includes research to establish geographical growth areas to support the delivery of our strategy in places which need the greatest support, our continued digital transformation, and our campaigning and policy influencing, including the launch of our YST manrfesto and Sir Mo Farah as National School Sport Champion. It has also ensured we can support the ongoing development of a diverse, skilled and motivated workforce through staff development, training and leadership opportunities. 4.9.3 Donor Fundralslng.. Individuals and organisations help support the YST mission to Improve young peoples, lives. We would like to thank every one of the many individuals and organisations that have helped us during the year. The work we do simply would not be possible without our generous supporters and passionate fundraisers who every year lake part in numerous challenges to raise fund5 to support our work. In 2023124 this fundraising included: Over £29k raised by 17 runners taking part in the 2023 London Marathon,. Over £3.Sk raised by Martin Cresswell, through walking the Grand Traverse of the Alps.. Over £5k raised by the Chartered Instilute for the Management of Sport and Physical Aclivity (CIMSPA) through their 'No child left behind, hiking challenge., Nearly £30k raised by PEGA Systems through their London to Amsterdam Cycle ride.. Over £4k (to be split be￿een YST and Comic Reliefj raised by Aspire Multi-Academy Trust through their Aspire Connect Challenge, where staff travelled be￿een 40 trust Sltes by running, cycling and swimming., £8k raised by our Chair, Neil Davidson, who completed the Milton Keynes 10k run,. and £30k to date raised by the Foresters Friendly Society Charity Appeal between July 2023 to July 2024, with 2 further payments expected. 5.0 FINANCIAL REVIEW 5.1 Overview Robust financial planning, monitoring and control are fundamental to the operation of the charity. The structured approach we take ensures synergy between our plans - our core strategic plan informs our annual operational plan, detailing our key aims and objectives for the year, which is underpinned by our annual budget. Youth Sport Trust 19 TRUSTEES, ANNUAL REPORT 31 March 2024 Total Group income has reduced by 2°/0 (£239,277) due to a reduction in the income received by the charity of 3 % (£336,710), whilst the trading subsidiary has increased by 28°/0 (£97,433). The change in income for the charity has been primarily influenced by the year on year reduction in income received from Sport England in relation to the School Games National Finals, which are held biennially, together with the Breaking Boundaries project funded by Spirit of 2012 concluding in the year end 2023. This has been partially offset by additional funding received from the Wimbledon Foundation (expansion of the Set for Success project), new projects funded by Charnwood Borough Council (Generation Charnwood), Mercers and Allianz. In addition lo this, the increase in interest rates has given additional investment income. The trading subsidiary income increase of 28 % is due to an increase in sponsorship income and additional exhibition stand sales at the YST Annual Conference. The Group returned an unrestricted deficit of £164.638 (2023- deficit of £91,763) which includes a trading subsidiary profit of £263,529 (2023- profit £119,947). In the 2022 Annual Report, YST earmarked £1.340,000 as designated funds to support the first phase (2022 to 2025) of the new 13 year strategy. The designated funds balance now stands at £1,025,684 which will continue lo support investment in our strategy. The Group's total unreslricted reserves now stand at £6,318,044 {2023'. £6,764,287) and included within this are designated reserves of £1,025,684 (2023.. £1,307,289). 5.2 Reserves policy Our minimum reserves policy was revised in 2021 lo refiect the costs of an orderly wind up of the charity. This includes redundancy and notice period costs together with the cost of retaining administrative staff and facilities to support staff directly delivering programmes to complete contractual agreements. The minimum reserves have been calculated at £3,150k which is £3,050k for the orderly wind up of the charity plus an allowance of £100k for the impact of adverse, unplanned events. The general free reserves (excluding designated) on 31 March 2024 were £5,292k {2023.. £5,457k), which is more than the minimum reserves policy set by the trustees. Although we are now through the second year of the new, long-term strategy. there will be a need for further designated funds to support the strategy's aims. It is, therefore, likely that further investment into strategic projects may be required in future years. 5.3 Investment powers and policy Under our Articles of Association, the charity has the power to invest in any way the trustees wish. The trustees, having regard to the liquidity of the organisation and its reserves policy, have operated a policy of keeping funds available in interest bearing deposit accounts, incorporating long-term and short- term deposit facilities across two banking institutions. The invested funds held by the parent charity on deposit achieved a 12-month average return of 3.59/ against the average base rate for the year to 31 March 2024 of 5.OQ/o. Youth Sport Trust 20 TRUSTEES, ANNUAL REPORT 31 March 2024 5.4 Risk management YST manages risks at three levels.. strategy, organisational and project. During the year. there have been minor adjustments to our strategy and organisational risks. The Risk Management procedure (part of our ISO 9001.'2015 accredited Quality Management System) has not required an update to reflect these changes as they reflect specrfic risks rather than the process itself. Changes have been made to the Risk Management procedure to reflect the involvement of our Operational Leadership Team (established in September 2023), and to belter reflect how we communicate with the Trustees on risk management. Project level rlsks are reviewed monthly at a case conference meeting led by our Chief Operating Officer (coo). Organlsatlonal level risk categories are managed by members of our executive team and have been reviewed and updated this year. The Organisational Risk Register is reviewed by the COO and any significant areas of risk (including those at project level) are raised at regular meetings of the Operational Leadership Team. The Organisational Risk Register is also shared at each Audit and Risk Committee meeting. There are eleven, key categories under which our organisational level risks are grouped and assessed, with mitigation plans. These are: Welfare and Safety (Safeguarding)., People. Diversity and Inclusion,. Data and Systems. Income Targets; Financi81 Environment,. Legal and Governance,. Political. Reputational and Brand,. Programme Delivery,. and School Engagement. Strategy level rlsks that would prevent the charity from achieving its strategy success measures for 2035, are updated by the executive team and presented to the Audit and Risk Committee ahead of each Board meeting. The three most significant risks that would prevent us from achieving each of our three objectives (see page 8) have been identified. These are as follows: en Acti build back healthier, happier and more resilient young people