STREET
LEAGUE
ANNUAL24
REPORT 25

"I was scared as I had nowhereto go
bLrt I knew I could do it and
Street League helped me get there."

CONTENTS
O I EXECUTIVE SUMMARY 0 3 2024-25 IMPACT
Chairman's Welcome
01
2024-25 Impact Numbers 15
CEO Report
04
Fundraising and
Partnerships
17
0 2 OVERVIEW OF WORK
Our Services
26
Vision & Mission
10
Our People
34
Our Values & Brand
11
Industry Recognition
37
Where We Work
12
04 FINANCIAL REPORT
The Need
13
Financial Performance
39
Trustee Report
Accreditations
43
51
Auditor's Report
53
Financial Statements
59
Reference Statements
79
i¥
srREEr
LEAGUE

f.1
l#
CHAIRMAN'S WELCOME
"l am proud of the record breaking progress Str&t League has
made in the last12 months, the highest ever social impact and the
highest ever revenue, which are both fantastic metrics to achieve
in the first year of our'Fit For FLrture' strategy."

Dear all,
It is with great pleasure that I welcome you to our 2024/25 Annual Report. The year has
given us much to celebrate and be positive about.
Our services are dedicated to the young people we work for delivering high quality sport,
education and employability programmes. As Chairman, l am proud of the record-breaking
progress Street League has made in the last 12 months, the highest ever social impact and
the highest ever revenue, which are both fantastic metrics to achieve in the first year of our
'Fit For Future, strategy.
Since our inception, Street League 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.
We couldn't be prouder of the recent news that young people who start one of our
programmes are around 8% more likely to be employed 12 months later. At Street League,
we know the impact we make, and this news, released by DWP Employment Data Lab, is
welcome confirmation that the work we do, alongside our amazing partners, is making a
life<hanging difference in our communities across the UK. You can read the full report here:
Officialstatistics
Employment Data Lab Analysis:
street League: Academy, Street
Sports and Schools programmes
EXECUTIVE SUMMARY

As we reflect on the past twelve months, we are reminded of the countless success stories
and achievements of the young individuals who have benefited from our programmes, from
landing their first job, making it into college or achieving their first qualification. Many of
these achievements are earned within very difficult circumstances. I would encourage you
to take time to read the impact stories to gain insight into the tremendous
accomplishments our young people have achieved. The Media Trust created a Street
League young person's journey on film, you can watch the award nominated production
here:
ieshortestnowstDosslbletthnNAihx
LItAGIJI
None of our achievements would have been possible without the steadfast effort of our
dedicated staff. Their passion and commitment has been instrumental in our success, and I
am grateful for their continued faith in our mission. I would like to thank all of our
volunteers, partners, and donors who either through personal Involvement, professional
facilitation or direct financial support have enabled another impactful year at Street League.
Finally, I would like to take a moment to mention both Andy Ransom and Stuart Beaver
respectively who collectively gave Street League 19 years of leadership and guidance at
Trustee level, all of us at Street League give our deepest thanks and wish them well for the
future.
l 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.
John Coleman
Chairman
EXECUTIVE SUMMARY

support and who face significant personal
and environmental barriers to entering
work and progressing with their lives. This
past year 51 % or 1,570 participants came
from the top 20% IMD/SIMD postcodes,
which increases to 65% or 2001
participants when we include the top 30%
of IMD/SIMD postcodes. Young people
from low socio-economic backgrounds
with low qualifications are less likely to be
in education, training, or employment
(NEET).
Making the move into adulthood and into
employment 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.
Our staff act as the change agent to give
young people 'a leg up,, to make decisions
and changes in order to realise their
potential.
CEO REPORT
It remains a privilege to lead Street League
and I'm delighted to present the CEO Report
for 24/25.
Year one of our Strategy 2024/25 has been
extraordinary. breaking
records
and
achieving remarkable milestones. Across
the UK. 3,079 young people started one of
our employability programmes.
1,765 young individuals transitioned into
worl education, or vocational training. an
all-time high for us. Notably, this includes
1.016 successful employment outcomes.
marking the first time we have reached the
incredible milestone of securing 1,000 jobs
within a single financial year. Moreover, a
record-breaking 520 young people entered
further education.
Furthermore, 989 young people, or 63%,
have sustained their destinations at the 6-
month marl once again. a record for us and
one which further illustrates the results
shared by the Department of Work and
Pensions Data Labs independent research,
confirming our long term impact on the
employment status of young people.
Street League is an incredibly special
organisation. which achieves a significant,
life-changing, positive impact on the lives of
the young people that we sepie. This is
down to the talent and commitment of our
staff.
Our services continue to work
communities with young people who need
in
DOUGIE STEVENSON
EXECUTIVE SUMMARY

OUR TEAM
Our staff are incredible, this has been a record-breaking year for us. Thank you to everyone
for your enduring dedication throughout the past year. No matter which job role you are in,
front line or back office, key worker or hidden hero, you all play a part in the Street League
system that results in every single positive progression and employment outcome that a
young person achieves. We accomplish this social impact together and therefore celebrate
it collectively.
Thank you also to our Trustees, who are an exemplary group of custodians. Working
together with us, you enable the executive team to lead and drive forward Street League's
Mission.
"Street League is an incredibty special organisation, and we achieve significant and life
changing posrtive impact in the lives of the young p￿pIe that we seNe. For many young
people our intervention can have a positive enduring effect on the future course of their life"
EXECUTIVE SUMMARY

OUR MODEL
The number of young people who are
unemployed or economically inactive has
been slowly increasing since 2020. According
to the Office for National Statistics (ONS
2025), currently, 987,000 young people aged
16-24 are estimated to be neither in
education, employment, nor training (so-
called NEET).
Around 600,000 are out of work or learning
for more than 12 months and around 300,000
for more than 2 years (Joseph Rowntree
Foundation 2025). This is a systemic issue
with that figure remaining roughly static over
the last two decades (ONS 2022). A high
proportion of those young people are from
communities and postcodes which rank
highly on the Index of Multiple Deprivation
(IMD/SIMD), respectively. It is those
communities which Street League prioritise to
reach.
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.
Sport
Y¢>ung p•opl•'s w•llb•lng
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.
learnlni
Ernployablltty
Our USP is the combination of sport, learnlng
and employability within our service offers.
EXECITfivE SUMMARY

A SUSTAINABLE FINANCIAL FUTURE
The executive team and l are delighted to report that we continue to strengthen our
financial position for a further consecutive year. Revenues totalled £7.4M against
expenditure of £7.1 M, resulting in an actual surplus of £240,000.
Generating year on year surplus income has enabled us to significantly improve our resepie
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 31 March 2025 we achieved 5.8 months, cover or
£3.4M by value.
YA
Finance team wit
sain Bo
, EXECUTIVESUMMARY

OUR STRATEGY
Street League's strategy over the next three years is to reach Our strategic goals
more young people, increase our outcomes for young people
and introduce a female only service offer. This is backed up
for the next three
with plans for ambitious financial growth and increased years areset out
efficiency on digital and data initiatives.
here:
At the end of the first year of the strategy, we have already
made significant progress.
1. IMPROVE
IMPACT
Increase annual
hard outcomes by
55%
Total starts, (young people on programmes), reached 3,069
surpassing the target of 2,700. Furthermore, staff working with
young people on services achieved 1,765 hard outcomes O'obs,
education and training outcomes) against a year one target of
1,504. This sets us well on our way for next years target of
1,800.
. IMPROVE
EACH
ncrease annual
engagement by 25%
We launched our female only Acadmey offer in both London
and Liverpool respectively, with plans for further expansion next
year.
Our fundraising teams have had strong years, with increased
year on year revenue on both private, corporate and
commissioned public sector funds. Total revenue reached
£7.4M respectively against a target of £7.1 M.
PROPOSITION
Launch a female only
service offer in each
region
On efficiency, our Finance and HR departments have
successfully implemented new HRIM and accounting systems.
Our Contract and Quality team have made significant strides on
data collection, management and reporting, with new live digital
dashboards and a comprehensive month end participant
reporting suite.
4. IMPROVE
FUNDING
ase
enue
by 25%
The realty of yOLrth unemployment is
stark.
Did you knowthat being unemployed for
longerthan 6 months can redu￿ your
life expectancy by fr¢e years?
,4. IMPROVE
EFFICIENCY
Grow an
our data and digttal
capabilities
eve
EXECUTIVE SUMMARY

THANKS TO 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 16 years, Street League has benefited from unrestricted funding from Inspiring
Scotland's 14-19 fund and more recently the Our Future Now fund. Both funds are a mix of
Scottish Government and private philanthropic investment. In addition to this, the incredible
team at the People's Postcode Lottery have supported Street League over the last 9 years
with unrestricted funding via the Postcode Active Trust.
9poitcdbytyJ￿tbgl
PEOPLE'S
INSPIRING
POSTCODE
ACTIVE
LOTTERY
SCOTLAND
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.
EXECUTIVE SUMMARY

OUR MISSION •
USING SPORT AND EDUCATION,
WE HELP YOUNG PEOPLE INTO
WORK.
OUR VISION
-ASOCIETY IN WHICH ALL
YOUNG PEOPLE HAVE THE
OPPORTUNITY OF SECURE
EMPLOYMENT AND A BRIGHTER
FUTURE.
OVERVIEW OFWORK
10

OUR BRAND &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:
OUR SHIELD
Synonymous with sport and being part of a community, while also symbolising strength,
protection and guarding our young people.
OUR VALUES
PASSIONATE
ABoufspoRT AND EMPOWERING
YOUNG PEOPLE
INCLUSIVE
WEWORKASA TEAMWITH
COMPASSION ANDTO PROMOTE
DIVERSITY.
COMMITTED
FUN
WEWORK IIARD. WE ARE BRAVE,
LOYAL, AND RESILIENT.
SUPPORTS OUR WELLBEING AND
HELPS US MOTIVATE PEOPLE.
TRUSTWORTHY
WEARE RESPONSIBLE, HONEST. AND SELF.
AWARE
OUR TAGLINE
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.
OWN YOUR FUTURE
11
OVERVIEWOFWORK

OUR REGIONS
Ayrshire
>t Ayrshire)
East Scotland
st&
Wp£t LnthiAn. Midlnthianl
Greater Glasgow
I Inbartonshire,
North Lanarkshire)
Greater Manchester
twythenshawe, Ardwick, Fallowfield &
London
Iivestminster Southwark &
Barnet, Greenwich)
Merseyside
"?wsley, 8irkenhead)
South Yorkshire
. ham)
Tayside
Idee City, Perth and Klnross)
West Mldlands
ey)
West of Scotland
(Inverclyde, Renf rewshire. East Renf rewshire.
ire, Argyll & Butel
West Yorkshire
(Leeds City & Ivakefield)
WHERE,
WE
WORK
In 2024125, 67% of Street League participants were from the top
three deciles on the Index of Multiple Deprivation (IMD/SIMD).
In areas of need and deprivation, young people often encounter
various obstacles that hinder their personal and professional
development. The top three barriers they face living in such areas
include, Income, Employment and Health Deprivation, rneaning it
is harder for these young people to access financial support,
employment and training opportunities and adequate health care.
Recognising these barriers. Street League are dedicated to
making a difference in the most disadvantaged communities
across the United Kingdom. We aim to address the unique needs
of young people living in such areas and provide them with the
tools. resources. and support necessary to succeed.
OVERVIEW OFWORK
12

THE NEED
MORE YOUNG PEOPLE WERE NOT IN WORK, EDUCATION
OR TRAINING AT THE END OF 2024 THAN AT ANY POINT
IN THE PAST11 YEARS
987,000
CURRENTLY, 987,000 YOUNG PEOPLE AGED 16-24 ARE
ESTIMATED TO BE NEITHER IN EDUCATION,
EMPLOYMENT, OR TRAINING (NEET) (ONS, February 2025)
YOUTH UNEMPLOYMENT IS THREE TIMES THE NATIONAL
AVERAGE (ONS, Aprll 2025)
14.3%
Youth
Unemployme
445,000 YOUNG WOMEN ARE CURRENTLY OUT OF WORK,
EDUCATION AND TRAINING IN THE UK (ONS, February 2025)
THE EMPLOYMENT GAP: YOUNG PEOPLE FROM
DISADVANTAGED BACKGROUNDS ARE TWICE AS LIKELY
TO BE NOT IN EDUCATION, EMPLOYMENT OR TRAINING
(NEETJ THAN THEIR BETTER-OFF PEERS
445,000
LOW QUALIFICATIONS ARE THE STRONGEST DRIVER OF
BECOMING NEET, REGARDLESS OF GENDER, DISABILITY
OR DISADVANTAGE (Youth Jobs Gap report)
2X
NATIONAL LANDSCAPE
Young people are facing systemic issues across the UK, with those living in the most
deprived areas facing a staggeringly lower life expectancy than their peers in the least
deprived areas.
While overall life expectancy has increased, healthy life expectancy has not kept pace,
leading to a significant gap between the total years lived and the number of years lived in
good health.
In England, the healthy life expectsncy (HLE) at birth in the most deprived areas was 19
years less than in the least deprived areas (in 2018 to 2020).
In Scotland (in 2019-2021), HLE at birth was 26 years lower than those living in the least
deprived areas. (ONS/SCOT GOV)
13
OVERVIEW OFWORK

"I never thought I'd get ajob never mind wothing wtth
cars, I love tt tt also means I can s& a fLrture for
myself, Street League changed everything for me."
Mark. 16, came to Street League with no CV, work experience, and low confidence. Living in
Ferguslie Park, one of Scotland's most deprived areas. he wanted a career but struggled
with routine and social situations. Starting with Street Sports, Mark progressed to the Street
League Academy programme, attending four days a week over three months to build skills
like CV writing, mock interviews, and teamwork. Mark sustained an injury whilst at Street
League however he remained on crutches. committed to his future. We arranged a
placement at Reid's Car Garage, where Mark impressed enough to earn a full-time
apprenticeship. Now working as a trainee mechanic. he is developing a career in a field he
loves.
STREEI
Le￿GUE
I real￿ enjoyed mytime wtth Street League, Saul and Callum were very
helpful. I loved the sports sessions and Callum helped me so much,
espeCial￿w[th wrtting Cvs and Confiden￿ in employment srtuations."
Oliver, 18. left school without Maths or English qualifications and was unsure of his goals.
Passionate about sport but anxious, he lacked a CV and any interview experience. In the
Street League Academy programme, Oliver built confidence, wrote his CV, completed a
Level 3 First Aid qualification and developed strong interview skills. With support, he
enrolled in college courses for Maths and English and began working part-time at a primary
school. Living with his family in Bemiondsey, he is now set to start an apprenticeship as a
teaching assistant, with the aim of becoming a PE teacher.

