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2026-03-31-accounts

STREET LEAGUE ANNUAL REPORT 25126

“These people can help you, they can put you in a better place, to achieve what you want to do and be a better person. Now that I've got a job I feel great about the future.”

C O N T E N T S

01[EXECUTIVE SUMMARY ]

Chairman's Welcome 01
Vision & Mission 02
Our Values & Brand 02
CEO Report 03

03 2025-26 IMPACT

2025-26 IMPACT
2025-26 Impact Numbers 11
Fundraising and 14
Partnerships
Commissioned Partners 20
Our Services 23
Our People 33

02 OVERVIEW OF WORK

The Need 9
Where We Work 10

04

FINANCIAL REPORT

Financial Performance 37
Trustee Report 41
Accreditations 50
Auditor's Report 51
Financial Statements 57
Reference Statements 79

JOHN COLEMAN

On behalf of the Trustees, I am pleased to introduce our 2025/26 Annual Report. This has been another strong year for Street League, with continued growth in both our social impact and revenue, reflecting the ambition and resilience of our organisation and the dedication of our leadership team, staff and partners.

Our focus remains firmly on supporting young people through sport, education and employability programmes, that help them overcome barriers and build positive futures.

Over the past year, more young people have engaged with our programmes and achieved meaningful outcomes, including entering employment, progressing into education and gaining vital skills and confidence.

We are proud to continue evidencing the impact of our work, with independent insights reinforcing that participation in Street League programmes increases the likelihood of sustained employment. This is a powerful endorsement of our approach and the commitment of everyone involved in delivering our mission.

At the heart of this report are the stories of the young people we support. Their achievements are a constant reminder of why our work matters and the difference we are making in communities across the UK.

I would like to thank our staff, volunteers, partners and donors for their continued support and commitment. Together, we remain ambitious for the future and determined to help even more young people unlock their potential. Thank you for your continued support and belief in our mission.

“This has been another strong year for Street League, with continued growth in both our social impact and revenue, reflecting the ambition and resilience of our organisation and the dedication of our leadership team, staff and partners.”

JOHN COLEMAN CHAIRMAN

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EXECUTIVE SUMMARY

PASSIONATE ABOUT SPORT AND EMPOWERING YOUNG PEOPLE.

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

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

FUN SUPPORTS OUR WELLBEING AND HELPS US MOTIVATE PEOPLE.

TRUSTWORTHY WE ARE RESPONSIBLE, HONEST, AND SELFAWARE.

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.

OVERVIEW OF WORK

2 6

CEO REPORT

Dear Supporters,

2025/26 has been a landmark, record-breaking year for Street League.

This year, we achieved the highest level of social impact in our history. We achieved a total of 2,119 positive outcomes for young people in employment, education and training, while reaching 4,831 young people overall, with 3,706 starting programmes – more than ever before. We also saw a record 1,438 young people sustain their positive destination for six months. For the first time over 1,000 young women started on our programmes. Street League welcomed 1,100 young females onto our services, the highest number in Street League's history. We also achieved a record number of female positive outcomes with 612 entering work, education or vocational training.

These are more than just statistics. They represent lives changed, barriers overcome, and futures transformed.

Our progress reflects the success of our Fit for Future Strategy in action. We are reaching more young people, delivering our programmes more effectively, and creating deeper, longer-lasting impact for those who need our support most.

Behind every result is a young person building confidence, developing skills, and taking meaningful steps towards a brighter future. Their success is what drives us forward every day.

I am incredibly proud of our staff, partners, and supporters who have made this record-breaking year possible. Together, we are not only growing our reach but also delivering high-quality social impact at scale like never before.

Thank you for your continued support and belief in the potential of the young people we serve.

“Behind every result is a young person building confidence, developing skills, and taking meaningful steps towards a brighter future. Their success is what drives us forward every day.”

DOUGIE STEVENSON

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EXECUTIVE SUMMARY

WE ARE ALL STREET LEAGUE

Our people are at the heart of everything we achieve, thank you to every member of our team for your unwavering dedication. Whether on the frontline working with young people or behind the scenes in the back office making the organisation work, in visible roles or as the hidden heroes, each of you plays a vital part in the system that enables young people to progress and secure employment.

Every positive outcome we deliver is a direct result of your collective effort.

“We achieve this impact together and we celebrate it together.”

I would also like to thank our Trustees, an exceptional group of custodians whose guidance and support enable the executive team to lead with clarity and ambition in delivering our mission. Street League is a special organisation.

The impact we achieve is both significant and life changing, and for many young people, our support creates a lasting and positive shift in the direction of their lives.

EXECUTIVE SUMMARY

4

OUR MODEL

At Street League, we recognise that the challenges facing many young people are often interconnected. Unemployment, low educational attainment, poor physical and mental health, low confidence, and social disadvantage can all limit future opportunities. Addressing these barriers requires a holistic approach that supports the whole person.

By combining sport, education and employability, Street League helps young people build the skills, confidence and resilience needed to achieve positive and sustainable outcomes.

Sport acts as the gateway to engagement, providing a safe and inclusive environment where young people can improve their wellbeing while developing key life skills such as teamwork, communication, discipline and resilience. For many, sport is the first step towards re-engaging with learning and creating new aspirations.

Education builds on this foundation by helping participants gain qualifications, strengthen essential skills and grow in confidence. Through tailored support, young people can overcome previous barriers to learning and prepare for further education, training or employment. Employability support turns potential into opportunity. Through career guidance, work-readiness training, CV development and employer connections, participants gain the practical skills and confidence needed to secure and sustain employment.

Together, these three elements create a powerful cycle of positive change. Better wellbeing supports learning, learning increases confidence and employability, and employment provides purpose, stability and opportunity. By addressing these areas simultaneously, Street League helps young people overcome barriers, realise their potential and own their future.

EXECUTIVE SUMMARY

5

A SUSTAINABLE FINANCIAL FUTURE

Street League delivered total revenue of £7.76M, an increase of £405K (5.5%) on the previous year’s total of £7.36M, against expenditure of £7.54M, resulting in a surplus of £224K.

This represents our highest-ever revenue total and the second consecutive year of record revenues. Expenditure represented 97.1% of income, reflecting continued disciplined cost management across the organisation, while maintaining strong delivery performance and meeting sustained demand for our services.

The year-end surplus equates to a 2.9% operating surplus margin and provides a modest but important contribution to strengthening our financial resilience as we look ahead. It also takes the organisation’s four-year consolidated surplus to £943K, with the current year contributing 24% of that cumulative figure.

Reserves now stand at £3.6M, equivalent to 5.8 months of expenditure cover and approximately 48% of annual operating costs, providing a strong level of financial resilience and stability for the organisation as we continue to deliver our strategy - Fit For Future.

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EXECUTIVE SUMMARY 6

OUR STRATEGY

Street League’s three-year strategy is focused on reaching more young people, increasing positive outcomes and expanding access through targeted provision, including a dedicated female-only service offer. This is underpinned by plans for sustainable financial growth and significant investment in digital and data capability.

By the end of year two, we have made exceptional progress, and in several areas, we have already exceeded our strategic primary aim of supporting 2,000 young people into work, education or training, over a single 12-month period.

We have successfully achieved our overall engagement and impact targets for the strategy ahead of schedule, supporting more young people than ever before and delivering record levels of positive outcomes across employment, education and training. This reflects both the scale and effectiveness of our delivery model.

A key milestone has been the national rollout of our female-only provision. What began as pilot Academies has now evolved into a fully embedded offer across the UK, enabling us to reach and support more young women than at any point in our history. We have also made significant advances in organisational efficiency and capability. Our investment in digital and data has reached new levels, transforming how we capture, analyse and act on insight.

Our fundraising performance has remained strong, with continued year-on-year growth across private, corporate and public sector income streams. This has strengthened our financial sustainability and positioned us well for the next phase of our strategy.

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OWN YOUR FUTURE
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EXECUTIVE SUMMARY

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EMPLOYEE OF THE YEAR

WESLEY, 23, WAITER, HAREHILLS

Wesley, 23, from Harehills, spent nearly a year unemployed after leaving school with just one qualification in Art. Despite clear talent, he never got the support he needed, and it showed.

When he joined Street League in March 2025, he was positive but fragile. Rejection had knocked his confidence. In mock interviews, he came prepared with pages of notes but froze when it mattered. He rebuilt, slowly. Group sessions, speaking up, showing up.

By summer, he was ready. After a year out of work, he set his sights on customer-facing roles. Burger King gave him a shot. He prepared, practiced, believed and after the interview, he messaged the team: “I feel confident… thanks to you and everyone at Street League.”

He didn’t get the job. It hurt, but this time, he didn’t fold, he persevered.

Next came Nando’s. This time, they saw it too, the confidence, the growth, the potential. In June 2025, Wesley was hired on his terms, with the hours he needed. Four weeks in, support was still needed. Adjustments were made, Wesley kept going.

Six months later, he wasn’t just coping, he was thriving. Employee of the Year 2025.

“He really has become a star and much loved by the team,” said his manager.

Wesley didn’t just find a job. He found belief, first from others, then in himself. And he’s only getting started.

THE NEED Young people continue to fxe signifKant barrfers to ernployrnent and education across the UIL of participation. KEY FIGURES 957,000 =_ 957,000 12.¥%014 yw p••pl•. d 16-24 ar• NEEr 0 411,000 0 546,000 -: s••king Jrlt. 5% National Average Unemployment 16/ k•ily •x¢••d tr• ty¥w•l popu￿10￿ rot•. Youth Unemployment ¥Ar• NEET, 16% 13% we NEET. NATIONAL LANDSCAPE 66 1• in th• 25 ) and mployTn•nt mty• &'ketyto'. 99 OVERVIEW OF WORK

OUR REGIONS

Ayrshire (North, South & East Ayrshire) East Scotland (Edinburgh City, East & West Lothian, Midlothian) Greater Glasgow (Glasgow City, East Dunbartonshire, North Lanarkshire) Greater Manchester (Wythenshawe, Ardwick, Fallowfield & Stockport) London

(Westminster, Southwark & Tower Hamlets, Barnet, Greenwich, & Lambeth) Merseyside (Liverpool City, Knowsley) North Scotland (Inverness & Dingwall) South Yorkshire (Sheffield & Rotherham) Tayside (Angus, Dundee City, Perth and Kinross) West Midlands (Birmingham, Dudley) West of Scotland (Inverclyde, Renfrewshire, West Dunbartonshire, Argyll & Bute) West Yorkshire (Leeds City, Wakefield, & York)

WHERE WE WORK

In 2025/26, 64% 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. Among the top barriers faced living in such areas include, claiming benefits, no work experience and no qualifications, meaning it’s harder for these young people to access opportunities.

