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2022-03-31-accounts

Sported Foundation’s Annual Report 2022

Company Number: 6541137 Charity number: 1123313 | SCO43161

Sported Foundation | Year ended 31 March 2022

~~Contents~~

The trustees present their report and the audited financial statements for the year ended 31 March 2022.

1 Chairs welcome 5 Our objectives 6 Our network

7 Our activities 33 Plans for the future 35 Financial review 37 Structure, governance and management 41 Reference administrative information 42 Statement of responsibilities of the trustees 43 Independent audit report 48 Statement of financial activities 49 Balance Sheet 50 Statement of cash flows 51 Notes to the financial statements

Sported Foundation | Year ended 31 March 2022

Message from our chair

~~Chair’s Welcome~~

As we come to the end of another challenging year for grassroots sport, it’s reassuring to reflect on how resilient Sported members have remained. April 2021 was a very different place as community groups started to reopen after lockdown, but faced challenges with funding, accessing facilities and encouraging volunteers to return. By November nearly all groups had reopened and children across the country were again benefitting from being active in their communities.

“This has come at just the right time for us. We have been closed for 14 months with no delivery and now need to build the group back up from scratch. Thank you Sported for reaching out to us.”

The pandemic and lockdown highlighted beyond doubt the physical and mental benefits of community sport, but it also shone a light on the workforce who keep these groups running. Over 40% of Sported groups are run exclusively by volunteers and these individuals dedicate personal time and resources to create inclusive, supportive environments. Funders and government bodies are starting to recognise their enormous contribution and, alongside Sported, consider how to remove barriers to participation, provide resources to give support and share best practice. Sported has been on this journey for 12 years now and passionately believe in enabling those in the community with lived experiences to give young people equal opportunities through positive, inclusive and accessible environments.

‘’Sported have been absolutely phenomenal. The support really has been quite breath-taking. A huge thank you to all at Sported….I’m only able to do what I do because of people like you’’

‘’We really appreciate the support we receive from Sported and the time you take to let us talk through how things are at times, which has been a big help on occasions where we thought our project was just invisible to many funders and partners out there.”

During the 21/22 financial year, Sported supported 87% of our membership base as over 2,500 community groups accessed 2,658 services. Across the UK, group leaders benefitted from one-to-one support, group webinars and training, online resources and receipt of funds; all provided free of charge by Sported and our skilled volunteers. Satisfaction ratings are very high, with evidence of lasting impact made to our members and it is always heartwarming to read the feedback we get on a daily basis.

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Sported Foundation | Year ended 31 March 2022

Message from our chair

‘’Sported’s support is very important to our organisation as it gives us access to resources that we would otherwise never have access to, which is incredibly valuable’’

“There are a lot of organisations that say that they want to help us, that they can do this and do that, that they’ll give us this and give us that. Sported are different, Sported are the only ones that walk the walk AND talk the talk. And more importantly, they really listen. ’’

The crisis has taken its toll both on participation and mental health. Our March 2022 Community Pulse research showed that 74% of groups are running below capacity, of which more than half report levels being reduced from pre-pandemic levels. This is doubly troubling as we know those least likely to have returned are from the lowest socioeconomic and/or ethnically diverse communities. Plus, the mental health of young people is the number one concern of group leaders when asked what the biggest challenge was facing their community.

‘’Thanks for all the support at this most difficult of time. I felt Sported was there when I needed it the most and made both myself and the work of my organisation valued.’’

Sported has focused heavily on mental health in the last 12 months. The Time in Mind project created grants for 23 groups who wanted to trial different ways to develop mental resilience and encourage young people to have open conversations and access support. The findings of this project were published with a foreword by Mind. A Wellbeing Lead has now been appointed and we are developing and signposting training and resources further.

“I would not be here if it wasn’t for you and Sported – I remember walking the streets deciding whether to end it all as I didn’t see how I could make it work! “ - East Midlands Member

Wellbeing was one of the 3 objectives highlighted in our 4-year strategy, published in April 21. The strategy entitled ‘Reach, Include, Empower’ also focused on tackling inequalities both in and through sport and creating connected communities. The team have achieved a great deal over the past 12 months to deliver against these objectives and a few highlights include:

Reach – active consultation with members through surveys, panels and insight pieces. The needs of group leaders have changed so much over the past months that Sported have actively consulted/surveyed hundreds of members to ensure their voice is heard. Our Community Pulse survey highlighted the challenges faced and we used this to inform government and provide on the ground evidence to funders.

Include – a new Equity and Diversity team have been employed with specialist leads for women and girls, race equity and disability. Sported have looked at the way we and our key stakeholders operate as we take on the challenge of tackling systemic inequalities.

Empower – increasingly our projects encourage coordinated activity where groups come together to tackle community issues – sometimes with the use of ‘expert’ lead Members. We believe passionately in supporting those in place who know their young people best.

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Message from our chair

‘’I wanted to thank you so, so much for all your support. You have both been incredible when we were struggling those few years ago. I still use your business plan template to this day, search the funding options and you have a really worthwhile service.’’

Sported has made significant strides in our own governance and financial sustainability. Guided by a clear strategy, a stable management team and a group of professional volunteers, the charity is in good shape. Sported have benefitted from the support of a number of important multiyear relationships, detailed in the report. These funders have enabled us to do what we do. In return we actively work in partnership with others in the sector so that our combined efforts can make a real difference to the lives of disadvantaged young people.

I would like to thank the Board for their continued support. The Board has continued to evolve over the past 12 months, exhibiting strong governance and acting with a real sense of purpose. Our thanks to Neil Wood, Chair of the Finance and Audit committee who leaves after 4 years, for his excellent stewardship, Abbie Mills for representing the Mills family and supporting our event planning and Khilna Shah, co-opted member of the Finance Audit Committee, for sharing her expertise. I’d also like to offer a warm welcome to Sported Volunteer Roger Gochin who now joins as a Board member to represent this important stakeholder group and to Martin Stewart, who joins as a new trustee and new Finance and Audit Committee Chair.

As we move into a new phase where the cost of living increase is a real concern for group leaders (88% of groups extremely or very concerned), Sported will support those in greatest need. We genuinely believe in our mission of helping groups to survive, to help young people thrive.

Simon Cummins Chair

Sported Foundation | Year ended 31 March 2022

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Reference and administrative information set out on page 41 forms part of this report. The financial statements comply with current statutory requirements, the memorandum and articles of association and the Statement of Recommended Practice - Accounting and Reporting by Charities: applicable to charities preparing their accounts in accordance with FRS 102.

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Sported Foundation | Year ended 31 March 2022
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COLLABORATE

Our objectives

~~Our objectives~~

Sported’s governing documents, the memorandum and articles of association, set out its purposes:

To advance the education of children and young people through participation in sport to provide opportunities for them to develop their full capacities.

To provide and assist in providing facilities for sport, recreation or other leisure time occupation of such persons who have need of such facilities by reason of their youth, age, infirmity or disablement, poverty or social and economic circumstances (in particular children and young people) or for the benefit of the public at large in the interests of social welfare and with the object of improving their conditions of life.

To promote the health of the public (especially young people), in particular through the provision of sports facilities and sports coaching.

To promote community participation in healthy recreation by providing facilities for the playing of sports capable of improving health.

Such other exclusively charitable purposes as the Trustees shall in their absolute discretion decide.

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Our network

COLLABORATE

~~Our Network~~

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35%
Located in 20%
2,933 most deprived
Members areas Reaching over 273
539,925 Volunteers
participants
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Improving young lives and communities across five social outcomes:

28% Crime & anti-social behaviour

39% Community cohesion

50% Health & wellbeing

32% Education & employability

But these community groups need our support to survive...

45% Inequality in sports participation

52% 43% Entirely volunteer Have income led under 10K

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REACH

Our activities

~~Our Activities~~

Member services

We’ve supported members across all four nations of the UK with free-of-charge services that have directly helped members to achieve a measurable difference to their organisation.

