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2021-03-31-accounts

StreetGames UK TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021

Charity Number: 1113542 Company Number: 5384487 OSCR Number: SC046149

Legal and Administrative Information

COMPANY REGISTRATION NUMBER

5384487

CHARITY NUMBER

1113542

SCOTTISH CHARITY NUMBER

SC046149

REGISTERED OFFICE

TRUSTEES AND DIRECTORS

EXECUTIVE MANAGEMENT TEAM

Paul Roberts - Director of Doorstep Sport and Network Sustainability

• Stuart Felce - Director of Sport and Community Safety • Paul Kendall - Strategic Lead for Operations and Network Services

AUDITORS

Crowe U.K. LLP 3rd Floor The Lexicon Mount Street Manchester M2 5NT

Legal and Administrative Information 3

Chair’s Message 4

Strategic Report - Review of the Year 5

Trustees’ Annual Report for the year ended 31 March 2020 14

All members of the Board of Trustees are also directors for the purposes of Company Law.

SECRETARY

BANKERS

Unity Trust Bank Plc Customer Service Centre Nine Brindleyplace Birmingham B1 2HB

Royal Bank of Scotland Ltd Customer Service Centre Drummond House 1 Redheughs Avenue Edinburgh EH12 9JN

Dawn Cole

Independent Auditor’s Report to the members of 24 StreetGames UK

Financial Statements

28

CHIEF EXECUTIVE

Mark Lawrie

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Page: 2 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2021

The events of this past year, and the continuing impact of the Coronavirus pandemic and lockdown, have had a profound impact on all of us. For the communities StreetGames exists to serve, the hardship that Covid-19 has inflicted has been even more acute, and our current return to ‘normality’ will bring with it lasting challenges and after-effects for these communities which we can only begin to predict.

This past year has also demonstrated the incredible resilience, courage and necessity of LTOs in the StreetGames network. Through lockdown and beyond, these neighbourhood organisations have been a quiet frontline in the fight to support local communities and have worked tirelessly to support young people and their families in some of the hardest hit neighbourhoods.

Many of these organisations have adapted swiftly to support their local neighbourhoods through the crisis, providing food parcels for older residents and collecting prescriptions for those self-isolating during the virus. They have overcome new barriers to support vulnerable young people to stay healthy and safe, and to maintain relationships with the positive role-models in their lives. These are the organisations who know their neighbourhoods inside out, who can provide the right help in the right place. Throughout this crisis, StreetGames has stood shoulder to shoulder with these incredible organisations, providing the support they need to continue their vital work.

Ensuring that these lifesaving organisations can continue to play their central role in neighbourhood life is at the heart of the StreetGames mission. With the development our new long-term business strategy, StreetGames is working to diversify our funding streams, grow our network, and build on our strong foundations to continue to make young people’s lives healthier, safer and more successful.

I would like to thank all of StreetGames staff, volunteers and trustees for their efforts, support and versatility over the past year. It would also be remiss of me not to say a very big thank-you to our supporters, collaborators and funders who have afforded us continued support and flexibility to cope with the events of the past year.

Finally, and despite the challenges this year, I’m very pleased to report that StreetGames is in a good position to make positive progress towards achieving our mission to transform the lives of young people living in disadvantaged communities through sport and physical activity. I hope that you will join us on our journey.

John Cove Chair, StreetGames UK

Strategic Report

Review of the Year 2020/21: Supporting Communities through lockdown and beyond

The Coronavirus pandemic and associated lockdown restrictions have impacted on everyone across the UK during the last twelve months. However, lived experience of the crisis is recognised as being harsher in low-income areas than in more affluent places - this is true both economically and in terms of physical and mental wellbeing.

Locally trusted organisations (LTOs) that operate within low-income areas have also been significantly impacted. Many had to completely stop their normal operations and activities; many front-line staff were furloughed and youth/community centres had to close their doors. Many LTOs had to rapidly change the ways they connected with young people from delivering doorstep sport activities face-to-face to using online methods or phone calls for engagement. To respond to the significantly changed environment and help support LTOs and the young people they work with, it was clear that StreetGames needed to quickly adjust the focus of our work. We developed a framework to guide this, spanning five core aspects: listening, assisting with sourcing funding/fundraising, providing training and support to staff and volunteers, sharing ideas and approaches and undertaking advocacy on behalf of the network.

Through listening to the needs and concerns of LTOs and young people, we have continued to adapt and tailor our support throughout this extremely challenging period. This adaptability has been key to allowing us to provide the right support to those communities who have been hardest hit by the pandemic and lockdown. Going forward, the lessons learned over this period will help to inform our practice so that we can continue to offer the most effective support we can to our network and the neighbourhoods they work to support.

Throughout the lockdown period we sought to maintain regular contact with LTOs to listen to their needs/ concerns and provide relevant information and support:

StreetGames is currently finalising the development of our new Strategic Review, which sets out our long term vision for the organisation and provides a clear strategic plan across all areas of StreetGames’ work. Developed in collaboration with staff, trustees, and most importantly the wider StreetGames network of LTOs and the young people who use them, the new StreetGames strategy will provide the focus and structure required to deliver on our mission to transform the lives of young people living in low-income, under-served communities through sport and physical activity.

Page: 4 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2021

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Doorstep Sport is the beating heart of StreetGames. It is our tried and tested methodology for engaging disadvantaged young people in sport, ensuring that sport is delivered in a way that is enjoyable and accessible to young people in the communities we serve. At the core of Doorstep Sport is the ‘five rights’ – ensuring sport is delivered at the right time, in the right place, for the right price, by the right people and in the right style.

Key to the Doorstep Sports success is its adaptability. Delivered in the right way, this approach can be modified to achieve a wide range of positive impacts in the communities our network serves, including combating holiday hunger, preventing young people re-offending, and improving young people’s mental health and wellbeing.

The growth of the StreetGames network to more than 1,500 Locally Trusted Organisations (LTOs) is testament to the effectiveness of our model and the quality of the support we provide to those people working to improve communities and transform lives through the power of sport.

Our approach is helping the young people we work with, and the communities that they live in, to become healthier, safer and more successful.

Sport England has provided StreetGames with funding over the 2018-21 period to support LTOs within 50 geographic cluster areas to work collaboratively to increase activity levels, predominantly among children and young people from lower socio-economic groups (LSEGs). Across the cluster areas, a broad range of sport/physical activity offers have been provided to engage young people, although inevitably these have been impacted by Covid restrictions where many doorstep sport sessions had to ‘pause’ to comply with Lockdown Restrictions.

Home conditions during lockdown were often challenging for low income households, with young people trapped in overcrowded housing, with limited private space, and reduced access to normal support structures. LTOs have done their best to support their communities through these challenges, but the cost in time and resources has been high. Those LTOs that traditionally focus on young people continue to do so, but many now find themselves also working with whole families. Placebased community projects have comprised a quiet front line in the fight to support communities through the current crisis.

Despite the challenges, many of the LTOs in the StreetGames network have employed flexible and innovative approaches to continue to engage and support young people from their communities through adapted doorstep sport activities:

LTOs delivering Doorstep Sport during Lockdown

Dance Action Zone Leeds and local community-based charity BARCA worked together during Lockdown 1 to bring activities directly to young people by providing socially distanced dance sessions for children and young people on streets within the Bramley area of the city. The sessions proved really popular and provided young people with the opportunity to take part in safe and fun dance based exercise whilst sticking to social distancing guidelines.

In recognition of the need to help the sport and physical activity sector throughout the ongoing coronavirus pandemic, Sport England launched the Tackling Inequalities Fund (TiF) as part of a £210 million support package. Over the past year, 93 LTOs from within the StreetGames Network have accessed Tackling Inequalities Funding to re-engage young people; with the funding used to support additional staff costs, equipment, venue hire and training as well as activity kits. Despite the need to pause, adapt or completely change delivery plans due to national and/or local lockdown restrictions, LTOs have demonstrated considerable flexibility and a willingness to adapt in order to provide a variety of activities:

With TiF investment we also ran a ‘test and learn’ project with LTOs which captured learning in relation to the engagement/re-engagement of older teens from lower socio-economic groups following the initial lockdown.

Page: 6 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2021

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Totally Runable from Barnsley worked with two groups of teen girls (aged 16-24 years) to support them to go from ‘Desk to 5k’

London Marathon Charitable Trust (LMT) is providing funding over the period 2019-22 to support doorstep sport activities for 12 –20 year olds in three cluster areas in Newcastle upon Tyne, Liverpool and Merthyr Tydfil.

Participants were provided with weekly run training plans and weekly online ‘mindset’ discussions covering different topics such as motivation, nutrition and goal setting.

In Merthyr, LTOs have used a variety of innovative ideas to keep young people engaged and active – with six different organisations working together to provide activity opportunities across the borough.

Ordinarily, Totally Runable sessions are delivered face-to-face in local parks and open spaces, but with this programme all sessions and support were provided online - initially on Teams and WhatsApp.

Merthyr Valley Homes have been working across a large estate delivering walking challenges, online quizzes and food based activities to engage young people and their families and encourage them to take part in other physical activities. They have also provided families with ‘fitbits’ to track activity and have a street-based team who have distributed activity bags through a lending library.

Over the course of the project the team at Totally Runable found that what they usually delivered in person could work online. However, they had to think differently and adapt as they went along – learning that flexibility was key, as well as a willingness to listen to their runners and not be afraid to make ‘in flight’ adjustments along the way. They found:

Other activities that have been provided include a bike project which has made use of local cycle routes and trails, with LMT investment being used to fund bike leaders who also delivered bike repair sessions plus other innovative outdoor activities such as geocaching and scavenger hunts.

In Liverpool, a blended approach has been provided including:

In Newcastle Inspire Youth has created different event nights for young people in the local community centre in New Biggin Hall. Hattrick has continually adapted the way in which they have delivered activity through face to face, digital sessions and activity packs and have kept in touch with young people throughout the period. Sporting Chance provided online content and food provision plus activity with a focus on boxing.

Doorstep Sport in Wales

Over 100 LTOs in Wales continue to deliver a localised form of Doorstep Sport, funded via Sport Wales. Throughout the COVID-19 pandemic, we have seen a number of LTOs diversify their offer to adapt to national and local restrictions and continue to support young people living in poverty. Examples include delivering food parcels, supporting schools to deliver homework packs and conduct welfare checks to families at home, delivering online activity, creating activity packs for families, creating sport libraries for young people to borrow equipment, and street-based outreach youth work.

115 20 Doorstep Sport relationships Clubs operating built with Local across 20 local Authorities authorities

We have seen a continued growth in the overall network in Wales, including a growing strategic and corporate partner base. New relationships with partners such as Disability Sport Wales have enabled us to support the Network to begin to tackle some of the intersectionality barriers faced by young people living in poverty, who also have a disability, using Doorstep Sport as the mechanism to engage through the GOGA Sport Project.

500 14 partners in the NGBs engaged in Welsh Network (275 supporting LTOs are Locally Trusted across Wales Organisations)

Through Sport Wales’ Sport Resilience Fund, StreetGames have been awarded £60k to pilot a more targeted approach to Doorstep Sport Clubs in Wales. This pilot will see direct funding across 5 LA areas to develop a localised approach to Doorstep Sport delivery and development. Each pilot area is being supported to produce their own development plan to tackle their local needs and challenges. Plans have been developed around workforce development, increasing provision, VIVA and sustainability. Each pilot area is being supported specifically around financial sustainability, with areas being assisted in the development of a detailed plan to ensure that ambitions are met, and the provision is financially viable long term. This includes supporting pilot areas to consider how they can use this investment as match funding for other funding sources. This pilot sees the first direct investment into Doorstep Sport Clubs by Sport Wales since the Communities First legacy project ended in 2018.

3 7 Local Delivery Local Delivery Partnerships established Boards established, to deliver the GOGA to deliver the Family Disability Project Engagement Project

Page: 8 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2021

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Safer

Healthier

This year our Safer strategic theme has seen significant growth. Despite working through unprecedented conditions, StreetGames has been able to continue an upward trend in building collaborative partnerships across England and Wales between the sport and youth justice sectors. This in part was assisted by the Government re-investing into the 18 Violent Reduction Units (VRUs) established midway through last year.

It is estimated that physical inactivity costs the UK economy almost £7.5 billion per year, with 1 in 6 deaths now being linked to long-term inactivity. As a youth sports and community development charity, StreetGames helps more young people get active for life.

To achieve this goal, StreetGames employs a wide variety of innovative and scalable approaches. We do this because sport has proved to be an invaluable tool in helping some young people rise above the disadvantages and inequalities which they face.