Street League is dedicated to making a difference in the most disadvantaged communities across the United Kingdom, aiming to address the unique needs of the young people living in them and providing the support necessary to succeed.

IMD Decile Distribution Street League Participants 25/26

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0-10 1,234 (33%)
10-20 674 (18%)
20-30 493 (13%)
30-40 336 (9%)
40-50 226 (6%)
50-60 165 (4%)
60-70 151 (4%)
70-80 169 (5%)
80-90 105 (3%)
90-100 59 (2%)
0 200 400 600 800 1,000 1,200 1,400
Unknown 95 (3%)
IMD Decile
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OVERVIEW OF WORK

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20252026 IMPACT NUMBERS

3,706 Unemployed young people engaged in programmes

3,603 97% of young people we engaged reported barriers 3

Average number of barriers per young person

TOP BARRIERS

SUPPORTING

REFERRAL ROUTES

SCHOOL LEAVERS UNEMPLOYED THIRD SECTOR TRAINING AND SKILLS ORGS 16 - 30 OVERCOMING CONFIDENCE SOCIAL MEDIA SELF-REFERRAL BARRIERS BUILDING LOCAL IMPROVED JOB CENTRES SCHOOLS COMMUNITIES WELLBEING

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11

25-26 IMPACT

2,119 1,529 Employment, apprenticeship, education, Started a 10-week academy or training outcomes achieved programme

1,305 1,129 Jobs attained (62% of outcomes) Accredited qualifications achieved

47,691 Individual attendances

1,243 34% of participants were ethnic minorities

1,438 68% of participants sustained a positive outcome for 6 months

808 22% of our young people disengaged from services

1,100 30% of participants were female

OWN YOUR FUTURE

OUR SERVICES PROGRESSIONS

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LONG-TERM
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SUSTAINED EMPLOYMENT
EMPLOYMENT OUTCOMES
ACADEMY STREET SPORTS
EDUCATION AFTERCARE SERVICES
NEW OR HIGHER LEVEL
TRAINING
QUALIFICATIONS
JOB CLUB
IMPROVED HEALTH AND
APPRENTICESHIPS
WELLBEING
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25-26 IMPACT

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6

FROM UNCERTAINTY TO EMPLOYMENT

When Ruby, 22, from West Derby, Merseyside, joined Street League’s ten-week female-only Goal Accelerator programme, she felt a mix of nerves and excitement.

Ruby worried at 22, it might be too late to start over, but she was determined to find a career that truly suited her.

Ruby had experience in hospitality but found the fast-paced environment overwhelming. She dreamed of moving into retail, yet despite attending multiple interviews, success seemed out of reach.

Joining a female-only programme was a big step for Ruby, she said, “I struggled a lot over the years in building and maintaining friendships with girls, I had to learn that not all girls want to hurt you or be competitive.”

Throughout the programme, Ruby worked closely with her coach to reframe her hospitality experience, identifying transferable skills. She also took part in sports sessions, which became a surprising highlight.

“My favourite moments were the sports sessions as they helped me clear my head and build my teamwork and communication skills.”

As the weeks progressed, Ruby’s confidence grew. She learned how to showcase her strengths in interviews and embraced every opportunity. Ruby’s perseverance paid off.

By the end of the programme, she felt empowered and interview-ready, securing a role as a Retail Assistant at Flannels, a career move that aligns with her goals and passions.

Reflecting on her journey, she said: “When you have a good support system around you it makes a big difference… I’m glad I did it. It built my confidence and opened me up to various ideas.”

Her advice to others?

“DO IT. HAVE PATIENCE AND BE OPEN… ENJOY EVERY MOMENT AND REALLY PUT YOURSELF INTO THE EXPERIENCE. IT WILL BE A GREAT OPPORTUNITY.”

RUBY, 22, RETAIL ASSISTANT, MERSEYSIDE

OWN YOUR FUTURE

COMMERCIAL FUNDRAISING

Street League’s Commercial team are responsible for fundraising from corporate partners and trusts and foundations, and we have been fortunate to have the support of a wide number of partners from a wonderful mix of companies, trusts, and individuals over the last year. These relationships are based on trust, respect, and a genuine shared desire to do our best for young people.

Our partners contribute so much to the success of Street League. It is not just the vital funding they commit to the cause each year, but it’s the time and expertise that their employees share with our young people and the job opportunities they create.

Hundreds of volunteers have supported with work tasters, CV workshops and mock interviews, helping young people on their journey. I need to say thank you to our corporate advisory group members especially, given the extra volunteer hours and support they offer to us. This year has been a record year in terms of the number of young people that we have supported, and each partner has played a part in this success. On behalf of our young people, thank you so much.

“This year, more than ever, we have appreciated your support for Street League against the backdrop of a very challenging economic environment, thank you!”

NIGEL MANSFIELD COMMERCIAL DIRECTOR

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25-26 IMPACT

14

MAJOR DONORS, TRUSTS, & FOUNDATIONS

25-26 IMPACT

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CORPORATE PARTNERS DHLUK FOUNDATION BREAKING BARRIERS CHANEL • sL'andard chartered Foundation * BARCLAYS | Lifeskills MACQUARIE SOCIETE GENERALE BAfipATT REDROW FOUNDATION CVC Rentokll Initial new balance FOUNDATION enfinium twenty3 THE STARBUCKS COFFEE COIAPANY TESCO @ Mercedes-Benz rifE IEA61 STR LEAG(Ii 16 25-26 IMPACT

SPECIAL MENTIONS

ASTRA FOUNDATION

Street League is delighted to continue its partnership with the Astra Foundation, whose support plays a vital role in helping us deliver our mission. In 2025, the Foundation renewed their commitment with a second three-year grant. This partnership is supporting the delivery of Street League’s growth strategy and helping us reach more young people across the UK.

BARCLAYS LIFESKILLS

Through Barclays LifeSkills, we're helping unemployed young people build the skills, confidence and support they need to move into work. Barclays colleagues volunteer their time to deliver mock interviews, career insight days and employability workshops, while the CEO and other senior leaders have supported our Youth Board through networking and skills sessions. This year, more than 80 Barclays teams took part in a 25-hour Hackathon to develop an AI-powered solution to improve programme scheduling and curriculum delivery, with the winning project due to launch in 2026. We were also delighted to welcome Barclays Football Ambassador Kelly Smith MBE to one of our female-only London Academies, where she inspired young people through coaching activities and a Q&A session. We are grateful for Barclays’ continued support and the lasting impact of this partnership.

MACQUARIE GROUP FOUNDATION

With support from the Macquarie Group Foundation, we are helping young people across Scotland to find work and secure a brighter future. This year, Macquarie colleagues supported our young people with virtual mock interviews and insightful World of Work days, including a standout session with Macquarie's early careers team. We also hosted our fourth Macquarie Capital Cup football tournament which has now raised an incredible £1 million for Street League, a total made possible through both fundraising efforts and the Macquarie Group Foundation's matched support.

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FUNDRAISING & PARTNERSHIPS 2023-2024 IMPACT25-26 IMPACT

SOMEONE’S KNOCKING AT THE DOOR: 10 YEARS OF SUPPORT & IMPACT

2025 marked ten years since players of Postcode Lottery began supporting Street League. Over this period, an extraordinary £8.8 million has been raised, enabling us to support thousands of young people across the UK, into employment and training.

This unrestricted funding has been instrumental to Street League’s long-term sustainability and growth. It has allowed the organisation to plan strategically, invest in core infrastructure, and respond flexibly to the evolving needs of the young people it serves. Crucially, work with Postcode Lottery players has ensured consistency of provision across regions, reinforced over the past decade.

Since support from players of Postcode Lottery began, Street League has significantly expanded its reach and impact. In the past year alone, supporting 627 more young people than the previous year, (3,706 vs 3,079) and expanding our services to reach 12 regions, with our new Academies in the North of Scotland.

Players of Postcode Lottery’s support has also contributed to growth in our delivery network across Yorkshire, London and Edinburgh, along with helping the development of our female-only programmes in Scotland and England.

Ryan Mackie, Deputy Head of Charities at Postcode Lottery said , "It’s incredible to know that our players have raised more than £8.8 million for Street League, helping young people from disadvantaged communities across the UK succeed in employment through sport and education. From supporting the development of Street League's Youth Voice initiatives to helping expand the charity's delivery network, ten years of player funding has enabled thousands of people across different postcodes to live healthier, more fulfilling lives."

Dougie Stevenson, Chief Executive of Street League, said, “ We could not achieve this impact without the continued support of players of Postcode Lottery. Their contribution enables us to deliver life-changing opportunities for young people across the UK, and we are deeply grateful for the trust they place in us.”

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18

25-26 IMPACT

CLIMBING TO THE TOP

Billy, 17 from Greenock, left school with no qualifications, no experience and no plan. The classroom never worked for him. No structure, no direction and poor time-keeping. Street League was his reset.

In just 10 weeks, he built the basics, a CV, routine and discipline. He showed up, improved and started applying. Still, no job and no experience meant no chances.

He stepped away. Tried alone. Failed. Then came back.

Stage 3 gave him the break he was waiting for, a twoweek landscaping placement.

Billy’s first real taste of work.

He didn’t coast, he proved himself. Two weeks soon became four. On site, a tree surgery team noticed him, his attitude and his work rate. They offered him a job.

Now Billy works full-time with Tree Line, hands-on, outdoors, exactly where he fits.

BILLY, 17, TREE SURGEON, GREENOCK

OWN YOUR FUTURE

“I was buzzing… I didn’t expect it from just work experience.”

The same person who struggled with routine now shows up, works hard, and keeps learning.

BILLY DIDN’T NEED A CLASSROOM. HE NEEDED A CHANCE. HE TOOK IT.

COMMISSIONED PARTNERS

ANNA CAMPBELL DIRECTOR OF CONTRACTS AND QUALITY

2025/2026 marked another important year for commissioned income and in particular, partnership development. A key highlight was our collaboration with Enable Works to launch services in the Highlands, adding another local authority to our commissioned portfolio and bringing our total number of commissioned contracts in Scotland to 12. We successfully delivered in Dundee, Glasgow and Highlands in partnership with Enable Works and delivered No One Left Behind Grants programmes for West Dunbartonshire, Argyll & Bute, East Dunbartonshire, East Lothian, Renfrewshire, Inverclyde, North Ayrshire, North Lanarkshire and Perth & Kinross.