3,079
unemployed young people
engaged in pro8rarnmes.
2024-
2025
IMPACT
NUMBERS
2,850
93% of young people we
engaged reported barriers.
TOP BARRIERS
Has no prlor work experience11,519)
Claimine benefits (1,236)
Learning challengeslphyslcally
dlsabled (571)
Insuff icient or no qualifications (457)
Comes f rom a workless household (370)
Mental health challenges1368)
Care experlencedlmaln Carer (342)
LiteracylNuffleracy diff iculties1228)
SUPPORTING
REFERRAL ROUTES
SCHOOL LEAVERS
UNEMPLOYED
ThIRD SECTOR
TrAININGAND
SKILLS ORGS
OVERCOMING
BARRIERS
16.30
CONFIDENCE
BUILDING
SOCIAL MEDIA SELFREFERRAL
11
LOCAL
COMMUNITIES
IMPROVED
WELLBEING
JOB CENTRES
SCHOOLS
15
24.25 IMPACT

1,765
1,594
783
employment,
apprenticeship. education or
training outcomes achieved.
started a 10-week Academy 25% of participants
programme.
were female.
1,016°.
were jobs!
1,165
821
accredited qualifications
achieved.
27% of participants
were Global Majority.
417
989
14% of our young people
disengaged from services.
63% of participants in
sustained employment
for 6 months.
39,278
Individual attendances.
OUR SERVICES
PROGRESSIONS
LONG-TERM
SUSTAINED EMPLOYMENT
OUTCOMES
EMPLOYMENT
ACADEMY
STREEfspoRTS
EDUCATIOM
AFfERCARESERVICES
STREET
LEAGUE
HEW OR HIGHER LEV
OUALIFICATIONS
TrAINING
JOB CLUB
IMPROVED HEALTh AKD
WEIIBEING
APPRENTICESHIPS
24-25 IMPACT
16

FUNDRAISING & PARTNERSHIPS
On behalf of the entire Street League team, we would like to extend our sincere gratitude
and appreciation to all our remarkable partners. Your support, through funding, staff
engagement, or sharing your expertise with our young people, has been instrumental in
furthering our mission. So, whether you are an individual donor, trust, corporate partner, or
local authority, please know that each and every one of you plays a vital role in changing the
lives of young people. This last year we are celebrating our most successful year ever as we
have supported over 1,700 young people into worK training or education and we couldn't
have done any of this without you. Thank youl
The fundralslng envlronment contlnues to be a challenge as we experience so much
economic and political change both within the UK and across the globe. This is why we so
appreciate the support you give us, year in year out, that allows us the stability to plan for
the future and meet the increasing needs of young people every year.
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.
'Your support means
everything to us. WtthoLrt
doubt, your contribLrtion
allows Street League to
change young lives every
day of the year- THANK
You!"
NIGEL MANSFIELD
COMMERCIAL DIRECTOR
17
24-25 IMPACT

MAJOR DONORS, TRUSTS & FOUNDATIONS
.-Ii<()
Foundation
Co￿ON GOAL
f4 ASTRA
EDWAKD
DOKOTIIY
ri)lJ.N(IAI-IQP
CADBUR Y TkUSY
FONDATION
ERIC WRIGHT
EVESON
PETERS
¢plcleundalion
The
Gannochy
Trust
INSPIRING
SCOTLANO
Garfidd Weston
FOUNDATIOPI
Ki Ipatrick
Fraser
Charitable Trust
THE
I:J,,.. MERCERS,
kusuma
L•aupeus I
COMPANY
Middlesex
Sports
Foundation
Patrick Roland
Foundation
Peter Kershaw
Trust
•PEOPLE'SI1
POSTCODE
ACYIVE
*L0￿ERY8
TRLFr
Rl¢hard
Cadbury
Charliabl•
Trust
SPORT
ENGLAND
Cha￿table
Thè Scottlsh
Govérnm*nt
SWIRE
CHARITABLE
TRUST
Wade's
youth
.Iction
fund
Charity
Westminster
Foundation
Wotsdroffe Bertion
FObK'DilnO.¥'
24-25 IMPACT
18

CORPORATE PARTNERS
abrdn
In partnershlpwith
* BARCL4YS
Li.ii)W
BREAKING
BARRIERS
cvc
DHL Uk
FOUNDATIQN
CHANEL
Ivlacquarie Gr¢JUP
Foundation
Futuremakers
Santonder
5tondatd Chart•i•d
FOVNDATION
THE BARRATT FOUNDATION
SOCIETE
GENERALE
Rentokil
Initial
starlizard
Integrlty servlces
Mercedes-Benz
new balanc8
FOUNDATION
THISTAl•lleXS
¢•PPII<OMPANY
TESCO
GREENE KING
Y 5T EOMUNDS
Jj); FOUNDATION
bNenty3
CMS
law.tax.future
. PRE MATCH ENERGY?
19
24-25 IMPACT

STANDARD CHARTERED
SPECIAL MENTIONS
Since 2019. Street League has partnered with Standard Chartered Bank. In
2024, the programme evolved into Goal Accelerator, backed by The Standard
Chartered Foundation with funding secured through to 2027. This innovative
10-week programme will support over 200 young women and non-binary
people (ages 18-30) from underserved communities in London and Liverpool,
using the power of sport and education that builds skills and opportunities for
meaningful employment.
Futuremakers
BARRA￿ REDROW
Street League proudly partnered with Barratt Redrow to host the inaugural
Barratt Redrow Games for Good - a fun and engaging day of team-building,
friendly competition, and unforgettable moments. Held simultaneously in
Leeds and London, the event brought together 300 Barratt Redrow colleagues
who took part in a fun, team building day inspired by Olympic Style games and
challenges. Barratt Redrow CEO David Thomas kicked off the day, that raised
over £85,000 from employee fundraising and a donation match from Barratt
Redrow. The Barratt Foundation has committed to support Street League with
£750,000 commitment over the next three years, this partnership and the
impact it has on the lives of young people - means so much to us, and we
couldn't be more grateful.
THE BARRATT FOUNOATlQt4
EPIC FOUNDATION
Since 2016, Street League has been a proud member of the global Epic
Foundation family. Committed to supporting highly impactful charities working
to empower and protect children, young people and the planet, Epic Foundation
mobilises their unique network of individual and corporate partners to make
tangible and lasting change through unrestricted long-term support. Epic
Foundation is a true partner to Street League. having leveraged over £1 M for
our work. As Epic Foundation celebrates a decade of impact in 2025, we
wanted to take this opportunity to thank them and their incredible network of
donors for everything they've done - and continue to do - for Street League.
epic
IA
24-25 IMPACT
20

"Before Street League I wasnl in a good place, Sophie and Alison were
always there for any questions and help I needed. They got me an
opportunty for an apprenticeship. I'd recommend Street League notjust
forthejobs bLrt for meeting and engaging wtth new people."
Michaela. 17, from Possil in Glasgow, faced trauma and loss after losing both parents
young and being in care. Before Street League she struggled with poor routine. low
motivation and uncertainty. Though hesitant at first, Michaela committed to the Academy
programme and quickly bonded with her group, gaining confidence and becoming a
supportive peer. Over 12 weeks, she earned qualifications in customer service and money
management. Michaela secured an apprenticeship with Wheatley Housing and is proud of
having turned her life around.
'Thankyou, Street League, you proper helped me get
thisjob and all myqualifications."
Lee, 19, from Harehllls, one of Leeds, most deprived
areas, has family caring responsibilities for his younger
brother. He joined Street League in 2023 without
Maths or English qualifications and no clear career
path. Street League helped with bus fares for a 40
minute commute and supported him through two
Academy programmes, where he gained Maths and
English Level 2 qualifications and improved his fitness
and football skills. Lee also benefited from CV
workshops and mock interviews, and help with
essentials like setting up a bank account. Lee also
gained a Personal Protective Equipment certificate
which enabled him to start a work placement in
construction. He now works full-time, insulating new
homes and contributing financially to his family, while
building a brighter future.
LL

COMMISSIONED FUNDRAISING
As we end 24125, we would like to recognise
the vital partnerships we have established
with both local and combined authorities who
have entrusted us to deliver Street League
services, addressing the needs of young
people in local communities. Through these
partnerships, we have been able to leverage
both our resources and expertise to create
Impactful initiatives that drive positive social
change.
This year we have worked hard with both
commercial and operations services to
support a 'mlxed economy, approach to our
funding, allowing us to expand our
commissioned portfolio across the UK,
particularly within English services.
ANNA CAMPBELL
DIRECTOR OF CONTRACTS AND
QUALITY
We operate with 11 Regional teams across
the UK which include six of the Mayoral
devolved areas in England: Greater London;
West Midlands; Greater Manchester; Liverpool
City Region; West Yorkshire and South
Yorkshire. In Scotland, our services operate
across: West Scotland; East Scotland,. Greater
Glasgow,, Ayrshire and Tayside.
"Ourpublic sectorpartnerships
remain a comerstone for our Fit for
Future, strategy. In Year one our
newpartnerships include Perth
and Kinross Council, Binningham
Cty Council Dudley Council and
ManchesterAduh Education
Services respectivefy. We are also
privileged to subcontract with both
Groundworks in West Yorkshire
and the Worters Education
Association (WE4) in Manchester
delivering essential sen/ices to
young people."
Employability and Skills funding remains
decentralised across the UK with Local
Enterprise Partnerships (LEP) or Mayoral
Combined Authorities (MCA) overseeing
funding
allocations.
With
increased
devolution, we continue to work hard with
local 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.
24-25 IMPACT
22

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COUNCIL
WestLothian
Council
PERTH&
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OVNCIL
I'&'LL
West
Yorkshire
Comblned
Authorlty
no one
Adult Lgorning
Wlthlft Re4ch
left behind
CHANGINGPL4Cts
CTrIINGINGUVIS
ANCHESTER
fjqMT
ANcwEmA
COMWNEQ
AurNoHIvY
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mbined Authority
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As we enter year two of our three-year strategy, we continue to grow, striving to secure
employability and skills contracts across all 11 regions. In the year ahead we are privileged
to deliver on renewed commissions across the majority of our Scottish portfolio and
continuation of UK Shared Prosperity and Adult Skills contracts in England.
In total, during the 24/25 financial year we have secured and delivered 24 public sector
contracts. These contracts carry a consolidated value of £1.7M which is an increase of
£320,000 on last year or 23%.
This presents very good progress against our strategic aim
revenues to £2M in value by March 2027.
to grow commissioned
Our portfolio includes both direct and sub-contracted delivery arrangements. across 20 local
authorities, and are a mixture of payment by results and grant schemes. Funding sources
include but are not limited to, Adult Skills, UKSPF and No One Left Behind commissioning
frameworks.
£2,000,000
£1,500,000
£1,000,000
£500,000
£0
£1,674,708
£1.353,473
2023124
2024125
COMMISSIONED INCOME- YEAR ON YEAR COMPARISON
23
24-25 IMPACT

SPECIAL PARTNERSHIPS
WORKERS EDUCATION ASSOCIATION (WEA)
Adult Leornitt9
Wlthin Reach
As we enter into our second year of partnership with Workers Education Association, across
Greater Manchester. We are privileged to deliver services as part of their UK Shared
Prosperity Fund portfolio, with Greater Manchester Combined Authority, delivering vital
services to adults unemployed and economically inactive. The partnership across two years
provides £153,000 of government funding, enabling Street League to support over 110
unemployed residents in Greater Manchester's hardest to reach communities and support
them to gain the skills and experience they need in order to progress towards sustainable
employment.
BIRMINGHAM CITY COUNCIL P•
Birmingham
City Council
We enter our second year of working in partnership with Birmingham City Council for the
delivery of a UK Shared Prosperity Grant Funded Employment and Skills Project across
central Birmingham. This partnership provides vital funds for Street League to support over
90 economically inactive and unemployed young people aged between 16-29 across the
City, to develop the essential and employability skills to progress towards and into
employment.
ENABLE WORKS
enable
works
This year we celebrate our fourth 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 on an extra dimension
with the delivery of a 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.
24-25 IMPACT
24

LILd/S
Sport had always been a passion, but Lewis lacked the self-belief to pursue it. That's when
he found Street League. At first. even stepping into the programme was a challenge, but
with the support of the Street League team in Livingston, Lewis gradually rediscovered his
love for football. That passion reignited his drive, helping him build motivation, resilience,
and the confidence to take the next step.
Through Street League, Lewis gained essential qualifications and employability skills. His
biggest breakthrough? Securing a job with Next - his first step into the working world. This
experience opened new doors and proved to him that he was capable of so much more.
With continued guidance, Lewis took his ambitions further, enrolling in college to study
fitness. health, and exercise. His hard work paid off, and he earned his HNC and HND
qualifications, paving the way for his dream career.
Today. Lewis, 23, is a fully qualified personal trainer at Pure Gym, where he helps others
achieve their fitness goals. But he hasn't stopped there. he's also studying for a degree in
Sport and Exercise Science to further develop his expertise. His journey is proof that with
the right support and mindset, anything is possible.
"I didn't even wantto leavethe house...
now I'm a fulty qualified personal
trainer."

