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← Street League

2024-03-31-accounts

—_, —— Ss — STREET Nene 2023 2024 ANNUAL R E P O R T E

STREET LEAGUE

C O N T E N T S

01

EXECUTIVE SUMMARY EXECUTIVE SUMMARY 02 OVERVIEW OF WORK
Chairman's Welcome 01 Vision & Mission 09
CEO Report 03 Our Values & Brand 10
Where We Work 11
The Need 12
Impact Stories 13

2023-24 IMPACT 03

2023-24 Impact Numbers 15
Fundraising and 17
Partnerships
Our Services 24
Our People 26

04

FINANCIAL REPORT

Financial Performance 31
Trustee Report 34
Auditor's Report 42
Financial Statements 48
Reference Statements 66

CHAIRMAN'S WELCOME

“AS WE REFLECT ON THE PAST 20 YEARS, WE ARE REMINDED OF THE COUNTLESS SUCCESS STORIES AND ACHIEVEMENTS OF THE YOUNG INDIVIDUALS WHO HAVE BENEFITED FROM OUR PROGRAMS.”

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EXECUTIVE SUMMARY

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JOHN COLEMAN
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Dear all,

It is with great pleasure that I welcome you to our annual report celebrating 20 years of dedication to sport and employability work with young people. As Chairman, I am proud of the progress Street League has made over the past two decades in empowering and supporting young people.

Since our inception, our organisation has worked tirelessly to provide young people with the tools and resources they need to succeed and to overcome societal and environmental barriers. From fitness and sport to skills training and career development to work placement and full time work opportunities, we have been committed to giving young people the best opportunity to change their lives for the better.

As we reflect on the past 20 years, we are reminded of the countless success stories and achievements of the young individuals who have benefited from our programs. From landing their dream jobs to starting their own businesses, our alumni continue to make a positive impact in their communities and beyond. I would encourage you to take time to watch our 20 for 20 short film on our website where Street League graduates reflect on their journeys from as far back as 2004.

None of this would have been possible without the unwavering support of our dedicated staff, volunteers, partners, and donors. Their passion and commitment have been instrumental in our success, and I am grateful for their continued faith in our mission.

I invite you to explore this annual report and learn more about the impact we have had on the lives of young people over the last year. Working together, we can continue to make a difference.

Thank you for your continued support and belief in our work.

EXECUTIVE SUMMARY 2 2 Le

CEO REPORT

DOUGIE STEVENSON

STREET LEAGUE

It remains a privilege to lead Street League and I’m delighted to present the CEO Report for 23/24. Street League is an incredibly special organisation, which achieves significant, life-changing, positive impact on the lives of the young people that we serve. This is down to the talent and commitment of our people. Our staff act as the key relationship in young people’s lives.

This year we celebrated our 20th anniversary, with two decades of impact in local communities helping thousands of young people to be healthier and enter employment - this is something that we are immensely proud of. Our services continue to work in communities with young people who need support and who face significant personal and environmental barriers to entering work and progressing with their lives.

Making the move into adulthood is not easy and our young people can face extra and complex challenges including housing insecurity, poor mental health, incredibly low confidence, low or no academic attainment, care responsibilities for infirm parents or younger siblings, no support network or access to money or welfare. We believe in our young people, we don’t believe in labels or rhetoric; we know that with support that they can be active citizens in their own right. Our staff act as the change agent to give young people ‘a leg up’ to realise their potential.

CEO REPORT EXECUTIVE SUMMARY

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OUR TEAM

I want to say `thank you’ to all our incredible staff, for their amazing and enduring dedication throughout the past year. Everyone, no matter which job role you are in, front line or back office, key worker or hidden hero, all plays a part in every single positive progression and employment outcome that a young person achieves. We accomplish this social impact together and therefore celebrate it collectively.

“Street League is an incredibly special organisation, which achieves significant and life changing positive impact in the lives of the young people that it serves. For many young people our staff act as ‘the significant other’ that can help save or change the direction of someone’s life for the better.

Thank you also to our trustees, who are an exemplary group of custodians. The enduring interest, care, engagement, guidance, help and fundraising efforts are simply incredible. Working together with us, you enable the executive team to lead and drive forward Street League’s mission.

OUR MODEL

The incredible mix of sport, learning and employability is a powerful offer to help reset and rebuild a young person’s life. Unemployment, low or no qualifications and poor physical and mental health all have a very significant bearing on the life chances and life expectancy of our young people.

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Young people’s wellbeing
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Our model is mission focused and directly works against these factors by attempting to lift a young person out of their challenging circumstances and set them on a new path with more options, choices and opportunities for a better life.

Our USP is the combination of sport, learning and employability within our service offers.

EXECUTIVE SUMMARY

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SUPPORTING YOUNG PEOPLE

Street League remains committed to delivering its mission for young people and the continuous improvement of services.

We are pleased to share that we helped 1,317 young people into a job, apprenticeship, education and/or a vocational training programme. This is a slight increase of 2% in real terms from last year (2022-23: 1,284).

We engaged a total of 2,550 unemployed young people this year, which collectively resulted in 33,921 individual attendances.

1,197 or 47% of those individuals commenced a 10-14 week Academy programme. 589 engaged via our job clubs and 624 via our street sports service respectively. 280 commenced via activity within secondary schools and 28 young people were supported on a Modern Apprenticeship.

We delivered and certified 823 qualifications on our Academies . 671 young people achieved a qualification and 93 young people achieved two or more qualifications.

Female participation stands at 28% overall or 705 in total. In 23-24 we saw 643 young people from Global Majority communities on our programmes or 25% overall.

A total of 236 or 9% young people disengaged from our programmes this year, a reduction on last year’s disengagement levels (2022-23: 410/15%).

At year end 997 young people remained in Street League services or with direct support from staff.

Global Majority

Female Participation

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maar mons
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*Programme starts exceeds no. of young people engaged as it reflects those that joined more than one of our services

CEO REPORT EXECUTIVE SUMMARY

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BUILDING A SUSTAINABLE FUTURE

The executive team and I are delighted to report that we continue to strengthen our financial position with a statutory surplus of £282,000 . Revenues totalled £6.6m against expenditure of £6.3m.

We continue to see the benefits of a strong fiscal oversight and it is pleasing to note that the five-year consolidated surplus total at Street League stands at £3.5m.

This income has enabled us to significantly improve our reserve position, create a cash flow buffer and moreover facilitate longer term financial planning and investment in our workforce and services.

As noted in a summary of our finances and reserves policy, we have proactively increased our unrestricted reserves level and at March 31st 2024 we achieved 6.6 months’ cover, a small increase on last year which totals £3.5m.

CEO REPORT 6

3 EXECUTIVE SUMMARY

OUR STRATEGY

At Street League our main strategic goal over the next three years is to grow services to reach more young people, with the aim of achieving 2000 outcomes per year.

We want to create a better future for young people and as an organisation we want to do that in a sustainable way. Building and delivering a sustainability plan is one of the 12 key initiatives of our new three-year strategy.

The Reality of youth unemployment is stark. Did you know that being unemployed for longer than 6 months can reduce your life expectancy by five years? Youth unemployment however sits at 12% - the highest level for all age-ranges. 12% accounts for circa 960,000 young people out of work in the UK (of 8m 16-24 year olds). Government stats show that 60% (576,000) of this total number of young people have now stopped looking for work. There is a fairly even split between unemployed males & females - 54% male & 46% female.

Our strategic goals for the next three years are set out here:

1. IMPROVE IMPACT Increase annual hard outcomes by 55%

This overall number is increasing year-on-year and is at its highest level since the pandemic. We face a systemic challenge to help young people out of poverty.

2. IMPROVE REACH Increase annual engagement by 25%

3. IMPROVE PROPOSITION Launch a female only service offer in each region.

The strategy formation process at Street League has been extensivestakeholders, competitors, trustees, staff and young people have all been engaged. We have reviewed our service effectiveness against our mission, studied the factors in the external environment that we face now and in the future, and we have used social impact data and financial viability assessments to inform our decisions on the way forward.

4. IMPROVE FUNDING Increase revenue by 25%

Our new strategy for growth entitled ‘Fit For Future’ focusses on expanding and growing services in the regions within which we already serve, however with a view to reaching new communities in those regions and achieving 2000 outcomes per year by the final year of the plan. We are going to increase engagement, increase service levels and increase fundraising to underpin it. We will be launching an all UK female-only service offer and we will continue to build our data and digital capabilities to report against and learn from our work. The strategy timeframe is April 2024 to March 2027.

5. IMPROVE EFFICIENCY Grow and develop our data and digital capabilities

CEO REPORT EXECUTIVE SUMMARY

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OUR STRATEGIC PARTNERS

Underpinning Street League's services, innovation and growth, are two special strategic relationships, with both Inspiring Scotland and People’s Postcode Lottery respectively. Over the last 15 years Street League has benefited from unrestricted funding from Inspiring Scotland's 1419 fund and more recently the Our Future Now fund. Both funds are a mix of Scottish Government and private philanthropic investment. The incredible players of People’s Postcode Lottery have supported Street League over the last eight years with unrestricted funding via the Postcode Active Trust.