For our members this support includes:

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2,658
free services
accessed
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“Just knowing that there is someone that I can turn to for support whose advice I trust, gives me the confidence to work through situations that I would have previously avoided.”

“Sported have given me, as a club leader, valuable support, insight and knowledge. Running a club and delivering great number experiences while managing all the challenging moving parts is hard. The support of Sported is much valued and appreciated.”

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Sported Foundation | Year ended 31 March 2022
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REACH

Our activities

Delivering For our Members

Our Reach, Include, Empower strategy clearly defines in 5 tactics how we will deliver for our members:

Strategy 1: What we’ll do FOR our network:

Strengthen the local workforce and build the resilience of community sports groups

1. Recover and 2. Support and 3. Engage 4. Listen to 5. Build local rebuild from develop group and grow our and represent connections Covid-19 leaders network our groups

Recover and rebuild from Covid-19

During the pandemic Sported played a pivotal role in supporting the liquidity of numerous groups by securing emergency funding in order to cover their revenue costs during a period when they were closed and unable to raise funds. This was through funds that Sported managed on behalf of other organisations e.g. Sport England (Tackling Inequalities Fund) and other funding to help them both survive and open up safely.

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Our activities

REACH

~~Grants~~

We’ve helped our groups to access a range of grants that provide much-needed financial support and assisted them at every step of the process. We’re grateful to our grant partners for their support.

“The grant from Sported means everything.” – Group member

56% of funding to groups in most deprived third of the UK

£477,616 total funding

732 grants awarded

Grant Application Identification Support

Governance Checks

Signposting to, All groups Review of and targeting supported with groups’ of, grant the application governance, opportunities for from Sported with tailored groups staff or support – volunteer to ensure enabling compliance learning for and success in future bids future funding 1 2 3 Finance Grant Ongoing Checks awarded Support Review of Fast processing Support groups’ to allow groups provided finances, with to respond to to groups tailored support immediate to ensure to improve need compliance processes with the and groups’ conditions of understanding the grant and to of their finances create stronger, more resilient organisation 4 5 6

“This is a lifeline for us and ensured we could restart face-to-face delivery of programmes at our largest centre.”

– Group Leader

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REACH

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Our activities
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~~TACKLING INEQUALITIES FUND~~

Our partnership with Sport England and their Tackling Inequalities Fund second tranche of £250,000 continued help communities disproportionately affected by Covid-19 access much-needed financial support.

Our holistic support ensured groups were assisted every step of the way in their grant journey.

It also transformed our relationship with Sport England and its system partners: strengthening relationships, increasing collaboration, and resulting in connections with 91 of 121 Sport England system partners.

Grants supported

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REACH

Our activities

Sported has continued to apply an agile approach to adapting and updating services and benefits whilst continuing to work within the changing environment that the Covid-19 pandemic has brought to communities, our network and individuals.

The Community Pulse received 800 responses and this insight enabled Sported to keep abreast of the needs of our members and quickly respond to them. As a result of the Community Pulse and other consultations and feedback, we have delivered:

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12
funding bulletins
produced
with a read rate of 45%, 120
up from 41% last year completed
volunteer
placements
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We have also enhanced our resources available to groups including workshops to support them in considering the key areas when securing facilities, particularly by way of asset transfer.

Additionally, our role working with groups has identified that there is little support available to support new and fledgling community groups. We have started to pilot new approaches to supporting these pre start/ start up organisations with targeted bespoke support.

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REACH

Our activities

~~Support and develop group leaders~~

Alongside information from the Community Pulse, which identified skills areas group leaders required support with, we launched and ran:

– with 12 Mental Health First Aid workshops 182 attendees

To make accessing support services, resources and benefits easier for members and volunteers, we launched the Sported Hub, the new members portal where members access many resources including, How to guides, on-line events and webinars, current and past project information, grant funding details etc.

This new platform has been positively received with some great feedback:

Whilst this platform is proving to be useful - we continue to be aware of the digital divide and there will be individuals and members who are not able to easily use this resource. We will continue to ensure that our Field Team and Network Services are on hand to provide support to those who may be struggling to access the platform and other support services.

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REACH

Our activities

Engage and grow our network

87% of our membership was engaged with in 21/22 compared to 89% in 20/21, a fantastic effort by the Sported team.

We have seen systematic growth of our network however, our key focus has been engagement over expansion and ensuring that they are using the services and benefits on offer and are satisfied with their membership.

Of members who accessed a service are satisfied with the service (2020/21 93%)

91% 1585 88% Members have Members read more than satisfied with their 40% of mass membership mailings

Our February 2022 member survey was completed by 322 members compared to 77 in 2020, a hugely positive increase in completion clearly linked to our high engagement rates. The overwhelming feedback is that we are providing the areas of support that our members need, however it also highlighted areas for improvement:

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REACH

Our activities

Listen to and represent our groups

We launched our Members’ Panel in September 2021 with 37 members representing the network and have had three meetings to date. We look forward to celebrating the first anniversary of this group and reflecting on what we have learnt and how to ensure this continues to be a useful forum.

Build local connections

We know how much members value networking with each other, taking the opportunities to share ideas and building their personal network, alongside the benefit it brings to Sported to hear their collective voice. We held 17 member/volunteer networking sessions in the year.

Digital platforms have meant we have been able to run national networking sessions and the Members’ Panel bringing groups together from all over the UK.

A large number of events have been led by partners, often funders, giving members opportunities to make connections to funders in their local area. We also invite all the companies who provide benefits for our members to run introduction sessions – this is a great opportunity for them to promote themselves to our network and another opportunity for our members to come together.

Field team

Our field team are located in all 4 nations as shown in the map below and deliver local, place-based support to groups in their regions as well as linking in with partners in their local areas.

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REACH

Our activities

Volunteer support

The regional and Network Services teams are supported by a network of skilled volunteers who have valuable professional skills and experience. Sported match these volunteers with Sported members in need of business expertise. The support and guidance provided by our volunteers assists with operational challenges such as fundraising and marketing as well as more strategic issues such as future planning and governance.

Volunteers do not just support members, but also Sported itself, by: facilitating workshops and webinars for both members and volunteers; creating how-to-guides used during placements; project support; providing leadership coaching to group leaders and supporting Sported staff.

Could this be changed to Our volunteer support and the model underpinning it has evolved over the years. This year it required a re-focus: we consulted and reviewed and the changes will ensure that we have a consistent approach for members and volunteers alongside more efficient processes to enable more members to access support in the way that they need it.

Our 273 (2021: 345) skilled volunteers completed 344 (2021: 226) placements and we achieved 92% (2021: 64%) volunteer utilisation and 98% (2021: 84%) volunteer engagement.

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REACH

What our members say

“K’s support has been excellent, we would not have got to the end of this project without his support and expertise. He has been patient and kind but also ensured we have met deadlines. When we received feedback on our first draft of the plan, K then spent considerable time supporting us to understand changes that needed to be made and fully got behind us in updating the template and finalising our part of the project. We have managed to go from strength to strength and we are grateful for K’s support.”

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Our activities
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What our volunteers say

“It’s great to know the impact I’ve had on some of the amazing grassroots sports clubs which Sported works with, and to be able to put my PR, marketing and research knowledge to use outside of my day to day career.”

“I love volunteering with Sported and being able to work with sports groups across the UK to help them continue their life-changing work with young people. I feel incredibly rewarded to have worked on a variety of projects, from supporting a horse riding club with PR outreach, consulting a youth project in Wales about their impact research, to managing a strategic development plan for a charity which provides accessible sports for visually impaired young people. I look forward to working with more clubs and sports organisations in the future.”

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INCLUDE

Our activities

During the last year, Sported has seen a seismic shift in focus on Equality, Diversity and Inclusion (EDI). The Sported Reach, Include, Empower strategy places focus on our commitment to improving mental health and well-being; tackling inequalities; and connecting communities.

