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← Streetgames UK

2024-03-31-accounts

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS

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 2024 25
Independent Auditor’s Report to the members of 34
StreetGames UK
Financial Statements 37

Page: 2 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2024

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 St George’s House 56 Peter Street Manchester M2 3NQ

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

Page: 3

We believe access to sport and its benefits is a right, not a privilege. Yet, opportunities to play sports and be active are unequal. For those growing up in low-income, underserved communities, chances to participate in sports are often limited or non-existent. To bridge this gap, we work with partners to unlock the benefits of sport and physical activity for children and young people in these communities.

The rising cost of living continues to widen this gap, making paid sports and activities a lower priority for many families. That’s why StreetGames’ model of free-to-access, local Doorstep Sport is more crucial than ever. It provides young people with a place to go, something to do, someone to trust, and often, something to eat.

This past year has underscored the dedication and importance of Locally Trusted Organisations (LTOs) in the StreetGames network. These organisations are unsung heroes, supporting young people and their families in the hardest-hit neighbourhoods. They provide essential support, keeping their doors open for children and young people, offering sport, physical activity, and much-needed wraparound support. They know their communities intimately and tailor their support where it’s needed most. StreetGames stands with these extraordinary organisations, committed to supporting their vital work.

Safeguarding these community organisations is central to our mission. StreetGames is dedicated to diversifying funding, expanding our network, and building on our successes to ensure that all young people in low-income, underserved communities have access to life-enhancing Doorstep Sport. We aim to create pathways for young people to become volunteers and future community leaders and work with mainstream sports providers to meet the needs of young people in these communities.

StreetGames is a change agent, transforming lives through sport and physical activity. We will continue to adapt, seek the right path, and hold to our vision, clarifying our route to advance our mission. Our success has come from responding to change, and we will keep navigating these waters, supporting our LTOs and the young people they serve.

I extend my gratitude to all StreetGames staff, volunteers, and trustees for their tireless dedication and adaptability. While we are proud of our achievements and grateful to our partners and funders, we know there is much more to do. We are committed to ensuring every young person in a low-income, underserved neighbourhood can access year-round, life-enhancing Doorstep Sport.

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

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John Cove
Chair, StreetGames UK
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Page: 4 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2024

Strategic Report: Annual Review

Introduction

Our Vision & End Game

Since 2007, StreetGames has been working with community organisations in some of the most deprived areas across the UK to transform young people’s lives through sport.

Access to sport and physical activity is not equal – Sport England Active Lives data[1] shows that only 37% of children and young people from low affluence families feel they have the ‘opportunity to be physically active’ compared to 57% of children and young people from high affluence families. In turn, this inequality of opportunity is reflected in stubbornly lower levels of participation by children and young people living in low-income, underserved communities – with just 44% meeting CMO guidelines for physical activity.

Data from Sport Wales’, School Sport Survey[2] shows similar disparities in participation - with just 32% of children that attend schools with high levels of free school meals (FSM) eligibility taking part in sport outside the school curriculum three or more times a week compared to 47% for children that attend schools with low levels of FSM eligibility and only 45% of children attending schools with high levels of FSM eligibility participating in community club settings at least once a week compared to 65% amongst children attending schools with low levels of FSM eligibility.

Our research, shows that there is no lack of demand for sport and physical activity among children and young people in these communities, in fact data[3] captured by Platypus Research on behalf of StreetGames showed that 75% would like to be more active, sadly too often it is the ‘right’ sporting offer that is absent and these are the children and young people with most to gain from taking part in sport and physical activity.

That’s why StreetGames is working hard to reverse these inequalities. Our ten-year vision, ‘Active for Today and Tomorrow’ sets out our vision of healthier, safer and more successful communities through sport and an End Game in which:

Our ten-year vision was purposefully called ‘Active for Today and Tomorrow’ as it sets out our dual focus, in terms of making a difference to young people living in these neighbourhoods in the present (Today), whilst also influencing the systems and structures that will lead to longer term change in access to healthy, life-enhancing sport and physical activity (Tomorrow).

Our ‘Today’ work includes working with and supporting a broad network of locally trusted community organisations (LTOs) which include community, youth and sports organisations, housing associations, leisure trusts and local authorities. These organisations are ideally placed to support young people in their communities, by offering a safe place with trusted coaches and leaders who know their neighbourhood and the young people who live there. By providing the right kind of sporting opportunity, Doorstep Sport, they have a positive, evidence-based impact on the multiple inequalities faced by local young people.

[1] Sport England (2023): Active Lives Children & Young People Survey Academic Year 2022-23 2Sport Wales (2022): School Sport Survey 2022

[3] StreetGames (2023): 1,000 Young Voices

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StreetGames Support

StreetGames is ideally placed to support LTOs in their missions to improve the quality of life for young people through sport in their neighbourhoods, by providing: ADVOCACY TAILORED FUNDRAISING WORKFORCE OPPORTUNITIES NEW INSIGHT INNOVATIVE oO ADVICE SUPPORT ©Ooe#ee & VOLUNTEER TO CONNECT & IDEAS TRAINING COLLABORATE ... to give community organisations the tools they need to strengthen communities and transform lives through the power of sport.

unities. change lives and co

Over the past year this work has included:

----- Start of picture text -----
OF OVER 92,000 3,200
562 6,000 CHILDREN AND COMMUNITY SPORTS
T ICKETS FOR YOUNG PEOPLE COACHES, LEADERS 74
LTOs YOUNG PEOPLE THE NETWORK TO IN DOORSTEP SPORT & TO TAKE PART IN AND VOLUNTEERS ATTENDING JOINING THE NEW LTOs
WITH INVESTMENT SPECTATE AT LIVE HOLIDAY ACTIVITIES STREETGAMES STREETGAMES
TO SUPPORT THE ELITE SPORTING PROVIDED BY LTOS IN TRAINING WORKSHOPS NETWORK
DELIVERY OF EVENTS THE STREETGAMES
DOORSTEP SPORT NETWORK
ACTIVITIES
TOTALLING OVER
£10.2M
OF INVESTMENT ts QQe F e ot
PROVIDING OVER 40 EXCITING YOUTH EMPOWERMENT OPPORTUNITIES WHICH ENABLED
436 YOUNG PEOPLE
FROM THE STREETGAMES NETWORK WITH OPPORTUNITIES INCLUDING:
BECOMING YOUNG ADVISORS, PEER RESEARCHERS, YOUTH LEADERS,
CO-CREATORS AND SPEAKERS AT EVENTS.
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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.

Doorstep sport activities are designed around 10 key ingredients – with a key focus on providing activities: ‘at the right time, right place, right price, right style and with the right people’. Typically, activities are free/low cost and provided close to home. There will be opportunities to take part in a variety of activities and although sessions will have a fun/informal feel, skills will be developed in a relaxed manner - for example via a game-led approach. There will be opportunities to build positive associations, memories and connections with sport – such as opportunities to spectate at live sporting events, play a role in shaping the local sporting offer or become a volunteer.

Perhaps most importantly of all, young people are placed at the centre of doorstep sport – with recognition of the need for differentiated and tailored approaches as what is ‘right’ for some young people will not be ‘right’ for others. StreetGames believes every low-income community needs a doorstep sport offer like this.

Doorstep sport works, because it is much more than ‘just an activity session’, it is purposefully designed around 10 key ingredients which are both designed to both reduce the barriers to participation and also to help young people to improve their lives and life chances and be healthier, safer and more successful.

It does this by providing opportunities to:

Healthier

Playing sport and being physically active has many benefits for our physical and mental health. Sport and physical activity can help improve and maintain fitness, strength and balance and help prevent and manage medical conditions. It can also contribute to happiness, improved self-esteem, reduce stress, anxiety and depression.

By breaking down key barriers to access, doorstep sport enables more young people from low income, underserved communities to take part in sport and physical activity and helps more young people to lead healthier and happier lives. Young people tell us they enjoy attending doorstep sessions – they enjoy being with friends, the caring nature of the leaders, the non-pressured/informal and social nature of sessions, being able to give their views and try a variety of activities.

Doorstep sport sessions map onto four of the ‘Five Ways to Wellbeing’: being active, connecting, learning and giving. Involvement can impact positively on mental wellbeing, resilience and help develop sporting capital through opportunities which increase confidence, competence and connections.

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. It does this by offering supervised, positive and fun activities, together with access to positive adult role models and pro-social friendships and the opportunity to achieve. Doorstep Sport strengthens the protective factors that can prevent young people getting involved in anti-social behaviour, youth crime and violence.

Doorstep Sport can help a young person to develop their pro-social identity, as opposed to an anti-social one, by providing opportunities for engagement in positive activities and relationship building. The ‘right’ coaches and leaders help young people to build resilience, model positive behaviours, attitudes and values and build onto their strengths and capabilities.

More Successful

Doorstep Sport creates opportunities for young people to develop personally, through opportunities to try new sports and activities, opportunities go to new places and meet new people.

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

The evidence over the next pages provides a range of examples from our work over the past year across each of our four End Game visions.

Page: 7

END GAME 1

Within the StreetGames network there are circa 1,600 LTOs who are providing doorstep sport activities in lowincome communities in over 200 local authority areas across England and Wales. Results from the StreetGames 2023 Network Survey indicate that on average, LTOs are:

DELIVERING CIRCA 14 ENGAGING OVER 170 SPORTS SESSIONS PER PARTICIPANTS AND 10 WEEK WITHIN THEIR YOUNG VOLUNTEERS COMMUNITIES PER ANNUM

49% of LTOs shared that they are now delivering more weekly doorstep sport sessions than they were pre-pandemic whilst 33% shared that they are delivering the same number of sessions. However, nearly all (92%) shared that if they had additional resources, they would deliver more sessions throughout the year and three-quarters (76%) want to expand their delivery into additional neighbourhoods in their local community – demonstrating increased need, which is why StreetGames is working hard to attract additional investment and to advocate on behalf of LTOs to increase resources for doorstep sport.

Below is a selection of examples of interventions we have led over the past year, which have enabled LTOs to deliver more doorstep sport activities within their communities.

Between April 2022 and September 2023 StreetGames was successful in securing £350,000 of funding from Sport England to distribute to LTOs in our network as part of the Together Fund. Funding was distributed to 104 LTOs – with 81% stating that the funding had been ‘extremely important’ in helping their organisation to continue to exist and support young people to be active.

The funding enabled LTOs to engage more than 8,400 young people. Comprising 80% from the most deprived areas and including 40% females, 46% from ethnically diverse communities, 5% disabled and 6% with a long-term health condition.

In addition to receiving funding from StreetGames, LTOs were also provided with opportunities to attend Multi-skill Activator Training workshops, equipment kitbags to help provide an increased range of activities and link to major sporting events plus support and advice from StreetGames staff.