Both relationships are absolutely essential to Street League. The nature of the funding allows Street League to innovate and change services, including both programme content and location, based on the demands of young people. It also allows Street League to match fund investment from private corporate partners or local authorities, which brings significant added-value for all stakeholders by ensuring consistency of service levels in the communities we serve, permanent contracts and job security for Street League staff and continuity of key worker support for young people.

From everyone at Street League we say thank you to both the players of People’s Postcode Lottery and Inspiring Scotland for their enduring support, it makes all the difference to the young people we serve.

OUR STRATEGY 8

3 EXECUTIVE SUMMARY

OUR MISSION

Using sport and education, we help young people into work.

OUR VISION

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

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WHO WE ARE OVERVIEW OF WORK

OUR VALUES

Our values are what unite our workforce and guide our actions as a charity. 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:

ABOUT SPORT AND EMPOWERING YOUNG PEOPLE.

WE WORK HARD. WE ARE BRAVE, LOYAL, AND RESILIENT.

SUPPORTS OUR WELLBEING AND HELPS US MOTIVATE PEOPLE.

WE WORK AS A TEAM WITH COMPASSION AND TO PROMOTE DIVERSITY.

WE ARE RESPONSIBLE, HONEST, AND SELF-AWARE.

OUR BRAND

Our Shield: Synonymous with sport and being part of a community, while also symbolising strength, protection and guarding our young people.

Our Tagline: Is youth-led. Our young people talked about “Own It” as a phrase they use in life for taking responsibility, being brave and resilient. “Your Future” talks to how young people can control their lives.

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WHO WE ARE OVERVIEW OF WORK

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OUR REGIONS

Ayrshire (North, South & East Ayrshire) East Scotland (Edinburgh City, East & West Lothian, Midlothian) Greater Glasgow (Glasgow City, East Dunbartonshire, North & South Lanarkshire)

Greater Manchester (Wythenshawe, Cheetham, Fallowfield & Stockport) London

(Westminster, Southwark & Tower Hamlets) Merseyside

(Liverpool City, Sefton, Halton, Knowsley) South Yorkshire

(Sheffield & Rotherham) Tayside

(Angus, Dundee City, Perth and Kinross) West Midlands

(Birmingham City, Dudley, Walsall) West of Scotland

(Inverclyde, Renfrewshire, East Renfrewshire, West Dunbartonshire, Argyle & Bute) West Yorkshire (Leeds City & Wakefield)

WHERE WE WORK

We are dedicated to making a difference in areas where our services are most needed across the United Kingdom. With our presence spanning from Dundee to London, we are committed to empowering young people to take control of their future and overcome the challenges they face.

In areas of need and deprivation, young people often encounter various obstacles that hinder their 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, Street League aims to address the unique needs of young people living in such areas and provide them with the tools, resources, and support necessary to succeed.

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WHO WE ARE OVERVIEW OF WORK

THE NEED

WITH THE ONGOING IMPACT OF THE PANDEMIC AND THE COST-OF-LIVING CRISIS, 1M CHILDREN AND YOUNG PEOPLE ARE LIVING IN EXTREME POVERTY.

1,000,000

THIS IS MORE THAN TRIPLE THE FIGURE OF YOUNG PEOPLE COMPARED TO 5 YEARS AGO.

(Joseph Rowntree Foundation)

THREE OUT OF FOUR YOUNG PEOPLE BELIEVE THE CURRENT CRISIS WILL RESTRICT THEIR FUTURE JOB PROSPECTS (UK Youth)

OUT 3 OF 4

YOUTH UNEMPLOYMENT IS THREE TIMES THE NATIONAL AVERAGE (ONS, March 2024)

YOUNG PEOPLE: 12%

NATIONAL AV.: 4%

367,000 YOUNG WOMEN CURRENTLY OUT OF WORK, EDUCATION AND TRAINING IN THE UK (ONS, August 2023)

UNPAID 52% OF YOUNG WOMEN WITH SOLE CHILDCARE RESPONSIBILITIES SAY CARE THEY ARE IN DEBT ‘ALL THE TIME’ (Youth Employment UK, 2023)

PERIOD HAS RISEN IN THE UK FROM 12% IN 2022 TO 21% IN 2023 POVERTY (Action Aid)

UNEQUAL YOUNG WOMEN IN WORK, ON AVERAGE EARN £5000 LESS THAN PAY YOUNG MEN THE SAME AGE

(Action Aid)

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WHO WE ARE OVERVIEW OF WORK

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IMPACT STORIES

GROWTH AND DEVELOPMENT: LANDING TWO JOBS WITH STREET LEAGUE

After joining Street League, Barrie has secured himself two jobs within hospitality. Working part time with Kilmarnock football club and full time with Craig Tara Holiday Park. Barrie is also a part of the Street League Youth Board. On first meeting Barrie before joining our No One Left Behind Programme, he struggled with motivation and belief, but after a short time he become a true role model for the participants, always showing up on time and taking part in all tasks with 100% effort.

Barrie brings great confidence to the Youth Board and is always eager to learn. Barrie has mentioned hopefully working for Street League one day and has now become a great ambassador for our young people.

“STREET LEAGUE HAS HELPED ME A LOT WITH GETTING BACK UP ON MY FEET AND START WORKING AGAIN. I WAS OUT OF EMPLOYMENT FOR ALMOST A YEAR WHEN I JOINED THE COURSE AND THROUGHOUT DOING THE COURSE IT’S HELPED ME GROW CONFIDENCE AGAIN AND WORK TOWARDS GETTING A JOB, ASHLEIGH, AND RYAN BOTH HELPED A LOT WITH HELPING ME NOT JUST GET ONE JOB BUT TWO. I AM WORKING FULL TIME AT CRAIG TARA AND PART-TIME AT RUGBY PARK, KILMARNOCK FC WITHIN THEIR HOSPITALITY TEAM.

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OUR IMPACT OVERVIEW OF WORK

FINDING A NEW PASSION: CREATING A NEW CAREER FOR STEPHANIE

Stephanie participated in our NOLB (No-one left behind) Employability programme on 15th May 2023 for a 12 week programme. During this she gained more employability knowledge, working on her personal skills and gained an insight into different industries with site visits and employer talks.

Following the programme, Stephanie took part in a two week work experience at Little Pandas Nursery. Following this she was offered a full-time apprenticeship with the nursery.

STEP BY STEP: KIETH’S TRANSFERABLE SPORTS SKILLS

Kieth participated in one of our schools programmes last year at Castlehead High School and joined in enthusiastically with the sports side of that delivery.

Kieth joined our Full-time NOLB programme in January as a progression from Street Sports and he came on leaps and bounds over the first few weeks.

He went along to a work placement trial at Pandamonium Playcentre in Erskine and really enjoyed it and the employer feedback was really good. They wanted to give him another shift which he agreed to and then with speaking to the employer they agreed to employ him on a part-time basis as he was doing so well.

“I WOULDN’T HAVE FOUND THE RIGHT PLACE FOR ME WITHOUT STREET LEAGUE”

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OUR IMPACT OVERVIEW OF WORK

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20232024 IMPACT NUMBERS

2,550 unemployed young people engaged in programmes.

1,197 started an Academy programme.

1,317 employment, apprenticeship, education or training outcomes achieved.

823

qualifications delivered.

SUPPORTING REFERRAL ROUTES

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SCHOOL LEAVERS UNEMPLOYED
@
THIRD SECTOR TRAINING AND
e) @ © SKILLS ORGS
16 - 30 SOCIAL MEDIA
OVERCOMING CONFIDENCE SELF-REFERRAL
@(2)O Pte -
BARRIERS BUILDING
LOCAL IMPROVED
JOB CENTRES
SCHOOLS
COMMUNITIES WELLBEING
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OUR IMPACT 2023-2024 IMPACT

2,897 77% of young people we engaged reported barriers.

705 236 28% of participants were 9% of our young people female. disengaged from services.

Top Barriers

Has no prior work experience (1152) Claiming benefits (609) Comes from a workless background (305) Care experienced (256) Current situation impacted by COVID-19 (148)

643 33,921 25% of participants were individual attendances. Global Majority.

OUR SERVICES PROGRESSIONS

LONG-TERM

SUSTAINED EMPLOYMENT OUTCOMES 3 AFTERCARE SERVICES

EMPLOYMENT ACADEMY STREET SPORTS 3 AFTERCARE SERVICES ~~I~~ EDUCATION ~~@ -~~ NEW OR HIGHER LEVEL

NEW OR HIGHER LEVEL QUALIFICATIONS

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TRAINING
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JOB CLUB
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IMPROVED HEALTH AND WELLBEING

APPRENTICESHIPS

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OUR IMPACT 2023-2024 IMPACT

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FUNDRAISING & PARTNERSHIPS

On behalf of all the team here at Street League, we want to say a huge thank you for your support for what has been another fantastic year for the charity. You have walked alongside us and the young people we support over the last 12 months in what has been one of the toughest years for us all with the cost of living crisis. So many of you stepped up and increased your support in so many ways, which means so much to us. You helped us financially, you helped us with your time, you helped us with your expertise, you helped provide jobs for our young people – thank you.

When we share our ‘family’ of supporters with others, we feel so proud. You are an amazing group of individual donors, trusts, foundations, companies and local authorities, that collectively allow us to operate every day and change the lives of young people that are crying out for our help. I hope you all feel just as proud in what you help us achieve. Together you have donated over £6.5m in the last year that ensures that we can keep changing the lives of our young people, offering them hope, opportunity, and a pathway to a brighter future.