These targeted departments, attached to Police and Crime Commissioners (PCCs), have enabled local place-based conversations to demonstrate the role sport can play when aiming to prevent youth crime and serious violence. Through persistent operational and strategic sector engagement, at a local and national level, StreetGames now has formal partnerships with nine PCCs, VRUs and local authority youth justice departments. Equating to more than £1.1 worth of contracts, the footprint of partnerships across England and Wales has never been bigger. This in turn means more LTOs are accessing support, resources and investment by partnering with StreetGames.

During 2020/21 we:

At a national level StreetGames continue to have a strong presence at a strategic, systemic level, sitting on a number of forums including the Youth Justice Board steering group for their sports programme, the Premier League Community Fund Kicks group and have recently presented at the All Party Parliamentary Group (APPG) for Sport and Youth Justice.

However, it was StreetGames’ direct influence that has led to the establishment of the National PCC Sport and Youth Crime Prevention Board, chaired by a Leadership group of PCCs from across England. We act as secretariat to the Board and have facilitated the first three meetings of the group. The Board has been established to be the strategic focal point for PCC discussions, representing their best interests where they have a focus on, or investment in, the use of sport and positive activity to prevent youth crime and serious youth violence. Recognised by the Association of Police and Crime Commissioners, it becomes the conduit (funnel) to bring together cross-cutting themes, enabling sport to be utilised to tackle multiple youth crime related agendas and feeding in to other PCC portfolios, sharing insight and securing additional investment.

2020/21 saw the second year of our Family Engagement Project in Wales. Joint funded by Sport Wales, Welsh Government and Natural Resources Wales, this project seeks to improve the health and wellbeing of 265 families by 2022, using sport and physical activity as the tool.

The project is being delivered across 7 LA areas in South Wales, with strong partner engagement in all areas. The Local Delivery Board (LDB) methodology is working well, ensuring that the ethos of an ABCD approach continues in each local area. An online celebration and learning event was held in March 2021, to bring the second year of the project to a close. All partners across all LA areas attended and shared how they have adapted their delivery as a result of the pandemic.

The StreetGames Safer objective continues to be underpinned by Doorstep sport principles and is now supplemented through a Theory of Change that promotes a child first, pro-social, preventative approach to youth crime and violence.

Around 142 families are currently engaged within the programme on an ongoing basis. These families have been regularly engaging with the LDBs, and many of them have been supported to be active during lockdown. The project has been successful in securing an additional year of funding which will extend the project to the end of 2022/23.

Page: 10 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2021

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More Successful
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In Wales, despite Covid-enforced difficulties, we delivered the highest number of courses we have ever delivered in one year. LTOs responded positively to the online delivery, with new organisations and positive corporate partnership developed with SEWSCAP who commissioned StreetGames to deliver mental health awareness training to construction companies across South East Wales. Eight courses were delivered in total.

Building sustainable, place-based community sport relies on skilled and dedicated individuals who commit to their communities and the futures of the young people in it. Training those individuals and helping them develop the leaders of tomorrow is central to the ethos of the StreetGames Training Academy. We believe that if a learning experience is fun and engaging, it is more likely to be memorable and have a lasting impact. Our highly rated Training Academy tutors therefore focus on making learning easy, practical and interactive.

Since 2015, StreetGames has been working with partners outside of our alliance of LTOs. In doing so, we not only generate additional income but also further promote our charitable mission by sharing our learning with sports clubs, housing associations, universities and further education colleges amongst others. All this is intended to help shape future sports provision to make it more informed, more engaging and more effective. However, we have found the environment for more ‘commercial delivery’ has been severely impacted by Covid restrictions. In general customers have preferred to wait for resumption of face to face delivery and we do not anticipate large-scale delivery in this format before the second half of 2021/2 at the earliest.

Children and young people across the UK have had their lives turned upside down by the pandemic. Almost every young person has had to adjust to dramatic changes in their education or employment, routine and home life. Some have experienced bereavement or other traumatic experiences during the lockdown period, while groups who were already marginalised or disadvantaged are now likely to become more so. Throughout the year we have expanded our health and well-being offer to equip the workforce with the skills and tools to support young people who may have been adversely affected. We have developed two new webinars (5 Ways to Wellbeing and Conversations about Mental Health). We have also delivered Youth Mental Health First Aid training to 966 learners and developed and piloted the ACEs & Trauma Informed Practice Workshop in partnership with Greater Manchester Public Health.

Successful completion of Year 1 (of 2) of the Sport England funded volunteering action research project focussed on the recruitment and retention of women & girls, and young people from a BAME background across 6 clusters (Newcastle, Leicester, Wigan, Brent, Southwark & Lambeth). Each cluster piloted volunteer delivery, and explored ‘what works’ specifically in relation to recruitment and retention for these specific groups of young people. The same clusters will continue their work in Year 2, paying particular attention to the impact of volunteering on the individual (self-development) and the local community as clusters deliver social action projects, give more of their time and attend training. We hope to carry out further research into the differences between female and male volunteers and within BAME communities.

Due to Covid restrictions however, it hasn’t been possible to deliver our usual style of face to face training. We therefore adapted our delivery to continue to provide our usual unique style in an online setting, developing three different types of digital learning:

Fit and Fed

Webinar Series – these live interactive webinars covered new content developed to meet the immediate needs arising from the situation for young people and community organisations.

There are approximately 4.3 million children and young people living in poverty across the UK and for those young people and their families the school holidays provide increased pressures including holiday hunger, inactivity and social isolation. Fit and Fed is an innovative campaign that seeks to address those triple inequalities that face the children and young people from our under-served communities, it provides an all year-round programme delivered by LTOs using the principles of doorstep sport with the addition of food for children and young people that need it the most.

In 2020, StreetGames once again worked in partnership with Newcastle County Council funded through the Holiday Activities and Food programme (HAF) for the Department of Education, and during the summer holidays made 9,974 deliveries to households across the city.

Throughout the pandemic, the network of Fit and Fed LTOs has continued to play an important role in the lives of the children and young people in our under-served communities, providing food packages and activity packs during the school holidays, linking with local food providers and food banks and providing support services, all at time when these organisations are facing their own financial insecurities. They have been fundamental in keeping the communities together and helping the children, young people and their families.

Virtual learning – we continued to deliver selected existing workshops and accredited qualifications, delivered live online by StreetGames tutors.

Funding also contributed to delivery across a range of other programmes:

• Our funding partnership with The City Bridge Trust continues to be successful in engaging young people and LTOs through volunteering, with a successful bid to continue delivery through to October 2021

The pandemic has only exacerbated the situation with the inequality gap widening for many families. Long periods of lockdown have meant social isolation has been a huge factor for children and young people, thereby affecting their mental wellbeing. Access to any type of physical activity has been limited and 14% of these families have been affected by food insecurity over the last 12 months.

Independent learning – this can be done at the learners’ own pace, at a time suitable to them by following the links provided or accessing our online Moodle platform.

• Across Yorkshire & Humber, we designed and delivered a year-round youth leadership programme that is embedded within the delivery of community sport and physical activity, supporting over 40 young people.

StreetGames are committed to addressing the ‘holiday gap’ through both our Fit and Fed campaign and involvement in the DfE Holiday Activities and Food programme. With an ever-increasing number of children living in poverty, and 2 out of every 5 of these children living in poverty not eligible for free school meals, the Fit and Fed campaign seeks to support all children in need and is an integral part of supporting the children and young people in our underserved communities.

• The 2020 StreetGames Young Volunteer Residential for 60 volunteers was due to take place in April 2020, however due to covid-19, this has been postponed until Feb 2021. A team of 5 young advisors were recruited and has helped to plan and deliver the residential prior to its last minute postponement. We expect the same young advisors to remain engaged over the year.

Using these methods, we delivered StreetGames training to 3069 learners during the year, including 2859 attendances at Doorstep Sport Workshops where we shared findings from StreetGames action research and top tips from a wide range of LTOs; and 210 awards in Level 1 Developing Community Activities for Youth at Risk and Level 2 Young Health Champions.

In the midst of the pandemic, all face to face Fit and Fed opportunities were paused and therefore delivery of the Fit and Fed programme in 2020 looked very different. Unable to deliver in community settings LTOs changed to remote programmes with food packages and physical activity packs being distributed to the individual’s homes and the physical activity sessions moved where possible to online sessions.

Page: 12 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2021

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Trustees’ Annual Report for the
Year Ended 31 March 2021
The trustees present their annual report together with
the consolidated financial statements of the charity
and its subsidiary for the year ended 31 March 2021.
These are also prepared to meet the requirements for
a directors’ report and accounts for Companies Act
purposes. Information set out on pages 4-23 form part
of this report.
Page: 14 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2021
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The trustees review the aims, objectives and activities of the charity each year. This report (including the information set out on pages 4-24) looks at what the charity has achieved and the outcomes of its work in the reporting period.

In shaping our objectives for this year and planning our activities, the trustees have considered the Charity Commission’s guidance on public benefit. All our charitable activities focus on providing increased opportunities for those living in underserved communities and are undertaken to further our charitable purposes for the public benefit.

Our purpose is to mobilise the power of sport and physical activity to improve the lives of disadvantaged children and young people and the communities they live in. We seek to support the community sport infrastructure in underserved communities so it is fit-for-purpose, healthy, funded, accountable and representative.

The Charity operates a ‘balanced scorecard’ approach to performance management, with a range of key performance indicators assessing delivery of our objectives across four perspectives:

Performance against each of these is reviewed by the Board on a quarterly basis.

The strategies we use to harness the power of sport to deliver against our objects; and performance against our key performance indicators are set out in the programme of activities reported in this Trustees’ Report (pages 5-13).

Equality, diversity and inclusion have resonance in two important areas for StreetGames – as an employer and as a charity whose core purpose is to deliver equality of opportunity. As a charity which spans the sport and youth sectors we acknowledge a responsibility to advocate on behalf of those doing this well and influence those who aren’t. We understand our role as a charity working on equality of access for young people from lower socio-economic groups to mean we have a responsibility not to be silent about any equality, diversity and inclusion injustice we see and to rolemodel organisational approaches to equality, diversity and inclusion.

In this work, we have two fields of influence. Firstly, with Locally Trusted Organisations who affiliate with us and align with our mission. Secondly, as a national body representing a large part of the community sport sector and speaking as the voice of underserved communities.

40% of participants across all our programmes during 2020/1 came from BAME backgrounds; 13% had a disability and 25% were female. The majority of participants and trainees continue to come from decile 1-4 backgrounds, which reflects the communities we aim to engage with.

As an employer we strive to be a positive place for staff and contractors to be their whole selves. This requires us to proactively review our procedures, policies and activities to ensure we are doing all we can to provide positive space. In addition, we have a responsibility to be open and honest about our experiences as an employer – to share our successes and our challenges.

We will set goals for our work, publish them and report against them. StreetGames systematically collects information regarding all of the Protected Characteristics from our Board, staff, partners and projects on a voluntary basis in order to accurately assess the make-up of the organisation and service and, where appropriate, to develop positive action programmes that target any under-represented groups to ensure representation that is reflective of the communities we serve. We expect to be held to account by our own staff and trustees as well as by critical friends and stakeholders.

The Board is committed to achieving gender parity in terms of numbers of trustees and intends that there will at all times be at least 30% female membership on the Board (currently 42% female). It continues to seek to broaden the ethnicity and age range of its members as well as to improve representation from those with disabilities. Current data shows that BAME representation stands at 8%, whilst no Trustees have a declared disability or limiting long term health problem (comparative national data 14% and 18% respectively).

StreetGames’ 2017 – 2021 Equality Action Plan committed us to focus on improving diversity across the organisation as well as achieving a culture of equality and inclusion that celebrated diversity in all aspects of our work. During this period, we made good progress in many areas and some of these successes include:

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• Equality, Diversity and Inclusion training delivered to Board and Staff

During the year, we developed our 2021-5 Action Plan. We remain committed to working with our external partners in order to ensure we are more reflective of the communities we serve. We recognise that in order to do this effectively, we need to first work on developing and better equipping our staff and contractors, leading to effective and meaningful engagement with diverse communities. Our commitment to this work will include consulting with LTOs and Young People in our design and engagement processes.

Five goals have been agreed for our 2021-25 Strategy. Each year progress against these goals will be reviewed and an action plan for delivery of next steps agreed.

Diversity of Voice - ensuring our internal and external programmes and interventions have diversity of voice at the heart of the design process

Recruitment - increasing the diversity of those applying, being offered and accepting roles at StreetGames – staff, contractors and Trustees

Grow our own - planning for the long term of increase of movement from grassroots community sport into the StreetGames workforce and the wider sector Inclusive Environment - providing a working environment where everyone feels able to be their whole selves Learning and development - creating a learning culture which enables all trustees, staff and contractors to develop their knowledge and understanding in a way that they choose

The charity is a company limited by guarantee, governed by its Memorandum and Articles of Association. No member of the Board has any beneficial interest in the company. All of the members of the Board are members of the Company and guarantee to contribute £1 in the event of a winding up.