We recognised the importance of resourcing these areas of work and submitted a bid into the National Lottery where we were successful in recruiting a Strategic EDI Lead, Race Equity Lead and a Mental Health and Well-being Lead..

Since these appointments, we have seen developments in the following areas:

In addition to our commitment to see our internal culture at Sported become more inclusive we have also made strides in the work dedicated to our network. We began the development of an Equality, Diversity and Inclusion framework which will help inform our work at a strategic level, so we’re able to deliver our EDI goals with purpose. The framework’s main aims have been to focus on our overall objective to help tackle inequalities and to do this by leading with integrity and transparency; increasing representation and participation of minoritised groups; encouraging and supporting our network to adopt inclusive practices; and to be truly transformative whilst continuously learning.

We have also been fortunate to dedicate careful attention and resource to the following areas:

Mental Health:

The Well-being work is well underway, and a draft of the strategy has been produced along with a delivery plan, with a focus on building on the Time in Mind work that was delivered last year. Work has already started with a Sported member called TAMHI (Tackling Awareness of Mental Health Issues), who have developed resources for community sports clubs on how to deliver sessions to participants with a focus on Well-being. The resources will be available to successful members for a year, and we will be evaluating the project to show whether the resources increase the skills and confidence of the coaches/group leaders, and whether the resources have a positive impact on the wellbeing of the young people they are working with.

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Our activities

INCLUDE

Race Equity:

Despite the diversity of our network, Sported recognises the need for greater organisational focus on race and we have taken the time to understand the challenges our members face and how Sported can support meaningful and effective change. In response to the Tackling Racism Report we have designed a race equity strategy prioritising the recommendations and feedback from our members in Ethnically Diverse Communities (EDC). This year will focus on the launch of a Black Leaders Network aimed to empower the voices of our black leaders in the sector, connecting them with influential senior black leaders in the sports sector to increase opportunities and work together to inspire change. In addition, there will be a focus on increasing participation levels amongst EDCs communities working with partners to increase opportunities in all sports for EDCs.

Women and Girls:

Women and girls have been a priority group for Sported since our initial set up in 2008. Over the years we targeted and supported community groups delivering services to women and girls and tackling gender inequalities in sport. We continue to support our network to be accessible to women and girls, delivering insight led knowledge and education to groups on how to engage and retain girls in community sport.

In 2021/22, we delivered a programme with partner P&G through their Always brand, distributing funding and equipment to groups working with girls to #KeepHerPlaying. This was the largest number of groups reached through a funded project, with 1000 groups within our network benefitting from the support.

The recent launch of the Barclays Community Football Fund continues to support groups working with girls, with the development of gender inclusive activities as the principal focus for groups applying for funding. As part of the Barclays programme, we have partnered with eCoach to offer further training to groups on how to engage teenage girls specifically.

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INCLUDE

Our activities

Disability:

Sported has made huge strides in the last 12 months to develop a stronger inclusion ethos across the organisation and to support our members to become more inclusive too.

The existing Project 21 has continued to support members in Scotland and the great work of the team has helped us to secure a further partnership with St James’ Place Foundation to deliver further disability inclusion work for our members across Scotland, Northern Ireland, and Wales.

Alongside this, Sported has secured a pilot project with Sport England funding to deliver a project in the West Midlands region in partnership with Access Sport and StreetGames which we hope will form the evidence for further investment in a partnership to cover much wider localities across England.

We also partnered with Nissan through their Possibilities Project alongside another charity partner, The Richard Whitehead Foundation. This project will see young people with limb-loss partnered with local sports clubs who will receive support from Sported.

Internally, Sported continues to grow as an inclusive organisation and we were excited to welcome our first Disability Lead into post in May 2022 to continue this work and further support the charity to become a leading organisation in the field of disability sport and inclusion.

LGBTQ+:

Our journey around LGBTQ+ inclusion continues, with the focus centred around upskilling our staff, volunteers, and members. With support from the Greater London Authority (GLA), we have been able to:

Run an internal Open Space session for staff and secure a 4-webinar mini series in May-July from Stonewall for our members, volunteers and staff.

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Our activities

EMPOWER

~~Capacity-building~~

Capacity-building support is at the heart of our mission to empower community groups so that they survive and their young people thrive. In the past year we’ve renewed our focus on supporting members and non-member groups to develop their organisational capacity and sustainability. We help leaders to assess, reflect, and (re)focus on the capacity-building needs of their group.

78% of groups who received longterm support from us increased their organisational capacity

groups, including members and non-members, have had support to assess areas for positive organisational change

“We have strengthened our organisation compared to when we started receiving support. Our organisation is now able to adapt our activities in order to meet the needs of all participants.” – Group Leader

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EMPOWER

Our activities

~~Capacity-building~~

We proactively supported organisations beyond our network as a means of supporting National Governing Bodies, including National Governing Bodies, seeking to build the capacity and resilience of their groups.

“Ping! has proven to be a huge success for us. We know it will form part of our long-term sustainability in future.” - Syed Ali, Pitch 2 Progress

Table Tennis England

We’ve worked with Table Tennis England to help identify key organisational issues affecting their network, and, through our Ping! Birmingham partnership built capacity across the city to add real value to table tennis participation.

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Hub has
increased from
2 sessions
£11,936 additional a week to 5 ,
income raised 1 ‘hub’ including a new
girls session
so far and 4 ‘spoke’ groups
supported as part of
the Ping! Birmingham
project, reaching 111
young people across
the city
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EMPOWER

Our activities

“This has been a clear success for many of the clubs and as a consequence of this connection have increased sessions and members.”

– Owen Davis, Welsh Boxing

Welsh Amateur Boxing

Our work with the Welsh Amateur Boxing Association increased club resilience and connections between groups.

hours workshops/ of Sported webinars mentor on topics highlighted support by groups

120 groups offered Game Plan support

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Our activities

EMPOWER

~~Time in Mind~~

Generously funded by the Times & Sunday Times Christmas Appeal 2020, our Time in Mind project empowered Sported members in developing mental health support within and for their organisations and communities.

Upskilled Increased Informed a group leaders, collaboration, proposed model coaches, and expanded of good practice young people in learning, and developed knowledge and shared resources through project understanding on mental health learning and of mental health, support through shared with the and the ways in partnerships wider community which it can be between groups sport sector. supported. and third-party service providers.

Time in Mind Grants Access and Report Awareness £23,000 for groups Project learning to develop mental Online resources to informed a proposed health support support groups model of good activities practice

“The Time in Mind report reveal[s] the brilliant work done by the project groups and exploring key learnings that can – and we hope will – inform other models of mental health support among community groups in the future.”

– Hayley Jarvis, Mind.

“It’s giving them emotional therapy, comfort, confidence building, and looking at things from an alternative perspective as well.”

– Group Leader

“The young people are more aware of not only their own wellbeing but also their peers. It has a hundred percent raised the knowledge and understanding and signposting.”

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EMPOWER
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Our activities
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~~Connected Communities~~

We’ve empowered groups in selected locations to become more connected within their communities and create local stakeholder clusters that tackle challenges particular to their local area.

Transitioning Supporting from a one-togroups to one to a one-tocollaborate many approach within their communities Increasing Solutions cogroups’ designed by capacity and the community resilience and for the community

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EMPOWER

Our activities

Lewisham, Waltham Forest, and Ealing

Challenges identified by the community:

Outcomes for communities:

Hartlepool and the Isle of Wight

Challenges identified by the community:

What’s happened so far:

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EMPOWER

Our activities

~~COMMUNICATIONS, MARKETING AND INSIGHT~~

Media coverage

Sported secured a wide array of media coverage over the past year, including features in The Guardian on the struggles clubs experienced in re-engaging young people post Covid, including quotes from Nicola Walker, pieces on our partnership with Nissan and the Barclays Community Football Fund, totalling 17 pieces that mentioned Sported across national and trade media.

In February Rory Best launched our Include project in Sported was featured across at least 5 publications.

