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2023-03-31-accounts

StreetGames UK TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

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

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 2023 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 2023

Legal and Administrative Information

COMPANY REGISTRATION NUMBER

EXECUTIVE MANAGEMENT TEAM

5384487

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

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

SECRETARY

Dawn Cole

CHIEF EXECUTIVE

Mark Lawrie

AUDITORS

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

LEGAL ADVISORS

Withers LLP 20 Old Bailey London EC4M 7AN

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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We believe that access to sport and its benefits are a right and not a privilege. But access to sport and physical activity opportunities are not equal for everyone. If you grow up in a low-income, underserved community your opportunities to play sport and be active are either limited or non-existent. To bridge this opportunity gap, we work closely with partners to unlock the multiple benefits that playing sport and being active bring to children and young people living in underserved communities.

The intensifying cost of living crises, coupled with the long tail of impact of the Coronavirus pandemic and lockdown measures are only exacerbating that opportunity gap. Many families are struggling to put food on the table, meaning that paid for sport and physical activity has to fall down their priority list. That is why StreetGames’ model of free-to-access, local Doorstep Sport is more important than ever. It gives young people in underserved communities somewhere to go, something to do, someone to trust and increasingly, something to eat.

This past year has also showcased the remarkable tenacity, dedication, and importance of Locally Trusted Organisations (LTOs) within the StreetGames network. These organisations continue to be the unsung champions in the struggle to uplift local communities, their unwavering efforts have been channelled into supporting young individuals and their families within the hardest-hit neighbourhoods.

Many of these organisations provide essential support and guidance amid the crisis, working tirelessly to keep their doors open to children and young people to provide sport and physical activity and much-needed wraparound support. These organisations possess an intimate understanding of their communities, with the capability to deliver tailored help where it’s most needed. Throughout these trying times, StreetGames has stood resolutely alongside these extraordinary organisations, we are proud to be the ‘people besides the people’ and will continue providing support to continue their important work.

Safeguarding these Locally Trusted Organisations is central to our mission. Through the ongoing implementation of our long-term strategy and vision, StreetGames remains committed to diversifying our funding avenues, expanding our network, and further building on the fantastic work to sustain our mission to continue to make young people’s lives healthier, safer and more successful.

I extend my gratitude to all StreetGames staff, volunteers, and trustees for their tireless dedication, support, and adaptability over the past year. Whilst we are proud of the many things we have achieved in the past and extremely grateful to the partners and funders who have supported our work, we are not satisfied.

There is much more to do to ensure that every young person living in a low-income, underserved neighbourhood can access the right sporting offer for their needs: year-round, life-enhancing Doorstep Sport.

We look forward to working with new and existing partners to transform young lives through sport.

John Cove Chair, StreetGames UK

Page: 4 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2023

Strategic Report: Annual Review

Introduction

Since 2007, StreetGames has been working with community organisations across the UK to tackle inequalities and transform young people’s lives through sport.

Our network now totals over 1,600 local community organisations – from sports clubs and community groups to housing associations, leisure trusts and local authorities. These organisations 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. And StreetGames is uniquely placed to support these organisations in that mission, by providing training, tailored advice/support, new insight, opportunities to connect and funding to give community organisations the tools they need to strengthen communities and transform lives through the power of sport. We are the people beside the people who change lives and communities.

Headline Data – 2022-23

StreetGames support to community organisations and young people over the past year has included:

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Doorstep Sport

Doorstep Sport is the beating heart of StreetGames. It is our tried and tested methodology for engaging disadvantaged young people in sport, ensuring that physical activity is delivered in a way that is enjoyable and accessible to young people in the communities we serve. 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 activities 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 impacts in the communities our network serves, including: combating holiday hunger, preventing re-offending, and improving mental health and wellbeing.

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

Page: 6 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2023

Closing the Inequality Gap MIND THE for children and young people GAP through Doorstep Sport

StreetGames core mission is to ‘transform the lives of young people living in low-income, underserved communities through sport and physical activity’. We know that access to sport and physical activity is not equal. This inequality of opportunity is clearly reflected in stubbornly lower levels of participation by children and young people living in low-income, underserved communities. There is no lack of demand for sport and physical activity among children and young people in these communities – the right sporting offer is too often absent. These are the children and young people with most to gain from the benefits of sport and physical activity.

StreetGames-led interventions have enabled thousands of young people living in low-income communities to take part in sport and physical activity within their local community over the past year.

Together Fund

By successfully securing over £200,000 of funding from Sport England’s Together Fund, StreetGames has been able to distribute funding to over 60 LTOs in the network. This in turn, has enabled them to deliver doorstep sport activities for thousands of young people in low-income communities:

StreetGames also provided support and guidance to help LTOs provide their young people with opportunities to celebrate, get involved and feel the ‘ripple effect’ of the major sporting events taking place in the UK during 2022, through provision of: funding to energise local ‘doorstep sport’ delivery, Multi-Sport Activator training for coaches and volunteers, kit and equipment bags to enable LTOs to deliver a range of activities linked to major sporting events and as well as providing tickets (See #Inspiration section).

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Summer of Fun

Through funding from the Welsh Government, StreetGames’ Summer of Fun project funded 22 community organisations to deliver high quality Doorstep Sport to young people living in underserved communities in Wales. The activities engaging over 1,600 young people and the funding also enabled StreetGames to host a range of fully funded training opportunities for the LTO network in Wales:

Valley Gymnastics Association (VGA) – for whom, the Summer of Fun funding provided vital resource to sustain provision that had been met with a huge demand of over 40 young people per session. Building on the Winter of Wellbeing approach, VGA embedded youth consultation into this offer, resulting in the young people having accessed a variety of activities including free running, skateboarding, golf, tennis and hula/circus skills. The Doorstep Sport clubs in Caerphilly and St Tydfils enabled young people to be more active, socialise with others and get out of the house after school. The project leader at VGA believed the young people valued the opportunity to try new things and described the feedback they had received as ‘outstanding’. VGA said ‘in terms of learning, these sessions have reinforced the style of delivery and the inclusion of food. We have applied this learning across the organisation and have included free drinks and snacks as far as we possibly can’. They plan to continue their Doorstep Sport sessions and build upon what they have already learnt.

World Cup Partner Support Fund

To celebrate the achievement of Wales qualifying for their first Men’s Football World Cup in 64 years, the Welsh Government made a total of £1.8m available for organisations to support their core objectives for Wales’ participation in the event. These included the promotion of Wales, projecting Wales’ values, and securing a positive and lasting legacy for years to come.

StreetGames successfully attracted £165,000 from this fund, which in turn, enabled us to fund 28 community organisations across Wales to deliver football-led Doorstep Sport activities for young people living in underserved communities. This included six organisations delivering fully inclusive sessions for young people with additional needs.

These 28 organisations delivered weekly sessions to 4,076 young people and have included a range of cultural and educational elements, shining a light on the history of Welsh football, as well as providing the opportunity for young people to learn about footballing history and culture in other participating Men’s World Cup teams:

Treharris Boys & Girls Club set up a girls only social football sessions, that were planned by the young people themselves. The girls planned fun and interactive sessions and incorporated the theme of Wales through singing the national anthem and Yma o Hyd at the beginning of sessions. The sessions were fully inclusive and attracted new members to the club, including those from the LGBTQ+ community who are now volunteering at the club and encouraging more young people to join.

Page: 8 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2023

#Inspiration 2022

StreetGames developed the #Inspiration2022 campaign to help connect young people from underserved communities to the wide range of major sporting events taking place on home soil throughout 2022. With events such as the Commonwealth Games, Women’s Euros and the Rugby League World Cup - we wanted to make sure that a sporting ripple effect was felt by everybody, especially those in underserved communities who experience multiple barriers to accessing sport - not just in terms of participation, but also in terms of being able to spectate at elite sporting events.

