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2022-03-31-accounts

StreetGames UK

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 2022 17
Independent Auditor’s Report to the members of 26
StreetGames UK
Financial Statements 29

Page: 2 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2022

Legal and Administrative Information

COMPANY REGISTRATION NUMBER 5384487

SECRETARY

Dawn Cole

CHARITY NUMBER 1113542 SCOTTISH CHARITY NUMBER SC046149 REGISTERED OFFICE

61 Mosley Street 4th Floor Woolwich House Manchester, M2 3HZ 0161 707 0782

TRUSTEES AND DIRECTORS

CHIEF EXECUTIVE

Mark Lawrie

EXECUTIVE MANAGEMENT TEAM

AUDITORS

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

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

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

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With many communities still in the slow process of recovery following the global pandemic and subsequent lockdown, this year’s dominant theme has been supporting LTOs and their communities to recover and continue to help sport and physical activity return. While restrictions may be a thing of the past, the ongoing economic and social impact of lockdown continues to linger, with many of the communities our LTOs support still struggling. This situation will be compounded as the cost of living continues to rise over the next year, exacerbated by the fuel crisis which some experts are forecasting will plunge 50% of families into fuel poverty and plunging those we serve into more adversity.

In this context, StreetGames’ work delivering Doorstep Sport in the heart of underserved communities is more important than ever. Over the past 12 months 410 LTOs have received funding to support vital, on the ground delivery. The continued growth of the StreetGames network is giving more and more young people the chance to live healthier, safer, more successful lives through sport despite the adversity their families and communities face.

StreetGames commitment to listening to the needs of local communities has also continued to pay dividends, with this year’s network survey finding LTOs have a 96% satisfaction rating with the support offered by the organisation.

I would like to thank all StreetGames staff, volunteers and Trustees for their efforts, support and dedication over the past year. It is the hard work and collaborative spirit of the whole StreetGames team that has allowed the charity to keep delivering in challenging times.

Finally, I’m very pleased to report that StreetGames remains in a good position to advance our work and make positive progress towards achieving our mission to transform the lives of young people living in disadvantaged communities through sport and physical activity.

John Cove Chair, StreetGames UK

Page: 4 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2022

Strategic Report: Annual Review

Introduction

StreetGames exists to bridge the sporting inequality gap for young people from low-income, underserved communities. Since we launched in 2007, we have been working with community organisations across the UK to transform young people’s lives through Doorstep Sport, our evidence-based delivery approach underpinned by the ‘five rights’: sport delivered at the right time, in the right place, for the right price, by the right people and in the right style. Appropriately delivered Doorstep Sport offers a route to healthier, safer, more successful young people and neighbourhoods.

We are frontline first – community organisations and young people are at the heart of all that we do. Our network now totals over 1,600 Locally Trusted Organisations (LTOs) – from sports clubs and community groups to housing associations, leisure trusts and local authorities – and we are proud to support each and every one of these in their tireless and transformational work. We are the people beside the people who change lives and communities.

LTOs are uniquely placed to support young people in their communities, by offering a safe place with trusted coaches and organisers who know their neighbourhood and the young people who live there. StreetGames provides wraparound support to help LTOs, including: help to build connections & partnerships, tailored advice, advocacy, fundraising, workforce & volunteer training, research & evaluation, opportunities to network and share learning, the dissemination of insight, new ideas and innovation.

StreetGames works collaboratively with organisations both within the sports sector and beyond. By using our knowledge, insight and connections, we work to challenge the poverty barrier and change sport – influencing the thinking, strategy, practice and investment of National Governing Bodies of sport, leisure trusts and others, so that a broader range of organisations and sectors provide accessible and attractive sport and physical activity offers for young people living in low-income, underserved communities.

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Doorstep Sport

Doorstep Sport is the beating heart of StreetGames. It is our tried and tested methodology for engaging young people living in low-income, underserved communities in sport, ensuring that physical activity is delivered in a way that is both enjoyable and accessible. At the core of Doorstep Sport are 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.

The versatility and adaptability of Doorstep Sport is the key to StreetGames’ success in activating young people that others consider hard to reach, and allows us to create programs tailor-made to support the needs of young people and their communities. The Doorstep Sport approach can be modified to achieve a wide range of positive social impacts in the communities LTOs serve, including combating holiday hunger, preventing crime and anti-social behaviour, and improving mental health and wellbeing.

Doorstep Sport supports young people to be the best they can be, because it’s more than just activity sessions – it provides young people with opportunities to:

Page: 6 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2022

Healthier

The benefits of sport and physical activity for both physical and mental health are well documented. Those who exercise regularly are at reduced risk of many major illnesses, including coronary heart disease, stroke, type 2 diabetes and cancer. Being physically active has also been shown to improve mood, reduce stress and decrease the chance of depression and anxiety.

However, there remain stark inequalities in access to these benefits. For many young people growing up in low-income, underserved communities, opportunities to play sport and be active are either limited or non-existent. Data from Sport England’s latest Active Lives survey shows that only 39% of children and young people from ‘low affluence’ families are classed as active – compared to 50% from ‘high affluence’ families. The health outcomes of these inequalities are startling:

We believe that access to sport and its benefits is a right and not a privilege. Through our core Doorstep Sport approach, innovative, sector-leading programmes and interventions, and strategic partnership working, we are breaking down traditional barriers to accessing physical activity and supporting young people living in underserved communities to lead healthier, happier lives.

Tackling the Holiday Gap: Holiday Activities and Food (HAF) programme

Since 2018, the Holiday Activities and Food (HAF) programme has provided support to children in receipt of free school meals through holiday periods. Following successful pilots between 2018 and 2020, the programme was rolled out to all upper-tier local authorities in England in 2021.

Research has shown that the school holidays can be pressure points for some families. This can lead to a holiday experience gap, with children from low-income households being:

In October 2021 the government announced a further investment of over £200 million per year over the next 3 financial years for the Holiday Activities and Food (HAF) programme, which follows the successful roll-out of the programme across England in 2021.

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StreetGames and HAF

To help organisations prepare for the delivery of HAF programmes and maximise opportunities for children and young people eligible for free school meals to access these activities, StreetGames has been providing support via a range of different methods:

Holiday Activities Training

In the lead-up to Summer 2021, StreetGames worked with 12 local authorities to lead or support the development of their Holiday Activities and Food programme workforce.

This included designing and delivering a needs-led training programme to ensure the everexpanding holiday workforce of staff, volunteers and young ambassadors were upskilled with both minimum operating standards and added value workshops to deliver a safe, fun and inclusive holiday programme – with workshops including: Multi-sport Activators, Getting Young People Active During Covid and Beyond, Youth Mental Health First Aid Awareness and Five Ways to Wellbeing.

The feedback from learners was extremely positive, with learner evaluation surveys showing that:

97% agreed/strongly agreed that 98% saying that they ‘learnt something ‘the workshop developed my skills’ that they will put into practice’

The local authority areas supported included: Leeds, Birmingham, Tower Hamlets, Hull, Sheffield, Norfolk, Northants, South Ribble, Hertfordshire, Newcastle, Lancashire and Withernsea.

Page: 8 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2022

Spotlight on – Birmingham

StreetGames led the central programme management support of the Birmingham City Council HAF programme, which included engaging with 260 delivery organisations across the city that provided 2,000 spaces per day. In total circa 32,000 children and young people were engaged, including 70% who are usually in receipt of free school meals and 78% who live in the 30% most deprived areas. An independent evaluation of the programme was undertaken by Northumbria University – with early results from the parent surveys showing extremely positive data, including:

Read the full Bring it on Brum survey fndings.

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Fit and Fed

There are around 4.3 million children living in poverty across the UK. For these young people, the school holidays can be a real struggle. What should be a time of fun instead leads to hunger, inactivity and isolation as families in underserved communities struggle to fund the additional food and childcare costs required.

Fit and Fed is our innovative campaign that seeks to address these triple inequalities. Delivered by our network of Locally Trusted Organisations (LTOs), it runs across all school holidays and provides free, fun activities with the addition of food to the children and young people that need it the most. Since its inception in 2016, the programme has benefited 66,198 children and young people, with 528,582 free meals provided in this time.

Over the past year, against the background of the Covid-19 pandemic and the cost-of-living crisis, the programme has continued to provide a lifeline for families living in the communities that our LTOs serve.

In Wales, the 2021 Fit and Fed programme supported 2,189 young people, with 6,777 meals served. The feedback from participants was overwhelmingly positive, with 90% of participants saying they had tried a new sport or activity, 93% saying they were more active, and 100% saying they had fun. In London, meanwhile, investment from the Pears Foundation and the Childhood Trust enabled us to support 2,629 children through the provision of 46,316 snacks and meals.

