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2021-03-31-accounts

Street League’s 2020-21 Annual Report

Contents

Chair’s welcome

  1. Looking back on 2020-21 3. Our young people 4. Our social impact

Our finances and reserves policy

Annual Report 2020-21

  1. Fundraising statement

  2. Risk management 11. Governance, structure and management 12. Statement of responsibilities

We must say ‘Thank you’ to all our staff, for their amazing and enduring dedication throughout the past year.

  1. Financial statements

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Chair’s welcome You are now reading an Introduction by Chair OK introduction from our chairman

After a year that none of us could have imagined, I am delighted to be introducing Street League’s annual report for the 2020-21 financial year. I joined as Chair in June 2020 and, like many events over the past year, my recruitment and induction were facilitated virtually. Despite the limitations of online interaction, I was still able to see and feel the commitment of Street League’s staff and the difference that this charity makes. The team’s passion for supporting young people is at the forefront of everything they do.

It has been a privilege to join a youth employment charity in a year when we have seen record job losses and so many challenges for employers. Young people have been disproportionately affected, particularly those leaving education or who were getting their first experience of work in the retail and hospitality sectors. I was so impressed by Street League’s innovative and effective approach as well as their clarity of purpose. Youth employability services will be crucial to the country’s recovery and making sure that young people are not left behind or miss out on the opportunities they need to build a brighter future. I believe in the power of sport and love how this is so central to Street League’s work.

I will leave reflections on the past year to our Managing Directors, Dougie and Lindsey. I am proud, along with my colleagues on the board, to share our plans and ambitions for the future.

Annual Report 2020-21

A PLAN FOR BRIGHTER FUTURES

We have taken time this year to assess where OUR

we are, learn from past successes and mistakes, MISSION: and think about the changing world around us. Street League’s services have never been Using sport and education, more needed. To take us forward, for the next five years and beyond, we have reviewed and we help young people into work. updated our vision, mission, and values.

Using sport and education, we help young people into work. Sport will remain at the heart of what we do. We believe that it is key to our success and social impact. We support young people, aged 14 to 30, holistically, recognising the inextricable links between wellbeing, health, and employment. Skills development, qualifications and wellbeing are core to the services we offer and act as the ‘building blocks’ for each young person to build a brighter future.

OUR VISION:

A society in which all young people have the opportunity of secure employment and a brighter future.

Our vision connects to what we do every day and puts young people at its heart. It emphasises the sustainability and quality of the jobs we want young people to have the opportunity to move into. ‘Secure’ reflects the safety that a high-quality job can offer, which pays a fair living wage and provides security when many of the young people we work with have had chaotic and insecure starts in life.

We will develop our work in schools, communities, and with employers to equip young people with the confidence, motivation, essential skills, and qualifications needed to succeed in the world of work.

Chair’s welcome

OUR VALUES:

We value our people, and they are central to our success. We have worked with our team to establish new values that describe who we are and what underpins our culture.

We are:

Committed We work hard. We are brave, loyal, and resilient.

Fun Supports our wellbeing and helps us motivate people.

Inclusive We work as a team with compassion and to promote diversity.

Passionate About sport and empowering young people.

STREET LEAGUE’S BUSINESS PLAN FOR 2021 – 2026

The plan is grounded in the realities of today and responds to the voices and views of young people, frontline staff, and partners. Despite the change around us, Street League remains steadfastly committed to delivering its mission and continuous improvement. To tackle deep-rooted social issues and deliver transformational social impact an organisation must be resilient and able to adapt. We will achieve this with strong finances, investment in resources and infrastructure, continuous assessment, and informed decision-making. This creates conditions for our people to be their brilliant best and deliver on our ambitions for young people and their future.

FROM SCHOOL TO THE WORLD OF WORK

Street League will offer a pathway that supports young people to navigate the journey from school to the world of work.

SCHOOL 14 - 18 years

Preventing a cycle of unemployment for young workers by improving job sustainment and the chance to increase earnings

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EMPLOYABILITY APPRENTICESHIPS
SERVICES 16 - 30 years
16 - 30 years
Preventing a cycle of
Tackling unemployment of unemployment for young
young people who aren’t in workers by improving job
work, education or training sustainment and the chance
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Preventing a cycle of unemployment for young workers by improving job sustainment and the chance to increase earnings

Trustworthy We are responsible, honest, and self-aware.

Our efforts to prevent youth unemployment will see us delivering more services in secondary schools, supporting young people at risk of exclusion and disengagement. We will deliver engaging programmes that support skills development, taking part in sport and play, and learning about the world of work. We will connect students and schools to employers.

Good quality work supports good health and wellbeing. That is why we are going to grow our work in apprenticeships. In partnership with employers and government we want to tackle in-work poverty and under-employment of young people. We also want to help employers and sectors build back better with engaged and well-trained workforces.

Street League’s employability services will continue to be delivered through our award-winning Academy model in local communities, supporting young people who are not in work, education, or training. We are in a youth unemployment crisis and supporting those young people who need our help the most will remain at the heart of Street League’s social impact.

At every stage of the journey, we will offer opportunities to gain qualifications, develop skills, be healthy and remain active.

We will continue our focus on honest and transparent social impact reporting. Young people will be able to start a journey with us and progress through several programmes. Each programme will have clear measures of success and positive progression. Whether that’s reengaging at school, or moving into work, an apprenticeship, further education, or training.

We know that it is more than just having a job or not. It is also the security and quality of work that matters. These have implications on everything from access to housing to young people’s relationships with family, friends, and their wider community.

OUR SOCIAL IMPACT (2021-2026)

We want to continuously improve our services and our social impact and will make sure that our programmes are inclusive and make a meaningful difference to the lives of young people.

Young people will

START 13,348 PROGRAMMES with Street League

We will support thousands of young people over the next five years through our programmes in schools, communities, and apprenticeships.

10,071 POSITIVE PROGRESSIONS will be achieved by young people as they transition from school to secure employment

13,792 QUALIFICATIONS

WE WILL INCREASE OUR FEMALE PARTICIPATION FROM 30% TO 50%

will be awarded to young people as part of their journeys with Street League

WE WILL REDUCE OUR DISENGAGEMENT RATE BY 10% EACH YEAR

2,398 PROGRESSIONS FROM OUR SCHOOLS PROGRAMMES

WE WILL INCREASE OUR SIX-MONTH SUSTAINMENT RATE FROM 60% TO 75%

5,809 PROGRESSIONS FROM OUR EMPLOYABILITY PROGRAMMES

1,864 PROGRESSIONS FROM OUR APPRENTICESHIPS PROGRAMMES

WE WILL MAKE SURE THAT ETHNICITY, GENDER OR POSTCODE DOESN’T IMPACT THE LIKELIHOOD OF SUCCEEDING AT STREET LEAGUE

YOUNG PEOPLE

will be in a positive destination six months after completing a programme with Street League

Chair’s Welcome

Annual Report 2020-21 John Coleman Chair

Offering end-to-end support to young TACKLING people means that they will not need to navigate that transition from school INEQUALITY to work by themselves. It also allows us to connect different partners who play a vital role in skills development, We are aware of how employability, and youth employment. challenging the job market This co-ordinated work between the is going to be for young private and charity sectors will be vital to the economic recovery, limiting people and employers damage to young people’s careers, and in the months and years future earnings.

not get the opportunities needed to

unlock their futures. Street League will work tirelessly until we have a society in which all young people have the opportunity of secure employment and a brighter future.