Thank you.

COMMERCIAL FUNDRAISING

We would like to celebrate the collective efforts of trusts, foundations, individuals, and companies that have joined forces with us over the last year to make a lasting impact. Through their invaluable contributions, these partners have become instrumental in our mission to transform lives and create opportunities for the young people we work with.

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NIGEL MANSFIELD COMMERCIAL DIRECTOR

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FUNDRAISING & PARTNERSHIPS 2023-2024 IMPACT

MAJOR DONORS, TRUSTS & FOUNDATIONS

Peter Kershaw Trust

Kilpatrick Fraser Charitable Trust

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FUNDRAISING & PARTNERSHIPS 2023-2024 IMPACT

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CORPORATE PARTNERS

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FUNDRAISING & PARTNERSHIPS 2023-2024 IMPACT

SPECIAL MENTIONS

CVC & DHL UK Foundation

CVC and The DHL UK Foundation, two of our longest standing corporate partnerships have reached their £2m milestones – donating vital funds to help young people throughout the UK to get into work.

Since 2012, Street League and CVC have hosted the Challenge Victory Cup, a 5-a-side football tournament made up of CVC clients and city firms across the capital. Now in its 12th year, the tournament features 32 teams raising £250,000 each year.

Working in partnership since 2017, the DHL UK Foundation has supported Street League young people across eight key locations providing funding along with the skills, experience and opportunities required to secure meaningful sustained employment. To date 3,500 young people have been supported through the partnership.

Laureus Sport for Good

Street League is now into the fifteenth year of the partnership with the Laureus Sport for Good Foundation and their invaluable support has helped underpin our programmes in numerous regions across England and Scotland. Over the last three years, they have been supporting our work in Edinburgh and Liverpool and have helped hundreds of young people into work, education and training.

Kusuma Trust

The fantastic support from the Kusuma Trust has enabled Street League to support young people from our Sport and Employability Academy based in Southwark, London. This two-year partnership helps young people develop the vital skills and confidence needed to set them up for the future, as well as giving them the opportunity to gain multiple qualifications.

Scottish Government through the Children, Young People, Families and Adult Learning Third Sector Fund

Through this grant, Street League is supporting young people to increase their employability skills, develop essential life-skills and improve their educational attainment in four communities across Scotland.

Focused on supporting young people in deprived areas, we are able to improve the life chances of young people living in or on the edges of poverty.

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FUNDRAISING & PARTNERSHIPS 2023-2024 IMPACT

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COMMISSIONED FUNDRAISING

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 effective 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.

We’ve worked hard this year with our colleagues in Commercial and in Operations 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 the UK.

ANNA CAMPBELL DIRECTOR OF CONTRACTS AND QUALITY

We operate with 11 regional teams 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 City, West Lothian, East Lothian, Dundee, Angus, North Lanarkshire, Inverclyde, Renfrewshire and East Renfrewshire. We also operate in East and North Ayrshire and have a service in Argyll and Bute respectively.

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 opportunities where Street League can make an impact.

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.

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FUNDRAISING & PARTNERSHIPS 2023-2024 IMPACT

Looking forward we are preparing for growth within our commissioned services portfolio and as part of the new three year strategy we are hopeful of securing employability and skills contracts across all regions. In the year ahead we are privileged to deliver new commissions as part of the UK Shared Prosperity Fund on behalf of Greater Manchester combined authority in partnership with WEA, Birmingham City Council and Dudley Council. In Scotland, we are expanding services into Perth and Kinross delivering ‘No One Left Behind’ services.

“OUR PUBLIC SECTOR PARTNERSHIPS ARE A PRIORITY FOR STREET LEAGUE AND A LARGE PART OF OUR FUTURE STRATEGY. EMPLOYABILITY, SKILLS AND TRAINING FUNDING IS AN IMPORTANT PART OF OUR MODEL TO DELIVER LONG TERM SUSTAINABLE SERVICES TO YOUNG PEOPLE IN DISADVANTAGED COMMUNITIES ACROSS THE UK.

SPECIAL MENTIONS

Enable Works

This year we celebrate our third year of partnership working with our colleagues at Enable. We are privileged to deliver services as part of both their employability portfolios in both Glasgow and Dundee respectively. Services in Dundee this year took an extra dimension with the delivery of parental employment support fund also. With the end of National training programmes and European funding, third sector portfolio partnerships are key in ensuring service levels are maintained in the most disadvantaged communities. We commend Enable’s leadership in this area and look forward to working with them in the year ahead.

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FUNDRAISING & PARTNERSHIPS 2023-2024 IMPACT

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IMPACT STORY - BIG YELLOW SPOTLIGHT

BREAKING THE STIGMA: HOW BOANERGE ROSE ABOVE HIS SETBACKS

Boanerge is young man who started with Street League in September 2023. He had some previous employment experience in an admin role and was keen to gain further valuable work experience to boost his employability and life skills with Street League’s help. Boanerge has autism and felt that sometimes this could be a barrier to employment and affected his confidence and social interactions. At Street League, with the help of his Progressions Co-ordinator and YCC, Boanerge worked on improving his CV, increasing his confidence through group employability and sports sessions at our Clapham hub and attending jobs fairs to find out about opportunities. We found that the sports sessions in particular were very beneficial in helping Boanerge interact positively with others, follow instructions and have fun.

In December, an opportunity for a work placement with Big Yellow presented itself and Boanerge was keen as it offered a chance to be trained up in a general work role with a variety of tasks and develop further work experience. Boanerge was also happy that the staff at Big Yellow Beckenham were very welcoming when he attended his interview and had an understanding regarding his learning difficulties and how they could help make his transition back into employment as comfortable as possible. Boanerge completed his 3 month work placement in April 2024 , enjoyed his experience and is confident that it will have a positive effect on his personal and professional development.

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OUR IMPACT 2023-2024 IMPACT

OUR SERVICES

Working closely with our Head of UK Operations, we hold the responsibility for overseeing the social impact and performance of Street League across 11 regions. National Operations has gone from strength to strength as we have managed to not only maintain but grow our presence across our communities. Our investment into growth allows us to increase our profile for fundraising potential and to engage more young people who need our support.

Our vision for the year ahead centres around successful launch of our new 24-27 strategy, continuing to build consistency across our regions and achieve new records of social impact in outcomes, jobs, and sustainment.

Furthermore, our strong partnerships with commercial stakeholders such as DHL, Barclays, and Chanel, to name a few, allow us to enrich our services by offering real life workshops and employer visits that provide young people with valuable insights into the world of 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.

Unemployment is not the sole difficulty they encounter; many also struggle with confidence, selfesteem, 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.

STAFF TRAINING AND CPD £ 1 9 , 0 0 0 Spent on Street League staff training and CPD

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STAFF KIT
£ 1 8 , 0 0 0
Spent on Street League staff
kit
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KIRSTY STEVEN DIRECTOR OF OPERATIONS

We use our staff feedback and our youth board to ensure we remain youth informed at every stage of strategic decision making. Such feedback loops have allowed us to develop our carbon footprint and financial awareness workshops which now are part of our academy content UK wide. We have also used our youth board to be the apex of our female programme design, ensuring the content and model meets the needs of this demographic across our UK regions.

23 2023-2024 IMPACT

OPERATIONS 24

We are incredibly proud of what our teams have achieved this past year. Notably, for some of our regions, new records were achieved. Merseyside achieved the highest social impact in six years, West Yorkshire achieved highest social impact since region launch in 2014, Tayside achieved highest outcomes since region launch in 2016, Manchester achieved social impact target for first time since 2016, and West Scotland Team have surpassed 200 outcomes for third year in a row.

Over the last six years, we celebrate achieving a consolidated 7,959 hard outcomes (jobs, education and training), and also note that 3,525 of them have been employment destinations. In 23/24, Street League operations yielded 694 jobs for young people: the highest on record and also achieved 53% six month sustainment which is a five year high.

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Total Outcomes Jobs
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1400
1,397 1,375
1,345
1,317
1,284
1200 1,241
1000
800
694
680
600
610 603
540
400
398
200
0
2018/19 2019/20 2020/21 2021/22 2022/23 2023/24
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Total Yearly Outcomes

24 2023-2024 IMPACT

OPERATIONS 25

OUR PEOPLE

Throughout the year the Human Resources Department has developed significantly both in operational implementation and across our key Strategic areas. We implemented a new HRIS platform, increasing our ability to communicate with our employees directly as well as manage and report on relevant metrics for the organisation.

EMPLOYEE ENGAGEMENT

On a very positive note, we were delighted to see an increase in our scores across all areas of our employee survey for the 23/24 financial year, with some of our highest results since 2016.

Various questions in our survey covered our mission, vision and values, strength in leadership, learning and development and overall goal clarity, analysing the results has shown that, as an organisation, our goal clarity has increased significantly over the last year, ensuring that supporting our young people is at the forefront of what we do.