This year, for the first time, StreetGames held its own Fit and Fed fundraiser, Fit and Fed on the Road, as part of our post-Covid campaign. We are delighted to have raised a total of £4,500 so far, which will allow us to support community organisations in our network to expand the delivery of Fit and Fed across England and Wales. We will be building on this fundraiser each year, and are particularly keen for businesses and other organisations to join us in the fundraising effort.

Page: 10 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2022

Social Prescribing

Over recent years, StreetGames has been established as the national lead organisation for Youth Social Prescribing – a system by which young people can find their way into local, wellbeing-boosting initiatives, with the help of a link worker, or community navigator. Social prescribing can steer young people towards the preventative support they need and help to tackle the growing challenges of youth loneliness, social isolation and diminished opportunities. The key to successful social prescribing can be boiled down to a simple mantra: right people, right offer, right outcome.

Central to our social prescribing work is the Social Prescribing Youth Network, a 950-strong network of youth health professionals and researchers across the UK. A sub-group of the national Social Prescribing Network led by Dr Marie Polley and Dr Michael Dixon, the SPYN is open and free for anyone to join.

The network provides members with a space to share knowledge, experience and trouble-shoot with other areas setting up programmes at the same time and those with more established programmes. This group enables us to capture and demonstrate their collective impact. Our long-term goal is for the approach we have developed to Youth Social Prescribing to be mainstreamed.

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Safer

At StreetGames, we strive to mesh together the challenges faced by the youth justice sector (risk factors), with the opportunities that appropriate community sport can integrate into youth engagement interventions (protective factors). Sport and physical activity programs, when delivered in the right way and with the right people, can have a profound effect and can encourage positive outlook and pro-social rather than anti-social behaviours in at-risk young people.

By connecting young people to their communities, and providing them with inspiring opportunities, StreetGames works to tackle the twin issues of boredom and alienation – leading causes of petty criminality and anti-social behaviour. Our highly-qualified tutors and hand-picked local volunteers provide not only structure and expertise but living, breathing proof of the transformational power of sport – redirecting misspent energy and empowering at-risk young people.

One of the key strengths of sport-based interventions is that they are relational – the bonding between participants and between a participant and a trusted project coach allows for self-development, socialisation and the introduction of new, positive role models. Many young people living in underserved areas suffer from a lack of strong role models, and this is particularly the case for young men. This can have a profound impact on young people and make them a prime target for exploitation for criminals.

Sports-based interventions can help break this cycle and provide the support and mentoring that young people need to begin moving down a better path. We fill the gap by strengthening the alternative within the community: the LTO and the people who run the LTO. We make sure that is as prepared, supported, sustained, attractive and consistent as possible to provide a clear alternative support network for those who need it.

Our work to prevent youth offending

We have worked closely with Community Safety Partners on a variety of projects that are using sport to engage young people in positive activities aimed at building prosocial behaviours and helping to prevent and reduce youth offending. This includes working with Violence Reduction Units (VRUs) in Greater Manchester, the West Midlands, West Yorkshire and Thames Valley. We have also completed an initial sports referral pilot project in Plymouth commissioned by Devon & Cornwall OPCC – which has been extended for a further 12 months. A new project commissioned by Kent County Council will take Doorstep Sport into new areas in Gravesend, Isle of Sheppey and Medway.

Page: 12 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2022

More Successful

Doorstep Sport increases activity levels and improves the quality of life for young people living in lowincome, underserved neighbourhoods. Our approach creates opportunities for young people and enables them to develop as individuals. The opportunity to try new sports and activities allows young people to improve skills, go to new places and meet new people.

Many of the young people we work with also choose to volunteer and take on leadership roles within the Doorstep Sport setting. Here they gain new experiences, take responsibility, are challenged and have opportunities to receive training, mentoring and gain new qualifications. Our volunteering offer is designed so that young people develop key life and transferrable skills including independence, leadership, teamwork, communication, problem-solving and motivation.

Volunteering

Doorstep Sport broadens horizons and raises ambitions. Young people learn the skills and build the confidence they need to outperform the expected norms of their community.

Doorstep Sport also generates local leadership opportunities and grows social capital in underserved neighbourhoods; we place great value on our ‘grow your own’ approach to recruiting young volunteers from within the underserved communities in which we work. Once active as a volunteer, young people earn respect from the wider community, which has a profound effect on their self-esteem and develops them as truly local role models.

North East #NextGen Case Study

On the whole, Doorstep Sport volunteers start out as participants: they were kids from the surrounding streets who gave the activity a go and stuck at it.

Taking on this type of organisational responsibility improves the life chances of young volunteers. Volunteering is an established pathway to gaining recognised qualifications, particularly in the sport and leisure industry.

In summer 2021, StreetGames launched the #NextGen programme in the North East. Three different clusters in Hartlepool, Sunderland and Newcastle all sent active young volunteers to Catterick Barracks to take part in team building and problemsolving activities with the Army’s Youth Outreach team. They developed transferable skills such as communication, decision making and negotiating.

The event also had a longer-lasting impact on the young people and their communities, as described by Anne Heaton, manager of Kilmarnock Road Youth Project in Hartlepool:

The biggest surprise for me was how much they enjoyed mixing with the other two groups, our young people are good in their own environment but don’t always respond well in strange places or with different people so this was a real turnaround for them.

As you know we run a playscheme during the Summer and on the back of the positivity from Catterick we have signed up the whole group to act as mentors for our junior youth club members during the four weeks of the playscheme. Well done to the team at StreetGames for a great event with tangible outcomes.

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Additional Areas

Commission update

The Chiles, Webster, Batson Commission on Sport and Low-Income Neighbourhoods is an independent commission into the role sport can play in underserved communities. StreetGames has provided secretariat support to the commission. The emphasis is on finding, understanding and amplifying the experiences of children and young people, and the neighbourhood organisations that support them. These are the voices which can give us a true picture of how community organisations activate inactive communities and change lives through sport.

The publication of a summative report will mark the end of Phase One. Phase Two will involve using key messages and calls to action from the work of the Commission to mount a public campaign highlighting the importance of trusted community sport organisations.

Training

The StreetGames Training Academy develops the workforce to activate change by building skills and knowledge in sport, physical activity, community safety, and mental and physical well-being. We work with organisations to build on talent and develop new areas of expertise to deliver training to staff, students, apprentices, volunteers, youth workers and young leaders.

StreetGames’ training is designed to be delivered anywhere, at any time. Courses are delivered by experts in their field, backed up by our extensive research and insight, which ensures that our training is forward-looking and of the highest quality.

Our training solutions seek to deliver highly effective practical methods to improve the success rate of:

Last year the StreetGames Training Academy reached over 5,000 learners, through a mix of short, skills-based workshops and accredited course. We successfully upskilled the workforce to broaden their skills and knowledge, enabling them to reach the hardest-to-reach groups.

Page: 14 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2022

TIF

The Tackling Inequalities Fund (TIF) was set up in April 2020 as part of Sport England’s support package to help the sport and physical activity sector through the coronavirus crisis. The fund exists to mitigate the negative impacts of coronavirus and help community groups to grow and support more people to be engaged and active. StreetGames was identified as a key national partner to distribute this fund to those most in need, due to our extensive network, expertise and local insight.

Despite the numerous challenges posed by the pandemic, our network of community organisations has continued to put young people first and provide support and physical activity wherever and whenever it was safe and right to do so. TIF funding has been invaluable in enabling this provision, supporting organisations to cover additional staff costs, equipment, venue hire and training. In addition to this direct investment, all TIF recipients in our network received an activity kit from StreetGames containing equipment such as rackets, balls, cones, beanbags, quoits, hula hoops, foam dice, skipping ropes, and table tennis bats and balls, together with activity idea cards.

93% of organisations that received TIF funding said the investment was ‘extremely important’ in helping their organisation to continue to exist and engage with young people in their communities, with a view to keeping them afloat and active. United in Sports said the funding had proven “invaluable”: “This has allowed us to subsidise memberships and sessions, allowing all individuals who were wanting to engage to do so, whilst ensuring that financially we are still able to cover the cost of facilities and coaches”. The Jason Roberts Foundation, meanwhile, noted that the range of activities they were able to offer thanks to the funding and direct support from StreetGames meant there was “something for everyone to take part in”, meaning that many participants were not only more active, but also tried new activities and learnt new skills.

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Partnerships

At StreetGames we value partnerships and believe working collaboratively allows us to deliver high-quality Doorstep Sport in low-income, underserved communities.

An example of an effective and fruitful partnership can be found in our recent work with the England & Wales Cricket Board. StreetGames and the ECB collaborated on a project in Bradford and Leeds to help build capacity and skills at a local level to enable engagement in cricket with traditionally underrepresented groups.

A key component of the project was the provision of a training offer in Community Mentoring for a cohort of female volunteers from the local South Asian community. Between April and September 2021, 18 learners completed nine 90-minute virtual workshops which looked to help attendees to engage young people in mentoring, increase understanding of the drivers of behaviours and motivations amongst young people and develop practical techniques to build mentoring frameworks in community settings.