We are aware of how challenging the job market is going to be for young people and employers in the months and years ahead. Street League’s services are and will continue to be critical for young people to ensure they can achieve their full potential and are not left behind by the economic crisis. We will work to ensure opportunities exist that work for both young people and business.

On behalf of the board of trustees, it just remains for me to extend our thanks to our staff, funders, commissioners, partners, and awarding bodies. The last year has been a challenge for everyone and we are grateful to have had your support through it all. The years ahead will be challenging for charities, business, and young people. Working with so many others, equally committed to creating opportunities for young people, we are filled with optimism for the future.

I am delighted to be joining Street League at such a pivotal point in its journey. Street League’s support is about much more than finding a job. The frontline staff build young people’s confidence, create connections, and support their overall wellbeing. After a year of lockdowns, isolation, losing loved ones, job losses, uncertain school grades, and economic challenges, it is understandable that young people fear that their careers are starting at the wrong time. They worry that they might

Annual Report 2020-21

A YEAR LIKE LOOKING BACK NONE OTHER ON 2020-21 It is a privilege to lead Street League and we are delighted to present the 2020-21 annual report and accounts.

With the Covid pandemic, it has been an extraordinary 12 months. The third sector has responded incredibly well, often ensuring support and survival for individuals who needed it most throughout the crisis. We are so proud to have played our part, with Street League’s services being delivered every single working day throughout 2020-21. An incredible feat despite all the challenges. This is wholly down to the talent and commitment of #TeamStreetLeague.

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Dougie Stevenson Lindsey MacDonald
Managing Director Managing Director
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We must say ‘Thank you’ to all our staff, for their amazing and enduring dedication throughout the past year. This goes to our frontline staff who delivered remote services to young people as part of our ‘Head Body Future’ programme as well as to our office staff who ensured we could continue to operate safely and effectively.

At the onset of the pandemic, we established our immediate priorities to carry us through:

  1. To ensure the health and wellbeing of Street League staff and our young people.

  2. To maximise the reach and availability of our online programmes, to those young people we were working with at the time and for others who needed our support.

  3. To ensure we were able to maintain our strong financial base to both safeguard a path through a very uncertain year and to guarantee we could deliver against priorities one and two.

  4. We are pleased, and in part relieved, to say we made it through the year having ensured service continuity and financial stability. Incredibly, we were also able to improve on the level of social impact we achieved in 2019-20. We are very proud of the fact that our online delivery model ‘Head Body Future’ received recognition, having been nominated for and winning the prestigious Scottish Urban Regeneration Forum – Youth Employability Award.

We share in the optimism for the year ahead captured by our new Chair, John. We would also like to expressly thank John, his predecessor Mike Parker, and the rest of the Board for their incredible guidance and support through 2020-21.

Looking back on 2020-21

SUPPORTING YOUNG PEOPLE WHEN THEY NEEDED US MOST

Despite the change and challenge around us, Street League remains steadfastly committed to delivering its mission and continuous improvement. We achieved our long-standing ambition to reach 30% female participation (583/1979) and saw a reduction in the number of young people disengaging from our programmes this year (95, 2020: 204). We are also delighted to share that we helped 1,136 young people into a job, apprenticeship, education and/or training programme; achieving a total of 1,290 positive progressions (2020: 1,284). 34% (387/1,136) of young people entered employment, relative to a target of 55%.

also meant that we could navigate the challenges to cashflow we faced early in the year as compliance requirements for contracts were being established for online delivery. The overall underspend, combined with strong fundraising and qualification delivery throughout the latter part of the year has provided us with a strong financial footing.

CONTINUING TO BUILD A SUSTAINABLE FUTURE

Last year (2019-20) we secured our best financial performance with a statutory surplus of £502k. It was also the first time in five years that we were able to secure an operating profit on our management accounts largely due to our financial restructuring and tight fiscal policy. We are delighted to say that we have continued this upward trajectory and close our accounts for 2020-21 with a statutory surplus of £1.37m. This represents a significant increase on our financial position last year and is our largest financial return on record.

This financial stability is crucial to Street League as we prepare for significant policy changes and their impact on our funding. As noted in our risk analysis, the Scottish youth employability market will change significantly from April 2022, as the Employability Fund comes to an end. Street League has been a provider since 2014 and we have been working for the past 12 months to plan and mitigate for the impact of this. As well as the loss in revenue, our cashflow will change as we look to provide our services directly to local authorities. As noted in a summary of our finances and reserves policy, we are proactively looking to address this by increasing our unrestricted reserves target to four months (having been set at 2.5 months last year). These steps seek to ensure the continuity of support for young people who need us now more than ever and provide reassurance and stability to our staff.

Delivering services online (instead of face to face) reduced our direct delivery costs (venue hire, etc) and allowed us to invest in ICT and digital access for staff and young people. Timely support from long-term and new funding partners was instrumental in allowing us to provide the right support to young people when they needed it most. Greater funding flexibility

Annual Report 2020-21

Building on this, we have established a balanced and nationally representative ‘Leadership Group’. This will create greater ownership across a wider team, enabling support and facilitating our objectives across the charity financially, operationally, and culturally. To achieve our planned growth and development, a number of other key individuals will be central to achieving our objectives in the coming years. Their roles have responsibility for growth and align UK-wide activity. Street League benefits from a leadership team that has a broad range of talents, experience and track record that is underpinned by a strong commitment to Street League and its purpose.

Our staff are critical to our success and Street League’s potential for the future.

Street League’s services in Scotland and England differ in their primary sources of funding, their funding environments, and have increasingly divergent policy contexts. This will continue in years to come as both countries’ funding and policy are further devolved to regional and local authority levels. We understand that this effectively creates two businesses within one organisation. However, we know that the secret to success at Street League is our ability to leverage our core competencies in different operating environments and harmonising central services beneath a strategic approach.