'The impact achieved has
transformed the lives of countless
young people for the better.
Employment is aboLrt morethan
eaming a salary, tt contribLrtes to
longer life expectancy, improved
qualty of life, and enhanced
physical and mental welpbeing for
young people acrossthe UK"
ji Il
KIRSTY STEVEN
DIRECTOR OF OPERATIONS
OUR SERVICES
Operations seNices at Street League continue to make a dlfference to young people in
some of the most socially challenged communities across the UK. This year, we reached
our highest ever impact in 20 years, with our teams collectively supporting 1,765 young
people into Employment, Education and Training. An increase of 448 on last year (2023/24:
1312). Of these, 1,016 (58%) secured jobs and 63% achieved six month sustainment. Our
highest ever achieved in one year. Further to this, we launched our Female only Academy in
London and Liverpool, and we launched our North England Youth Board. Both are strategic
initiatives which are immediately creating value for young people at Street League.
TOTAL OUTCOMES
q) JOBS
2000
1765
1500
1397
1241
1345
1375
1284
1317
1016
',i-i.i.i-I i-l,
500
680
2018119 2019120 2020121 2021122 2022123 2023124 2024125
TOTAL YEARLY OUTCOMES
24-25 IMPACT
26

SUPPORTING YOUNG PEOPLE
We engaged a total of 3,079 unemployed
young people this year. This is an increase
of 529 young people or 20% from last year
when we engaged 2,550 young people. This
collectively resulted in 39,278 individual
attendances on our services, an increase of
5,357 or 15% from last year.
1,594 of those individuals commenced a l O-
14 week Academy programme, this is an
increase of 397 young people on the
previous year (1197.2023124). 1,249 young
people engaged via our job clubs,
staggering increase on last year of 660
young people (589: 2023/24).
363 joined via our street sports service
which is a significant decrease of 261 on
last year (624.2023/24).
We were successful in delivering 1,165
accredited qualifications this year which
was an increase of 342 or 4190 on last
year's achievements.
999 young people achieved a qualification,
an increase of 328 on the year before (671:
2023124).
A total of 417 or 14% of young people
disengaged from our programmes this year.
an increase on last yearfs disengagement
levels (2023124: 236 or 99.). At year end
926 young people remained in Street
League services or with direct support from
staff.
27
24-25 IMPACT

Female participation stands at 25% overall or 783 in total, a 3% reduction on last year
however an increase of 78 young people in real terms year on year. In 24125 we saw 821
young people from Global Majority communities on our programmes or 27% overall a 2Y.
increase in real terms and an increase of 178 young people year on year.
FEMALE PARTICIPATION: 5 YEAR REVIEW
GLOBAL MAJORITY PARTICIPATION: 5
YEAR REVIEW
• Female
• BAME
2020121
583: 29%
2020121
514: 26%
202L122
923: 33%
2021122
698: 25%
Z022123
746: 27%
2022123
704: 26%
2023124
705: 28%
2023124
643: 25%
2024125
783: 25%
2024125
200
400
600
800
1000
200
400
600
800
1000
INDEX OF MULTIPLE DEPRIVATION:
PARTICIPATION 2024125.
BARRIERS FACED BY PARTICIPANTS
2024125
1050
Has no prlorworkexperlente
1519
iooo
Clalmlnl Benefits
1236
800
iearnln8challen8eslphyslcallydlsabled
571
600
582
Insufflclent or noquallfltatlDns
457
Comes from aworkless household
400
Mental heatth challenges
368
200
191
| 127 131
104
Careexperlencedl Main Carer
342
75
Lttpracyl Flumeracy dlfflcultle5
228
510
iooo
1500
*59 young people with no known address
24.25 IMPACT
28

YOUTh BOARD
To ensure that we provide the most relevant and effective support to young people, at Street
League we believe it essential to consult 'youth voice, in key business decisions. In 2022, we
introduced our first Youth Board in Scotland, followed by the launch of our English Youth
Board in 2024. Both boards consist of former Street League participants who are dedicated
to offering feedback, ideas, and suggestions towards our strategic decision making.
Our Youth Boards are consulted on key initiatives and strategic decisions which will affect
the support and experience young people receive at Street League. So far, we have been
able to use our Youth Board to develop sessions on safeguarding, social media and our
carbon footprint. We have also been able to develop the Participant Induction Pack, so that
it's more participant friendly to read and understand. The induction is a key part of a Street
League participants journey, so it's important that everyone joining feels relaxed and
confident about starting at Street League.
"Being part of theYoLth Board is real￿ important
to me and something that Street League actually
do useto benefrt everyone wtthin the
organisation. It allows us to shape the fLrture of
Street League by wotktng with current and past
participants to ensure that the WO￿ we do is
delivered to the highest standard, whilst being
engaging and relevant to cu￿ent topics that are
ongoing in the world. Young people are always
changing and developing in their own unique
way, so tys key that we use their ideas to shape
the future of Street League moving forward."
Ill
STAEET
LEAGUE
HARRY DOMAN
OPERATIONS MANAGER WEST YORKSHIRE
AND NORTH ENGLAND YOUTH BOARD LEAD
29
24-25 IMPACT

"FYS a privilege to lead the Scottish
YoLrth Board at Str&t League, bringing
togetheryoung people from across the
county, from various backgrounds,
gatheringtheirthoughts and f*lings to
help shape our organisation's fLrture.
This is something I f￿1 is vrtal
important, and the contribLrtions our
Youth Board Members bring, are both
relevant and reflective of the young
people we support on a da1￿ basis."
yr
ROSS GILMOUR
OPERATIONS MANAGER AYRSHIRE AND
"l joined the YoLrth Board when I was a
kid and there wasn't realty much OLrt
there. I believe I can help Str&t League to
get the name outthere for people who
don't know what Street League is. It is
important to have a Youth Board, as tt
helps the company find OLrt what the
younger generation are looking for and to
givethem advi￿ and guidan￿. I think
you should never stop believing in what
you can do as one day tt might come
true."
Logan Scottish Youth Boardmember
ENGLISH YOUTH BOARD
SCOTTISH YOUTH BOARD
24-25 IMPACT
30

EMPLOYER CASE STUDIES
THESTARJlUtLs
tOFFEEeOMMMY
Starbucks has been partnering with Street League for a year. providing
our candidates with "world of work. days, inviting them to their venues,
and offering Barista training opportunities. This partnership has evolved,
with some stores recruiting from our Academies and employing
candidates across the UK. We are excited to see how the partnership
grows alongside our strategy.
Street League has maintained a partnership with Costa, for several years.
COSTA w
e support young people into jobs for both part-time and full-time
positions across their UK venues, the duration of the partnership is
particularly rewarding, as we have seen many of our young people
achieve promotions and grow within their roles at Costa.
Street League has worked with Hampton by Hilton for a number of years,
supporting our young people into roles. Over the past year alone,
Hampton by Hilton has employed three candidates from Street League, all
of whom are demonstrating excellent progress.
Calum, Costa
Bruno, Hampton
Arif, Starbucks
31
24-25 IMPACT

EMPLOYER CASE STUDIES
We have partnered with McTaggart Construction for a number of years.
McTaggart Construction offers site visits and work experience
opportunities for our academy candidates. Many of our candidates have
secured employment with McTaggart's subcontractors. with some even
enrolling in construction apprenticeships.
McTaggart
QNS T AU C T ION
Premier Inn has been actively engaged with Street League over the past
year. They have visited Academies to share insights with our candidates
about working at Premier Inn. Recently, they have also participated in our
all-female programmes in London and Liverpool. Additionally, Premier Inn
has hired several of our candidates at various locations across the UK.
Premierlnn
Street League has greatly benefited from our partnership with BKUK.
Initially launched in Scotland, the BKUK teams actively participated in our
Academies, engaged with our participants, invited them to restaurant
visits, and offered numerous employment opportunities. This successful
collaboration has now expanded to our English regions, with BKUK teams
engaging with all our venues and continuing to provide job opportunities
for our young people.
BURGER
KING
Compass Group, the UK'S largest food and services provider and Street
League celebrated their 6 month partnership in June 2025. Since launch,
46 young people have secured roles. On the back of this success, Street
League will now be utilising Xcelerate with Edgbaston in Birmingham to
deliver a rolling eight-week Academy Programme.
COMPASS
Mason. McTaggarts
Millie, Compass
Reece, BKUK
24-25 IMPACT
32

Hayleigh, 18, joined Street League as a shy individual with low confidence after struggling in
college. Living in an employment4eprived area of West Dunbartonshire. she had some
literacy and numeracy issues that hindered her progress.
During the Street League Academy programme, she embraced new challenges and worked
toward an SCQF Level 4 in Customer Service. Hayleigh made new friends and gradually built
her confidence, aspiring to work in childcare due to her passion for supporting young
children.
With limited work experience. she attended Carousel Training after an employer talk. A local
nursery placement received positive feedback-she was outstanding with the children and
described as kind and thoughtful. However, her social skills with adults led to her missing a
job opportunity. To address this, we arranged a volunteering position at the British Heart
Foundation to help her improve her social skills and gain work experience.
Outside volunteering, Hayleigh supports Rangers Football Club. We have a partner
managing stadium recruitment. When an upcoming event arose, we helped Hayleigh
prepare for an interview at Ibrox, ensuring she could highlight her skills. She needed
assistance finding suitable interview clothing, so we connected her with Smart Works. which
helped her dress for success. Hayleigh was excited about her outfit, boosting her
confidence. As a result, she secured a job at Ibrox, working with a team she loves. She
continues volunteering with the British Heart Foundation and aims to progress into
employment in child or adult care once she gains more experience.
"l enjoyed being at Str￿t League, rt
was great fun everyday. I made new
friends who I still follow on Facebook"

OUR PEOPLE
EMPLOYEE ENGAGEMENT
During the 2024/25 financial year. the HR team
has been working closely with the Senior
Management team to improve our Employee
Value Proposition.
In August 2024, we launched "Street Life: Your I
Passion, Our Purpose". At Street League, we
understand that our strength lies in the well-
being, support, and development of our
Incredible teams. The Street Life booklet, both
hard copy and digital versions, serves as a
compass, navigating the various aspects of the
employee benefits we offer. We cover
information on health, financial support, family
life and personal development, but it's not just
about the perks; it's about creating a thriving
community where each employee feels valued,
supported, and inspired to achieve their best.
LAURA BENTLEY
DIRECTOR OF HUMAN
RESOURCES
As a result of the EVP, combined with
collaboration on recruitment and training, we
have achieved the lowest employee turnover at
Street League in four years. In addition to the
above, for the third consecutive year, we have
honoured performance increments to ensure
our people are adequately remunerated and
have a clear pathway to success. This has not
only ensured stability in our teams but also in
the delivery of our mission and the support we
offer to our young people.
'At str￿tLeague we
want to be an
employer of choice
and were working hard
to achieve that."
60%
50%
40%
30%
20%
io%
0%
58%
42%
34%
26%
202V22
2022123
2023124
2024125
STREET LEAGUE TURNOVER 2021-2025
24-25 IMPACT
34

INTERNAL COMMUNICATIONS
impact stories are communicated to our
people, so they can see how their
contributions are valued and shared
across regions.
The Marketing and Communications team
fall within the HR Directorate and have
designed a new strategy to drive our brand
over the coming years. The strategy covers
both internal and external communications
and will serve as a directive to deliver the
following objectives:
STAFF SURVEY
We are delighted to see an increased net
promoter score from 40 to 52. We have
also seen a year-on-year increase across
almost all areas of this survey, with our
highest results since 2016. Analysing the
results has shown that, as an organisation,
our Goal Clarity has increased steadily
over the last few years, ensuring that
supporting our young people remains at
the forefront of everything we do.
Drlve internal and external engagement
with our services and initiatives.
Support our fundraising and contracts
teams to increase revenue.
Increase brand awareness UK-wide
driving growth in brand equity across our
regions.
The team has been particularly focused on
internal communications with employees,
utilising our internal Street League TV
channel
to
maximise
employee
engagement, cross-team communication,
and knowledge transfer. Furthermore,
employee profiles and
This is our fourth year, Includlng a section
on management in the annual Staff
Survey. with results remaining high at 89%.
Our managers are continuously working
hard to support their staff to the best of
their ability, and we are happy to see that
this has had an impact on a large
proportion of our workforce.
52
NET PROMOTER SCORE
2016117-2024125
10096
8096
70%
50%
40q6
3011
2046
io%
2016-17
2017-18
2018-19
2019-20
2020-21
2021-22
2022-23
2023-24
2024-25
GDal Clgrity
ly Performance
i Teamwork
73ql
69%
72%
71Vtr
8116
74
6496
92%
3611
41
39%
47%
58%
53
48ry6
76%
81%
54
59%
S8%
63%
70%
65
64%
941b
Ny Learning ond Development
Engagemtni
Mymanager
n ED&4
364*J
48%
45%
SQ
52%
73
78¥1
71
71%
65%
72
68%
65%
91
73
78q*
90
95%
9616
35
24-25 IMPACT

