ANNUAL REPOR T STREET LEAGUE 2022-23 CONTENTS O I EXECUTIVE SUMMARY 0 2 OVERVIEW OF WORK Chairman's Welcome oi Vision & Mission 07 CEO Report 03 Our Values 08 Where We Work 09 The Need 10 Impact Stories 0 3 2022.23 IMPACT 0 4 FINANCIAL REPORT 2022-23 impact 13 Financial Performance 29 STREET LEAGUE Our Partnerships 15 Trustee Report 31 Our Services 23 Auditor's Report 39 Our People 25 Financial Statements 45 Reference Statements 69 Welcome to the 2022-23 Annual Report for Slreet League. As the Chairman, it is my privilege lo share wilh you our achievements and impacl overthe past year. As I reach the end of my third year, I continue to witness the commitment of the staff in Ihe front line, and the passion and application of the management team. 2022-23 was a challenging one for our nation. as we navigated our way out of the pandemic and into the cost-of-living crisis that followed, which continues lo disproportionately affect the most vulnerable In our society. including young people. At Street League, we remained steadfast in our commitment to supporting and empowering these individuals and help them build resilience. Through our programmes and initiatives, we have conlinued to provide vital opportunities for young people, equipping them with the skills, qualificalions, and confidence needed to overcome the obstacles they face and thrive in work and beyond. CHAIRMAN'S WELCOME During this time. our dedicated staff has been a beacon of hope, going above and beyond to make a difference in the lives of thousands of young people. Their unwavering passion and determination have been truly inspiring. On behalf of the Trustees, I would like lo express my deepest gratitude to each and every member of our team for their tireless efforts. 66 Street League is deeply committed to using sport and education to move young people into work. As set out in Ihe 2021-22 Annual Report, we were determined to make a slrong start in 2022-23 to manage the transition from major national programmes - like the Employability Fund and the European Social Fund brought about by Brexit and devolulion of regional funding from nalional government. You will be able lo read aboul this in Dougie's report. IOGETHER WITH OUR DEDICATED STAFF, PARTNERS, AND SUPPORTERS, WE WILL CONTINUE TO CREATE OPPORTUNITIES, BREAK DOWN BARRIERS. AND SHAPE A FUTURE WHERE EVERY YOUNG PERSON CAN OWN THEIR FUTURE." On behalf of the board of trustees, in addition to our slaff I want to extend our thanks to our corporate funders. our public sector commissioning partners. the trusts and foundations, and all Ihose individuals who have supported our mission. There are many challenges for charities operating in the UK and we are very graleful to have your support. The executiveteam and I look forward to working with you to ensure all young people have the opportunity of secure employment and a brighter future. CEO REPORT SUPPORTING YOUNG PEOPLE Street League remains committed to delivering its mission for young people and the continuous improvement of services. We engaged a total of 2.718 unemployed young people this year. which collectively resulted in 29.733 individual attendances. 1,621 or 59% of those individuals commenced a 10-14 week Academy programme. 871 were engaged through community outreach activities and had between one and four attendances. 522 participants were engaged in the senior phase of secondary school. OUR TEAM It's remains a privilege to lead Street League this year and I'm delighted to present the CEO Report. We delivered and certified 986 qualifications on our Academies. 836 young people achieved a qualification and 103 young people achieved or more qualifications. We are also pleased to share that we achieved 1,284 total outcomes thls year, helping young people into a job. apprenticeship. education andlor a vocational training programme. This is similar to last year (2021-22= 1,375) overall, with a 12% increase in employment outcomes (603 in 21-22 vs 680 in 22-23). This Is our highest ever employment total on record at 52%. Street League Is an Incredlbly specSal organisation, which achieves significant, 15fe changing positive impact on the lives of the young people that we serve. This Is down to the talent and commitment of our people. DOUGIE STEVENSON CHIEF EXECUTIVE OFFICER THE YOUTH UNEMPLOYMENT RATE IS ALMOST THREE TIMES HIGHER THAN THE NATIONAL AVERAGE (10.9% VS 3.8%). Female participation reduced from 33% (923) in 21-22 to 27% (746) In 22-23. and we saw young people from BAME communities increase slightly from 698 (25%) in 21-22 to 704 (26%) In 22-23. I want to say 'thank you, to all our talented staff, for their amazing and enduring dedicalion throughout the pasi year. Everyone, no matter which job role you are in, plays a part in every sing5e positive progression and employment outcome that a young person achieves. We accomplish this social impact together and therefore celebrate it collectively. FEMALE PARTICIPATION: 5 YEAR REVIEW BAME PARTICIPATION.. 5 YEAR REVIEW IHou$e of Com￿￿1 LIV￿. Yowh Vr￿P￿ym￿ StsustJc&2023) Making the move into young adulthood is not easy for anyone, however our young people can face multiple and complex challenges including: housing insecurity. low or no academic altainment, care responsibililies for infirm parents or younger siblings, menta health fluclualions. lack of relationships and support networks as well as access to money and cost-of-living issues. 2018119 482.. 22% 21118119 366.. 17% 927.. 29% 21119120 1580.. 49% 2019120 2020121 583.. 29% 2020121 514.. 26% The senior management team and I would also like to expressly thank John Coleman and the rest of the board for their guidance and support through 2022-23; it has been a real team effort. 2021122 923.. 33% 2021122 698.. 25% Sometimes just one significant person in your life can make an incredible difference and the work that our staff do can afford young people a'leg up in life. improving their outlook and future chances. 2021122 746: 27% 2021122 704. 26% This year we tracked 410 (15%) young people who disengaged from services, which is an increase from 360 (13%) in 21-22. REGIONAL HIGHLIGHTS 22-23 has also been a breakthrough year for Liverpool at Street League, where the team achieved 40 outcomes and had a significant year with community engagement, Street League has truly arrived and made a difference to the lives of many young people in this fantastic city. Some of our regional teams have made an outstanding impact this year. For example. our Glasgow and Lanarkshire team who reached 576 young people and secured 279 outcomes for them, making them the region with the highest outcomes for the second consecutive year. 'IT'S BEEN A PRIVILEGE TO PROPERLY 'THE YOUNG PEOPLE OF GLASGOW NEED US ESTABLISH STREE[ LEAGUE IN LIVERPOOL NOW MORE THAN EVER. OUR CITY WIDE AND GROW OUR SERVICES. THERE IS SO APPROACH ALLOWS US TO ENGAGE YOUNG MUCH NEED IN THIS CITY AND WE ARE HERE PEOPLE FROM ALL ACROSS THE GEOGRAPHY TO MAKE A LASTING DIFFERENCE.. CAPITALISING ON OUR VERY STRONG EMPLOYER LINKS TO CREATE JOB OPPORTUNITIES.. JOANNE GILLARD LIVERPOOL OPERATIONS MANAGER OMAR ASLAM GLASGOW OPERATIONS MANAGER BUILDING A SUSTAINABLE FUTURE Renfrewshire and Inverclyde expanded services to reach 497 young people and achieved 252 outcomes for young people. The executive team and l are delighted to report that we continue to strengthen our financial posilion with a ststutory surplus of £345,000. Revenues totalled £6.9m against expenditure of £6.6m. Leeds engaged 126 young people, with 67 oulcomes including 82% qualification success rale, and for the first lime delivered multiple study programme Academy s in tandem within the city- We continue to see the benefits of a strong financial oversight and it is pleasing to note that the four-year consolidated surplus totsl at Street League stands at £3.2m. This surplus has enabled us to significantly improve our reserve position, create a cash flow buffer and facilitate longer term financial planning and investment in our workforce and services. We have closely managed a historic debt reduction plan over the last three years and for the fourth year running we were delighted to reduce our overall debt position by £48,000 (£296k in total) and therefore we have now fully discharged all charitable debt liabilities. As noted in a summary of our finances and reserves policy. we have proactively increased our unrestricted reserves level and at March 31st 2023 we achieved 5.9 months. cover, a small increase on last year which totals £3.2m OUR VALUES 'I' STREET r 7IILEAGUE k. Our values are what unite our workforce and guide our actions as a company. They represent the core principles and beliefs that shape our culture and define how we operate in the world. Each of these values carries deep meaning and significance for us: OUR MISSION OUR VISION ABOUT SPORT AND EMPOWERING YOUNG PEOPLE, Using sport and education, we help young people into work. A society in which all young people have the opportunity of secure employment and a brighter future. WE WORK HARD. WE ARE BRAVE, LOYAL. AND RESILIENT. SUPPORTS OUR WELLBEING AND HELPS US MOTIVATE PEOPLE. WE WORKASA TEAM WITH COMPASSION AND TO PROMOTE DIVERSITY. WE ARE RESPONSIBLE, HONEST, AND SELF-AWARE. OUR REGIONS ¢ THE NEED Ayrshire Birmingham Dundee & Angus Edinburgh & Lothians Glasgow Lanarkshire Across the UK, youth unemployment remains a persistent and significant challenge, with many young people facing diff iculties in finding work or securing stable employment. Compounding this issue is the ongoing impact of the Covid-19 pandemic and current cost-of-living crisis, both of which have hit young people particularly hard. Not only have they experienced disproportionate job losses and reduced hiring, bul they are also experiencing a detrimental impact on their mental health and wellbeing. ONE IN TEN YOUNG PEOPLE ARE CURRENTLY UNEMPLOYED. (House of Commons Library, Youih Unemploymeni ￿alIstICs, 2023) I 10 Liverpool Leeds ONLY 44.5% OF YOUNG PEOPLEAGED 19+ THINKTHEY COULD WRITE A CV. (Youth V oice Census. 