Feedback from the training has been very positive, with all learners reporting an increase in their skill and confidence levels. Follow-up interviews with a selection of learners also reinforced how positively the training had been received, with all learners stating that the training and skills had really helped them in their summer delivery - especially in engaging different groups of young people in their summer cricket sessions, particularly younger girls from the South Asian community.

Further examples of our partnership working include:

• Supporting LTOs with equipment via partnerships and collaboration: Cricket kit has been supplied as part of the Chance to Shine Street Cricket programme, whilst tennis equipment has been provided through the Serves programme.

Over the course of the summer, the learners supported 21 projects across West Yorkshire, engaging 516 young people in cricket sessions.

M&E Kitbag

Monitoring & Evaluation (M&E) is an essential part of good project management and a key process for the community organisations in our network. As well as supporting sustainability by demonstrating impact and strengthening the case for funding, it also helps to identify good practice, support continuous improvement, and celebrate progress.

However, many of our community organisations have told us that they find it challenging to know what to collect, how to go about it, or what tools they can use, or struggle in terms of having enough capacity or buy-in.

To support our network to undertake M&E and demonstrate the impact of their work, our Research and Insight team created the ‘M&E Kit-bag’: a free resource which brings together useful tips and tools all in one place.

The M&E Kit-bag includes:

Page: 16 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2022

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Trustees’ Annual Report
for the Year Ended 31 March 2022
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The trustees present their annual report together with the consolidated financial statements of the charity and its subsidiary for the year ended 31 March 2022. These are also prepared to meet the requirements for a directors’ report and accounts for Companies Act purposes. Information set out on . pages 4-28 form part of this report

The trustees review the aims, objectives and activities of the charity each year. This report (including the information set out on pages 4-25) 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.

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 4-16).

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 for our beneficiaries. 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 role-model organisational approaches to equality, diversity and inclusion.

In this work, we have two fields of influence. Firstly, with Locally Trusted Organisations (LTOs) 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.

At StreetGames we don’t ask for full monitoring data from all of our network, but based on a sample of around 3,000 participants, 36% of participants across all our programmes during 2020/1 came from ethnically diverse backgrounds, 10% had a disability and 38% were female. 66% of participants lived in the 30% most deprived areas (bottom 30% IMD) and 84% in the 2 most deprived quintiles.

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.

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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 underrepresented 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 representation from ethnically diverse backgrounds stands at 8%, whilst no Trustees have a declared disability or limiting long term health problem (comparative national data 14% and 18% respectively).

During the year, we published our 2021-5 Equality, Diversity and Inclusion 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 is reviewed and an action plan for delivery of next steps agreed.

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.

In addition, StreetGames currently has five Vice-Presidents who are also members of the company. These are honorary appointments made historically to recognise exceptional service to the organisation. Vice-Presidents have a longstanding association with StreetGames and bring a range of knowledge, skills, expertise, positive continuity and networks that can support its work. Some Vice-Presidents have specifically identified roles e.g. Vice-President for Public Policy, whilst others offer more generic support. There are currently no term limits for Vice-Presidents, although the StreetGames Articles of Association are clear that no more than eight can be in place at any one time.

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, through an open recruitment process, 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 tailored 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:

Finance Committee (Chaired by Peter Rowley OBE)

The objectives of the Committee are to advise the Board on:

Page: 18 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2022

Audit Committee (Chaired by Margaret Bowler - (Co opted Member)

The objectives of the Committee are to:

Fundraising Committee (Chaired by Victoria Hill

The objectives of the Committee are to:

Attendance at Board and Committee meetings over the last three years is as follows:

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2021/22 2020/21 2019/20
Board Meetings 77% 88% 86%
Audit Commitee 88% 63% 63%
Finance Commitee 77% 75% 85%
Fundraising Commitee 63% 69% N/A
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The Board and Committees each undertake a self-evaluation of performance annually, the findings of which inform a Committee Improvement Plan. In addition, Trustees are committed to a triennial external evaluation of Board effectiveness, to provide an independent perspective on Board performance. A detailed evaluation was undertaken during the financial year and the findings from this have been incorporated into the Board Improvement Plan.

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. The Code was revised during 2021 and a detailed review of our position against the new requirements has been undertaken, with an action plan 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. StreetGames has a strong track record of stakeholder engagement. Our stakeholders include a number of groups – Staff, the network, national partners, corporate funders, politicians and more. The diversity of our stakeholders is growing, as the charity continues to grow the way its supports communities and young people facing socio-economic disadvantage.

Our current engagement strategy therefore looks to ensure that we:

Our ability to work with key stakeholders, over the past year, has not been carried out through a single process or set of activities, but rather across a continuum of engagements opportunities:

Inform – allows StreetGames to provide a variety of information to our stakeholders; providing factual information; creating information to assist us in understanding a problem or opportunity; sharing the outcome of a process; and/or providing information on opportunities to engage.

Consult – consulting helps StreetGames to gather feedback from our stakeholders. It can help guide/shape our practise, check and challenge our own thinking and/or present us with new ideas. It is also about listening with intent, so we can understand any concerns and/or aspirations. This helps us to build trust with our stakeholders.

Involve – involving our stakeholders, by working directly with them, will ensure there is a common understanding of the issues StreetGames seeks to address. A multiple engagement level of involvement encourages meaningful discussion (through questions and answers) and provides an opportunity for stakeholders to influence an outcome. Involvement also demonstrates that StreetGames respects and values the views and expertise it has within stakeholders.

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Collaborate – collaboration provides StreetGames with an opportunity to work together with stakeholders. We value a joint approach, where we jointly formulate solutions/options, have shared-ownership of objectives and/or co-produce the journey we go on to deliver outcomes.

Empower – StreetGames places the final decision into the hands of our stakeholders and they decide the next steps/ outcome.

As part of the Listening, Informing, Supporting strand of the Stakeholder Engagement Framework, we have worked hard during the year to engage with our network through hybrid methods (online & In-person) to work with both LTOs and young people to understand the support they need from StreetGames. We ran a number of network engagement events with LTOs to allow them to learn and share and we hosted a series of political engagement opportunities, with Members of Parliament and Assembly Members in Wales. We also carried out extensive consultation with our staff and Board; hosted thematic Communities of Learning and dissemination events; and we built on these collaboration opportunities with a number of national, regional and local partners.

The wellbeing of StreetGames’ staff remains one of our key priorities and this has been especially important during the recent Covid-related restrictions. We undertake an annual staff survey, alongside the opportunities provided by a series of other forums and events which enable us to listen to, and act on, the concerns of our staff. Our Workplace Wellbeing Group is pro-active in promoting staff wellbeing; developing engagement opportunities and sharing tips and experiences in order to help staff manage both work related and personal pressures. Alongside this, all staff have access to an external Employee Assistance programme, and a range of associated personal support tools.

A new Continuous Professional Development Group has also been established to improving and better coordinate staff training and development opportunities.

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 implemented 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.

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 Leadership Team (as listed on Page 3) to comprise the key management personnel of the charity, in charge of directing and controlling, running and operating the Charity on a day-to-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 3.1% was agreed by Trustees for 2022/3 in line with this policy.

Total income for the year was £8.869m; almost 42% higher than the level reported in 2020/21 (£6.251m).

Whilst delivery continued to operate against a backdrop of wider Covid restrictions, leading to continued uncertainty for our operational and financial planning, we were nevertheless able to continue to flex delivery across the vast majority of our programmes. Together with the generous ongoing funder flexibility which has characterised the last two years, this meant that we were able in most cases to draw down allocated funding in line with budgeted timescales.

Sport England continues to be our major funder, with a core award of £2.1m for 2021/2. This underpinned a significant proportion of core activity, supplemented by additional delivery funding (£250,000). For the period 2022/27 we have been awarded System Partner status by Sport England, with a commitment for continued core funding at the same level and this will provide a positive base from which we can carry on our work over the next five years.

Our work with Sport England continues to be supplemented

Page: 20 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2022

by partnerships with a wide variety of other statutory and commercial organisations. During the year, Sport Wales supported both core staffing and a broad programme of activity across the principality (£714,000) and, as last year, this was supplemented by further grants from other funders including Pears Foundation, which supported a summer Fit & Fed programme (£41,000), Cardiff Council (SEWSCAP - £41,000), Disability Sport Wales (£27,000), Volunteering Wales (£20,000), and the Waterloo Foundation (£10,000).

Our ‘Holiday Gap’ programme continues to grow in size and prominence. During 2021/22 the government announced over £220m worth of funding for a new Holiday Activities with Food (HAF) programme and StreetGames has played a key role in managing and delivering activity in both Birmingham and Newcastle during the year. Our contract with Birmingham City Council was worth £1.8m over the year, involving a variety of delivery, including programme management, coordination of enrichment activities, food logistics, food provision, and training. We were also commissioned to distribute £2.1m worth of grants to LTOs and other partners over the Christmas and Easter holiday periods. In Newcastle we distributed £1.2m worth of grants and provided specialist consultancy advice in a total contract worth £1.4m.