Admission to the Board is by election at an Annual General Meeting or a meeting convened for that purpose. The board seeks to add to its capacity by recruiting individuals with particular strengths in the fields of sport and regeneration, or with specific skills that will strengthen the governance function of the board and promote new and diverse perspectives. It therefore carries out regular skills audits and a trustee recruitment panel plans recruitment with identified gaps in mind.

All trustees receive a full induction, including the provision of a detailed Trustee Handbook and associated training, the opportunity to attend meetings in advance of joining the Board, and the opportunity to meet with Senior Management and other Board Members. Trustees undertake an annual individual review with the Board Chair, during which training needs are discussed and this forms the basis of an annual Board training plan.

The Board meets four times per year. It has three subcommittees which serve to both advise the full Board, and provide additional scrutiny in key areas:

1. Finance Committee (Chaired by Peter Rowley OBE)

2. Audit Committee (Chaired by Margaret Bowler)

The objectives of the Committee are to:

3. Fundraising Committee (Chaired by Victoria Hill – Co-opted Member) The objectives of the Committee are to:

All Committees undertake a self-evaluation of performance annually, the findings of which inform an annual Committee Improvement Plan. In addition, Trustees are committed to a triennial external evaluation of Board effectiveness, to provide an independent perspective on Board performance. The findings from the 2017/8 review were incorporated into an improvement action plan which has now been implemented and plans are underway for a further review commencing October 2021.

Day to day management of the charity is delegated by the Charity trustees to its Chief Executive Mark Lawrie.

The charity’s wholly owned subsidiary, Doorstep Sport Trading Ltd (DST Ltd) was established in 2015 to explore commercial opportunities. DST Ltd has a licence from the charity to utilise its intellectual property rights and branding for these purposes and donates all of its profits to the charity via gift aid (note 5 to the accounts).

The Charity seeks to align itself with the principles of the Charity Governance Code. In addition, as a recipient of significant amounts of Sport England funding, it is subject to the full Tier 3 requirements of the Code for Sports Governance, through which the government seeks to maximise the effectiveness it receives from its investment in sport. A review of our position against the revised Code (September 2021) is currently being undertaken and an action plan will be developed to ensure we continue to maintain the highest standards of governance.

Engagement is a vital part of developing understanding of our environment, particularly across disadvantaged communities. The Board identifies the key stakeholders with an interest in the Charity’s work. We want our stakeholders to feel that they are contributing to helping us not only shape our future plans and priorities, but also to provide the best service for our network and our sector.

We have therefore developed a stakeholder engagement strategy which reflects our core values;

The implementation of our 2020/1 Action Plan was severely impacted by the Covid epidemic. Nevertheless, communication with LTOs and other partners was central to our Covid Response Framework during the year, shaping the subsequent support we were able to provide. As part of the Listening, Informing, Supporting strand of the Framework, we undertook large scale surveys with both LTOs and young people to understand the impact of lockdown on them; we ran focus groups with doorstep sport participants and volunteers to capture their views about things that matter to them in their lives, their communities and sport; we hosted virtual network meetings which brought LTOs and wider partners together to share learning; and we hosted thematic Communities of Learning and dissemination events.

One of our top priorities throughout the year was the

wellbeing of StreetGames’ staff during an extremely difficult period. In addition to our annual staff survey, we undertook a series of ‘temperature check’ surveys to understand the impact of the pandemic on both their physical and mental health and implemented a range of actions in order to address the challenges identified. Our Workplace Wellbeing Group was pro-active in promoting staff wellbeing including; recognizing the differing pressures on staff, encouraging a range of virtual engagement opportunities, and sharing wellbeing experiences and engagement opportunities via the whole organisation Wellbeing WhatsApp Group.

StreetGames takes seriously the process of managing the inevitable conflicts of interest that arise in the day to day functioning of the organisation. We recognise that a network organisation – such as we are - is particularly vulnerable to actual and perceived conflicts. It is our ambition to make it clear that StreetGames’ ways of working are transparent and we have developed a Conflict of Interests Policy to help ensure this.

Effective management of conflicts of interest is a whole organisation priority. It runs through from Locally Trusted Organisations to staff, contractors and Trustees. Appropriate training is therefore provided to those staff involved in the assessment and management of business areas where potential conflicts of interest lie and all staff are made aware of their responsibilities in this area through induction and staff meetings.

For LTOs in the network, the expectation that potential conflicts of interest are declared is built into the procedures for allocating resources. All Trustees and Senior Management complete annual Fit and Proper Persons and Conflict of Interests Declarations.

Page: 16 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2021

Page: 17

StreetGames is committed to ensuring that we pay our staff fairly and in a way that ensures we attract and retain the right skills to have the greatest impact in delivering our charitable objectives. Delivery of StreetGames’ charitable vision and purpose is primarily dependent on our staff, and employee costs are the largest single element of charitable expenditure.

The Trustees (who are also the Board of Directors) consider themselves, the CEO and the Executive Management Team (as listed on Pages 2-3) to comprise the key management personnel of the charity, in charge of directing and controlling, running and operating the Charity on a dayto-day basis. In accordance with the Charities SORP, the Companies Act 2006, and the Charities Act 2011, StreetGames discloses the following:

The board approves the annual percentage payroll increase for all staff (including senior management) after taking into account the CPI as at 30 September of the previous year, an assessment of affordability in view of future confirmed income, and the general economic environment. A cost of living increase of 0.5% was agreed by Trustees for 2021/2 in line with this policy. The Chair carries out an annual performance appraisal of the CEO and determines the award of any bonus which may be payable as a result.

Total income for the year was £6.251m; 17% lower than the level reported in 2019/20 (£7.534m). Whilst the Covid restrictions introduced considerable uncertainty into our operational and financial planning, we found throughout the year that the positive relationships built up with funders meant that they were willing to offer us considerable flexibility. We were therefore able to adjust to online or other alternative delivery across the vast majority of our programmes, which allowed us in most cases to draw down allocated funding in line with budgeted timescales.

In addition, funders were quick to identify the need for new funding streams to support the sector during this difficult period. Again, we were able to draw on our relationships with a wide range of partners to access these new sources on behalf of our partner LTOs.

Sport England continues to be our major funder, with a core award of £2.1m for 2020/21 underpinning a significant proportion of core activity. This was the final year of our latest three-year funding programme worth £7.15m for the period 2018/21.

Our work with Sport England continues to be supplemented by partnerships with an increasingly wide variety of other statutory and commercial organisations. During the year, Sport Wales supported a programme of activity across the principality (£394,691) and, as last year, this was supplemented in 2020/21 by further grants from other funders including Pears Foundation, which supported a summer Fit & Fed programme (£40,000), Cardiff Council (SEWSCAP - £26,607) and Disability Sport Wales (£5,000).

The overall ‘Fit and Fed’ programme continues to grow in size and prominence. During the year we ran our second Best Summer Ever programme in Newcastle with funding from the Department of Education’s Holiday Activities and Food Pilot Programme (£933,855). A large-scale Fit & Fed programme was also put together in London, funded from a variety of sources, including the Big Give campaign, Pears Foundation and LB Tower Hamlets, whilst we were also successful in bidding for a number of regional awards from trusts and foundations and from commercial partners to fund activity in the North East.

During 2020/21 the government announced £220m worth of funding for its new Holiday Activities with Food programme. StreetGames is playing a key role in managing and delivering activity in both Birmingham and Newcastle during 2021/2, including £126,761 worth of activity over Easter 2021 included in our 2020/21 reported outturn.

March 2020 saw almost of all of our pre-existing community safety related contracts come to an end. However, an increase in serious youth violence nationally has seen further funding released and the work previously undertaken to highlight the role sport has to play in tackling this agenda in disadvantaged communities has contributed to further success in responding to these opportunities.

Building on the links we have established over a number of years with Police & Crime Commissioners (PCCs), we were successful towards the end of 2019/20 in securing the secondment of a fully funded Sports Policy Officer into the newly established West Midlands Violence Reduction Unit (VRU). This contract was extended into 2020/21 and the model of partnership working has released further investment across VRUs in Greater Manchester (£37,220) and Devon & Cornwall (£15,933) as well as the prospect of further relationships in Staffordshire, Derbyshire and Essex.

Our existing relationship with Network Rail was consolidated during the year, with an uplift in a new contract for the national rail track safety programme, from £120,000 to £160,000. We were also successful in winning funding from the Youth Endowment Fund, firstly to fund research activity (£47,400) and more recently for work in response to Covid in Nottingham and Derbyshire (£83,084). Finally, we were awarded £30,000 from Garfield Weston to support activity in this area.

Activity designed to promote healthy outcomes through sport has focussed this year on delivering the final year of our DHSC funded Social Prescribing for Young People pilot across Sheffield, Southampton, Brighton and Luton (£60,236). We are looking to build on the success of this work, particularly through development of a paid for membership-based Youth Social Prescribing Network and other ad hoc consultancy work. We have generated a limited amount of income from these sources during the year, including £11,760 for developing National Guidelines for Children & Young People’s Social Prescribing for the NHS.

In line with income, expenditure in 2020/21 was lower in relation to the previous financial year. We only plan to undertake programme activity in line with funding received and continue to push for full cost recovery on all projects. However, it is not always possible to achieve full recovery of all management and overhead costs and we therefore continue to explore both trading and fundraising opportunities to increase levels of unrestricted income. Our inability to offer face to face training, meant that commercial sales were severely impacted by the ongoing lockdowns, although we were able to redeploy staff to other delivery activity. Total training sales of £99,000 were made in 2020/21, considerably less than achieved in 2019/20 (£366,337). However, a further £139,000 worth of training was delivered as part of larger funding contracts, reflecting a growing trend which has seen funders increasingly recognise the value of this offer as a key element in securing long term impact.

Major funders for the year 2020/21 were:

Sport England 2,417,307
Department for Education
 993,855
Sport Wales
 394,612
Network Rail
 164,144
HMRC - Job Retention Scheme Grant 142,169
Youth Endowment Fund
 130,484
LB Tower Hamlets
 118,450
West Midlands Police and Crime Commissioner 117,569
Education & Skills Funding Agency
 116,456
The Lawn Tennis Association
 114,968
Newcastle City Council
 109,501
Pears Foundation
 95,280
London Marathon Trust
 77,340
Department of Health & Social Care
 60,236
Greater London Authority/ Groundwork
 60,191
The National Lottery 47,751
London Sport
 46,585
Coca Cola
 44,500
Good Loop
 42,312
City Bridge Trust
 40,481
Greater Manchester Violence Reduction Unit
 37,220
Greater London Authority
 32,074
Leeds City Council
 30,424
Facebook
Garfeld Weston

 30,000
30,000
Cardif City Council
 26,607
The Big Give
 31,754
Tesco/ Groundwork
 25,000
Chance to Shine
 22,985
National Literacy Fund
 20,000
UK Active
 20,000
LB Brent
 18,970
Wales Violence Prevention Unit
 17,764
Birmingham City Council
 17,260
Devon & Cornwall Police & Crime Commissioner
 15,993
Hull City Council
 15,000
Leeds Community Foundation
 14,627
Forum Central - Leeds
 14,039
NHS England
 11,760
UK Youth
 11,038
BBC Appeal 11,015
The Westminster Foundation
 10,000

The trustees have a risk management strategy which puts in place procedures to:

Eight key strategic risk themes have been identified and both the Audit and Finance Committees undertake a detailed review on a quarterly basis of the principal risks and uncertainties facing the charity and its subsidiary DST Ltd. The Covid-19 pandemic and governmental response has inevitably had a significant impact on our operations, and those of our partners during over the last eighteen months. Whilst the current climate is more positive and we hope to be able to maintain full operational activity going forwards, we recognise that the financial cost of pandemic is likely to have a negative impact on funding opportunities into the future, with increased competition for more limited funds.

Our response to ongoing key risks is set out below:

Network Capability - that the StreetGames Network is not in a position to successfully deliver local programmes, either as a result of Covid related measures or because of a lack of available resources.

At the beginning of the Covid crisis, StreetGames adopted a Response Framework to ensure that we maintained our focus on our beneficiaries and the LTOs that support them. As we move forwards, our Business Plan has been developed around five key themes, which are designed to put both StreetGames and our Network in a strong position for the future. As part of this, our budget for 2021/2 incorporates additional resource for fundraising and sustainability provision, which will allow us to provide ongoing, and increased, direct support for LTOs.