It is important to say thank you and pass on our best wishes to Lesley Caron, our Finance Director for the past seven years, who moved on to take up a new opportunity at the end of this year. She led the development of Street League’s finance team, processes, and reporting as we managed our organisation’s growth and evolution.

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20-21 AR 00:18

We have been inspired over the

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CHALLENGES AHEAD FOR YOUNG PEOPLE AND CHARITIES We write this without a clear view of what will happen in the sector as we recover as a society from the Covid crisis. We expect the economic shock that led to a double quarter recession in 2020 to have a ‘long tail’ effect on youth unemployment (as it did in 2008, when youth unemployment spiked 24 months later in 2010). In the last 12 months, three out of five workers who lost their job were aged 16 to 24. Young people were also more likely to be put on furlough leave, meaning we are yet to see the full impact on youth unemployment (when the scheme ends) and we do know it will not affect people equally.
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We write this without a clear view of what will happen in the sector as we recover as a society from the Covid crisis. We expect the economic shock that led to a double quarter recession in 2020 to have a ‘long tail’ effect on youth unemployment (as it did in 2008, when youth unemployment spiked 24 months later in 2010). In the last 12 months, three out of five workers who lost their job were aged 16 to 24. Young people were also more likely to be put on furlough leave, meaning we are yet to see the full impact on youth unemployment (when the scheme ends) and we do know it will not affect people equally.

CHALLENGES AHEAD FOR YOUNG PEOPLE AND CHARITIES

past 12 months by the young people we support and our staff. Looking forward, we believe that an empowered and motivated workforce, with the correct value set and organisational culture can make a definitive and enduring impact on young people’s lives. Like any plan, it is only as good as the team in place to deliver it. We are incredibly fortunate to have amazing partners and people at Street League – and with their passion and commitment, we are confident that we can realise our vision and create more opportunities and brighter futures for young people.

We need a considered and proactive response to prevent devastating outcomes for the UK’s most deprived communities and the young people living in them. As we enter the new financial year 2021-22, Street League has taken the time to re-focus, take stock and launch a new five-year business plan. We want to play an integral part in shaping and building pathways for young people to reach their full potential. The business plan and our ambitions, set out by John in his opening comments, are for the long-term because making a difference to the current youth unemployment crisis will take time. Our plans for the years ahead recognise that young people need support at key life transition points, leaving home, leaving school, entering further education and the world of work.

We want all young people to have opportunities for a brighter future. We want them to make successful transitions from school into the world of work, up-skill and train via apprenticeships and further vocational learning. We want young people to be able to contribute to their communities, be active citizens, have positive relationships and be connected. Moreover, we want them to have positive mental health and wellbeing, as well as a proactive attitude towards sport, physical health, and fitness.

Case Study

You are now reading the Trustee’s Report

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The trustees present their report and the audited financial statements for the year ended 31 March 2021. Included within the trustees’ report is the directors’ report as required by company law.

TRUSTEES’ REPORT

Reference and administrative information set out on page 80 forms part of this report. The financial statements comply with current statutory requirements, the memorandum and articles of association and the Statement of Recommended Practice - Accounting and Reporting by Charities: SORP applicable to charities preparing their accounts in accordance with FRS 102.

The trustees review the aims, objectives, and activities of the charity each year. This past year saw detailed discussion as we developed our business plan for the next five years. Included in this annual report, the trustees look at what the charity has achieved and the outcomes of its work in the reporting period. The trustees report the success of each key activity and the benefits the charity has brought to those groups of people that it is set up to help.

Trustees’ report

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Our Young People
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streetleague.co.uk

OUR YOUNG PEOPLE Challenges faced by young people during Covid

THE REALITIES OF COVID FOR YOUNG PEOPLE

There is no way to properly measure the hardship faced by those who are traditionally most excluded and isolated by social conditions and disadvantage during the lockdowns enforced by the pandemic. Young people have broadly speaking been untouched by the health dangers of Covid, however the personal isolation and economic shock that will follow will without doubt seriously affect their wellbeing and future chances.

Aside from the traditional monitoring of safeguarding concerns and incidents involving young people on our services, this year our board asked that we track wellbeing issues. Many of the young people we supported through the year were found to have no reliable device to access the internet for online learning and communication. Indeed we found that many more also had no access to broadband. This has highlighted that fibre broadband in today’s world is, quite simply, an essential utility.

A total of 275 critical wellbeing incidents were logged, with 38% (107/275) of these being within the ‘Barriers to Connect’ category, and 36% (101/275) being within the ‘Money Worries’ and ‘Food Poverty’ category.

To overcome these barriers, 77 tablets/laptops and eight data bundles were provided to young people. 97 young people were given food vouchers, with four referred to other services such as food banks. Those reporting poor mental health have been supported on an individual basis to address these issues, with 11 requiring specialist referrals to external agencies such as GP’s and social work services.

Our young people

The young people we support lack access to vital advice, support, and THE NEED: connections to move into secure UNEQUAL employment, as they try to overcome ACCESS TO “multiple layers of disadvantage” and discrimination (Youth Futures OPPORTUNITY Foundation, 2020). Young people facing economic disadvantage, Black, Asian and minority ethnic young people, The time when young people are disabled young people, young parents transitioning from school to the and those with low qualifications all world of work is crucial to their face additional barriers to the labour futures. We know young people market (Institute for Employment are working hard to gain the Studies, 2019). Many of these factors knowledge, qualifications and skills are inter-connected. For example, needed for work and independence. Black, Asian and minority ethnic For those young people who face young people are also more likely to additional personal, social, and experience poverty (Joseph Rowntree economic barriers, this time in their Foundation, 2021). Unemployed young life can be particularly challenging. people are more than twice as likely Evidence tells us that the journey to suffer from mental health disorders from childhood to adulthood is not compared to those with jobs fair or equal; many young people (UCL, 2017), which can perpetuate the face additional disadvantages and cycle of unemployment and discrimination. its consequences.

Ethnicity, social background, health, and financial circumstances all play a role in whether

The time when young people are transitioning from school to the world of work is crucial to their futures. We know young people are working hard to gain the knowledge, qualifications and skills needed for work and independence. For those young people who face additional personal, social, and economic barriers, this time in their life can be particularly challenging. Evidence tells us that the journey from childhood to adulthood is not fair or equal; many young people face additional disadvantages and discrimination.

a young person gets the opportunities and support needed to move into work. Street League will do its utmost to level the playing field.

We hosted an event for all of our valued partners last September that set out the challenges faced by the young people we support during lockdown. We were joined by the Resolution Foundation who clarified the main issues:

Young people are least likely to be able to work from home, and more likely to work in less secure employment including temporary work and zero-hour positions. These are the kind of workers that employers let go of first.