Ambassadors and High-Profile Supporters

We developed an ambassador programme, to deliver our messages further afield and with more impact, raising the profile of Sported, in order to boost fundraising and influencing power. We have been developing our relationships with our two key ambassadors Eric Dier, Tottenham Hotspur and England footballer and Rory Best, former Ireland rugby captain, who have been on group visits, promoted our work across social media, launched our Include project in Northern Ireland and spoken as Sported representatives at events including the 10-year anniversary of Sported in Northern Ireland and London Sport Awards (via video). We have also been working with partner ambassadors such as Stef Reid through our partnership with Always to talk about the benefits of playing sports during puberty.

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EMPOWER

Our activities

Influencing

One of Sported’s key roles is to represent the groups in its network and as part of that we have been actively involved in the Sport for Development Coalition’s Communications Working Group and Policy Advisory Group as well as the Sport and Recreation Alliance’s Communications Network. Most recently we have helped create and launch the Sport for Development Coalition’s Open Goal campaign. We have also supported our teams in the Nations with their role of influencing and have given evidence to Wales Council for Voluntary Action (WCVA) on the role of groups in the community.

Social media

We are in the process of developing a new strategy for our social media work that reflects our ambition to increase reach and grow our audiences. We have separated out our audiences and now reach members through our Facebook group and member newsletter and then use our main social channels to reach and engage our external audiences.

Member and volunteer communications

Members receive a monthly e-newsletter with Sported opportunities, member events and webinars, news and relevant information from external partners and the wider sector. They also receive themed emails highlighting resources, webinars, services and member benefits, as well as stories from the network. The monthly funding bulletin is still popular which includes a roundup of ongoing or new funds available in each region and nation.

Both members and volunteers have separate Facebook groups where the Network Services team post additional information and resources and where we encourage engagement and networking amongst members

Volunteers receive an e-newsletter every 2 weeks containing internal news about projects, volunteering opportunities, member events and resources, and links to both internal and external resources. There are also central and national volunteer Facebook groups where opportunities and news stories are shared.

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EMPOWER

Our activities

~~Insight and advocacy~~

It has never been more vital to listen to and elevate our members’ voices. We have worked hard to find out about the challenges they face and their ambition for the future. Our insight helped us better understand their needs and improve our service delivery.

It’s also meant we can make their voices heard about, and advocate around, key issues: from access to facilities to mental health support, from barriers to outdoor activities to young people’s priorities. You can read more about the research on our insight page.

Community Pulse

Building on our networkwide Pulse surveys that began at the start of the pandemic, we continued to check in with our members to find out about their sustainability, needs and ambitious.

Based on 800 responces, our Pulse reports highlighted:

Read the October 2021 and March 2022 Pulse reports.

Facilities

We sought to better understand the challenges our members face, and the solutions they have found, in ensuring sustainable access to local facilities for delivering their activities.

The report’s recommendations included:

Read the facilities report here

Wales Young People consultation

Engaging directly with young people in Wales, we aimed to find out more about what is important to them and establish how they can help shape the provision of sport and physical activity in their communities.

We found that:

Read the Wales Young People consultation here

Our most viewed report of the year

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PROSPER

Our activities

~~INCOME GENERATION & PARTNERSHIPS~~

The Sported Reach, Include, Empower strategy proved an instant support and focus to income generation activity, given its basis in insight from the network and their ongoing struggles.

Following the strategy outline, our key focus has been to generate support that guides us in 2 ways; firstly to work FOR our network and secondly to work THROUGH them - to achieve positive change in the lives of young people and their community. Here are just some examples (funders in brackets) of how that support emerged through the course of the year:

Support FOR our network:

Delivery THROUGH our network;

Other key elements of our support this year have included a particular focus on developing our work in Scotland, Northern Ireland and Wales where funding has typically been more challenging to secure. Examples of strong support and partnership work however have grown this year, such as;

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Our activities

PROSPER

As part of our commitment to supporting other sector organisations better respond to the needs of community sport, we expanded our connections to National Governing Bodies (NGBs) and other sector players in our space. Through discussions with over 40 organisations, new projects were started, for example, delivering community access to new audiences (Table Tennis England), supporting organisational development issues (Sailability, Welsh Boxing) and creating insight via the Sported network on barriers to access (British Cycling and Manchester FA).

A huge win this year was to secure a 3-year National Lottery Community Fund Award , focused on helping to catalyse the areas outlined in our strategy as referred to on page XX.

Next year is already full of promise following the confirmation of two large scale partnerships in early 2022. Firstly, Sport England approved our ‘systems partner’ application creating funding for 5 years which will provide greater levels of support than ever before in England. Secondly, the Barclays Community Football Fund was announced which will see Sported distribute £1m per year for 3 years to community groups and focusing on including and inspiring girls and young people from lower socio-economic and under-represented groups, including culturally diverse communities, young people with disabilities, and young people from the LGBTQ+ community.

With the additional capacity now in place across key areas of thematic focus, 2022/23 will see a drive towards building new support for activities relating to well-being , race equity and community – whilst continuing to respond to the core needs of the community sport workforce.

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PROSPER

Our activities

33 PARTNERSHIPS

----- Start of picture text -----
UK ENGLAND LONDON
9 9 2
NORTHERN
SCOTLAND WALES
IRELAND
6 4
3
11
Multi year
partnerships
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----- End of picture text -----

----- Start of picture text -----
31
----- End of picture text -----

PROSPER

Our activities

~~OUR PEOPLE~~

Sported’s remarkable team of 50 people have backgrounds and specialisms ranging from social/youth work and business development to sport development and econometrics and are dispersed throughout the UK.

This year our staff team has experienced some change, with seven members of the team moving on to more senior roles within other charities, and 16 people joining our Sported team. This is a significant increase in staffing, in the last 3 years we have grown from 32 to 50 – demonstrating the success of our model and project funding.

The team continued to work consistently through 2021/22, despite Covid restrictions. Provision continued to be made for working from home and excellent communication systems and well-being support were in place both internally and externally that staff could access if required.

The December 2021 staff survey showed:-

How people felt about working at Sported and for the year ahead as at December 2020 and December 2021:-

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Plans for the future

PROSPER

~~PLANS FOR THE FUTURE~~

We are now in the second year of our four-year strategy that was launched in April 2021 so will take the learnings from year 1 into year 2 delivery to work FOR our network and THROUGH our network.

We will continue to work on local, place based solutions; creating connected communities and linking into relevant stakeholders. This will encourage joined up solutions to societal issues e.g. mental health, crime and anti-social behaviour.

Additionally, at the Board Strategy Away Day in April 2022 three areas of focus were discussed and identified:-

  1. Finalising and enacting our EDI strategies in consultation with those we aim to support

  2. A targeted focus on facilities using our position as the voice of community sport to raise awareness of the difficulties and inequalities in access and cost of facilities, and source funding for our groups;

  3. Environmental Social Governance (ESG)– the importance of the Environmental and developing policies both for us with our business and employee practices, and signposting to appropriate resources for our members. The Social and Governance aspects of ESG were agreed by the Board to be well covered in our existing activities and through the governance reviews referred to in the governance section of this report. Priya Nail and Kilian Toms are the Trustees leading in this area.

The above will be carried out alongside our core and project work delivery.

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PROSPER Plans for Ihe future It( 34 Sported Foundoiion l Year ended 31 March 2022

Financial review

~~FINANCIAL REVIEW~~

In 2022, income was £2,381k (2021: £3,262k) for the year. This was inflated by £495k (2021: £511k) of funding that is received by Sported, but passed on to other organisations as grants, leaving a core income for the charity of £1,886k (2021: £2,751k).

The reduction in core income is mainly due to the money raised from The Times Christmas Appeal in 2020/21, of £656k, not being repeated in the current year.

Expenditure for the year was £2,482k (2021: £2,308k), of which £2,004k (2021: £1,854k) was spent by Sported with £478k (2021: £454k) being paid out as grants to members.