LTOs provided a wide range of activities, with 65% of young people sharing in the feedback survey that they’d been able to ‘try new activities’, 63% shared that the project had given them ‘more confidence to be active’, whilst 56% said the activities had helped them to be ‘more active’ and 38% said it had helped them to ‘manage their mental health’. Feedback from young people included:

A variety of fun activities to try out. An opportunity to participate in sports and activities I’ve never tried before

Very good social football

It gives me the It’s enjoyable freedom to play and fun what I love ~ | fl |

This activity has drastically improved my mental health. I think more activities like this should be pushed into action

Page: 8 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2024

Places for People

Housing Association, Places for People provided funding to StreetGames over a twoyear period to deliver Doorstep Sport activities in 13 locations across England, where the organisation has key housing stock.

To date, the project has engaged over 1,300 young people in more than 500 sessions. 32 volunteers have supported the delivery, and 13 individuals have been trained, with three gaining employment through the project.

Feedback from local residents and Places for People staff highlights the positive impact these sessions are having on young people’s lives, including improved social skills, routine, and school engagement. Overall, the project has successfully engaged diverse communities, addressed social issues, and provided opportunities for personal development and positive activities.

“This is the first opportunity the kids have had to engage in physical activities since Covid, and it has got them back socialising and into a great routine. Annemarie and Hat-Trick staff are superb and we’re thankful for these sessions.”

Us Girls London

Us Girls is StreetGames award-winning approach which is designed to increase and sustain young women’s participation in sport and physical activity in low-income communities across the UK. Underpinned by the principles of Doorstep Sport, it is an evidencebased methodology to help young women and girls to take part in sport and physical activity in a way that suits them.

Through funding from the Metropolitan Police, StreetGames has been able to provide funding and support to five LTOs in East London to deliver Us Girls activities to support and activate young women from low-income communities in Hackney and Tower Hamlets.

LTOs have so far engaged circa 100 young women – with each LTO delivering activities based on the needs of the young women involved and spanning: dance, boxing, fitness, paddle sports, taekwondo, football and multi-sports. The feedback from those taking part has been extremely positive, as illustrated on the right:

‘é A place where I can see other people and learn self-defence

Taekwondo helps us to be empowered in a world that’s hard to be heard a I’ve loved the different sessions IT

Get Out Get Active (GOGA)

Get Out Get Active (GOGA) programme, funded by Spirit of 2012 and led by the Activity Alliance is focused on reaching the least active and increasing participation in fun and inclusive physical activity so that disabled and non-disabled people can be active together.

As a GOGA partner, investment has enabled StreetGames to support three established LTOs in Newport, Cardiff and Swansea to be more inclusive by providing activities for participants with and without disabilities, adapting sessions to become more inclusive and accessible.

LTOs shared that the investment enabled them to offer a broader range of sports to young people in their communities and to tailor / deliberately design sessions with inclusivity in mind and make adjustments to ensure the involvement of everyone - resulting in 594 participants being engaged and, in some cases, wider family members staying to join in too.

The final year of GOGA funding meant that StreetGames was able to provide support to LTOs to help sustain their provision, including:

In addition, StreetGames will be working with Disability Sport Wales and the Senedd to host a celebration event in July 2024 to recognise the work that has taken place throughout the project.

Page: 9

END GAME 2

Doorstep Sport supports young people to be the best they can be – through purposefully designed activities which can help young people and their neighbourhoods to be healthier, safer and more successful.

Survey data from a sample of participants carried out over the past year, shows that:

ACTIVITY LEVELS

96% of Doorstep Sport participants typically take part in sport/physical activity on at least two occasions per week - including 39% who take part on five or more days each week. Most young people attend Doorstep Sport sessions over sustained periods – 47% for four months or longer.

RESILIENCE

Our data shows that doorstep sport participants typically have above average scores in relation to resilience – with an average score of 3.71 compared to average scores for young people nationally from low-affluence families of 3.58 .

WELLBEING

Using the nationally standardised ONS Wellbeing measures our data shows that: Doorstep Sport participants typically have above average ‘happiness’ and ‘life-satisfaction’ scores compared to young people nationally from low-

affluence families:

Average happiness scores (0-10): for Doorstep sport participants - 6.99 compared to 6.62 for young people nationally from low-affluence families

Average life satisfaction scores (0-10): for Doorstep sport participants - 7.14 compared to 5.95 for young people nationally from lowaffluence families.

See below a selection of illustrative examples of our work during the year.

Through investment from Welsh Government’s Healthy and Active Fund (HAF) in partnership with Sport Wales and Public Health Wales, StreetGames led a Family Engagement Project (FEP) between 2019 and 2023.

The project, which spanned over four years and across seven local authorities, used an asset-based community development (ABCD) approach to engage with families living in under-served communities – specifically focusing on families who are: ‘inactive’, isolated or who have challenging circumstances which may impact on their health and wellbeing.

Over the four-year period, the FEP has engaged with over 400 families (1,339 individuals) and worked with over 60 delivery partners. During this time, family engagement approaches have become embedded into the work of the partner organisations involved. 390 workers and volunteers from LTOs have received training and throughout the project LTOs and StreetGames have gathered insight to highlight achievements and key learnings as to how they have overcome challenges in delivery. Most importantly, the programme has had a

positive impact on those involved:

As a single mum, affording a family membership was out of the picture for me. However, being involved with the FEP has enabled me with a diverse range of opportunities that I wasn’t able to have before. I’m also suffering from a personal illness which also made me enquire about the FEP along It has definitely helped (increase confidence to create/ with support for my mental health. Being able to use all the play games at home). Not only for the children, but facilities that the sport centres have to offer is amazing. I’m it has helped me as a parent to interact with them. able to take my son to some classes which is great for me, This programme has really helped with motivation, and he actually enjoys going too. All the staff at the sport so I think having a reason to get dressed and get out centre are really friendly and always on hand to help with of the house with my children and attending a weekly any questions or queries. On occasions, I attend the sport session is really helpful. I prefer coming to these centre with a friend where sometimes it’s also quite nice sessions over the other playgroups we attend during to socialise with others and get some of my own free time. the week as we are getting involved and encouraged Overall, I’ve seen a great improvement in my mental health, to play together. The support in these sessions make weight management and actually my personal illness. I feel me want to continue attending. happier, healthier and fitter all thanks to having the chance to attend such amazing opportunities the FEP has given me. a - -74 C)Page: 10 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2024 ~~”~~

These successful approaches delivered by LTOs have also resulted in organisational changes to assign longer-term resources to what is working well. Although specific age range and stage-based opportunities are still catered for, family-focussed opportunities are now more widespread and embedded in organisational strategies. For example, one LTO partner reported that family engagement work now features in their organisational business plan. A new Community Engagement Officer role has been developed, where the job specification has been changed to include family engagement work as a key responsibility. Another LTO referenced that core funding has been allocated via social services to commit resources for a staff member to continue with the FEP approach as part of wraparound support for families. Partnership boards developed through FEP continue to work together.

Inspyre

StreetGames has been working with University College London (UCL) over the last year to develop and support the Wellbeing Whilst Waiting project. The project aims to develop an implementation pathway so that Children and Adolescent Mental Health Services (CAMHS) can provide a social prescribing offer for children and young people on the CAMHS waiting list. The idea of the project is to look at the different ways CAMHS can implement social prescribing, in order to maintain (or improve) young people’s mental health and wellbeing whilst they wait for their service or support. The project is currently working with 11 sites across England, and all have a slightly different model of implementing social prescribing.

UCL are leading the project’s research element with StreetGames supporting the implementation of the pathways, providing expert support on children and young people’s social prescribing via the ‘Principles’ document and the CYP Social Prescribing Toolkit. StreetGames has run several communities of practice for the sites on topics that are important to the delivery, as well as allowing sites to share experiences and gain support from their peers. StreetGames has provided a youth advisory function, whereby a Youth Advisory Group (YAG) has been established to give a young person’s view on the development of the project.

We are currently halfway through the three-year programme and have supported the development of an initial Implementation manual.

Page: 11

CLOSING THE HOLIDAY GAP Holiday Activities and Food (HAF) programme and Fit & Fed

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

In addition, research has also shown that even intermittent food insecurity, such as that experienced during school holidays, has been associated with poorer academic functioning in low-income children – with DfE data showing that pupils receiving free school meals are estimated to be 1.5 school years behind their more financially secure peers by the end of primary school[6] and over two years behind by the age of 16.

Since 2018, the Department for Education’s Holiday Activities and Food (HAF) programme has provided support to children in receipt of free school meals through holiday periods. Following successful pilots between 2018 and 2020, the programme was rolled out to all upper-tier local authorities in 2021, with further investment of over £200 million per year announced over the following 3 financial years for the Holiday Activities and Food (HAF) programme.

4Sport England (2022): Activity Check-in Wave 3

5Kellogg’s (2015): Isolation and Hunger – the reality of school holidays for struggling families

Page: 12 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2024

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 including:

One of the places where StreetGames is providing dedicated support to a local authority in the co-ordination of HAF is Birmingham. Known locally as ‘Bring it on Brum!’, the programme is designed to address the ‘holiday experience gap’ for children and young people from low-income households and 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 and delivers a range of activities across the main school holiday periods in summer, spring and winter. Over the past year the programme engaged over 54,000 young people, 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 over 240 holiday clubs operating in the heart of local neighbourhoods, staffed by local coaches and volunteers.

Through partnerships with a range of National Governing Bodies of Sport the programme has also been able to provide those attending with opportunities to take part in a range of sports, they might not usually try, including paddle sports, squash, cycling, hockey and tennis.

Research from Northumbria University calculated the Social Return on Investment for the Bring It On Brum programme – showing a value of £479.28 per child, while for every child deterred from participating in antisocial behaviour and associated crime, it calculated an approximate investment return of £928.40. This research also showed that children and young people attending Bring it on Brum sessions, on average were active for more weeks over the summer holidays compared to children that either did not attend any holiday provision or attended other holiday programmes.

Page: 13

Fit & Fed

StreetGames created the ‘Fit and Fed’ campaign in 2016 to help tackle three key challenges faced by families living in underserved communities during school holidays: food poverty; isolation, and inactivity, by providing children and young people with the opportunity to take part in fun sport/ physical activity and enjoy nutritious, healthy meals during the school holidays.

Since its inception in 2016, Fit and Fed has benefited over 80,000 children and young people and provided over 600,000 meals during this time.

Since 2020 StreetGames has been working with Pears Foundation to grow Fit & Fed delivery and since 2022, Pears Foundation have funded a Fit & Fed Partnership and Funding Lead post at StreetGames to support and enable clusters of LTOs to access new sources of funding for the delivery and sustainability of their local Fit & Fed offers.

Over the past year, this has included supporting three clusters of LTOs to deliver Fit & Fed activities in Swansea, Denbighshire and Plymouth which has:

80% of LTOs were able to involve young people in the delivery of their project, across a range of aspects which included: food options, discussions, peer mentoring, session leadership, event leadership, project administration and youth voice.