and level the playing field for those most disadvantaged. Risk 1.. YST is unable to make this drfference to the target groups of young people. Risk 2: YST fails to engage the local partners required to make the impact we are aiming for. Risk 3.. YST fails to generate the evidence base for impact in our approach, limlting both impact and growth of this to more areas. In mitigation of these risks, we have established a series of goals to achieve by 2025. These are as follows for this objective- Build a school movement in Well Schools, creating the conditions for the delivery of high quality CPD and support for teachers, and support for families targeting young people facing the impact of inequalities. o Establish and operationalise 20 Growth Areas.. Establish and operationalise 3 Place Based Areas.. Recruit, train and support staff to have the greatest impact on young people facing the impact of inequalities. Increase the sum and proportion of our income to be focused on young people facing the impact of inequalities. Generational Shift - to balance the demands of the digital age through the human connection of physical play and sport. Risk 1.. YST does not generate a viable model to support young people to balance the demands of the digitsl age through the human connection of physical play and sport. Risk 2= YST fails lo spark the imagination and gain the commitment of sufficient stakeholders to create significant reach and impact. Youth Sport Trust 21 TRUSTEES, ANNUAL REPORT 31 March 2024 Risk 3.. YST fails to generale the evidence base for impact in our approach, limiting both impact and growth of this to more areas. The 2025 goals are as follows for this objective.. Relaunch the Young Ambassador Movement, supporting young people nationwide to advocate for change with a powerful and united voice. Create a new type of club environment for the next generation of sports volunteers. Publish and advocate a new youth leadership framework with belonging at its heart, embedded in all our work, ensuring we have a significant and unique impact on our targeted young people. Young people's voice is heard andlor they are co-creating on all YST development projects. Partnerships in place with local and national organisations to increase the reach of this young people driven generational shift. Societal Chan e - transform society's perceptions and attitudes towards the importance of physical literacy, play and sport in the education and developmenl of young people. Risk 1,. YST fails to inspire others to commission a large-scale campaign. Risk 2.. YST inspires commissioning of a campaign bul is not drivinglleading it. Risk 3.. YST inspires a campaign which fails to impact attitudes & perceptions or suffers another failure. The 2025 goals are as follows for this objective: Create the strongest arguments for the need for change for young people. Create 8 compelling case in data and storytelling of the impact of our mission on young people. Target our work to prove the case in a number of areas nationally. Successfijlly deliver a series of impactful campaigns reaching families and wider society (e.g. NSSW). Secure partnerships to amplify our voice with families. All workplans are being progressed and updated periodically to ensure activities and actions are being undertaken to deliver the strategy. 6.0 PLANS FOR FUTURE PERIODS Looking ahead, we will be starting the new financial year with a number of priorities.. Maintaining momentum in our political advocacy and influencing ahead of the General Election. We have a programme of engagement and activities which will build on the five key asks we outlined in our Manifesto for Action, launched in January 2024. This will include collaborative work with a range of partners from sport, education, health and youlh to ensure alignment and consistency in messaging. Post the General Election, we will be looking to engage with new Ministers and MPS to raise the profile, importance and contribution of PE, play and sport to healthy and happy childhoods, and as a driver of a climate and culture in schools which builds belonging and helps foster attendance, engagement and learning. Youth Sport Trust 22 TRUSTEES, ANNUAL REPORT 31 March 2024 202412025 marks the end of 'phase 1, of our 2022-2035 '1nspiring Changemakers, Building Belonging, strategy, therefore it is a pivotal 12 months for us strategically. We will be drilling down on any outstanding activities and actions underpinning our phase 1 goals and analysing the impact they are having on our 2035 success measures. In addition, we have already made a start on scoping the 'phase 2, tactics which will take us from 2025-2028 and we will have these confirmed ready for the start of 2025126. At this stage, the intention is to use the next phase to simplrfy and amplify our value proposition through the alignment of our school improvement work under Well Sch¢)ols, our youth sport leadership development under Young Ambassadors, and centralise our IP through a new Training and Resources Hub, hosted on our website. Our three, core, national programmes will continue to be a huge priority for the charity, with the FA Girls Football School Partnerships, the Sch¢)ol Games and Set for Success anchoring much of our direct delivery lo schools. However, alongside these, 2024125 will mark the first full year of our partnership with LEGO and Girls Active through their 'Play Unstoppable, campaign. We are also hopeful of building on the inclusive festivals we have been delivering in partnership with Allianz, offering brilliant experiences and an introduction to sport for children with additional needs. Through natural turnover, 2024125 will also see a refresh of the charity's leadership structure as we re-structure the responsibilities of our COO and replace the former Director of Corporate Partnerships & Fundraising role with a Chief Revenue Officer. These two roles will work alongside the Chief Brand Officer to bring clarity and further focus to the three, core, executive functions of raising the profile and value of the brand, translating the credibility and awareness of our work into new and longer-term partnerships and revenue streams, and then delivering our prc(lucts and services as effectively and efficiency as possible, to maximise the impact on the charity's mission. Finally, 202412025 marks the 30th anniversary of the Youth Sport Trust. We will be using this milestone to both launch phase 2 of our strategy and also remind our stakeholders and funders of the long-term impact of the work of the charity on lifestyles and life chances, by showcasing some of the stories and journeys of the charity's beneficiaries. 