Alongside other HAF funded activity for other Local Authorities (including Lancashire & Derbyshire County Councils, Hull, East Riding and Tameside Councils and the London Borough of Tower Hamlets), we were successful in securing funding for our own ‘Fit and Fed’ programmes. Pears Foundation and Linbury Trust together supported activity across England and Wales to a value of £170,000.

We continue to build on the links established over a number of years with Police & Crime Commissioners (PCCs) and associated Violence Reduction Units (VRUs). Our ongoing contract with the West Midlands VRU was extended into 2021/22 (£103,000) and this model of partnership working has released further investment across VRUs and PCCs in Greater Manchester (£104,000) and Devon & Cornwall (£58,000) as well as the prospect of further relationships in Staffordshire, Derbyshire and Essex.

Our existing relationship with the Youth Endowment Fund was consolidated during the year, with £163,000 funding awarded to develop a pilot Peer Researchers Programme. We also began work with Salus in Kent to deliver a Safer Together Through Sport Partnership.

In line with income, expenditure in 2021/2 was higher in comparison 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 and support our core staffing base. Commercial training sales continued to be impacted by Covid related restrictions which meant we were unable to offer face to face training for a significant part of the year. Total training sales of £249,000 were made this year, more than in 2020/1 (£102,000), but still considerably less than achieved in 2019/20 (£366,000). However, a further £208,000 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 2021/22 were:

----- Start of picture text -----
Sport England 2,350,000
Birmingham City Council 1,822,927
Newcastle City Council 1,390,078
Sport Wales 713,988
Department for Work and Pensions - Kickstart
237,582
Programme
Youth Endowment Fund 163,579
Lancashire County Council 139,061
Pears Foundation 130,500
Lawn Tennis Association 121,368
Greater Manchester Combined Authority
104,166
Violence Reduction Unit
West Midlands Police & Crime Commissioner 103,011
Birmingham Organising Committee -
99,990
Commonwealth Games 2022
Places for People 75,130
Salus 62,500
MJL Charitable Trust 60,000
Devon & Cornwall Police & Crime
57,500
Commissioner
Hull City Council 56,856
East Riding of Yorkshire Council 53,225
Derbyshire County Council 50,232
Leeds Community Foundation 50,000
Cardiff Council - SEWSCAP 40,600
Linbury Trust 40,140
Greater London Authority 38,605
UK Youth 33,904
LB Haringey 32,650
Chance to Shine Foundation 30,263
Coca-Cola 29,465
Disability Sport Wales 27,243
LB Tower Hamlets 26,500
Rexona 25,500
City Bridge Trust 24,300
Yorkshire Sport Foundation 22,037
Medway Council 21,735
BNP Paribas 20,000
WCVA 19,727
Essex County Council 18,000
West Yorkshire Combined Authority Violence
17,570
Reduction Unit
Clarion Housing 16,000
Association of Colleges 15,000
National Literacy Trust 15,000
Thames Valley Police & Crime Commissioner 15,000
Local Trust 14,720
London Legacy Development Corporation 14,500
Tameside MBC 12,348
Stockport MBC 11,235
The Westminster Foundation 10,000
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Page: 21

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

Seven key strategic risk themes have been identified and the Board undertakes a detailed review on a quarterly basis of the principal risks and uncertainties facing the charity and its subsidiary DST Ltd.

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 and key stakeholders no longer engage with StreetGames.

Our new ten year Strategy is focussed on ensuring that our LTOs are sustainable and have access to funding streams that will provide opportunities for all young people from underserved communities to engage in Doorstep Sport. We have expanded core resources to support LTOs in accessing a variety of funds and our Training Academy continues to support capacity building across the sector. Our Fundraising and Stakeholder Engagement Strategies set the framework though which we work maintain strong relationships with existing funders and ensure we are in a strong position to take advantage of new opportunities as they arise.

Resources - that StreetGames has inadequate staffing resources to deliver StreetGames’ 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.

An in-depth, Trustee-led, review was carried out into arrangements surrounding our employee life-cycle during the year and we have committed to the development of a new People Strategy as a result. Staff-led Wellbeing, Continuing Professional Development and Equality Diversity & Inclusion Groups are already in place to lead on development and maintenance of staff support structures and we plan to build on the work carried out by these in the coming twelve months.

2021/2 saw plans for additional investment in staffing structures as StreetGames looks to build for the future. Recruitment was 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.

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

As we emerge from the immediate Covid crisis, we recognise that the funding environment will continue to be characterised by considerable ongoing uncertainty. We continue to build long-term relationships with a wide range of government, corporate and charitable partners as a key means of managing this risk.

Many of our contracts are short term in nature, which is part of the normal charitable funding setting. We have however been recognised as a System Partner by Sport England and awarded a funding settlement which runs to 2027 and this provides a welcome degree of security underpinning our core activity. Similarly, our delivery of HAF programmes in partnership with a number of local authorities offers the prospect of longer term funding given the government’s three year commitment to the programme. However, recent increases in the cost of living are likely to put long term funding streams such as these under pressure and our own cost base will need to be carefully monitored as a result.

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 2023.

Governance – that governance arrangements do not meet best practice.

Corporate governance structures and systems are in place to meet all legal requirements, together with any additional funder governance requirements. A variety of internal groups ensure governance and compliance issues are actively managed and the Board Audit Committee scrutinises the overall approach to internal control. Sport England/ UK Sport published new Code of Governance for Sport during the year and an Action Plan is now in place to meet the Tier 3 requirements where gaps were identified internally. We also hold Quest’s Sport for Development accreditation with an ‘Excellent’ rating.

Page: 22 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2022

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 and this has been supplemented by an external review examining the legal environment within which we and our partners operate. As a result, revised procedures are in place which 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 and regular training in IT security and Data Protection for all staff.

Data Protection is at the centre of our new IT Strategy as we seek to make use of the latest technology to embed secure systems and practices. We continue to move to cloudbased systems where possible and this has allowed us to both standardise use of many programmes and to exercise increased managerial oversight, thus helping to increase security around the data we hold.

Total funds held at the end of the reporting period were £2,630,806, of which £1,394,735 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 free reserves to cover the potential costs associated with closure of the business. This will allow it sufficient funds to continue to:

As at 31st March 2022 the reserves requirement was calculated in accordance with our stated policy as follows:

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Salaries & Contractors 733,747
Core Support 115,046
Training Delivery 14,381
Other 20,292
Total 883,466
----- End of picture text -----

After deducting £21,400, representing fixed assets, actual free reserves were £1,214,671

This leads to a surplus on free reserves over and above the reserves’ requirement of £331,205.

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 reserves’ requirement as an Investment Reserve, available to pump prime new or existing activity as required, or for other specified purposes and the value of the Investment Reserve as at 31st March 2022 stood at £331,205. Plans for utilising this reserve are considered by the Board on a regular basis and expenditure of £213,841 is planned during the coming financial year. This relates to development of our Holiday Gap and Community Safety related programmes as well as delivery of our summer Inspiration 2022 programme.

During 2021/2 we launched a new 10-year strategy which lays out a road map to expand Doorstep Sport provision throughout the country and grow opportunities for young people in underserved communities to participate in sport. Central to the strategy are four commitments for the way the organisation will work, collaborate and support the 1,500+ community sports organisations that comprise the wider StreetGames Network:

These commitments form the framework within which we will develop delivery over the life of the Strategy. The strategy identifies four key objectives that StreetGames will strive towards over this next ten-year period – The StreetGames ‘Endgame’:

These objectives represent the overarching aims of the charity’s work. The 10 Year Strategy is supported through the development of a medium-term Business Plan which sets out the practical steps we will take in the next two years towards delivery of our longer term vision.

Page: 23

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. As noted above, Sport England has recognised our role as a System Partner in their planning for the period 2022-7. This has brought with it confirmed funding over the same period which will continue to underpin our core activity. 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 as cost of living pressures impact on the demands made of them.

Long-term sustainability and the continued development of a broadly-based funding platform over time will therefore remain a key area of attention. We have built on the growth of partnership working of the last few years, by investing in our regional and fundraising infrastructure and we believe that this places us in a strong position to continue the development of new and existing relationships and grow our income base. The Department for Education’s Holiday Activities with Food programme in particular offers the opportunity to extend our reach as we look to meet the needs of LTOs and young people at scale.

The power of sport is becoming increasingly widely acknowledged as an effective community safety tool, offering access to new social networks and a wide range of positive social role models. We will 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 2022/23.

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 deliver three main objectives:

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.