Our #Inspiration 2022 campaign included providing support to LTOs in the network to deliver activities linked to those taking place at elite levels, through provision of kit, equipment and training as well as opportunities to spectate at events and attend a Summer Camp in Birmingham linked to the Commonwealth Games (see Camp Birmingham section below). In doing so, #Inspiration 2022 enabled more young people from underserved communities to:

It also provided LTOs with new equipment, resources, training and activation ideas that can continue to be used in the delivery of local doorstep sport beyond 2022.

SERVES

Through a partnership with the LTA, our work on the LTA SERVES programme has engaged 190 community venues, dedicated to bringing tennis to their local communities across England and Wales, ensuring that children and young people who might have otherwise missed out can actively participate in tennis.

In the past year, our achievements have extended to affording more than 150 young people and Activators from over 25 Locally Trusted Organisations (LTOs) a unique opportunity. They experienced live tennis events, including illustrious occasions like Wimbledon, for the very first time. Additionally, the partnership has equipped 60 venues participating in the Holiday Activity and Food (HAF) initiative with SERVES equipment bags, enabling them to incorporate tennis into their HAF offer and complemented by localised festivals designed to enhance and celebrate these dynamic activities.

Our work also involves contributing to elements of the LTA’s ‘Breaking Down Barriers – For Underserved Lower Socio-Economic Groups’ Plan. This collaborative effort includes initiatives such as the development of tennis-focused ‘community hubs’ and the creation of a tennis community safety framework.

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Chance to Shine

In 2022/23 StreetGames continued to build upon a successful four-year partnership with Chance to Shine (CtS) to bring cricket opportunities to young people living in underserved communities.

StreetGames is the only National delivery partner of Chance to Shine and the only non-county cricket board who deliver the Street programme.

Through investment from CtS, we have been able to invest in and support 17 projects across 15 LTOs who collectively delivered 488 streetcricket sessions over the 12-month period engaging over 1,000 young people, many of whom had never played cricket before.

The cricket sessions have proven incredibly popular amongst young people, attracting both male and female participants. The partnership between StreetGames and CtS is having a positive impact on the ground by providing fun, affordable streetcricket sessions on a weekly basis.

StreetGames has also been involved in upskilling CtS coaches who operate within the County Cricket Board structure by providing a series of three-hour training workshops, including: Working with Young People from Underserved Communities, Engaging Women and Girls and Addressing Challenging Behaviour; contributing to a more knowledgeable and skilled workforce.

Page: 10 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2023

How Doorstep Sport can deliver wider social outcomes

MIND THE GAP

Healthier

Playing sport and being physically active has many benefits for our physical and mental health. People who exercise regularly have a lower risk of many major illnesses, including heart disease, stroke, and cancer. Being physically active can also improve mood, reduce stress and decrease the chance of depression and anxiety.

Through our core Doorstep Sport approach, innovative, sector-leading programmes and interventions, and strategic partnership working, StreetGames is committed to breaking down barriers and helping more young people to lead healthier, happier lives.

Holiday Activities and Food (HAF) programme

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

To help combat such issues, the DfE launched the Holiday Activities and Food (HAF) programme to support to children in receipt of free school meals through holiday periods.

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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:

StreetGames also provides dedicated support to a number of local authorities, in the co-ordination of their HAF programmes, including in: Birmingham, Lancashire, Newcastle and Derbyshire:

The Birmingham Holiday Activities and Food (HAF) programme, known locally as ‘Bring it on Brum!’, is designed to address the ‘holiday experience gap’ for children and young people from low-income households. It is the largest HAF programme in the country.

The programme is co-delivered by StreetGames on behalf of Birmingham City Council alongside trusted, local organisations (e.g. schools, community organisations etc.) and delivers a range of activities across the six-week school summer holiday. Over the past year, the Bring it on Brum! programme reached over 52,000 young people and delivered over 252,000 attendances, serving up meals to children and young people across the city as well as providing a wide range of fun, physical activities. These accomplishments were delivered by a citywide network of 386 holiday clubs operating in the heart of local neighbourhoods and staffed by fantastic local coaches and volunteers.

Research undertaken by Northumbria University calculated, that the Social Return on Investment for the Bring It On Brum! programme was £479.28 per child, while for every child deterred from participating in antisocial behaviour and associated crime, there is an approximate investment return of £928.40. The study concluded that the programme ‘created opportunity for learning and development, decreased stress and financial burden for families and individuals, as well as have a profound lasting economic impact’.

Since June 2022 StreetGames has been working as the appointed Programme Management organisation to support Derbyshire County Council in delivering the programme and achieving high-quality outcomes for children and young people.

The programme spans a diverse network of local delivery partners and food suppliers, including: Derbyshire County Council and associated district and borough council services, Rural Action Derbyshire, schools, out-of-school settings providers, the community and voluntary sector and commercial operators and caterers. Together they were commissioned to deliver It’s About Me throughout 2022 and were offered training and support to ensure they delivered to our quality and sustainability standards. Derbyshire’s Holiday Activities and Food (HAF) programme – with a campaign name of ‘It’s About Me’ – is one of the largest and most ambitious programmes in England that seeks to address holiday hunger, inactivity and isolation amongst some of the most vulnerable children and young people in the county. During the year, the programme:

Page: 12 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2023

Yoga & Mindfulness

Over the past year, StreetGames together with Yoginis Yoga developed a yoga and mindfulness programme, which aimed to enable young women and girls aged between 13-25 years from low-income communities to experience a programme of yoga and mindfulness and in doing so, help them to:

The programme provided training for over 40 community coaches/leaders, whilst the programme itself included six weeks of 1-hour yoga and mindfulness sessions, together with an initial introduction session and a final celebration/evaluation session for young people. 12 organisations delivered the programme during 2022-23, engaging 220 young people – many of whom shared how positive the sessions had been on their well-being – helping them to relax and navigate stressful times.

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Safer

Sport is increasingly seen as having a role in prevention and early intervention work with young people at risk of or already involved in offending behaviour. Sport can:

The information below provides a selection of our work undertaken over the past year, which has a ‘safer’ focus.

Ministry of Justice: Youth Justice Sport Fund

In November 2022 the Ministry of Justice provided £5 million of funding to enhance positive outcomes for vulnerable young people at-risk of involvement in youth crime.

The Youth Justice Sports Fund (YJSF) programme, which was led by StreetGames in collaboration with the Sport for Development Coalition and Alliance of Sport distributed funding to 220 voluntary and community organisations to carry out targeted work, using sport and sport plus activities (such as: mentoring and opportunities to gain qualifications and volunteer), to support children and young people, aged 10-17, who were at risk of entering the criminal justice system.

The two goals of the programme were to:

In total, the programme engaged 7,862 young people and generated over 68,000 attendances. 1,002 participants had gained a new qualification by the end of the programme and young people’s engagement in activities also increased during the programme. The external evaluation of the programme highlighted that: “young people themselves as well as project staff have observed positive behaviours including increased self-control and less involvement in getting into trouble. It is also worth noting that a constant theme from the project feedback visits was that young people were engaged and respectful towards other young people and the staff at the sessions. This is significant when considering the high number of formal referrals from schools and other partners where young people were at risk of being excluded or who had been excluded as a result of disruptive behaviour”

The evaluation also shared how: “YJSF programme was delivered successfully despite being ambitious in its aims and timescales. The Consortium approach, and the support offered by StreetGames, were important drivers of this success in terms of developing and delivering a programme which both united and supported LTOs to mobilise quickly and effectively to engage some of the most vulnerable young people in sport and sport-plus projects” .

Bolton Violence Reduction Summer Engagement Programme

StreetGames was commissioned by the Community Safety Partnership to deliver Bolton’s Violence Reduction Summer Engagement Programme. Using a Doorstep Sport / child-first approach meant that vulnerable children and young people were able to develop pro-social behaviours.

Across the summer period over 175 hours of activities were provided, with an average of 29 hours per week which in total, engaged 300 vulnerable young people engaged in a wide range of sport and physical activity, in their local community.