In feedback surveys, young people shared their reasons for attending Fit & Fed sessions, which included: to ‘have fun, make friends, to be active, because they enjoy trying new things and because they like sport’. They also shared, that if they weren’t at the sessions, they would most likely be: ‘gaming, stuck at home or watching tv’. A selection of feedback comments from those involved are shown below:

This project has been very beneficial to our initiative as being able to provide food and light refreshment after the sessions have encouraged the children and even the parents with participation. LTO Staff

It’s difficult to find activities during the holidays as everything costs money, so these sessions have been a massive help to me. Parent

I’ve enjoyed playing football and making new friends. I like the coaches. Young Person

Page: 14 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2024

SAFER

Over the past year, StreetGames has worked collaboratively with a range of strategic partners to raise awareness of and build the evidence for the role of sport in tackling youth crime and violence with an emphasis on delivering against three key outcomes:

Through this extensive partnership work across the country, StreetGames has also influenced the following funding, through VRUs and PCCs:

Greater Manchester Violence Prevention Fund

In October 2023, eight LTOs in Greater Manchester were awarded up to £45,000 each from the Greater Manchester Violence Reduction Unit, providing £300,000 of investment in total for community sport through the Greater Manchester Violence Prevention Fund.

The £300,000 investment is using community sport-based interventions (incorporating Doorstep Sport) to enhance positive outcomes for young people at risk of violence aged 10-25, with delivery taking place between November 2023 – March 2025.

Each organisation is taking a bespoke approach to their local area and the group of young people they are working with to ensure sustainability – with young people having the opportunity to engage in sport, mentoring, leadership and volunteering based activities. Over 300 vulnerable young people have engaged in the programme.

Page: 15

Bolton Summer Suppression 2023

Bolton Metropolitan Borough Council Community Safety Partnership commissioned StreetGames for a second year running, to coordinate and deliver Bolton’s summer violence prevention programme across eight ‘hot spot’ areas, as identified through the Serious Youth Violence Reduction dashboard.

£38,000 of funding was invested into LTOs to deliver six-weeks of provision for vulnerable young people. The programme offered a wide range of activities that engaged 295 vulnerable young people across five different local communities that have the capacity to sustain engagement with a longer term weekly, year-round offer.

All organisations took informal and formal referrals, indicating the capability of the organisations to operate with the appropriate intervention tailored to the young person with increased vulnerabilities and needs.

Thames Valley VRU – Sport and Inclusion Programme

Through a partnership with Thames Valley VRU, StreetGames has been leading the sport and inclusion programme. Now in its second year, the programme has developed significantly over the last 12 months, seeing growth through strategic development facilitated by the Sport and Violence Impact Manager and through the positive impact of six sports interventions run by LTOs in our network, that in total have engaged nearly 300 young people across Thames Valley to date.

West Midlands Commonwealth Games Legacy Fund

Following the successful delivery of a Gen22 programme, West Midlands OPCC invested £100,000 into five LTOs in the StreetGames network to continue their Commonwealth Games Legacy projects with emphasis placed on working with young people who meet some, or all of the criteria below:

The programme engaged a total of 119 young people and generated over 1,000 attendances.

In February 2024, a celebration event was hosted by StreetGames featuring the five LTOs involved, amongst young people from the funded sessions, wider partners including OPCC Youth Commissioners and youth representation from local youth centres.

One of the funded LTOs (Blue Jay) had established a film making project called ‘Based in Brum’ with vulnerable young people in and around the Small Heath area of Birmingham. The project focused on developing short films of inspirational sports people including a local young person and his love of table tennis, as well as local professional boxer Tori-Ellis Willetts. The CWG Legacy Fund enabled young people on the project to further develop a ‘show reel’ of the other four projects involved, where a live screening took place at the event, bringing to life success stories across the LTOs.

Page: 16 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2024

END GAME 3

At StreetGames, we want to help young people to be ‘more successful’ through Doorstep Sport, and to have more opportunities to become volunteers and future community leaders. Our work in this area includes:

During the last year we have delivered:

Our StreetGames’ #NextGen programme helps develop young people into the leaders of tomorrow. We know that too many young people living in under-served communities don’t get the opportunity and support required to realise their full potential in volunteering and local leadership. Our #NextGen programme is specifically designed to break down barriers to participation and help young people to develop their talents to the full.

Rooted in over 16 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 in their community, empowering them to make a difference in their local areas and broadening their horizons beyond their neighbourhoods by working with and learning from young people in other areas across the country.

The programme includes:

Each programme of activity is tailored to meet local needs and external learning is ensured by bringing young people together to share good practice and learn from each other’s work. The #NextGen programme has given young people the chance to participate in a wide range of activities that they would never otherwise have had the chance to do, and to develop new skills and gain new qualifications in the process. Some of our young volunteers have gone on to address audiences in the Houses of Parliament, lead sessions in online conferences, and even represented StreetGames at the Royal Garden Party.

Over the past year, #Next Gen programmes have taken place in locations including Derbyshire, Newcastle, North Tyneside, London and Hull.

There is clear advantage for the young volunteers engaged – which has been evidenced through external research and survey data. This includes research undertaken by Loughborough University in 2023/24 which identified a range of benefits experienced by young volunteers across the StreetGames network, including:

POSITIVE HEALTH & PERSONAL FEELINGS WELLBEING DEVELOPMENT

Enhanced mental Increased confidence, and physical health, self-esteem, sense social connections of achievement, and feelings of commitment and belonging responsibility

Happiness, enjoyment, fun and trust

EMPLOYABILITY (HARD SKILLS)

Gaining technical skills, technical knowledge and qualifications

EMPLOYABILITY (SOFT SKILLS)

Gaining interpersonal, communication skills, critical thinking, teamwork, leadership and time management

Page: 17

Similar benefits were also identified in survey data captured from a sample of young volunteers involved in the #Next Gen programme, which highlighted above average well-being scores, high levels of resilience and strong feelings of belonging to their neighbourhood and community trust.

(0-10 where 0 is not at all and 10 is completely) y

Feedback comments also illustrate their development:

It was quite a nervous thing at the beginning. And then you just I’ve learnt lots around how to got more and more comfortable I think we’ve gained people skills communicate with young people and how to react in different with people that you lead through the project that should activities for, and then yeah it just help for a career. settings. becomes natural. I actually get used to it. nn : a bp | rT DD[|] I think the knowledge from the We were able to meet lots of new A massive learning curve. courses will help in the future. people from the area. |

Page: 18 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2024

Rashvin Ramanathas, from Sunderland, was awarded StreetGames Young Volunteer of the Year Award 2023 for his outstanding volunteer work at Young Asian Voices (YAV), a multicultural youth and community project based in the city.

Rashvin joined YAV at the age of nine and has provided over 400 hours in volunteering. Rashvin assists YAV staff and coaches in evening and weekend cricket teams with U9’s, U11’s and U13’s. He has volunteered at every game and has played a pivotal part by using his skills to help and encourage others to progress, develop their cricket skills and become members of Wearmouth and YAV Cricket Club.

Rashvin has developed a strong reputation for team spirit and sportsmanship and has been a key player in encouraging female players to develop their cricket skills and grow. Rashvin aspires to become a cricket coach and encourage marginalised underserved children and young people into sports. As well as sports, Rashvin’s journey has also helped him shine in other fields, as he also joined theatre and has performed in the national show ‘The Odyssey’ in Sunderland and represented the Sunderland cast at the London National Theatre.

Since our inception, StreetGames has supported young people to become StreetGames Young Advisors – these are young people who volunteer with an LTO within their local community, who ‘step up’ to work on the design and delivery of national StreetGames initiatives.

This year our team of Young Advisors have helped to shape several pieces of work alongside supporting their own learning and development. Young Advisors have:

Page: 19 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2024

Peer Research

An example of a Peer Research project undertaken over the past year is a piece of work undertaken in partnership with Barnardo’s. The work involved working with LTOs and young people in three locations (Stoke-on-Trent, Leeds and Essex) to explore young people’s needs and to help design service solutions in response.

In each area a group of young people were provided with Peer Research training, to enable them to undertake research with other young people in their communities and share back their findings. Some young people were invited to sit on service design interview panels – meaning that they were not only able to input directly into the decision-making process but also learned new skills along the way.

In total, 21 young people undertook Peer Research roles and captured feedback from over 250 of their peers. The research findings highlighted the need for: more activities in safe and friendly environments, more people to talk to about their mental health, more opportunities for cooking / to access low cost or free food and more opportunities to volunteer.

Opening School Facilities

StreetGames is a consortium partner, with Active Partnerships, UK Active and the Youth Sport Trust on the DfE funded Opening School Facilities programme which is aimed at helping schools to open their facilities outside the school day.

Our role over the past year has focused on embedding youth voice into the heart of the programme which has seen over 70 youth voice consultation sessions undertaken at schools across the country with over 1,000 young people helping schools to better understand and tailor activities towards young people’s needs.

Youth Voice: 1000 Young Voices

This year, StreetGames undertook a major insight piece working with a specialist research agency – which involved hearing the views of 1,000 young people aged 11-24 years from lower income families. We explored their concerns, priorities, how they spend their spare time and undertook a ‘deep dive’ to help better understand their attitudes towards the role of sport and getting active. The research culminated in the development of seven youth segments that will help local organisations and wider sports/youth partners design Doorstep Sport offers to target the needs of particular groups of young people. Since hearing from the young people, we have disseminated the findings through a series of webinars and road-show events, to amplify their voices and raise awareness of the issues raised. We are now undertaking work to activate the findings through partner collaborations, a test and learn pilot, workforce training and sharing learning.

National Citizen Service (NCS) Trust

Over the past year, StreetGames has acted as a strategic advisor to the NCS Trust helping them to enhance and improve their community grants programme, which supports social action among StreetGames target beneficiaries. This has involved working with senior managers at the Trust to support their reflection and understanding of how their new community grants programme is working, developing new approaches to grant-making and improving the reach of and access to NCS offers, particularly for those organisations supporting young people based in underserved communities or working with underrepresented groups.

Our role with the Trust, saw approximately £20 million of investment for youth volunteering and social action reach nearly 200 organisations through the ‘Open to All’ and ‘Targeted Grants’ funds. This work has helped NCS to reach and fund new organisations and reach more communities in need across England and supported the growth and sustainability of hundreds of LTOs.

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END GAME 4

National survey data shows that young people living in low-income communities typically have less access to sport/leisure facilities, sports clubs, volunteering and coaching. This in turn impacts their ability to take part in mainstream sport and the range of sports they can access – with Sport England[7] data showing that whilst 87% of children and young people from high affluence families take part in sporting activities regularly, only 74% do so from low affluence families with rates of participation for many sports just half that of their more affluent peers.

We use our knowledge, insight and connections to influence the thinking, strategy and investment of mainstream sports providers, so that they are able to better meet the needs of young people from low-income, underserved communities. We do this through providing insight support, workforce development, youth voice, test and learn pilots and helping NGBs to grow the reach of their sport in low-income communities.

Below are some of the best examples of our work over the past year:

StreetGames has worked with the Lawn Tennis Association (LTA) over several years, as a key partner in the delivery of their SERVES programme. The programme is designed to take tennis into the heart of local communities to people who may have never picked up a racket, or thought tennis was a sport for them. It is delivered in community venues ranging from youth clubs, and community centres, to faith venues and others.

In the last 12 months StreetGames has engaged with over 230 LTOs who are actively delivering the SERVES programme as part of their regular weekly provision, allowing young people the opportunity to play tennis who in many cases usually wouldn’t get the opportunity.