The focus of our fundraising activity is such that no general solicitations are undertaken by telephone, doorto-door or in the street. We do not engage the services of any professional fundraiser. Our fundraising strategy will nevertheless occasionally see us work with a select number of commercial organisations to both raise funds and campaign in support of StreetGames’ causes. During 2021/22 we had no Commercial Participator Agreements in place, although we worked closely with a number of other commercial organisations to both raise awareness of our charitable objectives and delivery specific programmes.

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 2021/22 StreetGames made grants of £2,430,962, representing 29% of total charitable expenditure.

In so far as the trustees are aware:

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 2020/22, our training offer continues to be highly valued across the sector and we have seen our on-line training offer grow over the last two years.

Page: 24 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2022

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.

Trustees intend to conduct a tender process for audit services for the year ended 31st March 2023 during the coming year.

The Financial Statements and Strategic Report are approved by the Board of Directors on 19th October 2022 and signed on behalf of the Board by

Dawn Cole Company Secretary

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Page: 25
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----- Start of picture text -----
Independent Auditor’s Report to the
Members and Trustees of StreetGames UK
----- End of picture text -----

We have audited the financial statements of StreetGames UK for the year ended 31 March 2022 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.

Page: 26 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2022

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:

As explained more fully in the trustees’ responsibilities statement set out on page 25, 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.

Page: 27

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.

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

28th October 2022

Page: 28 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2022

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Financial Statements
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StreetGames UK CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES (incorporating an income and expenditure account) For the year ended 31 March 2022

Unrestricted
Funds
Restricted
Funds
2022
2022
Note
£
£
INCOME
Donations and legacies
3
115,934
-
Other trading activities
4
439,052
-
Investment income
6
1,526
-
Charitable activities
7
7,772
8,302,487

_
___
TOTAL INCOME
564,284
8,302,487

RESOURCES EXPENDED
Bid writing and raising funds
8
42,386
218,414
Trading activities
8
279,043
-
Charitable activities
8
6,133
7,937,081
_
__
TOTAL RESOURCES EXPENDED
327,562
8,155,495
NET INCOMING RESOURCES BEFORE
TRANSFERS
236,722
146,992

Transfers
22
-
-
__
__

NET MOVEMENT IN FUNDS
22
236,722
146,992
TOTAL FUNDS AT 1 APRIL 2021
22
999,349
1,247,743
__
__

TOTAL FUNDS AT 31 MARCH 2022
22
1,236,071
1,394,735		 Total
Funds
2022
£
115,934
439,052
1,526
8,310,259
__
8,866,771

260,800
279,043
7,943,214
__
8,483,057
383,714
-
__
383,714
2,247,092
__
2,630,806		 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

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 33 to 56 form part of these financial statements.

Page: 29

StreetGames UK CONSOLIDATED BALANCE SHEET Company Registration Number: 5384487 As at 31 March 2022

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
2022
£
21,400
-
____ __
21,400
1,182,753
3,012,196

__
4,194,949
(1,585,543)
___
2,609,406
2,630,806
-
2,630,806
904,866
331,205
1,394,735

___
2,630,806		 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		 Charity
2022
£
21,400
1
_
21,401
1,184,367
2,996,109
__

4,180,476
(1,581,414)
___
2,599,062
2,620,463
-
2,620,463
894,523
331,205
1,394,735

___
2,620,463		 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

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

The financial statements were approved and authorised for issue by the Trustees on 19 October 2022, and signed on their behalf by:

John Cove Director

The notes on pages 33 to 56 form part of these financial statements.

Page: 30 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2022

StreetGames UK STATEMENT OF CASH FLOWS For the year ended 31 March 2022

Group
2022
£
Cash flows from operating activities
Net cash provided by operating activities
399,194
Cash Flows from investing activities
Net cash provided by investing activities
27
(17,096)
Cash Flows from Financing activities
Net cash provided by financing activities
28
(50,000)
Increase/ (decrease) in cash and cash
equivalents in the year.
332,098
Cash and cash equivalents at the beginning
of the year.
2,680,098
Cash and cash equivalents at the end of
the year.
3,012,196
NET CASH FLOW FROM OPERATING ACTIVITIES
Group
2022
£
Net income/(expenditure) for the reporting
period
383,714
Adjusted for:
Interest receivable
(1,526)
Depreciation charges
12,838
Loss on disposal of tangible
fixed assets
101
(Increase)/Decrease in debtors
(678,596)
Increase/(Decrease) in creditors
682,663
Net cash provided by / (used in) operating
activities
399,194
ANALYSIS OF CASH AND CASH EQUIVALENTS
Group
2022
£
Cash at bank
3,012,196		 Group
2021
£
1,446,728
(5,261)
50,000
1,491,467
1,188,631
2,680,098
Group
2021
£
304,327
(328)
9,083
-
1,104,967
28,679
1,446,728
Group
2021
£
2,680,098		 Charity
2022
£
409,125
(17,096)
(50,000)
342,029
2,654,080
2,996,109
Charity
2022
£
375,588
(1,526)
12,838
101
(679,185)
701,309
409,125
Charity
2022
£
2,996,109		 Charity
2021
£
1,697,763
(5,261)
50,000
1,742,502
911,578
2,654,080
Charity
2021
£
474,471
(328)
9,083
0
1,131,193
133,344
1,747,763
Charity
2021
£
2,654,080

Page: 31

StreetGames UK STATEMENT OF CASH FLOWS For the year ended 31 March 2022

ANALYSIS OF CHANGE IN NET DEBT

At start
Cash
of year
flows
£
£
Cash
2,680,098
382,098
Cash equivalents
-
Overdraft facility repayable on demand
-
-
-
Loans falling due within one year
-
(6,312)
Loans falling due after more than one year
-
(43,688)
Finance lease obligations
-
-
TOTAL
2,680,098
332,098		 Acquisition/
disposal of
subsidiaries
£
-
-
-
-
-		 New
finance
leases
£
-
-
-
-
-
-
-		 Fair value
movements
£
-
-
-
-
-
-
-		 Foreign
exchange
movements
£
-
-
-
-
-
-
-		 Other
non-cash
At end
changes
of year
£
£
-
3,062,196
-
-
-
-
-
(6,312)
-
(43,688)
-
-
-
3,012,196

Page: 32 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2022

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2022

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 3 . 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

StreetGames, in common with many charities, operates within a funding environment of considerable uncertainty; where short term funding awards are the norm. Nevertheless, we continue to maintain strong relationships with a broad cross section of partners and our success in accessing an increasing number of funding streams demonstrates our success in managing the position.

Sport England and Sport Wales remain key supporting partners. Sport England have confirmed StreetGames as a systemic partner for 2022/5 with associated funding of £2.1m per annum over the period. We also continue to access a range of, albeit short term, funding sources from Sport Wales. During 2022/3 we have been successful in winning 1+1+1 contracts to deliver DfE HAF funded activity across a number of local authorities and there is every expectation that these will be renewed in subsequent financial years where DfE awards continue to be available.

Nevertheless, the Directors recognise that the overall economic environment is challenging and that this is likely to have an impact on both the charity’s future funding position and the demand for its services. 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.

Page: 33

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2022

1. ACCOUNTING POLICIES (continued)

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.

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 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.

Page: 34 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2022

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2022

1. ACCOUNTING POLICIES (continued)

1.10 Operating leases

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.

1.11 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.

1.12 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.

1.15 Termination benefits

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.

Page: 35

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2022

1. ACCOUNTING POLICIES (continued)

1.16 Company Information

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 3 .

1.17 Charitable activity

The Charity had seven charitable activities in the year (2021: 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 3 3 -3 6 , 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.