The net result was a deficit of £213k (2021: surplus of £812k) on the unrestricted reserve as some of the reserves built up as a result of The Times Christmas Appeal were expended in the year and new funding relationships, especially the Sport England funding, were awaited.

On 31 March 2022, net assets were £882k (2021: £983k), of which £472k was unrestricted.

The charity will continue to work on maintaining its unrestricted reserve with strict cost controls and restricted project cost allocations.

Sported continues its aim to build on a base of contracted revenue as well as a strong pipeline of funds. We will continue to focus on cementing relationships with existing and new funding partners, with multi-year contracts that support our strategic objectives and the securing of 5 years of funding from Sport England is a very significant step in the right direction.

Principal risks and uncertainties

The Strategic Leadership Team and the Finance and Audit Committee of the Board undertake a formal review of risk management quarterly. Risks are identified, assessed and mitigation strategies put in place to minimise the impact.

At the beginning of the year the key risks were income generation and cash flow and these were mitigated by the partnerships and long term funding secured in the year. The key risk at the end of the year was that the unrestricted reserves balance might not continue to be positive and be in line with the reserves policy i.e. 3 months of operating expenditure.

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Financial review

Projections show that the unrestricted reserve might go below the level set in the reserves policy in the coming year. The Board, supported by the Board Development Committee (BDC) is well aware of the challenge of covering core costs of a free membership charity and the need to raise a significant amount of money each year to cover these costs.

Key mitigation strategies include a constant review of income and cost allocation to ensure classification is sensible and accountable, focus on unrestricted income, costs allocation for restricted funding and funding gaps per team. The BDC escalated this at the April 2022 Board meeting to highlight the constant need to keep focus on this issue.

Going Concern

The Trustees have considered plans for the twelve months from the date of this report and these show that even if no non-contracted income is received, the charity will remain cash positive until the end of the current financial year and have adequate resources to continue operations. As ever, costs are tightly controlled to mitigate risk.

Reserves policy

The charity’s reserve policy Is to have sufficient unrestricted reserves to cover 13 weeks of non-project related expenditure on an ongoing basis. This level of reserves has been set to enable sufficient time to secure new income sources should any be lost, and to ensure that major costs are covered in any period of funding hiatus.

The unrestricted fund remained in excess of the amount set by the board’s reserve policy of £466k, albeit with the reduction in the year as referred to in the financial review.

Going forward, the focus is to ensure that this reserve is maintained at or above the reserve policy level. Careful cost allocation and agreements with funders that core costs will be covered will contribute to this aim as well as a continued drive to increase unrestricted income generation.

The Finance and Audit Committee receive bi-monthly reports of reserves and finance, including the cash and reserves position, and the finance reports are a standing item on the agenda at the quarterly Board meetings.

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Structure, governance and management

STRUCTURE, GOVERNANCE AND MANAGEMENT

We have used third party organisations, professional fundraisers and commercial participants to fundraise for us this year and use consultants to assist in bid writing.

We comply with relevant fundraising regulations and guidance and have had no instances of non-compliance over the year. No complaints have been received in 2021/22.

We would not ordinarily come across vulnerable individuals through our fundraising streams but staff adhere to the Fundraising Regulator’s Code of Fundraising Practice and can provide support to anyone as required.

During the year we developed and agreed an ethical fundraising policy.

Governing document

The charity is a charitable company limited by guarantee, incorporated on 20 March 2008 and registered as a charity with the Charity Commission on 25 March 2008 and the OSCR on 17 May 2012.

The company was established under a memorandum of association that established the objects and powers of the charitable company and it is governed under its articles of association. This is currently being updated following a review by the Trustees in late 2021.

Trustees

The Trustees are the directors of the charitable company. New Trustees are appointed according to the charity’s governing document, and to meet specified capability requirements. The appointments are overseen by the Nominations and Governance Committee.

New Trustees go through a formal induction and training process and are encouraged to meet the charity’s beneficiaries.

All Trustees give their time voluntarily and receive no benefits from the charity. One trustee claimed hotel expenses from the charity of £257 in 2022 (2021: £nil).

A chief executive is appointed by the Trustees to manage the day-to-day operations of the charity.

The Trustees review the aims, strategic objectives and activities of the charity each year and approve all decisions relating to strategy and budget.

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Structure, governance and management

Board subcommittees

The following subcommittees operate separately within the abbreviated Terms of Reference below and report into the Board.

Nominations and Governance Committee

Assisting the Board in meeting its responsibilities for ensuring that the Board:

  1. Retains an appropriate balance of skills to support the strategic objectives of the charity, has a formal rigorous and transparent approach to the appointment of Directors and maintains an effective framework for succession planning;

  2. Has effective governance through the development and review of governance policies and procedures, providing induction and training programs for Board members and regularly reviewing the performance of the Board as a whole and evaluating the contribution of individual members.

Finance and Audit Committee

Ensuring the adequacy of financial, risk management and internal control arrangements and that the charity’s funds are used efficiently and effectively.

Development Committee

Assisting the Board in meeting its responsibilities for ensuring that Sported’s income generation is fit for purpose, both in terms of raising the funds required to sustain and grow the charity’s work whilst also complying with all legal and good practices associated with charity fundraising.

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Structure, governance and management

Board diversity and Action Plan

The Board has agreed a diversity policy which is published on the charity’s website. The policy of maintaining at least 3 female board members and 20% of board roles to be held by people from Ethnically Diverse Communities by the end of 2020 was met. This policy is in the process of being updated, along with the Diversity Action Plan (DAP) which will continue to support us in increasing Board representation across all protected groups and to ensure it is reflective of the communities we wish to serve. Rebecca Mills is the Trustee lead on the DAP.

Board evaluation

The Board carries out an annual evaluation and skills audit to ensure that it has the requisite mix of skills. An external evaluation was carried out in July and August 2020 and the Board has carried out the action points arising.

Reporting

The Trustees receive quarterly reports before the Board meetings on activities, which include financial reports, progress against the strategic objectives, key performance indicators, feedback from our members and suggestions for the future.

Public benefit

The Trustees have referred to the guidance contained in the Charity Commission’s general guidance on public benefit when reviewing the charity’s aims and objectives and in planning its future activities. In particular, the Trustees consider how planned activities will contribute to the aims and objectives that have been set. More detail is shown in the activities section of the annual report.

Governance reviews

The Trustees carried out a governance review of the Charity Governance Code of the Charity Commission for England and Wales in 2019 and 2020 and a further governance review to ensure compliance with the Sport England Tier 3 governance requirements. This was achieved in August 2020. Updated guidance from Sport England was issued in late 2021 and the actions arising to meet these will be reviewed at the July 2022 Board meeting. As part of this review, Trevor Watkins was appointed as safeguarding lead for the Board.

Work has been started on Level 1 of the Trusted Charity Mark and actions arising to complete this will be progressed through 2022.

Remuneration policy

The strategic leadership team reviews the staffing structure annually to ensure salaries are fair and reasonable, taking into account both internal comparability of responsibilities and external market factors.

The Chief Executive Officer approves any proposed revisions to salary grades and the Chief Executive Officer’s remuneration is agreed by the Trustees. In advance of each financial year the strategic leadership team recommend to the Trustees the level of inflationary uplift to be applied to salaries, in a way which seeks to balance the need to reward and retain staff and the affordability of any pay awards.

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Structure, governance and management

Related parties and relationships with other organisations

Pinsent Masons LLP, the charity’s Solicitors, is a related party of Sported Foundation by virtue of Trevor Watkins, a trustee of Sported Foundation, being a partner in Pinsent Masons LLP.

Khilna Shah, who was a co-opted member of the finance and audit committee is married to the ex-CFO of the Football Foundation, one of our funders, and he is also a trustee of Women in Sport, one of our project partners.

The Black Heart Foundation is a related party of Sported Foundation by virtue of Richard Lewis (a trustee who resigned in February 2021) being a director and one of the ultimate controlling parties.