7.0 AUDITOR Buzzacott LLP have indicated their willingness to continue in office subject to approval by the YST Board at the AGM. 8.0 STATEMENT AS TO DISCLOSURE OF INFORMATION TO AUDITOR The trustees who were in office on the date of approval of these financial ststements have confirmed, as far as they are aware, that there is no relevant audit information of which the auditor is unaware. Each of the trustees have confirmed that they have taken all the steps they ought to have taken as trustees to make themselves aware of any relevant audit information and to establish that it has been communicated to the auditor. The Trustees. Report, including the Strategic Report, was approved on behalf of the board. Mr Richard Davidson Chair of trustees Dale.. 26lqlJci Youth Sport Trust 23 STATEMENT OF TRUSTEES. RESPONSIBILITIES 31 March 2024 Trustees, responsibFlities in the preparation of the financial statements The trustees (who are also directors of YST for the purposes of company law) are responsible for preparing the Trustees, Report and the incorporated Strategic Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally AC￿pted Accounting Practice). Company law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and the group and of the income and expendilure of the group for that period. Under Company Law thetrustees must not approve thefinancial statements unless they are satisfied they give a true and fair view of the state of affairs of the charitable company, the Group and of the income 8nd expenditure of the Group for that period. In preparing these financial statements the trustees are required lo- select suitable accounting policies and then apply them consistently,. observe the methods and principles in the Charities SORP,. make judgements and estimates that are reasonable and prudent., state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements,. and prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business. The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at 8ny time the financi81 position of the charitable company and enable them to ensure that the financial ststements 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. Youth Sport Trust 24 INDEPENDENT AUDITOR'S REPORT 31 March 2024 INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF YOUTH SPORT TRUST Oplnlon We have audited the financial statements of Youth Sport Trust (the 'parent charitable company.) and its subsidiary (the 'Group') for the year ended 31 March 2024 which comprise the Consolidated Statement of Financial Activities, the Group and Charity Balance Sheets, the Consolidated 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 FRS 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 Group's and the parent charitable company's affairs as at 31 March 2024 and of the Group's income and expenditure for the year then ende(l.' • 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. Basls for opinlon 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 Group and parent charitable company in accordance with the ethical requirements Ihat 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 wilh these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate lo provide a basis for our opinion. Concluslons relatlng to golng concern In auditing the financial statements, we have concluded that the trustees, use of Ihe 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 Group's or parent charitable company's ability lo 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 lo going concern are described in the relevant sections of this report. Other Information The other information comprises the information included in the Report and Financial Statements other than the financial statements and our auditor's report thereon. The trustees are responsible for the other information contained within the Report and Financial Statements. 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. 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 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 or a material misstatement of the other information. If, based on the work we have Youth Sport Trust 25 INDEPENDENT AUDITOR'S REPORT 31 March 2024 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 prescrlbed by the Companles Act 2006 In our opinion, based on the work undertaken in the course of the audit.. • the information given in the Trustees, Report, which is also the Directors, Report for the purpose of company 18w and includes the Strategic Report for the financial year for which the financial ststements are prepared is consistent with the financial statements,. and • the Trustees, Report which is also the Directors, Report for the purposes of company law and includes the strategic report has been prepared in accordance with applicable legal requirements. Matters on whlch we are requlred to report by exceptlon In the light of the knowledge and understanding of the Group and the parent charitable company and their environment obtained in the course of the audit, we have not identified material misstatements in the Trustees, Report including the Strategic Report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion- adequate accounting records have not been kept by the parent charitsble company, or returns adequate for our audit have not been received from branches not visited by us,. or • the parent charitable company 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. Responslbllltles of trustees As explained more fully in the Statement of Trustees, responsibilities set out on page 24, the trustees (who are also the directors of Ihe charitable company for the purposes of company law) are responsible for the preparation of the financial ststements 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 Group's and parent 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 Group or parent charitable company or lo cease operations. or have no realistic alternative but to do so. Audltor's responsiblllties for the audit of the flnanclal 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 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. Youth Sport Trust 26 INDEPENDENT AUDITOR'S REPORT 31 March 2024 The oxt•nt to which th• audit was considerod ¢apable of detecting irregularities, including fraud Our approach to identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with law￿ and regulations. was as follows: • the engagement partner ensured that the eng8gement team collectively had the appropriate competence, capabilities and skills to identify or recognise non-compliance with applicable laws and regulations., and • we obtained an understanding of the legal and regulatory frameworks that are applicable to the charity and determined that the most significant frameworks which are directly relevant to specific assertions in the financial siatements are those that relate to the reporting framework {Statement of Recommended Practice.. Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the Companies Act 2006 and the Charities Act 2011) and those that relate to data protection (General Data Protection Regulation), safeguarding legislation and the Code for Sports Governance. We assessed the susceptibility of the charity's financial statements to material misstatement, including obtaining an understanding of how fraud might occur. by: making enquiries of management as to their knowledge of actual, suspected and alleged fraud,. and considering the internal controls in place to mitigate risks of fraud and non-compliance with laws and regulations. To address the risk of fraud through management bias and override of controls, we.. • performed analytical procedures to identify any unusual or unexpected relationships,. • tested journal entries to idenlify unusual transactions,. and assessed whetherjudgements and assumptions made in determining the accounting estimates were indicative of potential bias. In response to the risk of irregularities and non-compliance with laws and regulations, we designed procedures which included, but were not limited to: reading the minutes of meetings of those charged with governance,. and enquiring of management as to actual and potential litigation and claims. There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions, the less likely it is that we would become aware of non- compliance. Auditing stsndards also limit the audil procedures required to identify non 31,431 136,046 1333.197) 601,118 14,185 17.7961 (1,463,163) {490,341) B Cash flows from inv•sting a¢tlvltio8 2024 2023 Purchase of Equipment Proceeds from sale of fixed assets Bank Interest Purchase of short tem deposits Withdrawal of short temi deposits Total cash (usad In)Iprovlded by Investlng actlvltles 117,169) {59,996) 242 156,833 129,435 (5,610,000) 1,000,000 {4,497,734) 97,079 C Analysis of changes In cash and cash equlvalents 2023 Cash flows 2024 Cash at bank Cash at bank- 31 day Total cash and cash equlvalents 816,899 {51,534) 765,365 9,509,363 15,909,363) 3,600,000 10,326,262 {5,960,8971 4,365,365 No separate reconciliation of net debt has been prepared as there is no difference between the net cash (debt) of the charity and the above cash and cash equivalents. Youth Sport Trust 31 PRINCIPAL ACCOUNTING POLICIES 31 March 2024 General Inforniation YST is a charitable company incorporated in England and does not have share capital. The address of the charity's registered office is SportPark, 3 Oakwood Drive, Loughborough, Leicestershire. LE113QF. Basls of accounting The financial statements have been prepared in accordance with 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)- (Charities SORP (FRS 102)). the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) Snd the Companies Act 2006. YST meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy. These accounts are prepared in sterling which is the functional currency of the charity and rounded to the nearest pound. The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are set out below. 8a8is of ¢on3011datlon The Group accounts consolidate the financial statements of the charity and its trading subsidiary, Youth Sport Trust Enterprises Limited {YSTe) {company number 03289889), on a line by line basis. Intra-group transactions are eliminated on consolidation. Surpluses and deficits of organisations entering or leaving the Group are included from the date of acquisition or up to the date of disposal. The Charity has taken exemption from presenting its unconsolidated SOFA under section 408 of Companies Act 2006. Income Income is recognised when the Group has entitlement to the funds, any performance conditions attached lo the items of income have been met, it is probable that the income will be received, and the amount can be measured reliably. Donations and sponsorship income - the income received from donations and sponsorship is accounted for once the conditions for receipt have been met and there is probability of receipt. Donated assets are accounted for as soon as they are received and are included in the financial statements at a reasonable eslimate of their value. Any income arising from donated assels is accounted for on a receipts, basis. Government grants and contracts - the income arising from these sources is accounted for when, and to the extent, that the Group has the entitlement to the consideration and receipt of funds is probable. Youth Sport Trust 32 PRINCIPAL ACCOUNTING POLICIES 31 March 2024 Income (continued) The recognition of income from government grants and contracts is dependent upon whether.. the donor specrfies that the grant or donation must only be used in future accounting periods,. or the donor has imposed conditions which must be met before the Group has unconditional entitlement. Fundr8ising event income is accounted for on a receivable basis, Membership income is recognised in the year it is invol￿d as the majority benefits accruing to members are received in the same year. Investment income is recognised on a receivable basis. Donated servlces and fac511tles Where services are provided to the Group as a donation that would normally be purchased from suppliers, this contribution is included in the financial statements as an estimate based on the value of the contribution to the Group. Expondlture Expenditure is recognised as soon as there is a legal or constructive obligation committing the Group to the expenditure. Expenditure is recognised when a liability is incurred. Contractual arrangements and performance related grants are recognised as goods or services are supplied. Other grant payments are recognised when a constructive obligation arises that results in the payment being unavoidable. Raising funds are those costs incurred in attracting income, and those incurred in any trading activities that raise funds. Charitable activities include expendilure associated wilh the provision 8nd organisation of sports facilities in accordance with the objects of the charity and include both the direct costs and support costs relating to these activities. Included within support costs are amounts for staff costs and governance costs (which include those incurred in the governance of Ihe Group and its assets, and are primarily associated wilh the constitutional and statutory requiremenlsl. This represents the allocation of salary costs for persons employed by the charity who are actively involved in both direct charitable activities in addition to administrative duties. All support costs have been allocated to Group cost categories on a basis consistent with the use of resources. Taxation YST is a registered charity and undertakes activities which, under present legislation, are not subject to Corporation Tax. Irrecoverable VAT All resources expended are classrfied under activity headings that aggregate all costs related to the category. Irrecoverable VAT is charged against the category of resources expended for which it was incurred. Youth Sport Trust 33 PRINCIPAL ACCOUNTING POLICIES 31 March 2024 Debtors Trade and other debtors, which are receivable within one year, are initially recognised at the transaction price and subsequently measured al amortised cost, being the transaction price less any amounts settled and any impairment losses. Cash and bank balances includlng short terni deposlts Cash and bank balances includes cash and short-term, highly liquid investments, with a short maturity of three months or less from the date of acquisition. Short term deposits are defined as any deposit with a notice period of more than three months but not more than a year at the date of inception. Trade creditors and Ilabllitie8 Trade creditors payable within one year are initially measured at the transaction price and subsequently measured at amortised cost, being the transaction price less any amounts settled. Financlal Instruments The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value. Tanglble fixed assets and depreclatlon Tangible assets with a useful life of more than one year. and which cost in excess of £1,000, are capitalised and included at cost. Depreciation is provided on all tangible assets, so as to write off the cost of each tangible asset on a straight-line basis over its expected useful life as follows.. Fixtures, fittings and equipment Computer equipment 10 years 3 years Leaslng and hlre purchaso commltments Rentals payable under operating leases are charged to the Statement of Financial Activities on a straight-line basis over the period of the lease. Accumulated funds General funds are available for use at the discretion of the trustees, in furtherance of the general objectives of the charity, and which have not been designated for other purposes. Designated funds are those that have been set aside by the trustees for specrfic purposes to support the parent charity's mission. Where there is an underspend on a designated project, the funds are transferred to unrestricted funds. Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors, or which have been raised by the charity for particular purposes. The cost of raising and administering such funds are charged against the specific fund. Overhead costs are spread across the projects in proportion to total payroll and consultancy costs. The aim and use of each restricted fund are set out in the notes to the financial statements. Youth Sport Trust 34 PRINCIPAL ACCOUNTING POLICIES 31 March 2024 Transfers between unrestricted and restricted funds represent the charity's contribution towards the costs incurred in carrying out projects substantially funded by external restricted funding. Going concern YST has secured "system partner" funding from Sport England up to March 2027 at just under £3m a year and also delivery funding of £1m to March 2025. The Wimbledon Foundation contract has a further 3 years to run thal is in excess of £1 m a year. The current contract with The FA runs lo August 2024 and negotiations are in place to secure a further £1 m per year up to August 2026. Currently 72°/o of the budgeted income for the financial year 2024125 has already been confirmed and taking the major funders, commitments we are confident that 520/0 of the potentl81 budget for the financial year 2025126. The Charity as at the year end had £4.9m of unrestricted reserves (excluding designated of £1.Om and trading company of £0.4m) which is more than the minimum reserves requirement of £3.1 m. Taking the above into consideration. the trustees consider that the Group has adequ8te funds to meet anticipated future objectives. The financial statements have been prepared on a going concern basis. Crltlcal accountlng •stSmat•s and ar•a8 of Judgement Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. The key estimates used are.. Estimating the useful economic life of tangible fixed assets for the purposes of determining depreciation rates., Estimating the completion of multi-year projects, including how much income to defer or accrue,. The allocation of staff and support costs., Estimating future income and expenditure for the purposes of the going concern assessment,. and We have considered whether the restricted funds received by the charitable company are performance related grantslcontracts or not. For those we have concluded meet the definition of performance related grantslcontracts, we confirm that the expenditure incurred on each granvcontract is the most appropriate measurement to determine the level of performance delivered. Youth Sport Trust 35 NOTES TO THE FINANCIAL STATEMENTS 31 March 2024 1 Comparative information - statement of financial activities Unr8slricted funds 2023 Total fvnds General Designalgd RestrKled funds funds funds Notes Incom8 from.. Donations and capital grants Charltable 8Ctivilies Other ch8Aty trading 8¢tiWt￿S Investments Other trading oGlivitles Total 282.548 10,886 517.119 156.833 345,898 1.313,284 282,548 9,017,128 9,028,014 5f7,119 156,833 345,898 9,017, 128 10,330,412 Expenditure on.. Rgising lunds Ch8rit8bl8 8Ctivllles Other trading aGtivilies Total 27,736 928,373 227, 174 8 1.183,283 117,654 244,997 390,387 104, 110 9, 795,233 10,827, 716 227, 174 221,764 10,040,230 11,445,277 Net AnGome (gxpendilure) 130,001 (221, 764) (1,023, 102) (1, 114,865) Transfers b8hv&en funds 15 152,485 (152,485) Nat moven78nl in lunds 282,486 (374.249) (1,023, 102) (1, 114,865) Reconciliation of fvnds Fund bg1onc8s 81 l April 2022 Fund b818nGes ot 31 March 2023 5, 7 74,512 5,456,998 7,681,538 4,269,330 11,125,380 1,307,289 3,246,228 10,010,515 2 Donatlons and legacies 2024 Total funds 2023 Total funds Unrèstricted Restrfcted funds funds Garfield Weston Foundation John Amitage Charitable Trust Sky Foresters Friendly Society Allianz SE (Gennany) Other grants and donations 50,000 50,000 15,072 50,000 50,000 30,000 30,000 42,720 144,859 267.579 42,720 144.859 224,859 242,363 357,435 42,720 Youth Sport Trust 36 NOTES TO THE FINANCIAL STATEMENTS 31 March 2024 3 Charitable activities 2024 Total funds 2023 Total funds Unr6Stricted Restricted funds funds Department for Education Active Partnerships (funded by DFE) Sport England sportscotland Sport Wales Chamwood Borough Council Somers8t County Council Comwall Council Milton Keynes Councll Dorset Council Active Cornwall Birmingham Education Partnership Commonwealth Sport Foundation - Bimingham Organising Committee for 2022. Chance to Shine Foundation Esmee Fairbaim Foundation Wimbledon Foundation The Laureus Sport for Good Foundation Th8 Julia & Hans Rausing Trust Sir John Beckwith Charitable Trust The Charity of Slr Richard Whittington- The Mercers, Company SpirSt of 2012 Loughborough Unlversty The Football Association The Football Association of Wales Ladies Gaelic Football Association Lawn Tennis Association Major League Baseball Europe Ltd BaseballSoftballUK Rugby Football Union Lidl Nike Ortus En8rgy Ltd Allianz Management Services Limited Teach First HMRC Kickstart Scheme Other charitable activities 295.069 77,571 4,369,120 49,595 165,500 297.443 295,069 77,571 4,369,120 49,595 165,500 297,443 297,036 63,347 5,871,275 135,916 152,500 12,029 63,450 42.340 57,870 63,450 42,340 57,870 9,060 16,327 (22,8631 27.224 27,224 11.021 66,000 165,768 895,262 3,993 20,000 895,282 3,993 20,000 5,434 80,661 80,661 207,649 90,5¢XI 1.468,864 72,522 1,442,864 66,719 9,681 58,400 63,101 34,289 96,250 145,310 7,848 25.000 84,500 32,236 1,442,864 66,719 9,681 58,400 63,101 34,289 96,250 145,310 7,848 25,000 84,500 32,236 28,116 82,475 128,285 19,569 10,886 136,298 9,028,014 47,981 8,559,277 47,981 8,559,277 .£22,863 was refunded to Commonwealth Sport Foundation due to an underspend on the project. 