When people left education during the lockdown period, the sectors that tend to employ young people were the ones closed. In the first few years, these sectors are very important as the first steps in people’s careers.

It is more than just having a job or not, it is also the security of employment. This means that the category ‘NEET’ is inadequate in fully describing or understanding youth unemployment or in-work poverty. Quality and security of work determine whether someone receives a stable income, which has implications on everything from access to housing to their relationships with family, friends, WHY WE and their wider community. Good MUST LEVEL quality work supports good health and wellbeing (Institute for Employment Studies, 2019; The Health Foundation, THE PLAYING 2018). All of which reduces pressure FIELD FOR on the public purse. YOUNG PEOPLE

Inequality, disadvantage, and poverty

leave lasting scars on the lives of young people across the UK and the communities in which they live. As a charity tackling the national crisis of youth unemployment, Street League recognises and assesses how these systemic factors manifest in different communities and for specific groups of young people. We remain ready to meet these challenges and play our part in the recovery.

SUPPORTING THE YOUNG PEOPLE WHO NEED US MOST

Historically, Street League has targeted engagement with young people living in the most deprived postcodes, seeing us establish our current core geographies. This informed where services were delivered and outreach took place.

We know that a postcode does not tell the whole story and wanting to take a more person-centred approach to our support, we will move away from targeting postcodes but instead ensure that the young people we support are those who need us most. We are changing our targets to focus on the young person. More than half of our young people (2015 – 2021) have reported facing two or more barriers when they join a Street League programme.

Who we have supported

This year saw us achieve our long-term ambition to increase our female participation rate to 30% (29% 927/3,239: 2020). As we look ahead, we have set a target of supporting an equal number of young men and women through our services (50% female participation) to reflect the reality of youth unemployment.

Street League Annual Report 2020 -21 Window Help

You are now reading OK Our Social Impact

THE TYPES OF BARRIERS THAT YOUNG PEOPLE FACE WHEN MOVING INTO WORK INCLUDE:

Our social impact

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SUPPORTING
THE YOUNG
This is a young
person in Edinburgh OK PEOPLE
WHO NEED
US MOST
Historically, Street League has
targeted engagement with young
people living in the most deprived
postcodes, seeing us establish
our current core geographies. This
informed where services were
delivered and outreach took place.
We know that a postcode does not
tell the whole story and wanting to
take a more person-centred approach
to our support, we will move away
from targeting postcodes but instead
ensure that the young people we
support are those who need us most.
We are changing our targets to focus
on the young person. More than half
of our young people (2015 – 2021)
have reported facing two or more
barriers when they join a Street
League programme.
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You are now reading OK Our Social Impact (70%) MALE 43APPRENTICESHIPS 1,941EMPLOYABILITY SERVICES OUR YOUNGPEOPLE (30%) FEMALE Programmes started EMPLOYABILITY SERVICES 2,296 programmes started, compared to 1,471 last year Total programmes were started ETHNICITY 2,296 White British / English / Scottish / Welsh 1,423 Black/Black British-Caribbean 80 Sport and employment 1,333 Academy programmes started Asian/Asian British-Pakistani 77 Black/Black British-African 61 963 1-to-1 employment support programmes started 31 other ethnicities selected 338

As part of our diversity and inclusion action plan we have committed to avoiding use of broad categories (like BAME).

As part of our Academies, young people are able to gain qualifications. Some young people achieve multiple qualifications with Street League Due to the pandemic, we saw more young people go into temporary employment and a higher proportion progressed into education or training this year. Qualifications Young people POSITIVE PROGRESSIONS (HARD OUTCOMES) YOUNG PEOPLE TOTAL REGISTERED 1,218 946 Internal Training 269 388 ACHIEVED 889 729 Education 200 205 UNSUCCESSFUL 166 128 External Training 280 308 ONGOING Employment 350 352 163 89 Apprenticeship 37 37 Total 1,136 1,290 20 YOUNG PEOPLE Of young people going into employment, the sectors were: completed their Modern Apprenticeships with Street League YOUNG PEOPLE TOTAL Positive 6 month sustainment YOUNG PEOPLE HospitalityWarehouse / Storage 67108 137/421 Retail 44 33% 95 DISENGAGED Construction 41 six of those then progressed into a positive destination Customer Services 23

Our social impact

You are now reading What we do

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Working in local communities to tackle the national youth unemployment crisis

We deliver our services in some of the UK’s most under-served communities. Those that face high levels of yearon-year youth unemployment, systemic deprivation (20% most deprived postcodes), and low social mobility.

Our staff teams live in and are part of the local communities we serve. They have well-developed relationships with secondary schools, organisations and services that can refer young people to us and work alongside us, providing additional support and the opportunity for signposting. We also work with regional and local employers, ensuring we equip young people with the skills, qualifications and experience employers want and require for new starters and as part of an apprenticeship. We partner with local authorities and are part of local and regional networks, contributing to each community’s development plans.

What we do

Developed by adapting our traditional Academy for remote delivery it enabled us to engage, support and progress young people under lockdown conditions.

The future of digital at Street League

Furthering our digital capabilities will:

Head – Body – Future

Our digital capabilities were challenged and developed as we adapted and responded to Covid. We developed ‘Head Body Future’ (HBF), an online service that let us continue supporting young people.

We have invested in existing online platforms to enable the programme’s delivery in England and will introduce the online system Proof Positive to support qualifications delivery in Scotland in 2021-22. Further product development and quality assurance is required. An action plan for next steps has been created to assess and develop HBF. We will also seek to evaluate the impact and performance of digital services relative to in-person support as lockdown measures ease.

There is value in further developing our online support, particularly in the delivery of qualifications via online learning. Costeffective specialist provision (e.g. maths, English, digital, vocational) can be introduced, supporting product development and new market opportunities. It increases our capacity and makes it more flexible – both positively affecting our revenue and social impact.

In addition to developing our services we also want to improve our ICT processes and systems. We will work to ensure they are aligned, effective, efficient, and compliant. A digital ‘health check’ (in 2021) and action plan will guide us to strengthen our business development, marketing, outreach, financial management, and social impact reporting.

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HEAD BODY FUTURE
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You are now reading OK Our people Our people vision is: “To be an employer of choice by attracting and building an engaged workforce, who have a passion for delivering the very best service to the young people we work with every day OUR and in every way. We’ll provide the best PEOPLE employment offering and experience to our employees to enable them to thrive and exceed in life as well as at work”.

At Street League, we are committed to providing the very best employment experience for our team. In 2020 we worked with a consultant, Jill Burgess, to listen to our staff, management, and trustees – hearing what they wanted from Street League as an employer. This led to investment in our HR team, the development of a people strategy with goals and an action plan for the next five years.