EQUALITY. DIVERSITY AND INCLUSION
We continue to engage with our Employee
and ED&1 forums who assist in driving
change for good. The forums are essential
for a two-way communication platform
between our Senior Management Team
and our employees and with their input
and feedback we have designed a code of
practice
to
ensure
members
understand their role in the forums.
Taking on board feedback from our
forums, we developed a wider, and more
Inclusive range of kit. We believe that our
branded kit helps in creating a strong
organisational
culture,
reinforcing
professionalism, unity, and shared identity
among employees. We were delighted to
offer our new branded hijabs, sports bras.
and base options and were keen to ensure
the majority of items on offer now come in
a women's version, providing a better fit
for
our
female
employees
and
participants.
STRI
LEAC
Finally, going forward into the new year,
the HR team in collaboration with our
Senior Management and Trustees, will be
completing an organisational wide ED&1
audit. The audit covers all areas of the
business top to bottom in terms of
recruitment. governance and policy,
training,
employer
brand
and
organisational strategy.
24.25 IMPACT
36

INDUSTRY RECOGNITION
We're proud to have been recognised this year in the sector, with several
industry award nominations (and a win!), that shine a light on Street
League, spreading the mission and acknowledging the hard work and
contribution of our staff and partners. In April we were proud to win
Best Newcomer Partner, at the Movement to Work Youth Employability
Awards.
MOVEMENT
TO WORK
'T
ant
'• llll
Ilk'LII, , ,
This year saw the 25th Anniversary of the historic Laureus World Sports
Awards, the most prestigious honours in sport, where Street League
were nominated in the Sport for Good category alongside some
incredibly inspiring organisations. The nomination is a huge honour and
testament to our incredible staff.
Ljaureus
Laureus invited eight-time Olympic Gold Medallist Usain Bolt and Manchester United and
Danish international Christian Eriksen to our Moss Side Academy programme, where they
spent some time with the young people. It was a truly memorable day in the Street League
calendar.
Finally, we were delighted that our short film, created in partnership with
The Santander Foundation and Media Trust Films, made the shortlist at
this year's Smiley Charity Film Awards. We are grateful to The Santander
Foundation and Media Trust Films for helping to produce this film, which
encapsulates the journey of a young person at Street League on film.
FILM
37
24-25 IMPACT

'sin￿J01n1ngthe programme, mYconfiden￿ has grown everyday."
For Matea. 23, being a full-time carer for her mum in
Liverpool meant sidelining her ambitions. However,
joining Street League's Female only Academy provided
the support she needed to take her next step. Before
joining, Matea felt overwhelmed by her family
responsibilities. leaving little time for her own future.
Joining the Academy was daunting, but she discovered
a supportive community of women facing similar
struggles. This helped her build confidence and
develop new skills. Thanks to support from the
Department for Work and Pensions, Matea could focus
on her future. With renewed confidence, she secured a
job at a pharmacy, gaining valuable experience in a
field she loves.
T311ri
"I realty enjoyed Street League, tt helped me after leaving
school and gave me Confiden￿ to find a job. I would
recommend the courseto anyone."
Aiden, 16, from Paisley, Renfrewshlre, joined our
Street League Academy in July 2024. Initially lacking
confidence and direction, he aimed to build structure
in his week and gain qualifications. Attending four
days a weel Aiden engaged enthusiastically in all
activities. earning his SCQF Level 4 Customer Service
Award. He attended employer talks and visits across
various industries and learned essential skills,
including interview techniques.
With Street League's support, he obtained a new
email address and National Insurance number. Aiden
secured an interview with KFC and despite being
nervous. he was successful. He started working at
KFC in November 2024 and is currently enjoying his
role.

FINANCIAL PERFORMANCE
Street League's income increased by 9%
year-on-year, rislng to £7.4M in 2024-25
(2023-24: £6.8M).
Correspondingly, total expenditure grew by
12%, from £6.3M in 2023-24 to £7.IM in
2024-25.
This increase in expenditure reflects the
organisation's
continued growth
and
strategic Investment. The expansion of
delivery teams across the UK was necessary
to fulfil new regional contracts and meet the
evolving needs of our seplice users. In
addition, Street League has prioritised
strengthening its internal infrastructure, with
targeted investment in data protection.
policy development, and cyber security-
ensuring our systems remain robust,
compliant, and future-ready.
SHILPA LI￿LEwooD
DIRECTOR OF FINANCE
'The introduction of our new
accounting software is a strategic
investment in the organisation's
financial agilty. By streamlining
proTrsses and providing reaptime
insights, we are strengthening our
abiltyto make informed decisions
quickly, supporting both day4trday
operations and long term
planning."
INCOME OF £7.4M AND
SURPLUS OF £240K
With ongoing single-year grants from local
authority commissioning and rising delivery
costs linked to the cost of Ilving, Street
League recognises the need for prudent
financial and operational planning. To
ensure the long-term sustainability of our
employability services, we will continue to
implement our hybrid funding model-
leveraging a balanced mix of public and
private sector income streams to maintain
stability and adaptability in a challenging
funding landscape. In addition, we remain
committed to strengthening our financial
resilience by increasing our reserves and
strategically investing in low-risk, interest-
bearing platforms to support future
organisational growth.
STREET LEAGUE RESERVES
5.8 MONTHS
IN MARCH 2025
39
FINANCIAL REPORT

ENHANCING EFFICIENCY
To strengthen our financial resilience, we
are increasing our interest income by
investing in FSCS protected platforms that
offer competitive returns. During this
financial year, we have invested £3.1M,
achieving an average interest rate of 3.9%.
The interest earned will be reinvested into
our people, systems, and service delivery,
supporting a more sustainable and future-
ready Street League.
In line with our commitment to continuous
improvement. the Finance team has
successfully
implemented
new
accounting software system, an important
milestone in the modernisation of our
financial
operations.
This
upgrade
significantly enhances efficiency, reduces
manual processes and delivers real-time,
accurate financial data.
FINANCIAL PERFORMANCE (2019 - 2025)
Building on our existing automation of
accounts payable, the new system
strengthens our capacity to provide timely
and reliable financial insights to both
internal and external stakeholders. This
increased
agility
supports
more
responsive, data-driven decision making
across the organisation, aligning with our
strategic priorities for growth and
sustainability.
The Financial Performance graph illustrates
Street League's income, expenditure, and
resulting surplus or deficit over the past six
years. In 2024-25, we generated income of
£7.4M against expenditure of £7.1M,
resulting in a surplus of £240,000.
Over the past six years. we have achieved a
consolidated surplus of £3.3M, reflecting
our continued financial stability and prudent
management.
INVESTING FOR THE FUTURE
Investing in our future is essential to
ensuring the continued delivery of our
services and building resilience against
unexpected challenges such as recent
changes to National Insurance thresholds
and contribution rates.
• INCOME
EXPENDITURE
SURPLUSIDEFICIT
8,000,000
6,000,000
4,000,000
2,000.000
2019-20
2020-21
2021-22
2022-23
2023-24
2024.25
FINANCIAL PERFORMANCE (2019-20251
FINANCIAL REPORT
40

'The best part of mytime at Street League, was when we vistted
DHL Hams Hall trade team, as this allowed meto have an insight
into what ttwould be liketo work in the industry I was looking to get
into. Now I'm working at DHL Starley Way doing import and export
and getting a qualification as an intemational freight forwarder."
QaL
Owen, 26, from Birmingham joined Street League in
November 2024, having left school and briefly gone to
college which he decided wasn't for him. During his time
with Street League Owen completed his L1 Taking Part
in Sport and L1 Preparing for Employment. During his
time he also attended work experience with Street
League. Part of that experience helped Owen decide that
he wanted to work in logistics and was supported by
Street League to find an apprenticeship with DHL. Owen
now works full time at DHL and is working towards his
apprenticeship.
PM24 GTY
Adam, 18, from Garrowhill, in Glasgow's East End, left school in 2024 with no qualifications
and little confidence. He had lost his mother to an overdose in 2022 and lives with his dad
and his little brother. The pressure was on as his dad had asked him to leave the house if he
couldn't secure a job before Christmas time (this was mid-october) so that he could
contribute to the rent and food for the house. This would render Adam homeless.
On the Street League Academy, he aimed to build teamwork skills and get help to secure
full-time employment. The programme focused on boosting his confidence through team-
building and workshops. With support from staff, Adam gained work experience at Burger
King. With preparation, he successfully applied for a job at Jewson to work as a storeman.
He was successful following a work trial and he remains employed full-time. Alongside
work. he earned a Wellbeing Award and improved communication, confidence, and problem-
solving skills. He still stays at home with his dad and his little brother.
"I was scared as I had nowhere to go, bLrt I knew I could
do tt and Street League helped me getthere."

SUSTAINABILITY I :Ill'
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 off ice recycling and the introduction of 'slow' and
responsible travel where possible.
We will be reviewing our server data storage and we will also be considering
Introducing carbon offsetting initiatives. We have started collecting and
recording our scopes 1, 2 and 3 (where available) emissions for future
reporting and we plan to do a further review at the end of 2025.
STREET LEAGUE CARBON FOOTPRINT= 67.48 TONNES CO"
Emissions Area
tC02e
Share of totsl Carbon Footprlnt
44.88%
38.23%
Electricity (bought)
', Purchased Goods
30.19
25.8
Business Travel
Electricity cf&D)
Water
8.52
12.62'A)
2.49
3.68*.
0.48
0.59/0
Breakdown of emisslons from each emlsslons area.
The table above shows the baseline data for Street League in a 12 month period. In that year
the organisation emitted 67.48 tC02e to atmosphere as a result of their corporate activities.
To put these emissions into context, this 67,48 tC02e 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 Government's 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.
*Further assessment scheduled for next year
FINANCIAL REPORT
42

TRUSTEE REPORT
OUR TRUSTEES
JOHN COLEMAN
DEETOWNSEND
Chairofihè Board of Twstees
Chair of the Financ4 Audit and
Risk Comrnittee
HURBINDER MUDAN
Trustee
LESLEY GIDDINS
JONAThAN RENNIE
JACQUIE IRVINE
Chalr of the HR and Remuneratlon
Committee
Trustee
TDJstee
The Trustees present their report and the audited financial statements for the year ended 31
March 2025. Included within the Trustees report is the Directors report as required by
company law.
Reference and administrative information set out on pages 79-81 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 remain 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-paty 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 Regulatorfs 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 activty seriously.
43
FINANCIAL REPORT

| STREET
LEAGUE
OUR GOVERNANCE STRUCTURE
BOARD OF
TRUSTEES
BOARD
MEETINGS
ANNUAL
GENERAL
MEETING
FINANCE. AUDIT
& RISK
COMMITTEE
HR&
REMUNERATION
COMMITTEE
NOMINATIONS
cOMMI￿EE
SENIOR
MANAGEMENT
TEAM
SAFEGUARDING ,
& HEALTH &
SAFETY
COMMITfEE
OPERATIONS I EQUALITY.
PERFORMANCE DIVERSITY &
MEETINGS
INCLUSION
(OPM)
FORUM
YOUTH I EMPLOYEE
BOARDS
FORUM
MANAGEMENT I
REVIEW
MEETINGS
OWNVOURFUTURE

PLANS FOR THE FUTURE
STREET LEAGUE'S 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 best selves 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 2,000 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 Executives manage and review the risk register on an ongoing basis. It is a
live document that is used to ensure the CharIt￿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.
FINANCIAL REPORT

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 contractorfs 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 tearn 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
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 Senlor 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 charily for a period of 12 months
from the approval of these financial statements based on regular forecasting and upcoming
funding and confirm that there are no material uncertainties about the charitable company's
ability to continue as a going concern.
FINANCIAL REPORT
46

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
subcontractor) 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 relatlon 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 (unrestrlcted) 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.
FINANCIAL REPORT

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 charitys reserve policy as they may reduce the need
for reserves in other areas of the charitys 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 2025 we had reserves that covered 5.8 months of
expenditure.
Total funds at the period end are £3,426,108 {2024: £3,186,125). Restricted reserves stood
at £0 (2024: £0) and net unrestricted reserves (after the deduction of fixed assets) were
£3,418,381 (2024." £3,169.953).
Reserves figures have been restated. Please refer to note 16 of the financlal statements on
page 72 for further details.
GOVERNANCE, STRUCTURE AND MANAGEMENT
STREET LEAGUE IS COMMirtED TO WORKING TOWARD THE HIGHEST
STANDARDS OF GOVERNANCE.
We continued to operate our governance framework of quarterly Board meetings and
Committee meetings. We standardlsed 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
2025 was six (2024: eight). 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 SMT 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 charitys purpose.
FINANCIAL REPORT