2022) London cv Manchester 44.6% Renfrewshire & Inverclyde Sheffield ONE IN SIX YOUNG PEOPLE AGED 17 TO 19 HAVE A PROBABLE MENTAL HEALTH DISORDER . (NHS Oigilal, 2022) WHERE WE WORK THE COST OF LIVING WAS THE MAJOR WORRY FOR OVER HALF (56Yo) OF YOUNG PEOPLE IN AUGUST 2022. We are dedicated to making a difference in areas where our seprfices are most needed across the United Kingdom. With our presence spanning from Dundee in Scotland lo London in England. we are committed to empowering young people to take control of their fulure and overcome the challenges they face. {YoungMinds, August 2022) 56% In areas of need and deprivation, young people often encounter various obslacles thal hinder Iheir personal and professional development. These challenges may include limited access to quality education, transport links, inadequate social support systems, and a general sense of hopelessness. Recognising these barriers, our organisation aims to address the unique needs of young people living in such areas and provide them with Ihe tools. resources. and support necessary to succeed. 46/, OF YOUNG PEOPLE STATE ThAT ECONOMIC UNCERTAINTY MAKES THEM FEEL HOPELESS ABOUT THE FUTURE, RISING TO 55/ OF THOSE FROM POORER BACKGROUNDS. (Youth Index, 2023) 55% 10 IMPACT STORIES OVERCOMING OBSTACLES AS AN IMMIGRANT: PATRIK'S INSPIRING JOURNEY WITH STREET LEAGUE Patril a 16-year-old Slovakian immigrant in Leeds, struggled to achieve his maths and English qualifications, hindering his dream of becoming a Police Officer. Discovering Street League through local staff member, he enrolled in the program to improve his skills and pursue further education. Overcoming initial nerves. Patrik found enjoyment in the activities, made friends, and discovered a passion for football. Street League's holistic program supported him in improving his key skills and preparing for his future education. With qualifications in maths, English. employability, and sport, Patrik secured a place at Leeds City College to study Public Services, thanks to his achievements and newfound confidence.. RISING ABOVE OBSTACLES: HOW STREET LEAGUE IGNITED LAURA'S SELF-BELIEF Laura, a 16-year-old from Midlothian, faced challenges after leaving school and struggled with her confidence. Requirements to support family at home whilst managing schoolwork had meant that Laura didn't leave school with the qualifications she had hoped for. and she felt a lot of uncertainty about what her next steps would be. Laura joined Street League to find motivation and employment assistance. Initially shy, Laura's confidence gfew over time. and she became one of the most outgoing individuals in the group. encouraging others to participate. Whyl IPVE "STREET LEAGUE HAVE HELPED ME GET MY MATHSAND ENGLISH QUALIFICATIONS AND GO TO COLLEGE, SO I CAN START TRAINING IN PUBLIC SERVICES. THANK YOU!" She completed her qualification to an exceptional standard, impressing assessors with her work. The experience in the gym boosted Laura's confidence and allowed her to develop a comprehensive fitness programme. In the classroom, she consistently arrived on time, actively engaged in workshops, and secured job interviews through on&on-one sessions. REE[ LEAGUE HELPED ME MAKE NEW FRIENDS. GOTME OUTTHE HOUSQ ENCOURAGED ME TO EXERCISE AND BOOSTED MY COMFIDENCE TO HELP ME FIND AJOB. I LOVE THATTHEY DIDNT GIVE UPON ME LIKE SCHOOLAND ThAT After securing a job in a nursing home. Laura remained committed to the programme and completing her qualification. demonstrating her dedication to personal and professional growth. THEY BEIIEVED IN ME." SHOOTING FOR SUCCESS: OSCAR'SJOURNEY FROM STrUGGLESTO TRIUMPH WITH STREET LEAGUE OWN YOUR FUTURE 18-year￿Id Oscar joined our Academy in Birmingham with a clear goal in mind. Despile not obtaining the required qualifications for his desired college course. Oscar sought support from Street League to overcome his mental barriers towards education. Initially facing attendance and commitment challenges, Oscar gradually dismantled his personal and social barriers during the programme. He displayed increasing confidence. actively engaging with staff and peers. and excelling in basketball, which became a source of personal growth. With collaboration between Street League and Aston Manor, Oscar secured a place in his desired basketball programme. Now thriving in his studies and basketball. Oscar expresses gratitude for the support received from Street League on his journey towards success. '[ DIDN'T GIVE UP GETTING TO IAiufDf i iiiAUTrn Tri.. 11 12 2,718 2,103 746 487 unemployed young people engaged in programmes. 77% of young people we engaged reported barriers. 27% of participants were female. 17% of our young people disengaged from services. 2022 2023 IMPACT NUMBERS 1,621 Top Barriers started an Academy programme. 704 Has no prior work experience (1285) Claiming benefits (514) Current situation impacted by COVID-19 (382) Care experienced (266) Comes from a workless background (250) 29,733 26% of participants were BAME. individual attendances. 1,284 employment. apprenticeship. education or training outcomes achieved. 986 qualif ications delivered. SUPPORTING REFERRAL ROUTES OUR SERVICES PROGRESSIONS LONG-TERM SCHOOL LEAVERS IAIEMPLOYED SUSTAINED EMPLOYMENT OLITCOMES ThIIID SECTOR TrAINING AND LLS ORGS EMPLOYMENT ACAt*MY STREET SPORIS ENUIION AFfERCARESERVICES STREET LEAGUE OVERCOMING BAIRIERS 16.30 CONFIDEIKE BUILDII SOCl•ll MEDIA SELF-REFERRAL TRAINING NEW OR HIGHERLEVEL QUALIFICATIONS K￿Ls APPRENllcESHIPS LOCAL COMMUNITIES IMPRDVED WELLBEING JOBCENTrES Sc￿{ APPREIfflCESHIPS IMPROVED HEALTH AND WELLBEING 13 14 FUNDRAISING & PARTNERSHIPS MAJOR DONORS, TRUSTS & FOUNDATIONS 2VMAY1961_, Kii Foundation almapr On behalf of the entire Street League team, we extend our sincere gratitude and appreciation to all our remarkable partners. Your support, through financial contributions, valuable time, or expertise, has been instrumental in furthering our mission. So, whether you are an individual donor, trust, corporate partner, or local authority. know that each and every one of you plays a vital role in changing the lives of young people. offering them hope. opportunity. and a pathway to a brighter future. WESTMINSTER [￿AsTRA BAIRDWATSON BELVEDERE'fRUST Co￿ON GOAL We deeply value the partnerships we have built, recognising the strength and impact we can achieve together. It is through your generous support that we can continue to empower and transform the lives of young people, equipping them with the skills, confidence. and opportunilies they need to thrive. EDVI￿RI) I."DII'ARDCADBURY CADBUR Y TRUST Thank you. INSPIRING SCOTLAND HEIAB Y Michael Marsh Charitable Trust COMMERCIAL FUNDRAISING n JOHN THAW L•aUtEu Mercedes-Benz FOUNDATION We would like to celebrate the collective efforts of trusts, foundations, individuals, and corporate partners who have joined forces with us to make a lasting impact. Through their invaluable conlributions, these partners have become instrumental in our mission to transform lives and create opportunities for the young people we work wilh. Mlddlesex Sports Foundatlon •P•OPL•I• O PETER CRUDDAS POSTCODE •U>TT•IIY FOUNDATION We have a broad spread of funder-backed initiatives ranging from supporting our UK wide Academies through to gIrl￿nlY programmes, qualification delivery. job-focused agreements and supporting students disengaging from school. This wide mix of iniliatives creates a rich tapestry of new opportunilies for our young people as we create clear pathways for their future. Red House Home Trust Robert Haldane Smith Foundation "OUR PARTNERS MEAN EVERYTHING TO US- ITS NOT JUST ABOUT THEIR INCREDIBLE GENEROSITY WITh FUNDING, ITS ABOUT HOW THEYSHARE THEIR TIME. THEIR EXPERTISE. AND THEIR UNIQUE EXPERIENCES AND JOB OPPORTUNITIES WITH OUR YOUNG PEOPLE. WE HONESTLY COULDNT CHANGE YOUNG PEOPLES LIVES IN THE WAY WE DO WITHOUTTHEM STANDING ALONGSIDE US." The Gannochy Trust rME THE R.41NFORD I RI:ST MERCERS, COMMUNITY FUND COMPANY VOLUIITAR Y youth action fund NIGEL MANSFIELD COMMERCIAL DIRECTOR enty3 West Midland9 Combined Authority Westminster Foundation 15 16 CORPORATE PARTNERS SPECIAL MENTIONS aabrdn In partnershipwith Macquarie Group In October. 