Our ambition for 2025 is to be recognised as an employer of choice. We are striving to create both an employer brand and employee value proposition that will enable us to attract and retain great people to work for us.

To ensure Street League can continue to deliver excellent services and achieve social impact, we need to attract and retain the very best talent across all levels of the organisation. The employment market is likely to be unsettled and we want to be well positioned as an attractive employer to all potential candidates.

As always, third sector organisations work hard to compete with reward packages offered by private sector businesses; and whilst Street League have a strong benefits package in our sector as well as offering a compelling organisational purpose, we must now create a plan, for current and future staff, which will bring with it many significant opportunities.

We look forward to seeing the first results from the HR strategy’s implementation, in the summer of 2021.

Our people

EQUAL AND FAIR PAY

This year we set out to introduce a new pay scale, which levelled up pay across the organisation and created a clear earning pathway for each staff member and each role within the organisation.

We celebrate the fact that Street League has now been a registered living wage employer since November 2019, having paid the ‘Real Living’ wage since January 2019. We also signed up to the #ShowTheSalary campaign and became a Youth Friendly Employer. Our commitment to equality, diversity and inclusion is embedded in our

We are especially proud of the fact that we now have a new ‘entry level’ point – ‘band one’ on our pay scale which allows new recruits to join Street League on a 25-hour weekly contract remunerated at £10.85 per hour, the Real London Living Wage. This is applied to jobs across the UK and is an exceptional equality measure. We hope that our organisation is now more accessible to young people especially.

HR strategy and we have taken some meaningful steps forward this past year.

Pay gap analysis

We undertook another gender pay gap analysis, having completed our first one in April 2018. This time we found that Street League has a mean pay gap of -10.3% and a median pay gap of -12.6% which means the pay gap is in favour of female staff. Front-line staff have a pay gap of -2.9% in favour of female staff with many of the lower paid roles in this category being sports coaches of which the majority are male.

We plan to undertake and publish an ethnicity pay gap analysis with improved data collection now embedded in our recruitment processes. In addition to our new pay scale, we will be using a new HR information system (introduced in 2020-21) to allow us to readily identify and better address gender and ethnicity pay gaps.

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Annual Report 2020-21 You are now reading OK Our Finances and Reserve Policy OUR FINANCES The efforts across the organisation to strengthen our financial position through 2019-20, which saw our most successful financial results to date, were crucial in setting us up to navigate the challenges of 2020-21. We maintained the same financial discipline, prioritising services for young people, and continuously reassessed our cost base and revenue.

Our finances and reserves policy

The impact of Covid on our fnances
Covid had a signifcant impact on our fnances,
particularly in the frst quarter of the fnancial
year. We were unable to claim funding through our
government contracts until appropriate remote		 Having worked hard in the frst quarter to ensure we
could meet compliance requirements and realise
revenue from commissioned services, we were able
delivery compliance processes were agreed and
implemented with commissioners. Having had
reserves in place, a high degree of certainty in
our secured income, and with robust plans in
place we were able to take proactive decisions,
such as making use of the Government’s Job
Retention Scheme (furlough leave) to protect
Street League’s fnancial position and services.		 to meet and exceed our budgeted income across
several contracts. Performance and resulting
contract revenue were particularly high where
delivery of qualifcations was central to the payment
structure. As well as successful income generation,
our direct costs were much less than budgeted
(£475k) as we delivered online during periods of local
and national lockdown.
We are hugely grateful to funding partners who
supported us with Covid emergency funding to
ensure stability and continuity of our services at
such a critical time for young people.

Help

Breakdown of income (2020-21)

Annual Report 2020-21 Our financial performance in 2020-21

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24.5% 29.0%
5.0%
8.5%
33.0%
Primary commissioned income Grants Venture philanthropy
Sub-contracted commissioned Donations
GRAPHS
Breakdown of expenditure (2020-21)
29.0%
6.5% 64.5%
Frontline charitable activities
Cost of fundraising
Core operating costs and governance
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Despite the challenges presented by the pandemic, we were able to build on last year’s success and record a second operating surplus on our management accounts of £757k (2020: £539k). After financial year-end adjustments for deferred income and accruals leaves a statutory surplus of £1.369m (2020: £502k).

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Total income Surplus
(£ millions) Financial performance (2016 - 21) (£ thousands)
£7.00 m £1.60 k
£1.40 k
£6.00 m
£1.20 k
£5.00 m £1.00 k
£0.80 k
£4.00 m
£0.60 k
£3.00 m GRAPHS £0.40 k
£2.00 m £0.20 k
£0.00 k
£1.00 m
-£0.20 k
£0.00 m -£0.40 k
2016-17 2017-18 2018-19 2019-20 2020-21
Income Expenditure Surplus / Deficit
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Breakdown of income

These results saw us able to continue with our planned recovery from the pressure placed on our reserves historically and reflects our commitment to ensure we maintain a financially resilient organisation. Unrestricted reserves now stand at £1.906m (2020: £743k), This sees us achieve and exceed our stated reserves policy goal of three months’ unrestricted reserves ahead of schedule (March 2022). We accelerated this plan due to anticipated downward pressure on several revenue streams.

Street League

Annual Report 2020 -21 Window Help

20-21 AR 00:42

Annual Report 2020-21

Historic trends

We again reduced our debt level, discharging our second loan with Social Investment Scotland in full – repaying a balance of £43.8k and reducing our long-term debt to £126.5k. We plan to continue to work toward fully repaying these loans by March 2023 whilst maintaining a loan facility for working capital if required.

Reserves Policy

The Board of Trustees reviews Street League’s reserves policy annually.

Purpose of the policy

We recognise that the year ahead will continue to present different challenges for charities, funders, and commissioners. Our five-year business plan embeds our efforts to further diversify our funding, protect services when they are so needed, and increase our unrestricted reserves levels. These efforts will be critical as we anticipate significant disruption to Scottish employability policy and commissioning from April 2022. As set out in our Reserves Policy, we intend to continue to build our unrestricted reserves throughout 2021-22 and designate some of these funds to protecting and developing services.

To secure Street League’s future and to see an end to youth unemployment in the UK, we need to be able to provide reliable services over the longer term. We must be able to absorb setbacks and take advantage of change and opportunities as they arise. Street League aims to provide for this by putting aside, when we can afford it, some of our current unrestricted income as a reserve against future uncertainties.

Purpose of reserves

General Fund: in considering the level of the General Fund that Street League should aim to hold, a range of factors need to be considered. The overall aim is to distribute funds quickly to our charitable activities, whilst maintaining a prudent level of reserves to ensure stability and flexibility. It is assumed that on occasion fluctuations will occur in both income and requirements for funding which cannot be fully anticipated in the planning process.