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		 2022
£
8,837,306
____2,218
(321,429)
(8,142,507)		 Total
2022
£
2021
£
6,205,262
172,362
8,839,524
(166,995)
(5,736,158)
(8,463,936)
___
375,588
2,244,875
___
2,620,463
1,394,735
331,205
894,523
___
2,620,463		 Total
2021
£
6,377,624
(5,903,153)
_
474,471
1,770,404
_
2,244,875
1,247,743
246,833
750,299
___
2,244,875

Page: 36 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2022

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2022

3. DONATIONS AND LEGACIES

Unrestricted
Funds
2022
£
Restricted
Funds
2022
£
Donations received
115,934
-		 Total
Funds
2022
£
Unrestricted
Funds
2021
£
Restricted
Funds
2021
£
115,934
109,071
-		 Total
Funds
2021
£
109,071

4. OTHER TRADING ACTIVITIES

Unrestricted
Funds
2022
Restricted
Funds
2022
£
£
Fundraising events
-
-
Training courses
248,532
-
Sports development
121,368
-
Other income
69,152
-
Sale of merchandise
-
-
439,052
-		 Total
Funds
2022
Unrestricted
Funds
2021
Restricted
Funds
2021
£
£
£
-
-
-
248,532
103,532
-
121,368
27,346
-
69,152
85,837
-
-
403
-
439,052
217,118
-		 Total
Funds
2021
£
-
103,532
27,346
85,837
403
217,118

Total income from fundraising combining donations and fundraising events is £115,934 (2021: £109,071)

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
2022
Total
2021
£
£
29,465
46,060
(19,122)
(43,842)
10,343
2,218
(2,218)
(172,362)
(8,125)
(170,144)
16,087
26,018
(5,743)
(23,799)
10,344
2,219
10,344
2,219		 Total
2022
Total
2021
£
£
29,465
46,060
(19,122)
(43,842)
10,343
2,218
(2,218)
(172,362)
(8,125)
(170,144)
16,087
26,018
(5,743)
(23,799)
10,344
2,219
10,344
2,219

26,018
(23,799)

2,219

2,219

Page: 37

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2022

6. INVESTMENT INCOME

Unrestricted
Funds
2022
Restricted
Funds
2022
£
£
Interest receivable
1,526
-		 Total
Funds
2022
Unrestricted
Funds
2021
Restricted
Funds
2021
£
£
£
1,526
328
-		 Total
Funds
2021
£
328

7. CHARITABLE ACTIVITIES

Group and Charity
Unrestricted
Funds
2022
£
Fundraising
-
Doorstep Sport
7,772
Work Readiness &
Apprenticeships
-
Widening
Participation
-
Health
-
Community Safety
Holiday Programmes
-
Coronavirus Job
Retention Scheme
-
Governance
-
7,772		 Restricted
Funds
2022
£
218,414
2,582,902
406,241
119,680
463,799
575,378
3,829,620
8,041
98,412
8,302,487		 Total
Funds
2022
Unrestricted
Funds
2021
£
£
218,414
-
2,590,674
-
406,241
-
119,680
-
463,799
-
575,378
-
3,829,620
-
8,041
-
98,412
-
8,310,259
-		 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
£
215,721
2,588,382
179,456
211,245
339,208
589,484
1,588,191
142,169
70,950
5,924,806

Included in income for charitable activities is a total of £6,815,857 (2021: £4,801,532) 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.

Page: 38 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2022

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2022

8.1 RESOURCES EXPENDED

a. Bid writing and Raising Funds

Unrestricted Funds
Restricted
Fundraising
2022
Trading
Activities
2022
Total
2022
Fundraising
2022
£
£
£
Direct expenditure
-
Staff costs
9,601
135,310
144,911
200,688
-
Travel & Subsistence
-
8,478
8,478
3,349
-
Other Project Costs
30,000
92,226
122,226
-
-
Premises & Office Costs
-
4,399
4,399
-
-
PR & Marketing
-
-
-
-
Support costs
-
Central staff costs
1,299
27,220
28,519
9,876
-
Central travel costs
-
337
337
169
-
Premises & office costs
1,131
9,942
11,073
2,597
-
PR & marketing
196
495
691
784
-
Staff recruitment/training
159
636
795
951
42,386
279,043
321,429
218,414		 Total
Funds
2022
£
345,599

11,827
122,226
4,399

-

38,395

506

13,670

1,475

1,746

539,843		 Total
Funds
2021
£
261,048
-
74,304
2,699
-
28,677
15
13,346
1,328
1,279

328,716

b. Charitable Activities

Unrestricted
Doorstep
Sport
2022
£
Direct Costs
-
Staff costs
-
-
Travel & Subsistence
-
-
Other Project Costs
5,540
-
Premises & Office Costs
-
-
PR & marketing
-
Support Costs
-
Central staff costs
468
-
Central travel costs
-
-
Premises & office costs
73
-
PR & marketing
52
6,133		 Total
Funds
2022
£
-
-
5,540
-
-
468
-
73
52
6,133		 Total
Funds
2021
£
-
-
(1,497)
167
-
-
-
-
-
(1,330)

Page: 39

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2022

8.2 RESTRICTED FUNDS

Doorstep Sport
Work Readiness &
Apprenticeship
Programmes
Widening
Participation
Health
Community
Safety
Holiday
Programmes
Governance
Total
2022
£
£
£
£
£
£
£
£
Costs Related Directly to Activities
Staff Costs
1,584,612
25,742
38,819
55,678
219,316
706,379
34,640
2,665,186
Regional Network Support
215,627
9,860
14,080
74,725
60,715
321,186
-
696,193
Travel & Subsistence
55,158
-
1,256
6,389
7,220
22,200
3,012
95,235
Grants to Delivery Organisations
417,260
158,606
19,678
239,499
187,623
1,408,296
-
2,430,962
Other Project Costs
104,445
54,608
21,817
60,233
23,896
651,805
3,960
920,764
Premises & Office Costs
25,041
60
1,268
6,255
2,349
30,154
2,604
67,731
PR & Marketing
11,000
-
781
1,050
-
90,245
-
103,076
Insight
2,666
-
-
4,650
-
-
-
7,316
Monitoring & Evaluation
28,213
-
180
6,450
16,667
48,475
-
99,985
Trustee Recruitment & Devt
-
-
-
-
-
-
15,057
15,057
Audit Fees
-
-
-
-
-
-
19,020
19,020
2,444,022
248,876
97,879
454,929
517,786
3,278,740
78,293
7,120,525
Support Costs
Central Staff Costs
Time
198,192
25,369
28,026
28,026
34,230
191,337
17,097
522,277
Central Travel & Subsistence
Time
3,711
843
843
843
843
8,434
843
16,360
Premises & Office Costs
Staff
98,736
15,414
14,662
9,824
11,162
58,232
2,178
210,208
PR & Marketing
Activity
20,023
1,959
1,959
1,959
1,959
9,795
-
37,654
Staff Recruitment & Dev
Staff
15,752
1,590
1,584
1,590
1,590
7,951
-
30,057
336,414
45,175
47,074
42,242
49,784
275,749
20,118
816,556
2,780,436
294,051
144,953
497,171
567,570
3,554,489
98,411
7,937,081		 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

Page: 40 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2022

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2022

9. SUPPORT COSTS

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		 Fundraising
Doorstep
Sport
Work
Readiness&
Apprenticeship
Programmes
Widening
Participation
Health
Community
Safety
Holiday
Programmes
Governance
£
£
£
£
£
£
£
£
9,876
198,192
25,369
28,026
28,026
34,230
191,337
17,097
169
3,711
843
843
843
843
8,434
843
2,597
98,736
15,414
14,662
9,824
11,162
58,232
2,178
784
20,023
1,959
1,959
1,959
1,959
9,795
-
951
15,752
1,590
1,584
1,590
1,590
7,951
-		 Restricted
Total
2022
Restricted
Total
2021
£
£
532,153
452,595
16,529
485
212,805
202,263
38,438
34,322
31,008
21,862
14,377
336,414
45,175
47,074
42,242
49,784
275,749
20,118		 830,933
711,527
Fundraising
Doorstep
Sport
Trading
Activities
Unrestricted
Total
2022
Unrestricted
Total
2021
£
£
£
£
£
1,299
468
27,220
28,987
20,015
-
-
337
337
10
1,131
73
9,942
11,146
10,806
196
52
495
743
649
159
-
636
795
582
2,785
593
38,630
42,008
32,062		 Total
2022
Total
2021
£
£
561,140
472,610
16,866
495
223,951
213,069
39,181
34,971
31,803
22,444
872,941
743,589

Page: 41

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2022

10. ANALYSIS OF GRANTS

Included within expenditure above are grants as follows:

Activity:
- Doorstep Sports Clubs
- Widening Participation
- Health
- Community Safety
- Work Readiness & Apprenticeships
- Holiday Programmes – Fit & Fed schemes
Total of grants given out
Support costs in relation to the grant making activities		 2022
£
406,001
19,678
245,128
187,623
158,607
1,413,925
2,430,962
161,571
2,592,533		 2021
£
842,712
11,600
179,174
210,961
963,866
2,208,313
170,538
2,378,851

All grants were made to institutions and there were no material grants awarded to institutions in the year ended 31 March 2022 or in the year ended 31 March 2021.

11. NET INCOME/EXPENDITURE FOR THE YEAR

This is stated after charging:
Depreciation and other amounts written off tangible fixed assets
Loss on disposal of tangible fixed assets
Auditors remuneration
- Audit fees
- Non audit services		 2022
£
12,838
101
19,020
630
32,589		 2021
£
9,083
-
22,740
594
32,417

12.1 STAFF COSTS

Employment costs:
Wages and salaries
Social security costs
Pension costs		 2022
£
2,957,686
310,723
185,917
3,454,326		 2021
£
2,082,215
206,071
135,492
2,423,778

Included in the £2,957,686 costs are non-statutory/non-contractual severance payments, totaling £6,000 (2021: £5,872).