In England, we successfully delivered five commissioned contracts and were delighted to continue our work with the Workers' Educational Association (WEA) in Manchester, as well as Birmingham City Council through the UK Shared Prosperity Fund. We also secured another year of delivery through Manchester Adult Education Services’ Community Learning programme.

During the year, we also secured funding through the Trailblazer Fund, a government-backed initiative designed to test and scale innovative approaches to tackling economic inactivity and supporting people facing barriers to employment. We delivered in two of the eight pilot regions, Birmingham and Liverpool, and hope to expand this work further in 2026/27.

Despite policy changes and reduced budgets across the sector, our commissioned income remained stable at £1.6 million. Looking ahead, we have ambitious plans to increase this by £600,000 to £2.2 million. We aim to grow both our service provision and delivery offer, creating greater value for local authority partners and the young people we support. We see the Local Growth Fund, Adult Skills Fund, Skills Bootcamps and Trailblazer funding as significant opportunities for future growth. 2,000,000

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2,000,000
1,674,708
1,625,638
1,500,000
1,353,473
1,000,000
500,000
0
23/24 24/25 25/26
Financial Year
Income Raised
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“Our delivery across Scotland has remained consistent, and this year we successfully expanded our footprint within commissioned services in England.

As we move into 2026/27 and the final year of our strategy, our focus is on building on this momentum, strengthening our impact, and driving further growth across all areas of delivery.”

18 20 206

FUNDRAISING & PARTNERSHIPS 2023-2024 IMPACT25-26 IMPACT

COMMISSIONED PARTNERS

18 25-26 IMPACT 206

FUNDRAISING & PARTNERSHIPS 212023-2024 IMPACT

SPECIAL PARTNERSHIPS

INVERCLYDE COUNCIL

This year marks three and a half years of Street League delivering commissioned employability services with Inverclyde Council, reflecting our sustained commitment to supporting young people in the area.

Over this time, we have built strong local partnerships and developed a deep understanding of the needs of the community. We are proud to continue providing opportunities for young people to build confidence, develop essential skills, and progress towards positive destinations, ensuring our impact remains meaningful and long-lasting.

HIGHLAND COUNCIL

Street League has expanded its reach this year with a new launch in the Highlands, as part of the ‘All in Highlands’ portfolio led by Enable. This marks our third partnership together in Scotland and introduces a new region for Street League delivery. We’re delighted to be able to support even more young people, helping them develop skills, build confidence, and progress towards positive destinations.

Ashley Ryan, Director for Enable Works, said, “We are incredibly proud to launch the All In Highlands third sector consortium, building on our six award winning partnerships that are already delivering sustainable jobs across the country. Street League is a vital partner within All In, and we are delighted to bring their innovative, high impact provision to the Highlands. We look forward to working together to deliver meaningful opportunities and create lasting social change for communities across the region.”

VOLA LIVERPOOL

This year, Street League were delighted to have secured funding from VOLA Merseyside, via the Liverpool City Region Combined Authority, for the first time in its history. The funding enabled us to deliver a Youth Guarantee Trailblazer Community Grants programme, part of the UK Government’s Get Britain Working paper, across Liverpool, supporting young people aged 18–21 who need employability and essential skills development, to move into employment.

Stuart McGrory, Consortium Manager, from VOLA Merseyside said, “We’re delighted to have funded Street League to deliver this programme. We have been aware for some time of the great work that the charity does in supporting young people to progress in life, but have never had the opportunity to work together before. So we are excited at this new development and look forward to hearing of the positive impacts the Academy programme has on the young people it engages.”

MANCHESTER ADULT EDUCATION SERVICES

Street League has partnered with Manchester Adult Education Service (MAES) for a second consecutive year, to deliver Adult Community Learning provision supporting disadvantaged communities and individuals across Greater Manchester. Over the past two years, this partnership has enabled Street League to engage participants at the earliest stages of their learning journey and help them build the confidence, motivation, and skills needed to progress into further learning or employment.

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FUNDRAISING & PARTNERSHIPS 2023-2024 IMPACT25-26 IMPACT

“Our teams have worked tirelessly to ensure young people receive the support they need to thrive.

Thanks to the dedication and commitment of our staff, we have achieved unprecedented impact, improving outcomes for more young people than ever before.

KIRSTY STEVEN DIRECTOR OF OPERATIONS

The difference we make extends beyond individual lives, strengthening families, supporting communities, and contributing positively to the wider economy.”

OUR SERVICES

This year, we engaged 3,706 unemployed young people, an increase of 627 participants (20%) compared with 2024/25. Demand for our services remained strong, resulting in 47,691 attendances across our programmes, up 21% on the previous year. Academy participation remained a significant part of our delivery, with 1,529 young people starting a 10-week Academy programme. Alongside this, Street League continued to deliver a broad range of employability and community-based support, helping more young people access opportunities to progress towards employment, education and training.

Street League remained committed to developing skills and qualifications that support positive progression. During the year, 1,129 accredited qualifications were achieved. Although this was slightly below the previous year’s record level of 1,165 qualifications, it continued to provide a strong foundation for employment and further learning outcomes.

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TOTAL OUTCOMES JOBS
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2500
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2000 2119
1765
1500
1241 1397 1345 1375 1284 1317 1305
1000 1016
680 694
610 603
500 540
398
0
Spent on Street League staff
TOTAL YEARLY OUTCOMES
kit
2018/192019/202020/212021/222022/232023/242024/252025/26
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2023-2024 IMPACT25-26 IMPACT

DEMOGRAPHICS

Alongside growth in participation, we continued to strengthen our commitment to inclusion and representation. Female participation increased significantly, with 1,100 young women engaging in our programmes, representing 30% of participants and a 41% increase on the previous year. We also saw substantial growth in participation from ethnic minority communities, with 1,243 young people engaged, accounting for 34% of participants and representing a 51% increase in real terms compared with 2024/25.

To further support these ambitions, we launched female-only Academies in Glasgow and Dundee, expanding our dedicated offer to four cities across the UK, and established our South England Youth Board, creating new opportunities for young people to influence our services and strategic direction.

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FEMALE PARTICIPATION: 5 YEAR REVIEW ETHNIC MINORITY PARTICIPATION: 5 YEAR REVIEW
BAME
Female
2021/22 923: 33% 2021/22 698: 25%
2022/23 746: 27% 2022/23 704: 26%
2023/24 705: 28% 2023/24 643: 25%
2024/25 783: 25% 2024/25 821: 27%
2025/26 1100: 30% 2025/26 1243: 34%
0 200 400 600 800 1000 1200 0 200 400 600 800 1000 1200 1400
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25-26 IMPACT

24 6

BARRIERS TO EMPLOYMENT

The young people we supported continued to face significant barriers to employment and progression. Ninety-seven per cent (3,603) of participants reported at least one barrier, with young people experiencing an average of three barriers each.

The most commonly reported barriers were claiming benefits (1,926), having no prior work experience (1,726), regularly smoking or vaping (932), having no qualifications (877) and learning challenges (571).

These figures highlight the complexity of the challenges faced by the young people we support and reinforce the importance of tailored, intensive interventions.

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93
45
8
4
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25-26 IMPACT

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SUPPORTING YOUNG PEOPLE

While overall engagement and outcomes reached record levels, we also experienced an increase in programme disengagement, with 808 young people (22%) leaving services before completion, compared with 417 young people (14%) in the previous year. While this represents a 6% increase on last year, there has also been a 26% increase in the number of young people reporting barriers. This reflects the increasingly complex social, economic, and personal challenges that many young people are facing in today's society.

Overall, 2025/26 was a landmark year for Street League. Record employment and sustainment outcomes, increased engagement, stronger representation of underrepresented groups, and the successful implementation of key strategic initiatives demonstrate significant progress against our three-year plan.

CEO REPORT 25-26 IMPACT

3

26

YOUTH BOARDS

Youth Voice is central at Street League, and our Youth Boards are an integral part of our governance structure. We believe it essential to consult our participants on key issues that impact them and to better understand how we should deliver our services.

We have three regional boards in operation, covering Scotland, the North of England and the South of England respectively. All three 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. We also consult on programme content and have been able to work with our Youth Boards to develop sessions on safeguarding, social media safety and our sustainability. We have also been able to develop a participant welcome video and a financial resilience brochure, both are now integrated into a participants Street League journey.

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FROM ZERO-HOURS TO A CAREER WITH PURPOSE

MADDISON, 19, NHS WORKER, SHEFFIELD

OWN YOUR FUTURE

At just 19 years old, Maddison from Lowedges, Sheffield, felt stuck. Working on a zero-hours contract at a children’s play centre, she enjoyed the job and the people, but she couldn’t see a future. The unpredictability, the lack of stability, and the feeling that she wasn’t moving forward began to take its toll.

“I wasn’t feeling great about my prospects,” she reflects. “I didn’t know where I fit or what I could build for myself long-term.”

“Without Street League’s support, this would not have happened.” From feeling uncertain and stuck to becoming financially independent, studying for qualifications, and building a meaningful career in healthcare, Maddison’s journey shows what can happen when opportunity meets belief.

Everything changed when she heard about the NHS Shape Your Future employability programme delivered by Street League in partnership with Sheffield Teaching Hospitals NHS Foundation Trust. The one-week programme offered practical and theory-based support, and crucially, a guaranteed interview for roles as Administration Assistants and Clinical Support Workers on completion.

Maddison attended the induction sessions and from the start, she stood out. Throughout the programme, Maddison’s determination shone. She threw herself into every workshop, built her skills step by step, and approached the Trac application process with focus and maturity. However, the biggest transformation was in her belief in herself. On completion of the programme, Maddison attended her interview. She didn’t just pass, she excelled.

Maddison secured her role as a part-time Administration Assistant in the Diagnostic Cardiology department, and in just a few short months, has already increased her hours to full-time and enrolled in a Business Administration qualification to strengthen her skills and build a long-term career within the NHS. Maddison’s Line Manager said, “Maddie has been a great addition to the team, picking things up quickly and confidently in each role she has been trained. She is a positive, friendly member of the team and great with the patients.”