Street League’s funding is derived from a mix of public (prime contractor and sub-contractor) and private sector income. Income is provided by numerous providers thus offering security but there is a level of risk that budgets will be reduced, and funding levels amended accordingly.

In the event of Street League experiencing an unexpected termination of funding or contract, having reserves allows the day-to-day operations of the charity to continue in the short term and allows the organisation time to address the situation. This may include acting to reduce costs in line with available funding or covering costs whilst seeking replacement funding.

The charity continues to identify and exploit opportunities to develop unrestricted funding, with an emphasis on aiming to diversify income streams further. There was a focus in the final quarter of this year to reduce fixed costs and ensure the affordability of staffing and delivery models. The aim is for Street League to increase the percentage of unrestricted income, which will allow us to increase the unrestricted reserves.

The availability of reserves allows Street League to make decisions in relation to new opportunities that may require investment. Such a decision would be based on an assessment of the longer-term prospects from such an investment and the opportunity to secure sustainable future funding.

Restricted Funds: restricted funds are subject to specific conditions imposed by donors. Restricted funds fall outside the general definition of reserves, but the nature and amount of such funds may have an impact on a charity’s reserve policy as they may reduce the need for reserves in other areas of the charity’s work. We aim to minimise the levels of restricted funds held, but these might increase due to timing differences between receipt of the income and expenditure on the specified purpose.

Categories of reserves

There are two categories of reserves: General Fund (unrestricted) and Restricted Funds.

Street League Annual Report 2020 -21 Window Help

Recommendation

This policy recommends the unrestricted reserve levels for Street League are at least four months of expenditure at March 2022 from a position of 4.6 months in March 2021 (based on current expenditure).

During 2020-21, the impact of Covid has been felt economically across the globe with young people being hardest hit in terms of opportunities and support. Despite the very difficult climate, Street League has seen a strong financial year with diversified revenue streams and online delivery of programmes enabling Street League to record reserves of 4.6 months.

Holding the recommended four months of unrestricted reserves will help support a natural phased end of the Employability Fund in Scotland in 2022-23 by designating a proportion of the unrestricted reserves to Scotland. Street League will also be taking necessary mitigating actions such as budgeted cost reductions, new funding sources from the diversified local authority contracts, and aligning more fundraised income to Scottish services than ever before.

Current Position

Total funds at the period end are £2,432,966 (2020: £1,064,259). Restricted reserves stood at £526,595 (2020: £320,872) and net unrestricted reserves (after the deduction of fixed assets) were £1,889,847 (2020: £743,387).

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months Our reserves level (2016 - 21)
6.00
5.00
4.00
3.00
2.00
1.00
0.00
2016-17 2017-18 2018-19 2019-20 2020-21
Total reserves (months) Free reserves (months)
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You are now reading OK Our Funders

OUR FUNDERS

20-21 AR 00:44 Street League has always been very fortunate to have benefitted from a wide number of partnerships with companies, trusts, and ‘It was an eye individuals over a number of years. These relationships are based on trust, respect, and opening and a genuine desire to do our best to ensure that each partner has the very best experience. very gratifying This last year has been no different - in the toughest of environments facing a world experience. It felt of uncertainty, our partners have stepped forward and provided us with the support we amazing to be need at a time when we have needed it the most. We want to thank each and every one of able to help young you that have pledged your financial support to us over the last 12 months of the pandemic. people, even in such Many of our partners have also encouraged a small way.’ their staff teams to come together during the pandemic to stand alongside our young people. Despite all the restrictions, we have run over 40 virtual volunteering - Corporate volunteer sessions remotely across the country with who took part in a virtual 230 colleagues supporting over 345 young people with their CV’s, applications forms and volunteering session interview skills. On behalf of our young people, thank you so much.

Our funders

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20-21 AR 00:48

Street League Annual Report 2020 -21 Window Help

Thank you to new partners who started supporting us this year, enabling us to develop and expand our support for young people as demand for our services has risen dramatically.

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Annual Report 2020-21
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20-21 AR 00:50

Street League Annual Report 2020 -21 Window Help

You are now reading OK Fundraising Statement

giving platforms and developing our database. Our business planning activity saw us develop fundraising plans for the next five years with clear intentions to align fundraised income with revenue earned via commissioned services. This ensures that funds donated to Street League can help us unlock further sustainable funding opportunities, enabling us to deliver our services.

Street League is registered with the Fundraising Regulator and works in a way that is compliant FUNDRAISING with the Code of Fundraising STATEMENT Practice. We have policies in place to guide and ensure this practice. We have received no Street League’s work is made complaints this year, regarding possible by funding realised our fundraising practice. All through various revenue streams. complaints received are reported Our ‘Commercial Team’ is to our Finance, Audit and Risk responsible for fundraised income Committee on a quarterly basis. through: Corporate partnerships, We will continue to ensure our Trusts, Foundations, Major fundraising activity is in line with Donors, Individual Giving and Covid secure regulations and Events. A breakdown of income legislation across different parts by revenue stream is available on of the UK.

Street League’s work is made possible by funding realised through various revenue streams. Our ‘Commercial Team’ is responsible for fundraised income through: Corporate partnerships, Trusts, Foundations, Major Donors, Individual Giving and Events. A breakdown of income by revenue stream is available on page 39. Income raised through these sources works alongside revenue earned through delivery of contracts. Commissioned income is overseen by our ‘Contracts and Quality Team’.

Our fundraising and contracts teams receive training and development to support their professional development and practice. We also seek to ensure their understanding of vulnerable people, particularly our young people. This includes Safeguarding and Health and Safety training as well as frequent visits to see first-hand our services.

We have not used any thirdparty organisations for our fundraising activity in 2020-21. We have worked to develop our fundraising systems; improving the tracking and reconciliation of donations received through online

Fundraising statement

You are now reading OK Risk Management

The trustees are satisfied that these arrangements, combined with the oversight of our executive and continued improvements this year will ensure Street League’s services are suitably resourced for the foreseeable future.

Risk management

The trustees review the major risks the charity faces as part of the annual business planning process and have established control systems to manage these risks. This year the trustees had greater oversight of risks associated with the impact of Covid on our finances, safeguarding, operations and health and safety. We introduced a more comprehensive reporting system of wellbeing issues that were identified and addressed by staff, as described earlier.