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

2022 2021
No. No.
£60,001 to £70,000 5 4
£70,001 to £80,000 6 2
£80,001 to £90,000 2 1
£90,001 to £100,000 - -
£100,001 to £110,000 1 -

Page: 42 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2022

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2022

12.2 NUMBER OF EMPLOYEES

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

2022 2021
No. No.
Fundraising 7 6
Trading Activities 5 3
Doorstep Sport Clubs 28 30
Work Readiness & Apprenticeship/Kickstart Programmes 2 5
Widening Participation 3 4
Health 3 2
Community Safety 10 4
Holiday Programmes 16 3
Governance 1 1
75 58

12.3 TRUSTEES’ EMOLUMENTS

The trustees are entitled to reclaim reasonable out of pocket expenses. During the period seven (2021: one) trustee reclaimed £1,150 (2021: £79) 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.

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 3 . The total amount of employee benefits (including employer pension contributions) received by key management personnel for their services to the charity was £674,774 (2021: £494,826).

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 2022
2021
£
£
185,917
135,492

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

Three employees (who received emoluments of over £80,000) received total contributions of £15,732 towards pension costs (2021: one employee received contributions of £4,842). The expense has been recognised within direct and support costs and the split between restricted and unrestricted funds is £13,464 (2021: £4,451) and £2,268 (2021: £291) respectively. An amount of £nil (2021: £346) was outstanding as at 31 March 2022.

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: 43

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2022

15. TANGIBLE FIXED ASSETS

Group & Charity

Fixtures,
fittings and
equipment
Computer
Equipment
£
£
Cost
At 1 April 2021
19,321
52,782
Additions
18,767
Disposals
-
(561)
At 31 March 2022
19,321
70,988
Depreciation
At 1 April 2021
19,238
37,148
Charge for the Year
83
12,755
Disposals
-
(315)
At 31 March 2022
19,321
49,588
Net book value
At 31 March 2022
-
21,400
At 31 March 2021
83
15,634
Total
£
72,103
18,767
(561)
90,309
56,386
12,838
(315)
68,909
21,400
15,717




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.

17. DEBTORS



Due within one year:-
Trade debtors
Other debtors

Prepayments and accrued income

Doorstep Sport Trading Ltd


 Group
2022
£
697,780
17,195
467,778
-
1,182,753		 Group
2021
£
292,358
10,480
201,319
-
504,157		 Charity
2022
£
697,780
17,195
467,778
1,614
1,184,367		 Charity
2021
£
292,358
10,480
201,319
1,025
505,182

Page: 44 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2022

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2022

18. CREDITORS: Amounts falling due within one year

Group
2022
£
Due within one year:-
Trade creditors
602,494
Other taxes and social security
158,994
Other creditors
433,443
Accruals and deferred income
Bank loans and overdrafts (see note 20)
390,612
-
1,585,543
DEFERRED INCOME
Deferred income at 1 April 2021
Released from previous years
Resources deferred in the year
Deferred income at 31 March 2022
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
£
462,406
81,741
8,896
349,837
6,312
909,192		 Charity
2022
£
600,994
158,994
433,443
387,983
-
1,581,414
Group
2022
£
83,610
(65,255)

106,693
125,048
125,048
-
125,048		 Charity
2021
£
459,531
81,741
8,896
329,937
6,312
886,417
Group
2021
£
112,636
(69,316)
40,290
83,610
66,110
17,500
83,610

19. CREDITORS: Amounts falling due after one year

Group
2022
£
Due within one year:-
Bank loans and overdrafts (see note 20)
-
-		 Group
2021
Charity
2022
£
£
43,488
-
43,488
-		 Charity
2021
£
43,488
43,488

Page: 45

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2022

20. BANK LOANS

Group
2022
£
Amounts are due:
Within one year
-
Between one and two years
-
Between two and five years
-
Over five years
-

-		 Group
2021
Charity
2022
£
£
6,312
-
9,666
-
30,491
-
3,531
-

50,000
-		 Charity
2021
£
6,312
9,666
30,491
3,531
50,000

A £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 was 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
2022
£
3,767,830
3,767,830
1,460,493
1,460,493		 Group
2021
£
3,111,646
3,111,646
869,269
869,269		 Charity
2022
£
3,743,427
3,743,427
1,456,364
1,456,364		 Charity
2021
£
3,086,653
3,086,653
863,995
863,995

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.

Page: 46 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2022

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2022

22. ANALYSIS OF CHARITABLE FUNDS

Analysis of movements in restricted and unrestricted funds

General fund
Investment reserve
Sport England Doorstep
Sport Programme
Sport England Community
Emergency Fund
Community Sport Wales
Family Engagement
Project
Kickstart Scheme
Holiday Activity and Food
- Birmingham
Holiday Activity and Food
– Newcastle upon Tyne
Holiday Activity and Food
– Other Programmes
Fit and Fed Summer
Peer Research and Social
Action Network
Places for People
Supporting Violence
Reduction West Midlands
Supporting Violence
Reduction Greater
Manchester
Sports Diversion Pilot
Kent Safer Through Sport
Gen22 Volunteering
Assignments
Chance to Shine Street
Programme
London Marathon
Charitable Trust
Volunteer Support
Programme
Other Funds		 Balance
1 April
2021
£
752,516
246,833
373,412
15,323
71,689
15,278
-
-
60,529
7,295
110,420
-
-
-
36,280
84,007
-
-
19,845
56,205
31,051
366,409
2,247,092		 Incoming
resources
£
564,284
-
2,100,000
250,000
592,100
121,888
237,582
1,822,927
1,387,664
371,930
170,500
163,579
75,130
99,711
104,166
57,500
62,500
99,990
30,263
-
24,300
530,757
8,866,771		 Resources
expended

£
(297,562)
(30,000)
(2,421,199)
(245,408)
(468,607)
(137,166)
(225,382)
(1,675,949)
(1,329,247)
(273,771)
(160,420)
(111,638)
(17,399)
(70,459)
(129,848)
(78,062)
(32,804)
-
(28,200)
(43,025)
(44,351)
(662,560)
(8,483,057)
Transfers
£
(114,372)
114,372
-		 Funds
31 March
2022
£
904,866
331,205
52,213
19,915
195,182
-
12,200
146,978
118,946
105,454
120,500
51,941
57,731
29,252
10,598
63,445
29,696
99,990
21,908
13,180
11,000
234,606
2,630,806

The designated reserve represents funds for future investment.

Page: 47

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2022

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. Investment reserve Designated fund available to pump prime new or existing activity as required. Plans for use of the reserve are brought before the Board on a regular basis.

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

Sport England Doorstep Sport Lottery grant to increase sports participation amongst 14-25 year Programme olds in areas of high deprivation. Sport England Community Grant to provide urgent funding to organisations, including local Emergency Fund sports clubs, whose operations have been challenged by the impact of UK government restrictions to manage the spread of the Coronavirus pandemic. Community Sport Wales Lottery funds from Sport Wales to increase the frequency of regular participation in sport, providing support to those where barriers to regular participation exist. This year includes additional funding for ‘Winter of Wellbeing’ and Capital programmes. 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.

Kickstart Scheme The Kickstart Scheme provides funding to employers to create jobs for 16 to 24 year olds on Universal Credit.

Holiday Activity & Food - Birmingham

DfE funding from Birmingham City Council for delivery of the programme to develop free holiday provision for disadvantaged children across the City for the 2021 summer and Christmas holidays. This 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 Activity & Food – DfE funding from Newcastle City Council to continue the programme Newcastle upon Tyne targeted at children eligible for free school meals in the area. It involved providing meals, enriching activities and food preparation to cover the Easter, Summer and Christmas Holidays.

Holiday Activity & Food – Other DfE funding received from several Councils to provide support to Programmes their individual programmes to ensure free holiday club provision is available for all children in receipt of free school meals in their areas. The areas covered were Lancashire, Tameside, Stockport, Derbyshire, Hull, East Riding, Haringey, Tower Hamlets and Medway.

Fit & Fed Summer Grants from The Pears Family Charitable Foundation to develop and deliver Fit & Fed projects in the summer of 2021 in London, Newcastle and Wales. A further grant has been received and is carried forward for use in the summer of 2022.

Peer Research and Social Grant from the Youth Endowment Fund Charitable Trust to be the Action Network programme delivery partner for the East and West Midlands region.