We listened to our employees when they highlighted the importance of reward and recognition and in Q4, we completed the third performance-based pay rise cycle together with a 3% cost of living increase. Employee engagement in the survey has increased from 67% to 78% over the last three years, demonstrating a keen interest in shaping the future of the organisation

OVERALL SURVEY RESULTS YEAR ON YEAR

"OUR EMPLOYEE VALUE PROPOSITION IS ALWAYS AT THE FOREFRONT OF WHAT OUR

DEPARTMENT DELIVERS. IF OUR EMPLOYEES FEEL VALUED, SO WILL OUR YOUNG PEOPLE.”

The HR team also completed a benchmarking exercise to ensure that our overall package of benefits and our salary scale are competitive and inline with market value to ensure we can attract and retain strong talent within the organisation. Moving forward, we will be relaunching and rebranding our Employee Value Proposition to raise awareness of our benefits and promote physical, mental and financial wellbeing for our employees.

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PEOPLE 26

20TH ANNIVERSARY STAFF EVENT : ARCHES GLASGOW MAY 2024

SL20

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PEOPLE 2023-2024 IMPACT

LEARNING AND DEVELOPMENT

In our 23/24 employee survey results, we saw a marked improvement in the feedback for our L&D offering with the majority of employees advising they have had the opportunity to undertake relevant training to do their job to the best of their ability.

The HR Team, together with the Senior Management, are working hard to develop new opportunities in this area going forward including Information, Advice and Guidance training, further Mental Health First Aid Accreditation and ACES training for our front-line employees.

Plans are also under way to offer Accredited Leadership training for our Managers and Head of Department roles to further strengthen our already strong foundations in this area.

LAURA BENTLEY DIRECTOR OF HUMAN RESOURCES

EQUALITY, DIVERSITY & INCLUSION

Our Equality, Diversity and Inclusion forum is now established within the organisation having been in place since 2022. The forum is always developing and innovating in terms of how we utilise the input and feedback from our attendees.

In the 23/24 financial year, as a forum we reviewed and implemented the updated Equity and Inclusion policy, amending the language the policy contained and ensuring we considered all cultures, backgrounds and abilities prior to communicating the policy to the wider organisation.

The forum was also responsible for contributing to our ED&I Calendar which is now distributed across all our Offices and Regions. The calendar provides different information and dates celebrating all cultures and awareness initiatives. This has been a valuable tool allowing our employees to build front line activities around awareness of diversity as well as directing our communications via social media and internal channels to reach a wider audience.

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PEOPLE 2023-2024 IMPACT

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IMPACT STORIES

FEELING DISENGAGED: SPARKING A NEW START FOR SHANTELLE

Shantelle was introduced to us over the summer 2022. She was looking for advice on how to get into a career in childcare. She was wary due to her previous experience in education. We assured her we are different to school and she decided to take that step to come and work with Street League.

Though it was difficult at first to focus, we reassured Shantelle that we were here to help and showed patience settling her back into a classroom setting. Throughout the Academy, she had various personal issues which worsened her mental health and would’ve been a tremendous obstacle to most young people.

However, we encouraged plenty of open dialogue and Shantelle’s attendance never dropped. She spoke openly and honestly with us, whilst also taking time to care for others in the Academy going through similar mental health struggles. I believe this to be the key turning point, as after this she was more focused and determined to come out of the Academy with genuine job prospects. She understood Street League as an organisation wanting nothing but to help her and regained her trust in education.

“AFTER PREVIOUS BAD EXPERIENCES IN EDUCATION, STREET LEAGUE REALLY CHANGED MY PERSPECTIVE ON WHAT I AM CAPABLE OF”

I’M LOOKING FORWARD TO GOING TO COLLEGE AND NOW FEEL MORE CONFIDENT IN MEETING NEW PEOPLE. I DON’T FEEL AS ANXIOUS ABOUT GOING INTO A NEW SITUATION.

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OUR IMPACT 2023-2024 IMPACT

EXPERIENCE LEADING TO A NEW CAREER: FINDING THE RIGHT PLACE FOR BILLIE-JO

Billie-Jo (16) joined in summer 2023 after hearing about Street League via social media and arranged to meet Street League in a local Job Centre. Billie has previously studied engineering at college, but her priority was now to find a job which could give her some work-experience, as well as to earn some extra cash so that she could enjoy summer with her friends.

Billie-Jo needed help making a CV and applying for jobs. We had quick success by tailoring each application to the name and needs of the business/role she applied for. After a couple of weeks, Billie-Jo was invited for an interview with One-Stop. Together we met up and did some mock interview preparation to help boost her confidence. BillieJo smashed the interview and secured the job, starting in July 2023.

I BELIEVE I’VE COME A LONG WAY WITH THE SUPPORT FROM STREET 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.”

Billie-Jo has recently reached her 12-month anniversary, completing a successful sustainment. Billie-Jo has gained valuable experience communicating with customers, working as part of a team and having to compete tasks to a tight deadline. Billie-Jo still has hopes to secure a career within engineering in the future, however this has been a great starting step in her career journey. In her spare time, Billie runs her own business ‘Billies Creations’, printing and creating personalised mugs and key rings. Her income from One Stop helps to fund her materials.

CHELSEA’S JOURNEY: BUILDING A STRONG FOUNDATION

Chelsea took part on one of our programs in South Yorkshire.

She has gone on to complete her lifeguard qualifications with Sheffield City Trust. After working hard and finding a new career path Chelsea applied to join Ponds Forge, she was successful in her application and starts her new role in July as a Lifeguard.

“STREET LEAGUE HAS HELPED ME BUILD MY CONFIDENCE AND DEVELOP MY EMPLOYABILITY SKILLS WHICH HAVE HELPED ME GAIN INTERVIEWS AND GIVE ME EXAMPLES TO USE WITHIN THESE. THIS HAS MADE ME FEEL PROUD AND GIVEN ME A SENSE OF DIRECTION IN MY LIFE.”

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OUR IMPACT 2023-2024 IMPACT

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FINANCIAL PERFORMANCE

I ncome has decreased by 4.8% year on year to £6.6m (2022-23: £6.9m). There has been a reduction in the expenses by 4.1% from £6.6m in 2022-23 to £6.3m 2023-24.

Expenses have decreased in proportion to the reduction in income, as the number of delivery teams was reduced accordingly at the beginning of the year. This ensured that resources were efficiently deployed in accordance with the number of successful contracts won by Street League.

From a management account perspective, we have an operating surplus of £422k compared to the prior year’s surplus of £58k. After financial year-end adjustments for deferred income, we have a statutory surplus of £282k (2022-23: £345k).

With the ongoing single-year grants from local authority commissioning and the increase in the cost of delivery related to the cost of living, Street League requires to be prudent with financial and operational planning. We will continue to deploy our hybrid funding model where we combine different types of income, both public and private sector, to facilitate sustainable employability services.

MANAGEMENT ACCOUNTS SURPLUS OF £422K IN 2023-24 AGAINST £58K IN 2022-23.

STREET LEAGUE RESERVES 6.6 MONTHS IN MARCH 2024.

“WE WILL CONTINUE TO DEPLOY OUR HYBRID FUNDING MODEL WHERE WE COMBINE DIFFERENT TYPES OF INCOME, BOTH PUBLIC AND PRIVATE SECTOR, TO FACILITATE SUSTAINABLE EMPLOYABILITY SERVICES.” —-

SHILPA LITTLEWOOD DIRECTOR OF FINANCE

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FINANCIAL PERFORMANCE FINANCIAL REPORT

ENHANCING EFFICIENCY

Finance are in the process of automating accounts payable for enhanced efficiency. We now have improved payroll systems and we are continuously developing in line with technological advancements.

CURRENT POSITION

Total funds at the period are £4,062,493 (2023: £3,780,725). Restricted reserves stood at £600,214 (2023: £541,895) and net unrestricted reserves (after the deduction of fixed assets) were £3,446,107 (2023: £3,218,368).

INVESTING FOR THE FUTURE

Investing in our future is vital to ensure continued delivery and offsets unexpected headwinds, such as the current cost of living crisis.

We are boosting our interest income by investing in FSCS-protected platforms that offer attractive returns. This financial year, we have £2.5 million invested, earning an average interest rate of 3.1%. To maximise returns and maintain the security of our reserves, we plan to manage and grow these investments by balancing instant access funds with long-term, higher-yield investments. This strategy ensures that our funds contribute to building a sustainable future, and the interest earned can be reinvested into our staff and operations.

FINANCIAL PERFORMANCE (2019 – 2024)

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SUSTAINABILITY

We want to create a better future for young people and as an organisation we want to do that sustainably. Building and delivering a sustainability plan is one of the 12 key initiatives of our new three year strategy.

Street League has begun to take steps to reduce it’s carbon footprint including responsible procurement of sports kit and equipment, sourcing from responsible suppliers, reducing consumption of utilities and consumables, increasing office recycling and the introduction of 'slow' and responsible travel where possible.

We will be reviewing our server data storage and we will also be introducing carbon offsetting with tree planting initiatives with staff and young people. Our partners Zero Matters have started collecting and recording our scopes 1, 2 and 3 (where available) emissions for future reporting.

EMISSIONS BASELINE FY 2023-24

STREET LEAGUE CARBON FOOTPRINT = 67.48 TONNES CO2

44.74% 38.23% 12.63% 3.69% 0.71%

breakdown of emissions from each emissions area.