Subsidiary companies

Sported Foundation has two wholly owned dormant subsidiaries, Sported Trading Limited and Sported Limited, incorporated in England and Wales (company numbers 08623400 and 12921825 respectively). The Trustees of Sported Foundation do not consider the results of the companies to be material to the charity and so have decided not to produce consolidated accounts.

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Reference administrative information

REFERENCE AND ADMINISTRATIVE INFORMATION

Company name Sported Foundation [known as ‘Sported’]

Company number 06541137

Charity number 1123313 | SCO43161

Registered office

Level 4, House of Sport 190 Great Dover Street London, SE1 4YB

Key management personnel

Nicola Walker, Chief Executive Officer Tom Burstow, Deputy Chief Executive Officer Debbie Salman, Head of Finance and Administration Emma Heel, Head of Insight and Strategy Erica Thornton, Head of Delivery and Development Isha Sadiq, Strategic EDI Lead Kathryn King, Head of Network Services

Bankers

Country of registration

England and Wales

Country of incorporation

United Kingdom

Patron

Sir Keith Mills

Trustees

Trustees, who are also directors under company law, who served during the year and up to the date of this report were as follows:

HSBC Bank plc 60 Queen Victoria Street London, EC4N 4TR

Solicitors

Pinsent Masons LLP 30 Crown Place, Earl Street London, EC2A 4ES

Auditor

Sayer Vincent LLP Invicta House, 108-114 Golden Lane London, EC1Y 0TL

Simon Cummins Abigail Mills (resigned 27 April 2022) Carnegie Smyth Karen Buchanan Kilian Toms Louise Dier Martin Stewart (appointed 6 July 2022) Neil Wood (resigned 27 January 2022) Priya Nair Rebecca Mills Roger Gochin (appointed 27 April 2022) Trevor Watkins

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Statement of responsibilities of the trustees

STATEMENT OF THE RESPONSIBLITIES OF THE TRUSTEES

The Trustees (who are also directors of Sported Foundation for the purposes of company law) are responsible for preparing the Trustees’ annual report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

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

Select suitable accounting policies and then apply them consistently.

Make judgements and estimates that are reasonable and prudent.

State whether applicable UK Accounting Standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements.

Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation.

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

In so far as the Trustees are aware:

Auditor

Sayer Vincent LLP were appointed as the charitable company’s auditor in 2016.

The Trustees’ annual report has been approved by the Trustees on 28 July 2022 and signed on their behalf by:

Simon Cummins Chair

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Independent audit report

Independent auditor’s report to the members of Sported Foundation

Opinion

We have audited the financial statements of Sported Foundation (the ‘charitable company’) for the year ended 31 March 2022 which comprise the statement of financial activities, balance sheet, statement of cash flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the 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.

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Independent audit report

Conclusions relating to going concern

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

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on Sported Foundation’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.

Other Information

The other information comprises the information included in the Trustees’ annual report other than the financial statements and our auditor’s report thereon. The Trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

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

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Independent audit report

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ annual report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 and the Charities Accounts (Scotland) Regulations 2006 (as amended) require us to report to you if, in our opinion:

Responsibilities of Trustees

As explained more fully in the statement of Trustees’ responsibilities set out in the Trustees’ annual report, 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 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 charitable company or to cease operations, or have no realistic alternative but to do so.

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Independent audit report

Auditor’s responsibilities for the audit of the financial statements

We have been appointed as auditor under section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005 and under the Companies Act 2006 and report in accordance with regulations made under those Acts.

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.

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

Capability of the audit in detecting irregularities

In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, our procedures included the following:

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Independent audit report

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

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

Use of our report

This report is made solely to the charitable company’s members as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006 and section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005. Our audit work has been undertaken so that we might state to the 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 charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Noelia Serrano (Senior statutory auditor)

Date: 5 August 2022

for and on behalf of Sayer Vincent LLP, Statutory Auditor Invicta House, 108-114 Golden Lane, LONDON, EC1Y 0TL

Sayer Vincent LLP is eligible to act as auditor in terms of section 1212 of the Companies Act 2006

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Statement of financial activities

Sported Foundation

Statement of Financial Activities (Incorporating an income and expenditure account) for the year ended 31 March 2022

----- Start of picture text -----
For the year ended 31 March 2022 For the year ended 31 March 2021
Unrestricted Restricted Total Unrestricted Restricted Total
Note £ £ £ £ £ £
Income from:
Donations and legacies 2 217,406 77,500 294,906 933,458 80,000 1,013,458
Charitable activities
Capacity building and
advocacy
Income for direct delivery 5 484,785 1,098,705 1,583,490 425,184 1,301,739 1,726,923
Income for grant-making 4 - 494,900 494,900 198,000 312,500 510,500
Other trading activities 3 8,017 - 8,017 11,223 - 11,223
Investments 126 - 126 30 - 30
Total income 710,334 1,671,105 2,381,439 1,567,895 1,694,239 3,262,134
Expenditure on:
Raising funds 6 176,839 - 176,839 170,503 - 170,503
Charitable activities
Capacity building and
6
advocacy
Direct delivery expenditure 662,650 1,164,508 1,827,158 585,255 1,098,525 1,683,780
Grants to groups 7 84,301 393,315 477,616 - 453,657 453,657
Total expenditure 923,790 1,557,823 2,481,613 755,758 1,552,182 2,307,940
----- End of picture text -----

Net income for the year and net
movement in funds		 (213,456) 113,282 (100,174) 812,137 142,057 954,194
Reconciliation of funds:
Total funds brought forward 685,434 297,228 982,662 (126,703) 155,171 28,468
Total funds carried forward 19 471,978 410,510 882,488 685,434 297,228 982,662

All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in Note 19 to the financial statements.

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Balance sheet

Company Number: 6541137

Sported Foundation

Balance Sheet as at 31 March 2022

----- Start of picture text -----
2022 2021
Note £ £ £ £
Fixed assets:
Tangible assets 14 - 18,485 - 14,132
Current assets:
Debtors 15 177,869 - 147,820 -
Cash at bank and in hand 871,257 - 1,024,173 -
1,049,126 - 1,171,993 -
Liabilities:
Creditors: amounts falling due within one year 16 (167,802) - (189,606) -
Net current assets 881,324 982,387
Total assets less current liabilities 899,809 996,519
Creditors: amounts falling due over one year 17 - (17,321) - (13,857)
Net assets - 882,488 - 982,662
The funds of the charity: 18
Restricted income funds - 410,510 - 297,228
Unrestricted income funds
General funds 456,778 - 685,434 -
Designated funds 15,200 - - -
Total unrestricted funds - 471,978 - 685,434
Total charity funds 882,488 982,662
----- End of picture text -----

Approved by the Trustees on 28th July 2022 and signed on their behalf by:

Simon Cummins Chair

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Statement of cash flows

Sported Foundation

Statement of cash flows for the year ended 31 March 2022

Year to 31 March 2022 Year to 31 March 2021
£ £ £ £
Net (expenditure)/income for the reporting period (100,174) - 954,194 -
Depreciation charges 7,334 - 4,644 -
Increase in debtors (30,049) - (55,784) -
(Decrease)/increase in creditors (18,340) - 1,867 -
Cash flows (used in)/provided by operating activities - (141,229) - 904,921
Cash flows from investing activities:
Purchase of fixed assets (11,687) - (4,568) -
Net cash used by investing activities (11,687) (4,568)
Change in cash and cash equivalents in the reporting period (152,916) 900,353
Cash and cash equivalents at the beginning of the reporting period - 1,024,173 - 123,820
Cash and cash equivalents at the end of the reporting period 871,257 1,024,173
Analysis of cash and cash equivalents
At 1 April 2021 Cash flows At 31 March
2022
£ £ £
Cash at bank and in hand 1,024,173 (152,916) 871,257
Total cash and cash equivalents 1,024,173 (152,916) 871,257