Street League’s executive manage and review the risk register on an ongoing basis. It is a live document that is used to ensure the charity’s resilience and sustainability, the safety of our young people and our staff. The Finance, Audit and Risk Committee review the whole risk register annually with risks split into several key areas:

As part of the five-year business plan, the executive undertook thorough reviews of external and internal strengths, weakness, opportunities, and threats that informed a more specific operational risk log. This will run alongside the established ‘risks and opportunities’ assessment of our annual budget throughout the year to mitigate financial risks. We also integrated our Finance Team with our Data and Insight Team to enable timely and informed decision-making. This will see business information being drawn together from all parts of the organisation, monitored, and reported in a way that is similar to Street League’s established online dashboard and ‘live’ social impact reporting.

  1. Finances 2. People 3. Operations

  2. Governance and systems

The Finance, Audit and Risk Committee reviews Finance risks quarterly while the HR and Remuneration Committee reviews People risks semi-annually. Operational and Governance and systems risks are monitored by the executive team and trustees through the agenda of quarterly Board meetings. We use a framework that enables us to effectively: Identify, Assess and Evaluate, Manage and Monitor these risks and the mitigating controls and actions we introduce.

Risk management

20-21 AR 00:52

Street League

Annual Report 2020 -21

Window Help

Responsibility for managing each risk and how to respond is aligned to individuals who then report to the Board, along with evidence, the controls in place and any findings or learning for improvement.

In the year ahead, the trustees and Leadership Group will focus on four key risks:

  1. Scottish policy environment: The Scottish youth employability market will change significantly from April 2022, as the Employability Fund comes to an end. Street League has been a provider since 2014 and it accounts for 30% of revenue (£2.1m in 2020-21). Planning and mitigating actions have been underway since 2019 and are included in the business plan and risk register.

  2. Safeguarding young people: Continuing to ensure the safety and well-being of our young people as the challenges of Covid persist, exacerbating pre-existing safeguarding concerns and risks. There has been continued investment in training, specifically addressing online safeguarding, and this underpins implementation of our policies.

  3. Safety of staff: Continuing to ensure the safety and wellbeing of our staff as the challenges of Covid persist. These include the necessity to ensure our offices remain safe and accessible, extending our policies to account for increased remote working, and ongoing renewal of staff training (e.g. fire marshall, first aid, etc).

  4. Cyber security: In addition to ensuring staff safety, we must also protect Street League and its digital environment. With greater remote working and working practices that leverage digital solutions, we have increased our insurance and undertaken an assessment of our online safety practice, systems, governance, and resource requirements. Training plans will be required to support staff adoption of recommended practices.

These sit alongside the operational and financial challenges that will persist as we, and others, navigate the economic fall-out caused by the pandemic. We recognise there might be greater difficulty to deliver our services, achieve our planned social impact, and raise the income required to meet our long-term financial plans.

Annual Report 2020-21 You are now reading Governance, OK structure and management

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OK
structure and management
Andy Dee Jonathan Lesley Stuart John
STREET Ransom Townsend Rennie Giddins Beaver Coleman
LEAGUE’S
Governance
GOVERNANCE,
Board of
trustees
STRUCTURE, AND
MANAGEMENT
Street League is committed
to working toward the highest
standards of governance. We Finance, HR and Nominations
Audit and Risk Remuneration
Commitee
appointed a new Chair last year Commitee Commitee
and continued to operate our
governance framework of quarterly
Board meetings and Committee
We are fortunate to have a highly committed and skilled
meetings. We standardised
Board of six trustees. This year saw us complete a skills and
the terms of reference for our
diversity audit and set targets to increase the diversity and
committees and formalised our
representation of our trustees. These will inform our trustee
trustee inductions.
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STREET LEAGUE’S GOVERNANCE, STRUCTURE, AND MANAGEMENT

We are fortunate to have a highly committed and skilled Board of six trustees. This year saw us complete a skills and diversity audit and set targets to increase the diversity and representation of our trustees. These will inform our trustee recruitment plans for the coming five years.

Governance, structure and management

20-21 AR 00:54

Street League Annual Report 2020 -21 Window Help

Annual Report 2020-21

Target: 30% BAME ETHNICITY 2021: 17% BAME (1/6) Structure The organisation is a charitable company limited by guarantee, incorporated on 24 November 2003, and registered as a Target: 50% charity on 22 December 2003. The company GENDER 2021: 33% (2/6) was established under a memorandum of association, which established the objects and powers of the charitable company and is governed under its articles of association. Members of the charity guarantee to Target: Ensure >30% Scottish NATIONALITY contribute an amount not exceeding £1 to the 2021: 33% (2/6) assets of the charity in the event of winding up. The total number of such guarantees at 31 March 2021 was six (2020: six). The trustees are members of the charity, but this entitles The working group that supported implementation of recommendations them only to voting rights. The trustees have from the governance review we undertook in 2019 continued to support no beneficial interest in the charity.

The working group that supported implementation of recommendations from the governance review we undertook in 2019 continued to support the Board’s action planning and progress. Trustees were particularly keen to consider ways to ensure the voices of young people and staff are heard at governance level and inform their decision making. This saw a member of staff from a different region present at the start of each Board meeting, giving greater insight to the day-to-day realities of the local communities that we serve. This was important as we operated on a largely remote basis due to lockdown measures and this insight was invaluable as trustees set plans for the next five years.

All trustees give their time voluntarily and receive no benefits from the charity. Any expenses reclaimed from the charity are set out in note 12 to the accounts.

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MY STREET LEAGUE JOURNEY
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“In my spare time I like to play football (when Covid wasn’t about) and watch Rangers play every week. I’ve always struggled with my mental health from a young age, but things started to become unbearable before the first lockdown.

When I joined Street League, I was nervous at the start but then I quickly realised everyone was the same as me and I was no different to everyone else. I have done both Street League courses now and I would recommend them to everyone who’s trying to get extra qualifications (and getting paid for it).

I think if you’re struggling with your mental health, make sure and reach out as soon as possible, it can be hard sometimes but, whether you’re a boy or a girl, your mental health matters the same as the person next to you, so make sure and reach out for help.”

Jaiden, 17 Edinburgh

Jaiden joined Street League because of his love of football, wanting to get a sense of purpose, and to gain qualifications. He found spending time with ‘the right people’ as he described it, helped him and made the lockdown restrictions easier to cope with.

This image is of young people at our Edinburgh employability Academy and not of Jaiden

20-21 AR 00:56

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Management and leadership

Street League has operated with a co-leadership model since 2019 with the Board having appointed Dougie Stevenson and Lindsey MacDonald as Managing Directors. Street League views the leadership as a partnership, not dissimilar to law or accountancy firms.

This year saw the establishment of the Leadership Group, with terms of reference to guide its purpose, responsibilities, and membership. The group will be the key decision-making forum as well as setting the tone, living the values, and role modelling behaviours we expect of everyone at Street League. This group, alongside the wider team, will ensure Street League delivers against its plans and achieves its objectives in line with the charity’s purpose.