For Maddison, the change has been life-altering, “The course has completely changed my life. I’ve been able to become financially independent and put a deposit on a house with my partner. Before, I was really low due to being in a zero-hours contract job and not feeling good about my prospects. I’m now in a role helping people, making a difference, and I feel like I’m achieving.”

NORTH SCOTLAND

In early 2026, we expanded our reach into the Highlands as part of the ‘All in Highlands’ partnership, marking an important step in extending support to young people facing barriers to employment in the region.

Through this partnership, we will deliver a new employability service for individuals aged 16–30, with delivery teams based in Inverness and Dingwall.

Our Employability Academy programme launched, alongside our Job Club and Street Sports provision. These programmes combine sport with education and employability support to engage young people and support progression into positive destinations.

We’re proud to be a core partner of ‘All in Highlands,’ a consortium led by Enable Works and comprising eight third sector organisations.

The partnership will deliver coordinated employability services across the Highlands, with a shared focus on improving outcomes for individuals and communities.

This is Street League’s first expansion into a new operating region in over a decade, reflecting our continued commitment to creating opportunities for unemployed young people, who face significant challenges in accessing work.

By working collaboratively with partners, we aim to widen access to sustainable employment and contribute to long-term social and economic wellbeing in the Highlands.

OWN YOUR FUTURE

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EMPLOYER TESTIMONIALS

We were very grateful for Street League’s support over peak season hiring, finding hiring for Christmas far easier than we normally would. We also traditionally found it hard to find night shift staff members, but this year Street League found us two employees for that team, one of those being Jake who I'm happy to confirm is still with Smyths Toys.

- Scott Maxwell, Smyths Toys

JAKE, SMYTHS TOYS

Our partnership with Street League has been a fantastic example of how businesses and community organisations can work together to create meaningful opportunities for young people. Through our community hiring initiatives, we have been able to connect with talented candidates who may not otherwise have considered a career with Nando's. The work Street League does aligns closely with Nando's values of pride, passion, courage, integrity and family. We share a commitment to creating opportunities, supporting personal growth and helping individuals realise their potential, regardless of their background. We are excited about what we have achieved together so far, and look forward to continuing to grow and strengthen our relationship with Street League.

-Kaley Todd, Nando's Kilmarnock

Street League has played a key role in supporting Soul Foods Group UK over the last couple of years. They’ve helped source great candidates, usually in a short time frame, to be interviewed for multiple new store/restaurants hiring events, that support our ambitious growth plans. The partnership has consistently delivered positive results, most recently with four offers being made to Street League candidates, to become part of a new eighteen strong store team, showcasing the effectiveness of this collaboration in connecting Soul with talented, job-ready individuals.

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EMPLOYER TESTIMONIALS

Street League have been a fantastic partner to work with. They care about each person engaged in their programmes and will advocate for their capability. It’s a great organisation with passionate and dedicated individuals. Street League has referred some great apprentices who are doing brilliantly.

- Jessica Jones, Swift Child Care

Collaborating with Street League has been an exceptionally rewarding experience for Smart Solutions. Our partnership has continually strengthened, and we are proud to have helped more than ten young people secure meaningful employment opportunities. This achievement truly reflects the dedication and passion of the Street League team, who consistently support and empower young people to realise their potential. We eagerly look forward to building on this success and creating even more positive outcomes together in the future.

- Karla Conlan, Smart Solutions

Avidity Group is proud to partner with Street League in our shared mission to support individuals into sustainable employment. Through this collaboration, participants gain hands‑on retail experience and the chance to work alongside leading global brands.

- Lorraine Sneddon, Avidity

PGL has been working with Street League for around eighteen months and in that time, together have placed several people into roles in Activity Instructing, Catering, and Housekeeping. We have worked with the Perth, Dudley, Birmingham, and South Yorkshire teams so far, and look forward to growing our relationship and helping more people get into work.

BILAAL, BILAAL, PGLPGL

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MINDSET SHIFT SECURES JOB AND BRIGHTER PROSPECTS

Darren, 18 from Easterhouse in Glasgow, came to Street League after months of submitting applications without success. He arrived feeling deflated and discouraged, believing that his efforts were not leading anywhere.

It was clear that Darren’s confidence and self-esteem were very low, and he openly expressed that he had lost motivation in his job search.

He also spoke honestly about having fallen into some unhealthy habits, and shared his strong desire to improve his routine and make positive changes in his life. Darren demonstrated a real willingness to engage with the support on offer.

Street League created a structured plan focused on rebuilding his confidence, developing employability skills, and reintroducing positive routine.

Darren took part in multiple mock interview sessions, as well as working on improving the quality of his applications, and increasing his understanding of how to search for suitable roles.

As the weeks progressed, there was a shift, Darren’s confidence, communication and overall mindset dramatically improved!

He became more positive about his abilities and increasingly motivated, it was clear that he was ready to return to employment.

Then, an opportunity arose. RGIS were hiring and Darren immediately showed enthusiasm for the role.

He attended the RGIS training and interview day, where he performed exceptionally well and he was offered the position at the conclusion of the day.

Darren is delighted to have secured employment, expressing how proud he is of the progress he made and how time with Street League directly contributed to his success at getting the job!

DARREN, 18 DARREN, 18, STOCK CONTROLLER, EASTERHOUSE EASTERHOUSE

OWN YOUR FUTURE

OUR PEOPLE

This year we strengthened governance, employee experience and organisational resilience, while continuing to prioritise health, safety and safeguarding.

Through our Fit for Future Strategy, we improved digital efficiency, increased dataled decision making and enhanced employee voice and experience.

DIGITAL IMPROVEMENTS

We moved from manual, paper based processes to digital-first systems, improving efficiency, consistency and reporting. Our HRIS now supports the full employee lifecycle, including onboarding and offboarding, providing better data, oversight and compliance including a digital performance review process and live workforce dashboards, giving greater insight into turnover, absence and workforce trends.

LAURA BENTLEY DIRECTOR OF HUMAN RESOURCES

“25/26 focused on building strong foundations. HR is now more digital, data-led and better governed.

Our next phase is embedding these improvements and strengthening manager capability and decision making."

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EMPLOYEE SURVEY

In addition to our workforce stability, the 2025–26 Employee Survey results demonstrated a strong and positive employee experience across the organisation, with many measures achieving their highest or near-highest results over a ten-year reporting period.

Employee engagement remained exceptionally strong at 91%, maintaining the record high achieved in 2024–25 and reflecting continued commitment, motivation and connection to the organisation. Employees also reported high levels of goal clarity (96%), confidence in their managers (92%), and positive teamwork experiences (95%), highlighting a collaborative culture supported by effective leadership.

The organisation has continued to perform particularly well in fostering an inclusive workplace, with Equity, Diversity and Inclusion (ED&I) increasing to 98%, the highest result recorded. This demonstrates employees' strong sense of belonging and confidence in the organisation's commitment to creating a respectful and inclusive environment.

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HEALTH, SAFETY AND SAFEGUARDING

Employee wellbeing remains a priority, supported by strong safety and safeguarding controls across the organisation.

Working with the NSPCC, we renewed safeguarding and Prevent policies, ensuring compliance and strengthening supporting procedures.

We also partnered with AAB Consultants to strengthen health and safety training and manager capability.

These improvements provide strong assurance that our health, safety and safeguarding arrangements are robust, externally validated and embedded across the organisation.

EQUALITY, DIVERSITY & INCLUSION

We completed a full EDI audit across the organisation, reviewing how diversity and inclusion support our strategic objectives, values and culture.

The audit confirmed that inclusion is well documented, understood and aligned with organisational priorities, helping to strengthen workforce outcomes, governance and service delivery.

Our Staff and EDI forums continue to provide an excellent platform for debate, insight and learning, while external quality assurance through ISO 9001 and stakeholder engagement provides confidence that strong governance is embedded across the organisation.

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STREET LEAGUE STEPS IN WHERE SCHOOL FAILED

Mariyah, 16, from the Tower Hamlets area of East London, came to Street League after leaving school without passing her exams and spending three months out of education.

Mariyah felt that the mainstream school environment was not suited to her needs and found it challenging at times.

At Street League, Mariyah enrolled in the Functional Skills Academy to gain her Maths and English qualifications. Although initially quiet and shy, she quickly grew in confidence becoming a valued member of the group, even taking on a mentoring role among some of the other participants.

MARIYAH, 16, CHILDCARE APPRENTICE, TOWER HAMLETS

OWN YOUR FUTURE

Mariyah achieved 100% attendance and perfect punctuality throughout the programme. Her dedication and determination were evident, and she successfully attained a Level 2 qualification in both Maths and English.

Mariyah expressed an interest in pursuing either an apprenticeship or a role in retail after completing her course. With Street League’s help, she explored a range of apprenticeship opportunities and started submitting applications.

“STREET LEAGUE HELPED ME GET BACK ON TRACK BY ALLOWING ME TO PASS ENGLISH AND MATHS WITH THEIR GUIDANCE.

Drawing on the skills she developed during Street League’s job interview workshops, Mariyah independently prepared for her interview. She researched potential questions and practised her responses thoroughly.

Her hard work and preparation paid off - Mariyah was successful in securing a childcare apprenticeship. She has now begun the role, and is gaining valuable hands-on experience while working towards further qualifications in childcare.

THEY ALSO SUPPORTED ME IN FINDING AN APPRENTICESHIP; BECAUSE OF THEM, I FEEL MORE CONFIDENT ABOUT MY FUTURE.”

FINANCIAL PERFORMANCE

Street League’s income increased by 5.5% year-on-year to £7.8m in 2025–26 (2024–25: £7.4m). Expenditure also increased by 5.9%, rising to £7.5m (2024-25: £7.1m).

The increase in expenditure reflects both planned investment to strengthen programme delivery and organisational capacity alongside external cost pressures. Key drivers included expansion of delivery teams, and investment in critical support functions while we faced higher staffing costs resulting from National Insurance changes.

Improved staff retention also contributed to increased costs, reflecting greater workforce stability across the organisation.

SHILPA LITTLEWOOD DIRECTOR OF FINANCE

ENHANCING EFFICIENCY

During the year, Street League invested in its technology infrastructure, including upgrading hardware to improve staff productivity, reliability, and cyber security.

The organisation also invested in key initiatives such as our Youth Boards, ensuring that young people’s perspectives continue to inform programme development and strategy and also in our 'Top Tier' staff performance scheme which has been help drive social impact.

These investments position Street League to sustain growth, enhance programme quality, and maximise positive outcomes for the young people we support.