Beth Warrington from Bolton Wanderers in the Community explains, ‘Being able to access funding like this is important for us to deliver sessions over the summer that allows us to engage with local young people who are lacking the structure of school or the support system that school offers.’

Page: 14 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2023

More Successful

Doorstep Sport also provides opportunities for young people to develop personally – through opportunities to try new sports and activities, improve skills, go to new places and meet new people.

In addition, some young people also 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.

Youth empowerment opportunities provided are designed so that young people develop key life and transferrable skills including independence, leadership, teamwork, communication, problem-solving and raising aspirations.

Gen 22

StreetGames was selected as the flagship Sport and Social Action provider for the Gen22 programme, a Birmingham 2022 Commonwealth Games Legacy programme supporting young people’s development and contribution to communities.

In partnership with 17 LTOs in the network, StreetGames supported 100 local young people – many of whom, had additional vulnerabilities and needs, including: a lack of confidence, being a young carer or young parent, or having a criminal record – to design and deliver social action projects linked to solving local issues – these included: planning and running community events, developing new doorstep sport sessions and leading community clean-up programmes.

The young volunteers collectively completed over 2,900 volunteer hours Participants benefited from new transferable skills, increased confidence and self-esteem, improved mental wellbeing, and access to ongoing local opportunities for volunteering and youth action.

Next Gen

StreetGames’ #NextGen programme helps develop young people into the leaders of tomorrow.

Rooted in 15 years of experience in ‘what works’ when encouraging disadvantaged young people to volunteer and get involved in local social action, #NextGen is designed to provide young people with the tools they need to make a lasting difference to their community, empowering them to make a difference in their local areas, whilst broadening their horizons beyond their neighbourhoods by working with and learning from young people in other areas across the country.

NextGen programmes are tailored to meet local needs, but typically include:

Over the past year, #NextGen programmes have taken part across a number of areas, including in: Sheffield, Bradford, London and Kent and supported hundreds of young people to grow and develop.

NextGen programmes also give young people the chance to participate national ambassador opportunities – representing StreetGames and their own communities. For example, over the past year, some young volunteers have gone on to address audiences in the Houses of Parliament, lead sessions in online conferences, and even represent StreetGames at the Royal Garden Party.

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Peer Action Collective (Peer Researchers)

Through funding from the Youth Endowment Fund, StreetGames led a Peer Action Collective in the East Midlands. The programme enabled StreetGames together with five LTOs, to support and train 12 young people to take on Peer Researcher roles within their local community to explore key issues related to youth crime and violence.

The Peer Researchers undertook research with 480 of their peers and then worked with 150 change makers to develop innovative and engaging social action projects aimed at addressing some of the issues identified by the research – including developing: Informative music videos, creating a photography and social media project, planning and running community engagement events and sports tournaments and cleaning and refurbishing a run-down multi-use games area.

Camp Birmingham

The 2022 StreetGames ran a Summer Camp at Blackwell Adventure Centre, Bromsgrove between Thursday 28th July - Monday 8th August 2022 to link with the Birmingham 2022 Commonwealth Games.

The event was designed and led by a team of 14 StreetGames Young Advisors who led activity at the camp, they were in turn supported by four ex-Young Advisors who joined as temporary staff for the fortnight to act as mentors to the new Young Advisors.

The Summer Camp provided a once-in-a-lifetime opportunity for 400 young people and LTO leaders to attend the Commonwealth Games in person and watch inspirational athletes perform. Alongside this, attendees met other young people from across the UK, experienced camping and challenged themselves with outdoor adventure activities. To support personal development, there was also the opportunity to take part in team activities and sports tournaments, where they learnt skills to support Doorstep Sport activities back in their local community.

Street Games Youth Summit

In October 2022, StreetGames hosted a Youth Summit for over 100 young people from across the Midlands at Edgbaston Stadium – providing opportunities to network, have their voices heard and develop new skills to shape their future.

Throughout the day, attendees took part in different facilitated activities, planned by a team of StreetGames Young Advisors, including discussing issues related to: the cost of living, wellbeing, belonging, social media, and participation in physical activity.

The day culminated in the StreetGames Inspiration 2022 National Awards, which lived up to the billing and really inspired the young people who attended the Youth Summit.

Page: 16 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2023

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Trustees’ Annual Report
for the Year Ended 31 March 2023
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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 2023. These are also prepared to meet the requirements for a directors’ report and accounts for Companies Act purposes. Information set out on pages 4-26 form part of this report.

TThe trustees review the aims, objectives and activities of the charity each year. This report (including the information set out on pages 4-26) 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 5-14).

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 across all of our programmes, but based on responses received from 19,405 participants across a variety of programmes during 2022/3, 34% came from ethnically diverse backgrounds, 5.6% had a disability and 33% were female. 63% of participants lived in the 30% most deprived areas (bottom 30% IMD).

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 as set out in the Equality Act 2010 from our Board, staff, partners and projects on a voluntary basis. We do this in order to accurately assess the make-up of the organisation and service and, where appropriate, to develop positive action programmes that target any under-represented groups to ensure representation that is reflective of the communities we serve. We expect to be held to account by our own staff and trustees as well as by critical friends and stakeholders.

The Board is committed to maintaining gender parity in terms of the number 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).

We remain committed to working with our external partners 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 so support effective and meaningful engagement with diverse communities. Our commitment to this work includes consulting with LTOs and young people through our design and engagement processes.

During 2021/2, we published our 2021-5 Equality, Diversity and Inclusion Strategy. Five goals have been agreed and each year progress against these goals is reviewed and an action plan for delivery of next steps agreed. The five goals are:

The charity is a company limited by guarantee, governed by its 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. 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 2023

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

The objectives of the Committee are to:

Fundraising Committee (Chaired by Victoria Hill)

Charity Governance Code and the Code for Sports Governance

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 of its investment in sport. StreetGames undertakes a regular self-assessment against the Code requirements and where gaps are identified, action is planned within the Governance Improvement Plan to ensure it continues to maintain the highest standards of governance.

The objectives of the Committee are to:

Stakeholder Engagement Strategy

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

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2022/23 2021/22 2020/21
Board Meetings 60% 77% 88%
Audit Commitee 75% 88% 63%
Finance Commitee 95% 77% 75%
Fundraising Commitee 73% 63% 69%
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The Board and Committees each undertake a regular selfevaluation of performance, the findings of which inform the organisation’s Governance Improvement Plan. In addition, Trustees are committed to a triennial external evaluation of Board effectiveness, to provide an independent perspective on Board performance. Such an external evaluation was undertaken during 2021-2 and the learning from this was delivered through StreetGames’ Governance 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).

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 variety of groups – staff, our network of LTOs, 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 within the following framework:

Provision of Information – providing factual information; sharing the outcome of a process; and/or providing information on opportunities to engage.

Consultation – gathering feedback from our stakeholders to help guide and shape our practise, check and challenge our own thinking and/or present us with new ideas. We listen with intent, so we can understand the concerns or aspirations of our stakeholders.

Involvement – involving our stakeholders ensures there is a common understanding of the issues StreetGames seeks to address. A multiple engagement level of involvement encourages meaningful discussion and provides an opportunity for stakeholders to influence an outcome. We respect and value the views and expertise across our stakeholders.

Collaboration – We value a joint approach to formulating solutions and options, have shared-ownership of objectives and co-produce the journey we are on to deliver positive outcomes for young people.

Page: 19

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

Staf Wellbeing and Employee Engagement

The wellbeing of StreetGames’ staff remains one of our key priorities. 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 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 staff-led Continuous Professional Development Group is dedicated to improving and better coordinate staff training and development opportunities.

Conficts of Interest

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 Organisational Health Team (as listed on Pages 2-3) to comprise the key management personnel of the charity, in charge of directing and controlling, running and operating the Charity on a dayto-day basis. In accordance with the Charities SORP, the Companies Act 2006, and the Charities Acts 2011 and 2022, StreetGames discloses the following:

StreetGames takes the process of managing the inevitable conflicts of interest that arise in the day-to-day functioning of the organisation seriously. We recognise that a network organisation – such as we are - is particularly vulnerable to actual and perceived conflicts. It is our ambition for StreetGames’ ways of working to be 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.