4 Other tradlng actlvities 2024 Total funds 2023 Total funds Unrestricted Restricted funds funds Conferenceslmembership & other 464.463 464,463 517,119 Youth Sport Trust 37 NOTES TO THE FINANCIAL STATEMENTS 31 March 2024 5 Investment Incom• 2024 Total funds 2023 Total funds Unrestricted R6Stricted funds funds Bank interest- YST Bank interest- Subsidiary 351,113 5.372 356,485 351,113 5.372 356,485 155,610 1,223 156,833 6 Other tradlng a¢tivlti¢s 2024 Total funds 2023 Total funds Unreslricled Restricted funds funds Youth Sport Trust Enterprises Income.. Nèt sales from trading activities 433,331 433,331 345,898 Expenditure.. Nel expenditure on trading activities 179,802 179,802 227,174 7 Expondltur• Charitable activities: 2024 Total funds 2023 Total fvnds Direct Direct costs Salary costs Support costs Strateglc Tactlc Tactic 1 Educalors Tactic 2 Young Peop18 Tactic 3 Organisations Tactic 4 Influencers in public life Tactic 5 Families Tactic 6 Ourselves 1,826,074 1,312,287 1.360,676 1,282,833 1,264,713 729,838 39,813 4,418 37.977 10,982 59,210 368.487 4,588,463 3,708,825 685,800 3,824,181 3,377,174 670,408 3,313,917 3,101,808 381,413 2,375,984 3,562,147 2,309 46,540 200,715 5,729 54,668 43,462 192,571 620,268 542,410 1,938,230 10,235,518 10,827,716 Direct costs and direct salary costs are on an ss incurred basis. Support costs are allocated to charitable activities in proportion to direct salary costs. Youth Sport Trust 38 NOTES TO THE FINANCIAL STATEMENTS 31 March 2024 7 Expenditure (continued) Support costs consist of: 2024 Total funds 2023 Total funds Salaries {management & administration), consultants and associated cosls Staff recruitment, trainlng and welfare Travel and subsidence Office and IT costs Rent, rates and service charge Insurance Depreciation Loss on disposal of assets Govamance costs Costs attributable lo the trading subsidiary 1,134,198 1,155,019 93,415 180,661 338,587 137,976 22,162 43,610 110,161 125,660 355,020 127.944 21,488 47,963 4,026 119,521 91,308 (131,900) (132,800) 1,938,230 1,905,789 The comparatives for salaries (management & 8dministr8tion), consultants and associated costs have been changed to reflect the salaries of management & administration staff only, whereas previously direct salaries were also included. 8 Total •xp•ndlture Total expenditure includes: 2024 Total fund8 2023 Total funds Staff costs (note 10) Auditorfs remuneration.. Audit- currant year Other- lax setvices Operating lease renlal8- land and buildings 08preciation - owned assets Loss on sal8 of fixed assets 4,934,528 4,416,747 30,039 5,102 44,890 43,610 28,650 5,543 44,419 47,963 4,026 9 Trustees and key management personnel None of the trustees (or any persons connected with them) received any remuneration during the year. Payments totalling £1,690 (2023.. £714) were made to 7 (2023: 3) trustees to reimburse expenses. The charity has trustee indemnity insurance (cover of £5m) in place at a cost of £5,612 (2023.. £5,389). The total compensation, including employer national insurance and pension contributions, payable to key management personnel of the Group was £720.224 {2023.. £663,266}. Youth Sport Trust 39 NOTES TO THE FINANCIAL STATEMENTS 31 March 2024 10 Employees The average monthly number of employees during the year was.. 2024 No. 2023 No. Programme delivery: Direct delivery Programme support Management and administration 62 28 22 112 57 23 23 103 The average number of full-lime equivalent employees during the year was.. 2024 No. 2023 Programme delivery.. Direct delivery Programme support Management and administration 59 27 20 106 54 23 20 97 2024 2023 Employment costs Wages and salaries Social security costs Other pension costs Apprenti¢eship levy 4,306,634 412,718 194,947 20,229 4,934,528 3,847.378 384,042 167,229 18,098 4,416,747 Pension costs are allocated to activities in proportion to employee time spent. The number of employees whose annual emoluments were £60,001 or more were.. 2024 2023 £60,001- £70,000 £70,001- £80,000 £80,001- £90,000 £90,001- £100,000 £120,001- £130,01)0 £130.001- £140,000 The employer pension contributions in respect ofthe above employees were £39.164 (2023.. £29,460). Youth Sport Trust 40 NOTES TO THE FINANCIAL STATEMENTS 31 March 2024 Volunteers Alongside our Trustees and Patrons, in 2023124 the YST benefiled from volunteers in the following ways". YST Youth Board Our Youth Board aims to give a voice to young people from every corner of society and has 3 main areas of responsibility: Inform", Influen￿,. and Engage. The Youth Board have rnonthly, virtual meetings, with the agenda set by the Chair, who is also a trustee of the YST Board Highlights of their contribution and representalion in 2023124 have been.. Attended and presented al Include Summit Manchester (8 attended) Attended DCMS roundtable (4 attended) Attended Children Commissioner Roundtable {6 attended) Attended YST Manifesto Launch {6 attended) New Youth Board recruitment {15 currently on the Board) New recruitment of Youth Board Chair Attended 3 24-hour residential for the new Youth Board plus attendance at Main YST Board dinner (all 15 new recruits) Conversation with YST staff on Hero Products (x3 meetings 6 Youth Board members) Attendance at Sport Gives Back Awards (3 attended) Attend8nce at Scottish Coaching Awards (2 attended) Attended YST Conference 2 days (12 attended) Attendance at ENGSO - European Youth Conference, Cyprus (x1) More information regarding the work of the Youth Board can be found here., ouths orttrust.or labouUour- eo lelour- outh-board Team Leaders 26 Team Leaders have received both ￿llIght and weekend training and have provided support at a variety of events, including.. Youth Summit and Girls Active Inspiration Days. Youn Ambassador Steerin Grou This National Panel supports the development of the Young Ambassador ("YA') movement across Wales. In 2023124, 21 members of the National Panel helped to plan, organise and deliver our National YA COnferen￿S in November 2023. Around 157 Gold Young Ambassadors attended three conferences, which consisted of a series of YA-led workshops (delivered by the steering group members) to help influence, lead and inspire the next generation of Gold Young Ambassadors. National Youth S ort Forum This forum is a collaborative, co-creative group of 16-25 year olds from organisations across the sport sector. The forum will influence the direction and policy of School Sport and Physical Activity and contribute to the actions inspired by the School Sport Activity Action Plan {SSAAP), bringing youth voice to the heart of our work. 5 young people were involved in the forum in 2023124 with 2 new, additional members joining the group in February 2024. One additional volunteer was involved in the activity but does not directly sit on the forum full time, taking the total to 8 young people. They have been involved in". Attending sector forum virtual meetings.. Youlh Sport Trust 41 NOTES TO THE FINANCIAL STATEMENTS 31 March 2024 Representing youth voice and delivering a session at a face-to-face sector forum event,. and Providing feedback and a youth perspective on YST initiatives, where appropriate. Fit for Girls Volunteer Youn Tutors Scotland A partnership programme with sportscotland to empower girls to give girls a voice and be role models to other adolescent girls. In 2023124.. 