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INVESTING FOR THE FUTURE

Building long-term financial resilience is essential to sustaining our services and responding effectively to changing economic conditions.

To strengthen our financial position, we increased investment in FSCS-protected savings platforms offering competitive returns. During 2025–26, £3.2m was invested, generating an average return of 3.8%.

RECORD REVENUE AND FINANCIAL PERFORMANCE (2019–2026)

The chart below highlights Street League’s financial performance over the past six years. In 2025–26, income reached a record £7.76m against expenditure of £7.54m, resulting in a surplus of £224k.

“Consistent income growth has enabled Street League to invest in its people, infrastructure and services, strengthening our ability to create lasting opportunities for young people, deliver our strategy and our mission”

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INCOME EXPENDITURE SURPLUS/DEFICIT
8,000,000 7.8M 7.5M
7.4M 7.4M
7.1M
6.8M
6.6M 6.6M
6.3M
5.8M 5.8M 6M
6,000,000
5.3M
5M
4,000,000
2,000,000
1.3M
802K
547K 421K
240K 224K
57K
0
2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26
FINANCIAL PERFORMANCE (2019-2026)
Total (£)
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FROM UNSURE TO THE AMERICAN DREAM

Robbie, 21, years old from Kilmarnock, joined Street League in December 2024 with an interest in football but without a clear pathway. By early 2025 he had one, becoming a sports coach in the USA while studying at university.

Robbie was excited; however his family were unsure - was it too good to be true? We sat down with them, broke down what needed to happen: visa, costs, housing, wages, giving answers and reassurance.

Street League’s support changed everything.

Robbie committed. On completion of the Street League Academy, he earned his SFA Level 1 and 2 coaching badges, a non-negotiable for the next step. We then helped him make the jump: a strong personal statement, a direct reference to recruiters, and he got in.

Preparation. Interviews. No drop-off.

By January 2026, Robbie was in Cardiff at the University of South Wales, studying a BSc In Football Coaching Development and Administration and with a secured place on the (UKIS) UK International Soccer pathway, next stop, America.

A year coaching football. A degree underway. Life changing.

“I would’ve never got this opportunity without Street League.”

FROM UNSURE TO UNSTOPPABLE, HE’S OWNING HIS FUTURE.

ROBBIE, 21, KILMARNOCK

COACH IN USA WHILST STUDYING AT UNIVERSITY,

OWN YOUR FUTURE

SUSTAINABILITY

BUILDING A LOWER CARBON FUTURE

As part of our Fit For Future strategy, we have established a carbon footprint baseline and are committed to reducing emissions through smarter operations, sustainable procurement, and responsible resource management.

Our baseline assessment identified a total carbon footprint of 67.48 tCO₂e across our operations. We are a 'Carbon Light' organisation.

Carbon Footprint Baseline

Total Carbon Footprint: 67.48 tCO₂e

The majority of our emissions come from electricity consumption and purchased goods, accounting for over 83% of our footprint.

These areas will be the primary focus for the next phase of our reduction programme.

SUSTAINABILITY OBJECTIVES (2026–2030)

Objective 1: Reduce Overall Carbon Emissions by 10% proportionate to organisational growth by 2030.

Objective 2: Reduce electricity consumption across all sites, transition to renewable electricity suppliers where possible and promote energy-saving behaviours among staff.

Objective 3: Continue to use sustainability criteria in purchasing decisions.

Objective 4: Reduce Waste and maintain UK wide office Recycling.

Street League's long term aim is to remain 'Carbon Light' and if possible 'Carbon Neutral.’

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TRUSTEE REPORT OUR TRUSTEES

JOHN COLEMAN Chair of the Board of Trustees

LESLEY GIDDINS Chair of the HR and Remuneration Committee

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HURBINDER MUDAN
Trustee
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DEE TOWNSEND
Chair of the Finance, Audit and Risk
Committee
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JONATHAN RENNIE JACQUIE IRVINE
Trustee Trustee
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The Trustees present their report and the audited financial statements for the year ended 31 March 2026. Included within the Trustees’ report is the Directors’ report as required by company law.

Reference and administrative information set out on pages 80 and 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 remained focused on its stated charitable purpose.

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

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OUR GOVERNANCE STRUCTURE

BOARD OF TRUSTEES ANNUAL BOARD GENERAL MEETINGS MEETING FINANCE, AUDIT HR & NOMINATIONS & RISK REMUNERATION COMMITTEE COMMITTEE COMMITTEE SENIOR MANAGEMENT TEAM SAFEGUARDING OPERATIONS EQUALITY, MANAGEMENT YOUTH EMPLOYEE & HEALTH & PERFORMANCE DIVERSITY & REVIEW BOARDS FORUM SAFETY MEETINGS INCLUSION MEETINGS COMMITTEE (OPM) FORUM

OWN YOUR FUTURE

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

Our strategy is grounded in the realities facing young people and communities today and shaped by the voices of young people, frontline colleagues, and partners. Over the past two years, Street League has delivered strong and sustained progress, increasing the number of young people supported, significantly growing outcomes delivered, strengthening financial resilience, and building a more stable and high-performing organisation.

In 2025/26, Street League delivered 2,119 employment, education, and training outcomes — exceeding the strategic target of 2,000 outcomes per year, one year ahead of plan. This reflects both the growing demand for our services and the effectiveness of our delivery model across the regions in which we operate.

As social and economic pressures continue to impact young people and communities, particularly those facing the greatest barriers to opportunity, we remain committed to delivering transformational impact while continuing to evolve and improve. To tackle deep-rooted inequalities effectively, organisations must be resilient, adaptable, and financially sustainable. Street League’s consistent surplus delivery, healthy reserves position, and significant improvement in staff retention provide a strong platform for continued growth and long-term sustainability.

In the final year of this strategy period, our focus will be on building on this momentum by deepening our reach within existing regions, engaging more young people, and continuing to improve the quality and consistency of delivery. Alongside this, we will continue investing in our people, systems, and infrastructure to support sustainable growth and informed decision-making.

We will also continue the rollout of our female-only service offer across all regions, ensuring more young women can access support in environments where they feel safe, valued, and able to thrive.

During 2026/27, the CEO and Board of Trustees will also begin reviewing Street League’s longer-term strategic direction and preparing for the next strategy cycle covering 2027–2030. This process will build on the significant progress and learning achieved during the current strategy period and will ensure the organisation remains responsive to the evolving needs of young people, communities, funders, and partners.

Through continued investment, innovation, and partnership working, Street League will remain focused on creating lasting opportunities for young people and helping them build brighter futures.

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FINANCIAL REPORT

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 charity’s resilience and sustainability, the safety of our young people and our staff. The Finance, Audit and Risk Committee review the whole risk register annually with risks split into several key areas:

1. Finances

  1. People

  2. Operations

  3. 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.

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LIQUIDITY RISK

The objective is to manage liquidity risk to ensure that the charity can meet its financial obligations as they fall due. Street League expects to be able to meet its financial obligations through tight control of cash flow. There are occasions where funding is not received within the expected timeline and if there is insufficient cash to meet these obligations. Street League has access to loan funding which acts as working capital to cover any short-term cash deficit.

INCOME RISK

A large proportion of Street League's income is through commissioned income (payment by results) contracts, which are granted by government, local authorities or sub-contracted through other training providers. Renewal of contracts can be uncertain, particularly those for which we sub-contract given the added volatility of the contractor's financial position. Street League's objective is to ensure that we maximise the value of any contract awarded but also secure funding from a wide range of income streams (to include corporate, grants, events and venture philanthropy) to reduce reliance on any one stream of income and protect the charity from not being able to fulfil its charitable objectives.

SAFEGUARDING RISK

Street League's Trustees and Senior Management team continue to place particular emphasis and attention on how we safeguard the young people whom we support. We appointed a Senior Management team member as a safeguarding lead who, alongside NSPCC and Street League staff have a rolling consistent training programme that ensures staff have the correct knowledge and understanding to deal with, what are, complex and sometimes dangerous situations. Safeguarding is discussed at every board meeting with a review of any incidents arising since last board. Lesley Giddins, Chair of the HR and Remuneration Committee, also remains on the quarterly safeguarding review group.

HEALTH AND SAFETY RISK

Like safeguarding, Street League appointed a Senior Management team member to lead our efforts to ensure the safety of young people we work with and our staff. We have implemented policies to ensure that the regulations and guidelines for the welfare of young people and the safety of our staff are met. The safeguarding and health and safety committee meets four times a year and submits reports to the Board quarterly.

GOING CONCERN

The Trustees have considered the going concern of the charity for a period of 12 months from the approval of these financial statements based on regular forecasting and upcoming funding and confirm that are no material uncertainties about the charitable company’s ability to continue as a going concern.

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RESERVE POLICY

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

PURPOSE OF THE POLICY

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

PURPOSE OF RESERVES

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

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

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

CATEGORIES OF RESERVES

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

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

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

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

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

RECOMMENDATION

This policy recommends the unrestricted reserve levels for Street League are at least 5.8 months of expenditure. In March 2026 we had reserves that covered 5.8 months of expenditure.

Total funds at the period end are £3,650,081 (2025: £3,426,108). Restricted reserves stood at £0 (2025: £0) and net unrestricted reserves (after the deduction of fixed assets) were £3,563,529 (2025: £3,418,381).

GOVERNANCE, STRUCTURE AND MANAGEMENT

Street League is committed to working toward the highest standards of governance.

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

The organisation is a charitable company limited by guarantee, incorporated on 24 November 2003, and registered as a charity on 22 December 2003. The company was established under a memorandum of association, which established the objects and powers of the charitable company and is governed under its articles of association.

Members of the charity guarantee to contribute an amount not exceeding £1 to the assets of the charity in the event of winding up. The total number of such guarantees at 31 March 2026 was six (2025:six). The Trustees are members of the charity, but this entitles them only to voting rights. The Trustees have no beneficial interest in the charity. All Trustees give their time voluntarily and receive no benefits from the charity. Any expenses reclaimed from the charity are set out in note 11 to the accounts.

Street League has strong leadership in place with Dougie Stevenson as the Chief Executive Officer followed by the Senior Management Team. They are collectively referred to as the SMT. The 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 charity’s purpose.