The board approves the annual percentage cost of living increase for all staff (including senior management) after considering 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-ofliving increase of 3% was agreed by Trustees for 2023/4 in line with this policy.

Total income for the year was £12.15m; almost 37% higher than the level reported in 2021/22 (£8.87m).

Sport England continues to be our major funder, with a core award of £2.1m for 2022/3; the first year of a five-year funding commitment supporting our status as one of its ‘System Partners’. This funding (supplemented by additional delivery funding distributed to LTOs of £402,000) continues to underpin a significant proportion of core activity, providing StreetGames with a positive base from which it has been successful in developing sustainable partnerships with a wide variety of other statutory and commercial organisations.

Sport Wales have also continued to provide support for both core staffing and a broad programme of activity across the region. During 2022/3 this included the final year of their Healthy and Active Programme, together with two further doorstep sport schemes (total income £545,000). As in previous years, this has helped unlock grants from other funders including, Cardiff Council through SW Wales Construction’s CSR scheme (£104,000) and Disability Sport Wales (£27,000).

Page: 20 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2023

Our ‘Holiday Gap’ programme continues to grow in size and prominence. 2022/3 saw the first full year of the DfE’s £220m pa commitment towards its Holiday Activities with Food (HAF) programme and StreetGames played a key role in managing and delivering activity in Birmingham, Newcastle and across Derbyshire. Our contract with Birmingham City Council was worth £800,000 over the year, involving programme management, grant distribution, coordination of enrichment activities, food logistics, food provision, and training. In Newcastle we provided specialist consultancy advice, alongside a grant distribution service to a value of £109,000, whilst activity in Derbyshire saw a delivery programme of £181,000.

Alongside HAF funded activity for other Local Authorities (including Lancashire County Council, Hull, East Riding, and Medway Councils and the London Borough of Tower Hamlets), we also received repeat funding from both Pears and Linbury Foundations (together £100,000 income) to fund our wider ‘Fit & Fed’ programme.

Previous years have seen considerable growth in the number and value of our partnerships across the criminal justice sector. Our ongoing contract with the West Midlands Violence Reduction Unit was extended into 2022/3 (£182,000) and this model of partnership working continues to release further investment across Police & Crime Commissioners and Violence Reduction Unitss in Greater Manchester (£254,000), Thames Valley (£150,000) and through the Kent Safer together through Sport initiative (£62,500). In addition, 2022/3 saw the Ministry of Justice make a £4.9m investment available for sports programmes targeted at vulnerable young people aged 10-17 across the country. StreetGames led a consortium working with community sports organisations across England and Wales to successfully deliver this programme.

In line with income, expenditure in 2022/3 was higher in comparison with the previous financial year as additional resources were required for both programme delivery and development opportunities. Employment costs continue to be the single largest area of expenditure and our average staffing complement was 92 during the year (75 - 2021/2). We only plan to undertake additional programme activity in line with funding received and continue to push for full cost recovery of all management and overhead costs involved in project delivery. However, this is not always possible, and we therefore continue to explore both trading and fundraising opportunities to increase levels of unrestricted income. Training sales of £271,000 were made this year, more than in 2021/2 (£249,000) as operations recovered from Covid related restrictions. In addition, a significant amount of training was delivered as part of other programmes, reflecting the ongoing trend which has seen funders recognise the value of this offer as a key element in securing long term impact.

Major funders for the year 2022/23 were:

----- Start of picture text -----
Ministry of Justice 4,880,238
Sport England 2,501,500
Birmingham City Council 830,156
Sport Wales 544,764
Greater Manchester Combined Authority 254,642
Youth Endowment Fund 220,556
West Midlands PCC 182,285
Derbyshire County Council 181,226
Active Partnerships - Opening Schools Facil- 175,580
ities
Thames Valley PCC 150,000
Medway Council 146,940
Essex County Council 139,998
Lawn Tennis Association 126,726
Newcastle City Council 108,759
Bradford NHS Trust 106,974
Cardiff Council 103,957
Lancashire County Council 88,004
Lifeline 80,000
MJL Charitable Trust 66,000
Hull City Council 65,000
National Citizenship Service 64,054
Salus 62,500
Chance to Shine 60,864
Pears Foundation 60,000
Voluntary Action Sheffield 58,359
Derbyshire PCC 45,330
Department for Work & Pensions - Kickstart 44,654
Programme
LB Tower Hamlets 42,200
Linbury Trust 40,000
Places for People 37,565
Staffordshire Youth Justice 31,195
Disability Sport Wales 27,243
Rugby Football Union 25,000
Bolton MBC 25,000
Resso Holdings 25,000
Leicestershire PCC 21,764
East Riding Council 20,764
Tyne & Wear Archives & Museums 20,000
University of Exeter 14,915
London Marathon Trust 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:

StreetGames, Key Stakeholders and Network Capability - That StreetGames and the Network are unable to successfully deliver local programmes and key stakeholders no longer engage with StreetGames.

Our 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. Our Fundraising, Workforce and Stakeholder Engagement Strategies set the framework within which we work to maintain strong relationships with existing funders and ensure both StreetGames and LTOs are in a strong position to take advantage of new opportunities as they arise. We continue to advocate for LTOs at a national and local level and directly support capacity building via our Training Academy and through targeted fundraising provision.

Resources - That StreetGames has inadequate or ineffective staffing resources to deliver StreetGames’ Strategy and contractual commitments.

The organisation has undergone significant growth over recent years, and we have reviewed recruitment, induction, line management and communication processes as we seek to successfully integrate an expanded workforce. We undertake an annual Staff Survey to understand how staff feel about working for StreetGames and develop an annual Action Plan as a result. Regular performance reviews, mentoring, in-house training and development opportunities are in place, alongside employee led Wellbeing and CPD groups, which form a key element of innovative practice development.

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

We recognise that we operate within a funding environment that is characterised by considerable ongoing uncertainty and where short-term contracts are the norm. To mitigate this risk, we have refreshed our Fundraising Strategy as we seek to demonstrate the wider benefits of the ‘StreetGames Effect’ and build long-term relationships with a wide range of government, corporate and charitable organisations to deliver sustainable growth.

We recognise the role played by long term partners in sustaining our activity. In particular, the System Partner status awarded by Sport England, accompanied by a funding settlement which runs to 2027, provides a welcome degree of security underpinning our core activity. Similarly, our long-term relationship with Sport Wales continues to underwrite delivery across Wales.

Nevertheless, we recognise that cost of living pressures are likely to impact on our cost base in the short to medium term, including on our staffing resource, and this will need to be carefully monitored as a result.

Finance and Financial Control – that StreetGames has inadequate financial or IT controls which leave it vulnerable to fraud or that insufficient cashflow leaves the organisation unable to deliver its commitments.

Income receipts can be variable, dependent on funding draw down and claim submission. However, relationships with our major funders are good and we seek payment in advance where possible. Every effort is made to maintain flexibility around timing of expenditure should funds run low. 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. Current cashflow forecasts predict balances in excess of this at least until March 2024.

Financial controls are kept under continual review, using a variety of internal and external audit frameworks.

Governance – that governance arrangements do not meet best practice or fail to meet the needs of funders.

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 commissioned BDO to review our governance arrangements during the year and they were able to reach an overall opinion that these are ‘Good’.

Safeguarding – that a major incident takes place at a StreetGames event or funded LTO 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 was supplemented by an external review examining the legal environment within which we and our partners operate during 2021/2. As a result, revised procedures are in place which focus on provision of support to prospective partners to develop areas of practice, including safeguarding, which are 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 2023 StreetGames attained the Intermediate Standard of the Child Protection in Sport Unit’s Safeguarding Standards. We are currently working towards the Advanced Standard.