Page: 48 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2022

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2022

22. ANALYSIS OF CHARITABLE FUNDS (continued)

Name of unrestricted fund Description, nature and purposes of the fund

Places for People National programme across 13 local authority areas to help build resilience, skills for life and community connectivity among the young people living in these neighbourhoods. Supporting Violence Reduction Funding from the West Midlands Police & Crime Commissioner to West Midlands provide a Sport Impact Manager and a Violence Reduction and Sports Coordinator to support sport based early intervention approaches by local organisations. Additional funding was also provided for related Sports Consultancy Work. 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. 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. Kent Safer Through Sport Grant from Salus to fund programme aimed to utilise the power of Doorstep Sport & physical activity to build pro-social identities in young people for they make more positive life decisions to stay away from youth crime and youth violence in some of the most underserved districts in North Kent & Medway. Gen22 Volunteering Funding from Birmingham Organising Committee for the Assignments Commonwealth Games 2022 Ltd to support 100 young people across the West Midlands to complete high quality local social action assignments. 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. Grant to expand the Doorstep Sport programme for 2,000 12-20 London Marathon Charitable year olds in Newcastle, Liverpool and Merthyr Tydfil new cluster Trust areas. Volunteer Support Programme Continuation of the grant from The City Bridge Trust to fund a project field worker for a volunteer management support programme for Doorstep Sport organisations across London.

23. ANALYSIS OF NET ASSETS BETWEEN FUNDS



Fund balances at 31 March 2022 as represented by:
Tangible fixed assets
Current assets
Current liabilities		 Restricted
funds
£
-
1,394,735
-
1,394,735		 Unrestricted
funds
£
21,400
2,796,085
(1,581,414)
1,236,071		 Total
funds
£
21,400
4,190,820
(1,581,414)
2,630,806

Page: 49

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2022

23. ANALYSIS OF NET ASSETS BETWEEN FUNDS (continued)

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

24. INCOME RECEIVED FROM PUBLIC INVESTORS

Revenue grants
Per column heading title
Department for Education
Department for Work and
Pensions
West Midlands PCC
Devon and Cornwall PCC
Birmingham Organising
Committee - CWG 2022
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
£
2,350,000
2,350,000
1,660,063
219,546
50,859
260,918
152,483
2,666
28,213
291,859
2,666,607
(316,607)		 Local
authority
£
629,035
629,035
50,551
121,372
2,079
64,106
57,756
-
17,267
52,578
365,709
263,326		 Other
public
sector
income
£
131,448
3,210,591
237,582

99,711
57,500
99,990
3,836,822
754,801
219,333
27,473
1,583,398
732,586
-
48,475
260,450
3,626,516
210,306		 Non-
public
income
£
1,494,402

115,934
439,052
1,526
2,050,914
562,388
135,941
26,696
522,319
298,147
4,650
6,030
268,054
1,824,225
226,689		 Total
income
£
4,604,885
3,210,591
237,582
99,711
57,500
99,990
115,934
439,052
1,526
8,866,771
3,027,803
696,192
107,107
2,430,741
1,240,972
7,316
99,985
872,941
8,483,057
383,714

Page: 50 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2022

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2022

24. INCOME RECEIVED FROM PUBLIC INVESTORS (continued)

Movement on reserves
Reserves brought forward
at 1 April 2021
Net income/(expenditure) for
the year per above
Transfers
Reserves carried forward
at 31 March 2022		 Sport
England
£
388,735
(316,607)
-
72,128		 Local
authority
£
115,208
263,326
-
378,534		 Other
public
sector
income
£
204,341
210,306
-
414,647		 Non-
public
income
£
1,538,808
226,689
-
1,765,497		 Total
£
2,247,092
383,714
2,630,806

25. RELATED PARTY TRANSACTIONS

In the year to 31 March 2022 the following transactions took place between the charity and its wholly owned subsidiary Doorstep Sport Trading Ltd:

There were no other transactions with related parties during the year ended 31 March 2022.

26. LEASE COMMITMENTS


Minimum lease payments due:
Within one year
Between two and five years
In over five years		 Land and buildings
2022
2021
£
£
41,162
44,762
163,978
13,665
10,249
-
215,389
58,427		 Other
2022
2021
£
£
-
-
-
-
-
-
-
-		 Other
2022
2021
£
£
-
-
-
-
-
-
-
-
-

Lease payments recognised as an expense in the year amounted to £46,610 (2021: £60,773).

Page: 51

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2022

27. CASH FLOWS FROM INVESTING ACTIVITIES

27.
CASH FLOWS FROM INVESTING ACTIVITIES



Returns on investments and servicing of finance
Purchase of tangible fixed assets
Proceeds from the sale of tangible
fixed assets
28.
CASH FLOWS FROM INVESTING ACTIVITIES



Net borrowing from bank loan
29.
COMPANY LIMITED BY GUARANTEE		 Group
2022
£
1,526
(18,767)
145
(17,096)
Group
2022
£
-
-		 Group
2021
£

328
(5,589)
-
(5,261)
Group
2021
£

50,000
50,000		 Charity
2022
£
1,526
(18,767)
145
(17,096)
Charity
2022
£
-
-		 Charity
2021
£
328
(5,589)
-
(5,261)
Charity
2021
£
50,000
50,000

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 2022

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2022

30. STATEMENT OF FINANCIAL ACTIVITIES – PRIOR YEAR

Unrestricted
Funds
Restricted
Funds
2021
2021
£
£
INCOME
Donations and legacies
109,071
-
Other trading activities
217,118
-
Investment income
328
-
Charitable activities
-
5,924,806
_
___
TOTAL INCOME
326,517
5,924,806

RESOURCES EXPENDED
Bid writing and raising funds
11,555
215,721
Trading activities
155,440
-
Charitable activities
(1,330)
5,565,610
_
__
TOTAL RESOURCES EXPENDED
165,665
5,781,331

NET INCOMING RESOURCES BEFORE
TRANSFERS
160,852
143,475
Transfers
(8,014)
8,014
_
__
NET MOVEMENT IN FUNDS
152,838
151,489
TOTAL FUNDS AT 1 APRIL 2019
846,511
1,096,254
_
__
TOTAL FUNDS AT 31 MARCH 2020
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

Page: 53

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2022

31.1 RESOURCES EXPENDED – PRIOR YEAR

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
-
-
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: 54 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2022

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2022

31.2 RESTRICTED FUNDS – PRIOR YEAR



Doorstep Sport
Work Readiness &
Apprenticeship
Programmes
Widening
Participation
Health
Community
Safety
Holiday
Programmes
Governance
Total
2021
£
£
£
£
£
£
£
£
Costs Related Directly to Activities
Staff Costs
1,129,853
49,788
93,091
71,687
202,230
135,076
30,028
1,711,753
Regional Network Support
211,498
160
33,616
44,677
65,881
38,447
-
394,279
Travel & Subsistence
686
669
-
810
334
7,134
155
9,788
Grants to Delivery
Organisations
842,712
-
11,600
179,174
210,961
963,866
-
2,208,313
Other Project Costs
108,278
56,204
13,703
8,501
(18,938)
143,131
3,996
314,875
Premises & Office Costs
23,175
1,846
7,736
4,826
5,862
38,547
-
81,992
PR & Marketing
12,000
-
1,000
-
0
-
-
13,000
Research Work
18,266
-
1,800
-
20,100
-
-
40,166
Monitoring & Evaluation
54,680
-
1,000
3,300
12,600
-
-
71,580
Trustee Recruitment & Devt
-
-
-
-
-
-
-
-
Audit Fees
-
-
-
-
-
-
20,940
20,940
2,401,148
108,667
163,546
312,975
499,030
1,326,201
55,119
4,866,686
Support Costs
Central Staff Costs
Time
205,979
45,725
22,728
22,728
39,711
93,368
13,694
443,933
Central Travel & Subsistence
Time
326
49
25
25
25
25
5
480
Premises & Office Costs
Staff
116,290
17,078
12,831
9,132
21,130
21,130
2,132
199,723
PR & Marketing
Activity
21,382
1,749
1,749
1,749
3,497
3,497
-
33,623
Staff Recruitment & Devt
Staff
13,264
1,122
1,169
1,122
2,244
2,244
-
21,165
357,241
65,723
38,502
34,756
66,607
120,264
15,831
698,924
2,758,389
174,390
202,048
347,731
565,637
1,446,465
70,950
5,565,610		 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

Page: 55

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2022

32. SUPPORT COSTS – PRIOR YEAR

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		 Fundraising
Doorstep
Sport
Work
Readiness&
Apprenticeship
Programmes
Widening
Participation
Health
Community
Safety
Holiday
Programmes
Governance
£
£
£
£
£
£
£
£
8,662
205,979
45,725
22,728
22,728
39,711
93,368
13,694
5
326
49
25
25
25
25
5
2,540
116,290
17,078
12,831
9,132
21,130
21,130
2,132
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
-		 Restricted
Total
2021
Restricted
Total
2020
£
£
452,595
453,211
485
40,797
202,263
203,499
34,322
30,471
21,862
51,162
12,603
357,241
65,723
38,502
34,756
66,607
120,264
15,831		 711,527
779,140
Fundraising
Doorstep
Sport
Trading
Activities
Unrestricted
Total
2021
Unrestricted
Total
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		 Total
2021
Total
2020
£
£
472,610
528,744
495
43,401
213,069
236,769
34,971
32,905
22,444
55,013
743,589
896,832

Page: 56 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2022

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