16 teams across England's Capital took part in the inaugural Macquarie Capital Cup - a World Cup themed 5-a-side football tournament. made up of London city firms raising nearly £200,000 to support young people across Ihe UK. Over the next three years, the Macquarie Group Foundation will also be supporting Street League's Academy programme across Edinburgh and the Lothians. * BARCIAYS BREAKING BARRIERS cvc DHL UK FOUNOATION CHANEL EIUC WtUGHT futuremakers C GILEAD Goldman Sachs * BARc￿Ys Barclays k(￿d￿rdC￿ortqr￿￿ Our partnership with Barclays Lifeskills helps young people across the UK develop skills and confidence and support them into work, as well as using Barclays Lifeskills resources to help them manage their money. L7 MAERSK ,NEWTONI uilter ' | Players of People's Postcode Lottery ReedSmiLh 4¥ Santander Over the last eight years, Street League has received more than £6m in funding raised by players of People's Poslcode Lottery, awarded by Postcode Aclive Trusl. Their invaluable long-term support has underpinned our Academies for young people not in work, education or training across England and Scotland - and helped us to launch brand-new services to meet the changing needs of young people. SHXSMITHS FOUNDATION SOCIETE GENERALE starlizard integrity services STATE STRE INSPIRING Inspiring Scotland SCOTLAND We are delighted io have worked in partnership with Inspiring Scotland. one of the UK'S leading philanthropic organisations, for 15 years. With a shared belief that everyone. no matter where they live or the circumstances they are born into. should have the chance to enjoy a happy, healthy life free from poverty and disadvantage, Inspiring Scotland's support underpins our work in communities across Scotland. Street League is part of the Our Future Now portfolio of organisations working to help young people most in need and left behind by traditional services. We are also grateful to be supported by the Youth Action Fund, established by The Distillers, Charity, to transform the life chances of young people aged 16-25 in Scotland who face significant barriers to reaching their potential. We are delighted to maintain our long-standing relalionship and thank Inspiring Scotland fortheir support and leadership. 702¥ r- 17 18 COMMISSIONED Inverclyde Mi(llothian • Nacro> We would like to recognise the vital partnerships we have established with government entities and local authorities. These partners have entrusted us with the responsibility of delivering effeclive programmes and services to address the needs of young people in our communities. Through these partnerships, we have been able to leverage our expertise and resources to create impactful initiatives that drive positive social change. Sk-4115 Developmerrt S¢otland Renfvew5hire We've worked hard this year with our colleagues in Commercial and in Operalions to harmonise our approach to funding to support a sustainable'mixed economy. approach to our income. We look forward to expanding our commissioned portfolio across Ihe UK. LANA KSHI LANAA HIRI We operate with 13 regional leams across the UK, which can geographically serve 72 local authorities which include six of the Mayoral devolved areas in England. Greater London, West Midlands, Greater Manchester, Liverpool City Region, West Yorkshire and South Yorkshire respectively. In Scotland our services operate in Glasgow, West and East Dunbartonshire, Edinburgh Cily, West Lothian, East Lothian, Midlothian, Dundee, Angus, North and South Lanarkshire, Inverclyde, Renfrewshire and East Renfrewshire. We also operate in East, North and South Ayrshire and also have a service in Argyll and Bule respectively. ANNA CAMPBELL DIRECTOR Ofr IONTrACTS AND QUALITY West Dunb•rtonsbiTe CO U NC I L West IA)thi2n Council 'OUR CONTINUED COLLABORATION WITH COMMISSIONED PARTNERS EXEMPLIFIES THE POWER OF COLLECTIVE ACTION IN DRIVING POSITIVE SOCIAL CHANGE.. Increasingly, employability, education and skills funding is being decentralised across the UK. Local Enterprise Partnerships (LEP) or Mayoral Combined Authority (MCA) bodies oversee allocations. With increased devolution taking place throughout 2020s we will work hard with partners and commissioners to look for opportunilies where Street League can make an impact. SPECIAL MENTIONS Enable Works Together, we are working towards a shared vision of a society in which all young people have the opportunity of secure employment and a brighter future. enable works With Ihe end of National Training Programmes, partnership and Collaborative approaches to employability services are key. This year we have continued to grow our portfolio with our friends and colleagues at Enable to deliver employability services via the No One Left Behind Funds in both Glasgow and Dundee and are looking at expanding this to accommodate young parents through the Parental Employment Support Fund. These Third Sector partnerships are a key innovation as we move forward in very challenging limes and we celebrate Enables leadership in this area. Allgiis uncll t)Iindee enable works East Lothlan CwrLII .EDINBVIIGH. Nacro> NACRO We have partnered with Nacro. delivering subcontracted Study Programme activity since 2018, delivering services in Sheffield, Leeds, Birmingham and London. Our partnership with Nacro is vital in supporting 16-18 year olds to achieve accredited qualifications in Maths, English, Sports and Employability as well as crucial Work Experience to be successful in the world of work. GREATER LONDON AUTHORITY The CoThwry European Vnlon Glasgow 19 20 IMPACT STORY- DHL PARTNER SPOTLIGHT KEVIN'S DRIVE TO SUCCESS: FROM WORK PLACEMENTTO HGV DRIVER AT DHL Kevin joined Street League in May 2021 at the age of 17. Being a passionate foolballer. it was the sports aspect that drew him to us. After attending our Academy in Leeds for a few weeks, we offered him a chance to gain l 00 hours of paid work experience at a DHL Warehouse. Kevin had some prior experience in warehousing, and he gladly embraced the opportunity to return to this field. Throughout the four weeks of our DHL Academy workshops, he showed commitment, a strong desire to learn. and excellent punctuality. It was clear to us that he was the perfect fit for the 100-hour work placemenl with DHL. Kevin was selected to take part in the work placemenl and initially worked as a Drivers Mate. His responsibilities included transporting large volumes of beverages and bar snacks lo hospitality venues across Leeds. Although the work was physically demanding. Kevin demonstrated the perfect attitude for the role. His impressive performance during the placement earned him a permanent position within DHL. EXCELLENCE, SIMPLY DELIVERED. Over the course of approximately 6 monlhs at DHL, Kevin noi only gained valuable experience bul also passed his driving test. This achievement opened up new opportunities. and DHL approached him wilh the idea of becoming a driver for their team. Kevin saw Ihis as a fanlastic chance for career growth and eagerly accepted the offer. Within 8 weeks. he became a qualified Class l HGV driver. Today, Kevin is driving HGVS across the country. delivering goods to various hospitality and sporting venues in the north of England. Despile the early starts, navigaling ihrough narrow village roads in his truck, and handling heavy cargo. Kevin is thoroughly enjoying his time at DHL. His dedication and success did not go unnoticed, and he was recently invited to speak at the DHL UK & Ireland Conference 2023. In front of an audience of 250 DHL employees. including the CEO, Kevin shared his journey. highlighting the valuable work he accomplished with Street League and now with DHL. STREET LEAGUE 21 22 OUR SERVICES Furthermore. our strong partnerships with commercial stakeholders such as DHL, Barclays, and Chanel allow us to enrich our services by offering real-life workshops and group activities that provide young people with valuable insighls into the world of work. In the past year, we have made significant strides in aligning all regions of Street League as one cohesive UK Operations portfolio. By successfully bringing together reporting, processes, and key deliverables across each region, we have achieved consistency and established best praclices within our organisation. We also believe in the power of qualifications and the'elevatorf effect they have on life chances. We took the strategic decision to introduce