17 Fitfor Girls young tutors118- 24 year5 of age), who then attended 2 residential CPD days 7 workshops delivered, with. 2 tutors at each workshop 1 period education day in partnership with Well HQ (8 tutors delivered at the day) 1 local authority girls event in Perth where 12 tutors led the day Youn Ambassadors Scotland 28 YA recruited for a conference delivery team (CDT) 28 YA CDT attended a Iwo-day residential plus one day face-to-face training 6 conferences delivered with 16 YA COT members delivering at each conference. Allianz Move Now Festivals A series of festivals to inspire secondary aged young people with SEND to try paralympic sports and learn about the Olympic and Paralympic values leading up to the Paris Games in 2024 6 festivals held 103 adult volunteers from our funding partner Allianz trained, to support the young leaders at the festivals and develop their own personal skills 11. Tangible fixed as8Ot8- Group and Charlty Fixtures, Computer fittings and equipment fumiture 2024 Total Cost At 1 April 2023 Additions Disposals At 31 March 2024 484,056 17,169 1336,526} 164,699 237,473 721,529 17,169 (336,526) 402,172 237,473 Depreciation At 1 April 2023 Charged in the year Disposals At 31 March 2024 431,780 34,962 1336,526) 130,216 192,895 8,648 624,675 43,610 (336,526) 331,759 201,543 Net book value Al 31 March 2024 At 31 March 2023 34,483 52.276 35,930 44,578 70,413 96,854 Youth Sport Trust 42 NOTES TO THE FINANCIAL STATEMENTS 31 March 2024 12. Debtors Group 2024 Charity 2024 2023 2023 Trade debtors Prepaymenls and accmed in¢ome VAT repayment Amounts owed by group undertakings 904,682 276,725 50,701 1,081,117 182,422 626.730 269,425 82,120 36,500 1,014,775 833,712 182.422 31,674 1,047,808 1,232,108 1,263.539 13. Credllors: amounts falling due wlthln one yèar Group 2024 Charity 2024 2023 2023 Trade creditors Accruals and deferred income Other tsx and social security Amounts owed to group undertakings 382,871 862,813 120,457 661,971 770,082 267,285 376,039 727,534 120,457 8.184 1,232,214 654,532 638,446 241,681 6,329 1,540,988 1,366,141 1,699,338 All financial instruments are measured at amortised cost. 2024 2023 Net movement and deferred income.. Balance al 1 April 2023 Utilised during the year Additlonal incom8 d8ferred Balan¢e at 31 March 2024 277,495 (253,482) 298,308 322,321 9,996 19,996) 277,495 277,495 Deferred income relates to projects that had not completed at year end, where final deliverables are still to be made. Youth Sport Trust 43 NOTES TO THE FINANCIAL STATEMENTS 31 March 2024 14. Restricted funds The income funds of the charity include restricted funds comprising the following unexpended balances of donations and grants held on trust for specific purposes.. Movement in funds Balan￿ 1 April 2023 Balance 31 Transfers March 2024 Income Expendlture Charltabla •¢tSvltlo$ Sport England {System Partner & delivery) School Games B8rclays Girts Football School Partnerships by The FA Sthool SportlEduc4lion & Dellvery Inclusion 2024 Teacher Training Sport Wales- Sport & Leisure Recovery Packagel Vislon. Connecting Comrnunlles Through CriGkel- 8reaking 8oundarios Sel For Success Fundamental Movement Sklll$ Dorsgt Coundl - Healthy Movers Charnwood Borough Council . Generallon Charnwood Other Individual programmes<£lOOk ineA)me Tot•1 830,992 195.597 3.505,774 605.624 3.879,208 563,721 457,558 237,500 1,351,389 99.971 10,906 49,608 1,442,864 1,595,053 89,752 305.975 266,014 1.199.200 10,219 295,069 257,722 41,316 49,bl 165,5Cw) 211.553 3,847 950 205,680 26,889 36.457 950 689,775 25.213 94,327 895.262 411,167 1,676 57.870 297,443 198.239 99,204 387.889 3.246,228 1,078,869 8,601,997 1,098,681 9,018,461 331.620 2.829.764 Pur oses of restricted funds land S stem Partner & delive In March 2022, YST was awarded a 5 year contract to support 'System Partner" and school sport delivery roles. Sport England have embarked on their 10-year strategy to level up access to sport and physical activity across the country. The main focus is to tackle inequalities and support everyone in England to access the profound physical, menial 8nd community benefits of sport and physical activity. School Games land School Games (see section 4.6.1) covers 3 main 8reas of work.. Working with primary, secondary and special schools that are active in the national School Games programme by supporting a ￿e￿Ork of School Games Organisers {SGOs). Hosting of the 2024 School Games National Finals at Loughborough University. Funded by Sport England. Home Countries and National Governing Bodies, this event contributes to the overall talent system by providing support to the development of aspiring athletes in a multi-sport environment. School Games Mark programme to create rigour and consistency across the School Games Mark through the appointment of a third-party to undertake the external validation process. Barcla s Girls Football School Partnershi land Football The FA YST are working with The Football Association to grow and develop girls, football in schools in England, giving every girl equal access to football in school by 2024 (see section 4.6.2)- Youth Sport Trust 44 NOTES TO THE FINANCIAL STATEMENTS 31 March 2024 School S ort/EduGation and Deliver land Under the umbrella of Sport England's Uniting the Movement ambition to get everyone active, no matter who they are, where they live, or what their background, our work as a system partner continues to be focused on galvanising partners and networks, working in and through education, to create system change and maximise opportunities for all young people. Targeted delivery is focused around addressing four key issues". gender gap in participation- lack of diversity in leadership and volunteering,- young people facing mental health challenges,. and activity levels of those from lower socio-economic group (LSEG) communities, with heightened focus on identifying targeted locations and cascading the learning and resources more widely than just those accessing the interventions directly. Inclusion 2024 DfE The main outcomes for Inclusion 2024 are to both increase and improve opportunities for young people with SEND in engaging with PE and school sport. This requires examining and improving provision and training through high quality resources. innovating through place-based projects and increasing the quantity and quality of training for practitioners {see section 4.6.4). Teach r Trainin ortEn land Building on the Secondary Teacher Training {STT) national rollout, this project enables schools to plan and implement work that aims to develop and redefine physical education lo make it more engaging and appealing to all pupils. Each project involves working wilh a group of secondary schools, which is led by a project lead. Each of the leads have had previous involvement in this project and are now working to build on their previous work. S ort & Leisure Recover Packa e/Vision for S ort in Wales S ort Wales The partnership with Sport Wales has continued to empower more young people to reach their full potential through Sport and Physical Activity. This has been achieved through equipping educators, continuing to build and develop a strong ne￿ork of practitioners and empowering young people to develop essential life skills and become the leaders of physical activity through Young Ambassadors across Wales. The new Young Ambassadors Strategy is being rolled out across all 22 Local Authorities in Wales. Set For Success The Wimbledon Foundation Set for Success is an intensive youth leadership initiative funded by the Wimbledon Foundation in partnership with Barclays and delivered by the Youth Sport Trust. Set for Success has been delivered since February 2020 and is now in its fourth delivery year. It seeks to support young people at risk of becoming NEET (not in education, employment, or training) or otherwise not achieving their full potential. The programme seeks to support 'at risk, young people through a series of sessions delivered by inspirational athlete mentors and