Page: 22 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2023

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

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. The strategy identifies four key objectives that frame our activity over this ten-year period – The StreetGames ‘Endgame’:

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 £2,532,779, of which £1,166,211 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 an orderly closure of the business. This will allow it sufficient funds to continue to:

The 10 Year Strategy is supported through the development of a medium-term Business Plan which sets out the practical steps we will take over a two-year period towards delivery of our longer-term vision.

Our financial strategy underpins delivery of our long term aims. We continue to develop a broad-based funding platform as we seek to harness increasing awareness about the power of sport as an effective tool to deliver wider social outcomes. This has seen us successfully develop an expanded range of regional and national partnerships.

As at 31st March 2023 the reserves requirement was calculated in accordance with our stated policy as follows:

As a result, 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 a significant element of our core activity. We will also be working with Sport Wales to develop a longerterm 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.

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Salaries & Contractors 877,239
Core Support 286,312
Training Delivery 17,933
Other 17,669
Total 1,199,153
----- End of picture text -----

After deducting £74,953, representing fixed assets, actual free reserves were £1,291,615

This leads to a surplus on free reserves over and above the reserves’ requirement of £92,462.

Alongside our work with statutory bodies and trusts and foundations, we will continue to develop other potential sources of unrestricted funding. This includes a continued focus on the growth of a portfolio of charitable, corporate and individual supporters. Our training offer continues to be highly valued across the sector and we have seen our on-line training offer grow over the last three years.

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 2023 stood at £92,462. Plans for utilising this reserve are considered by the Board on a regular basis.

Page: 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 2022/23 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 deliver 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 2022/23 StreetGames made grants of £5,748,942, representing 49% of total charitable expenditure.

In so far as the trustees are aware:

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

Company law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to:

The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and which enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The Financial Statements and Strategic Report are approved by the Board of Directors on 18th October 2023 and signed on behalf of the Board by

Dawn Cole Company Secretary

Page: 24 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2023

P3ge' 25

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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 2023 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 2023

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

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.

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 26, 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.

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)

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.

Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some

Page: 27

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

7th November 2023

Page: 28 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2023

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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 2023

Unrestricted
Funds
2023
Note
£
INCOME
Donations and legacies
3
124,690
Other trading activities
4
411,464
Investment income
6
25,174
Charitable activities
7
1,159,198
_
TOTAL INCOME
1,720,526
RESOURCES EXPENDED
Bid writing and raising funds
8
12,443
Trading activities
8
335,333
Charitable activities
8
1,156,010
__

1,503,786
216,740
22 (86,243)
__
22
130,497
22
1,236,071
__
TOTAL RESOURCES EXPENDED
NET INCOMING RESOURCES BEFORE
TRANSFERS
Transfers
NET MOVEMENT IN FUNDS
TOTAL FUNDS AT 1 APRIL 2022
TOTAL FUNDS AT 31 MARCH 2023
22
1,366,568		 Restricted
Funds
2023
£
-
-
-
10,427,056
__ _
10,427,056

233,032
-
10,508,791
____
10,741,823
(314,767)
86,243
__
(228,524)
1,394,735
__
1,166,211		 Total
Funds
2023
£
124,690
411,464
25,174
11,586,254

_ _
12,147,582

245,475
335,333
11,664,801
___
12,245,609
(98,027)

-
___

(98,027)
2,630,806
___

2,532,779		 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

The notes on pages 33 to 55 form part of these financial statements.

Page: 29

StreetGames UK CONSOLIDATED BALANCE SHEET Company Registration Number: 5384487 As at 31 March 2023

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
2023
£
74,953
-
__
74,953
1,244,624
3,358,857

___
4,603,481
(2,145,655)

___
2,457,826
2,532,779
-
2,532,779
1,274,106
92,462
1,166,211

_____

2,532,779		 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		 Charity
2023
£
74,953
1
__
74,954

1,245,760
3,357,720
__
4,603,480
(2,145,655)
___
2,457,825
2,532,779
-
2,532,779
1,274,106
92,462
1,166,211

_____

2,532,779		 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

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 18th October 2023, and signed on their behalf by:

John Cove Director

The notes on pages 33 to 55 form part of these financial statements.

Page: 30 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2023

StreetGames UK STATEMENT OF CASH FLOWS For the year ended 31 March 2023

Group
2023
£
Cash flows from operating activities
Net cash provided by operating activities
391,336
Cash Flows from investing activities
Net cash provided by investing activities
27
(44,675)
Cash Flows from Financing activities
Net cash provided by financing activities
28
-
Increase/ (decrease) in cash and cash
equivalents in the year.
346,661
Cash and cash equivalents at the beginning
of the year.
3,012,196
Cash and cash equivalents at the end of
the year.
3,358,857
NET CASH FLOW FROM OPERATING ACTIVITIES
Group
2023
£
Net income/(expenditure) for the reporting
period
(98,027)
Adjusted for:
Interest receivable
(25,174)
Depreciation charges
16,296
Loss on disposal of tangible
fixed assets
-
(Increase)/Decrease in debtors
(61,871)
Increase/(Decrease) in creditors
560,112
Net cash provided by / (used in) operating
activities
391,336
ANALYSIS OF CASH AND CASH EQUIVALENTS
Group
2023
£
Cash at bank
3,358,857		 Group
2022
£
399,194
(17,096)
(50,000)
332,098
2,680,098
3,012,196
Group
2022
£
383,714
(1,526)
12,838
101
(678,596)
682,663		 Charity
2023
£
406,286
(44,675)
-
361,611
2,996,109
3,357,720
Charity
2023
£
(87,684)
(25,174)
16,296
-
(61,393)
564,241		 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












399,194 406,286 409,125
Group
2022
£
3,012,196		 Charity
2023
£
3,357,720		 Charity
2022
£
2,996,109

Page: 31

StreetGames UK STATEMENT OF CASH FLOWS For the year ended 31 March 2023

ANALYSIS OF CHANGE IN NET DEBT

At start
Cash
of year
flows
£
£
Cash
3,012,196
346,661
Cash equivalents
-
Overdraft facility repayable on demand
-
-
-
Loans falling due within one year
-
-
Loans falling due after more than one year
-
-
Finance lease obligations
-
-
TOTAL
3,012,196
346,661		 Acquisition/
disposal of
subsidiaries
£
-
-
-
-
-		 New
finance
leases
£
-
-
-
-
-
-
-		 Fair value
movements
£
-
-
-
-
-
-
-		 Foreign
exchange
movements
£
-
-
-
-
-
-
-		 Other
non-cash
At end
changes
of year
£
£
-
3,358,857
-
-
-
-
-
-
-
-
-
-
-
3,358,857

Page: 32 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2023

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2023

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 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 were successful in winning 1+1+1 contracts to deliver DfE Holiday Activities with Food funded activity across a number of local authorities and these have been renewed for 2023/4. There is every expectation that activity will continue into 2024/5.