Resources - that StreetGames has inadequate staffing resources to deliver its contractual commitments.

The organisation has a keen focus on retention and staff development, seeking to ensure effective supervision and support for key staff, with regular performance reviews, mentoring, in-house training and development in place. We carry out annual Staff Surveys to understand how staff feel about working for StreetGames and these have been supported by regular ‘temperature check’ surveys over the last eighteen months during what has been an extremely difficult time for our workforce.

Staff-led Wellbeing, Continuing Professional Development and Equality Diversity & Inclusion Groups are now in place to lead on development and maintenance of staff support structures. These groups have been at the forefront of activities to support staff during the upheaval generated by Covid-19.

2021/2 has seen plans for additional investment in staffing structures as StreetGames looks to build for the future. Recruitment has been led by a dedicated Resourcing Group which has looked to ensure that activity leads to the employment of the best possible candidates, and that high quality induction and training is in place.

Page: 18 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2021

Page: 19

Funding and Fundraising - that StreetGames generates insufficient financial resources to deliver its commitments

We recognise the considerable ongoing uncertainties that remain in the funding environment. However, we continue to build long-term relationships with a wide range of government, corporate and charitable partners as a means of managing this risk.

Many of our contracts are short term in nature, which is part of the normal charitable funding setting. We will however be working with Sport England during 2021/2 to secure longer term funding to support our core activity as part of their five year investment strategy. Similarly, we are in discussions with Sport Wales to extend our existing annual core award into future years.

Finance and Financial Control – that StreetGames has inadequate cashflow or reserves

Both the cashflow and reserves position continue to be resilient and, as noted below, StreetGames holds sufficient free reserves to meet the requirements of its Reserves Policy. Procedures are in place to ensure the Chair of the Finance Committee is informed should cash balances drop below £0.5m.

Income receipts can be variable, dependent on funding draw down and claim submission. However, our relationships with our major funders is good and we seek payment in advance of need where possible. Every effort is made to maintain flexibility around timing of expenditure should funds run low. Current cashflow forecasts predict balances in excess of £0.5m at least until March 2022.

Governance – that governance arrangements do not meet

best practice

Corporate governance structures and systems are in place to meet all legal requirements, together with governance requirements of funders. An Assuring Good Governance Group ensures governance and compliance issues are actively managed and the Board Audit Committee scrutinises the overall approach to internal control. Compliance with Tier 3 requirements of the Code of Governance for Sport has been achieved and we hold Quest’s Sport for Development accreditation with an ‘Excellent’ rating.

Safeguarding – that a major incident takes place at a StreetGames event or LTO funded activity

Safeguarding remains a key area of focus, both in terms of our own internal delivery and our relationship with partner LTOs and their provision. Trustees undertook a detailed review of our partner ‘take on’ procedures during 2019/20, recommending the implementation of a risk-based approach to network membership. Revised procedures focus on provision of support to prospective partners to develop areas of practice, including safeguarding, focused on ensuring that investment is used in the right way and that the organisations we support are well-run and ready for the long term.

In April 2020 StreetGames attained the Preliminary Standard of the Child Protection in Sport Unit’s Safeguarding Standards. We are currently working towards the Intermediate Standard.

Data Protection – that StreetGames or its partners inadvertently disclose personal data

A Data Protection & Records Management Policy is in place, alongside associated protocols.

An IT Security Review was completed in February 2018 and security protocols around data management systems were improved as a result. The organisation continues to move to cloud-based systems, which allow increased managerial oversight. IT security and Data Protection training was completed with all staff during 2019/20 with a view to reducing the risk of inadvertent breaches by individuals. This is scheduled to be refreshed during 2021/2.

Key Projects – we fail to deliver a key project to an appropriate standard.

Our withdrawal from the Apprenticeship programme means that this activity is no longer seen as a key risk. During 2021/2 we have however begun to work closely with Birmingham City Council (BCC) to deliver their Holiday Activities with Food programme. This is a large scale, high profile programme and, as such, carries both reputational and financial risks for StreetGames.

Activity is monitored closely by the Leadership Team and the Project Director holds regular meetings with BCC to ensure that milestones are being met and delivery is of an appropriate standard.

Total funds held at the end of the reporting period were £2,247,092, of which £1,247,743 were restricted reserves and not available for the general purposes of the charity.

The Board reviews its Reserves Policy annually and has concluded that it will maintain sufficient unrestricted funds to cover the potential costs associated with closure of the business. This will allow it sufficient reserves to continue to:

As at 31st March 2021 the free reserves were calculated in accordance with our stated policy as follows:

Salaries and Contractors £587,341
Core Support £117,598
Training Delivery £7,916
Other £23,944
Total £736,799

After deducting £15,717, representing fixed assets, actual free reserves were £983,632

This leads to a surplus on unrestricted funds over and above the reserves’ requirement of £246,833.

We continue to deliver small, unrestricted surpluses annually, which are indicative of our ongoing financial health.

Accordingly, Trustees have agreed to specifically designate the funds available over and above the free reserves requirement as an Investment Reserve, available to pump prime new or existing activity as required. The value of this reserve as at 31st March 2021 was therefore £246,833. Plans for utilising this reserve are scrutinised by the Board as and when proposals are brought forward and plans are in place for expenditure against the reserve during the coming financial year.

StreetGames is currently finalising the development of our ten year Strategic Framework, which sets out our long term vision for the organisation and which will provide a clear strategic plan across all areas of StreetGames’ work. This is centred on three key areas of focus:

Using these, we will continue to test and develop our approach to increasing access to sport and physical activity and delivering the attendant social benefits for children and young people in deprived communities.

The percentage of our total income provided by Sport England grant has fallen consistently year on year since 2012. Nevertheless, we recognise that funding from Sport England and Sport Wales remains foundational for StreetGames and provides the critical platform from which we are able to attract other resources. During 2021/2 we will be working with Sport England to agree a funding settlement for the period 2022/5 which reflects the systemic role we play within the sector in tackling inequalities in access. We will also be working with Sport Wales to develop a longer term funding arrangement, which we hope will allow StreetGames, together with our partners, to continue to respond at speed to the issues young people and their local communities face.

As already seen, StreetGames continues to be extremely successful in deepening understanding as to the role of sport in addressing a range of social issues. The strong relationships we have developed over time meant that funding partners were able to offer considerable flexibility around delivery during the recent difficult period, as we sought to ensure that LTOs survived the coronavirus crisis and sustained the vital relationships they hold with hard to reach young people. Nevertheless, we recognise that the Covid-19 crisis is likely to have a significant longer-term impact on the financial capacity of our existing funders and that the fundraising climate is likely to become ever more challenging.

Long-term sustainability and the continued development of a broadly-based funding platform over time will therefore remain a key area of attention. Despite continued uncertainties that surround the funding environment therefore, during 2021/2 we plan to build on the growth in activity and partnership working of the last few years, by investing in our regional and fundraising infrastructure. We believe this will place us in a strong position to continue the development of new and existing relationships and grow our income base.

We will continue to develop partnerships with statutory, public and third sector bodies. We will build on the success of our existing Fit and Fed campaign and Department for Education (DfE) funded Newcastle’s Best Summer Ever to provide children and young people with activity that addresses the troubling issues of holiday hunger, isolation and inactivity. The DfE’s new Holiday Activities with Food programme in particular offers the opportunity to work with a variety of local authorities to meet these needs at scale.

The power of sport is becoming widely acknowledged as an effective community safety tool, offering access to new social networks and a wide range of positive social role models. We continue to work with a variety of Police and Crime Commissioners and with PCC Violence Reduction Units to support those at risk of offending, with contracts in Greater Manchester, Staffordshire, Derbyshire and the West Midlands secured for 2021/22.

Alongside our work with statutory bodies, we will continue to develop potential sources of unrestricted funding. This includes a continued focus on the growth of a portfolio of charitable, corporate and individual supporters. Despite the Covid-related set-backs of 2020/21, our training offer continues to be highly valued across the sector. Whilst we don’t envisage a full return to face to face delivery until at least the second half of 2021/2, we have seen our on-line training offer grow and we will look expand this method of delivery, alongside increased penetration of the independent learning market through creation of digital assets.

StreetGames’ fundraising activity aims to strike a balance between funding the core of the organisation and enabling activity in our target communities. In broad terms, our strategy is designed to enable StreetGames to do three main things:

We are committed to high standards throughout our fundraising activity: we are clear about who we are, what we do and how gifts are used. We respect the rights, dignities and privacy of our supporters and beneficiaries and comply with relevant laws including those that apply to data protection, health and safety, and the environment.

Page: 20 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2021

Page: 21

The focus of our fundraising activity is such that no general solicitations are undertaken by telephone, door-to-door or in the street. We do not engage the services of any professional fundraiser. Our fundraising strategy will nevertheless see us increasingly work with a select number of commercial organisations to both raise funds and campaign in support of StreetGames’ causes. As a result, during 2020/21 we had one Commercial Participator Agreements in place with Irrepressible Productions.

As we develop our fundraising activities, we will continue to abide by the Fundraising Standards Board’s Fundraising Code of Practice and the FRSB’s Fundraising Promise. No complaints have been received about our fundraising activity during the year.

From time to time StreetGames receives awards from funding bodies which it distributes in turn to organisations delivering activity in local communities. The distribution of these amounts is carried out in accordance with the specific terms of the agreement with any ultimate funding body. A dedicated team of staff is in place to ensure that activity planned and delivered by third party organisations complies with relevant eligibility criteria. In 2020/21 StreetGames made grants of £2,208,313, representing 37% of total charitable expenditure.

In so far as the trustees are aware:

The trustees are responsible for preparing the Trustees’ Annual Report and financial statements in accordance with applicable laws and the United Kingdom Generally Accepted Accounting Practice including FRS 102.

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, 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 which disclose with reasonable accuracy at any time the financial position of the charitable company and which 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.

Crowe UK LLP were Auditors for the year and are deemed to be re-appointed in accordance with Section 487(2) of the Companies Act 2006.

The Financial Statements and Strategic Report are approved by the Board of Directors on 14th October 2021 and signed on behalf of the Board by

Dawn Cole Company Secretary

Page: 22 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2021

Page: 23

----- Start of picture text -----
Independent Auditor’s Report
to the Members and Trustees of
StreetGames UK
Page: 24 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2021
----- End of picture text -----

We have audited the financial statements of StreetGames UK for the year ended 31 March 2021 which comprise Consolidated Statement of Financial Activities, Consolidated Statement of Financial Position, Consolidated Statement of Cash Flows and notes to the financial statements, including a summary of 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:

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 group and charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

In auditing the financial statements, we have concluded that the trustee’s use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the group or the charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

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

The trustees are responsible for the other information contained within the annual report. The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. 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 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.

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

In light of the knowledge and understanding of the group and the charitable company and their environment obtained in the course of the audit, we have not identified material misstatements in the strategic report or 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 requires us to report to you if, in our opinion:

Page: 25

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

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

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.

Details of the extent to which the audit was considered capable of detecting irregularities, including fraud and noncompliance with laws and regulations are set out below.

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

Irregularities, including fraud, are instances of noncompliance with laws and regulations. We identified and assessed the risks of material misstatement of the financial statements from irregularities, whether due to fraud or error, and discussed these between our audit team members. We then designed and performed audit procedures responsive to those risks, including obtaining audit evidence sufficient and appropriate to provide a basis for our opinion. We obtained an understanding of the legal and regulatory frameworks within which the group and charitable company operates, focusing on those laws and regulations that have a direct effect on the determination of material amounts and disclosures in the financial statements. The laws and regulations we considered in this context were the Companies Act 2006, the Charities Act 2011, the Charities and Trustee Investment (Scotland) Act 2005 and Regulation 8 of the Charities Accounts (Scotland) Regulations 2006 together with the Charities SORP (FRS 102). We assessed the required compliance with these laws and regulations as part of our audit procedures on the related financial statement items.

In addition, we considered provisions of other laws and regulations that do not have a direct effect on the financial statements but compliance with which might be fundamental to the group and charitable company’s ability to operate or to avoid a material penalty. We also considered the opportunities and incentives that may exist within the group and charitable company for fraud.

Auditing standards limit the required audit procedures to identify non-compliance with these laws and regulations to enquiry of the Trustees and other management and inspection of regulatory and legal correspondence, if any.

We identified the greatest risk of material impact on the financial statements from irregularities, including fraud, to be within donations income, legacy and fundraising income and the override of controls by management. Our audit procedures to respond to these risks included enquiries of management about their own identification and assessment of the risks of irregularities, designing audit procedures over income, sample testing on the posting of journals, reviewing accounting estimates for biases and reading minutes of meetings of those charged with governance.