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:
Select suitable accounting policies and then apply them consistently.
Observe the methods and principles in the Charities SORP.
Make judgements and estimates that are reasonable and prudent.
State whether applicable UK Accounting Standards and statements of recommended
practice have been followed, subject to any material departures disclosed and explained
in the financial statements.
Prepare the financial statements on the going concern basis unless it is inappropriate to
presume that the charity will continue in operation.
The Trustees are responsible for keeping proper accounting records that disclose with
reasonable accuracy at any time the financial position of the charitable company and
enable them to ensure that the financial statements comply with the Companies Act
2006. They are also responsible for safeguarding the assets of the charitable company
and hence for taking reasonable steps for the prevention and detection of fraud and
other irregularities.
In so far as the Trustees are aware:
There is no relevant audit information of which the charitable company's auditors are
unaware.
The Trustees have taken all steps that they ought to have taken to make themselves
aware of any relevant audit information and to establish that the auditors are aware of
that information.
The Trustees are responsible for the maintenance and integrity of the corporate and
financial information included on the charitable company's website. Legislation in the
United Kingdom governing the preparation and dissemination of financial statements
may differ from legislation in other jurisdictions.
The Trustees who acted during the year are set out on page 43.
FINANCIAL REPORT

TRUSTEE RECRUITMENT AND INDUCTION
Election, retirement, and r￿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 indlvidual 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 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
Remuneratlon 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 retired as the charitable companls auditor at the start of the year.
Xeinadin were appointed as the charitable company's auditor during the year and have
expressed their willingness to continue in that capacity. This report has been prepared in
accordance with the provisions applicable to companies subject to the small companies,
regime of the Companies Act 2006. The Trustees, Annual Report has been approved by the
Trustees on page 43 and signed on their behalf by:
JOHN COLEMAN
DEE TOWNSEND
Chair of the Board of Trustees
Chair of the Finance, Audit and Risk Committee
FINANCIAL REPORT
50

ACCREDITATIONS
cira disability
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Reglstered wlth
gov.scot
FR
FUNDRAISING
REGULATOR
EMPLOYER
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Living
Iso
9001 2015
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2YOOI'. 20
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AWARENESS CHARTER
Proud lo ?e ali AF_I.P Mcniber
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51
FINANCIAL REPORT

(Age19)
"Before I came to Street League it had been a while since I'd done anything and I wasnl sure
what I was going to do next. I was finding it challenging to get myself out and abouL and I
was struggling to motivate myself. I came to a few sport sessions with Street League,
before the Academy, so I felt prety comfortable when tl started.
At Street League I leamed the different skills I needed to get a job and what I had to do with
applications. I'm starting a construction course wtth Sheffield City Council. I've always
wanted to work in construction so this is a good next step for me.
Street League helped me achieve my goals by making me realise I had potential. despite a
difficult past. l also gained my Maths and English qualifications, as well as developing some
everyday skills needed in the workplace, such as being on time, self-belief, communication,
teamwork and listening. I'd like to work in construction or something more outdoors and
hands on, as I feel this will suit me better. Getting a job will impact me, as I will be able to
save up to do my driving lessons and also have money to be able to do things with my
friends and family.
Before Street League I never thought I would have a successful future ahead of me. The
turning point for me was how supportive the Street League staff were and it made me want
to work even harder to better myself, as I wanted to do well not only for myself but for them,
to show them that l appreciated all the help and support they've given me.
Street League taught me to believe in myself and push myself to take different
opportunities, even if they seem difficult at first. l joined Street League because they didnt
force me to join and treated me like an adult."
Ii,.

AUDIT REPORT
INDEPENDENT AUDITOR'S
REPORT TO THE MEMBERS
OF STREET LEAGUE _-*_:
éi
FINANCIAL REPORT

OPINION
We have audited the financial statements of Street League (the 'charity) for the year ended
31 March 2025 which comprise the statement of financial activities, the charity balance
sheet the statement of cash flows and notes to the financial statements. including
significant accounting policies. The financial reporting framework that has been applied in
their preparation is applicable law and United Kingdom Accounting Standards, including
Financial Reporting Standard 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
2025 and of its incoming resources and application of resources, including its income
and expenditure, for the year then ended:
have been properly prepared in accordance with United Kingdom Generally Accepted
Accounting Practice; and
have been prepared in accordance with the requirements of the Companies Act 2006,
the Charities and Trustee Investment (Scotland) Act 2005 and regulation 8 of the
Charities Accounts (Scotland) Regulations 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 charity in accordance with the ethical requirements that are
relevant to our audit of the financial statements in the UK, including the FR￿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 Trustees, use of the going
concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties
relating to events or conditions that. individually or collectively, may cast significant doubt
on the charitys ability to continue as a going concern for a period of at least twelve months
from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the Trustees with respect to going concern
are described in the relevant sections of this report.
FINANCIAL REPORT
54

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 are responsible for
the other information contained within the Annual Report. Our opinion on the Financial
Statements does not cover the other information and, except to the extent otherwise
explicitly stated in our report, we do not express any form of assurance conclusion thereon.
Our responsibility is to read the other information and, in doing so, consider whether the
other information is materially inconsistent with the Financial Statements or our knowledge
obtained in the course of the audit, or otherwise appears to be materially misstated. If we
identify such material inconsistencies or apparent material misstatements, we are required
to determine whether this gives rise to a material misstatement in the Financial Statements
themselves. If, based on the work we have performed, we conclude that there is a material
misstatement of this other information, we are required to report that fact.
We have nothing to report in this regard.
OPINIONS ON OTHER MAThERS PRESCRIBED BY THE COMPANIES ACT 2006
In our opinion, based on the work undertaken in the course of the audit:
The information given in the Trustees, report for the financial year for which the Financial
Statements are prepared, which includes the Directors, Report prepared for the purposes
of company law, is consistent with the financial statements; and
The Directors, report included within the Trustees, report has been prepared in
accordance with applicable legal requirements.
55
FINANCIAL REPORT

mA￿ERs ON WHICH WEARE REQUIRED TO REPORT BY EXCEPTION
In the light of the knowledge and understanding of the Charity and its environment obtained
in the course of the audit, we have not identified material misstatements in the Directors,
report included within the Trustees report.
We have nothing to report in respect of the following matters in relation to which the
Companies Act 2006 and the Charities Accounts (Scotland) Regulations 2006 require us to
report to you if, in our opinion:
adequate accounting records have not been kept, or retums adequate for our audit have
not been received from branches not visited by us: or
the Financial Statements are not in agreement with the accounting records and returns,"
or
certain disclosures of Trustees remuneration specified by law are not made: or
we have not received all the information and explanations we requlre for our audlt; or
the Trustees were not entitled to prepare the Financial Statements in accordance wrth
the small companies, regime and take advantage of the small companies, exemptions in
preparing the Trustees, report and from the requirement to prepare a strategic report.
RESPONSIBILITIES OF TrUSTEES
As explained more fully in the statement of Trustees, responsibilities, the Trustees, who are
also the Directors of the charity for the purpose of company law, are responsible for the
preparation of the financial statements and for being satisfied that they glve 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 charity'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.
FINANCIAL REPORT
56

AUDITOR'S RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL STATEMENTS
We have been appointed as auditor under section 44(1)(c) of the Charities and Trustee
Investment (Scotland) Act 2005 and under the Companies Act 2006 and report in
accordance with the Acts and relevant regulations made or having effect thereunder.
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.
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:
Enquiries of management and those charged with governance were held in order to identify
any laws and regulations that could be expected to have a material impact on the Financial
Statements. Throughout the audit, the team were updated with the outcomes of these
enquiries including consideration as to where and how fraud may occur in the charitable
company.
No instances of materlal non<ompliance were identified, although the prospect of
detecting irregularities, including fraud, is inherently difficult. This is due to; difficulty in
detecting irregularities; limits imposed by the effectiveness of the entity's controls; and the
nature, timing and extent of the audit procedures performed.
Irregularities as a result of fraud are inherently more difficult to detect than those that
resulting from error. Despite the audit being planned and performed in accordance with
ISAS (UK), there is an unavoidable risk that material misstatements may not be detected.
A further description of our responsibilities is available on the Financial Reporting Council's
website here. This description forms part of our auditor's report.
57
FINANCIAL 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, and to the charitable CoMpan￿S
Trustees, as a body, in accordance with Regulation 10 of the Charities Accounts (Scotland)
Regulations 2006. Our audit work has been undertaken so that we might state to the
charitable companls members and Trustees those matters we are required to state to
them in an auditorfs 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, the
charitable company's members as a body and the charitable companls Trustees as a body,
for our audit worK for this report, or for the opinions we have formed.
Ikd J LEI
Helen Furlong FCCA (Senior Statutory Auditor)
For and on behalf of
Xeinadin Audit Limited, Statutory Auditor
Chartered Accountants
46 Hamilton Square
Birkenhead
Wirral
Merseyside
CH41 SAR
¢h
Date: 17 July 2025
FINANCIAL REPORT
58

FINANCIAL STATEMENTS
59
FINANCIAL REPORT

Stre¢t Leawe
Siatement of Flnanclal kthrltles
(In¢ludlng In¢ome and Expendlture aCC￿NI)
for the year en￿ 31 Mareh 21r2S
Unrestricted
l￿d$
Restricted
funds
Tolal lunds
2025
Total funds
2024
(Restat•d)
Noie
Incomefrom:
Dollations
593,665
766.996
1360.661
1.930.25$
Chathable $dfvitlo8'.
IS76,290
3.300.641
5076,931
4.741.746
Other trading actfvitle8
Investments
121181
122.181
80.1838
Totalln¢om•
3.292.136
4,067,637
7259.773
6,75Z639
Exp•ndltur•on:
Raislng funds
533,020
533,020
46S095
Charitsble adivitie$'.
2,519.133
4,067.637
6.586.770
5.86S.863
Total•xp•ndltur•
3,052.1 S3
4,067,637
7.119.790
0.330.958
Net Income btlore nel
goln81(lou•¥) gn Snve$lm•nts
239,983
239.983
421,687
N*tln¢om•for
th• y•ar
239,983
239.983
423,081
Tr4n$ter bets¥een funds
in the year
N•lrnov•m•nllnfundsfor
lh• ye•r
239.983
239.983
421,081
R•eonelllatlonof l￿d5
Total funds brought lo￿ard (Restatedl.
3.186.125
3,186,12S
Z764.444
Tot•lfunds¢arrledforw•rd
3A26,IOB
3,426.108
3.786.125
Thg stalement of financial actwrtlos include5 all gains and losses r•cognised In ih• year.
All Income and expendrture derive from continulnq actlvitles.
The bfeakd¢wA of the statement of flnancial actiylties for 2024 is included under noie 24.
• Pl¢•seceler io Mre 16￿￿9￿¢ 72 mthte lnl¢)miai￿ féo&rdiw réstat*Thni ol priar y•af ty)mpiiaiiY•s.
FINANCIAL REPORT
60

Stred League
Company no. 4974643
Balance Shoet
as at 31 March 2025
Note
202S
2ff24
(Restatedr
Flxed assets
Tan9ibleasselS
14
7.727
7&172
T•lal flxed assels
7.727
74172
Currffitassets
Debtors
C￿h thtb8nk•nd In h4nd
15
592,798
4,023,459
1834553
Totsl eufrenlassels
4,616257
4294805
Uabllltl•¥
Creditors". amountsfall¥)g
duewthlnoneyear
16
11.197.876)
(7.124852)
Neteurrent•ssets
3A18.381
47459953
Total assets le59 ¢urrentll4bllltles
3,426.108
47Ea72S
Total n•t•suts
3,426.108
118&725
Th*lund• ofthpchaflty:
Restrteted incomefund
Unrestrirted frJnd8
17
18
3.426.108
478&725
Totd ¢h•rltyfund8
3,426,108
ay84125
Theseaccountsareprepared in a¢¢oid•n¢*withth• speelal piovlglonsolpart1 Sof the CompaniesAct2006 relatlng tc¥mall
companies and ¢on$tilutethe 8nnual a¢¢¢untsr¢qulred bytheCompaniesAct2006.
* Hea8e (eler to noi8 16 ￿p8ge72 IrA mrye knforrn•ilortifjg•rtlNJlh• le$￿ien*￿t ol pri¢y year Comparais￿.
The notes on pages 63 to 78 fomi part of these accounts.
Approved by thetrusteeson 17 July2025andsignedonlheirbehalf by..
John Coleman (Tiusle•)
77 July2025
Dee Townsertd (fnJst•e)
77July2025
FINANCIAL REPORT