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Notes to the financial statements

Sported Foundation

Notes to the financial statements for the year ended 31 March 2022

----- Start of picture text -----
1 Accounting policies
----- End of picture text -----

1 Accounting policies
a) Statutory information
Sported Foundation is a charitable company limited by guarantee and is incorporated in the United Kingdom.
The registered office and operational address is 4th Floor, Marathon House, 190 Great Dover Street, London SE1 4YB.
b) Basis of preparation
The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of
Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard
applicable in the UK and Republic of Ireland (FRS 102) - (Charities SORP FRS 102) and the Companies Act 2006/Charities Act 2011.t
Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting
policy or note.
In applying the financial reporting framework, the trustees have made a number of subjective judgements, for example in respect of
significant accounting estimates. Estimates and judgements are continually evaluated and are based on historical experience and
other factors, including expectations of future events that are believed to be reasonable under the circumstances. The nature of the
estimation means the actual outcomes could differ from those estimates. Any significant estimates and judgements affecting these
financial statements are detailed within the relevant accounting policy below.
Sported Foundation has two wholly owned subsidiaries, Sported Trading Limited, incorporated in England and Wales (company
number 08623400) and Sported Limited, incorporated in England and Wales (company number 12921825). The trustees of Sported
Foundation do not consider the results of the subsidiary companies to be material to the charity and so have decided not to produce
consolidated accounts.
c) Public benefit entity
The charitable company meets the definition of a public benefit entity under FRS 102.
d) Going concern
The trustees have considered detailed plans, scenarios and cashflow forecasts for the 12 months from the date of this report and have
a reasonable expectation of receiving adequate resources through contracted and pipeline funding to continue operations.
Furthermore, the trustees do not consider that there are any sources of estimation uncertainty at the reporting date that have a
significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next reporting period.
e) Income
Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the income have been
met, it is probable that the income will be received, and that the amount can be measured reliably.
Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement
to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received, and
the amount can be measured reliably and is not deferred.
Income received in advance of the provision of a specified service is deferred until the criteria for income recognition are met.
f) Donations of gifts, services and facilities
Donated professional services and donated facilities are recognised as income when the charity has control over the item or received
the service, any conditions associated with the donation have been met, the receipt of economic benefit from the use by the charity of
the item is probable and that economic benefit can be measured reliably. In accordance with the Charities SORP (FRS 102), volunteer
time is not recognised. Please refer to the trustees’ annual report for more information about volunteers’ contributions.
On receipt, donated gifts, professional services and donated facilities are recognised on the basis of the value of the gift to the charity
which is the amount the charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the
open market; a corresponding amount is then recognised in expenditure in the period of receipt.
g) Interest receivable
Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally
upon notification of the interest paid or payable by the bank.
h) Fund accounting
Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure related to the specific purpose is charged
to the fund.
Designated funds are set aside to be used for a specific purpose as laid down by the Board of Trustees.

Sported Foundation | Year ended 31 March 2022

51

Notes to the financial statements

i) Expenditure and irrecoverable VAT Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required, and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings: • Costs of raising funds relate to the costs incurred by the charity in inducing third parties to make voluntary contributions to it, as well as the cost of any activities with a fundraising purpose • Expenditure on charitable activities includes the costs of delivering capacity building and advocacy services to sports clubs, providing financial support in the form of grants to sports clubs, and maintaining and developing resources used to measure the impact of the improving access to sports activities Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred. j) Grants Grants payable are made to third parties in furtherance of the charity’s objects. Grants are accounted for when either the recipient has a reasonable expectation that they will receive a grant and the trustees have agreed to pay the grant without condition, or the recipient has a reasonable expectation that they will receive a grant and that any condition attaching to the grant is outside of the control of the charity. k) Allocation of support and governance costs Resources expended are allocated to the particular activity where the cost relates directly to that activity. However, the cost of overall direction and administration of each activity, comprising the salary and overhead costs of the central function, is included as part of support costs. Support and governance costs are re-allocated to each of the activities on the following basis which is an estimate, based on the direct cost of each activity: • Raising funds – 10% • Capacity building and advocacy – 90% Governance costs are the costs associated with the governance arrangements of the charity. These costs are associated with constitutional and statutory requirements and include any costs associated with the strategic management of the charity’s activities. l) Operating leases Rental charges are charged on a straight line basis over the term of the lease. m) Tangible fixed assets Items of equipment are capitalised where the purchase price exceeds £500. Depreciation costs are allocated to activities on the basis of the use of the related assets in those activities. Assets are reviewed for impairment if circumstances indicate their carrying value may exceed their net realisable value and value in use. Major components are treated as a separate asset where they have significantly different patterns of consumption of economic benefits and are depreciated separately over its useful life. Where fixed assets have been revalued, any excess between the revalued amount and the historic cost of the asset is shown as a revaluation reserve in the balance sheet. Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. Fixed assets are depreciated over 3 years. n) Debtors Trade and other debtors are recognised at the settlement amount due. Prepayments are valued at the amount prepaid net of any trade discounts due. o) Cash at bank and in hand Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account. Cash balances exclude any funds held on behalf of members. p) Creditors and provisions Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due. No interest loans are recognised at face value. q) Financial instruments The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method. r) Pensions Sported contributes to a defined contribution pension scheme for all staff at or above the statutory rate. Pension costs are accounted for as expenditure when due.

Sported Foundation | Year ended 31 March 2022

52

Notes to the financial statements

----- Start of picture text -----
2 Donations and legacies
For the year ended 31 March 2022 For the year ended 31 March 2021
Unrestricted Restricted Total Unrestricted Restricted Total
£ £ £ £ £ £
CVC Foundation 110,759 - 110,759 112,403 - 112,403
Procter & Gamble 46,660 - 46,660 7,000 - 7,000
Nissan 7,936 - 7,936 - - -
Baillie Gifford (Scotland) - 77,500 77,500 - 40,000 40,000
The Times Christmas Appeal - - - 406,234 - 406,234
The Times Christmas Appeal matched funding - Rind - - - 100,000 - 100,000
Foundation
The Times Christmas Appeal matched funding - - - - 100,000 - 100,000
Moulding Foundation
The Times Christmas Appeal matched funding - Black - - - 50,000 - 50,000
Heart Foundation
SimplyHealth - - - 43,630 - 43,630
Moondance Foundation (Wales) - - - - 40,000 40,000
Barclays - - - 14,000 - 14,000
Other (including CJRS grant of £578, 2021: £53,964) 52,051 - 52,051 100,191 - 100,191
Total income from donations 217,406 77,500 294,906 933,458 80,000 1,013,458
----- End of picture text -----

3 Income from other trading activities

This comprises consultancy and business development support and is all unrestricted income.

4 Income from charitable activities - grant-making
For the year ended 31 March 2022 For the year ended 31 March 2021
Unrestricted Restricted Total Unrestricted Restricted Total
£ £ £ £ £ £
Procter & Gamble - 159,900 159,900 - - -
Sport England Tackling Inequalities Fund - 250,000 250,000 - 250,000 250,000
MBS and RING Building Stronger Communities - 60,000 60,000 - - -
Nissan - 15,000 15,000 - - -
Sure - Beyond Sport - 10,000 10,000 - - -
Barclays - Supporting community football - - - - 36,000 36,000
CVC - - - 24,000 - 24,000
London Marathon - Women and Girls - - - - 26,500 26,500
London Sport/GLA - Organisational Training and
Development Programme		 - - - 50,000 - 50,000
SimplyHealth - - - 100,000 - 100,000
Time in Mind - - - 24,000 - 24,000
Total income from charitable activities - 494,900 494,900 198,000 312,500 510,500