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

Vicky Szulist Senior Statutory Auditor For and on behalf of Crowe U.K. LLP Statutory Auditor

The Lexicon Mount Street Manchester M2 5NT

9th December 2021

Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. For example, the further removed non-compliance with laws and regulations (irregularities) is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by auditing standards would identify it. In addition, as with any audit, there remained a higher risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal controls. We are not responsible for preventing non-compliance and cannot be expected to detect non-compliance with all laws and regulations.

Page: 27

Page: 26 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2021

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Financial Statements
Page: 28 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2021
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StreetGames UK CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES (incorporating an income and expenditure account) For the year ended 31 March 2021

Unrestricted
Funds
Restricted
Funds
2021
2021
Note
£
£
INCOME
Donations and legacies
3
109,071
-
Other trading activities
4
217,118
-
Investment income
6
328
-
Charitable activities
7
-
5,924,806

_
___
TOTAL INCOME
326,517
5,924,806

RESOURCES EXPENDED
Bid writing and raising funds
8
11,555
215,721
Trading activities
8
155,440
-
Charitable activities
8
(1,330)
5,565,610
_
__
TOTAL RESOURCES EXPENDED
165,665
5,781,331
NET INCOMING RESOURCES BEFORE
TRANSFERS
160,852
143,475

Transfers
22
(8,014) 8,014
_
__

NET MOVEMENT IN FUNDS
22
152,838
151,489
TOTAL FUNDS AT 1 APRIL 2020
22
846,511
1,096,254
_
__

TOTAL FUNDS AT 31 MARCH 2021
22
999,349
1,247,743		 Total
Funds
2021
£
109,071
217,118
328
5,924,806
__
6,251,323
227,276
155,440
5,564,280
__
5,946,996
304,327
-
__
304,327
1,942,765
__
2,247,092		 Total
Funds
2020
£
48,599
445,520
2,249
7,037,734
_
7,534,102
338,945
384,297
6,212,465
_
6,935,707
598,395
-
_
598,395
1,344,370
_
1,942,765

The Consolidated Statement of Financial Activities includes all gains and losses recognised in the year. All activities relate to continuing activities.

The notes on pages 3 3 to 56 form part of these financial statements.

Page: 29

StreetGames UK CONSOLIDATED BALANCE SHEET Company Registration Number: 5384487 As at 31 March 2021

Note
FIXED ASSETS
Tangible fixed assets
15
Investments
16
CURRENT ASSETS
Debtors
17
Cash at bank and in hand

CREDITORS:amounts falling due within one
year
18
NET CURRENT ASSETS
TOTAL ASSETS LESS CURRENT LIABILITIES
CREDITORS: amounts falling due after more
than one year
19
NET ASSETS
23
CHARITY FUNDS
Unrestricted – General funds
22, 23
Investment reserve
22, 23
Restricted funds
22, 23

 Group
2021
£
15,717
-
_
15,717
504,157
2,680,098
__
3,184,255
(909,192)
__
2,275,063
2,290,780
(43,688)
2,247,092
752,516
246,833
1,247,743
___
2,247,092
Group
2020
£
19,211
-
_
19,211
1,609,124
1,188,631
_
2,797,755
(874,201)
_
1,923,554
1,942,765
-
1,942,765
664,278
182,233
1,096,254

_____

1,942,765		 Charity
2021
£
15,717
1
_
15,718
505,182
2,654,080
__

3,159,262
(886,417)
__
2,272,845
2,288,563
(43,688)
2,244,875
750,299
246,833
1,247,743

___
2,244,875		 Charity
2020
£
19,211
1
__
19,212

1,636,375
911,578
___
2,547,953

(796,761)
__
1,751,192

1,770,404

-
1,770,404
491,917
182,233
1,096,254
__
1,770,404

StreetGames UK STATEMENT OF CASH FLOWS For the year ended 31 March 2021

Group
2021
£
Cash flows from operating activities
Net cash provided by operating activities
1,446,728
Cash Flows from investing activities
Net cash provided by investing activities
27
(5,261)
Cash Flows from Financing activities
Net cash provided by financing activities
28
50,000
Increase/ (decrease) in cash and cash
equivalents in the year.
1,491,467
Cash and cash equivalents at the beginning
of the year.
1,188,631
Cash and cash equivalents at the end of
the year.
2,680,098
NET CASH FLOW FROM OPERATING ACTIVITIES
Group
2021
£
Net income/(expenditure) for the reporting
period
304,327
Adjusted for:
Interest receivable
(328)
Depreciation charges
9,083
(Increase)/Decrease in debtors
1,104,967
Increase/(Decrease) in creditors
28,679
Net cash provided by / (used in) operating
activities
1,446,728		 Group
2020
£
650,985
(7,950)
-
643,035
545,596
1,188,631
Group
2020
£
598,395
(2,249)
8,970
125,918
(80,049)
650,985		 Charity
2021
£
1,697,763
(5,261)
50,000
1,742,502
911,578
2,654,080
Charity
2021
£
474,471
(328)
9,083
1,131,193
133,344
1,747,763		 Charity
2020
£
508,343
(7,950)
-
500,393
411,185
911,578
Charity
2020
£
533,506
(2,249)
8,970
(54,047)
22,163
508,343

These accounts have been prepared in accordance with the provisions of the small companies’ regime within Part 15 of the Companies Act 2006.

ANALYSIS OF CASH AND CASH EQUIVALENTS

The financial statements were approved and authorised for issue by the Trustees on 14 October 2021, and signed on their behalf by:

Cash at bank Group
2021
£
2,680,098		 Group
2020
£
1,188,631		 Charity
2021
£
2,654,080		 Charity
2020
£
911,578

John Cove Director

The notes on pages 3 3 to 56 form part of these financial statements.

Page: 30 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2021

Page: 31

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

1. ACCOUNTING POLICIES

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows:

1.1 Basis of preparation of financial statements

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 (FRS102) (effective 1 January 2015) – (Charities SORP (FRS102)), The Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) and the Companies Act 2006.

StreetGames UK meets the definition of a public benefit entity under FRS102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note.

1.2 Consolidated financial statements

The financial statements consolidate the results of the charity and its wholly owned subsidiary Doorstep Sport Trading Ltd on a line by line basis. A separate Statement of Financial Activities and Income and Expenditure Account for the charity has not been presented because StreetGames UK has taken advantage of the exemption afforded by section 408 of the Companies Act 2006.

1.3 Company status

The Charity is a company limited by guarantee. The Trustees of the company are the Trustees named on page 2. 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.

1.4 Currency and rounding

The financial statements are prepared in sterling, which is the functional currency of the charity, and monetary amounts in these financial statements are rounded to the nearest £.

1.5 Going concern

Whilst the Covid-related restrictions in particular introduced considerable uncertainty into our operational and financial planning during 2020-21, we continue to find that the positive relationships built up over a number of years with funders means that they have both been willing to offer considerable flexibility around delivery and additional financial help where needed. As a result, StreetGames has been able to deliver a modest surplus for the year and maintains a positive liquidity position.

Sport England and Sport Wales remain key supporting partners. During 2021/22 we will be working with Sport England to confirm funding as a systemic partner during their 2022-25 Investment Round, whilst we continue to access funding from a range of available Sport Wales income streams.

Nevertheless, the directors recognize that the overall funding environment post-March 2021 will be challenging. They have prepared forecasts for the next twelve months that indicate that sufficient resources will be available to meet financial commitments and continue to monitor the developing situation. As a result, the directors believe that the company’s financial resources and contingency planning is sufficient to ensure the ability of the company to continue as a going concern for the foreseeable future, being at least twelve months from the date of approval of these financial statements. They have therefore prepared the financial statements on a going concern basis.

1.6 Fund accounting

General funds are unrestricted funds which are available for use at the discretion of the trustees in furtherance of the general objectives of the Charity and which have not been designated for other purposes.

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors which have been received by the Charity for specific purposes. The costs of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund are set out in the notes to the financial statements.

Page: 33

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

1.7 Incoming resources

All incoming resources are included in the Statement of Financial Activities when the Charity is legally/contractually entitled to the income and the amount can be quantified with reasonable accuracy.

Voluntary income is received by way of grants, donations and gifts and is included in full in the statement of financial activities when receivable. Grants where entitlement is conditional on the delivery of a specific performance by the charity, are recognised when the charity becomes unconditionally entitled to the grant. Donated services and facilities are included at the value to the charity where this can be quantified. The value of services provided by volunteers has not been included.

Income from government and other grants, whether ‘capital’ or ‘revenue’, 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.

Where income is received with requirements that it is to be used in future accounting periods, the income is deferred until those periods.

Incoming resources from charitable activities relate to grants specifically for the provision of goods and services for beneficiaries.

Income from investments is included in the year in which it is receivable.

1.8 Resources expended

Expenditure is recognised when it is incurred and is reported gross of related income in the following bases:

Cost of generating funds comprises the costs associated with attracting voluntary income and the costs of operating for fundraising purposes.

Charitable expenditure comprises direct expenditure including direct staff costs attributable to the Charity’s activities. Where costs cannot be directly attributed, they have been allocated to activities on a basis consistent with the use of resources as detailed below.

Governance costs include those costs incurred in the governance of the Charity’s assets and are associated with constitutional and statutory requirements.

Support costs include the central functions and have been allocated to activity cost categories on the basis of staff time.

Each year a transfer from the surplus unrestricted funds is made to clear the restricted funds deficit.

1.9 Tangible fixed assets and depreciation

All assets costing more than £400 are capitalised.

Tangible fixed assets are stated at cost less depreciation. Depreciation is provided at rates calculated to write off the cost of fixed assets, less their estimated residual value, over their expected useful lives on the following bases:

A review for impairment of a fixed asset is carried out if events or changes in circumstances indicate that the carrying value of any fixed asset may not be recoverable. Shortfalls between the carrying value of fixed assets and their recoverable amounts are recognised as impairments. Impairment losses are recognised in the statement of financial activities.

1.10

Leasing and hire purchase

Assets obtained under hire purchase contracts and finance leases are recognized as tangible fixed assets. Assets acquired by finance lease are depreciated over the shorter of the lease term and their useful lives. Assets acquired by hire purchase are depreciated over their useful lives. Finance leases are those where substantially all of the benefits and risks of ownership are assumed by the company. Obligations under such agreements are included in creditors net of the finance charge allocated to future periods. The finance element of the rental payment is charged to the Statement of Financial Activities so as to produce a constant periodic rate of charge on the net obligation outstanding in each year.

Operating leases

1.11

Rentals applicable to operating leases where substantially all of the benefits and risks of ownership remain with the lessor are charged to the Statement of Financial Activities as incurred.

1.12 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.

1.13

Financial instruments

The Charity only enters basic financial instruments that result in the recognition of financial assets and liabilities like trade debtors and creditors, loans from banks and other third parties, loans to related parties and investments in non-puttable ordinary shares.

Debt instruments (other than those wholly repayable or receivable within one year), including loans and other accounts receivable and payable, are initially measured at present value of the future cash flows and subsequently at amortised cost using the effective interest method.

Debt instruments that are payable or receivable within one year, typically trade debtors and creditors, are measured, initially and subsequently, at the undiscounted amount of the cash or other consideration expected to be paid or received.

However, if the arrangements of a short-term instrument constitute a financing transaction, like the payment of a trade debt deferred beyond normal business terms or financed at a rate of interest that is not a market rate or in the case of an outright short term loan not at market rate, the financial asset or liability is measured, initially, at the present value of the future cash flow discounted at a market rate of interest for a similar debt instrument and subsequently at amortised cost.

1.14

Pension contributions

The pension costs charged in the financial statements represent the contributions payable by the charity during the year. The pension liability and expense are charged to activities on the basis of staff time allocated for relevant employees. The allocation between restricted and unrestricted funds is in line with the classification of expenditure for each activity.

Termination benefits

1.15

Termination benefits are payable when employment is terminated before the normal retirement date, or whenever an employee accepts voluntary redundancy in exchange for these benefits. The charity recognises termination benefits when it is demonstrably committed to either (i) terminating the employment of current employees according to a detailed formal plan without possibility of withdrawal or (ii) providing termination benefits as a result of an offer made to encourage voluntary redundancy.

Company Information

1.16

StreetGames UK is a company limited by guarantee (company number 5384487) and is incorporated in the United Kingdom. For details of the registered office, please refer to the Legal and Administrative Information on page 2.

Page: 34 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2021

Page: 35

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

Charitable activity

1.17

The Charity had seven charitable activities in the year (2020: seven). These charitable activities support the purposes of the charity, as detailed in the Trustees report.