We have also:

Chance to Shine aims to give children the chance to not only play cricket, but to grow a love for the sport, learn vital life skills, improve wider wellbeing. and fulfil their potential.

Our partnership with Chance to Shine has supported the delivery of 18 Chance to Shine Street projects over the past year - delivered by 16 LTOs from our network. The sessions have provided an opportunity for over 1,000 young people from low-income, underserved communities to experience cricket for the first time. The projects deliver to a wide range of audiences and vary from mixed gender sessions, female only sessions and some are exclusively run to provide sport and physical activity to young refugees.

StreetGames also partners with Chance to Shine to co-deliver the two-day Street Coach Training course which incorporates practical skills and a classroom workshop consisting of a mash up of various StreetGames Training Academy courses. The past 12 months has seen circa 200 County Cricket board coaches complete the course equipping them with the skills to deliver sessions to young people from low income, underserved communities.

7Sport England (2023) Active Lives Children & Young People Survey, Academic Year 2022-23

Page: 21 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2024

Wales Netball: Blitz Netball Activator Project

Between September 2023 and March 2024 Wales Netball enlisted StreetGames to co-develop a new modified version of the sport, to help them engage with new audiences. The work was commissioned as Wales Netball recognised that whilst they provide excellent mainstream netball opportunities, they did not have an informal offer that could be accessed outside of a traditional club or school environment. The project involved:

StreetGames has now developed a long-term partnership plan with Wales Netball, who have asked us to be their sole training provider for the Blitz Netball Activator, with Wales Netball recognising that they do not yet have the suitable tutor workforce to deliver this product and appreciating StreetGames expertise in this space.

Wales Netball will co-launch the Blitz Netball product in the summer of 2024.

The Birmingham Community Paddle Sport Project

The Birmingham Community Paddle Sport Project, which is driven via a partnership between British Canoeing, the Canal & River Trust and StreetGames is an initiative aimed at increasing access and participation in paddle sports across Birmingham’s canal network, particularly in underserved communities.

The project has received £100,000 in funding and has successfully built capacity in seven community organisations to offer paddle sport activities.

The project saw over 800 young people engaged in paddle sports over the summer holiday period in 2023, including many who have never taken part in paddle sports before. A survey of attendees found that 53% of respondents had their first experience of paddle sports through this project and reported a high level of enjoyment, with an average score of 8.7/10.

Participants also reported that involvement in the sessions had helped them to: learn new things, making new friends and be more active. The majority of attendees expressed a desire to continue paddling in the future whilst Project leaders shared that their groups had grown in confidence and social skills via exposure to new experiences.

The project has been successful in creating access to paddle sports and plans are in place to further support and develop the paddle hubs in the coming year with another tranche of activities planned for the 2024 summer holidays and beyond.

Cricket Wales

As part of a wider cricket pilot across England and Wales, Cricket Wales supported three LTOs in the StreetGames network to access and deliver their Dynamos cricket offer between July and September 2023.

The aim of this pilot project was to help diversify the audience that the existing Dynamos product was reaching, and provide Cricket Wales and the ECB with feedback on the current processes and delivery methods.

Before this opportunity arose, some of our participants had never even left their hometown, let alone experienced a live sporting event. Providing beneficial opportunities, such as The Hundred tickets, helps local young people develop positive aspirations. LTO Leader

Each of the three LTOs accessed funded training to deliver the product, received equipment and kit for each participant, and were supported to record their sessional and participant data through the ECP ClubSpark platform.

The LTOs involved, from Wrexham, Newport and Merthyr Tydfil ranged from a local authority sports development team, a football foundation and a Boys and Girls Club.

Over the course of the summer, 56 young people attended a total of 20 sessions across the three sites, with 328 attendances recorded. In addition to the Dynamos pilot, Cricket Wales were also able to support LTOs to access tickets to watch Welsh Fire compete in The Hundred competition.

In total, eight LTOs engaged in this Inspiration Campaign offer, including two of the Dynamos pilot project LTOs. 70 tickets were distributed across four games held in central Cardiff.

80% of those that attended shared that they had never been to a live sporting event before, and 86% said they wanted to access more cricket as a result.

I can’t wait to show some of the kids in the multi sports sessions what I’ve seen and learnt from the match! Young Person

As part of longer-term planning with Cricket Wales, we are now exploring a place-based approach to activating cricket locally. This will include joining up of different cricket offers and provision across a specific place to ensure as many young people as possible have access to the right cricket offer for them.

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StreetGames has worked with Archery GB to undertake a pilot project. Working together with three LTOs and three Young Advisors in the Midlands, initial discussions were held to explore how archery could be delivered in doorstep sport sessions that were then followed with a six-week pilot where activities were tested across 15 doorstep sport sessions with 50 young people.

Following the pilot, the groups came up with a series of recommendations about how archery should be delivered within doorstep sport sessions – including how the activities should look and ‘feel’ together with the equipment needs to help Archery GB in their future planning.

National data shows that young people from low affluence families are significantly less likely to spectate at live sporting events - missing out on opportunities to build exciting memories, connections and to be inspired. One of the ways that StreetGames is trying to address this inequality, is through our #Inspiration campaign - which aims to connect young people from underserved communities to major sporting events through opportunities to spectate, volunteer and participate.

Over the past year 6,500 tickets have been allocated to 250 LTOs in the StreetGames Network – providing young people with the opportunity to spectate across a range of sports, including: boxing, women’s football, rugby league, cricket, tennis, basketball, squash – at events taking place across 15 different places, including: The Women’s FA Cup Final, Wimbledon & Queen’s Tennis Tournament and the BBL Play off final. It was the first time for all our young people at the venue. The first Only one of the group had been time for all but one to Birmingham. It was very inspirational for the to a live boxing event before so The first for all seeing an event girls to be able to see some of the this was a great experience for like this. They were enthralled, Lionesses play in such an iconic them. They absolutely loved the engaged and thoroughly loved their venue. The girls were awestruck. atmosphere and the event. time recounting the day’s events, atmosphere, people, different place co with eyes wide open The Inspiration Campaign has also engaged with multiple NGBs, sport sector partners and event organising committees throughout the past year. We’ve had successful engagement with partners such as Matchroom Boxing, Rugby League, The LTA, Women’s FA and more. This engagement not only helps create further opportunities for young people, but also allows us to support partners and help shape what their offer for young people looks like – as illustrated via the Archery project above.

The Inspiration Campaign has also provided young people from LTOs in the StreetGames network with the opportunity to volunteer at major sporting events including the: London Landmarks Marathon, the Rob Burrows Marathon and Great North Run. Working with partners to explore how they can develop their volunteer offer to truly connect to the event, be exciting and accessible to all young people.

The Inspiration Campaign created a once in a lifetime opportunity for TJ, a StreetGames Young Advisor, to spend four days with the Matchroom Boxing media team, developing his technical skills in front and behind the camera, as well as sampling life behind the scenes at a major sporting event. TJ told us about his experience working with the Matchroom team...

This is something that I’m so passionate about, to be able to experience what goes on in the run-up to a big fight has been incredible. I just wanted to say a big thank you to the team at Matchroom Boxing and to StreetGames for making this happen, I’ve enjoyed every single second of it. My dreams are coming true, from a North East lad a year ago not knowing what I wanted to do in life, to now making dreams a reality. ted

Page: 23 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2024

Page." 24

The trustees present their annual report together with the consolidated financial statements of the charity and its subsidiary for the year ended 31 March 2024. These are also prepared to meet the requirements for a directors’ report and accounts for Companies Act purposes. Information set out on pages 4-32 form part of this report.

The trustees review the aims, objectives and activities of the charity each year. This report (including the information set out on pages 4-32) 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 young people 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 work closely with partners to unlock the multiple benefits that playing sport and being active bring to children and young people living in low affluence and underserved communities.

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 5-24).

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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 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 2,750 participants (30,818 attendances) across a variety of programmes during 2023/4, 46% came from ethnically diverse backgrounds, 5% had a disability and 31% were female. 82% of participants lived in the two most deprived quintiles as per the Indices of Multiple Deprivation.

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 challenges as well as our successes.

Our current EEDIB Strategy challenges us to create opportunities for inclusion within our organisation as well as in the work we do within communities and with young people across the UK. We systematically collect information about all the protected characteristics set out in the Equality Act 2010 from our Board, staff and contractors on a voluntary basis in order to support the development of positive action programmes. We acknowledge that the demographics of our staff and trustee body do not currently reflect the population we serve and an action plan has been developed to improve this over the longer term. In order to be most effective this focuses on increasing representation from disabled, racially diverse and low-income backgrounds in the first instance. Alongside this we will seek to maintain the gender balance we have achieved amongst staff and trustees.

Our work is centred across five goals as follows:

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 40% 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 18% and 24% respectively).

51% of our staff and contractor base identify as female, 46% as male and 1% as non-binary. We recognise that we have further work to do to ensure that our staffing base more closely reflects the ethnic make-up of the young people we work with (at the last People Survey 96% of our staff were white). Similarly, only 9% of our staff and contractors were living with a disability or limiting long term health condition at the time of the last survey. This reflects a sector wide issue, and our action planning is focussed on encouraging applications from a broader cross section of demographic groups through improvements to our recruitment process and provision of opportunities to help individuals understand the sector and see it as a realistic employment prospect. We acknowledge that change will take time, but we remain committed to playing our part in this.

Page: 26 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2024

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 sub-committees which serve to both advise the full Board, and provide additional scrutiny in key areas:

1. Finance Committee (Chaired by Immacolata Pescatore) ~~a~~

1. Finance Committee (Chaired by Immacolata Pescatore)

The objectives of the Committee are to ensure that:

2. Audit & Risk Committee (Chaired by Mark Cornelius)

The objectives of the Committee are to:

3. Fundraising Committee (Chaired by Victoria Hill)

The objectives of the Committee are to:

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

2023/4 2022/23 2021/22 ~~_|~~ Board meetings 67% 60% 77% ~~eee ee |~~ Audit & Risk Committee 88% 75% 88% ~~a ee~~ Finance & Resources 75% 95% 77% Committee ~~——<————~~ Fundraising Committee 84% 73% 63% ~~ee~~

The Board and Committees each undertake a regular self-evaluation of performance, the findings of which inform the 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 last 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). The company did not trade during the 2023/4 financial year.

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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 funding from Sport England, 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 requirements of both this Code and Sport Wales’s governance Capability Framework. Where gaps are identified, action is planned within the Governance Improvement Plan to ensure it continues to maintain the highest standards of governance.

Stakeholder Engagement Strategy

Engagement is a vital part of developing understanding of our environment, particularly across underserved communities, and StreetGames has a strong track record of stakeholder engagement. We want our stakeholders to feel that they are contributing to helping us not only shape our future plans and priorities, but also to provide the best service for the network and our sector. 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 it supports communities and young people facing socio-economic disadvantage.