Str¢gt L¢ague
Statement of Cash Nows
for the y•ar •ndlng 31 March 2025
NotÈ
2025
2024
(Reststed).
22
Cagh provlded byoperatlng a¢ll¥ltles
72.077
342.7SO
Cash IlowJ from Investlnq aetlvltle$.'
Dividends, interegl and rents from
investment$ Purcha$e of tsngible fixed asset$
122.181
{5.352)
49Q638
(ia374
Netci$h used In Inve$tlng •¢tlvttle*
116,829
62.323
cash flow* from flnaneinq activitl•J.'
Repaymentofborrowing
C4gh u¥ed In fln•n¢lnga¢tlvllle$
Increase In Cash ind Cash equlvalent$ In the year
188,906
404073
C4$h and ¢a$h equiv•lenl$ al the beginnlng olthe
y••r
3,834,553
3,429,480
Cash and¢a$h *qulv•len*$•tth•end¢fthey•4r
4,023,459
3,834,553
* Please refer 10 noio 16onpw• 72 for more 1nlorn8ll￿ roqwdinyihe rq8lai•meni ol pTlc4 year cThiwr8iNe¥.
FINANCIAL REPORT
62

Street League
Notes to the ac¢ounls
for the year ended 31 Mar¢h 2025
l Ac¢ounttngpollcl¢s
The prlnclpal a¢¢ounllng policies adopted.judgement$ and key 8ource$ of estimation uncertainty in the wepaiation of
the financlal statements are set out below.
Basl$of preparatlon
The fin8ftclal slatsments have been Prepared In accordance with Aceountlng 8nd Reportlng by Charltles.. Statement
of R•¢ommended Praetlee appllcable to charities prepartng their accounts In accordance wlth ihe Finan¢lal
Reporting Standard applieable In the UK and Republic of Ireland {FRS 102){effective l January 2019)- {Charttles SORP
(FRS 102)). thèFinancial Reporting Standaid applicable inthe UKand Republicof Ireland (FRS 102) and th8 Companies Act
2006.
The financEal ststemgnts are prepared irb St•dlng whlch Is the functional currerKy of the ¢harity. rounded to the
nearest pound.
Street League m4ats the d•finltlon of a public benefitentity underFRS 102. Assets and liabilitles are inltially r¢cognised
at hlstori¢al ¢o$t or tran$a¢tion valu• unless otherwlse slated in the relevant a¢¢ountlng poll¢y note.
b Judg•nwntsand k•ysourc•4ol•stlmaUonofun¢•rtalnty
The pr•paratlon of th• financlal Statemenls requires managemént to mak• judgements. esttmates and assumptions
that affect the amounts r¢ported. These esllmates and judgements are Continually revlewed and are based on
experlence and other factor5 I￿lUdIng expectatlons of future events thal are belleved lo be rè8son8ble under the
clreumstances. Example$ of these ludgemeftls. estlmat•s And assumptlons include depre¢latiory a¢¢ruals and
prèpayments and Income recognition.
¢ Preparatlan oftheac¢ountsonagoTng¢one•m b•$l$
Thetrusts•s considerthatthere are no material uncertaintiès about th• charilable companls ability to continugls a
golng concem. Th• accounts ar• th4r•fore prepared on Ihe going Concern basis.
The trustees do nol consider that there ar8 any sources of estimation uncertainty at the reporting date that have
8 slgnilicanl rlsk of Causing a material adjustment to the carrying amount of assets and Ilabillties withln the 12
month$ of approvlng these financial statemen1$.
d Ineom•
Incom• is ro¢ognised when thecharity has entitlementto thefunds. any perfomiance conditions attached to th8 Item{s)
of in￿)Me have been met. it Is probable that the income will be received and the amount can be measured reliabty.
Income from govemment and other grants, whelher'capital, grants oi'revenue. grants, Is recognised when the char￿Y
ha$ entitlement to thè funds, any performance conditions attached to thé grants have been mel it is probablethat the
income will be roceivéd and the amountcan be measured roliably and is notdeferr8d.
Income recelved In a*)￿anCe of a provlslon of a sp*lflèd gervleè Is deferred untll the crfterfa lor income re¢ognitlon are
met.
Gfftsln klnd
Donale<l pfofesslonal seTvlces and donated facllities ale recognlsed as Income when the eharity has controlover the
Item. any condltlons associated wih the donaled item have been met, the recelpt of econom1¢ benefkt from the use
by the charity ofthe Item Is probable and that economiebenefrt can be measured reliably. In accordance with thè
Charities SORP (FRS 1021. general vol¥Jnteer tirne 18 not recognised.. r+f•r to the trustees, annual report for more
Info￿ation about their contributton.
On recelpt, donaled professional sÈrvlcÈs and donated facllltles are recognised on the basis ¢f the value of the glft to
the charity which is the amount the charlty WOLtld have been willing to pay to obtain services or facilities of
equivalent economic benefrt on the open market a corresponding amount is theri recognised in expendrture In the period
of receipt.
63
FINANCIAL REPORT

Street League
Notes to th• accounts
for the year ended 31 Malch 2025 (¢ontinued)
Donatlons
Donations and othèr receipts from fundralslng are reported gross and are accounted foron a receivable basis.
Int•rest r¢celvabl•
Interest on fund$ held on deposit is included whon rec•ivabl• and the amount cars be measured reliably bythe eharlty.
thls Is nomially upon notlflcaticn of the Interest paid or payable by the Bank.
f Funda¢¢ounllng
Unrestrided funds are avallable to spend on acllvltles that furtherany of the PUfpo$es of the charrty.
Designated funds are unrestrlcted funds of the charity which ihe trustees have decided at their discretlon to 88t aside
to use for a specific purpo$•.
Restricted fLtnd8 are funds subject to speciflc conditions imposed by thé donorwho has speclfied funds are to be
solely used lorparti¢ular afeas of the ¢harSty's work or for specific projects being undertaken by the charlty,
g Expendltureand IrrecoverableVAT
Expendllure Is recognised once Ihere 1$ a legal or ¢onStr￿tIVe obllgatlon lo make a payment to a third party. It 1$
probable Ihat $ettlement wlll be requSred and the amount of the obllgallon ¢an b¢ measured rellably. Expendhurefjl
dasslfled und¢r the followlng a¢tlvlty headlngs..
Expenditure on raising funds are those Costs incurr8d In attractlng voluntary Income, and tho$0 Incurréd
In tradlng a¢tivltles that ralsè funds.
ExpenditLtre on charitable activities Includes the costs directly relatod to Iho obj•¢t8 of the charity ènd
In 8UPPOrting the operatlonal prole¢ts undertakén to further thè purpo8•s of the charhy and ihelr
associated support costs.
Other expendllure represents those Items noi falllng Into any other headlng.
Irrecoverable VAT is charyed as a cost agalnst the actlvity for whlch the expendfture was incurred.
h Allocatlonof$upport¢o$ts
HQ expenditure represent$ the slaffing and assoc5ated costs that support the work Of Ihe ¢harity but do nol
dlro¢tly undertake Sport charitable actlvlties. HQ supporteo$t$ In¢lude ihe staffing costs of monitoring and evaluatlon.
quallty and performance, organlsatlonal develownenL flnance,personnel. payfoll and maikellng functlons whlch support
the charity's programmes and activitiés. These and governance costs have been allocated and shown as
expèndilure on charitable activities. The bas￿ on which support costs have been allocated are $8t out in notè 9.
l Op•rallng l•a$•s
Operating leases are l•as•s in whlch the li￿8 to the assets. and th•il$ks and rewards of ownership, remain with the
lessor. Rental Charges are charged on a straight line basls overthe term of the lease.
J Tanglble fix•d ass•ts
Individual fixed assets costing £1,200 or more are capltalised al cost and are depreciated overtheir
estimated useful economic lives on a straight line basis as follows..
Computer equlpment
Short term leasehold improvements
Furniture & frttings
Office ¢qulpment
IT assets
2 yeaT5
3 years
4 years
4 years
4 years
FINANCIAL REPORT
64

Street League
Notes lo tho aeeounts
for the year ended 31 March 2025 (continued)
k Debtors
Trade and other debtors are recoonised at the settlement amount du• after any trade discount offered. Pr4payments
are volued at thè amount prepald nèt of any trade discounts due.
I Ca$hatbaTrkand Inhand
Cash at bank and cash In hand Includes cash and short lem hlghly Ilquld Inveslments wlth a short malurtty of
thiee months or less from the dateof acqulsition oropening of the depositorsimila¥account.
Instruments are held on a platform wlth maturitlesranglng from 3 to 12 months.
m CredRorsand provlslt)ns
Credltors and provlslons are recognlsed wherè th& ehirty has a pièsÉnt obligatlon rèsulting fiom a past evenl that
wlll probably result In the transfer of funds lo a thlrd party and the amount due lo settle the obligatlon can be
measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after
allowing for any trado di$¢ounts due.
n Pensl•n$
The charltable company contrfbut•s lo deflned contrObLrtlon pension schemes on behalf of Ils employees. The assets
of these schemes are entirely separate to those of the charfty. The penslon cost shown represents Contylbu￿OnS
payable bythe charity on behalf of the employees and it has no other liabilities to these schemes.
There were contrlbutlons outstandlng atthebalance She￿ dateof £30.956{2024.'£21342).
Flnanelal Instwments
Th&charr(able company only has fIr￿nCIal assets and financial liabilities of a kind that qualify as basic flnancial
Instrvmenls. 8aslc financial instruments are initially Tecognised at transactlon valu• and subs•qu8ntly m•asur8d at
thelr s8ttlemént valué wlth th• 8XCéPtlon of bank loans whieh ar• subsequentty measured at 8mortised ¢ost uslng the
effe¢live Interest method.
65
FINANCIAL REPORT

street League
Notes to the accounts
for the year ended 31 March 2025 (continued)
Legal Stats￿ of th• charlty
The ctr¢rity is a company limited ty guarantee registered in England aTrJ Wales and has no share capital. In the event of
the Charity being wound up. the liabiliiy iii respect ol ilie guaraniee is lTrmiied io £1 per member of ihe thaJiiy. The
regisiered office address is disclosed on Page 80.
Ineom• from donatlong
Unresiricted
Resiricied
Toial 2025
Total 2024
(Restated).
Venlure Philanlhropy.
Insprrsng &otland
C￿nall0n$
C4)nated service5
756,645
10.351
756,645
578,516
25,500
879.759
7,095.996
74.500
568,165
25.X¢O
T¢tsl
593,665
766.996
1.360.661
1.930.255
Totalbyfund37 March 2024 fR•stat8d)'
7.70929S
820,960
7.930,255
Ph•sèril•r io now 16 th)ow72 Ity mty• Inlt)mw¢iohi•o¥dlrK4lh• iwiai•nwni of y••r ¢omp•r•thv.
In¢oM• Irom ¢hailtabl• a¢UvMI•s
Unreslii¢led
Reslricled
Tola12025
Tot•1 2024
(R•$l4ted)'
Contraeted Services..
Skills Developmenl Scotla￿J
Commlssloned Coniraci Inco
Grant and Performance Related
Grant Agreemenis
66,291
1,287,572
1,648,708
1,648,708
2.576.290
1,6SI.933
4,228,223
3,387.883
Totsl
2.576.290
3.300.641
5,876,931
4,741,746
rotalbylund31 March2024 (Restated).
2.254.721
2,487.025
4.747.746
' ple￿ reler 10 Mie 16 ¢np8ge72 morelnlolm￿lOTh¥eQ¥rdlNJtht 14$tsten*ni of y•¥1 ¢onwr•riY•s.
FINANCIAL REPORT
66

street Leagu•
Notes to the accounts
for the year ended 31 Mareh 2025 (cthrtinued)
Imiestmentlncome
All ofthecharitys inveslmentincryne arises from money held in interest bearing deposit accounls. All investment incom8
is unrestrtcied.
Co8tof ralslng funds
2025
stsff costs
Eventeosts
432.865
100.155
381,123
81972
533.020
2025
unrestrict￿ eXP￿ditU[l
533,020
533,020
40&G95
Analysls of •xpendltur•¢ntharftalA• a¢1m￿•$
ToM12025
Tot•12024
Stall costs
Direct AcademycostS
Overheads
Governance cosis (see iiore 8)
Support costs (see note 81
4.374.012
973.405
1.126,751
50,280
62.322
4,018,911
764390
1.003,491
27.957
53.774
6.586,770
S,865,863
2025
2024
(R•$t•t•d)'
Reslricled expendiiure
Unrestricted expendilure
4.067,637
2,519,133
3.334.304
ZS31,559
6.586.770
S,86S,863
' Please reler io rK)ie 16 on p•Je 72 lor m￿e in(¢ymaik)n reg¥diffjih¢ r•slaten￿l of pri¢y y*ar ¢Ompara￿ve6.
67
FINANCIAL REPORT