1.18 Critical accounting judgements and key sources of estimation uncertainty

In the application of the entity’s accounting policies which are described on pages 38-41, the Trustees are required to make judgments, estimates, assumptions about the carrying value of assets and liabilities that are not readily apparent from other sources. The estimates and underlying assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

3. DONATIONS AND LEGACIES

Unrestricted
Funds
2021
£
Restricted
Funds
2021
£
Donations received
109,071
-		 Total
Funds
2021
£
Unrestricted
Funds
2020
£
Restricted
Funds
2020
£
109,071
48,599
-		 Total
Funds
2020
£
48,599

4. OTHER TRADING ACTIVITIES

The estimates and underlying assumptions are reviewed on an on-going basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period or in the period of the revision and future periods if the revision affects the current and future periods.

In the view of the Trustees, no assumptions concerning the future or estimation uncertainty affecting assets and liabilities at the balance sheet date are likely to result in a material adjustment to their carrying amounts in the next financial year.

2. FINANCIAL PERFORMANCE OF THE CHARITY

Income
Gift Aid from Subsidiary
Total Income
Expenditure on Bid writing and Raising Funds
Expenditure on Charitable Activities
Net Income/(Expenditure)
Total Funds Brought Forward
Total Funds Carried Forward
Represented by:
Restricted Income Funds
Investment Reserve
Unrestricted Income Funds
Total Funds		 2021
£
6,205,262
172,362
(166,995)
(5,736,158)		 Total
2021
£
2020
£
7,242,920
107,472
6,377,624
(419,288)
(6,397,598)
(5,903,153)
___
474,471
1,770,404
___
2,244,875
1,247,743
246,833
750,299
___
2,244,875		 Total
2020
£
7,350,392
(6,816,886)
_
533,506
1,236,898
_
1,770,404
1,096,254
87,678
586,472
___
1,770,404
Unrestricted
Funds
2021
Restricted
Funds
2021
£
£
Fundraising events
-
-
Training courses
103,532
-
Other income
113,183
-
Sale of merchandise
403
-
217,118
-		 Total
Funds
2021
Unrestricted
Funds
2020
Restricted
Funds
2020
£
£
£
-
63,209
-
103,532
366,337
-
113,183
15,974
-
403
-
-
217,118
445,520
-		 Total
Funds
2020
£
63,209
366,337
15,974
-
445,520

Total income from fundraising combining donations and fundraising events is £109,071 (2020: £111,808)

5 . FINANCIAL PERFORMANCE OF THE SUBSIDIARY

Included within other trading activities are results the wholly owned trading subsidiary Doorstep Sport Trading Ltd (company number 9774224). Doorstep Sport Trading Ltd is incorporated in the United Kingdom and pays all of its profits to the charity under the gift aid scheme.

Turnover
Cost of Sales and Administration Costs
Net profit
Amount gift aided to the charity
Retained earnings in the subsidiary
The assets and liabilities of the subsidiary were:
Current assets
Current liabilities
Total net assets
Aggregate share capital and reserves		 Total
2021
£
46,060
(43,842)
2,218
(172,362)
(170,144)
26,018
(23,799)
2,219
2,219		 Total
2020
£
291,182
(118,820)

172,362
(107,472)

64,890

279,054
(106,691)

172,363

172,363

Page: 36 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2021

Page: 37

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

6. INVESTMENT INCOME

Unrestricted Restricted Total Unrestricted Restricted Total
Funds Funds Funds Funds Funds Funds
2021 2021 2021 2020 2020 2020
£ £ £ £ £ £
Interest receivable 328 - 328 2,249 - 2,249

7. CHARITABLE ACTIVITIES

Group and Charity
Unrestricted
Funds
2021
£
Fundraising
-
Doorstep Sport
-
Work Readiness &
Apprenticeships
-
Widening
Participation
-
Health
-
Community Safety
Holiday Programmes
-
Coronavirus Job
Retention Scheme
-
Governance
-
-		 Restricted
Funds
2021
£
215,721
2,588,382
179,456
211,245
339,208
589,484
1,588,191
142,169
70,950
5,924,806		 Total
Funds
2021
Unrestricted
Funds
2020
£
£
215,721
-
2,588,382
130,468
179,456
-
211,245
-
339,208
-
589,484
-
1,588,191
-
142,169
-
70,950
-
5,924,806
130,468		 Restricted
Funds
2020
£
303,954
2,919,218
344,259
259,715
415,116
1,313,085
1,288,936
-
62,983
6,907,266		 Total
Funds
2020
£
303,954
3,049,686
344,259
259,715
415,116
1,313,085
1,288,936
-
62,983
7,037,734

Included in income for charitable activities is a total of £4,801,532 (2020: £5,490,338) relating to government grants. Further information about the nature and source of this income can be found in note 22 Analysis of Charitable Funds and note 24 Income Received from Public Investors.

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

8.1 RESOURCES EXPENDED

a. Bid writing and Raising Funds

Unrestricted Funds
Restricted
Fundraising
2021
Trading
Activities
2021
Total
2021
Fundraising
2021
£
£
£
Direct expenditure
-
Staff costs
7,808
50,957
58,765
202,283
-
Travel & Subsistence
-
-
-
-
-
Other Project Costs
-
73,949
73,949
355
-
Premises & Office Costs
-
2,219
2,219
480
-
PR & Marketing
-
-
-
-
Support costs
-
Central staff costs
1,449
18,566
20,015
8,662
-
Central travel costs
-
10
10
5
-
Premises & office costs
1,983
8,823
10,806
2,540
-
PR & marketing
182
467
649
699
-
Staff recruitment/training
133
449
582
697
11,555
155,440
166,995
215,721		 Total
Funds
2021
£
261,048

-

74,304

2,699

-

28,677

15

13,346

1,348

1,279

382,716		 Total
Funds
2020
£
377,176
57,542
146,789
9,643
1,526
83,179
3,038
35,917
2,961
5,471

723,242

b. Charitable Activities

Unrestricted
Doorstep
Sport
2021
£
Direct Costs
-
Staff costs
-
-
Travel & Subsistence
-
-
Other Project Costs
(1,497)
-
Premises & Office Costs
167
-
PR & marketing
-
Support Costs
-
Central staff costs
-
-
Central travel costs
-
-
Premises & office costs
-
-
PR & marketing
-
(1,330)		 Total
Funds
2021
£
-
-
(1,497)
167
-
-
-
-
-
(1,330)		 Total
Funds
2020
£
2,227
1,805
22,010
32,464
1,604
3,649
-
649
131
64,539

Page: 38 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2021

Page: 39

Total 2020 £ 1,864,905 447,247 241,421 2,041,788 471,478 94,436 53,162 99,697 50,797 5,718 15,440 5,386,089 441,916 40,363 200,203 29,813 49,542 761,837 6,147,926
Total 2021 £ 1,711,753 394,279 9,788 2,208,313 314,875 81,992 13,000 40,166 71,580 - 20,940 4,866,686 443,933 480 199,723 33,623 21,165 698,924 5,565,610
Governance £ 30,028 - 155 - 3,996 - - - - - 20,940 55,119 13,694 5 2,132 - - 15,831 70,950
Holiday Programmes £ 135,076 38,447 7,134 963,866 143,131 38,547 - - - - - 1,326,201 93,368 25 21,130 3,497 2,244 120,264 1,446,465
Community Safety £ 202,230 65,881 334 210,961 (18,938) 5,862 0 20,100 12,600 - - 499,030 39,711 25 21,130 3,497 2,244 66,607 565,637
Health £ 71,687 44,677 810 179,174 8,501 4,826 - - 3,300 - - 312,975 22,728 25 9,132 1,749 1,122 34,756 347,731
Widening Participation £ 93,091 33,616 - 11,600 13,703 7,736 1,000 1,800 1,000 - - 163,546 22,728 25 12,831 1,749 1,169 38,502 202,048
Work Readiness & Apprenticeship Programmes £ 49,788 160 669 - 56,204 1,846 - - - - - 108,667 45,725 49 17,078 1,749 1,122 65,723 174,390
RESTRICTED FUNDS Doorstep Sport £ Costs Related Directly to Activities Staff Costs
1,129,853		 Regional Network Support
211,498		 Travel & Subsistence
686		 Grants to Delivery Organisations
842,712		 Other Project Costs
108,278		 Premises & Office Costs
23,175		 PR & Marketing
12,000		 Insight
18,266		 Monitoring & Evaluation
54,680		 Trustee Recruitment & Devt
-		 Audit Fees
-		 2,401,148 Support Costs Central Staff Costs
Time
205,979		 Central Travel & Subsistence
Time
326		 Premises & Office Costs
Staff
116,290		 PR & Marketing
Activity
21,382		 Staff Recruitment & Dev
Staff
13,264		 357,241 2,758,389
Restricted Total 2020 £ 453,211 40,797 203,499 30,471 51,162 779,140 Total 2020 £ 528,744 43,401 236,769 32,905 55,013 896,832
Restricted Total 2021 £ 452,595 485 202,263 34,322 21,862 711,527 Total 2021 £ 472,610 495 213,069 34,971 22,444 743,589
Governance £ 13,694 5 2,132 - - 15,831
Page: 40 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2021 StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021 Work Readiness& Doorstep
Apprenticeship
Widening
Community
Holiday		 Fundraising
Sport
Programmes
Participation
Health
Safety
Programmes		 £
£
£
£
£
£
£		 8,662
205,979
45,725
22,728
22,728
39,711
93,368		 5
326
49
25
25
25
25		 2,540
116,290
17,078
12,831
9,132
21,130
21,130		 699
21,382
1,749
1,749
1,749
3,497
3,497		 697
13,264
1,122
1,169
1,122
2,244
2,244		 12,603
357,241
65,723
38,502
34,756
66,607
120,264		 Unrestricted
Unrestricted		 Doorstep
Trading
Total
Total		 Fundraising
Sport
Activities
2021
2020		 £
£
£
£
£		 1,449
-
18,566
20,015
75,533		 -
-
10
10
2,604		 1,983
-
8,823
10,806
33,270		 182
-
467
649
2,434		 133
-
449
582
3,851		 3,747
-
28,315
32,062
117,692
9.
SUPPORT COSTS		 Restricted Support costs have been allocated to activities as follows: Central Staff Costs
Time		 Central Travel & Subsistence
Time		 Premises & Office Costs
Staff		 PR & Marketing
Activity		 Staff Recruitment & Devt.
Staff		 Total support costs Unrestricted Support costs have been allocated to activities as follows: Central Staff Costs
Time		 Central Travel &
Subsistence
Time		 Premises & Office Costs
Staff		 PR & Marketing
Activity		 Staff Recruitment &
Development
Staff		 Total support costs

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

10. ANALYSIS OF GRANTS

Included within expenditure above are grants as follows:

Activity:
- Doorstep Sports Clubs
- Widening Participation
- Health
- Community Safety
- Holiday Programmes – Fit & Fed schemes
Total of grants given out
Support costs in relation to the grant making activities		 2021
£
842,712
11,600
179,174
210,961
963,866
2,208,313
170,538
2,378,851		 2020
£
713,687
48,180
138,375
384,775
756,771
2,041,788
158,425
2,200,213

All grants were made to institutions and there were no material grants awarded to institutions in the year ended 31 March 2021 or in the year ended 31 March 2020.

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

12.2 NUMBER OF EMPLOYEES

The average monthly numbers of employees (excluding trustees) during the year was as follows:

2021 2020
No. No.
Fundraising 6 6
Trading Activities 3 4
Doorstep Sport Clubs 30 31
Work Readiness & Apprenticeship Programmes 5 7
Widening Participation 4 3
Events 0 1
Health 2 2
Community Safety 4 4
Holiday Programmes 3 3
Governance 1 1
58 62

12.3 TRUSTEES’ EMOLUMENTS

The trustees are entitled to reclaim reasonable out of pocket expenses. During the period one (2020: nine) trustee reclaimed £79 (2020: £3,300) in respect of travel and other expenses. None of the trustees have received remuneration or other benefits from employment with the charity or any related entities.

11. NET INCOME/EXPENDITURE FOR THE YEAR

This is stated after charging:
Depreciation and other amounts written off tangible fixed assets
Auditors remuneration
- Audit fees
- Non audit services		 2021
£
9,083
22,740
594
32,417		 2020
£
8,970
16,640
3,582
29,192

12.1 STAFF COSTS

Employment costs:

Wages and salaries
Social security costs
Pension costs		 2021
£
2,082,215
206,071
135,492
2,423,778		 2020
£
2,340,853
227,004
151,604
2,719,461

Included in the £2,082,215 costs are non-statutory/non-contractual severance payments, totaling £5,872 (2020: £50,172).