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STATEMENT OF RESPONSIBILITIES OF THE TRUSTEES

The Trustees (who are also Directors of Street League for the purposes of company law) are responsible for preparing the Trustees’ Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company law requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the Trustees are required to:

• 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:

• 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

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FINANCIAL REPORT

TRUSTEE RECRUITMENT AND INDUCTION

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

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

REMUNERATION POLICY FOR KEY MANAGEMENT PERSONNEL

An HR and Remuneration Committee meets twice a year. It is chaired by an elected Trustee, Lesley Giddins (with extensive experience in Equality, Diversity and Inclusion), and attended by the Board's Chair (John Coleman). The Chief Executive and Director of Human Resources attend on behalf of the Senior Management Team and other attendees are invited as required. The committee sets the pay levels for Senior Management and decides on annual pay awards for staff outside of the performance related increments within Street League's Remuneration Policy. The committee also advises on strategic HR issues such as the development of a People Strategy for Street League and wider Employee Relations matters.

AUDITORS:

Xeinadin were re-appointed as the charitable company’s auditors during the year and have expressed their willingness to continue in that capacity. This report has been prepared in accordance with the provisions applicable to companies subject to the small companies’ regime of the Companies Act 2006. The Trustees’ annual report has been approved by the Trustees on page 41 and signed on their behalf by:

JOHN COLEMAN Chair of the Board of Trustees

DEE TOWNSEND Chair of the Finance, Audit and Risk Committee

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49

TRUSTED STANDARDS, PROVEN IMPACT

Street League is proud to hold a range of nationally recognised Accreditations, Certifications, and Quality Marks that reflect our commitment to quality, inclusion, governance and continuous improvement.

These independent endorsements demonstrate that we meet rigorous standards across information security, quality management, employment practices and service delivery.

Together, they provide assurance to young people, partners, employers and funders that Street League operates with professionalism, accountability and a relentless focus on achieving positive outcomes.

Our accreditations support our mission to help young people into sustained employment, education and training, while ensuring we deliver services that are safe, effective and impactful.

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FINANCIAL REPORT

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

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FINANCIAL REPORT

OPINION

We have audited the financial statements of Street League (the ‘charity’) for the year ended 31 March 2026 which comprise the statement of financial activities, the 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:

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 FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

CONCLUSIONS RELATING TO GOING CONCERN

In auditing the financial statements, we have concluded that the 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 charity’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

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

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52

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 MATTERS PRESCRIBED BY THE COMPANIES ACT 2006

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

MATTERS ON WHICH WE ARE 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:

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FINANCIAL 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 give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the 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.

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.

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

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54

The potential effect of these laws and regulations on the financial statements varies considerably.

Firstly, the charity is subject to laws and regulations that directly affect the financial statements, including the Companies Act 2006, the Charities and Trustee Investment (Scotland) Act 2005, the Charities Accounts (Scotland) Regulations 2006, applicable accounting standards including FRS 102, taxation legislation and the requirements of the Charities SORP. We assessed the extent of compliance with these laws and regulations as part of our procedures on the related financial statement items.

Secondly, the charity is subject to other laws and regulations where the consequence of noncompliance could have a material effect on the financial statements, for instance through the imposition of fines, penalties, loss of funding or restrictions on operations. We identified the following areas as those most likely to have such an effect: charity governance and regulatory requirements, safeguarding legislation and guidance, grant and funding agreement compliance, employment legislation, health and safety legislation, data protection legislation and anti-bribery legislation, recognising the nature of the charity's activities.

Auditing standards limit the required audit procedures to identify non-compliance with these laws and regulations to enquiry of the trustees, directors and other management and inspection of regulatory and legal correspondence, if any. Therefore, if a breach of operational regulations is not disclosed to us or evident from relevant correspondence, an audit will not detect that breach.

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

A further description of our responsibilities is available on the Financial Reporting Council’s website at: https:// www.frc.org.uk/ auditorsresponsibilities. This description forms part of our auditor's report.

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FINANCIAL REPORT

USE OF OUR REPORT

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

Bradley Kelly BA BFP ACA FCCA (Senior Statutory Auditor) For and on behalf of Xeinadin Audit Limited, Statutory Auditor Chartered Accountants 46 Hamilton Square Birkenhead Wirral Merseyside CH41 5AR

Date: 9 July 2026

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FINANCIAL STATEMENTS

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FINANCIAL REPORT
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2023-2024 IMPACT 57

Street League

Statement of Financial Activities (including Income and Expenditure account) for the year ended 31 March 2026

Donations
Charitable activities
Other trading activities
Investments
Transfer between funds
in the year
Raising funds
Charitable activities:
3,939,414
621,811
3,093,630
3,715,441
223,973
Unrestricted
funds
£
835,930
2,982,005
223,973
-
-
-
3,825,096
-
3,825,096
3,825,096
-
Restricted
funds
£
707,659
3,117,437
-
-
223,973
-
Total funds brought forward
3,426,108
-
Total funds carried forward
3,650,081
-
6
7
9
3
4
-
5
Note
Income from:
Net income for
the year
Total income
Expenditure on:
Net movement in funds for
the year
Reconciliation of funds
Total expenditure
Net income before net
gains/(losses) on investments
121,479
-		 7,764,510
621,811
6,918,726
7,540,537
223,973
223,973
3,426,108
3,650,081
Total funds
2026
£
1,543,589
6,099,442
-
121,479
223,973
-
7,359,773
533,020
6,586,770
7,119,790
239,983
239,983
3,186,125
3,426,108
Total funds
2025
£
1,360,661
5,876,931
-
122,181
239,983
-

The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.

The breakdown of the statement of financial activities for 2025 is included under note 23.

58

FINANCIAL REPORT

Street League Company no. 4974643

Balance Sheet as at 31 March 2026

Note 2026 2025
£ £ £ £
Fixed assets
Tangible assets 14 4,232 7,727
Investments* 82,320 -
Total fixed assets 86,552 7,727
Current assets
Debtors 15 654,960 592,798
Investments* 2,367,441 -
Cash at bank and in hand 1,205,852 4,023,459
Total current assets 4,228,253 4,616,257
Liabilities
Creditors: amounts falling
due within one year 16 (664,724) (1,197,876)
Net current assets 3,563,529 3,418,381
Total assets less current liabilities 3,650,081 3,426,108
Total net assets 3,650,081 3,426,108
The funds of the charity:
Restricted income funds 17 - -
Unrestricted funds 18 3,650,081 3,426,108
Total charity funds 3,650,081 3,426,108

These accounts are prepared in accordance with the special provisions of part 15 of the Companies Act 2006 relating to small companies and constitute the annual accounts required by the Companies Act 2006.

*Investments take the form of cash deposits with UK banking institutions with maturities ranging from 3 to 24 months. These are managed through the Flagstone platform. Investments with maturities of over 1 year are classed as Fixed assets and investments with maturities between 3 months and one year are classed as Current assets.

The notes on pages 61 to 78 form part of these accounts.

Approved by the trustees on 9 July 2026 and signed on their behalf by:

John Coleman (Trustee)

Dee Townsend (Trustee)

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FINANCIAL REPORT

Street League

Statement of Cash Flows for the year ending 31 March 2026

Note 2026 2025
£ £
Cash provided by operating activities 22 (487,826) 72,077
Cash flows from investing activities:
Dividends, interest, and rents from investments 121,479 122,181
Purchase of tangible fixed assets (1,499) (5,352)
Reclassification of investments from cash and cash equivalents (2,449,761) -
Net cash used in investing activities (2,329,781) 116,829
Cash flows from financing activities:
Repayment of borrowing - -
Cash used in financing activities - -
(Decrease) / Increase in cash and cash equivalents in the year (2,817,607) 188,906
Cash and cash equivalents at the beginning of the year 21 4,023,459 3,834,553
Cash and cash equivalents at the end of the year 21 1,205,852 4,023,459

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60

Street League

Notes to the accounts

for the year ended 31 March 2026

1 Accounting policies

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are set out below.

a Basis of preparation

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

The financial statements are prepared in Sterling which is the functional currency of the charity, rounded to the nearest pound.

Street League meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note.

b Judgements and key sources of estimation of uncertainty

The preparation of the financial statements requires management to make judgements, estimates and assumptions that affect the amounts reported. These estimates and judgements are continually reviewed and are based on experience and other factors including expectations of future events that are believed to be reasonable under the circumstances. Examples of these judgements, estimates and assumptions include depreciation, accruals and prepayments, deferral of income and income recognition.

c Preparation of the accounts on a going concern basis

The trustees consider that there are no material uncertainties about the charitable company's ability to continue as a going concern. The accounts are therefore prepared on the going concern basis.

The trustees do not consider that there are any sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amount of assets and liabilities within the 12 months of approving these financial statements.

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FINANCIAL REPORT

Street League

Notes to the accounts

for the year ended 31 March 2026 (continued)

d Income

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the item(s) of income have been met, it is probable that the income will be received and the amount can be measured reliably.

Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred.

Income received in advance of a provision of a specified service is deferred until the criteria for income recognition are met.

Gifts in kind

Donated professional services and donated facilities are recognised as income when the charity has control over the item, any conditions associated with the donated item have been met, the receipt of economic benefit from the use by the charity of the item is probable and that economic benefit can be measured reliably. In accordance with the Charities SORP (FRS 102), general volunteer time is not recognised; refer to the trustees’ annual report for more information about their contribution.

On receipt, donated professional services and donated facilities are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt.

Donations

Donations and other receipts from fundraising are reported gross and are accounted for on a receivable basis.

e Interest receivable

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the Bank.

f Fund accounting

Unrestricted funds are available to spend on activities that further any of the purposes of the charity. Designated funds are unrestricted funds of the charity which the trustees have decided at their discretion to set aside to use for a specific purpose.

Restricted funds are funds subject to specific conditions imposed by the donor who has specified funds are to be solely used for particular areas of the charity’s work or for specific projects being undertaken by the charity.