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 2023

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 2023

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2023

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 2023

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 (2022: 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		 2023
£
12,147,582
10,343
(347,776)
(11,897,833)
 Total
2023
£
2022
£
8,837,306
2,218
12,157,925
(321,429)
(8,142,507)
(12,245,609)
____
(87,684)
2,620,463
___
2,532,779
1,166,211
92,462
1,274,106
___
2,532,779		 Total
2022
£
8,839,524
(8,463,936)

_
375,588
2,244,875
_
2,620,463

1,394,735
331,205
894,523
___
2,620,463

Page: 36 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2023

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2023

3. DONATIONS AND LEGACIES

Unrestricted
Funds
2023
£
Restricted
Funds
2023
£
Donations received
124,690
-		 Total
Funds
2023
£
Unrestricted
Funds
2022
£
Restricted
Funds
2022
£
124,690
115,934
-		 Total
Funds
2022
£
115,934

4. OTHER TRADING ACTIVITIES

Unrestricted
Funds
2023
Restricted
Funds
2023
£
£
Fundraising events
9,093
-
Training courses
270,725
-
Sports development
126,726
-
Other income
4,920
-
411,464
-		 Total
Funds
2023
Unrestricted
Funds
2022
Restricted
Funds
2022
£
£
£
9,093
-
-
270,725
248,532
-
126,726
121,368
-
4,920
69,152
-
411,464
439,052
-		 Total
Funds
2022
£
-
248,532
121,368
69,152
439,052

Total income from fundraising combining donations and fundraising events is £133,783 (2022: £115,934)

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
2023
£
-
-
-
(10,343)
(10,343)
1,137
(1,136)
1
1		 Total
2022
£
29,465
(19,122)
10,343
(2,218)
(8,125)
16,087
(5,743)
10,344
10,344

Page: 37

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2023

6. INVESTMENT INCOME

Unrestricted
Funds
2023
Restricted
Funds
2023
£
£
Interest receivable
25,174
-		 Total
Funds
2023
Unrestricted
Funds
2022
Restricted
Funds
2022
£
£
£
25,174
1,526
-		 Total
Funds
2022
£
1,526

7. CHARITABLE ACTIVITIES

Group and Charity
Unrestricted
Funds
2023
£
Fundraising
-
Doorstep Sport
-
Work Readiness
64,054
Widening Participation
-
Healthier
-
Safer
Holiday Programmes
1,095,144
Coronavirus Job
Retention Scheme
-
Governance
-
1,159,198		 Restricted
Funds
2023
£
233,032
2,538,473
275,916
295,433
475,126
6,048,940
452,076
-
108,060
10,427,056		 Total
Funds
2023
Unrestricted
Funds
2022
£
£
233,032
-
2,538,473
7,772
339,970
-
295,433
-
475,126
-
6,048,940
-
1,547,220
-
-
-
108,060
-
11,586,254
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
£
218,414
2,590,674
406,241
119,680
463,799
575,378
3,829,620
8,041
98,412
8,310,259

Included in income for charitable activities is a total of £10,022,559 (2022: £6,815,857) relating to government £10,022,559 grants. Further information about the nature and source of this income can be found in note 20 Analysis of Charitable Funds and note 22 Income Received from Public Investors.

Page: 38 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2023

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2023

8.1 RESOURCES EXPENDED

a. Bid writing and Raising Funds

Unrestricted Funds
Restricted
Fundraising
2023
Trading
Activities
2023
Total
2023
Fundraising
2023
£
£
£
Direct expenditure
-
Staff costs
8,728
181,697
190,425
203,141
-
Travel & Subsistence
-
27,890
27,890
9,098
-
Other Project Costs
-
59,058
59,058
-
-
Premises & Office Costs
-
20,835
20,835
-
Support costs
-
Central staff costs
1,353
31,076
32,429
12,013
-
Central travel costs
-
652
652
326
-
Premises & office costs
1,549
11,152
12,701
4,192
-
PR & marketing
307
949
1,256
1,229
-
Staff recruitment/training
506
2,024
2,530
3,033
12,443
335,333
347,776
233,032		 Total
Funds
2023
Total Funds
2022
£
£
393,566
345,599
36,988
11,827
59,058
122,226
20,835
4,399
44,442
38,395
978
506
16,893
13,670
2,485
1,475
5,563
1,746
580,808
539,843		 Total
Funds
2023
Total Funds
2022
£
£
393,566
345,599
36,988
11,827
59,058
122,226
20,835
4,399
44,442
38,395
978
506
16,893
13,670
2,485
1,475
5,563
1,746
580,808
539,843

539,843

b. Charitable Activities

Unrestricted Unrestricted
Work
Readiness
2023
£
Holiday
Programmes
2023
£
Direct Costs
-
Staff costs
37,557
518,823
-
Regional Network Support
-
176,053
-
Travel & Subsistence
874
35,577
-
Other Project Costs
506
66,575
-
Premises & Office Costs
91
48,822
-
PR & marketing
-
2,650
-
Insight
-
Monitoring & evaluation
-
20,000
-
10,061
Support Costs
-
Central staff costs
11,455
146,747
-
Central travel costs
652
8,151
-
Premises & office costs
6,478
41,176
-
PR & marketing
1,229
5,330
-
Staff Recruitment & Devt
2,024
15,179
60,866
1,095,144
 Total
Funds
2023
£
556,380
176,053
36,451
67,081
48,913
2,650
20,000
10,061
158,202
8,803
47,654
6,559
17,203
1,156,010		 Total
Funds
2022
£
-
-
5,540
-
-
-
-
468
-
73
52
6,133

Page: 39

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2023

8.2 RESTRICTED FUNDS

Doorstep Sport &
Events
Work
Readiness
Widening
Participation
Healthier
Safer
Holiday
Programmes
Governance
Total
2023
£
£
£
£
£
£
£
£
Costs Related Directly to Activities
Staff Costs
1,356,977
80,414
16,395
47,694
721,595
256,445
36,627
2,516,147
Regional Network Support
201,120
7,947
19,054
50,158
175,920
60,598
-
514,797
Travel & Subsistence
122,725
1,275
1,780
18,562
31,466
15,056
6,012
196,876
Grants to Delivery Organisations
452,815
122,326
196,692
259,494
4,346,145
371,470
-
5,748,942
Other Project Costs
105,741
40,721
10,700
20,308
117,334
51,379
-
346,183
Premises & Office Costs
77,621
4,244
1,084
16,080
25,656
1,961
12,055
138,701
PR & Marketing
550
-
-
4,348
-
25,754
-
30,652
Insight
34,000
-
-
3,000
46,500
-
-
83,500
Monitoring & Evaluation
80,041
-
-
1,300
30,897
1,000
-
113,238
Trustee Recruitment & Devt
-
-
-
-
-
-
2,187
2,187
Audit Fees
-
-
-
-
-
-
28,980
28,980
2,431,590
256,927
245,705
420,944
5,495,513
783,663
85,861
9,720,203
Support Costs
Central Staff Costs
Time
154,241
27,655
28,172
37,744
132,935
27,778
17,903
426,428
Central Travel & Subsistence
Time
7,825
1,304
1,630
1,630
6,520
2,282
1,630
22,821
Premises & Office Costs
Staff
105,564
15,182
15,760
13,569
27,304
28,366
2,755
208,500
PR & Marketing
Activity
32,674
1,844
3,073
3,073
3,752
7,995
-
52,411
Staff Recruitment & Dev
Staff
45,039
3,036
5,054
5,060
15,179
5,060
-
78,428
345,343
49,021
53,689
61,076
185,690
71,481
22,288
788,588
2,776,933
305,948
299,394
482,020
5,681,203
855,144
108,149
10,508,791		 Total
2022
£
2,665,186
696,193
95,235
2,430,962
920,764
67,731
103,076
7,316
99,985
15,057
19,020
7,120,525
522,277
16,360
210,208
37,654
30,057
816,556
7,937,081

Page: 40 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2023

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2023

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 &
Events
Work
Readiness &
Kickstart
Programme
Widening
Participation
Healthier
Safer
Holiday
Programmes
Governance
Restricted
Total
2023
Restricted
Total
2022
£
£
£
£
£
£
£
£
£
£
12,013
154,241
27,655
28,172
37,744
132,935
27,778
17,903
438,441
532,153
326
7,825
1,304
1,630
1,630
6,520
2,282
1,630
23,147
16,529
4,192
105,564
15,182
15,760
13,569
27,304
28,366
2,755
212,692
212,805
1,229
32,674
1,844
3,073
3,073
3,752
7,995
-
53,640
38,438
3,033
45,039
3,036
5,054
5,060
15,179
5,060
-
81,461
31,008
20,793
345,343
49,021
53,689
61,076
185,690
71,481
22,288
809,381
830,933
Fundraising
Trading
Activities
Work
Readiness
Holiday
Programmes
2023
Unrestricted
Total
2023
Unrestricted
Total
2022
£
£
£
£
£
£
1,353
31,076
11,455
146,747
190,631
28,987
-
652
652
8,151
9,455
337
1,549
11,152
6,478
41,176
60,355
11,146
307
949
1,229
5,330
7,815
743
506
2,024
2,024
15,179
19,733
795
3,715
45,853
21,838
216,583
287,989
42,008		 Total
2023
Total
2022
£
£
629,072
561,140
32,602
16,866
273,047
223,951
61,455
39,181
101,194
31,803
1,097,370
872,941

Page: 41

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2023

10. ANALYSIS OF GRANTS

Included within expenditure above are grants as follows:

Activity:
- Doorstep Sports Clubs
- Widening Participation
- Healthier
- Safer
- Work Readiness
- Holiday Programmes
Total of grants given out
Support costs in relation to the grant making activities
 2023
£
452,815
196,692
259,494
4,346,145
121,226
372,570
5,748,942
360,015
6,108,957		 2022
£
406,001
19,678
245,128
187,623
158,607
1,413,925

2,430,962
161,571
2,592,533

All grants were made to institutions and there were no material grants awarded to institutions in the year ended 31 March 2023 or in the year ended 31 March 2022.