The number of employees whose total employee benefits (excluding pension costs) exceeded £60,000 fell within the following bands:

2021 2020
No. No.
£60,001 to £70,000 4 5
£70,001 to £80,000 2 2
£80,001 to £90,000 1 -
£90,001 to £100,00 - 1

12.4 KEY MANAGEMENT PERSONNEL

The key management personnel of the group and parent company comprise the trustees and the executive management team as listed on page 1. The total amount of employee benefits (including employer pension contributions) received by key management personnel for their services to the charity was £494,826 (2020: £577,862).

13. PENSION COSTS

The company operates a defined contribution pension scheme in respect of the staff. The scheme and its assets are held by independent managers. The pension charge represents contributions due from the company and was as follows:

Pension costs 2021
2020
£
£
135,492
151,604

Pension costs are split between restricted and unrestricted funds on the basis of staff allocation to projects.

One employee (who received emoluments of over £80,000) received contributions of £4,842 towards pension costs (2020: one employee received contributions of £4,779). The expense has been recognised within support costs and the split between restricted and unrestricted funds is £4,451 (2020: £4,492) and £291 (2020: £287) respectively. An amount of £346 (2020: £nil) was outstanding as at 31 March 2021.

14. TAXATION

The charity’s activities fall within the exemptions afforded by the provisions of the Income and Corporation Taxes Act 1988. All taxable trading profits generated by the subsidiary have been donated to the parent company as charitable income, fully eliminating the corporation tax liability.

Page: 42 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2021

Page: 43

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

15. TANGIBLE FIXED ASSETS Group & Charity

Fixtures,
fittings and
equipment
Computer
Equipment
£
£
Cost
At 1 April 2020
19,321
56,107
Additions
5,589
Disposals
-
(8,914)
At 31 March 2021
19,321
52,782
Depreciation
At 1 April 2020
19,127
37,090
Charge for the Year
111
8,972
Disposals
-
(8,914)
At 31 March 2021
19,238
37,148
Net book value
At 31 March 2021
83
15,634
At 31 March 2020
194
19,017		 Total
£
75,428
5,589
(8,914)
72,103
56,217
9,083
(8,914)
56,386
15,717
19,211

16. INVESTMENTS

The charity holds 1 ordinary share of £1 each in its wholly owned trading subsidiary company Doorstep Sport Trading Ltd (company number 9774224) which is incorporated in the United Kingdom. This is the only share allotted, called up and fully paid. The activities and results of Doorstep Sport Trading Ltd are summarised in note 5.

StreetGames UK

NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

18.
CREDITORS: Amounts falling due within on
Due within one year:-
Trade creditors
Other taxes and social security
Other creditors
Accruals and deferred income
Bank loans and overdrafts (see note 20)

 e year
Group
2021
£
462,406
81,741
8,896
349,837
6,312
909,192		 Group
2020
£
317,867
70,429
18,874
467,031
-
874,201		 Charity
2021
£
459,531
81,741
8,896
329,937
6,312
886,417		 Charity
2020
£
312,827
70,429
18,874
394,631
-
796,761

DEFERRED INCOME

Deferred income at 1 April 2020
Released from previous years

Resources deferred in the year
Deferred income at 31 March 2021
Income has been deferred at the year-end in respect of:
Monies received in advance of project commencement
Monies received for ongoing projects yet to be completed		 Group
2021
£
112,636
(69,316)
(
40,290

83,610

66,110
17,500
83,610
 Group
2020
£
241,075
241,075)
112636
,
112,636

50,636
62,000

112,636

19. CREDITORS: Amounts falling due after one year

17. DEBTORS

Due within one year:-
Trade debtors
Other debtors
Prepayments and accrued income
Doorstep Sport Trading Ltd		 Group
2021
£
292,358
10,480
201,319
-
504,157		 Group
2020
£
518,982
10,918
1,079,224
-
1,609,124		 Charity
2021
£
292,358
10,480
201,319
1,025
505,182		 Charity
2020
£
516,982
10,918
1,079,224
29,251
1,636,375
Due within one year:-
Bank loans and overdrafts (see note 20)		 Group
2021
£
43,488
43,488		 Group
2020
£
-
-		 Charity
2021
£
43,488
43,488		 Charity
2020
£
-
-

Page: 44 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2021

Page: 45

20. BANK LOANS

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

22. ANALYSIS OF CHARITABLE FUNDS

Analysis of movements in restricted and unrestricted funds

Amounts are due:
Within one year
Between one and two years
Between two and five years
Over five years		 Group
2021
Group
2020
Charity
2021
Charity
2020
£
£
£
£
6,312
-
6,312
-
9,666
-
9,666
-
30,491
-
30,491
-
3,531
-
3,531
-
50,000
-
50,000
-

The £50,000 loan was received on 15 July 2020 from Royal Bank of Scotland as part of the UK Government backed Bounce Back Loan Scheme. No repayments were due for the first 12 months, with 60 monthly payments of £887.37 thereafter and the final repayment to be on 9th July 2026.

The interest rate payable is nil for the first 12 months and then 2.5% per annum thereafter.

The loan was repaid in full on 14th July 2021.

21. FINANCIAL INSTRUMENTS

Financial assets
Financial liabilities		 Group
2021
£
3,111,646
3,111,646
869,269
869,269		 Group
2020
£
2,719,951
2,719,951
759,039
759,039		 Charity
2021
£
3,086,653
3,086,653
863,995
863,995		 Charity
2020
£
2,470,148
2,470,148
746,125
746,125

Financial assets are measured at amortised cost through profit or loss comprise of cash and cash equivalents and trade debtors.

Financial liabilities are measured at amortised cost through profit or loss comprise of cash and cash equivalents and trade creditors.

General fund
Investment reserve
Sport England Doorstep
Sport Programme
Sport England Community
Emergency Fund
Community Sport Wales
Family Engagement
Project
'Ball Games Allowed'
Apprenticeship
Programme
Social Prescribing
Programme
Youth Endowment Fund
Trespass Partnership
Sports Diversion Pilot
Supporting Violence
Reduction West Midlands
Supporting Violence
Reduction Greater
Manchester
Holiday Hunger –
Department for Education
Tower Hamlets Holiday
Fund
Fit & Fed Summer
Holiday Activities Fund
Lawn Tennis Association
SERVES Programmes
Chance to Shine Street
Programme
London Marathon
Charitable Trust
Volunteer Support
Programme
Coronavirus Job
Retention Scheme
Other Funds		 Balance
1 April
2020
£
664,278
182,233
456,042
-
25,375
87,517
-
-
-
30,830
80,000
-
-
23,000
-
-
70,280
-
27,000
35,585
40,570
6,195
-
213,860
1,942,765		 Incoming
resources
£
326,517
-
2,100,000
250,000
283,350
85,337
44,500
116,456
60,236
102,130
84,144
100,000
101,260
50,500
993,855
125,745
165,420
187,290
60,622
1,400
92,975
65,337
142,169
712,080
6,251,323		 Resources
expended

£
(165,665)
-
(2,190,644)
(234,677)
(237,036)
(157,576)
(44,500)
(116,456)
(60,236)
(130,484)
(164,144)
(15,993)
(101,260)
(37,220)
(993,855)
(118,450)
(125,280)
(126,761)
(87,622)
(17,140)
(77,340)
(40,481)
(142,169)
(562,007)
(5,946,996)
Transfers
£
(72,614)
64,600
8,014
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-		 Funds
31 March
2021
£
752,516
246,833
373,412
15,323
71,689
15,278
-
-
-
2,476
-
84,007
-
36,280
-
7,295
110,420
60,529
-
19,845
56,205
31,051
-
363,933
2,247,092

The designated reserve represents funds for future investment.

Page: 46 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2021

Page: 47

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

22. ANALYSIS OF CHARITABLE FUNDS (continued)

Name of unrestricted fund Description, nature and purposes of the fund
General fund The 'free reserves' after allowing for all designated funds.
Designated fund available to pump prime new or existing activity as
Investment reserve required. Plans for use of the reserve are brought before the Board
on a regular basis.
Sport England Doorstep Sport Lottery grant to increase sports participation amongst 14-25 year
Programme olds in areas of high deprivation.
Sport England Community Funds from the Welsh Government to engage children and young
Emergency Fund people in Communities First areas in positive physical activities.
Community Sport Wales Grant to provide urgent funding to organisations, including local
sports clubs, whose operations have been challenged by the impact
of UK government restrictions to manage the spread of the
Coronavirus pandemic.
Family Engagement Project Funds from Sport Wales, on behalf of the Healthy and Active Fund
partnership, to increase the physical activity levels and improve the
emotional and mental well-being of 265 families living in poverty
across 6 local authorities in Wales.
‘Ball Games Allowed’ Funds from SA Coca-Cola Services NV to deliver an initiative to
help create new opportunities for young people to play football and
to gain access to local coaching.
Apprenticeship Programme Funding from the Education and Skills Funding Agency to deliver
apprenticeship standards for Level 2 Community Activator Coach
and Level 3 Community Sport & Health Officer.
Social Prescribing for Young Grant from the Department of Health and Social Care to promote
People Programme equalities and reduce health inequalities by building the evidence
base around good practice in social prescribing.
The Youth Endowment Fund Home Office funding allocated by the children’s charity Impetus to
put early intervention at the heart of efforts to tackle youth offending,
which was used in projects across a number of locations.
Trespass Partnership Funding from Network Rail to highlight the ‘You vs Train’ campaign
that has been designed to engage with 11 to 18 year olds to reduce
trespass incidents in key locations around the country.
Sports Diversion Pilot Funding from the Police & Crime Commissioner for Devon and
Cornwall for the provision of services to young people using sports
as a means of diverting them from advancing into criminal activity.
Supporting Violence Reduction Funding from the West Midlands Police & Crime Commissioner to
West Midlands provide a Sport Policy Officer and activities to support sport based
early intervention approaches by local organisations.
Supporting Violence Reduction Funding from the Greater Manchester Combined Authority to
Greater Manchester provide support to the Early Intervention Service and Youth Justice
partnership by ensuring connections with stakeholders, assisting
funding bids, training and working with community sports networks.

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

22. ANALYSIS OF CHARITABLE FUNDS (continued)

Name of restricted fund Description, nature and purposes of the Fund

Funding from the Holiday Activities and Food Programme to develop free holiday provision for disadvantaged children across Newcastle upon Tyne during the 2020 summer holidays. The programme involved encouraging children to eat more healthily, be more active and take part in engaging and enriching activities which support the development of resilience, character and wellbeing.

Holiday Hunger – Funding from the Holiday Activities and Food Programme to develop Department for Education free holiday provision for disadvantaged children across Newcastle upon Tyne during the 2020 summer holidays. The programme involved encouraging children to eat more healthily, be more active and take part in engaging and enriching activities which support the development of resilience, character and wellbeing. Tower Hamlets Holiday Funding from the Council for the provision of holiday activities and food Fund across the borough during the summer 2020 holiday. Grants from Pears Family Charitable Foundation to develop and deliver Fit & Fed Summer Fit & Fed projects in the summer of 2020 in London and Wales, with the programme being enhanced by the use of additional funding from The Big Give. A further grant has been received and is carried forward for use in the summer of 2021. Holiday Activities Fund Department of Health funds to expand the programme across England to cover the Easter, Summer and Christmas Holidays. The programme is targeted at children eligible for free school meals and involves providing meals, enriching activities and food preparation. The amounts shown represent Easter programmes in Newcastle and Birmingham. Lawn Tennis Association Funds to activate the SERVES programme at a local level across the SERVES Programmes country, increasing the number of organisations taking part and ensuring retention. Chance to Shine Street Funds to provide opportunities for young people to play cricket in a Programme positive environment in their local community where the ability to play club or league cricket is not easily available. London Marathon Grant to expand the Doorstep Sport programme for 2,000 12-20 year Charitable Trust olds in Newcastle, Liverpool and Merthyr Tydfil new cluster areas. Volunteer Support Continuation of the grant from The City Bridge Trust to fund a project Programme field worker for a volunteer management support programme for 60 Doorstep Sport organisations across London. In addition, further funding was received from the Trust to provide post-covid financial and fundraising training for London-based community sports providers. Coronavirus Job Retention Government measure to protect jobs in the wake of the economic Grant impacts of the COVID-19 pandemic, and to support employers facing difficulties to continue paying wages rather than making redundancies.