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Managing Managing
Director Director
Head of Head of Head of
HR Head of Finance Commercial
Operations(Scotland) Contracts &Quailty Manager & Digital Director Operations(England)
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STATEMENT OF RESPONSIBILITIES

Statement of responsibilities of the trustees

• The trustees (who are also directors of Street League for the purposes of company law) are responsible for preparing the trustees’ annual report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom • Generally Accepted Accounting Practice). Company law requires the trustees to prepare financial •

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 of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to:

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

Statement of responsibilities

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Street League

Annual Report 2020 -21 Window Help

Annual Report 2020-21

You are now reading Financial statements

OK

Trustee recruitment and induction

In so far as the trustees are aware:

Election, retirement, and re-election of trustees are carried out according to the procedures set out in our Memorandum and Articles of Association, which is our governing document. At each Annual General Meeting, all trustees must retire from office. Trustees may then be reappointed as a trustee at any general meeting. This can be repeated for up to a maximum of six terms in office. At this point a trustee can only be re-elected to the Board if all the trustees unanimously agree. This can be repeated for a maximum of four more terms.

An individual induction programme is agreed and implemented for each new trustee, covering all aspects of the trustee’s role and the organisation. Trustees are able, where appropriate, to take independent professional advice at no personal expense. Street League has Trustees’ Liability insurance in place.

Remuneration policy for key management personnel

An HR and Remuneration Committee meets twice a year. It is Chaired by elected trustee, Stuart Beaver, and attended by the Board’s Chair (John Coleman) as well as Lesley Giddins (with experience of Equality, Diversity, and Inclusion matters) and Jonathan Rennie (an employment lawyer). The Managing Directors and HR Manager attend on behalf of the management team with other attendees invited as required.

The Committee sets the pay levels for all senior management and decides on annual pay awards for the organisation in line with Street League’s Remuneration Policy. This year we introduced a new pay scale, which reflects our commitment to being a fair and equitable employer. It included a review and overhaul of London weighting and introduced a national entry-level salary that aligns with the London Living Wage. This reflects our commitment to being a youth friendly employer. The pay scale will be reviewed annually with an intention to adjust it every three years to reflect cost of living increases.

Financial statements

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Auditors

Beever & Struthers were re-appointed as the charitable company’s auditors during the year and have expressed their willingness to continue in that capacity.

This report has been prepared in accordance with the provisions applicable to companies subject to the small companies’ regime of the Companies Act 2006.

The trustees’ annual report has been approved by the trustees on 13 July 2021 and signed on their behalf by:

John Coleman

Chair of the Board of trustees

Dee Townsend Chair of the Finance, Audit and Risk Committee

Independent Auditor’s Report to the members of Street League

OK

Opinion

We have audited the financial statements of Street League “the charitable company” for the year ended 31 March 2021 which comprise the Statement of Financial Activities, (including Income and Expenditure account), the Balance Sheet, the Statement of Cash Flows and the related notes. 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:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the Trustee’s use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

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20-21 AR 00:62

In connection with our audit of the financial statements our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the Charitable Company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

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

Other information

The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. The trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the other information. 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.

We have nothing to report in this regard.

Opinions on other matters prescribed by the

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

Companies Act 2006

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

Matters on which we are required to report by exception

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

Street League

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20-21 AR 00:64

Auditor’s responsibilities for the audit of the financial statements

Responsibilities of trustees

As explained more fully in the Statement of

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.

responsibilities of the trustees set out on pages 56 and 57, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s web-site at www.frc.org.uk/ auditorsresponsibilities. This description forms part of our auditor’s report.

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Due to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. For example, as with any audit, there remained a higher risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal controls. We are not responsible for preventing fraud or noncompliance with laws and regulations and cannot be expected to detect all fraud and non-compliance with laws and regulations.

the charitable company and the charitable company’s members as a body for our audit work, for this report, or for the opinions we have formed.

Richard Graham BA, ACA (Senior Statutory Auditor) For and on behalf of BEEVER AND STRUTHERS Statutory Auditor St George’s House 215/219 Chester Road Manchester M15 4JE

Use of our report

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

Date:

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Street League Annual Report 2020 -21 Window Help

20-21 AR 00:80

STREET LEAGUE

REFERENCE AND ADMINISTRATION INFORMATION FOR THE YEAR ENDED 31 MARCH 2021

Charity name

Street League 1101313 (England & Wales) and SC 038884 (Scotland) 04974643 (limited by guarantee) Suite 1.05, The Courtyard Royal Mills 17 Redhill Street Manchester, M4 5BA

Charity Registration Numbers Company Registration Number Registered Office

Trustees, who are also directors under company law, who served during the year and up to the date of this report were as follows: Mike Parker Chairman resigned 23/06/2020 John Coleman Chairman appointed 23/06/2020 Andy Ransom Vice-Chairman Stuart Beaver Lesley Giddins William Jonathan Rennie Dee Townsend

Trustees

Street League Annual Report 2020 -21 Window Help

20-21 AR 00:82

Company Secretary
Senior Management Team
Bankers
Solicitors
Catherine Elliott
Lindsey MacDonald
Dougie Stevenson
Lesley Caron
Nigel Mansfeld
James Rennie
Barclays Bank plc
99 Hatton Garden
London, EC1N 8DN
Flagstone Investment Management
1st Floor, Clareville House
26-27 Oxendon Street
London, SW1Y 4EL
Arnold & Porter
Tower 42
25 Old Broad St
London
EC2N 1HQ
Reed Smith LLP
Broadgate Tower
20 Primrose St
London
EC2A 2RS
Managing Director
Managing Director
Finance Director (resigned 31/01/2021)
Commercial Director
Head of Finance & Digital
(appointed 22/02/2021)
Santander UK plc
298 Deansgate
Manchester, M3 4HH
TLT LLP
140 West George Street
Glasgow
G2 2HG

STREET LEAGUE REFERENCE AND ADMINISTRATION INFORMATION FOR THE YEAR ENDED 31 MARCH 2021 Professional Advisors Centre for Charity Effectiveness CASS Business School 106 Bunhill Row London, EC1Y 8TZ Rocket Science UK Ltd. 2 Melville Street Edinburgh, EH3 7NS Auditors Beever and Struthers Chartered Accountants and Business Advisors St George’s House 215 – 219 Chester Road Manchester, M15 4JE

20-21 AR 00:86

Street League Annual Report 2020 -21 Window Help

Annual Report 2020-21 We must say ‘Thank you’ to all our staff, for their amazing and enduring dedication throughout the past year. Are you sure you want to exit this report?

Annual Report Designed by Lee Benjamin of TwntyFour LTD www.twntyfour.co.uk

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