The table above shows the baseline data for Street League. In that year the organisation emitted 67.48 tCO2e to atmosphere as a result of their corporate activities. To put these emissions into context, this 67.48 tCO2e footprint is nearly half as heavy as the Statue of Liberty or driving (by car) the NC500 over 400 times.

This is Street League’s base line carbon footprint assessment. All emission factors have been taken from the UK Governments annual release of emission factors for company reporting. At the moment it is important to note that Street League’s calculation does not cover supply chain, home working, waste emissions, staff commuting or hotel stays. Over the following years Street League will assess its carbon footprint against this base line while also expanding it’s calculation to consider matters that are outside of the current scope. Street League’s long term goal is to remain carbon light and if possible carbon neutral.

CEO REPORT FINANCIAL REPORT

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TRUSTEE REPORT

OUR TRUSTEES

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JOHN COLEMAN
Chair of the Board of Trustees
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LESLEY GIDDINS Chair of the HR and Remuneration Committee

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ANDY RANSOM DEE TOWNSEND
HURBINDER MUDAN
Vice Chair of the Board of Trustees Chair of the Finance, Audit and
Trustee
Risk Committee
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STUART BEAVER JONATHAN RENNIE JACQUIE IRVINE
Trustee Trustee Trustee
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The trustees present their report and the audited financial statements for the year ended 31 March 2024. Included within the trustees’ report is the directors’ report as required by company law.

Reference and administrative information set out on pages 67-68 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. The trustees have regard to the Charity Commission guidance on public benefit. 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 the benefits the charity has brought to those 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.

Street League does not actively participate in public fundraising by reaching out to find new supporters. Our fundraising is instead focused on corporate partnerships and philanthropic support from trusts, foundations and individuals. We therefore don't employ professional fundraisers or third-party organisations to undertake public fundraising. As such, we have received no complaints in relation to our fundraising practices over the last year. Street League complies with the Fundraising Regulator's Code of Fundraising Practice and we take our responsibility to protect vulnerable people and other members of the public in the course of our fundraising activity seriously.

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OUR GOVERNANCE STRUCTURE

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BOARD OF
TRUSTEES
HR &
FINANCE, AUDIT & NOMINATIONS
REMUNERATION
RISK COMMITTEE COMMITTEE
COMMITTEE
SENIOR
MANAGEMENT TEAM
SAFEGUARDING & OPERATIONS EQUALITY,
YOUTH BOARD STAFF FORUM HEALTH & SAFETY PERFORMANCE DIVERSITY &
COMMITTEE MEETINGS (OPM) INCLUSION FORUM
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PLANS FOR THE FUTURE

STREET LEAGUE’S NEW STRATEGY 2024 - 2027 'FIT FOR FUTURE'

The strategy 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.

Over the next three years, our strategy will focus on growth into new communities, within the regions we already operate, increase our engagement levels reaching more young people, while delivering 2000 employment, training and education outcomes per year by the end of year three. We will also be rolling out a female only service offer in each of our regions.

PRINCIPAL RISKS AND UNCERTAINTIES

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.

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:

  1. Finances

  2. People

  3. Operations

  4. 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. 33 TRUSTEE REPORT FINANCIAL REPORT 36 ~~ee~~

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 has access to loan funding which acts as working capital to cover any short-term cash deficit.

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. Street League's objective is to ensure that we maximise the value of any contract awarded but also secure funding from a wide range of income streams (to include corporate, grants, events and venture philanthropy) to reduce reliance on any one stream of income and protect the charity from not being able to fulfil its charitable objectives.

SAFEGUARDING RISK

Street League's trustees and senior management team continue to place particular emphasis and attention 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 staff have a rolling consistent training programme that ensures staff have the correct knowledge and understanding to deal with, what are, complex and sometimes dangerous situations. Safeguarding is discussed at every board meeting 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.

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 with and our staff. We have implemented policies to ensure that the regulations and guidelines for the welfare of young people and the 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.

GOING CONCERN

The trustees 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.

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RESERVE POLICY

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

PURPOSE OF THE POLICY

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

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 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.

CATEGORIES OF RESERVES

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

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.

The charity continues to identify and exploit opportunities to develop unrestricted funding, with an emphasis on aiming to diversify income streams further. Last quarter, our focus was on monitoring expenses and reducing the gap between deferred balances carried forward and brought forward.

The aim is for Street League to increase the percentage of unrestricted income, which will allow us to increase the unrestricted reserves.

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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.

RECOMMENDATION

This policy recommends the unrestricted reserve levels for Street League are at least 5.8 months of expenditure. In March 2024 we had reserves that covered 6.6 months of expenditure. Total funds at the period end are £4,062,493 (2023: £3,780,725). Restricted reserves stood at £600,214 (2023: £541,895) and net unrestricted reserves (after the deduction of fixed assets) were £3,446,107 (£3,218,368).

GOVERNANCE, STRUCTURE AND MANAGEMENT

STREET LEAGUE IS COMMITTED TO WORKING TOWARD THE HIGHEST STANDARDS OF GOVERNANCE.

We continued to operate our governance framework of quarterly Board meetings and Committee meetings. We standardised the terms of reference for our committees and formalised our trustee inductions.

The organisation is a charitable company limited by guarantee, incorporated on 24 November 2003, and registered as a charity on 22 December 2003. The company 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 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 2024 was eight (2023: six). The trustees are members of the charity, but this entitles them only to voting rights. 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 the charity are set out in note 11 to the accounts.

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.

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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 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:

In so far as the trustees are aware:

TRUSTEE RECRUITMENT AND INDUCTION

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 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 outside of the performance related increments within Street League's Remuneration Policy. The committee also advises on strategic HR issues such as the development of a People Strategy for Street League and wider Employee Relations matters.

AUDITORS

Beever & Struthers were re-appointed as the charitable company’s auditors during the year. 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 31 July 2024 and signed on their behalf by:

JOHN COLEMAN Chair of the Board of Trustees

DEE TOWNSEND

Chair of the Finance, Audit and Risk Committee

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AUDIT REPORT

INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF STREET LEAGUE.

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OPINION

We have audited the financial statements of Street League “the charitable company” for the year ended 31 March 2024 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:

· give a true and fair view of the state of the charitable company’s affairs as at 31 March 2024 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 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.

CONCLUSION RELATING TO 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 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.

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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.

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.

We have nothing to report in this regard.

OPINIONS ON OTHER MATTERS PRESCRIBED BY THE COMPANIES ACT 2006

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

the directors’ report included within the trustees’ report has been prepared in accordance with applicable legal requirements. 41 AUDIT REPORT FINANCIAL REPORT 44 ~~sam~~

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.

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:

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

RESPONSIBILITIES OF TRUSTEES

As explained more fully in the Statement of responsibilities of the trustees set out on page 40, 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.

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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 expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below:

Our approach to identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, was as follows:

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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 non-compliance with laws and regulations and cannot be expected to detect all fraud and non-compliance with laws and regulations.

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.

USE OF 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 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.

Suzanne Lomax FCA (Senior Statutory Auditor) For and on behalf of

Statutory Auditor Suite 9b The Beehive Lions Drive Shadsworth Business Park Blackburn BB1 2QS

Date: 5th August 2024

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AUDIT REPORT 47

FINANCIAL STATEMENTS STREEr ,-) IEAG(E FINANCIAL REPORT

Street Le statem￿ al ArnT￿la1 Pdvllle8 onc1￿1￿j I￿¢￿Tr• aml Exprnllw• ac¢w) fty year eNled 31 M•rch 2024 Uwestrtd Re3trrtrd Tot•1 fun 2024 fints kneAtrm•lrom: I,fX$2,795 761,130 1,823,925 Cth•rittble activiii¢$: 2.1fy).512 1007.651 4.708.163 4.M7&7 Other trdint aClivxtst# Inveslnxnts 80,638 80,638 18314 Total Inc¥)m• 3243.945 3.368,781 6.612,726 &94a5TJ EV￿1¢￿￿0n. Raisins funds 465,095 465,095 ￿￿rI￿bIt ciiYibe8: 2.555.401 3310.462 5.865.863 &122& Total •Ypffidllurn 3.020.496 3,310.462 6.330.958 &&iV19 N•1 Income bdore nol gan•llo•wsl on Inwstmwbts 223,449 58J19 281.768 N•1 In¢omo for 223.449 58J19 281.768 Transfer beNeen funds in thc year N•1 Mo￿￿1n1 In lundB for thes 223.449 58J19 281.768 R•condlknllon of fundi Tot81 funds broughi forw•rd 3238,830 541,895 3.780,725 affj3n Total tund8 fornwd 3.462279 (th214 4.(￿2,493 The 5thtenxfti or rmancial activilies incbjdes all gains and10SfeS rec4)gnued in the yeaT. All incon and expeDdilurt derivt from eoniiDullw a¢tivilie$. The brtakthwA of the ameDt of fmiociil activiiies for 2023 are ID¢hthd under Do* 23. 49 FINANCIAL REPORT