23. ANALYSIS OF NET ASSETS BETWEEN FUNDS

ANALYSIS OF NET ASSETS BETWEEN FUNDS
Fund balances at 31 March 2021 as represented by:
Tangible fixed assets
Current assets
Current liabilities		 Restricted
funds
£
-
1,247,743
-
1,247,743		 Unrestricted
funds
£
15,717
1,936,512
(952,880)
999,349		 Total
funds
£
15,717
3,184,255
(952,880)
2,247,092

Page: 48 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2021

Page: 49

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

23. ANALYSIS OF NET ASSETS BETWEEN FUNDS (continued)

Fund balances at 31 March 2020 as represented by:
Tangible fixed assets
Current assets
Current liabilities		 Restricted
funds
£
-
1,096,254
-
1,096,254		 Unrestricted
funds
£
19,211
1,701,501
(874,201)
846,511		 Total
Funds
£
19,211
2,797,755
(874,201)
1,942,765

24. INCOME RECEIVED FROM PUBLIC INVESTORS

Revenue grants
Per heading title
Department for Education
Devon and Cornwall PCC
West Midlands PCC
Funding via Network Rail
Department for Health and
Social Care
Coronavirus Job Retention
Scheme
Other income
Donations and legacies
Other trading activities
Investment income
Total income
Staffing costs
Regional network support
Travel & subsistence
Grants awarded
Other project costs
Insight
Monitoring & evaluation
Overhead & support costs
Total expenditure
Net income/(expenditure)		 Sport
England
£
2,359,000
2,359,000
1,163,021
147,974
-
686,530
82,002
13,616
49,580
291,598
2,434,321
(75,321)		 Local
authority
£
344,578
344,578
42,168
26,955
-
148,312
59,828
-
1,200
35,108
313,571
31,007
public
sector
income
£
188,202
1,181,145
100,000

115,540

84,144

60,236
142,169
1,871,436
418,663
89,747
7,852
870,169
258,460
20,100
13,600
175,171
1,853,762
17,674		 Non-
public
income
£
1,349,792



109,071
217,118
328
1,676,309
348,949
129,603
2,033
503,303
116,220
(3,680)
7,200
241,714
1,345,342
330,967		 Total
income
£
4,241,572
1,181,145
100,000
115,540
84,144
60,236
142,169
109,071
217,118
328
6,251,323
1,972,801
394,279
9,885
2,208,314
516,510
30,036
71,580
743,591
5,946,996
304,327

24. INCOME RECEIVED FROM PUBLIC INVESTORS (continued)

Movement on reserves
Reserves brought forward
at 1 April 2020
Net income/(expenditure) for
the year per above
Transfers
Reserves carried forward
at 31 March 2021		 Sport
England
£
456,042
(75,321)
8,014
388,735		 Local
authority
£
84,201
31,007
-
115,208		 Other
public
sector
income
£
186,667
17,674
-
204,341		 Non-
public
income
£
1,215,855
330,967
(8,014)
1,538,808		 Total
£
1,942,765
304,327
-
2,247,092

25. RELATED PARTY TRANSACTIONS

The following transactions with related parties occurred in the year ended 31 March 2021:

Trustee/Senior Related party / nature of Amount Transaction
Management relationship £ description
Jonathan Hughes LTA - Employed as Regional
Delivery Director 87,968 Grants Received

There was a balance of £2,475 outstanding from the LTA at 31 March 2021.

In the year to 31 March 2021 the following transactions took place between the charity and its wholly owned subsidiary Doorstep Sport Trading Ltd:

Page: 50 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2021

Page: 51

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

26. LEASE COMMITMENTS


Minimum lease payments due:
Within one year
Between two and five years
In over five years		 Land and buildings
2021
2020
£
£
44,762
42,384
13,665
54,659
-
-
58,427
97,043		 Other
2021
2020
£
£
-
-
-
-
-
-
-
-		 Other
2021
2020
£
£
-
-
-
-
-
-
-
-
-

Lease payments recognised as an expense in the year amounted to £60,773 (2020: £71,027).

27. CASH FLOWS FROM INVESTING ACTIVITIES




Returns on investments and servicing of finance
Purchase of tangible fixed assets		 Group
2021
£
328
(5,589)
(5,261)		 Group
2020
£

2,249
(10,199)
(7,950)		 Charity
2021
£
328
(5,589)
(5,261)		 Charity
2020
£
2,249
(10,199)
(7,950)

28. CASH FLOWS FROM INVESTING ACTIVITIES

StreetGames UK

NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

30. STATEMENT OF FINANCIAL ACTIVITIES – PRIOR YEAR

Unrestricted
Funds
Restricted
Funds
2020
2020
£
£
INCOME
Donations and legacies
48,599
-
Other trading activities
445,520
-
Investment income
2,249
-
Charitable activities
130,468
6,907,266
TOTAL INCOME
626,836
6,907,266
RESOURCES EXPENDED
Bid writing and raising funds
34,991
303,954
Trading activities
384,297
-
Charitable activities
64,539
6,147,926
TOTAL RESOURCES EXPENDED
483,827
6,451,880
NET INCOMING RESOURCES BEFORE
TRANSFERS
143,009
455,386
Transfers
(53,240)
53,240
NET MOVEMENT IN FUNDS
89,769
508,626
TOTAL FUNDS AT 1 APRIL 2019
756,742
587,628
TOTAL FUNDS AT 31 MARCH 2020
846,511
1,096,254		 Total
Funds
2020
£
48,599
445,520
2,249
7,037,734
7,534,102
338,945
384,297
6,212,465
6,935,707
598,395
-
598,395
1,344,370
1,942,765		 Total
Funds
2019
£
59,785
336,205
1,747
5,074,942
5,472,679
348,847
290,111
4,908,817
5,547,775
(75,096)
-
(75,096)
1,419,466
1,344,370



Net borrowing from bank loan		 Group
2021
£
50,000
50,000		 Group
2020
£

-
-		 Charity
2021
£
50,000
50,000		 Charity
2020
£
-
-

29. COMPANY LIMITED BY GUARANTEE

StreetGames UK is a company limited by guarantee and accordingly does not have a share capital.

Every member of the company undertakes to contribute such amount as may be required, not exceeding £1, to the assets of the charitable company in the event of it being wound up while he or she is a member, or within one year after he or she ceases to be a member.

Page: 52 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2021

Page: 53

StreetGames UK
NOTES TO THE FINANCIAL STATEMENTS
For the year ended 31 March 2021		 Total 2019 £ 1,639,384 341,673 302,865 833,145 760,282 88,451 2,520 12,634 77,492 14,222 15,286 4,087,954 467,791 45,562 197,169 71,796 38,545 820,863 4,908,817
31.1 RESOURCES EXPENDED – PRIOR YEAR
a. Bid writing and Raising Funds
Unrestricted Funds
Restricted		 Total 2020 £ 1,864,905 447,247 241,421 2,041,788 471,478 94,436 53,162 99,697 50,797 5,718 15,440 5,386,089 441,916 40,363 200,203 29,813 49,542 761,837 6,147,926
Fundraising
2020
Trading
Activities
2020
Total
2020
Fundraising
2020
£
£
£
Direct expenditure
-
Staff costs
29,036
132,918 161,954
215,222
-
Travel & Subsistence
-
36,104
36,104
21,438
-
Other Project Costs
-
104,482 104,482
42,307
-
Premises & Office Costs
-
3,485
3,485
6,158
-
PR & Marketing
-
-
-
1,526
Support costs
-
Central staff costs
2,719
69,165
71,884
11,295
-
Central travel costs
-
2,604
2,604
434
-
Premises & office costs
2,357
30,264
32,621
3,296
-
PR & marketing
329
1,974
2,303
658
-
Staff recruitment/training
550
3,301
3,851
1,620
34,991
384,297
419,288
303,954
b. Charitable Activities
Unrestricted
Doorstep
Sport
2020
£
Direct Costs
-
Staff costs
2,227
-
Travel & Subsistence
1,805
-
Other Project Costs
22,010
-
Premises & Office Costs
32,464
-
PR & Marketing
1,604
Support Costs
-
Central staff costs
3,649
-
Premises & office costs
649
-
PR & marketing
131
64,539		 Total
Funds
2020
£
377,176
57,542
146,789
9,643
1,526
83,179
3,038
35,917
2,961
5,471
723,242
Total
Funds
2020
£
2,227
1,805
22,010
32,464
1,604
3,649
649
131
64,539		 Total
Funds
2019
£
363,815
68,737
144,255
1,511
-
31,732
5,038
15,934
4,584
3,352
638,958
Total
Funds
2019
£
-
-
-
-
-
-
-
-
-		 StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021 RESTRICTED FUNDS – PRIOR YEAR Work Readiness & Apprenticeship
Widening
Community
Holiday		 Doorstep Sport
Programmes
Participation
Health
Safety
Programmes
Governance		 £
£
£
£
£
£
£		 Costs Related Directly to Activities Staff Costs
1,110,428
141,571
93,731
73,066
282,497
130,260
33,352		 Regional Network Support
231,754
554
8,216
23,123
108,563
75,037
-		 Travel & Subsistence
145,496
15,672
8,502
8,765
46,306
12,000
4,680		 Grants to Delivery Organisations
713,687
-
48,180
138,375
384,775
756,771
-		 Other Project Costs
23,656
71,844
3,861
25,791
185,374
156,758
4,194		 Premises & Office Costs
36,648
7,871
-
5,262
37,675
1,015
5,965		 PR & Marketing
29,181
124
-
6,821
596
16,440
-		 Research Work
19,547
29,780
2,450
9,875
38,045
-
-		 Monitoring & Evaluation
32,321
1,171
-
735
16,570
-
-		 Trustee Recruitment & Devt
-
-
-
-
-
-
5,718		 Audit Fees
-
-
-
-
-
-
15,440		 2,342,718
268,587
164,940
291,813
1,100,401
1,148,281
69,349		 Support Costs Central Staff Costs
Time
284,242
50,266
26,413
26,413
25,794
19,067
9,721		 Central Travel & Subsistence
Time
27,777
4,340
2,170
2,170
2,170
1,302
434		 Premises & Office Costs
Staff
128,987
20,281
15,288
10,581
12,101
10,546
2,419		 PR & Marketing
Activity
19,942
1,645
1,645
1,645
1,645
3,291
-		 Staff Recruitment & Devt
Staff
36,964
2,751
2,690
2,751
2,751
1,620
15		 497,912
79,283
48,206
43,560
44,461
35,826
12,589		 2,840,630
347,870
213,146
335,373
1,144,862
1,184,107
81,938
31.2
etGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2021

Page: 54 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2021

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

32. SUPPORT COSTS – PRIOR YEAR

32. SUPPORT COSTS – PRIOR YEAR 32. SUPPORT COSTS – PRIOR YEAR 32. SUPPORT COSTS – PRIOR YEAR
Restricted
Fundraising
Doorstep
Sport
£
£
Support costs have been
allocated to activities as follows:
Central Staff Costs
Time
11,295
284,242
Central Travel &
Subsistence
Time
434
27,777
Premises & Office Costs
Staff
3,296
128,987
PR & Marketing
Activity
658
19,942
Staff Recruitment & Devt.
Staff
1,620
36,964
Total support costs
17,303
497,912
Unrestricted
Fundraising
Doorstep
Sport
£
£
Support costs have been
allocated to activities as follows:
Central Staff Costs
Time
2,719
3,649
Central Travel &
Subsistence
Time
-
-
Premises & Office Costs
Staff
2,357
649
PR & Marketing
Activity
329
131
Staff Recruitment &
Development
Staff

550
-
Total support costs
5,955
4,429		 Work
Readiness&
Apprenticeship
Programmes
£
50,266
4,340
20,281
1,645
2,751		 Widening
Participation
£
26,413
2,170
15,288
1,645
2,690		 Health
£
26,413
2,170
10,581
1,645
2,751		 Community
Safety
£
25,794
2,170
12,101
1,645
2,751		 Holiday
Programmes
£
19,067
1,302
10,546
3,291
1,620		 Governance
£
9,721
434
2,419
-
15		 Restricted
Total
2020
£
453,211
40,797
203,499
30,471
51,162		 Restricted
Total
2019
£
472,811
46,049
199,333
73,324
39,802
17,303 497,912 79,283 48,206 43,560 44,461 35,826 12,589 779,140 831,319
Fundraising
Doorstep
Sport
£
£
2,719
3,649
-
-
2,357
649
329
131
550
-		 Trading
Activities
£
69,165
2,604
30,264
1,974
3,301		 Unrestricted
Total
2020
£
75,533
2,604
33,270
2,434
3,851		 Unrestricted
Total
2019
£
26,712
4,551
13,770
3,056
2,095		 Total
2020
£
528,744
43,401
236,769
32,905
55,013		 Total
2019
£
499,523
50,600
213,103
76,380
41,897
5,955
4,429		 107,308 117,692 50,184 896,832 881,503

Page: 56 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2021