Our approach to stakeholder engagement is therefore context specific where we aim to employ the most effective method of engagement and the most relevant resources to meet the needs of our partners and improve our practice.

challenges and opportunities to improve the physical and mental wellbeing of the StreetGames team, whilst a Continuous Professional Development Group is dedicated to improving and better coordinating staff training and development opportunities.

Alongside this, all our people have access to an external Employee Assistance programme, specialist counselling resource and a range of associated personal support tools. Hybrid and flexible working arrangements are in place for all staff and a pension scheme offering up to 8% employer contributions for our lowest paid staff encourages saving for the future.

Conficts of Interest

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.

We work 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..

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

Staf Wellbeing and Employee Engagement

StreetGames is a people-centred organisation. In 2024 we were assessed as being one of the top 200 employers in the Sunday Times Best Places to Work survey, achieving ‘excellent’ in every category.

The wellbeing of our people remains a key priority. We undertake an annual People 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 people. In addition, we aim to foster a culture where anyone can seek support from another individual within the organisation with whom they feel comfortable. Our staff-led Workplace Wellbeing Group is focussed on identifying

StreetGames is committed to ensuring that we pay our people 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 people, 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 page 3) to comprise the key management personnel of the charity, in charge of directing and controlling, running and operating the Charity on a day-to-day basis. In accordance with the Charities SORP, the Companies Act 2006, and the Charities Acts 2011 and 2022, StreetGames discloses the following:

The board approves the annual percentage cost of living increase for all staff (including senior management) after considering the CPI as at 30th September of the previous year, an assessment of affordability in view of future confirmed income, and the general economic environment. A cost-of-living increase of 4% was agreed by Trustees for 2024/5 in line with this policy.

Page: 28 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2024

Total income for the year was £8.2m; 33% lower than the level reported in 2022/23 (£12.15m), which reflects the £4.9m invested by the Ministry of Justice in community sport programmes in 2022/3 but which was not repeated in the current year.

Sport England continues to be StreetGames’ major funder, with an award of £2.1m for 2023/4; the second year of a five-year funding commitment supporting our status as one of its ‘System Partners’. This funding 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 (total income £284,100). As in previous years, this core funding from both organisations has helped unlock grants from other sporting partners including, Disability Sport Wales (£16,000), Chance to Shine (£78,800) and the Lawn Tennis Association (£142,800).

Our ‘Holiday Gap’ programme continued to form a significant element of delivery during the year, particularly in support of the DfE’s Holiday Activities with Food (HAF) programme where StreetGames has played a key role in managing and delivering activity in Birmingham, Newcastle and across Derbyshire. Our programme management contracts with Birmingham City Council and Derbyshire County Councils were worth a total of £1.5m over the year, as we delivered programme management activity, grant distribution services, coordination of enrichment activities, food logistics, food provision, and training. In Newcastle the service was accompanied by distributions to LTOs to a total value of £1.855m.

Alongside HAF funded development and delivery activity for other Local Authorities (including Lancashire County Council, Hull, and Medway Councils and the London Borough of Tower Hamlets), Pears Foundation funded Fit and Fed work in Plymouth and south Wales to a value of £127,000. Our partnership with Active Partnerships to deliver the DfE’s Opening Schools Facilities Programme also saw investment in helping schools open their facilities outside the school day, to a value of £182,000 this year; year 2 of a three-year 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 2023/4 (£160,000) and this model of partnership working continues to release further investment across Police & Crime Commissioners and Violence Reduction Units in Greater Manchester (£200,000) and Thames Valley (£77,000).

Expenditure in 2023/4 was lower in comparison with the previous financial year as direct programme expenditure and distributions to LTOs were matched to the funding received. Employment costs continue to be the single largest area of expenditure, and our average staffing complement was 92 during the year (92 - 2022/3). 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 £200,000 were made this year, slightly below levels achieved in 2022/3 (£271,000). 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 2023/24 were:

----- Start of picture text -----
||| |---|---| |Sport England|2,100,000| |Newcastle City Council|1,855,184| |Birmingham City Council|1,058,752| |Derbyshire County Council|436,337| |Greater Manchester Combined Authority Police|200,000| |& Crime Commissioner| |Sport Wales|284,100| |Pears Foundation|187,500| |Active Partnerships|182,964| |West Midlands Police & Crime Commissioner|160,000| |Lawn Tennis Association|142,800| |Medway Council|110,683| |University College London|83,926| |Chance to Shine|78,823| |Thames Valley Police & Crime Commissioner|77,083| |Lancashire County Council|85,173| |Youth Alliance Greater Manchester|69,000| |MJL Charitable Trust|66,000| |Hull City Council|60,000| |Mayor’s Office for London|52,265| |Birmingham Children's Trust|50,000| |National Citizenship Service|45,806| |Leicestershire Violence Reduction Unit|45,600| |London Borough of Tower Hamlets|42,400| |Places for People|37,565| |Bolton Council|37,146| |Greater Manchester Sports Partnership|35,138| |Wigan Council|32,167| |Barnardo's|22,756| |Youth Endowment Fund|17,500| |London Youth|17,410| |Disability Sport Wales|16,274| |Nottinghamshire Police & Crime Commissioner|15,000| |Young Brent Foundation|14,895| |Cheshire Police & Crime Commissioner|13,500| |Cleveland Police & Crime Commissioner|13,500| |Avon & Somerset Police & Crime Commissioner|13,500| |Trafford Council|13,004| |Stockport Council|12,404| |Hertfordshire Police & Crime Commissioner|11,667| |Riverside Housing|10,495| |Waterloo Foundation|10,000|

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

We also 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 pressures continue 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.

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 and for the value of Doorstep Sport 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 have sought to successfully integrate an expanded workforce. A comprehensive People Plan has been developed during 2024, drawing together the learning from this and identifying ongoing challenges so we can build on the work undertaken so far.

We continually ‘take the temperature’ of how our people feel about working for StreetGames. We undertake an annual People Survey and develop an Action Plan based on the findings. 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.

During 2024 StreetGames was named amongst the top 200 employers in the Sunday Times Best Places to Work survey, achieving ‘excellent’ in every category.

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. This is currently compounded by the fact that several of our government funded programmes are due to finish in March 2025. Whilst greater clarity about the future of these programmes will be provided in the new Chancellor’s Autumn Statement, we continue to mitigate the risk through ongoing implementation of 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.

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, the level of free reserves is only marginally short of the requirements of our Reserves Policy. Current cashflow forecasts predict balances in excess of this at least until March 2025.

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 & Risk Committee scrutinises the overall approach to internal control. Sport England commissioned BDO to review our governance arrangements during 2022/3 and they were able to reach an overall opinion that these are ‘Good’. During 2023/4 Sport England undertook a further assessment of StreetGames’ compliance with the Code for Sports Governance and concluded that the Charity complies with the Code’s requirements.

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 2021/22. 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 both the Advanced Standard and the Ann Craft Trust Safeguarding Adults in Sport Framework.

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

A Data Protection & Records Management Policy is in place, alongside associated protocols and regular mandatory training in IT security and Data Protection for all staff.

Data Protection is at the centre of our IT Strategy as we seek to make use of the latest technology to embed secure systems and practices. We continue to move to cloud-based systems where possible and this has allowed us to both standardise use of many programmes and to embed improved protocols in support of increased security around the data we hold.

Page: 30 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2024

Total funds held at the end of the reporting period were £2,424,623, of which £1,118,689 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

As at 31st March 2024 the reserves requirement was calculated in accordance with our stated policy as follows:

Salaries & Contractors 931,065 Core Support 272,007 Software Licences 103,652 Other 2,520 a Total 1,309,244

After deducting £53,442, representing fixed assets, actual free reserves were £1,252,492

This leads to a shortfall on free reserves against the reserves’ requirement of £56,752 (4.3% of the requirement).

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 are awaiting confirmation of continued funding beyond March 2025 from other statutory sources (including from Police & Crime Commissioners and in relation to our DFE funded HAF programme).

Whilst the precise nature of these activities post-March 2025 is dependent on the shape of government funding into the relevant geographies and programme areas, we believe that the solid relationships we have established at local and national level mean that StreetGames is in a strong position to both help shape ongoing delivery and draw down the associated funding.

Should the requisite funding not be forthcoming, we have considerable experience in flexing the capacity of the organization to match the income available, preparing a variety of delivery and expenditure scenarios, with plans in place to enact the most appropriate. We have also built up a prudent level of unrestricted reserves which provide some flexibility and will allow us to manage any shortfall in the short term.

Fundraising

During 2021/2 we launched our 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’:

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 over time an expanded range of regional and national partnerships.

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, door-to-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 2023/24 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.

Page: 31

Grant making policy

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 2024/25 StreetGames made grants of £1,937,456, representing 25% 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 16th October 2024 and signed on behalf of the Board by

John Cove Chair of the Board

Page: 32 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2024

We have audited the financial statements of StreetGames UK for the year ended 31 March 2024 which comprise Consolidated Statement of Financial Activities, Consolidated Statement of Financial Position, Consolidated Statement of Cash Flows and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the group and charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

In auditing the financial statements, we have concluded that the trustee’s use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

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

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

The trustees are responsible for the other information contained within the annual report. The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

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

In light of the knowledge and understanding of the group and the charitable company and their environment obtained in the course of the audit, we have not identified material misstatements in the strategic report or the directors’ report included within the trustees’ report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

Page: 34 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2024

As explained more fully in the trustees’ responsibilities statement set out on page 32, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

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

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

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

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

Irregularities, including fraud, are instances of non-compliance 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.

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 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 nondetection 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

3rd floor St George’s House 56 Peter Street Manchester M2 3NQ

4th November 2024

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.

Page: 35

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Page: 36 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2024
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StreetGames UK CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES (incorporating an income and expenditure account) For the year ended 31 March 2024

Unrestricted Restricted Total Total
Funds Funds Funds Funds
2024 2024 2024 2023
Note £ £ £ £
INCOME
Donations and legacies 3 83,108 - 83,108 124,690
Other trading activities 4 352,032 - 352,032 411,464
Investment income 6 78,696 - 78,696 25,174
Charitable activities 7 1,686,860 6,005,856 7,692,716 11,586,254
___ ___ __ __
TOTAL INCOME 2,200,696 6,005,856 8,206,552 12,147,582
RESOURCES EXPENDED
Bid writing and raising funds 8 33,162 232,365 265,527 245,475
Trading activities 8 348,490 - 348,490 335,333
Charitable activities 8 1,678,520 6,022,171 7,700,691 11,664,801
__ ____ ___ __
TOTAL RESOURCES EXPENDED 2,060,172 6,254,536 8,314,708 12,245,609
NET INCOMING RESOURCES BEFORE
TRANSFERS 140,524 (248,680) (108,156) (98,027)
Transfers 20 (201,158) 201,158 - -
__ __ ___ __
NET MOVEMENT IN FUNDS 20 (60,634) (47,522) (108,156) (98,027)
TOTAL FUNDS AT 1 APRIL 2023 20 1,366,568 1,166,211 2,532,779 2,630,806
__ __ ___ __
TOTAL FUNDS AT 31 MARCH 2024 20 1,305,934 1,118,689 2,424,623 2,532,779

The Consolidated Statement of Financial Activities includes all gains and losses recognised in the year.