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62

Street League

Notes to the accounts

for the year ended 31 March 2026 (continued)

g Expenditure and irrecoverable VAT

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings:

Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

h Allocation of support costs

HQ expenditure represents the staffing and associated costs that support the work of the charity but do not directly undertake Sport charitable activities. HQ support costs include the staffing costs of monitoring and evaluation, quality and performance, organisational development, finance, personnel, payroll and marketing functions which support the charity's programmes and activities. These and governance costs have been allocated and shown as expenditure on charitable activities. The bases on which support costs have been allocated are set out in note 8.

i Operating leases

Operating leases are leases in which the title to the assets, and the risks and rewards of ownership, remain with the lessor. Rental charges are charged on a straight line basis over the term of the lease.

j Tangible fixed assets

Individual fixed assets costing £1,200 or more are capitalised at cost and are depreciated over their estimated useful economic lives on a straight line basis as follows:

Computer equipment 2 years
Short term leasehold improvements 3 years
Furniture & fittings 4 years
Office equipment 4 years
IT assets 4 years

k Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

l Cash at bank and in hand

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

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FINANCIAL REPORT

Street League

Notes to the accounts for the year ended 31 March 2026 (continued)

m Creditors and provisions

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

n Pensions

The charitable company contributes to defined contribution pension schemes on behalf of its employees. The assets of these schemes are entirely separate to those of the charity. The pension cost shown represents contributions payable by the charity on behalf of the employees and it has no other liabilities to these schemes.

There were contributions outstanding at the balance sheet date of £32,111 (2025: £30,956).

o Financial instruments

The charitable company only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.

Instruments are held on a platform with maturities ranging from 3 to 24 months.

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64

Street League

Notes to the accounts for the year ended 31 March 2026 (continued)

2 Legal status of the charity

The charity is a company limited by guarantee registered in England and Wales and has no share capital. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity. The registered office address is disclosed on page 80 .

3 Income from donations

4
Total
Total
Income from charitable activities
Venture Philanthropy:
Inspiring Scotland
Donations
Donated services
Contracted Services:
Commissioned Contract Income
Grant and Performance Related
Grant Agreements
Total by fund 31 March 2025
Total by fund 31 March 2025		 Unrestricted
£
-
813,385
22,545
835,930
Unrestricted
£
-
2,982,005
2,982,005
593,665
2,576,290		 Restricted
£
1,625,638
1,491,799
3,117,437
Restricted
£
705,009
2,650
-
707,659
766,996
3,300,641		 Total 2026
£
705,009
816,035
22,545
1,543,589
Total 2026
£
1,625,638
4,473,804
6,099,442
5,876,931
5,876,931
1,360,661
Total 2025
£
756,645
578,516
25,500
1,360,661
Total 2025
£
1,648,708
4,228,223

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FINANCIAL REPORT

Street League

Notes to the accounts for the year ended 31 March 2026 (continued)

5 Investment income

All of the charity's investment income arises from money held in interest bearing deposit accounts. All investment income is unrestricted.

6 Cost of raising funds

Staff costs
Event costs
Unrestricted expenditure		 2026
£
621,811
621,811
2026
£
465,892
155,919
621,811
2025
£
432,865
100,155
533,020
2025
£
533,020
533,020

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66

Street League

Notes to the accounts for the year ended 31 March 2026 (continued)

7 Analysis of expenditure on charitable activities

Restricted expenditure
Unrestricted expenditure
Staff costs
Direct Academy costs
Overheads
Governance costs (see note 8)
Support costs (see note 8)		 2026
£
3,825,096
3,093,630
6,918,726
Total 2026
£
4,800,650
1,015,452
1,061,409
24,472
16,743
6,918,726
Total 2025
£
4,374,012
973,405
1,126,751
50,280
62,322
6,586,770
2025
£
4,067,637
2,519,133
6,586,770

8 Analysis of governance and support costs

Staff costs
Audit fees
Consultancy services
Legal and professional
Basis of
apportionment
Direct costs
Governance
Direct costs
Direct costs		 Support
£
(250)
-
16,993
-
16,743		 Governance
£
-
11,400
-
13,072
24,472		 Total 2026
£
(250)
11,400
16,993
13,072
41,215
Total 2025
£
3,777
11,400
54,545
42,880
112,602

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FINANCIAL REPORT

Street League

Notes to the accounts for the year ended 31 March 2026 (continued)

9 Net income for the year

This is stated after charging/(crediting):

Staff costs
Staff costs during the year were as follows:

Allocated as follows:
Cost of raising funds
Charitable activities:
Support costs
Wages and salaries
Social security costs
Employer pension contributions
Redundancy and termination costs
In lieu payments
Employee benefit costs
Depreciation
Operating lease rentals:
Property
Other
Auditor's remuneration - audit fees		 2026
£
4,994
130,873
39,189
11,400
2026
£
4,468,929
544,955
182,899
4,777
12,223
52,509
5,266,292
465,892
4,800,650
(250)
5,266,292
2025
£
13,797
161,988
41,034
11,400
2025
£
4,184,052
382,596
166,743
10,421
23,756
43,086
4,810,654
432,865
4,374,012
3,777
4,810,654

10 Staff costs

The average number of staff employed during the period was 131 (2025: 124). The average full time equivalent number of staff employed during the period was 130 (2025: 121).

The key management personnel of the charity comprises of the trustees and Senior Management Team. The total employee benefits of the key management personnel of the charity were £669,017 (2025: £629,392).

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68

Street League

Notes to the accounts

for the year ended 31 March 2026 (continued)

10 Staff costs (cont.)

The number of employees whose earnings (excluding employer pension) fell into the bands below were:

2026 2025
£70,001 - £80,000 1 1
£80,001 - £90,000 - 3
£90,001 - £100,000 4 1
£100,001 - £110,000 - 1
£110,001 - £120,000 1 -
£120,001 - £130,000 - -
£130,001 - £140,000 - -
£140,001 - £150,000 1 1

11 Trustee remuneration and expenses, and related party transactions

Trustees or any persons connected with them received reimbursement of expenses during the year of £3,069 (2025: £1,759).

Jacqueline Irvine, a Trustee of the charitable company, made a donation of £15,000 (2025: Nil) to the charity during the year via NPT Transatlantic. No trustee received any remuneration or personal benefit in connection with this transaction. At the year end, the donation remained deferred and is included within deferred income in the balance sheet.

Jonathan Rennie, a trustee of the charitable company is a Partner with the firm of solicitors Level Law LLP who provides both pro-bono and discounted services to the charitable company. The value of pro-bono services and the benefit of a reduction in arms-length legal fees support has been considered in these financial statements and included in Gifts in Kind at a value of £Nil (2025: £4,000).

No other trustee or person related to the charity had any personal interest in any contract or transaction entered into by the charity, including guarantees, during the year (2025: Nil).

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FINANCIAL REPORT

Street League

Notes to the accounts for the year ended 31 March 2026 (continued)

12 Government grants

The government grants recognised in the accounts were as follows:

Argyll & Bute Council
Birmingham City Council - Youth Guarantee Trailblazer
Birmingham Employment and Skills Project - UKSPF
Dudley Council
East Ayrshire Council
East Dunbartonshire Council
East Lothian Council
East Renfrewshire Council
Enable Works - Dundee
Enable Works - Glasgow
Enable Works - Highlands
Glasgow Council - Towards Better Future
Greater Manchester Combined Authority
Inverclyde Council
Manchester Adult Education Service
North Ayrshire Council
North Lanarkshire Council
Perth and Kinross Council
Renfrewshire Employability Grants Programme
VOLA Consortium - Liverpool Trailblazer
West Dunbartonshire Council
West Lothian Council
West Yorkshire Mayoral Combined Authority		 2026
2025
£
£
32,205
42,215
43,000
-
-
98,734
5,000
-
329,066
269,193
24,000
-
80,001
122,278
20,822
108,026
158,918
110,219
103,410
22,616
55,935
-
-
-
-
71,604
41,666
62,364
89,980
66,645
70,828
253,740
206,480
-
9,226
73,957
130,075
23,902
97,836
152,878
93,288
67,598
-
59,936
27,694
49,011
1,625,638
1,648,708

The unfulfilled conditions and contingencies attaching to the grants were across fulfilling the delivery of Street League academies which spanned the year end.

13 Corporation tax

The charity is exempt from tax on income and gains falling within Chapter 3 of Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects. No tax charges have arisen in the charity.

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70

Street League

Notes to the accounts for the year ended 31 March 2026 (continued)

14 Fixed assets: tangible assets

Cost
Depreciation
Net book value
At 1 April 2025
Additions
Disposals
At 31 March 2026
At 31 March 2026
At 31 March 2026
At 1 April 2025
Charge for the year
At 31 March 2025		 640
23,954
22,771
543
23,314
Leasehold
improvements
£
23,954
-
-
1,183		 11,760
10,437
9,890
547
1,323
Furniture &
fittings
£
11,760
-
-
1,870		 275,729
273,737
270,058
3,679
1,992
Computer
equipment
£
274,230
1,499
-
4,172		 26,042
25,765
25,540
225
277
Office
equipment
£
26,042
-
502		 38,850
38,850
38,850
-
IT Assets
£
38,850
-
-
376,335
372,103
367,109
4,994
4,232
Total
£
374,836
1,499
-
-
7,727
-

2023-2024 IMPACT71

FINANCIAL REPORT

15 Debtors

Street League

Notes to the accounts

for the year ended 31 March 2026 (continued)

Reconciliation of Deferred Income
Total carried forward at 31 March 2026
Creditors: amounts falling due within one year
Brought forward at 1 April 2025
Income from charitable activities
Total brought forward at 1 April 2025
Movements:
Deferred income released during year
Income from charitable activities
Total deferred income released during year
Incoming resources deferred during year
Income from charitable activities
Total income deferred during year
Deferred income carried forward at 31 March 2026
Income from charitable activities
Trade debtors
Other debtors
Prepayments and accrued income
Trade creditors
Other creditors and accruals
Deferred income
Short term compensated absences (holiday pay)
Taxation and social security costs		 2026
£
551,172
31,471
72,317		 2025
£
465,105
28,754
98,939
654,960 592,798
2026
£
63,718
51,409
380,868
43,626
125,103		 2025
£
86,705
83,135
878,279
48,889
100,868
664,724 1,197,876
878,279
380,868
878,279
380,868
380,868
2025
£
878,279
878,279
380,868