Street Leag
Notes to the accounts
for the year ended 31 March 2025 (continued)
An•ty$lsofgoveman¢•ind8uppwlc•sts
Bas(sof
apporbonment
Support
Govonanee
Tot4 2025
TO1￿2024
Staff ccsts
Audrtfees
ConsuttaThcy
Legal￿d professknnal
3.777
3.777
11.400
54.545
42,880
1265
13,700
37.249
22.757
Go¥￿nanCe
Oirectcosts
Dlre¢tcosts
11.400
54.545
4.000
38.880
62.322
50.280
112.602
75,071
N•tln¢omef¢r theyear
This is ststed aft￿charging/{creditW1g}.
2025
2024
Depreclallon
Operating lease rentsLs:
Property
Other
Auditorfs remunerat*Jn- audttfeès
13.797
21,7Q4
161.988
41.034
11,400
212432
2a664
787C
10 Stsfl¢osts
Stsff ¢osts durfno the YearWe￿ as f¢lk)w$:
2025
2tr
Wages and sal¥ies
Social securtty costs
Employerpensh)n contrfbutlons
Redundancy ternination c051s
In lieu payments
Employeo benefitcosts
4.184,052
382,596
166,743
10.421
23,756
43.086
177Z109
374239
743,947
3&378
65073
9.773
4.810.654
4407.399
Allo¢ated as follows:
Cost of raising funds
432.865
387. 723
Charitsble athiues:
Supportcosts
4.374.012
3.777
4018911
7.365
4,810,654
4407,399
The average numberof staff employed during the periodwas124(2024-117).
Theaveragefulltime equivalent numberof staff employed duringtheperiodwas121 (2024.113).
Thekey management per$onneS ofthe charity comprises of the trustees and Senlor Management Team. The total
employee benefitsofthekeymanagemenl personnel of ihe¢haritywere£629,392{2024'.£630.014).
FINANCIAL REPORT
68

Street League
Notes to the accounts
for the year ended 31 March 2025 {c¢)ntinued)
10 stsllcosts(eanL)
The numberof•mplLyees wknse eaming$ {gxcluding èmployer p•nsitin) féll into lh$ bands below weFe'.
2025
£70.001 .£80.000
£80.001-£9Q.QOQ
£90.001- £100.000
£100.001- £110.000
£110.001- £120.000
£120,001 . £130.000
£130.001 . £140.000
£140.001-£150.000
11 Truste• remuneratlonandexpenses,and r•latedpartytr•nsa¢tl+)ns
Trustges or any pwsons ¢¢nnected with them rK8lv•d r81mbur￿mOnt of expenses during the year Qf £1.759 12024:
£1.059).
Aggregatedon8tionsftomrolatedpartleswereNIII2024-Nil).
There are no donallons from related partles whS¢h are txrtslde ihe nomial COUfSe of ￿SInesS and no restrlcled
donations from related p8rt19s.
Jonathan Rennle. a twstee of the ¢haFitable company Is 8 Partner with the flrm of soll¢llors TLT LLP who provided both
pr¢>bono and discounted servicesto the charllable company In iheyear to 31 March 202S. Thevalue ofpr¢>bono seryt¢es
8nd tho benefit ol è redudlon In ams4enOh legal fees support has bq¢n considered in these financbal statemenls and
Included In GlftslnKind4tavalueof£4,00012024=É3.SOO)-
No other truslee or pgrson related to thè eh8rty had any perscfi81 Interest In any contract orlransactton ènterèd Into ty
Ihe charlty, Including guarantee4 durin¥ the year (2024: NID.
FINANCIAL REPORT

Slreet League
Not8s to th• accounts
for the year ended 31 March 2025 (continued)
12 Government9r￿ts
The govemmentgrants recognlsed in the accounts wereas follows:
2025
Bim)ingham City Council
Dudleycothidl
Easl Ayrshire Council
Eastounbartonshlie Councll
EastLothian Council
EastRenfiewshi16Council
Enable Works- Dundee
Enable W0￿S- Glasgow
GlasgowCouncil-Towards BetterFutureGreater
London Authority- European So¢lal Fund
Greater Manchestar Combined ALrthority
Inverctyde Councll
Manchestercity Council
North A￿shIreC0uncll
North Lanarkshire Council
PerthèndKlnrossCoLtncil
Renfrewshlre Employablllty Grants Programme
Sch¢)ols
Skllls Development Seoll8nd
- Modem Apprenticeshlps
WestDunbartonshireCouncll
Wést Lothlan Counell
West Yorkshire Mayoral Combined Authority
71.004
41,666
62,364
89,980
66.645
70,828
253.740
206,480
9.226
54.668
86.308
46,1 S5
17,334
265.043
179.602
23.746
193.672
73.957
130.075
23.902
97.836
152.878
93.288
67.598
82.470
24.549
61,501
63,164
8.574
06,291
77.078
27,500
59.936
27,694
49.011
1.648.708
The unfulfllled condltl¢ns and conlingencles atta¢hlng to th grants weré acr+)88 fulfllllng the delfvery of Street
L•agu• academles whlch spanned the year end.
13 CoTror•tlontax
The charity is exempt from tax on incom8 and gains falling within Chapter3 ofPart 11 of the Corporation Tax Act 2010
or Section 256 of the Taxation of Chargeable Gains Act 1992 to the exteni that these are applied to its charitable objects.
No lax charges have arisen in the charsty.
FINANCIAL REPORT
70

Street League
Notes to the acci)unts
for ihe yur ended 31 March 2025 (continued)
14 H¥ed a88•ts: laThglbleassets
Leasehold
inproV4m￿ts
FumtsJrE&
fdtnys
Cornputer
equpm•ni
IT Assets
Tolal
uipm•nt
Cost
Atl Apri121Y24
Addrttoni
Di8po$als
22,274
1.680
9.571
1189
271747
1A83
26.042
38.8S0
369.484
5.352
At31 Mar¢h2025
23.954
11.760
274.230
26.042
3e.850
374.836
D•prKl•llon
Atl Apri12024
Charge lorthe
yeBr
22274
497
9.$71
319
257,737
12.321
24.880
660
38,850
353,312
13.797
At31 Mar¢h2025
22.771
9A90
270.058
25,540
38.850
367.709
M•lbo¢k¥•lu•
At31 M•r¢h2025
1.183
IA70
A.172
502
7.727
At31 Mwclj 2024
74010
7.762
74772
15
D•bio
2025
2024
ri¥¢Jedebtors
Othu debtors
4P5Jyrr*nt$4fid accmwjincofflè
465,105
28.754
98.939
353,137
44.136
62,979
592.79b
4602S2
16
Cf•diior*: Im¢unts hlUrydu•wlthln •n• y•4r
2025
2024
(Resiwedj
Tiadeu4xlilOI&
Oiher credhorsand accruals
DefLYredlncome
oil Iwn)¢0mp•isai￿ absences IholNlaypayl
Taxaiion 8nd socialsecuiity cosi$
86,705
83,135
87B.279
rf6.889
100.868
51,102
57,710
876.368
47,590
92,682
1,197.876
1.124.852
71
FINANCIAL REPORT

Slreet League
Notes to the accounts
ror the year ended 31 March 2025 l¢ontlnued)
DurNig lheyearend￿ 31 Maich2025, IheConpF*nyCh4ng￿ lsmeihcdDhgy for rerngThising incOmeieLii￿9 IDgranrsforconlracled ser¥Ke& Pltvw)u5￿, Ihi$
ii¢omeli•(Ebew recogni￿￿ Ihelnianryalsi•i¥Ywiswl)w ¢asliwo$ Fe¢erie(l. Undv Iheiw Inethodology IncomewiNbedervr￿ iolurulespw￿6l0{eneCI
Iheuseol Ihef4Th1stsndw theSttv￿89reerneniW17yth mreaSgnswiih Iherequuemefttsol Ihechariiy SORP.
Th¢¢haMgeh•sbewappledieiiospe¢twttyÈndtxmpor•tkefftlormaik)n Ioriheyeai endkng 2trL4andrtrervesbalÈnCtth8veb￿ rtr#llted.
ItyL8 CT¢ongen•$inernp8cI 01 nue8Smgpits)r ye&r￿CoM￿OY Ll8Y.yiJiiomLb.blk.Ilts 10 Lts.I)l.bJY m¢refywgibe6urpty$tyyiiie8o￿efflOIjnt, Irom
C281,768 10 £.121.681. Thi%th8nyehttS•￿ore￿ucEd IheiesetvesbbJan¢ebioughl Ii¢m2023by£l.016.201 fioin£3.780.72510 EZ764.444 and
con5equenlty ltheresthtscariled lorwardkn 2024haveredu¢ed by£876,96Q Irom£4.062.493to 13.186,12S.
OTrthebO￿nceghC¢¢.deI¥red wKoMeknue•se￿lrOM2elO*o t676.368.
Rocmclliatlon #lD•f•rw•d kncom•
2025
8r•whif•rw4rd•tl Wl 2024p•r2024dn•Trd•lm•i•m•ni•
Br•ughthrvArd•¢ I W12024tr•M•Nd)
IrKomelrom¢hthri4tyka¢ir4flV.
T•t*lbMught 1om•rd•t 1 *•112024
87&368
876361
Mow¢mailW.
D•l•Th•dlnoJrn•f•l•a••ddurfngy•4T
Incomelrom¢hariiab*4¢ir¥i
Toi•ld•1•mdh￿*i•1II￿￿ durtn9y••f
876,368
876J61
In¢•mlngr•4•w¢••d•lwf•ddurfwy••r
Incointfiom¢*4l*•b￿s¢ir11trts
T•tsi themd•l•rr•ddurfn9y•ir
87¢279
871279
D•lwr•d Inty>M•¢•ryl•d •131 M*r¢h2025
InGomel{om¢h4iitab￿Ictr41Ilts
87&279
To1￿¢￿￿•d1Or￿4rd•t31 2025
874279
FINANCIAL REPORT
72

street League
Notes to the accounts
for the year ended 31 March 2025 (¢ontinuedl
17
alyslsof moYomMtslnreotrf¢¢ed lund
AS ei l Awil
2024
Asai31
March 2025
2026
Income
EX￿￿ule
TiansfMs
Sport
bi(kn
eimllighamclly Council
CHANEL
Compo$8GIo
Dudltycowcil
EasiAyiohNeCovncl
Easi DunbartonShtyeCo￿cal
E8s1 Loihian CtyJnal
East Renfrewshire Counca
Emb￿￿orkS. Dundee
En￿b￿Wo￿#. Gl8)g(
FMldttyUK Fo￿n￿oI￿on
Fondfjik￿ Pderts
Gann¢xhy Tiu$i
GoilkkJWestoD
Gr¢oi£r man¢J￿¢[Cl*￿Tr￿￿AUthOIIIY
Goal￿ogra￿
Insp¥￿g Scothnd
QFN
YAF
In¥erclydeCouncll
Ku8umKts Tru$1
Lauieu$ SPL￿ lor GC¢JdFO￿d￿1[on
MaciiuhiieGroup Foundailon
Manehe#terAd￿l Edu¢atlonServlce
New Bolance
' North AyT5hweC+xJnell
Nonh Lanar*GhweCouncil
Perth KlnroGB¢ounGil
R*frewshlre EmployabllliyCianisPiogiamme
SanianderfoLmdélion
St4Mish thr4W 1hech1￿￿[WyQW￿ PeoF44
FaM￿￿S Aduk LesTr￿n9Th￿d Secthr
SrKIé￿Gé￿èrfjIe
Si Jrn's Race
SMrbLKks
Suppon¢dbylhoChaiilyot Slr Rlchard Whlltlngton
Wesi Dunbawl￿shI[eCQun¢￿l
West LaIlu￿
West YrykthMeMw4cthnLiJ)e¢lAull￿itYw¢￿Mn￿éI
F(xNthIiL
Q¢fw RefjirwedlTrxn*¥ E2QOOO
38.BSO
71.604
35.000
30,000
41.666
52.364
B9.980
fj6,645
70,828
253.740
206,479
29,964
44,870
22,000
. 25,000
73,957
153.6S7
138,8501
171,6D41
135,0001
130,OLXII
141,6661
162,3641
{B9,9801
166,6451
170,8281
I2￿.7￿0)
1106.4791
129,9641
144.9701
I22,0￿)
125.OfMI
(73,9S7)
1IS3.6571
504.645
252.000
130,075
87.847
Sl.250
82.000
23.902
40,849
97,836
IS2.87B
93,28
67.590
25,000
1%14,645)
1252.OC#)I
{130,075)
187.8471
151,250)
182,0001
123,902)
140.8491
197,8361
1752.8781
193,2881
167,5981
125,0001
564,47B
43.260
39,221
34.239
103,803
59.936
27.694
49.011
84.148
135.975
1564,4781
14J,2601
139.2211
134,2391
1103,8031
159,9361
127.6941
149,OTI1
{84.1481
113S.9751
Toi¥l rtsiricied lunds
4.067.637
{4.067.63n
73
FINANCIAL REPORT