All activities relate to continuing activities.

The notes on pages 41 to 62 form part of these financial statements.

Page: 37

StreetGames UK CONSOLIDATED BALANCE SHEET Company Registration Number: 5384487 As at 31 March 2024

Group Group Charity Charity
2024 2023 2024 2023
£ £ £ £
Note
FIXED ASSETS
Tangible fixed assets 15 53,442 74,953 53,442 74,953
Investments 16 - - 1 1
__ ____ __ __ _
53,442 74,953 53,443 74,954
CURRENT ASSETS
Debtors 17 1,035,759 1,244,624 1,035,759 1,245,760
Cash at bank and in hand 2,845,152 3,358,857 2,845,152 3,357,720
___ __ __ __
3,880,911 4,603,481 3,880,911 4,603,480
CREDITORS:amounts falling due within one
year 18 (1,509,730) (2,145,655) (1,509,731) (2,145,655)
___ ___ __
___ ___ ___ __
NET CURRENT ASSETS 2,371,181 2,457,826 2,371,180 2,457,825
TOTAL ASSETS LESS CURRENT LIABILITIES 2,424,623 2,532,779 2,424,623 2,532,779
CREDITORS: amounts falling due after more
than one year 19 - - - -
NET ASSETS 21 2,424,623 2,532,779 2,424,623 2,532,779
CHARITY FUNDS
Unrestricted – General funds 20, 21 1,305,934 1,274,106 1,305,934 1,274,106
Investment reserve 20, 21 - 92,462 - 92,462
Restricted funds 20, 21 1,118,689 1,166,211 1,118,689 1,166,211
_____ _____ _____ _____
2,424,623 2,532,779 2,424,623 2,532,779

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 1 6 th October 2024, and signed on their behalf by:

John Cove Director

The notes on pages 41 to 62 form part of these financial statements.

Page: 38 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2024

StreetGames UK STATEMENT OF CASH FLOWS For the year ended 31 March 2024

Group
2024
£
Cash flows from operating activities
Net cash provided by operating activities
(588,351)
Cash Flows from investing activities
Net cash provided by investing activities
74,646
Increase/ (decrease) in cash and cash
equivalents in the year.
(513,705)
Cash and cash equivalents at the beginning
of the year.
3,358,857
Cash and cash equivalents at the end of
the year.
2,845,152
NET CASH FLOW FROM OPERATING ACTIVITIES
Group
2024
£
Net income/(expenditure) for the reporting
period
(108,156)
Adjusted for:
Interest receivable
(78,696)
Depreciation charges
25,047
Loss on disposal of tangible
fixed assets
514
(Increase)/Decrease in debtors
208,865
Increase/(Decrease) in creditors
(635,925)
Net cash provided by / (used in) operating
activities
(588,351)		 Group
2023
£
391,336
(44,675)
346,661
3,012,196
3,358,857
Group
2023
£
(98,027)
(25,174)
16,296
-
(61,871)
560,112		 Charity
2024
£
(587,214)
74,646
(512,568)
3,357,720
2,845,152
Charity
2024
£
(108,156)
(78,696)
25,047
514
210,001
(635,924)		 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







391,336 (587,214) 406,286

Page: 39

StreetGames UK STATEMENT OF CASH FLOWS For the year ended 31 March 2024

ANALYSIS OF CASH AND CASH EQUIVALENTS
Cash at bank
ANALYSIS OF CHANGE IN NET DEBT
Cash
TOTAL
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
2024
£
2,845,152
Group
2024
£
78,696
(4,465)
415
74,646		 Group
2023
£
3,358,857
At start
of year
£
3,358,857
3,358,857
Group
2023
£

25,174
(69,849)
-
(44,675)		 Charity
2024
£
2,845,152
Cash
flows
£
(513,705)
(513,705)
Charity
2024
£
78,696
(4,465)
415
74,646		 Charity
2023
£
3,357,720
At end
of year
£
2,845,152
2,845,152
Charity
2023
£
25,174
(69,849)
-
(44,675)

Page: 40 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2024

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024

1. ACCOUNTING POLICIES

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

1.1 Basis of preparation of financial statements

The financial statements have been prepared in accordance with accounting and reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) (effective 1 January 2015) – (Charities SORP (FRS102)), The Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) and the Companies Act 2006.

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

1.2 Consolidated financial statements

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

1.3 Company status

The Charity is a company limited by guarantee. The Trustees of the company are the Trustees named on page 2. In the event of the Charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the Charity.

1.4 Currency and rounding

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

1.5 Going concern

StreetGames, in common with many charities, operates within a funding environment of considerable uncertainty where short- and fixed-term awards are the norm. We continue to maintain strong relationships with a broad cross section of partners and our success in accessing a variety of funding streams demonstrates our ongoing effectiveness in managing the position. Sport England and Sport Wales remain key supporting partners. Sport England have confirmed StreetGames as a system partner for the five-year period 2022-7, with associated funding of £2.1m per annum.

Partnerships with several local authorities, in particular Birmingham City Council, Derbyshire County Council and Newcastle City Council, have seen us play a major role in delivering the government’s Holiday Activities with Food programme over the period 2022-2025. We have also delivered successful partnerships with Police and Crime Commissioners and Violence Reduction Units nationwide. Whilst the precise nature of these activities post-March 2025 is dependent on the shape of government funding into the relevant geographies and programme areas, we believe that the solid relationships we have established at local and national level mean that StreetGames is in a strong position to help shape ongoing delivery.

Should the requisite funding not be forthcoming, we have considerable experience in flexing the capacity of the organization to match the funding available, preparing a variety of delivery and expenditure scenarios, with plans in place to enact the most appropriate. We have also built up a prudent level of unrestricted reserves which provide some flexibility and allow us to manage any shortfall in the short term.

Directors have prepared forecasts for the next twelve months that indicate that sufficient resources will be available to meet financial commitments and will continue to monitor the situation. They therefore believe that the company’s financial resources and contingency planning is sufficient to ensure its ability 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: 41 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2024

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024

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: 42

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024

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: 43 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2024

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024

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 six charitable activities in the year (2023: 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 44-47, 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		 2024
£
8,206,552
-
(381,652)
(7,933,056)


 Total
2024
£
2023
£
Total
2023
£
12,147,582
10,343
8,206,552
12,157,925
(347,776)
(11,897,833)
(8,314,708)
(12,245,609)
___

(108,156)
(87,684)
2,532,779
2,620,463
___
 _
2,424,623
2,532,779
1,118,689
1,166,211
-
92,462
1,305,934
1,274,106
___
 ______
2,424,623
2,532,779		 Total
2024
£
2023
£
Total
2023
£
12,147,582
10,343
8,206,552
12,157,925
(347,776)
(11,897,833)
(8,314,708)
(12,245,609)
___

(108,156)
(87,684)
2,532,779
2,620,463
___
 _
2,424,623
2,532,779
1,118,689
1,166,211
-
92,462
1,305,934
1,274,106
___
 ______
2,424,623
2,532,779
___ __
(87,684)
2,620,463
__ _____
2,532,779

1,166,211
92,462
1,274,106
___ ______
2,532,779

Page: 44

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024

3. DONATIONS AND LEGACIES

Unrestricted
Funds
2024
£
Restricted
Funds
2024
£
Donations received
83,108
-		 Total
Funds
2024
£
Unrestricted
Funds
2023
£
Restricted
Funds
2023
£
83,108
124,690
-		 Total
Funds
2023
£
124,690

4.

OTHER TRADING ACTIVITIES

Unrestricted
Funds
2024
Restricted
Funds
2024
£
£
Fundraising events
-
-
Training courses
199,714
-
Sports development
142,800
-
Other income
9,518
-

352,032
-		 Total
Funds
2024
Unrestricted
Funds
2023
Restricted
Funds
2023
£
£
£
-
9,093
-
199,714
270,725
-
142,800
126,726
-
9,518
4,920
-

352,032
411,464
-		 Total
Funds
2023
£
9,093
270,725
126,726
4,920
411,464

Total income from fundraising combining donations and fundraising events is £83,108 (2023: £133,783)

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
2024
£
-
-
-
-
-
1
-
1
1		 Total
2023
£
-
-
-
(10,343)
(10,343)
1,137
(1,136)
1
1

Page: 45 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2024

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024

6. INVESTMENT INCOME

Unrestricted
Funds
2024
Restricted
Funds
2024
£
£
Interest receivable
78,696
-		 Total
Funds
2024
Unrestricted
Funds
2023
Restricted
Funds
2023
£
£
£
78,696
25,174
-		 Total
Funds
2023
£
25,174

7. CHARITABLE ACTIVITIES

CHARITABLE ACTIVITIES
Group and Charity
Unrestricted
Funds
2024
£
Fundraising
-
Sport & PA Gap
-
More Successful
45,806
Healthier
-
Safer
56,850
Holiday Gap
1,584,204
Governance
-
1,686,860		 Restricted
Funds
2024
£
232,365
2,428,255
91,681
106,076
659,181
2,355,855
132,443
6,005,856		 Total
Funds
2024
Unrestricted
Funds
2023
£
£
232,365
-
2,428,255
-
137,487
64,054
106,076
-
716,031
-
3,940,059
1,095,144
132,443
-
7,692,716
1,159,198		 Restricted
Funds
2023
£
233,032
3,159,585
584,712
37,247
5,828,384
476,036
108,060
10,427,056		 Total
Funds
2023
£
233,032
3,159,585
648,766
37,247
5,828,384
1,571,180
108,060

11,586,254

Included in income for charitable activities is a total of £6,732,675 (2023: £10,022,559) relating to government 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: 46

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024

8.1 RESOURCES EXPENDED

a. Bid Writing, Raising Funds and Trading Activities

Unrestricted Funds Restricted

Fundraising
2024
Trading
Activities
2024
£
£
Direct expenditure
-
Staff costs
25,886
207,259
-
Regional Network
Support
-
3,841
-
Travel & Subsistence
946
15,469
-
Other Project Costs
589
63,747
-
Premises & Office Costs
-
6,500
Support costs
-
Central staff costs
1,613
38,420
-
Central travel costs
-
749
-
Premises & office costs
2,565
9,722
-
PR & marketing
784
1,225
-
Staff recruitment/training
779
1,558
33,162
348,490		 Total
2024
Fundraising
2024
£
233,145
197,152
3,841
-
16,415
8,147
64,336
2,988
6,500
3,312
40,033
13,098
749
375
12,287
3,391
2,009
1,568
2,337
2,334
381,652
232,365		 Total
Funds
2024
Total Funds
2023
£
£
430,297
393,566
3,841
-
24,562
36,988
67,324
59,058
9,812
20,835
53,131
44,442
1,124
978
15,678
16,893
3,577
2,485
4,671
5,563
614,017
580,808		 Total
Funds
2024
Total Funds
2023
£
£
430,297
393,566
3,841
-
24,562
36,988
67,324
59,058
9,812
20,835
53,131
44,442
1,124
978
15,678
16,893
3,577
2,485
4,671
5,563
614,017
580,808