16 Creditors: amounts falling due within one year

2023-2024 IMPACTFINANCIAL REPORT

72

17 Analysis of movements in restricted funds

2026
Sport
Total restricted funds
Argyll and Bute Council
Birmingham City Council - Youth Guarantee Trailblazer
Birmingham Employment and Skills Project - UKSPF
CHANEL
East Dunbartonshire Council
Enable Works - Dundee
Enable Works - Glasgow
Enable Works - Highlands
Enfinium
Fidelity UK Foundation
Fondation Peters
GEM Workspaces
Greater Manchester Combined Authority
Goal Programme
Inspiring Scotland
OFN
YAF
Inverclyde Council
Kusuma Trust
Laureus Sport for Good Foundation
Macquarie Group Foundation
Manchester Adult Education Service
New Balance
North Ayrshire Council
North Lanarkshire Council
Perth and Kinross Council
Renfrewshire Employability Grants Programme
Scottish Government through the Children, Young People, Families and Adult
Learning Third Sector Fund
Société Générale
St James's Place
VOLA Consortium - Liverpool Trailblazer
West Dunbartonshire Council
Westminster Foundation
Other Restricted Income < £20,000
As at 1 April
2025
£
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
3,825,096
Income
£
32,205
42,215
43,000
35,000
98,734
329,066
269,193
24,000
29,000
151,676
59,976
25,000
80,001
156,944
22,616
55,935
60,000
93,438
(3,825,096)
Expenditure
£
(32,205)
(42,215)
(43,000)
(35,000)
(98,734)
(329,066)
(269,193)
(24,000)
(29,000)
(151,676)
(59,976)
(25,000)
(80,001)
(156,944)
(564,478)
Transfers
£
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
As at 31
March 2026
£
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
453,009
252,000
122,278
66,791
55,000
40,000
20,822
77,441
108,026
158,918
110,219
103,410
(453,009)
(252,000)
(122,278)
(66,791)
(55,000)
(40,000)
(20,822)
(77,441)
(108,026)
(158,918)
(110,219)
(103,410)
564,478
44,700
40,005
-
-
-
-
-
-
(22,616)
(55,935)
(60,000)
(93,438)
(44,700)
(40,005)

2023-2024 IMPACT73

FINANCIAL REPORT

17 Cwr 'miinwamOty ¢￿￿￿.T￿ CHANEL FO￿*￿n T￿1 L•w•uS Sportty13th)J Ftyjrl quorkn Gwup Fwr4 <E20.rN)o FINANCIAL REPORT 74

Street League

17
Not
for the year en
Comparative analysis of movements in restricted funds
2025
Sport
abrdn
Birmingham Employment and Skills Project
CHANEL
Compass Group
Dudley Council
East Ayrshire Council
East Dunbartonshire Council
East Lothian Council
East Renfrewshire Council
Enable Works - Dundee
Enable Works - Glasgow
Fidelity UK Foundation
Fondation Peters
Gannochy Trust
Garfield Weston
Greater Manchester Combined Authority
Goal Programme
Inspiring Scotland
OFN
YAF
Inverclyde Council
Kusuma Trust
Laureus Sport for Good Foundation
Macquarie Group Foundation
Manchester Adult Education Service
New Balance
North Ayrshire Council - NOLB
North Lanarkshire Council - NOLB
Perth & Kinross Council
Renfrewshire Employability Grants Programme
Santander Foundation
Scottish Government through the Children, Young
People, Families and Adult Learning Third Sector Fund
Société Générale
St James's Place
Starbucks
Supported by the Charity of Sir Richard Whittington
West Dunbartonshire Council
West Lothian Council
West Yorkshire Mayoral Combined Authority
Westminster Foundation
Other Restricted Income < £20,000
Total restricted funds		 es to the accounts
ded 31 March 2026 (continued)
As at 1 April
2024
Income
£
£
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
38,850
71,604
35,000
30,000
41,666
62,364
89,980
66,645
70,828
253,740
206,479
29,964
44,970
22,000
25,000
73,957
153,657
504,645
252,000
-
4,067,637
Expenditure
£
(38,850)
(71,604)
(35,000)
(30,000)
(41,666)
(62,364)
(89,980)
(66,645)
(70,828)
(253,740)
(206,479)
(29,964)
(44,970)
(22,000)
(25,000)
(73,957)
(153,657)
(504,645)
(252,000)
(4,067,637)
Transfers
£
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
As at 31
March 2025
£
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
130,075
87,847
51,250
82,000
23,902
40,849
97,836
152,878
93,288
67,598
25,000
564,478
43,260
39,221
34,239
103,803
59,936
27,694
49,011
84,148
135,975
-
(130,075)
(87,847)
(51,250)
(82,000)
(23,902)
(40,849)
(97,836)
(152,878)
(93,288)
(67,598)
(25,000)
(564,478)
(43,260)
(39,221)
(34,239)
(103,803)
(59,936)
(27,694)
(49,011)
(84,148)
(135,975)

2023-2024 IMPACT75

FINANCIAL REPORT

Street League

Notes to the accounts for the year ended 31 March 2026 (continued)

18 Analysis of movement in unrestricted funds 2026

Comparative analysis of movement in unrestricted funds
2025
Unrestricted funds
Unrestricted funds		 Balance at
1 April 2024
(Restated)
£
3,186,125
3,186,125
Balance at
1 April 2025
£
3,426,108
3,426,108
Income
£
3,292,136
3,292,136
Income
£
3,939,414
3,939,414
Expenditure
£
(3,052,153)
(3,052,153)
Expenditure
£
(3,715,441)
(3,715,441)
Transfers
-
-
Transfers
-
-
As at 31
March 2025
£
3,426,108
3,426,108
As at 31
March 2026
£
3,650,081
3,650,081

Name of fund Unrestricted funds

Description, nature and purposes of the fund Free reserves after allowing for all designated funds

19 Analysis of net assets between funds

2026
Fixed assets
Net current assets/(liabilities)
Total		 General
fund
£
86,552
3,563,529
3,650,081
Restricted
funds
£
-
-
-
Total
£
86,552
3,563,529
3,650,081

2023-2024 IMPACTFINANCIAL REPORT

76

Street League

Notes to the accounts for the year ended 31 March 2026 (continued)

19 Analysis of net assets between funds (cont.) Comparative analysis of net assets between funds 2025

Tangible fixed assets
Net current assets/(liabilities)
Total		 General
fund
£
7,727
3,418,381
3,426,108
Restricted
funds
£
-
-
-
Total
£
7,727
3,418,381
3,426,108

20 Operating lease commitments The charity's total future minimum lease payments under non-cancellable operating leases is as follows for each of the following periods:

Analysis of changes in net debt
Cash and Cash Equivalents
Total
Less than one year
One to five years		 At 1 April
2025
£
4,023,459
4,023,459
Cash
flows
At 31 March
2026
£
£
(2,817,607)
1,205,852
(2,817,607)
1,205,852
Property
Equipment & Software Licences
2025
2026
2025
2026
£
£
£
34,166
72,562
93,678
20,244
119,546
86,178
113,922
205,724
106,728
£
41,034
78,004
119,038

2023-2024 IMPACT77

FINANCIAL REPORT

Street League

Notes to the accounts for the year ended 31 March 2026 (continued)

22 Reconciliation of net movement in funds to net cash flow from operating activities

cial activities)
Depreciation charge
Dividends, interest and rents from investments
Loss on sale of fixed assets
Increase in debtors
(Decrease)/increase in creditors		 2026
£
223,973
4,994
(121,479)
-
(62,162)
(533,152)
2025
£
239,983
13,797
(122,181)
-
(132,546)
73,024
(487,826)
72,077

Net income for the year (as per the statement of financial activities) Adjustments for:

Net cash provided by operating activities 23 Comparative Statement of Financial Activities

Income from:
Total income
Expenditure on:
Total expenditure
Net income for
the year
Net movement in funds for
the year
Reconciliation of funds
Total funds carried forward
Raising funds
Charitable activities:
Donations
Charitable activities:
Other trading activities
Investments
Transfer between funds
in the year
Total funds brought forward
3
4
5
6
7
9
Note		 UnrestrictedRestricted
Total funds
funds
funds
2025
£
£
£
2 ,576,290
593,665
766,996
3,300,641
1,360,661
5,876,931
-
-
-
-
-
122,181
122,181
3,292,136 4,067,637 7,359,773
2,519,133
533,020
-
533,020
6,586,770
4,067,637
3,052,153
7,119,790
4 ,067,637
239,983
-
239,983
-
-
-
3,186,125
239,983
239,983
3,186,125
-
-
3,426,108
3,426,108
-

2023-2024 IMPACTFINANCIAL REPORT

78

REFERENCE & ADMINISTRATION STATEMENTS FOR THE YEAR ENDED 31 MARCH 2026

2023-2024 IMPACT79

FINANCIAL REPORT

CHARITY NAME CHARITY REGISTRATION NUMBERS COMPANY REGISTRATION NUMBER ICO NUMBER

REGISTERED OFFICE

Street League

1101313 (England & Wales) and SC038884 (Scotland) 04974643 (limited by guarantee)

Z9137870

Suite 2.4 Waulk Mill 51 Bengal Street Manchester, M4 6LN

TRUSTEES

Trustees, who are also Directors under company law, who served during the year and up to the date of this report were as follows: John Coleman - Chairman Lesley Giddins William Jonathan Rennie Dee Townsend Jacquie Irvine Hurbinder Mudan

COMPANY SECRETARY Shilpa Littlewood

SENIOR MANAGEMENT TEAM

Dougie Stevenson – Chief Executive Officer Nigel Mansfield – Commercial Director Shilpa Littlewood - Director of Finance Kirsty Stevens – Director of Operations Anna Campbell - Director of Contracts and Quality Laura Bentley - Director of Human Resources

BANKERS

Barclays Bank plc No 1 Churchill Place, London, E14 5HP

2023-2024 IMPACTFINANCIAL REPORT

80

BANKERS CONTINUED

SOLICITORS

PROFESSIONAL ADVISORS

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

Fieldfisher 17th Floor No 1 Spinningfields 1 Hardman St Manchester M3 3EB

Ivy Data Room contact@ivydataroom.co.uk

Medigold Health Consultancy Limited Medigold House Queensbridge, Northampton, NN4 7BF

The Growth Company Ltd 90 Great Bridgewater St, Manchester M1 5JW

NSPCC National Processing Unit Diane Engelhardt House (Unit 2) Treglown Court, Dowlais Road, Cardiff, CF24 5LQ

AAB People Consulting Limited

Kingshill View, Kingswells Causeway, Prime Four Business Park, Kingswells, Aberdeen, Scotland, AB15 8PU

AUDITORS

Xeinadin Audit Limited, Statutory Auditor Chartered Accountants 46 Hamilton Square Birkenhead Wirral Merseyside CH41 5AR

2023-2024 IMPACT81

FINANCIAL REPORT

TW illu￿Ul art

www.streetleague.co.uk England & Wales Charity No. 1101313

@StreetLeagueUK Scotland Charity No. SCO 38884

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