and roll out Functional Skills Tutors into the workforce this year to deliver English and Maths within our Academies. we are committed to expanding the qualification portfolio next year and are also excited to explore online learning options for young people building on our award winning'Head Body Future, online activity during covid-19. Working closely with our Head of UK Operations, we hold the responsibility for overseeing the social impact and performance of Street League across 13 regions. Our vision for Ihe year ahead encompasses two main objectives.. first, to ensure that our Street League Academy meets the specific needs of young people, and second, to enhance our impact and support in guiding young people towards lasting and sustained employment. We look forward lo the year ahead with the planned expansion of some regional teams, the enhancement of our training and development of our staff and ultimately. to help more young people into work. Unpredictable employer behaviours post pandemic and the cost of living challenges faced by young people make for challenging circumstances that we must support them to overcome. A JOB WELL DONE Unemployment is not the sole difficulty they encounter,. many also struggle with confidence. self- esteem, and a lack of direction. Many have health and wellbeing issues as well as responsibilities for caring for younger siblings or infirm parents. Street League recognises these multifaceted obstacles and strives to assist our participants in overcoming them. The operalional landscape for Street League has changed so much over the last few years. Across the pandemic. options for young people were greatly reduced while employer behaviours and attitudes towards recruitment changed: Brexit has brought about the end of the European Social Fund programmes of investment which also aligns with widespread devolution of funding to local authorities or greater authorities across the UK. YOUNG PEOPLE'S QUALIFICATIONS •£75,000 YOUNG PEOPLE'S NIKE KIT £24,000 Over the last five years we celebrate achieving a consolidated 6,642 hard outcomes, and also note that 2.831 of them have been employment destinations. In 22123, Street League operations yielded 680 jobs for young people: the highest on record. An average of £92 for each young person to gain qualif ications. An average of £1 S for each young person's sports kit. . Total Oulcomes Jobs 1.500 1,397 To better monitor the personal development of our participants, we are dedicating resources to enhance our measuremenl of 'soft skills. throughout the year. By closely tracking and evaluating the progress of individuals. we can guide them through their own developmental journeys using our workshops and Academy model as a framework of support. 1,345 1,375 1.241 1.284 1.000 680 'OUR COMMITMENT TO CONSISTENCY, BEST PRACTICES, AND HOLISTIC SUPPORT SETS STREET LEAGUE APART, DRIVING YOUNG PEOPLE TOWARDS LASTING EMPLOYMENT AND BRIGHTER FUTURES." 610 603 540 500 398 KIRSTY STEVEN DIRECTOR OF OPERATIONS 2018119 2019120 2020121 2021122 2022123 23 24 OUR PEOPLE LEARNING AND DEVELOPMENT We have directed a strong focus on the learning and development of our staff to ensure they feel confident within their roles and have the right skills and abilities to do so. Over the past 12 months we have continued to consult with staff and managers on key areas that will form part of our People Strategy. In our 2021122 survey results, our employees wanted greater progression opportunities within the organisation. As a result, we have emphasised promoting this internally and have appointed a number of positions from our current staffing. EMPLOYEE ENGAGEMENT Our staff survey in 2022 gave us valuable insight into employee engagement. highlights included: Addttionally, there was appetite for wider training opportunities, so we sourced funding which focused on a variety of areas. including management development and supporting our young people. 93% OF EMPLOYEES FELT THAT THEY BELIEVED IN THE ORGANISATIONAL VALUES OF STREEf LEAGUE. LAURA BENTLEY DIRECTOR OF HUMAN RESOURCES Looking forward for 2023124, we secured further funding towards training opportunities to offer our staff. based on specific courses that they were interested in. 91% OF STAFF BELIEVE STREEf LEAGUE IS MAKING A DIFFERENCE. 90% OF EMPLOYEES FELT PROUD TO WORK FOR STREET LEAGUE. We also plan to focus on our management training programme, providing best practices on how10 manage staff. There are numerous intensive management training courses underway that will upskill our managers to allow them to feel confident within their roles. Our employee feedback has been integral in future planning for Ihe organisation, themes included the following.. EQUALITY, DNERSITY & INCLUSION Better communicaiion between teams Incentives for staff Performance based pay rises More support from Managers We implemented an Equality, Diversity and Inclusion forum in the 3rd quarter of 2022, where we received feedback on our current policy, discussed plans to be come"a bloody good employerf as well as looked at raising awareness of Ramadan and how we, as an employer. could support staff observing the holy month. There is more work to be done in Ihis area and the HR Director will take this forum forward to continue an open dialogue to improve awareness, continued compliance and ensure Street League has ED&1 across all areas within the business. In Q4, we completed the second pertormance-based pay rise cycle together with a 5% cost of living increase. We plan to continue the performaTrce-based pay rise into the 23124 financial year. There are plans to look at a recognition scheme. support and training for people managers to ensure that we are advancing their leadership skills. and further cross department communication within our forums moving forward. Street League will be conducting a new survey this year which will benchmark engagement, benefits and performance against other similar organisations and will give us further valuable insight into how we can improve our employee value proposition in the future. Yj "OUR STAFF ARE THE FUEL THAT POWERS OUR SUCCESS. BY PRIORITISING THEIR WELL-BEING, GROWTH, AND SENSE OF BELONGING. WE ARE BUILDING A THRIVING AND IMPACTFUL STREET LEAGUE COMMUNITY.. 25 26 IMPACT STORIES BOOSTING CONFIDENCE THROUGH SPORTS: POPPY'S TRANSFORMATION REVVING UP TO SUCCESS: DILLON'S DRIVE TO BECOME A MECHANIC Poppy, a 16-year-old participant in our Street League Academy in Sheffield, overcame academic challenges and found renewed confidence. Transitioning from Year 11 to college, Poppy faced difficulties with her chosen course. impacting her self-assurance and well-being. Through the support of her family and friends, she discovered Street League and enrolled in Street Sport. Initially shy, Popprfs participation in sports activities boosted her confidence and mental well-being. She progressed to the Street League Academy. pursuing qualifications in English, Maths, and sports. With growing confidence and commitment, Poppy aspires to a career in sports coaching, driven by her passion and dedication. Dillon, a 16-year-old from South Ayrshire. found inspiration and support through Street League's programme at Prestwick Academy. As the impact of Covid-19 and changes to school life began to take a toll, Dillon felt a strong desire to leave school early but was uncertain about the paths available to him. Fortunately. Street League was actively working in Dillon's school. and he started engaging with the staff. Although he initially lacked confidence, the supportive environment provided by Slreel League allowed Dillon to step out of his comfort zone. I BELIEVE IVE COME A LONG WAY WITH THE SUPPORT FROM STREET Street League's guidance empowered Dillon to pursue his dreams of becoming a mechanic. With the assistance of his family and football coach. Dillon secured a coveted Modern Apprenticeship with Parks Motor Group in Ayr. His interest in mechanics had always been strong, and now, with the backing of Street League, he is thriving in his apprenticeship. The staff at Parks Motor Group have expressed satisfaction with Dillon's progress, noting his remarkable growth in a short period of time. Street League remains committed to supporting Dillon throughout this transformative experience. "STREET LEAGUE HELPED ME WITH MY CONFIDENCE AND SUPPORTED ME TO GO FOR THE APPRENTICESHIP PROGRAMME. THEY ALSO TAUGHT ME ABOUT LIFESKILLS RESPONSIBILITY AND MORE. I'M VERY THANKFUL.. LEAGUE. I FEEL MUCH MORE * CONFIDENT AND I AM MUCH HAPPIER IN HOW I FEEL. I'VE ALSO STARTED TO COMMUNICATE WITH OTHERS, AND I AM NOT KEEPING MYSELF AWAY ANYMORE." RISING ABOVE REIECTION: MATTHEW'S PATH TO EMPLOYMENT "I KNOWTHE SUPPORT AND ADVICE IS ALWAYS THERE FOR ME AT STREET LEAGUE." Matthew. an 18-year-old from Bishopbriggs. East Dunbartonshire. found himself al a crossroads after leaving school with few qualifications