580,808

b. Charitable Activities

b. Charitable Activities
Unrestricted Unrestricted Unrestricted Unrestricted Unrestricted
More Holiday Total Total
Successful Safer Gap Funds Funds
2024 2024 2024 2024 2023
£ £ £ £
Direct expenditure
- Staff costs 27,621 32,057 906,978 966,656 556,380
- Regional Network
Support		 2,959 9,360 195,139 207,458 176,053
- Travel & Subsistence 401 1,036 33,694 35,131 36,451
- Other Project Costs - 2,236 53,405 55,641 67,081
- Premises & Office Costs - - 81,064 81,064 48,913
- PR & Marketing - - 3,543 3,543 2,650
- Insight - - - - 20,000
- Monitoring & Evaluation - - 10,061 10,061 10,061
Support costs
- Central staff costs 7,086 7,086 186,945 201,117 158,202
- Central travel costs 375 749 11,237 12,361 8,803
- Premises & office costs 2,634 3,266 65,982 71,882 47,654
- PR & marketing 784 392 15,678 16,854 6,559
- Staff recruitment/training 779 390 15,583 16,752 17,203
42,639 56,572 1,579,309 1,678,520 1,156,010

Page: 47 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2024

8.2
RESTRICTED FUNDS
Sport &
PA Gap
More
Successful
Healthier
Safer
Holiday
Gap
Governance
Total
2024
Total
2023
£
£
£
£
£
£
£
£
Costs Related Directly to Activities
Staff Costs
1,748,581
42,516
23,668
382,498
186,870
64,099
2,448,232
2,516,147
Regional Network Support
174,858
8,991
24,820
70,952
139,991
-
419,612
514,797
Travel & Subsistence
122,900
6,644
565
17,691
19,651
5,400
172,851
196,876
Grants to Delivery Organisations
232,503
23,400
2,500
248,484
1,430,569
-
1,937,456
5,748,942
Other Project Costs
23,667
17,813
6,498
26,859
51,096
10,998
136,931
346,183
Premises & Office Costs
24,203
1,964
863
21,896
12,377
5,715
67,018
138,701
PR & Marketing
6,930
-
-
-
-
-
6,930
30,652
Insight
8,250
-
-
21,753
10,000
-
40,003
83,500
Monitoring & Evaluation
588
-
-
404
-
-
992
113,238
Trustee Recruitment & Devt
-
-
-
-
-
584
584
2,187
Audit Fees
-
-
-
-
-
22,400
22,400
28,980
2,342,480
101,328
58,914
790,537
1,850,554
109,196
5,253,009
9,720,203
Support Costs
Central Staff Costs
Time
194,531
17,095
7,086
110,596
106,292
18,768
454,368
426,428
Central Travel & Subsistence
Time
8,615
1,124
749
5,618
5,993
1,873
23,972
22,821
Premises & Office Costs
Staff
81,389
7,918
5,279
13,196
65,982
2,606
176,370
208,500
PR & Marketing
Activity
35,979
2,352
784
1,808
17,037
-
57,960
52,411
Staff Recruitment & Dev
Staff
33,897
2,337
779
7,792
11,687
-
56,492
78,428
354,411
30,826
14,677
139,010
206,991
23,247
769,162
788,588
2,696,891
132,154
73,591
929,547
2,057,545
132,443
6,022,171
10,508,791		 StreetGames UK
NOTES TO THE FINANCIAL STATEMENTS
For the year ended 31 March 2024
Total support costs
5,741
51,674
11,658		 Development
Staff
779
1,558
779		 Staff Recruitment & PR & Marketing
Activity
784
1,225
784		 Premises & Office Costs
Staff
2,565
9,722
2,634		 Central Travel & Subsistence
Time
-
749
375		 Central Staff Costs
Time
1,613
38,420
7,086		 activities as follows: Support costs have been allocated to £
£
£		 Unrestricted
Fundraising
Activities
Successful		 Trading
More		 Total support costs
20,766
354,411
30,826		 Staff Recruitment & Devt.
Staff
2,334
33,897
2,337		 PR & Marketing
Activity
1,568
35,979
2,352		 Premises & Office Costs
Staff
3,391
81,389
7,918		 Central Travel & Subsistence
Time
375
8,615
1,124		 Central Staff Costs
Time
13,098
194,531
17,095		 to activities as follows: Support costs have been allocated £
£
£		 Restricted
Fundraising
PA Gap
Successful		 Sport & the
More		 9.
SUPPORT COSTS
11,883 390 392 3,266 749 7,086 £ Safer 14,677 779 784 5,279 749 7,086 £ Healthier
295,425 15,583 15,678 65,982 11,237 186,945 £ Gap Holiday **139,010 ** 7,792 1,808 13,196 5,618 110,596 £ Safer
376,381 19,089 18,863 84,169 13,110 241,150 £ 2024 Total Unrestricted 206,991 11,687 17,037 65,982 5,993 106,292 £ Gap Holiday
287,989 19,733 7,815 60,355 9,455 190,631 £ 2023 Total Unrestricted 23,247 - - 2,606 1,873 18,768 £ Governance
1,166,309 77,915 78,391 263,930 37,457 708,616 £ 2024 Total 789,928 58,826 59,528 179,761 24,347 467,466 £ 2024 Total Restricted
1,097,370 101,194 61,455 273,047 32,602 629,072 £ 2023 Total 809,381 81,461 53,640 212,692 23,147 438,441 £ 2023 Total Restricted

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024

10. ANALYSIS OF GRANTS

Included within expenditure above are grants as follows:

Activity:
- Sport & PA Gap
- More Successful
- Healthier
- Safer
- Work Readiness
- Holiday Programmes
Total of grants given out
Support costs in relation to the grant making activities		 2024
£
232,503
23,400
2,500
248,484
1,430,569
1,937,456
136,279
2,073,735		 2023
£
452,815
196,692
259,494
4,346,145
121,226
372,570
5,748,942
360,015
6,108,957

All grants were made to institutions and there were no material grants awarded to institutions in the year ended 31 March 2024 or in the year ended 31 March 2023.

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		 2024
£
25,047
(514)
22,400
1,680
48,613		 2023
£
16,296
-
28,980
876
46,152

12.1 STAFF COSTS

Employment costs:
Wages and salaries
Social security costs
Pension costs		 2024
£
3,846,672
396,687
237,150
4,480,509		 2023
£
3,481,209
382,281
216,379
4,079,869

Included in the £3,846,672 costs are non-statutory/non-contractual severance payments totaling £87,734 (2023: £nil).

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

2024 2023
No. No.
£60,001 to £70,000 8 9
£70,001 to £80,000 7 6
£80,001 to £90,000 2 2
£90,001 to £100,000 - -
£100,001 to £110,000 - 1
£110,001 to £120,000 1 -

Page: 50

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024

12.2 NUMBER OF EMPLOYEES

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

2024 2023
No. No.
Fundraising 7 7
Trading Activities 6 6
Sport & the PA Gap 35 34
More Successful 2 2
Healthier 3 3
Safer 13 14
Holiday Programmes 25 25
Governance 2 1
93 92

12.3 TRUSTEES’ EMOLUMENTS

The trustees are entitled to reclaim reasonable out of pocket expenses. During the period eight (2023: nine) trustees reclaimed £2,239 (2023: £2,270) 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 £771,333 (2023: £677,362).

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 2024
2023
£
£
237,150
216,379

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 £16,609 towards pension costs (2023: three employees received contributions of £16,261). The expense has been recognised within direct and support costs and the split between restricted and unrestricted funds is £11,602 (2023: £13,353) and £5,007 (2023: £2,908) respectively. An amount of £539 (2023: £356) was outstanding as at 31 March 2024.

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: 51 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2024

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024

15. TANGIBLE FIXED ASSETS

Group & Charity

Fixtures,
fittings and
equipment
Computer
Equipment
£
£
Cost
At 1 April 2023
20,376
132,037
Additions
-
4,465
Disposals
-
(32,663)

At 31 March 2024
20,376
103,839
Depreciation
At 1 April 2023
19,387
58,073
Charge for the Year
264
24,783
Disposals
-
(31,734)

At 31 March 2024
19,651
51,122
Net book value
At 31 March 2024
725
52,717
At 31 March 2023
989
73,964		 Total
£
152,413
4,465
(32,663)

124,215

77,460
25,047
(31,734)

70,773
53,442
74,953

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
2024
£
546,532
10,902
478,325
-
1,035,759		 Group
2023
£
553,357
17,073
674,194
-
1,244,624		 Charity
2024
£
546,532
10,902
478,325
-
1,035,759		 Charity
2023
£
553,357
17,073
674,194
1,136
1,245,760

Page: 52

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024

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
Doorstep Sport Trading Ltd		 Group
2024
£
245,681
229,561
701,008
333,480
-
1,509,730		 Group
2023
£
630,516
303,880
824,689
386,570
-
2,145,655		 Charity
2024
£
245,681
229,561
701,008
333,480
1
1,509,731		 Charity
2023
£
630,516
303,880
824,689
386,570
-
2,145,655

DEFERRED INCOME

Deferred income at 1 April 2023
Released from previous years

Resources deferred in the year
Deferred income at 31 March 2024
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
2024
£
141,791
(121,106)

79,270
99,955
99,955
-
99,955		 Group
2023
£
83,610
(65,255)
106,693
141,791
123,450
18,341
141,791

19. FINANCIAL INSTRUMENTS

Financial assets
Financial liabilities		 Group
2024
£
3,755,585
3,755,585
1,409,775
1,409,775		 Group
2023
£
4,505,500
4,505,500
2,003,863
2,003,863		 Charity
2024
£
3,755,585
3,755,585
1,409,775
1,409,775		 Charity
2023
£
4,505,501
4,505,501
2,003,863
2,003,863

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

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

Page: 53 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2024

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024

20. 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
Healthy Weight Healthy Wales
Youth Justice Sport Fund
Opening School Facilities
Programme
Holiday Activity & Food –
Newcastle upon Tyne
Holiday Activity and Food
Programmes
Fit and Fed Summer
Supporting Violence Reduction
West Midlands
Supporting Violence Reduction
Greater Manchester
Serious Violence Fund –
Violence Reduction Units
Youth Crime Prevention
Project - Essex
Places for People
Chance to Shine Street
Programme
London Us Girls Programme
Youth Alliance Greater
Manchester Collaboration
Sport as a Catalyst to Reduce
Crime in Birmingham
Other Funds		 Balance
1 April
2023
£
1,274,106
92,462
14,574
118,709
56,644
-
129,725
14,912
25,168
29,610
51,000
31,021
188,494
59,250
106,298
29,424
28,790
-
-
-
282,592
2,532,779		 Incoming
resources
£
2,200,696
-
2,100,000
(2,730)
188,100
96,000
(19,037)
182,964
1,828,184
289,671
187,500
160,000
200,000
75,000
-
37,565
78,823
52,265
69,000
50,000
432,551
8,206,552		 Resources
expended
£
(2,060,172)
-
(2,315,732)
(115,979)
(214,744)
(29,070)
(110,688)
(197,876)
(1,589,832)
(250,733)
(194,092)
(101,183)
(313,494)
(118,250)
(59,253)
(32,194)
(73,810)
(22,404)
-
-
(515,202)
(8,314,708)		 Transfers
£
(108,696)
(92,462)
201,158
-		 Funds
31 March
2024
£
1,305,934
-
-
-
30,000
66,930
-
-
263,520
68,548
44,408
89,838
75,000
16,000
47,045
34,795
33,803
29,861
69,000
50,000
199,941
2,424,623

The designated reserve represents funds for future investment.