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		 2023
£
16,296
-
28,980
876
46,152		 2022
£
12,838
101
19,020
630
32,589
12.1 STAFF COSTS
Employment costs:
Wages and salaries
Social security costs
Pension costs		 2023
£
3,481,209
382,281
216,379

4,079,869		 2022
£
2,957,686
310,723
185,917

3,454,326

Included in the £3,481,209 costs are non-statutory/non-contractual severance payments, totaling £nil (2022: £6,000).

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


within the following bands:
2023 2022
No. No.
£60,001 to £70,000 9 5
£70,001 to £80,000 6 6
£80,001 to £90,000 2 2
£90,001 to £100,000 - -
£100,001 to £110,000 1 1

Page: 42 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2023

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2023

12.2 NUMBER OF EMPLOYEES

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

2023 2022
No. No.
Fundraising 7 7
Trading Activities 6 5
Doorstep Sport Clubs & Events 31 28
Work Readiness & Kickstart Programme 2 2
Widening Participation 3 3
Healthier 3 3
Safer 14 10
Holiday Programmes 25 16
Governance 1 1
92 75

12.3 TRUSTEES’ EMOLUMENTS

The trustees are entitled to reclaim reasonable out of pocket expenses. During the period nine (2022: seven) trustees reclaimed £2,270 (2022: £1,150) 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 £677,362 (2022: £674,774).

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 2023
2022
£
£
216,379
185,917

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 £16,261 towards pension costs (2022: three employees received contributions of £15,732). The expense has been recognised within direct and support costs and the split between restricted and unrestricted funds is £13,353 (2022: £13,464) and £2,908 (2022: £2,268) respectively. An amount of £356 (2022: £nil) was outstanding as at 31 March 2023.

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 2023

15. TANGIBLE FIXED ASSETS

Group & Charity

Fixtures,
fittings and
equipment
Computer
Equipment
£
£
Cost
At 1 April 2022
19,321
70,988
Additions
1,055
68,794
Disposals
-
(7,745)
At 31 March 2023
20,376
132,037
Depreciation
At 1 April 2022
19,321
49,588
Charge for the Year
66
16,230
Disposals
-
(7,745)
At 31 March 2023
19,387
58,073
Net book value
At 31 March 2023
989
73,964
At 31 March 2022
-
21,400		 Total
£
90,309
69,849
(7,745)
152,413
68,909
16,296
(7,745)
77,460
74,953
21,400

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
2023
£
553,357
17,073
674,194
-
1,244,624		 Group
2022
£
697,780
17,195
467,778
-
1,182,753		 Charity
2023
£
553,357
17,073
674,194
1,136
1,245,760		 Charity
2022
£
697,780
17,195
467,778
1,614
1,184,367

Page: 44 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2023

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2023

18. CREDITORS: Amounts falling due within one year

Due within one year:-
Trade creditors
Other taxes and social security
Other creditors
Accruals and deferred income		 Group
2023
£
630,516
303,880
824,689
386,570

2,145,655		 Group
2022
£
602,494
158,994
433,443
390,612
1,585,543		 Charity
2023
£
630,516
303,880
824,689
386,570
2,145,655		 Charity
2022
£
600,994
158,994
433,443
387,983
1,581,414

DEFERRED INCOME

Deferred income at 1 April 2022
Released from previous years

Resources deferred in the year
Deferred income at 31 March 2023
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
2023
£
125,048
(101,868)

118,611
141,791
123,450
18,341
149,791		 Group
2022
£
83,610
(65,255)
106,693
125,048
125,048
-
125,048

19. FINANCIAL INSTRUMENTS

Financial assets
Financial liabilities		 Group
2023
£
4,505,500
4,505,500
2,003,863
2,003,863		 Group
2022
£
3,767,830
3,767,830
1,460,493
1,460,493		 Charity
2023
£
4,505,501
4,505,501
2,003,863
2,003,863		 Charity
2022
£
3,743,427
3,743,427
1,456,364
1,456,364

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: 45

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2023

20. ANALYSIS OF CHARITABLE FUNDS ANALYSIS OF CHARITABLE FUNDS

Analysis of movements in restricted and unrestricted funds

General fund
Investment reserve
Sport England Doorstep Sport
Programme
Sport England Together Fund
Community Sport Wales
Family Engagement Project
World Cup Partner Support
Youth Justice Sport Fund
Kickstart Scheme
Opening School Facilities
Programme
Holiday Activity and Food
Programmes
Fit and Fed Summer
Peer Research and Social
Action Network
Supporting Violence Reduction
West Midlands
Supporting Violence Reduction
Greater Manchester
Kent Safer Through Sport
Serious Violence Fund –
Violence Reduction Units
Youth Crime Prevention
Project - Essex
Places for People
Gen22 Volunteering
Assignments
Bradford Teaching Hospitals
NHS Foundation Trust
Chance to Shine Street
Programme
Other Funds		 Balance
1 April
2022
£
904,866
331,205
52,213
19,915
195,182
-
-
-
12,200
-
371,378
120,500
51,941
29,252
10,598
29,696
5,030
-
57,731
99,990
-
21,908
317,201
2,630,806		 Incoming
resources
£
1,720,526
-
2,100,000
400,000
293,100
86,564
165,100
4,880,238
44,654
175,580
344,352
60,000
190,556
182,285
254,642
62,500
150,000
139,998
37,565
-
106,974
60,864
692,084
12,147,582		 Resources
expended
£
(1,379,747)
(124,039)
(2,223,882)
(301,206)
(431,638)
(86,564)
(165,100)
(4,750,513)
(56,854)
(160,668)
(660,952)
(129,500)
(239,497)
(180,516)
(76,746)
(92,196)
(95,780)
(33,700)
(65,872)
(93,572)
(84,915)
(53,982)
(758,170)
(12,245,609)		 Transfers
£
28,461
(114,704)
86,243
-		 Funds
31 March
2023
£
1,274,106
92,462
14,574
118,709
56,644
-
-
129,725
-
14,912
54,778
51,000
3,000
31,021
188,494
-
59,250
106,298
29,424
6,418
22,059
28,790
251,115
2,532,779

Page: 46 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2023

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2023

20. ANALYSIS OF CHARITABLE FUNDS 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 Together Fund Grant to minimise the impact of COVID-19 on activity levels in under-represented groups.

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. Includes specific funding for ‘Summer of Fun’ 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 wellbeing of families living in poverty across 6 local authorities in Wales.

World Cup Partner Support Funds from Sport Wales to deliver World Cup themed activities Fund based around the tournament held in Qatar. Youth Justice Sport Fund Funds from the Secretary of State for Justice to deliver sports-based crime prevention support to children and young people at-risk of offending and embed “sports for crime prevention” programmes in the criminal justice sector.