and facing rejection from the army. Slruggling with confidence and unsure of his next steps, he turned to Street League for support and guidance. Through the welcoming and encouraging environmenl of the Street League Academy programme, Matthew not only gained employment at Gist warehousing but also discovered newfound skills, confidence, and sense of purpose that have set him on a positive trajectory for his future. With gratitude forthe opportunities provided. Matthew is excited to continue growing and thriving in his current position, knowing that Street League played a crucial role in his journey to success. I WOULD DEFINITELY RECOMMEND STREET LEAGUE TO OTHERS.. LEA6u 27 28 FINANCIAL PERFORMANCE DEBT STATUS We have reduced our debt level in year. owing to the positive cash flow position of the company. This has reduced our debt level from £48k in 2021-22 to Nil after paying off the loan in full in 2022-23. Income has decreased by 1.8% year on year to £6.9m (2021-22: £7.1 m). We have also seen an increase in expenses by 8.7% up to £6.6m this year (2021-22: £6.1m). The loss in income is partly attributed to the end of the SDS EF contract. £0.2m {2021-22: £1.7m), with replacement council grants of £1 m secured in the year. DEBT REDUCED FROM £126KTO NIL IN 2 YEARS. The increase in Ihe expenditure can be attributed to Ihe increase in the cost of delivery across England and Scotland, plus a significant investment in payroll to support staff with the cost-of- living and bring in specialisl Functional Skills roles. CURRENT POSITION From a management account perspective, we have an operating surplus of £58k compared to the prior year's surplus of £1.3m. After financial yearend adjustments for deferred income, we have a statutory surplus of £345k (2021-22: £1m). Total funds at the period are £3.780.725 (2022: £3,435,371). Restricted reserves stood at £541,895 (2022: £500.265), and net unrestricted reserves (after the deduction of fixed assets) were £3,218.368 (2022: £2.912.275). With the ongoing single-year granis from local authority commissioning and the increase in the cost of delivery related to the cost of living crisis, having higher reserves will allow us to mitigate any financial risk during the transition period. INVESTING FOR ThE FUTURE Investing in our future is vital to ensure continued delivery and offsets unexpected headwinds. such as the current cosl of living crisis. BUDGETED DEFICIT OF £198K EXCEEDED WITH A MANAGEMENT ACCOUNT SURPLUS OF £58K. STREET LEAGUE RESERVES This year we have implemented an investmenl plan to maximise interest returns on cash held whilst also being invested securely in FSCS-protected accounts. Al year-end, we had £1 m invested across 12 accounts, delivering an annual inlerest rate of 3.9%. We plan to increase these investments while utilising both instant access and term-limited accounts to maximise relurns and keep our reserves secure. This means that any money we hold can aid in building a sustainable future for us. and any interesi earned can be reinvested into our staff and operations. 5.9 MONTHS IN MARCH 2023. "DESPITE ASIGNIFICANT CHANGE IN OUR FUNDING MODEL, WE EXCEEDED OUR BUDGET TARGETS FOR THE YEAR BY FINANCIAL PERFORMANCE (2018- 2023) FOCUSING ON BUDGET CONTROL. WE IMPLEMENTED 8,CW,C SEVERAL NEW MEASURESTO TRACK OUR SPENDING MORE 7.CW.Ofy) CLOSELY AND IDENTIFY AREAS WHERE WE COULD REDUCE COSTS WHILST STILL ENSURING THE QUALITY OF DELIVERY. 6.CW.C 5,LY(I,OCQ Income E¥penditure 4.c￿.0(￿1 3.W).OCKI SuTpluslOtficit 2.C(Q,C( I,cro,c( JAMES RENNIE DIRECTOR OF FINANCE 11111 2019-20 20£0-21 2C:1-22 2024-23 (l.(￿￿).(m 29 30 TRUSTEE REPORT STREET LEAGUE él BOARD OF TRUSTEES ,FINANCE, AUDIT & RISK COMMITtEE HR& REMUNERATION COMMITTEE NOMINATIONS COMMITTEE OUR TRUSTEES The trustees present their report and the audited financial statements for the year ended 31 March 2023. Included within the trustees. report is the directors. report as required by company law. Reference and administrative information set out on pages 69-71 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 wilh FRS 102. JOHN COLEMAN ANDY RANSOM DEE TOWNSEND Chair of the Board of Trustees Vice Chair of ihe Board of Trustees Chair of the Finance, Audit and Risk Committee The trustees review the aims. objectives and activities of the charity each year. This report looks 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 Ihe benefits the charity has brought to Ihose groups of people that it is set up to help. The review also helps the trustees ensure the charity's aims, objectives, and activities remained focused on its stated charitable purpose. .a• OWN YOUR FUTURE LESLEY GIDDINS STUART BEAVER JONATHAN RENNIE Chair of the HR and Remuneration Committee Truslee TTuslee 31 32 PLANS FOR THE FUTURE LIQUIDITY RISK The objective is to manage liquidity risk to ensure that the charity can meet its financial obligations as they fall due. Street League expects to be able to meet its financial obligations through tight control of cash flow. There are occasions where funding is not received within the expected timeline and if there is insufficient cash to meet these obligations. 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 parlners. Despile Ihe change around us, Slreet League remains steadfastly committed to delivering its mission and continuous improvement. To tackle dee 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 ambilions for young people and their future. INCOME RISK A large proportion of Street League's income is through commissioned income (payment by results) contracts, which are granted by government. local authorities or sub-contracted through other training providers. Renewal of contracts can be uncertain, particularly those for which we sub-contract given the added volatility of the contractor's financial position. Slreet League's objeclive is to ensure that we maximise the value of any contract awarded but also secure funding from a wide range of income streams (lo include corporate, grants, events and venture philanthropy) to reduce reliance on any one stream of income and protect the charity from not being able lo fulfil its charitable objectives. PRINCIPAL RISKS AND UNCERTAINTIES The trustees are satisfied that these arrangemenls, combined wilh the oversight of our executive and continued improvements this year will ensure Street League's services are suitably resourced for the foreseeable future. SAFEGUARDING RISK Streel League's trustees and senior management team continue to place particular emphasis and attenlion on how we safeguard the young people whom we support. We appointed a senior management team member as a safeguarding lead who, alongside NSPCC and Street League slaff, have a rolling consistent training programme that ensures staff have the correct knowledge and understanding io deal with, what are, complex and sometimes dangerous situations. Safeguarding is discussed at every board meeling with a review of any incidents arising since last board. Lesley Giddins, Chair of the HR and Remuneration Committee, also remains on the quarterly safeguarding review group. Streel League's executive manage and review the risk regisler 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 regisler annually with risks split into several key areas: 1. Finances 2. People 3. Operations 4. Governance and systems HEALTH AND SAFETY RISK Like safeguarding, Street League appointed a senior management team member to lead our efforts to ensure the safety of young people we work wilh and our staff. We have implemented policies to ensure that the regulations and guidelines for the welfare of young people and Ihe safety of our staff are met. A staff working group. which also reviews safeguarding, meets regularly throughout the year with reports being submitted to the Finance and Audit Committee on a quarterly basis. The Finance, Audit and Risk Committee reviews Finance risks quarterly while the HR and Remuneration Committee reviews People risks semi-annually. Operalional 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 aclions we introduce. GOING CONCERN The truslees have considered the going concern of the charity for a period of 12 months from the approval of these financial statements based on regular forecasting and upcoming funding and confirm that are no material uncertainties about the charitable company s ability to continue as a going concern. 