teachers through active learning and sport. Set for suc￿Ss supports participants to improve their life and employability skills, their engagement at school, as well as develop their confidence, aspirations and self-esleem (see section 4.7.5). Fundamental Movement Skill Nike YST and Nike have created a movement for sport play-kit for teachers and coaches which provides 14 fun and progressively challenging activities for children aged 8-12 years. The play-kit ensures that children develop a full range of movement skills, in terms of their stability, locomotion and object control. It helps teachers and coaches assess the movement patterns of children and to then use this information to create an environment that engages Youth Sport Trust 45 NOTES TO THE FINANCIAL STATEMENTS 31 March 2024 children through fun activities that will develop their confidence and competence in accessing and participating in physical activity. Public Health Dorset L)orset Council The Dorset Healthy Movers programme aims to develop physical literacy in children aged 2-5 years old and improve their school readiness and social mobility. It provides them with the opportunity to achieve a good level of physical development linked to their language and literacy skills. In doing so, it will increase the Children's self-esteem and wellbeing, develop agility. balance, and co-ordination, which all help children gain a better start to their life, improve school readiness and. in time, social mobility. Charnwood Borou h Council- Generation Charnwood Funded by Government through the UK Shared Prosperity Fund, this is a free-to-access programme for primary and secondary schools in the borough of Charnwood in Leicestershire. It is aimed at supporting teachers to equip pupils with the relevant life skills, resilience, and improved wellbeing to help them be ready for the world of work in the future. The programme is delivered jointly by Youth Sport Trust and Active Together. 15. Deslgnated funds The income funds of the Group and charity include the following designated funds which have been set aside out of unrestricted funds by the trustees for specrfic purposes.. Balance at 31 March 2024 Balancè 8t 1 April 2023 Utilisedl realised Transfer Investment plan Understanding the Audience Storytelling Campaigning Voic8 After Schools Local Income & Impact Environmental & Sustainability Change From Within 50,000 130,547 350,000 348,000 100,000 36,742 292,000 1,307.289 110,0221 {31,651) (110.788) (59,6431 {19,845) {5.099) (44,5571 {281,6051 39,978 98,896 239.212 288,357 80,155 31,643 247.443 1,025,684 Investment plan Designated funds of £1,340k were set aside at the end of the 2022 to help support the new strategy °Inspiring Changemakers, Building Belonging.. This fund was set aside for pilot projects for after school activilies and making an impact locally. Furthermore, there are projects around improving our storytelling, understanding the audience, campaigning, improving our environmental sustainability and investing in digital technology. Youth Sport Trust 46 NOTES TO THE FINANCIAL STATEMENTS 31 March 2024 16. Analysis of net assets between funds General Designated funds funds Restricted funds Total 2024 Group Fund balances at 31 March 2024 are represented by: Tangible fixed assets Current assets Creditors: amounts falling due within one year 70,413 6.588.088 70,413 2,829,764 10,443,536 1,025,684 {1,366,1411 5,292,360 11,366,141) 9,147,808 1,025,684 2,829,764 Ggnerai Designated funds funds Restricfed funds Total 2023 Group Fund balanGes at 31 March 2023 are represented by.. Tangible fixed assels Currenl assets Creditors.. amounts 18lllng due ￿thin one year 96, 854 7,059,482 96, 854 3,246,228 11,612,999 1,307,289 (1,699,338) 5,456, 998 {1,699,338) 3,246,228 10,010,515 1,307,289 General Designated funds funds Restricted funds Total 2024 Charity Fund balances at 31 March 2024 are represented by: Tangible fixed assets Investment in subsidiary Current assets Creditors.. amounts tslling due within one year 70,413 70,413 6,018,682 1,025,684 2,829,764 9,874,130 (1.232.214) 4,856,882 (1,232,214) 8,712,330 1,025,684 2,829,764 General Designated funds funds Restricted funds Total 2023 Charity Fund balanGes at 31 March 2023 are represented by.. Tangible fixed assets Investment in subsidiary Currenl assels c￿dIf0rs.' amounts falling due within on6 year 96,854 96,854 6,614,811 1,307,289 3,246,228 11, 168,328 (1.540,988) 5, 170,678 (1,540,988) 3,246,228 9, 724, 195 1,307,289 Youth Sport Trust 47 NOTES TO THE FINANCIAL STATEMENTS 31 March 2024 17. Commitments under operatlng leases The total, future, minimum lease payments under non-cancellable. operating leases are as follows.. Group and charity Land and buildings 2024 2023 Amounts due: Within one year Be￿een and five years In over five years 44.890 179,559 617,234 841,683 44,419 177,676 655,180 877,275 18. Subsldlary undertaklngs The charitsble company owns the entire issued share capital of YSTe, 8 company incorporated in England and Wales (registered number 03289889). YSTe's registered address is the same as the parent charity, as shown on page 1. The principal activities of YSTe are the design and development of innovative resources and managing ihe supply chain. They market and sell specialist sports equipment, resources and other products (via an online store) that are sourced from suppliers in the UK and overseas. YSTe activities underpin the work of YST. The result for the year ended 31 March 2024 was a profit of £268,901 (2023.. £119,947 profit). At 31 March 2024, YSTe had assets of £645,509 (2023.. £482,674), liabilities of £210,030 (2023.. £196,353) and shareholders, funds of £435,480 (2023.. £286,321). Youth Sport Trust 48 NOTES TO THE FINANCIAL STATEMENTS 31 March 2024 19. Related party transaclions Two of the three members of the company (Sir J L Beckwith and Viscount Mackintosh of Halifax) are the trustees of Youth Sport Trust International {YSTi), an unincorporated charity. YSTI YSTe 2024 2023 2024 2023 Sale of goods in year Granls and donations received from related parties Purchase of goods in year 22,177 23,926 162,317 132,800 35,792 37,280 139,972 181,590 Amounts due from relatèd parties Amounts due to related parti8S 1,352 5,665 15,210 8,487 36,500 8,184 31,674 6,329 During the year the following related party transactions took pl8ce'. fees totalling £146 (2023.. £25,825) have been paid to Jam37 in relation to consultancy services provided. The owner of Jam37, Joanna Coates, is also a trustee. fees totalling £10,195 {2023'. £8,465) have been charged by The PA Community Trust in relation to an event. The CEO of The PA Community Trust, Sajid Gulzar, is also 8 trustee (resigned 6 July 2023). fees totalling £2,000 (2023.. £2,100) have been charged by Thread and Fable in relation to consultancy services provided. The owner of Thread and Fable is the spouse of Will Roberts who is an employee and part of the Key Management {executive) Team. income totalling £27,632 (2023.. £14,117) has been received from Chance to Shine In relation to the Chance to Shine programme. The CEO of YST is also a trustee of Chance to Shine. None of the above transactions or balances with related parties are secured and no amounts were written off during the year. Youth Sport Trust 49