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

Opening School Facilities Member of the consortium led by Active Partnerships to deliver a Programme Department for Education funded programme to help meet the goals of the Government's School Sport and Activity Action Plan. The aim is to help schools to open their existing sport facilities for a broader range of young people and to support the wider community by partnering with sporting organisations, who can help deliver activities in these settings.

Holiday Activity & Food 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 this year were Birmingham, Derbyshire, Newcastle, Lancashire, Tameside, Stockport, Hull, East Riding, Haringey, Tower Hamlets and Medway.

Fit & Fed Summer

Peer Research and Social Action Network

Grants from The Pears Family Charitable Foundation to deliver Fit & Fed projects in the summer of 2022 in Wales and Sheffield, and to create a National Sustainability Lead role to extend the reach of the campaign through the StreetGames network.

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

Page: 47

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2023

20. ANALYSIS OF CHARITABLE FUNDS ANALYSIS OF CHARITABLE FUNDS (continued)

Name of unrestricted fund Description, nature and purposes of the fund
Supporting Violence Reduction Funding from the West Midlands Police & Crime Commissioner to
in the West Midlands provide a Sport Impact Manager and a Violence Reduction and
Sports Coordinator to support sport based early intervention
approaches by local organisations.
Supporting Violence Reduction Funding from the Greater Manchester Combined Authority to
in 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.
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.
Serious Violence Fund – Funding from Thames Valley Police to towards employing a Thames
Violence Reduction Units – Valley wide Sports & Violence Impact Manager, the leading and
Thames Valley development of the existing Thames Valley Sports & Inclusion
Board and the commissioning & delivery of new sports/physical
activity interventions in five priority areas.
Youth Crime Prevention Funding to be the 'national expert partner - Sport and Youth Crime
Project - Essex Prevention' for the three year Youth Crime Prevention project being
run by Active Essex Foundation CIO.
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.
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.
Bradford Teaching Hospitals Funding to deliver the JU:MP Leads programme, which aims to
NHS Foundation Trust identify, train and support at least 20 local young people aged 16 –
25 years from the Local Delivery Pilot area to become physical
activity leaders (JU:MP Leads) in their community.
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.

21. ANALYSIS OF NET ASSETS BETWEEN FUNDS

Fund balances at 31 March 2023 as represented by:
Tangible fixed assets
Current assets
Current liabilities		 Restricted
funds
£
-
1,166,211
-
1,166,211		 Unrestricted
funds
£
74,953
3,437,270
(2,145,655)
1,366,568		 Total
funds
£
74,953
4,603,481
(2,145,655)
2,532,779

Page: 48 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2023

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2023

21. ANALYSIS OF NET ASSETS BETWEEN FUNDS (continued)

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

22. INCOME RECEIVED FROM PUBLIC INVESTORS INCOME RECEIVED FROM PUBLIC INVESTORS

Other
public Non-
Sport Local sector public Total
England authority income income income
£ £ £ £ £
Revenue grants
Per column heading title 2,500,000 1,884,109 205,693 1,563,695 6,153,497
Secretary of State for Justice 4,880,238 4,880,238
Department for Work and
Pensions		 44,654 44,654
Department for Education 175,580 175,580
West Midlands PCC 182,285 182,285
Thames Valley PCC 150,000 150,000
Other income
Donations and legacies 124,690 124,690
Other trading activities 411,464 411,464
Investment income 25,174 25,174
Total income 2,500,000 1,884,109 5,638,450 2,125,023 12,147,582
Staffing costs 1,321,770 639,005 555,482 849,839 3,366,096
Regional network support 144,614 299,391 174,722 72,123 690,850
Travel & subsistence 123,729 39,994 31,602 74,991 270,316
Grants awarded 265,999 408,800 4,412,623 661,519 5,748,941
Other project costs 146,936 243,700 262,158 192,445 845,239
Insight 34,000 26,250 40,250 3,000 103,500
Monitoring & evaluation 77,491 10,361 30,897 4,550 123,299
Overhead & support costs 324,308 302,245 211,835 258,980 1,097,368
Total expenditure 2,438,847 1,969,746 5,719,569 2,117,447 12,245,609
Net income/(expenditure) 61,153 (85,637) (81,119) 7,576 (98,027)

Page: 49

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2023

22. INCOME RECEIVED FROM PUBLIC INVESTORS (continued) INCOME RECEIVED FROM PUBLIC INVESTORS (continued)

Movement on reserves
Reserves brought forward
at 1 April 2022
Net income/(expenditure) for
the year per above
Transfers
Reserves carried forward
at 31 March 2023		 Sport
England
£
72,128
61,153
-
133,281		 Local
authority
£
378,534
(85,637)
-
292,897		 Other
public
sector
income
£
414,647
(81,119)
-
333,528		 Non-
public
income
£
1,765,497
7,576
-
1,773,073		 Total
£
2,630,806
(98,027)
2,532,779

23. RELATED PARTY TRANSACTIONS

The following transactions with related parties occurred in the year ended 31 March 2023:

Trustee/Senior Related party / nature of Transaction
Management relationship Amount £ description
John Cove Milton Keynes Football Club Sports 19,167 Grants Received
& Education Trust - Chair

There was no balance outstanding at 31 March 2023.

In the year to 31 March 2023 the following transactions took place between the charity and its wholly owned subsidiary Doorstep Sport Trading Ltd:

24. LEASE COMMITMENTS


Minimum lease payments due:
Within one year
Between two and five years
In over five years		 Land and buildings
2023
2022
£
£
41,162
41,162
150,313
163,978
-
10,249
191,475
215,389		 Other
2023
2022
£
£
-
-
-
-
-
-
-
-		 Other
2023
2022
£
£
-
-
-
-
-
-
-
-
-

Lease payments recognised as an expense in the year amounted to £42,506 (2022: £46,610).

Page: 50 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2023

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2023

25. CASH FLOWS FROM INVESTING ACTIVITIES

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		 Group
2023
£
25,174
(69,849)
-
(44,675)		 Group
2022
£
1,526
(18,767)
145
(17,096)		 Charity
2023
£
25,174
(69,849)
-
(44,675)		 Charity
2022
£
1,526
(18,767)
145
(17,096)

26. COMPANY LIMITED BY GUARANTEE

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

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

Page: 51

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2023

2 7 . STATEMENT OF FINANCIAL ACTIVITIES – PRIOR YEAR

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.

Page: 52 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2023

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2023

2 8 .1 RESOURCES EXPENDED – PRIOR YEAR

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
382,696

b. Charitable Activities

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

Page: 53

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2023

2 8 .2 RESTRICTED FUNDS – PRIOR YEAR

Doorstep Sport
Work Readiness
Widening
Participation
Healthier
Safer
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
Research Work
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 & Devt
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: 54 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2023

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2023

29 . 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
Widening
Participation
£
£
£
£
9,876
198,192
25,369
28,026
169
3,711
843
843
2,597
98,736
15,414
14,662
784
20,023
1,959
1,959
951
15,752
1,590
1,584		 Healthier
Safer
Holiday
Programmes
Governance
Restricted
Total
2022
Restricted
Total
2021
£
£
£
£
£
£
28,026
34,230
191,337
17,097
532,153
452,595
843
843
8,434
843
16,529
485
9,824
11,162
58,232
2,178
212,805
202,263
1,959
1,959
9,795
-
38,438
34,322
1,590
1,590
7,951
-
31,008
21,862		 Healthier
Safer
Holiday
Programmes
Governance
Restricted
Total
2022
Restricted
Total
2021
£
£
£
£
£
£
28,026
34,230
191,337
17,097
532,153
452,595
843
843
8,434
843
16,529
485
9,824
11,162
58,232
2,178
212,805
202,263
1,959
1,959
9,795
-
38,438
34,322
1,590
1,590
7,951
-
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
£
£
£
£
1,299
468
27,220
28,987
-
-
337
337
1,131
73
9,942
11,146
196
52
495
743
159
-
636
795
2,785
593
38,630
42,008		 Unrestricted
Total
2021
£
20,015
10
10,806
649
582
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: 55

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