33 34 RESERVE POLICY 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 charitls 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 restflcted funds held, but these might increase due to timing differences between receipt of the income and expenditure on the specified purpose. The Board of Trustees reviews Street League's reserves policy annually. PURPOSE OF THE POLICY To secure Street League's future and ensure all young people have Ihe opportunity of secure employment and a brighter future, we need to be able to provide reliable services over the longer term. We must be able lo 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. RECOMMENDATION This policy recommends the unrestricted reserve levels for Street League are at least four months of expenditure. In March 2023 we had reserves that covered 5.9 months of expenditure. Total funds at the period are £3,780,725 (2022: £3,435,371). Restricted reserves stood at £541,895 (2022: £500.265) and net unrestricted reserves (after the deduction of fixed assets) were £3,218,368 (£2,912,275). PURPOSE OF RESERVES Slreet League's funding is derived from a mix of public (prime contractor and sU￿COntractor} and private sector income. Income is provided by numerous providers thus offering securiiy bul there is level of risk that budgets will be reduced. and funding levels amended accordingly. GOVERNANCE, STRUCTURE AND MANAGEMENT STREE[ LEAGUE IS COMMIThED TO WORKING TOWARD THE HIGHEST STANDARDS OF GOVERNANCE. 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 siluation. This may include acting to reduce costs in line with available funding or covering costs whilst seeking replacemenl funding. We continued to operate our governance framework of quarterly Board meelings and Committee meetings. We standardised the terms of reference for our committees and formalised our trustee inductions. 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. The organisation is a charitable company limited by guarantee, incorporaled on 24 November 2003, and registered as a charity on 22 December 2003. The company was established under a memorandum of ass¢xiation. which established the objects and powers of the charitable company and is governed under its articles of association. CATEGORIES OF RESERVES There are two categories of reserves.. General Fund (unrestrlcted) and Restrlcted Funds. Members of the charity guarantee to contribute an amount not exceeding £1 to the assets of the charity in the event of winding up. The total number of such guarantees at 31 March 2023 was six (2022: six). The trustees are members of the charity. but this entitles them only to voting righls. The trustees have no beneficial interest in the charity. All trustees give their time voluntarily and receive no benefits from the charity. Any expenses reclaimed from Ihe charity are set out in note 12 to the accounts. 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 dislribute 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 has strong leadership in place with Dougie Stevenson as the Chief Executive Officer followed by the Senior Management team. They are collectively referred to as the SMT. The SMTS 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. The charity continues to identify and exploit opportunilies 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. 35 36 STATEMENT OF RESPONSIBILITIES OF THE TRUSTEES TRUSTEE RECRUITMENT AND INDUCTION The trustees (who are also directors of Street League forthe 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 statements for each financial year which give a true and fair view of the state of affairs of the charilable company and of the incoming resources and application of resources, including the income and expendilure, of Ihe charitable company for that period. In preparing these financial statements, the trustees are required to: 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 reelected 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. 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 and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements. Prepare the financial statements on the going concem basis unless it is inappropriate to presume that the charity will continue in operation. The trustees are responsible for keeping proper accounting records Ihat disclose with reasonable accuracy at any time the financial position of the charilable company and enable them lo ensure that the financial stalements 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. REMUNERATION POLICY FOR KEY MANAGEMENT PERSONNEL An HR and Remuneration Committee meels twice a year. It is chaired by an elected trustee, Lesley Giddins (with extensive experience in Equality. Diversity and Inclusion), and attended by the Board's Chair (John Coleman). The Chief Executive Officer and Director of Human Resources attend on behalf of the Senior Management Team and other attendees are invited as required. The committee sets the pay levels for senior management and decides on annual pay awards for staff out side of the performance related increments within Street League's Remuneration Policy. The committee also advises on stralegic HR issues such as the development of a People Strategy for Street League and wider Employee Relations matters. In so far as the trustees are aware.. There is no relevanl audit information of which the charitable company's auditors are unaware. The trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit informalion and to eslablish that the auditors are aware of that information. The trustees are responsible for the maintenance and integriiy of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial Siatements may differ from legislation in other jurisdictions. The trustees who acted during the year are set oui on page 69-71. AUDITORS Beever & Struthers were r&appointed as the charitable company's audilors 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 27 July 2023 and signed on their behalf by: JOHN COLEMAN DEE TOWNSEND Chair of the Board of Truslees Chair of the Finance, Audit and Risk Committee 37 38 AUDIT REPORT OPINION We have audited the financial statements of Street League"the charitable company. for the year ended 31 March 2023 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 Slandards, including FRS 102 Yhe Financial Reporting Standard applicable in the UK and Republic of Ireland" (United Kingdom Generally Accepted Accounting Practice). INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF STREET LEAGUE. IN OUR OPINION, THE FINANCIAL STATEMENTS: give a true and fair view of the state of the charitable companls affairs as at 31 March 2023 and of its incoming resources and application of resources for the year then ended. have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice: and have been prepared in accordance with the requirements of the Companies Act 2006. BASIS FOR OPINION We conducied our audit in accordance wilh International Standards on Auditing (UK) (ISAS (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditorfs responsibilities for the audit of the financial statements section of our report. We are independent of the charilable company in accordance with the elhical 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 sufficienl 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. Based on the work we have performed, we have not idenlified any material uncertainlies relating to events or condttions that, individually or collectively, may cast significant doubt on the Charitable Company's abilily to conlinue as a going concem for a period of at least twelve months from when the financial statemenls are aulhorised 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. 39 OTHER INFORMATION MATtERS ON WHICH WEARE REQUIRED TO REPORT BY EXCEPTION The other information comprises the information included in the annual report, other than the financial statements and our auditorfs report thereon. The trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the other informalion. Our opinion on the financial statements does not cover the other information and. except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. In 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. 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: In connection with our audit of the financial statemenls our responsibility is to read the other information and, in doing so, consider whether the other informalion is materially inconsistent with the financial slatements or our knowledge oblained in the audit or otherwise appears lo 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 olher information. we are required to report that fact. adequate accounting records have not been kept, or returns adequate for our audit have nol been received from branches not visited by us: or the financial statements are not in agreement with the accounting records and returns: or certain disclosures of trustees, remuneration specified by law are not made,. or we have not received all the information and explanations we require for our audil; or the trustees were not entitled to prepare the financial statements in accordance with the small companies, regime and take advantage of the small companies, exemptions in preparing the trustees, report and from the requirement to prepare a strategic report. We have nothing to report in this regard. OPINIONS ON OTHER MATTERS PRESCRIBED BYTHE COMPANIES ACT 2006 RESPONSIBILITIES OF TRUSTEES As explained more fully in the Statement of responsibilities of Ihe trustees set out on pages 37. the trustees (who are also Ihe 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 Ihey give a true and fair view, and for such internal conlrol as the Irustees determine is necessary lo enable the preparation of financial statements that are free from material misstatement. whether due to fraud or error. In our opinion, based on the work undertaken in the course of the audil: the information given in the trustees, report, which includes the directors, report prepared for the purposes of company law for Ihe financial year for which the financial stalements are prepared is consistent with the financial statements- and the directors. report included within the Irustees, report has been prepared in accordance with applicable legal requirements. In preparing the financial statements. the trustees are responsible for assessing the charitable companls 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. 