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47 FINANCIAL REPORT

FINANCIAL STATEMENTS 50

Street Leaguo Statemenl ol Cash Flows for tho year erHling 31 March 2024 No 2024 Cash w(Nlthd by operatlry acllvltles 23 341750 11¥599 Cash 110￿ from Investlr&7 activttles.. Divid¢nd$. int¢r¢st. and mits from iov¢simeni$ Purchase of tangible fixed asse¢s 80.638 118J15} 13.314 (17,017) Not ea8h In IN•stlffj actlvltJo8 61323 (a 703) Cash flo￿￿ Iroffl linancing activil￿S.. RepaYrt￿nI of bOrM￿LS (47. 785) C•8h In actlvltl08 (47, 785) In¢reas¢ in cash ¥fjd ¢¥sb equivalen¢$ its ¢h¢ ye•T 405.073 55.111 Cash and cash equivaleDls at ¢he beginning of the year 22 3,429,480 3.374,369 Ca•h a￿1 cash ewvalerts at tho 0￿1 af th? y•ar 22 3.834.553 l429.480 51 FINANCIAL REPORT

Str•et Leagu• Notes lo the aM?unts for the yw ￿ded 31 March 2024 1 A¢c¢)unllng pollcl•s The principal tth)urttirtg pDIiL?es J￿8•￿t￿$ kry souttts of esti0￿10￿ utitertattty its the of ihe firt￿￿1 sd ou¢ bdow. Bas18 of preparafjon The financial have beffl PTwavJ in x4>)Id￿ wryth Acc￿nting and Reporting by Ch¥ities.' Siemffll of R¢¢ommendal Pm1￿ ylicle io (F￿r111¢S PTwin8 iheir XCthJDts ID wilh ibe Financial Rq￿rnIng Si&ad 4)plicable in ihe UK and Republic of Irel￿d (FRS 102) (effedive l j￿U&Y 2019)- (Chwiiies SORP (FRS 102)l the Finaticial RqKJrting Stthd 4yli(4)le iti UK ¥1 Republic of IFRS 1021 ￿d tbt COM￿leS AL 2(￿. The filw￿l¥l in St￿1￿8 7hith is th fillKi(¢wl of thr dwity. rwthj to the I%•￿$t pwThJ. Strt La￿u¢ me45 th¢ d¢finilioD of a wthlic bgyfit •tity FRS 102. Assas lithilitifs at initially rwnisd * historical L¥)si or ¢raMtion value unl￿$ (rtIKTrvise stknj ID the xwuntill8 wlicy not b Judgements and k•y Sources of •sllmillon of unco￿1nty The prw&ion of the financial sulan¢￿$ rawires m•went to make j￿￿￿￿ts, estimates ￿UMpI10￿$ ihat affea the ounts ttporttsl. These ¢￿•m￿t$ atyj judEana)is we t￿1}￿U#llY reviLwed )d e bA%ed on expui<LY othtr frdors includin8 pcdaions of futurr that bclievLxI to bc ￿450￿￿]e Und￿ thc LifL¥]mstaKa. Eunplfs of jwlgern•t4 17timd¢S d assumptions xaua]s md prep/yTrthts izwme I￿￿￿1t10n. ¢ Prop•ralOon of tho acc￿nts on a golng ¢oneom ba818 Th¢ In￿C&S oJn5its that thar arc no matCTial U￿z￿a1ntics dKMJt th¢ dwitknl¢ ¢¥)Inp￿￿5 a)ility to witiDUC 85 a going ¢4)n￿l. The iDJslecs do not consider there ze w s(wcts of estimatiOD UK¢rtainty at the TWliD8 dae a si8nifiant risk of causin8 a m#aiAi ￿juS￿<￿I io the win8 ￿ of li&iliiiu within the 12 months of 4iprovinB Ihese fir￿¢191 stattmettts. d In¢om• Income is reC08ms￿ when ihe dwity has ¢niiiIan￿1 io the fuEth, ￿Y pthace condiiions io the it¢m(s) of income have beth m4#. il is pob4>le th# the iw)me will be ffttavtsl tbe nouni w be mta%uttd rdid)ly. Inwmc from goV￿￿ent ¥J o¢hu 'q>ital' 8￿1$ or 'Tev¢Due' granls, is rtwgnisd the clwity h& tiiluna)i io the fiJnds. any pufomimce tThditions att&uJ to the Brn)ts have ttai mrf. it is probasle th& th¢ inwme will be ffxtived thc ￿0￿￿1 ￿ be mtasurnl Idi￿lY MI is ￿ deft¥n IDme tttival itt of * p0visi￿ of a spti7fial strvik 1$ dtkntsl utttil the ttiteJia for iDts)me twtiition ae m#. GIftB In klnd LknnatLYJ profc55ional strvicts th)MateAI fxilitits ￿ n))8tiised as ity))me Twhax the d￿lty Ims Lntml over the itan. any ¢x)nditiows &%siKiatal with th¢ donatfAI it¢m Iwv¢ b¢w tnd. thc nxyipt of aXJDomi¢ baKfit fnjm the by thc ¢tsity of th¢ it¢m is probayle al￿ ¢hat c(onomic benefit ￿ be measur¥J rdidlly. ID wilh the Ch￿111¢5 SORP ff RS 102A geneRI voluniett lime is noi feth8tiisoL' ref)nmb￿10tt. On receipt. professional sa%ryces f&?lities we rtto8nisoJ on the b&si$ of the vatue of the 8ift io the thwity whith is th¢ amount the th&ity would have willing to pay to obtain saviLxs or fxiliti¢s of quivalart wonomic bajefit IJD the Op￿ m*kd,' • coTrwnding is then r¢(wisryJ in apa¥Jiture in the paiod of ￿1p1. FINANCIAL REPORT 52

Slreot Lwuo Note8 to the accounts for the year ended 31 March 2024 (contlnued) Donallon8 Donions aml thh¢T ttLtiO5 fm fillvh'sin8 e ryortol s￿$5 4e r(Y on * ￿1v￿)It kni$. • Int•r•st rec•lvab I￿¢￿$¢ ott hdd ott dwii is induded ￿<1¥&1]e the nouni w be measuMI ￿1￿lY by the Ch￿lty. this is nornuily upon notifi￿tIon of the intenst paid or payd)le by the B￿. f Fund accounong Untstridal fiumls ar available to spd on xivities of the purymm of the dwity. De5i8natal fiuNJs fiuhls of tbe (knity vkni( the trustees bwc dLridoJ at their dIsa￿lOD to sd L4ide io use for a spttific purpose. Re5tridLIl fi￿d$ ￿ fiuMJs subj￿# lo sp￿lfi¢ Lymditions imposal by the donor who has s￿lfi￿1 fiumls xe to be solely used for p￿IL￿￿1&r aTtas of the diariiy's or for spe£ific projeas bang uthakth by the (I￿rItY. ExwNltsr8 aThl IrrecoveraN• VAT FxpeDditur¢ is recognised once ther¢ is a legal or¢onstrnctiv¢ obligation to make a paym¢nt to 8 third party. it is probable that 5cltlement will bc required and thc amounl of the obli8alion can be measurcd rcliably. Expenditure is classified urtdcr the followin8 activity helin8S: FApenditUTe OD raising fvDds ar¢ thos¢ ¢ost$ iDwtTed in altrartirA8 voIuDlary in¢otr¢, and tbos¢ iDcurr¢d in tTadinE activities that rnise funds. Expenditure on ¢haTitable a¢tiviiies includes ihe cosis directly related io the objects of ihe ¢hariiy and in supporting the operalional projects undertaken lo furthe¥ ihe pu￿0$¢$ of th¢ Charity and their &$sociat￿l support Costs. (Xherexpenditure represenis those iiems noi fallin8 Into any otherhe&ling. Irrecoverable VATIS char8ed as • cosi 18Ainsi ibe xiiviiy for wthicb tbe expettdiiures inclllled. h All(￿(￿ d 8144)tyt colts HQ expenditure represents the $t•ffin8 8nd associated ¢os¢s suppon the of ihe ¢h8rily bui do not dirtttly und¢rtak¢ Sport charitable ¥tiviti¢s. W 5UPPOrt wsts includ¢ th¢ staffing wsts of monitoring and ¢valuation, qualily and pcrformance. or8anisational developn￿ll1. finallce. pcr50nnel. payroll aDd llwkctitL8 functiolls Tthich 5UPPOrt thc charity's programmes and acliviiies. These and governance cosis have been allocated and shown as expendiiure OD charitable 8ctivities. The b&ses OD Wtich support costs bave been allocated are set out note 9. l OpratlThJ I￿ Q)erating leases are leases in ￿1¢￿ ihe iitle io ihe assds, and the risks aDd Tew•rds of O*Ttetship, remain witb the lessor. Rental charges 8r¢ ¢horg¢d on i slr4ight liD¢ basis ov¢rthe term of ¢he lease. l Ta￿￿ble flxed aslets Individu￿ fixed ￿setS C05tin¥ £750 or are capitalised at cost aTe depreciated overiheir esiimated useful economic lives on a sirnighi line basis as follows.. Computttequipment Short tem) leasehold inwrovements Furnilure & fitiings Office equiptwit rrassets 2 years 3 years 4 years 4 ye4rs 4 years 53 FINANCIAL REPORT