Page: 54

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024

20. 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.

Healthy Weight Healthy Wales Funding from Public Health Wales, via Sport Wales, to help design initiatives for families with children 0-7 years old experiencing or at risk of obesity . The project is working across an established network of partners within Merthyr Tydfil and is supported by additional funds from Merthyr Tydfil County Borough Council. 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.

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 from Newcastle City Council to manage and develop Newcastle upon Tyne the Holiday Hunger programme targeted at children eligible for free school meals in the area. It involved providing meals, enriching activities and food preparation to cover the Easter, Summer and Christmas Holidays.

Holiday Activity & Food DfE funding received from Councils to provide support to their Programmes 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 Hull and Medway. Fit & Fed Summer Grants from The Pears Family Charitable Foundation to deliver Fit & Fed projects in the summer of 2023 in Wales and Plymouth, and to fund a National Sustainability Lead role to extend the reach of the campaign through the StreetGames network.

Page: 55 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2024

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024

20. ANALYSIS OF CHARITABLE FUNDS (continued)

Name of restricted 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. 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. Chance to Shine Street Funds to provide opportunities for young people to play cricket in a Programme positive environment in their local community where the ability to play club or league cricket is not easily available. London Us Girls Programme Grant from the Mayor’s Office for Policing and Crime to support the programme in providing safe and enjoyable sports opportunities for young women and girls. Youth Alliance Greater Funding from Young Manchester on behalf of the Youth Alliance to Manchester Collaboration work collaboratively across its network as an informal partnership of over 140 organisations and groups supporting children and young people across Greater Manchester, drawn from local VCS sector, public sector youth services, housing associations and national charities.

Sport as a Catalyst to Reduce Crime in Birmingham

Grant from Birmingham Children's Trust to provide the Youth Offending Service with direct access to a range of sports provision located around the city, which offers high level of support for children to enable successful engagement and manage risk.

21. ANALYSIS OF NET ASSETS BETWEEN FUNDS

Fund balances at 31 March 2024 as represented by:
Tangible fixed assets
Current assets
Current liabilities		 Restricted
funds
£
-
1,118,689
-
1,118,689		 Unrestricted
funds
£
53,442
2,762,222
(1,509,730)
1,305,934		 Total
funds
£
53,442
3,880,911
(1,509,730)
2,424,623

Page: 56

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024

21. ANALYSIS OF NET ASSETS BETWEEN FUNDS (continued)

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

22. INCOME RECEIVED FROM PUBLIC INVESTORS

Revenue grants
Per column heading title
Department for Education
West Midlands PCC
Thames Valley PCC
Other income
Donations and legacies
Other trading activities
Investment income
Total income
Staffing costs
Regional network support
Travel & subsistence
Grants awarded
Other project costs
Insight
Monitoring & evaluation
Overhead & support costs
Total expenditure
Net income/(expenditure)		 Sport
England
£
2,097,270
2,097,270
1,688,159
121,841
111,202
88,513
129,484
7,186
588
285,230
2,432,203
(334,933)		 Local
authority
£
4,060,615
4,060,615
1,066,327
380,047
42,685
1,586,914
224,971
10,000
10,061
545,472
3,866,477
194,138		 Other
public
sector
income
£
154,743
182,964
160,000
77,083
574,790
423,304
40,745
19,879
72,668
48,609
21,917
404
116,954
744,480
(169,690)		 Non-
public
income
£
960,041
83,108
352,032
78,696
1,473,877
667,396
88,277
58,778
189,362
48,182
900
-
218,653
1,271,548
202,329		 Total
income
£
7,272,669
182,964
160,000
77,083
83,108
352,032
78,696
8,206,552
3,845,186
630,910
232,544
1,937,457
451,246
40,003
11,053
1,166,309
8,314,708
(108,156)

Page: 57 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2024

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024

22. INCOME RECEIVED FROM PUBLIC INVESTORS (continued)

Movement on reserves
Reserves brought forward
at 1 April 2023
Net income/(expenditure) for
the year per above
Transfers
Reserves carried forward
at 31 March 2024		 Sport
England
£
133,281
(334,439)
201,158
-		 Local
authority
£
292,897
194,139
-
487,036		 Other
public
sector
income
£
333,528
(169,690)
-
163,838		 Non-
public
income
£
1,773,073
201,834
(201,158)
1,773,749		 Total
£
2,532,779
(108,156)
-
2,424,623

23. RELATED PARTY TRANSACTIONS

There were no transactions with related parties in the year ended 31 March 2024.

In the year to 31 March 2024 no transactions took place between the charity and its wholly owned subsidiary Doorstep Sport Trading Ltd.

24. LEASE COMMITMENTS

LEASE COMMITMENTS

Minimum lease payments due:
Within one year
Between two and five years
In over five years		 Land and buildings
2024
2023
£
£
41,162
41,162
109,318
150,313
-
-
150,480
191,475
191,475

Lease payments recognised as an expense in the year amounted to £43,178 (2023: £42,506).

25. 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: 58

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024

26. STATEMENT OF FINANCIAL ACTIVITIES – PRIOR YEAR

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
__

TOTAL RESOURCES EXPENDED
1,503,786
NET INCOMING RESOURCES BEFORE
TRANSFERS
216,740
Transfers
(86,243)
__
NET MOVEMENT IN FUNDS
130,497
TOTAL FUNDS AT 1 APRIL 2022
1,236,071
__
TOTAL FUNDS AT 31 MARCH 2023
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 Consolidated Statement of Financial Activities includes all gains and losses recognised in the year.

All activities relate to continuing activities.

Page: 59 StreetGames UK Trustees’ Report and Financial Statements for the year ended 31 March 2024

StreetGames UK NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024

27.1 RESOURCES EXPENDED – PRIOR YEAR

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
-
20,000
-
Monitoring & evaluation
-
10,061
Support Costs
-
Central staff costs
11,455
146,747
-
Central travel
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
£
Total
Funds
2022
£
556,380
-
176,053
36,451
-
67,081
5,540
48,913
-
2,650
-
20,000
10,061
158,202
468
8,803
-
47,654
73
6,559
17,203
52
1,156,010
6,133

Page: 60

2,776,933
305,948
299,394		 345,343
49,021
53,689		 Staff Recruitment & Devt
Staff
45,039
3,036
5,054		 PR & Marketing
Activity
32,674
1,844
3,073		 Premises & Office Costs
Staff
105,564
15,182
15,760		 Central Travel & Subsistence
Time
7,825
1,304
1,630		 Central Staff Costs
Time
154,241
27,655
28,172		 Support Costs 2,431,590
256,927
245,705		 Audit Fees
-
-
-		 Trustee Recruitment & Devt
-
-
-		 Monitoring & Evaluation
80,041
-
-		 Research Work
34,000
-
-		 PR & Marketing
550
-
-		 Premises & Office Costs
77,621
4,244
1,084		 Other Project Costs
105,741
40,721
10,700		 Organisations
452,815
122,326
196,692		 Grants to Delivery Travel & Subsistence
122,725
1,275
1,780		 Regional Network Support
201,120
7,947
19,054		 Staff Costs
1,356,977
80,414
16,395		 Costs Related Directly to Activities £
£
£

& Events
Readiness
Participation		 Doorstep Sport
Work
Widening		 27.2
RESTRICTED FUNDS – PRIOR YEAR
482,020 61,076 5,060 3,073 13,569 1,630 37,744 420,944 - - 1,300 3,000 4,348 16,080 20,308 259,494 18,562 50,158 47,694 £ Healthier
5,681,203 185,690 15,179 3,752 27,304 6,520 132,935 5,495,513 - - 30,897 46,500 - 25,656 117,334 4,346,145 31,466 175,920 721,595 £ Safer
855,144 71,481 5,060 7,995 28,366 2,282 27,778 783,663 - - 1,000 - 25,754 1,961 51,379 371,470 15,056 60,598 256,445 £ Programmes Holiday
108,149 22,288 - - 2,755 1,630 17,903 85,861 28,980 2,187 - - - 12,055 - - 6,012 - 36,627 £ Governance
10,508,791 788,588 78,428 52,411 208,500 22,821 426,428 9,720,203 28,980 2,187 113,238 83,500 30,652 138,701 346,183 5,748,942 196,876 514,797 2,516,147 £ 2023 Total
7,937,081 816,556 30,057 37,654 210,208 16,360 522,277 7,120,525 19,020 15,057 99,985 7,316 103,076 67,731 920,764 2,430,962 95,235 696,193 2,665,186 £ 2022 Total
Total support costs Staff Recruitment &
Development
Staff
 Staff Recruitment &
Development
Staff
 PR & Marketing
Activity		 Premises & Office Costs
Staff		 Subsistence
Time		 Central Travel & Central Staff Costs
Time		 allocated to activities as follows: Support costs have been Unrestricted Total support costs Staff Recruitment & Devt.
Staff		 PR & Marketing
Activity		 Premises & Office Costs
Staff		 Subsistence
Time		 Central Travel & Central Staff Costs
Time		 allocated to activities as follows: Support costs have been Restricted 28. SUPPORT COSTS – PRIOR YEAR
3,715 506 307 1,549 - 1,353 £ Fundraising 20,793 3,033 1,229 4,192 326 12,013 £ Fundraising
45,853 2,024 949 11,152 652 31,076 £ Activities Trading 345,343 45,039 32,674 105,564 7,825 154,241 £ Sport Doorstep
21,838 2,024 1,229 6,478 652 11,455 £ Readiness Work 49,021 3,036 1,844 15,182 1,304 27,655 £ Readiness Work
216,583 15,179 5,330 41,176 8,151 146,747 £ Programmes Holiday 53,689 5,054 3,073 15,760 1,630 28,172 £ Participation Widening
287,989 19,733 7,815 60,355 9,455 190,631 £ 2023 Total Unrestricted 61,076 5,060 3,073 13,569 1,630 37,744 £ Healthier
185,690 15,179 3,752 27,304 6,520 132,935 £ Safer
42,008 795 743 11,146 337 28,987 £ 2022 Total Unrestricted 71,481
22,288		 5,060
-		 7,995
-		 28,366
2,755		 2,282
1,630		 27,778
17,903		 £
£		 Programmes
Governance		 Holiday
1,097,370 101,194 61,455 273,047 32,602 629,072 £ 2023 Total 809,381 81,461 53,640 212,692 23,147 438,441 £ 2023 Total Restricted
872,941 31,803 39,181 223,951 16,866 561,140 £ 2022 Total 830,933 31,008 38,438 212,805 16,529 532,153 £ 2022 Total Restricted

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