41 42 AUDITOR'S RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL STATEMENTS Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error. and to issue 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 expecled to influence the economic decisions of users taken on the basis of these financial statemenls. 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 audiling 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 non-compliance with laws and regulations and cannot be expected to detect all fraud and nonon trrust*) Qee Towns8)d (Trustoej 47 Street L8ague Notes to ttie accounts for the y￿r end6d 31 M￿ch 2023 Stre8t L￿ue Ncrfes to the rnnts th• w ￿ded 31 Mrych Xt23 [¢￿tInu•d) 1 Accountlig po*lps d I￿¢>m• The prinopol occountKw polioe5 adoptKI. judgm￿t5 and key source5 of e5tffnat￿n unwtointyin the prqxjrotvn of the firjanool stotwnwts ore set out l)dow. Income is rwntsed Wh￿ the ch¢7rity hos ￿trtleMait to the lunds onypwformonce condit￿n$ ottocht)Y to the itwn(s) of inwme hLive been met, it is proboble thot the whl be I￿ay ond th• amount con bern￿s￿ra ra*7bty. 80s& of pr•pomttbn IrLvme from govwnrn￿t ond othw gronts. whethw ￿pitar gronts or 'rev￿￿e'9rants ￿ r￿Jgn￿ed whan the thority has ￿tIl￿wIt to the funds ony pwformonce coné1t￿nS ottt70baY to the grants have be￿ met. it pfobobl8 thot thew?me l)e rw•J ond the omount ojn be rdk7bty ond fj not d￿￿r￿. The finondol $tOt￿entS hove be6Y) prepored fft occordonce wrth Accountng ond Rwrtry by chorJt￿. Stot6Yr)eYJt of R￿0￿me￿d￿l Pructre oppfrcuble to Charit￿ prepor￿g thar oLxx)unts in acxx)rdurte with the Firianuol Reporting Standard Gpplicoble ￿ the UK and Republr of iTdLrnd (FRS 102) [eff￿￿tWe l Jonuory 2019J- [ChorIt￿S SORP (FRS 702J). the Fii)onaal R￿orting Stondord opp&Ycobl8 in the UK ond Rwblrof Ir*nd (FRS 102) ond the compon￿ Act 2000. The finunc￿l Stat6¥n￿t$ org pr￿r￿ ￿ Stwkng whK* is the funrtKtnul currgKy of the d￿rIty. roundgj to the n6vrest pound. Income •) od¥rnce ol o proW￿n of o sP￿fi￿￿ srne o defwr4xI Unt￿ the critwbj for 4)come rrttgn1t￿n ore m6*. Donat￿ profess￿n01 S4¥ts ond donot&J loc4rfies urertrognised as Income whan the charity hos cx)ntrol over the rt￿n. ony conditions assoc*Jtets with the donot&Y hove be￿ met. the rerwt of econom￿ benefit from the use by the dKJrity of the ts proboble ond thot economk b￿efit con be mwsural feliobty. In ocLvrdonce with the Choritios SORP [FRg 1021 gwtwol voknnteff time is not recognIs￿.. rdtsy to the trustees, onnuol report for more fftformotKn oljout thw ointrthitKM. stfed L￿9ue meets the defInit￿n of o puts1￿ b￿6f1t &￿tItY und& FRS 702. Assds ond fiomrties ore r￿OgnIS￿l ot historKYl Lyst or tronsoctKn volue unl8SS Othwwise stol&Y fft the relewjnt occountfftg poty nottt On rwt, donot&l profes￿rtaI ond Oonot&Y foJliti6s oro rKognis•Y on th• bosis of the tffjlue of the grft to tlje ctrortty whrh is the urnount the charity would havebe￿> wllhng lo pay to obtain s6Yvice5 or facth'tw of umylent ￿n0m¢ on the Op￿ mofkgt.. a c>xrespoTrYlng amount Is th￿ f￿)gnIs￿l ￿ expwdlture in the psy￿￿ ol r6Wt. b Judg•n￿ntS and t•y sourc•s of •Jtkn0t1￿ of unc•rtaknty The pr6porat￿n of the linonciol Stattrn￿ts r￿uKeS monogana)t to moke ￿￿96*1)￿1t$ estimates ond ossumptions thot off6ft the ornounts r6port￿. rhese éstunotes and judg*Wn6Trts ore contfftuoty ond are bos&J on exp6Y1￿c¥ ond othw lactors indudfflg exp￿tOl￿n$ of future ww)ts that ore to be r￿Sono￿le und6Y the cKcumstonces. Exomples of these HJclgWnW)t& estimotes and assumpt￿n5 d6pr￿.otIOn. occruols ond prep0yM￿rs ond in￿rne r￿jnrt￿n. Donotions ond othw f￿{)t$ from funLlr0ts￿9 orer￿urt￿gr0SS ond oreoccount&l for on o r6Ymble bo$l& ¢ knparotbn or th• o¢¢ount$ on a 9ohw cor¢•m ba811 Intwest on funds hdd on d4)ostt ts induO&Y whw r￿￿bI$ ond th& omount b8 m6vsuK&Y r*bly by the LSJority.' ths is normoty upon notthwt￿n of the int￿eSt poid or poyabla by the 8onk. Th8 trust8es ¢onsidw thot th•8or8 no motwial Unwto￿tIas ttbout th• charitoblo ¢omponls ablity to continuo as a going conwn. The a￿o￿ntS are thtrYeloreprq)or&l on thegoing concffn I￿51$. The trustees do not consklw thot thwe ore ony sourc*s of estiinotkin uncwloirity ot the rwrtb>g dote thot hove o signrfjcont risk of o)using o MotW￿l 0dNStm￿t to the c>Jrrwng omount of oss*s ond Inbtht*s wjthn the 72 months of opprovfftg these finnt¥olstat£vn￿t$. Unrestrit&l funds ore0m7￿0le to swd on o¢tivk*s thot furthw ¢iny of thepurposes of tharlty. De47n0t￿ funds ore Unrestr￿￿1 funds of the d￿ritY whlth the trustees hove ot thw dwetlon to set asrtle to use for a SP￿rp￿pOsa Re5trrtal funds are lunds subiert to sp&yli Lundit￿n5 ￿pOS￿* by the donor who hus sp6vfi￿ funds are to be so* usat lor partxwA7r arévs of th8 GI￿rItYS ¥vork or for sp￿￿￿Pro*S bong undwtak•i by the L*orily. 49 50 Street Lacyuo Notes to the IKcounts thé y￿￿d￿￿ 31 Mtrch 1723 [C￿tInu8d) Str86t Layue Notes to tho ocuKJnts f(x the 31 March 2023[<￿tInUed) g E￿•ndttur* ond kr•¢ov•rabh VA T EXp￿ditUre is r￿gniS*) once thtve Is o l¥ol or ￿nStrUCt￿O obligotion to moke o poYM￿t to o th*d porty. it proboble thol $*t1￿￿t will be r￿u￿&y ond the omount of the obtyot%)n ct)n tsemaysur￿ r*Jbfy. Expwdrture Is classifi￿ under the followKw octivity ￿￿&￿9$.. Cr•Yitors ond prowistins arg rwnisal whwo the tharity hos c prosait obhgot•?n r￿￿)¢￿9 from o post wait that probabty result ￿ the trcnsfw of funds to G thAYd porty and the omount due to settle the oblig0t￿n o7n be m￿Sur￿9 or r4obty. Cr8dFtors ond proklgons ore normaltyf￿gn1sE￿Y ot thar Settl￿￿t omount aftw omowfftig for ony trooe Otscounts Oue Exp￿drture on roisirig funds ore tI￿Se Gosts w)￿rr￿j •) ottro¢tww ￿)￿ntorY nxome ond those yjrray in troding octiwties thot ruise funds. ExP￿dItUre on tharitoble ￿eS on b￿￿11 of its anp10￿$. The ossds of these sthemes ore S￿OrOte to those of the chority. The ￿ens￿n ct)st shown r￿reSentS ntfbutions po￿ts& Oy the L*orrfyon 06*￿If of the wnployees ond it hos no olhtsy IM?bilrties lo these sohemss. Irr￿0V￿Qb1e VA T Is ¢horgaY os o ￿$t 0gOnSt the odiwrly for the *¥p•￿iture ¥vos h Akncotkni ofsLWrt cost$ Thwe W￿e￿ntr￿ut￿nS outstat￿lI)g ot the balonce sheet dote of £20,657(2022.. £2IO62). HO 8¥p6Th1iturg rgpr9S6mts th• stoffry ond assoc￿t￿l costs thot support tho Work of tho d￿rrtY but do not d￿￿tlY undwtake Sport choritoble octivitie& HQ support cvsts Inc￿￿e the stoffK)g msts of monrtorirpg ono emyluotion, ouolrty ond o¥formonca org0n1sot￿nol da/*pma)t. fKtonc& wsonnaf. po￿01 ond morkdti?g functions wtjth support the choritrfs progrommes ond actmts￿ These ond govwnonce Lxlsts b Ollo￿ted ond shown tts th[p￿dIture on choriloble ortMtie& The boses on whth support costs ho￿ b OHo￿ted oreset out m note 9. o FI￿￿111*￿truM•nt$ The o)arrtoble compony only hos fnoncx71 o5set5 orld IAYJanwl IK7bditie5 01 o thot quolilyas bus￿ f￿on￿l InStruM￿t$. 8usk flnondol InStrum￿t5 ore initioty r6wgnis&J ot tronsoot*)n value ond subsgJuwtly mgjsurè ot tlw settlwn&Trt volue wrth the eKLytK)n ol bank h￿nS whth ore subs￿uenlty meosured ol omortis£cl Lx)st Usiyg the eff&*we ￿ttreSt m6*hod. l Op•mt*ig Ip08•8 Opwotng 160ses ore Iwses in whth the titlg to the osset% oncl the fi#$ ond rwords of ownwslp. wlth the lessor. R￿t01 ¢horges ore chor4￿ on o straoht the bogs ovw the 16Ym of the leose J Tofw fh•d a*A•t* Indwiduol fixrfl ossets costlng £750 or more ure ￿pItal"S¢ll ot cost and oredeprg)oted ow th* estlmut•Y useful ￿nomIC Ives on o strofvJht Ikng ts0￿ os foknws.. Computw equpment Short twm thsthokl Impfovwn￿tS Furniture & fittings Office 6qu￿m￿t Ir ossds 2 ywffs 4 ya)rs 4 yGcis 4 yairs * O•btors Trada ond oth* dd>tors or6 r￿￿onI$￿ ot th& sotllthntht omount dué olttr ony tmd• dtso)unt offtr*Y. epaYm￿t5 ore Volut￿ ot the amount net of ony trade diso)unts due. I Co&% ot bont cr￿ kn I￿nd Cosh ot bank ond cash ￿ hond in(Sudes cosh ond Short term hUhty1*7u￿ inVestm￿t5 wrth o maturfy of thr* months or less from the dotè of 0￿u￿1t￿n or Op￿ing of the d￿0$rt or spnhor o¢rount. 