Stre•t Leagu• Notes lo the accounts lor th• year ended 31 March 2024 (conllnued) Trade and otherdebtors are recognised at the sdilement aDKIUDi due after trle discount offered. Prepayments are valued t the amunt prepaid Det o(aDy trade discounts due. I Ca•h at •Thl In Cash at bank and cash in baDd include5 and short tcrm highly liquid invcstmcDts with A short maturity of tbTee llK>ntb5 or less from thedaieo(xquisition oropening of ihe depo$ii or similu %￿UAl. m Crodtty• aryl wtyl$l CTediiors and Provisions are recognised ￿e1c the Charity has a preseni oblig￿10￿ Tesuliing from a past event that will probably result in the Iransfer of funds to a third party and the amount due lo settle ihe obligation can be measured or estIn￿ted reliably. Creditor5 and provisioDS are DOM￿llY recogDised at tbeirsrttletncnt ￿￿unt aft￿ allowing for tTle di$¢ounis due. The charitable company contribuies to defined ¢ODtribution pension schemes on behalf of ils en)ployees. The assets of these h¢m¢s ar¢ entirely $cparat¢ to tFLo$eofihe charity. The peD$ion cost $howD Tepr¢s¢nts ¢ontribulions payable by the ¢haTity tsn behalf of the ¢mployees it has rto other liabilities to thtse s¢hem¢s. Thtte wrtccorttribulioDS OUtstaDdittR at the bal￿tt shttt date of £22 J42 (2023: £20.657). o Flnanclal In8trwnerts The charitable Company only has financial assets financial liabilities of a kind that qualify #s basic firtancial instruments. Basic financial inslrnmenis att initi4lly YrKo8nistyJ it trnisaction value and subsequently measutrjj ai their settlement value with ihe exceplion of bank loans Ththich aTe Subsequently measured a¢ amortised cosl using the effK¢iv¢ iDtetest trthod. Leyl •t•tu• ¢trdrlty The ch8Ti¢y is a cotDp•ny limit￿1 by guwtee regR$teTed in FDgland •nd Wales b•5 no sh8re c￿]1￿1. ID tbe eveDt of tb¢ barity being wvund up, Ihe liability in Tespert of lh¢ guaTaDtee is limited to £1 p¢rm¢mb¢r of tb¢ chority. Th¢ T¢gist¢red office address is disclosed on D66. Income don•OtX Restrid Tot1 2024 Tola12023 veniu￿ Philanthropy: Inspiring So)ilar41 Donations rknn&*LYI wvi¢ 759.9JO 1.200 759.930 1.049.495 14,51)0 891.706 1.077.538 67,262 1,048.295 14,5 Tolal I,{￿￿.795 761.130 1.823.925 2.036,506 Total by fund 31 March 2023 1.113.600 922,906 2,036,506 FINANCIAL REPORT 54

Slrnet League Note8 to the account8 for the yw ended 31 March 2024 (conllnued) In¢¢)mo itrom ¢h•rltsbl• a¢llvlt10• Urjtstiid Re5trid Totsl 2024 Tola12023 ConiMed Servius.. Skills Ik¥d￿ment SoAknd Commission¢d Contr& hwme Grn)i at)d Pufom)aKe Rel&•J 66,291 278.387 66,291 1.315.266 391,831 1.715.501 1.036,879 1,755.834 1.570,772 3.326,fJ)6 2.791,421 Tolal 2,1(X),512 2.fA17,651 4.708,163 4,898,753 Total by lund 31 Alftrti 2023 2,744,667 2. 154,086 4,898,753 Inveslmenl Income All of ihe inv¢stsn¢Dt irKonK aises from mow beld ID inta¢￿ b¢wi08 dqMii xcthjnts. All invesknatt ino)me is unresirid Cost ol ralslng lund• 2024 2023 Siaff Ev¢nt c(ssts 381,123 83,972 330,883 99,704 465.(￿5 430,587 2024 2023 465.(Y)S 430.587 465,(85 430.587 55 FINANCIAL REPORT

(See note 8) Support (See note 8)

53 FINANCIAL REPORT

FINANCIAL STATEMENTS 56

Str••l Lèagu• Nol•s lo th• accounts for the year ended 31 March 2024 (continued) 10 Siaff cost8 Staff costs durin8 tbe yeuwrre as follow5: 2024 Wagcs and salaries Social $e¢urity cosls Employcr pcnsion cotttributiofis Redundancy and tenninatioll costs In lieu payments Fmployec bcnefit costs 3,772.109 374239 143.947 36J78 65.013 9.713 3. 766.926 380.801 144. 172 4. 789 16.995 4.401 J99 4.359. 725 All•xal•d a8 follcws: Cost of raising funds 381.123 ChaTiiableaclivities: Support Costs 4,018,911 lJ65 4.024.047 4.401399 4.359. 725 The av¢raRe numberof slaff emploved durinR the Deriod was 117 (2023= 132). The averaRe ￿11 time equivaieDI numberof staff enwloyed durinR the period was 113 (2023: 128). The key management personnel of ihe ¢harily comprises of the Irusiees and Senior Management TeanL The loial employee b¢nefils of the key management personnel of the charily wrre £630.014 (2023= £499,648). The numbLY of employtts wthose earnirtgs (exeluding tsnployttpthsion) fell into the bands btlowmtre: 2024 £70.001 . £80.000 £80,001- £90.000 £90.001- £100,000 £ioo.001-£iio.000 £110.001-£120,000 £I20.001-£l30￿00 £130.001- £140,000 £140,001- £150.000 57 FINANCIAL REPORT

Str••l L•agu• Not•s to the accounts for the year ended 31 March 2024 (continued) 11 Trth r•mww•WM •ryl •xprt•& •rKI rdat•d wty tr•rt•cllty Trustees orany persons conne¢ied with ibem Tettived reimbuTsemeDt ofexpenses during tbe yearof £1.059 (2023: ￿]). Aggregatedonations from related parties Mrre Kil (2023.. KII). Thue are no donaiiotts from ye1￿¢d parties ￿1¢h aye outside ihe nornMI courseofbtssiness and no restrictcd donaiions from relaied parties. Jonathatt Rettnie. th trusiee of ihe charii•bletompatty is a Partnerwith ihe firni of soliciioys TLTLIP provideAI both pro- bono and discoun1￿ services to ¢he charitablewmpany in the year lo 31 MaTch 2024. The value of pro-bono servi¢es and the benefit of a rcduction in arn￿-leD8l￿ le8al fce5 SUPPOrt beeD COD5idcnxl in th&se financial statements and includ￿1 in &'fts in Kind at a value of £3 JOO (2023: £2900). No oiher irustee or person relaied io ihe ¢hariiy had any personal inieresi in any conira¢t or tr4nsa¢tion eniered inlo by the cbarity, in¢luding 8UaTartt¢es. during th¢ y¢ar(2023: ￿)). 12 G¢werm￿ warts The gov¢rntnent grnDtS T¢w8DiS￿ in tbea¢wunts ThrT¢ follows: 2024 Fast Ayrshire Council Easi Djnbanonshire Council Easi Lothian Council East RenfrMhire Couneil Edinburgh City Council- C¥>iial City Partnership Fnable Works- [￿nde¢ Fnable Works- E881 Ayrshire Enabl¢ Works- Gl&sgow Jablc WoTki- ￿rth Lanarkshire Educaiion and Skills Funding Agency (AEB) Falkirk Council Cteater London Auihorily . European Social Fund (J&sgowCoun¢il - Towds Beil¢r Future lllver¢lyde Coun¢il Midlothian Council Irth Ayrshire Courttil N)rth L4D8t*$hiTe Council R¢nfrC￿hir¢ Employability &ants ProgTrm Schools Skills tkvelopuwit s￿lIalld Fmployability Fund - Modern Apprentt¢¢sbip$ - National Third Sector Ch4ll¢n8¢ FuDd Souih Lanarkshite Council West t￿nbartOnshite Council West Lothian Council 54.668 86J68 46.155 17J34 72.066 86.478 47.925 67,621 146J75 27.782 265.043 179.602 44.452 5503 l J66 296J09 193.672 23,746 82.476 39.858 77.635 24J49 61JOI 63.164 8J74 83.028 72.856 47,676 197.150 94.663 100.018 48,488 103.091 40283 66291 77.078 55.195 I J05,416 1. T￿,6zJ Th¢ unfulfilld Conditions and conlin8￿cles a¢ixhin8 ¢0 the gr•ntS MfTe across fvIfiIIiDg the delivery of Siree¢ Lwue acadeTnies wljich spanDcd thc Ycar cDd. FINANCIAL REPORT 58

Street League Notes to the accounts for the year ended 31 March 2024 (conllnued) 13 Carpxatlon tsx The cbarity is exempi from tax on income and 8ains ￿11￿8 wiihin Cbapttt 3 of Part I l of the co￿Or#I10n Tax Act 2010 or S¢¢tion 256 of the T8xaiion ofch8Tge8ble C•in$ A¢¢ 1992 10 ihe exieDI that ihese ore 8pplied to ils charitable objeds. No lox har%¢$ hav¢ aris¢n in tFA¢ ¢ILJrity. 14 Flx•d ••••ts: t•wbbl• ••••ts Furnitute & Totsl At l Awil 2023 Athkniio 21274 9.571 256.232 17.416 19)1) 25.143 8W 3&850 352.070 18.315 (901} At 31 2024 22.274 9,571 271747 2&042 3&8S0 369.484 D•w•elallon At I AFrfiI 2023 Ch8t for tht yex 22.274 9.571 237.023 20.714 3&850 331.608 21.7LM A¢ 31 Math 2024 21274 9,571 257.737 24.8 31850 353,312 N•t book valu• Al 31 Math 2024 is.oi 16.172 A131 Marth 2023 19.209 20,462 15 2023 353.137 44.136 62.979 529,249 38.471 4 1.475 4￿.252 809, 195 16 Crndlbx8: •mounts l•lllTrJ thJ• flthln •)n• y•ar 2024 2023 Trnk her crli1th5 bJ *x7uals 51.102 57,110 47.590 91682 75.064 58,S02 56.514 90.332 248.484 278,412 59 FINANCIAL REPORT