Street League
Notes to the accounts
for the vear ended 31 March 2025 Icontlnued)
17
Nom•4lT•¥lrl<t•dfw
D••*ti•n.n4tyJr••ndFwpM•••lth•fur
Twoyeai partnerthlp. atartedJ•nuory2023 ￿ded th J￿UIry 2025. Syppartknq Ihe runnkn9
•ndth•ltsprrt4hi•llh•Yl¢¥lffdn*qrAt•dwty•nd¢urw¢ik•ty￿ih+L*thwn*.
Ll( Shaied *05p¥ny ernpknyabWIy SUPPDrt for 1&29 year 0￿J1 wernthed llnd
nornkalykn*cifve
&Jpporthg yaung peopkn4ed 1&24 thr￿ph *fettL￿gU¥S employabwtyproqrarnr
I￿$#L¢r4¢N.
A Dn• ytai partnor*h¥ 114rtkn9 hi M4y 2024 io May 2025 £27k kn 10t￿ Restrkted 10
Rtnlrtw*hir•.
uKslar￿ ￿0]P￿rtyFun¢emplOyabthly$uppDrt f¢r19QOyt4rotheconom*aty
BI￿nghIMErnp1OYfflln11n#*llSprC1ttI
CHAKEL
CuThias*Grotsp
[￿d*Coun
l•stAyishiieeounol
EI¥IOuDbirtonihYi¢ow¢
oOn&L*ftBehlnd.emp*&bi%tySupptsrtlof 1&24y¢•rd¢*ur*hpknytd.
NDOneLeft Bthrternp*aL￿I1y1uppM1Cy7&24YI1rO￿8Ur￿knytd.
oNeLtft Be￿￿.*￿￿￿•￿1tySuppwr￿ 1&24ye•r¢ld*uwknyed.
LKSn•Nd*•*p￿Y Fund•tyby•bl¢ywpp•rttsr1ts19Y••i•￿l￿#1eb*1,
Ntr¢n•L•ft8th1ndIrnF*•￿ItyIVppDrf Iqr1&24 Y••rgkJ*u￿p￿yqd
N¢¢n•L•ttethin4 ¢rnF*•blbty¥ypportfqr16.24yui•bJ¥uwpby•d.
AtP¢trywrgr•nt I•W4fd* rth id•¥tMI th*d¢lY*y ¢1 Sli¢•tLugui *r•i¢wtor
Z02+20Z7.
ÈI*Lothi•nctyJn¢
En•￿￿W￿[l*.￿n￿**
EN•b￿W¥ik¥-¢1199ty
F*thyuKF•un¢•i￿rn
G•nno¢hyTru
G•rfWWe*¢n
A4w¢4rw&nteanlrbJtii•1•ourShtff￿d$POrt0Th￿•MP￿Y1wlyProlr1rn￿ÈcD￿8.
UK *•r¢d Proyfty Fuhi wnpkylbltty sypp¢rt l•r I&JO y¢•r un¥np*ed Dnd
Q¢••iw k4•rrth¢siv¢ombli¢dAuthw¢y
G￿lpro4r4rn
Gr4ngfundthgAw4rd•dtryWorn•nYin andwovk1¢d lorth•ryknwiationofih•Go4lAccqlw41
•slamm•by7h•s¢•nd•rd¢h•ry•￿ 8ankFtrun¢•1￿In è•rw•w 202&2027 i#￿9P¢m tsvw200
yqUngwornth*ndnoTrbkn•ryp•uphtrl491111-Xl fithmvndqr.Mrv•Jt4mftwnh411nLwdw•hd
1n1p1rkng￿i•Tr0
Vwi¥r¢ lundlng ia young pwl• thtg
In¥w￿l¢aun
K4wm•Tru•
UK*arndP¢J#p¥*yFvnd.tynpbyablthywpp)rtf•r l&llye•r¢kl¥posi¥htyY.
Aiwfyy•uwAntwppor¢iig¢¥Jrip•rt&nd thmp*4bUltypiogramrnew¢sln SouthwirKLo
L•w•J4Spg11 l¢¢G••d Found•tkin
Funding¢ontdtyAkng iowrsport•nd •iy*•bltypI•gr•mmuknL￿Wp9cl.E￿￿bwghInISouIh
Yptlihlr•.
M•Eq￿•r17GrW9 F¢UDd*tknn
14 Jyiir gr4nl fvndknl 7Pr¢gf•i¥w* C4vd￿liVI ind 2 •nd iround EdknbJrgh In
IheLothlqn*.
Adu#>Jl1Pro￿￿￿lorl￿30y•0iObjsunty0yld.
A on• ye4r pannwthlp from Auw* 2024 10 Juty 2025 10 200 Yqthg 11
Manc*eK￿.L￿Up0olarA London.
NoQTh•L•ft 8￿￿￿*mp*￿bItstylUppQrtf￿r1￿24YVT01lIyrt•TrPty
NoOn•Lrft Bthki4qrnp*ibI￿Yl￿pwrttoi 1&24y•aro*iUn￿p￿y•d
N•Cn•Left B￿￿￿¥￿pt￿1O1￿1Upp￿rtI1r7tr21Yt•ID*lury*xP]ON•d.
No¢niL¢ft 1&24y•arpW¥uwpby
A Ihiewear partnerth¥ iunthg from Apil 2022 10 March 202$ wrth £165k kn I￿￿L
2024125 R451rkl￿10LondoTh,a1￿TrYha￿LHd￿*41tleuLtrMw1.
A21.￿)nth w•ni 10 $upport Y￿￿9 p*¢pMii• thetr•tr¢by•bilty Ik￿# èrtd r¢•dineuf¢r
Ntty Balance
NgrthAyrShiri¢w￿1
NorthLanarkthMCounc
F￿h4nd￿￿￿j*s¢oUTh
ft•iliew¥hh Emp*ibWGrpnt¥Pt¢gt•m
Foundai&)n
01113hGo¥erntwtlhr•ts¢hlhe¢hldten.YounoPe¢p
F1rn￿￿1ndAdUftLe•lMifi•Th*dSQM4rFvfid
c*éGlnè•
Throo¥ear p4nnor•hlp whh Ihe UK Foundatyon IrrrnAprfl 2022 t¢ M•ich2025 140k i y￿1
tLwaidsE411 LonthnQlDWburyYou1hC￿lrI).
A Mstttitd 9rint Irom Starbue*a US Found*t￿n and UK io pioqiimmtt
St•tbv¢k#
St.Jamr4'JPL4e•
Albrotry•41wanliQJUPPUrt Sport•nd Empby4biN1yknad￿e5ln Leeds
Al￿try*dr qrani a 2th0o￿bal￿ prohl If• London 1¢ boost lh*sW￿. wdtseng
4nd4iplrJfw¥olY•4r 1Q4nd 11 ¥tvdenl¥ •trl¥k oldi1￿9&9￿9 frorn¥rhDd pr￿￿¥1￿9 wnhoul
posKi¥*ne#4•sfI￿I￿n, uttim11￿5VPFQrt1lFthI￿lO••yth Kh¢dOFffiov•￿IOwQrkJ1ra￿￿ll
Jpportodbygh•eharrtyof&rAkhatdVlhrflln9
FINANCIAL REPORT
74

street League
Notes to the accounts
forthe year ended 31 March 2025 Icontlnuedl
WeBtrhJnbartothTeC•un>l
loOneLthB0hknd.emphyab￿rty￿p￿1¢or1fv?4Y•￿￿SUfjWrtPky•t1.
WtytLoth&n C•tsncil
PlrentilErnphyrn￿t&FP4VtFYn0f¢r 11th24yRaroldsunomp]oyed.
UK Sb8r4d Piwertty Fund Wfgl&yatyL*y Wpwt lor 1&30 year owa untynpkyed and
WestYork¥htr¢MayoralCornbMJAuthorly
W¢stmkn#t¢r Faundatth
Alflnl iWitdtsJ¢verlw•yw$i•wwdii￿￿•aI#1n •ndopttitknn of• &rethLeIguèa￿•
W￿m￿XIe1.
V•tl¢v¥ ¥Nwllgr•Ai¥ •nd¢n•oll don41kn¥ rtt¢ri•J taward8sire* Lugurf¥thiit4blw¥¢trrf*
whKh ahhou9h grouped nio cne ¢ai•Jury hor& *r4 tr4¢knd ￿d￿d￿JaI￿ 4goln¥t 4ny specrf
kr41￿nandI4rpr￿￿lwI[¢J￿IO1Urt￿.
Olhor Rwtrknedlncome
¢£20.000
Tiallsfersrepreuniprqect managqrnemtharyq8rnad•thlh*ywln￿e￿￿h1UndW1V￿r￿1t*
17
Comp•rntlY• •N1¥￿¥•I rnov•m•m•lni•Md¢l•d
A$811A￿A
2023
A#ki31
Maich 2024
2024IRqs¢•ttdi'
In¢orne
Expend*ur*
T[a￿slera
Spon
abidn
BNYMelon
CHANEL
Éa*AyishirtCound. NOL8
E)$1 DunbwionshweCaun¢il.NOLB
Ea* Loihknn Coun¢ll- NOLP
RenfrewShireCwTr￿l- PESF
£nab￿Work5- ￿jndee
En￿b￿WO1kS- ￿li¢Jee- PESF
Enab￿WOrkS. G￿59￿￿
fonda1￿￿ PdeTs
CunnodiyTrust
Olasgow Counol-TowardBB¢Lier Fuiure
G041Programm2
51.800
3Q905
35.000
45.76ts
80268
46,1 $5
17,334
229.886
35,IS7
179.602
4&000
22.000
23.746
99.804
151.800)
130,gOSI
135,0001
{45.7681
86a68)
146,1551
{17J341
(229,8861
laS,157>
1179,6021
{45.0001
122.OQOI
123,7461
199.8041
OF
YAF
In¥er¢lydeCouDcll
Kus￿m8 TfUSI
Lèureussport forGood Foundaiion
MacquaiieQioupFouMdallon
New Balon¢e
Ntsrth AYi￿NIeC￿n¢l1. NOLB
Ntsnhlanarks￿IeC0UnC11. NOLB
TheQuUter FcAmd*bn
Renlrew&hiFeEmployablliiy Granli Proyrtsmme. NOLB
S•niand*r F¢undgltory
Sts)Ii*hknvnmwl Ilv¢yJoli IIKClth*w.Y+xnwPe¢*.
F￿￿e54nd ￿￿￿1{¢9mMg ThirdSÉ<torFthThJ
Shtsrédlmptsci
&xathéGén&ae
Sl Jomo5'$11
SuppoiiedbyllieCh4riiyof Slr RICI￿rdwhlIiIngio
Swite¢harit4NeTiu
We$1 DunbaTionshiieCouii¢il-NOLB
Wegi Lothkin crAj￿1.PESF
wesirim¢rF¢yx￿i￿n
OthErRtffik￿d lrtome4 r2QCO)
57737
242.487
82.476
21.862
so.ooo
8100Q
ISY7,270
12d2.4871
IB2.4761
121,8621
Iso.0001
182.0001
24.549
61.501
36.558
63.164
60.000
124.5191
136,5581
163.1641
160,0001
408.114
60,000
42,0
32.130
101.322
30,0th)
77.078
27,500
82.978
180.860
{60,0001
{42,0001
ia2.1301
1127.647)
130.0001
(77.0781
127.5001
182.97BI
1180.8601
26,325
Toi•lregiil¢ied lttnds
26,325 3,307.96S
13.324.310)
Translet5 iep¢é£•itpioie¢i m&nagein<midiaroesmadeni Iheyear h IniewKh IV￿e￿agieeff￿I
75
FINANCIAL REPORT

Slreet League
Notes to thè accounts
lor the year ended 31 March 2025 (continued)
IB
202$
Balance at i
As•i91
Muth202$
IR•li*t*dl'
ExP￿dI￿re
Tr•nsfvs
Unrq¥lilEi￿ lund#
3,184125 3,291136
13,Q511531
1421,108
3.181125
3,2Y1136
13.0$11$31
3,￿.108
2W(R•tsl•J)
I￿nE• •1 I
AyfjZW3
Incorm
Expaidkure Transf•r4
Mi¢th2024
ihre￿￿t1dfth1d1
2,?31,12S 144691
(2,99&6S41
,184125
2,731125 1444654
(2,99A6YI
3.18&125
Iknl•wki￿ fund•
Fr*r#erM4fiOr￿tyW￿91•r4ld1l￿n41la￿Té1
19
20ZS
G*¥*l
Roxrtted
d8
7,727
),411Jel
7,727
3AI1,381
N•1 ¢UN•llA$F•i￿(r￿b￿*Ia1
T0141
3.426.108
3.426,108
2024P•M•d
•Aw•I
lund
lunds
TM•l
14171
3,169.953
16,172
3,169,9S3
T4ttJ
?,184125
3,116,125
FINANCIAL REPORT
76

Street League
Notes to the ac¢ounts
for the year ended 31 March 2025 (¢ontinued>
Op•rign91••8•tommttm•nts
Th¢th*iV$totslruiur¢n￿thjffl ka¥¢ptyNn¢sund¢r noKinc414b*opeia￿n9 kn$t$ lollrrtu for eath 0lthelol￿Wl￿191rlQd9.'
Pioperty
EqU￿￿t&s011WlrtL￿*
2025
2￿4
202S
2024
Lttsihan oD•yt•r
Qn¢t91￿•yo•r*
119.546
86.178
17q991
15?,332
41.034
78,004
447
204n4
323,23J
119,038
6?.843
lft*th•lth•r4••lThn•td•bt
AtlWI
2024
C4sh
Al 31 Mirch
2925
c••h•ndC41hfqUfv4hTht¥
3M345$3
4.023.459
Total
3,834.553
4.QZ3.459
R•￿n￿lIatIO￿Qf￿•l￿￿•rn•ntIn1u￿tht0n•l￿lh￿Dw￿QrnoP*AtknUl￿ll51I
202$
2QZ4
Nrfknwn•lorth•y•4rl••p•rth•*at•m•rf•f
Adluthffltsl•r.
239,903
421,181
13,797
21,704
180.6381
DfvhJon<s.Inl*qsrand ilnti tromknY•ii¢iitriit
Log¥¢n ￿￿01¢l￿d•s$e1#
Iin¢reaitlldeMei8tin deblO11
113IY61
73,024
748.94J
069,8411
N•t￿￿p￿￿•d byop•TrtlnwidlYhl4•
72,077
J4Z7S0
77
FINANCIAL REPORT

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