51 52 Street LO￿u0 N¢)tss to the (Kcounts fty the Y•￿￿dad 51 M¢xch 2023 (cwbfnuadl Stroet L8L7gue Not•s to th8 (M￿nts th• y•x ￿rf•d 31 M(rch 2023 (cffitlnu•YJ Logolstatusof th•d￿rty Incom• from oth•r trod*A7 OCtkvttA•s 2023 2022 Tlje chorrtyjs o componylMnrtÉd by guorontee registtr￿ fft Englond ond Woks ond hos no shore coprtol. In the 6wI of the chyity t)a"ng wound up, the [￿lty fft reso&4 of the guorontee Is 1¥7wlaY to £1 membef of the chjrity. TI￿r¥St￿&10ffKeiY￿*asSiS discl058d0np￿. othw trodmy irirzjme &58 838 Unrestrit8J Restrict Toto12023 Toto12022 Al kno)me from othw trod￿9 OCtivft&s Is Lmrestrict&Y. V6Mture ph￿nthrOp*. Inspiring Scotlond Donat￿n$ Donot&Y s¥￿•5 Imi•stm•nt *Kom• 897.700 31.2£X) 891.700 1,077.538 07.262 SQ7.053 1.075.070 14.026 7.040.338 67.262 Al of the o*urrtYs iivestmwpt wKome urises from money Wd IF? intffest b￿r￿g deposit accounts. All N)v8stmmt iiyti)m• ts Unr#$tr*t￿. Totol 922.900 2.03a500 1.080.L C04t of rolth9 I￿%19 2023 2022 rotal by fund 31 Marth 2022 1.057.880 02a203 t080.089 Stoff Lx)sts Ev￿t ¢osts 330.883 99.704 335.PO8 46.331 In¢om• from ¢horttobl• actlrfRI•s 430,587 382.299 Unr•strlct Rarfrlct** rotol 2023 Toto12022 2023 2022 Controcted Sffvr•&' Skims D￿￿opm￿jt SGOtbnd Commiss￿n&￿ Controct Incom• Gront ond Pwformonce Rdotè Grant Agrewjwts 391.831 746.972 39IA31 i.n5SQl 2.110.812 5P5.815 96a529 UnrestrKt&t aW￿dIture 430.587 382.299 1.tQ5.804 1.785.557 2.791.421 2074.50P 430.587 382.299 Totol 2.744.067 2.154.CEO 4.89a753 5J87.136 Total by ftsnd 31 Morth 2022 4.124.080 1263.050 5,387.130 53 54 Stré•t L￿U• Notes to the acctwnts for th• end8d 31 M+ych 2023 (ccnunu￿) Ntrtes to the ￿nts ftythe 31 X123 (cmtlnu￿J Anotys£* of •>￿*￿ttur• ¢horttobb N•t tsom• for eh year Totol 2023 Totol 2022 Tth5 IS Stot* oftw d]argw/(cr&*rtryJ. 2023 2022 D￿T￿tkIn Inlw8St Opffol￿g levs•rffjtols' Fyopwty Oth Auditor's r￿unerat￿n - oudrt fees 18511 1.193 15.21 5.199 staff Lx>sts Acodemy tt*st5 OwhEods Govwnonce costs (see note ?) Support costs (S￿ note 9) 4.024.047 1025.532 1030.005 3.74a158 952.591 884.076 152.945 20.894 t3,￿0 21.861 71.742 Tr.107 8a945 6.172.032 5.690255 stoff costs durry the ya7f wweos foA7w*. 2023 2022 2023 2022 Woges ond sok7rMs Soi>?1 SÈYtsrrfy costs Empbfft ￿ntr*￿tIOnS undoncy and twminL7l￿n tt>sts In pa￿￿t$ Empby8e costs 3.700.920 3.543.503 335.448 132.780 19,456 Tr.048 3a770 Restrlct&l eXp￿ditUre Unr8Strrt6xY a¥P￿d￿tUr8 3,035.302 3.13727Q 1.977.58J 3.772.672 744.172 4,789 16.995 40.042 SA190.255 4.359.T25 4.089.Lni Anatr81s of Svv•rrrtv￿o and support coats Aa)cot•d os foknv* Cosr ol roisng f¢mds 330.883 33S.908 Bosts of opp0rttonm￿¢ pport Gownonc• Totol 2023 chorit0bleoctnAt￿. pport wsts 4.024,047 4.795 748.158 4.885 stoff costs Audrt fees Consultoncy $6Yvices Legol and professiinol Lvsts Gov6Ynance 4.795 17.742 n.742 7.050 09.401 7.050 07.202 4.359.r25 4.089.(m 2.199 79.107 13.941 93.018 Theovwoge numtsw of stott during thep￿￿a wos 132 (2022.. 725J. Theovwoge full time ¢yulvaknt numbw of staff ￿￿pIo￿l durhg Ihepwbd wo$ 128 (2022.. 122). The k6y monog6YnwsI pwsonnd ol the thorrfy comprises of the Irust6w ond Swior P4Qnogem￿t T60m. Tho totolanpknyag ￿￿er￿S of thè k8ymrJnug&nwtt pws(Jnnaf of th8 thority WEY8£499.048 (2022.. £513.310). 55 56 Notes to the Crc(￿nts for the yvjr end&1 31 M(xch 2023 (C￿￿nued) Street L8(yue Notes to the wcounts the Year￿d￿ 31 Mrych 2023 (GWtlnu&lJ staff ¢osts (cort) Govorr#n8nt gronts Tho numb• of anploy8&% whose thirnlng5 l￿dud￿9 ￿￿￿n) fal ￿t0 the bonds b*w rhe oownmwjt gronts r£￿gn￿&y in the 0¢￿unt5 wwe os follows.. 2023 2022 2023 2022 £00.0￿ . £70.OC49 £70.001- £80.OLL) £80.007 - £90.000 £90.007 - £700.000 £100.001- £110.000 £770.007 - £120.000 £120.001- £130.CiIO £730,001- £140.CQO Coronovrus RdwIt￿n S(*Jeme Eost A￿sh￿re Counol East Dunbortonshire CounL77 E05t L0th￿n Coun(Jl Eost RénfraVsh￿8 Cutture ond L￿Ure Edinburgh City Counul 50￿￿u[gh City coUn￿- Copitol City Portnwship Enoble Works - Dundee Enoble Works - Eost A￿$￿ffe Enoble Works - North LonorkshK8 Educ¥Jtion ond Skills Fundvw (AEB) Folkirk Counol Gr6￿1* London Authority - Europeon Soool Fund Inwdyde Coun(Jl Monthester Crfy Counoi - MAES Educotion m￿10th￿n CounLJl North Lonofskshire Counol freW5￿￿e Employob*ty Gronts Programme Schoots Skills Da/*prn￿t ScOt￿nd Empk*yobilily Fund - mOd￿n Appr￿>tIGe$￿ips - Notionol Third Wor Choll•Jge Fund South Lonork5hir& Counol West Dunbortonshire Counul West L0th￿n CounL 72.060 80.478 47.925 2,4LTrO 588 24.538 07.621 740.375 27.782 44.452 5.503 1.300 296.3tTr 39.858 Trugtw r•mwwotknn and •x4wns•s ond r•knt•dporty trongq¢tbns 27.783 17.773 22,254 Trust805 or anypwsons conn*tKI wftly thwn rm&Y rwnbur$•n•)t of a¥￿SeS dur¥w the fftyr ol Nll12022.. £49PJ. AggraJL7te donations from retst￿ part￿ ¥V6Ye Nil (2022.. £7,3c(II Thwe ore no don(7tions from rdotay porfies whth ore outskye thè normol course ol l)USiness ond no restr￿￿￿ donotions from rdot&Y partles. 8.922 50.OLIO 77.035 83.028 72.850 47.070 Jonothan R￿n1& a trust8e of the charitoble company is a Portner with the fKm ol soiritors TL T LLP who provk*Etl both pro-l)ono ond discount&* swwGes to the chL7ritoble company n the y6vr to 31 Mori* 2023. The volue of pro-bono ond the benefit of o rthjuction in orms-la)gth legol fées support Ihjs b8en Onsid6Y￿ ￿ these financial StotgTr￿lS and inL*ded ￿ Grfts ot o 01 £2.9CJth No LJY Left8*￿E￿￿ts. fly 78.24 ti* LoirvJs 63 64 Notos to th• txcotmts th• y￿r ￿d￿&S1 P4uroh 2023(contkn¢ Notes to th8 uccowts th• y•3r8ntY•d37 Mjrch 2023[c￿l￿7￿rfJ As•t thX122 20 20X AsthSY 2023 St YWrf2022 41.850 (418503 (>S2463 B.S90J fXM2TOJ (4.280J 12.7 80ifdbWtson th)riW• flwt Ctr14NEL 29UIOO 18n581 (JSOT£57) 3238.8JQ CocchCoi• 47KI 87.294 12.*2 2.gXIOO 1871.581 507.85 2Jg.8JQ 156.0321 P.4451 t725QOI tIM3nJ 32202 FIFA FoL￿￿t￿n a5* .5¢ CFN )iJOS 0450SJ tW.S*TJ 0.3nJ flP.82 rd7.Tr I￿147) .J551 IJ7S•T 2th311 Sg.145 YA# A5olJJ hlor£* 2022 IW20 Z7.Tr3 17AKI 1415497Y) 2.9￿106 004 l900Jn (4.154971J Z.P35.100 P¢¥t47d• SK¥vt rnlst rh• (knY•rF0unJtr¢￿n (JthlS5) 1220 P25P43 (w.oooJ SWs•vthS St. Jojrrfss PITCt CRKTritOts*FLLnlD6 Stutestrnet *0￿￿0t10n Th• LothMwothDn Vothtarythf￿ Norm Lonort We511r￿sle{ Fwyjat 4025 n4.02SJ (4dS021 $62 ?.s J2 8Q610 32M) Other R¢stfKt¢dlrK￿fy <00.0 om•rR*sirtteaincthm• 541.895 s￿595 18*. .917.584 $41.8gS 4780.n5 65 66 ot•s to th• ts)• ytr•nd•d31 Mtr¢h 2023 [cMtkni*dJ Not•5 to thé rteowits forth• ythy •ndod31 lthych 2023(eontkn 2023 2022 34&W 1,002.405 78.511 [Is314J 75.945J f68.882J 1S.210 [896) 228 2.P122 ￿￿O058y￿eGr0Q5• in dobtors .927 rotvl 293SfvJO 105.r24 7242.521 Ury•slr¢t6d Restricted Totol fvnds 2022 2023 ot* 803 179.009 15&589 20.gST to ly￿ ￿L¥s 7.843 1.057.880 028.203 1.08&089 124080 12tA1050 5.387.150 74fd Ati 23 Totrlknc¢ &183.700 1£91.253 7.074.95P CO￿ 0￿ctIS￿E￿n￿r4S 5&m 1429. 47.7•5 [4T.785) 382.29P 582299 &n20r 7.￿7.583 &090.255 Total i4Z9. 4.154.P71 1.P17.583 d072,554 lor lh• y•(Y 10 1.02&7J5 (2d330J 7,002.405 T10￿*r b•t*wn ILW Vle ye¢y 1.028.755 12dSJOJ 7.002405 520A95 2.432.900 2.P3&100 0.2& 1435.3n 67 68 REFERENCE & ADMINISTRATION STATEMENTS CHARITY NAME Street League CHARITY REGISTRATION NUMBERS 1101313 (England & Wales) and SC 038884 (Scotland) COMPANY REGISTRATION NUMBER 04974643 (limited by guarantee) FOR THE YEAR ENDED 31 MARCH 2023 144',.I': Suite 2.4 Waulk Mill 518engal Street Manchester, M4 6LN REGISTERED OFFICE TRUSTEES Trustees. who are also directors under company law. who served during the year and up to the date of this report were as follows: John Coleman- Chairman Andy Ransom - Vice-chairman Stuart Beaver Lesley Giddins William Jonathan Rennie Dee Townsend STRE LEAGUE COMPANY SECRETARY Shilpa Littlewood SENIOR MANAGEMENT TEAM Dougie Stevenson Chief Executive Office Nigel Mansfield - Commercial Director James Rennie - Director of Finance (appointed 0111212022),. Head of Finance & Digital prior to that Kirsty Slevens - Director of Operations Anna Campbell- Director of Conlracts and Quality Michael Youd - Head of People and Resources (resigned 1 ￿0912022> Laura Bentley- Director of Human Resources (appointed 1110412023) BANKERS Barclays Bank plc 99 Hatton Garden London. ECIN 8DN Santander UK plc 298 Deansgate Manchester. M3 4HH 69 70 BANKERS CONTINUED Flagstone Investment Management 1 st Floor. Clareville House 26-27 Oxendon Street London. SWI Y 4EL Soldo Software LTD CIO Wework 119 Marylebone Road London NW15PU SOLICITORS TLT LLP 140 West George Street Glasgow G2 2HG PROFESSIONAL ADVISORS Rocket Science UK Ltd. 2 Melville Street Edinburgh. EH3 7NS Twenty Ten Consultancy Limiied RES Associales Ltd 215, 81 Miller Street Glasgow G11 EB Ivy Data Room contact@ivydataroom.co.uk P8A AUDITORS Beever and Struthers Chartered Accountants and Business Advisors One Express George Leigh Street Manchester M4 5DL AM TODAY IF LEAGUE.. 71 72 **www.streetleague.co.uk @StreetLeagueUK** **England & Wales Charity No. 1101313 Scotland Charity No. SCO 38884**