Stv••t Lwu• Notes to the a￿ount8 forth• y•ar •nd•d 31 Ilarch 2024 (contlnu•d) 17 AB4t l ApJ 2023 As￿37 M￿Ch 2024 rd 38.15 11.062 38.850 I.OS8 10.741 NY M¢]knD C71ANEL E Ayrshr¢Coun¢ik BP 130.WS {J5.1100) {8.900) {45,768) {86.J68) {46.155) {17.JJ4) {229.886) 3$.( 45,768 E4 DuJbarb)nthwe Couoc¢l-NOLB Lothvall &uncil. NOLB 46,155 17J34 229J86 JS.1$7 I79￿2 89.970 22WJ 25.000 23.740 E4 ￿fr￿￿Tre C•Meil. PESF Works- fkndee WvTks. lkndtt. PESF Works- GkLyw P¢tS (hDnochy Tro {179.602) {4S.1700} 122.1)Wl 44.970 10.51¥J 25,iXX) G￿￿W C•un¢ii.Towards Futyr¢ {23.746 (99.804) 40269 41356 IDspwin8 S¢othAd 577370 112.OS$ {577270) {242.487} 59.129 Couttil. UKSPF 12.476 43.723 {82.476} {21.862) {50.1100) 21.861 17.51X) 2.wj 17.500 82.000 4,167 12.( MUFG Lwtrll J1221 24J49 61JOI J6JS8 63.164 Nomb Ayrthry¢ C4vKii. NOL NoTth NOLB 124.549) {61,501) 13(558) {63.164) {00.4)00) Fou#d8t￿)ti Scomsh ￿¥¢[￿￿￿tth[olllb th¢ThLWr(ll, Peop 25,000 25.￿x) 401.114 {408.114) {00.000) {42.IM) {31.lJO) Sh4rtdlmwt 38J61 6.431 Support(d by thc 82.978 29.071 166.802 {1$4.038} 41.835 541.195 3.361.781 JJIO.462) 000214 FINANCIAL REPORT 60

Strn•t Lwu• Notas to tho •¢¢ount8 for th yw•nd•d 31 March 2024(￿ntInU0dI 17 BNY Mdio AwyhiRCwAfa21. BRF iirywj kn l Ay21. 31 JMI 24. F•nilia awj hAbJh L￿m¥ S(aL* Fthd 61 FINANCIAL REPORT

Strn•t Lwu• Notas to tho •¢¢ount8 for th yw•nd•d 31 March 2024(￿ntInU0dI Si. J¥at' PLI SitrCknubltTrdttt Wal L￿￿￿￿c¥￿tIl. PFSF < £20.th) 17 A•1 As31 Mth 2023 2023 Sp 51. 1&269 {12.950 38.850 11.062 31.013 CIIANEL Ew¢ AYThh1￿ CTr￿￿1. BRF 766 8&478 47.925 67.621 1375 27.782 44,452 55,641 39.610 (30,7661 186.478} {47.925} {67.621 114&375 Q7.782) 141,452) IS7.￿3 {39.610 E•t L4thib CLuKil Ciiy C(JunLII.Cw¢d City PU¢A￿lp Wokn. E A)Tshi Fmielity FIMthIL FIFA FothJir 16.Sikl 4Q209 15118) twiring Saxl•¥J [403.￿}￿ Q5(59D (172.1 YPG YAF 59,829 39.858 35,C 51,756 l64, 71.635 139.858) KFC ITATCH UK YtyAb 17JTrJ (51.756) I7,￿￿j S2,r midlo¢h1￿ Ctiwdtil MVFG i￿￿J1 (77.635 QO.833 167 C¢rfhbirtal Autknrity (446 (￿,440 13,028 sn 183.028 l& ￿lI1¢r FtyAdti RthfrNthire EMpI￿111ty s￿lISh Powc 149.4251 {40,fth) Styjth L•MksknC(JQ(il Swe Str<d trry the Cbaity of$ir￿(bad (4.488 (SA281} (85.375) 281 101.322 Iii. 127.647 30.(KX) 31710 {31710) (103.iVI {40.283 (81.711) (f4I.317 103.091 •X283 Wttt L￿h1￿ cou￿1 W¢1¢mi￿¢1 Ftyjthi 14.(07 74.751 29.071 YN1265 3.07(W2 13.035.3621 541.895 FINANCIAL REPORT 62

** Y•ar•Th￿ 31 2024 An•ty818 ol mv4enh•rt In wwo8trlclJd knd 2024 Awil 2023 2024 3.23&830 J.243.945 0.020,496) 3,462,279 3.231830 3.243.945 0.020.496) 3.462.279 com￿111¥• Mtyl• of mcw•rn•M In W￿••1¢d 202J Asxjl 2023 Apil 2022 19J5.IL 3.871,581 .567.8571 3.231,830 19J5.ILNS 3.871.581 Q.567.8571 3.2J8,830 olfvnd 0•¥crI￿(¥¥ n•bx• •nd olth• knd 19 An•ty•l• of n•1 ••••ts b￿••n frx 2024 RestriL￿￿ T¢ Twble fix•J Nrt I￿0]￿111¢1¢11 14172 3.446,1 i&ir2 0rf1.214 4.046.321 T￿ 3.461279 0th).214 4,1)62,493 Tail A62 32IBJ68 541395 ).?￿0) T<4hl 3J38.830 541J95 3.780.725 17¢+.•)1 13lJ32 Ix&v 2J 44.179 67J13 63 FINANCIAL REPORT

** Y•ar•Th￿ 31 2024 AflAyq Al31￿tt J.429.4Q 4ty5.0?J J.8J4JSJ T1 3.429. 53 2024 281.761 A•￿MmI•10r. 21.704 180ffi381 iasii 1133141 sAk Orr￿¢d asÉ¢ts Dtcrcastllill¢r Rw)nthllon ol lund• Tokl fiThtd X3.724 41MO 34SJ54 71 Totalfund•u¥rfthl forn•d 378072 FINANCIAL REPORT 64

REFERENCE & ADMINISTRATION STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2024

69 65REFERENCE AND ADMINISTRATION STATEMENTS

70 FINANCIAL REPORT

CHARITY NAME

Street League

CHARITY REGISTRATION NUMBERS COMPANY REGISTRATION NUMBER

CHARITY REGISTRATION NUMBERS 1101313 (England & Wales) and SC 038884 (Scotland) COMPANY REGISTRATION NUMBER 04974643 (limited by guarantee) ICO NUMBER Z9137870 REGISTERED OFFICE Suite 2.4 Waulk Mill 51 Bengal Street Manchester, M4 6LN

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 Jacquie Irvine (appointed 21/3/2024) Hurbinder Mudan (appointed 21/3/2024)

COMPANY SECRETARY Shilpa Littlewood Dougie Stevenson – Chief Executive Office SENIOR MANAGEMENT TEAM Nigel Mansfield – Commercial Director James Rennie - Director of Finance (resigned 31/8/2023) Shilpa Littlewood - Director of Finance (appointed 01/09/2023) Kirsty Stevens – Director of Operations Anna Campbell - Director of Contracts and Quality Laura Bentley - Director of Human Resources

BANKERS

Barclays Bank plc 99 Hatton Garden London, EC1N 8DN

62

FINANCIAL STATEMENTS FINANCIAL REPORT

66

BANKERS CONTINUED

SOLICITORS

PROFESSIONAL ADVISORS

Flagstone Investment Management 1st Floor, Clareville House 26-27 Oxendon Street London, SW1Y 4EL Soldo Software LTD C/O WeWork 119 Marylebone Road London NW1 5PU

TLT LLP 140 West George Street Glasgow G2 2HG

Rocket Science UK Ltd. 2 Melville Street Edinburgh, EH3 7NS Ivy Data Room contact@ivydataroom.co.uk Roemer Barnes Consultancy 2 King Street Nottingham NG1 2AS Sport + Recreational Alliance Holburn Tower 137-144 High Holburn London WCV 6PL Lark Owl 10 Anson Place Plymouth Devon PL4 9DD

Hayes 13th Floor Apex Tower High Street New Maldon Surrey KT3 4DQ

AUDITORS

Beever and Struthers Chartered Accountants and Business Advisors Suite 9b, The Beehive Lions Drive Shadsworth Business Park Blackburn, BB1 2QS

70 FINANCIAL REPORT

REFERENCE AND ADMINISTRATION STATEMENTS 65

72

www.streetleague.co.uk @StreetLeagueUK

England & Wales Charity No. 1101313 Scotland Charity No. SCO 38884