Sported Foundation | Year ended 31 March 2022

53

Notes to the financial statements

5 Income from charitable activities - for direct delivery
For the year ended 31 March 2022 For the year ended 31 March 2021
Unrestricted Restricted Total Unrestricted Restricted Total
£ £ £ £ £ £
Barclays - Community Football Fund 214,613 - 214,613 - - -
British Cycling 8,500 - 8,500 - - -
City Bridge Trust - 85,000 85,000 - 84,000 84,000
Clothworkers Foundation - 5,926 5,926 - 5,067 5,067
Dulverton Trust - 30,000 30,000 - - -
Football Foundation - Support of LSEG Pilot Programme - - - 10,000 - 10,000
Foundation Scotland - Fundraising SOS - - - - 4,914 4,914
Garfield Weston Foundation - 50,000 50,000 - 50,000 50,000
GLA Open Doors London 32,000 32,000 - 128,000 128,000
GLA - Sport Unites Organisational Development - 100,000 100,000 - - -
Halifax Foundation for Northern Ireland - Restart - - - - 4,000 4,000
Halifax Foundation for Northern Ireland - Skilled - - - - 8,290 8,290
National Lottery Heritage Fund NI - 12,431 12,431 - - -
London Marathon - Women and Girls - - - - 36,700 36,700
London Sport/GLA - Organisational Training and
Development Programme		 45,798 - 45,798 61,591 - 61,591
London Sport - Satellite Clubs - - - 34,482 - 34,482
MBS and RING Building Stronger Communities 1,680 - 1,680 - - -
National Lottery - Young Start 2 - 24,963 24,963 - 24,936 24,936
National Lottery Covid 19 Emergency Funding - - - - 70,900 70,900
National Lottery Community Fund - RC England wide - 148,898 148,898 - - -
NIKE - - - - 88,022 88,022
Nissan 17,500 - 17,500 - - -
Procter & Gamble 13,093 - 13,093 - - -
St James Place - 41,393 41,393 - - -
Santander - volunteering - - - - 25,000 25,000
SimplyHealth 13,750 - 13,750 - - -
Sport England Building Capacity and Contribution to LSEG
Target		 97,486 507,351 604,837 291,711 652,289 944,000
Scottish Council for Voluntary Organisations - - - - 10,861 10,861
Sport England Consultancy - Sport Collective - - - - 35,088 35,088
Sport Wales - Member Engagement - - - - 32,100 32,100
Steve Morgan Foundation - 15,000 15,000 - - -
Sure - Beyond Sport 20,000 - 20,000 - - -
Table Tennis England 10,757 - 10,757 - - -
WCVA - Third Sector Resilience Fund - 35,743 35,743 - 41,572 41,572
West Midlands Active Partnerships 12,687 - 12,687 - - -
Other sources of income (sums of less than £10,000) 28,921 10,000 38,921 27,400 - 27,400
Total income from charitable activities 484,785 1,098,705 1,583,490 425,184 1,301,739 1,726,923

Sported Foundation | Year ended 31 March 2022

54

Notes to the financial statements

6a Analysis of expenditure (current reporting period) 6a Analysis of expenditure (current reporting period)
Charitable activities
Raising funds Capacity
building and
advocacy
Direct
delivery costs		 Governance
costs		 Support costs Total 2022
Total 2021
£ £ £ £ £ £
Staff costs (Note 9) 143,915 1,219,768 - 278,859 1,642,542 1,454,493
Project costs - 169,575 - - 169,575 233,749
Staff cover, consultants, recruitment and
training		 - 16,465 - 6,983 23,448 23,441
Travel and subsistence - 11,457 - 6,023 17,480 722
Office supplies and rents - 18,036 - 7,693 25,729 37,065
Events, meetings, conferences inc. mentoring - 50,744 - 3,755 54,499 7,570
IT, databases and telephones - 21,156 - 2,029 23,185 46,295
Marketing costs - 16,303 - 609 16,912 32,625
Insurance, legal and banking - - 7,088 - 7,088 2,031
Audit - - 8,578 - 8,578 11,274
Accountancy, payroll and pension
administration		 - - 7,627 - 7,627 374
Depreciation - 7,334 - - 7,334 4,644
143,915 1,530,838 23,293 305,951 2,003,997 1,854,283
Grants, vouchers and equipment kits
payable (note 7)		 - 477,616 - - 477,616 453,657
Direct delivery expenditure 143,915 2,008,454 23,293 305,951 2,481,613 2,307,940
Reallocation of support costs 30,595 275,356 - (305,951) - -
Reallocation of governance costs 2,329 20,964 (23,293) - - -
Total expenditure 2022 176,839 2,304,774 - - 2,481,613 -
Total expenditure 2021 170,503 2,137,437 - - - 2,307,940

Sported Foundation | Year ended 31 March 2022

55

Notes to the financial statements

6b Analysis of expenditure (prior period)
Charitable activities
Raising funds Capacity building
and advocacy
Direct delivery
costs		 Governance costs Support costs
Total 2021
£ £ £ £ £
Staff costs (Note 9) 143,041 1,168,323 - 143,129 1,454,493
Project costs - 233,749 - - 233,749
Staff cover, consultants, recruitment and
training		 9,351 - - 14,090 23,441
Travel and subsistence - 738 - (16) 722
Office supplies and rents - 34,855 - 2,210 37,065
Events, meetings, conferences inc.
mentoring		 - 6,909 - 661 7,570
IT, databases and telephones - 39,241 - 7,054 46,295
Marketing costs - 32,321 - 304 32,625
Insurance, legal and banking - - 2,031 - 2,031
Audit - - 11,274 - 11,274
Accountancy, payroll and pension
administration		 - - 374 - 374
Depreciation - 4,644 - - 4,644
152,392 1,520,780 13,679 167,432 1,854,283
Grants payable (note 7) - 453,657 - - 453,657
Direct delivery expenditure 152,392 1,974,437 13,679 167,432 2,307,940
Reallocation of support costs 16,743 150,689 - (167,432) -
Reallocation of governance costs 1,368 12,311 (13,679) - -
Total expenditure 2021 170,503 2,137,437 - - 2,307,940

Sported Foundation | Year ended 31 March 2022

56

Notes to the financial statements

7 Grants distributed through projects
2022 2021
£ £
CVC Foundation 40,801 978
London Marathon - Women and Girls (2,000) 26,500
London Sport/GLA - Organisational Training and Development Programme 22,500 24,687
MBS and RING 5,000 -
Procter & Gamble 136,700 -
Ronson Foundation - 13,499
SimplyHealth - 100,000
Sport England Tackling Inequalities Fund 244,515 249,998
Sure - Beyond Sport 7,100 -
Time in Mind 23,000 2,000
Barclays - 35,995
477, 616 453,657
All grants were made to member groups for expenditure to further Sported's charitable activities.

----- Start of picture text -----
8 Net income for the reporting period
This is stated after charging:
2022 2021
£ £
Depreciation 7,334 4,644
Auditor’s remuneration (excluding VAT): 9,375 8,925
----- End of picture text -----

9 Analysis of staff costs, trustee remuneration and expenses, and the cost of key management personnel

9 Analysis of staff costs, trustee remuneration and expenses, and the cost of key management personnel 9 Analysis of staff costs, trustee remuneration and expenses, and the cost of key management personnel 9 Analysis of staff costs, trustee remuneration and expenses, and the cost of key management personnel 9 Analysis of staff costs, trustee remuneration and expenses, and the cost of key management personnel
Staff costs were as follows:
2022 2021
£ £
Salaries and wages 1,456,460 1,291,902
Social security costs 144,047 128,392
Pension costs 42,035 34,199
1,642,542 1,454,493
The following number of employees received employee benefits (excluding employer pension costs and employer national insurance The following number of employees received employee benefits (excluding employer pension costs and employer national insurance The following number of employees received employee benefits (excluding employer pension costs and employer national insurance The following number of employees received employee benefits (excluding employer pension costs and employer national insurance The following number of employees received employee benefits (excluding employer pension costs and employer national insurance
contributions) during the reporting period between:
2022 2021
No. No.
£80,000 - £89,999 1 2
£90,000 - £99,999 1 -

The total employee benefits, including pension contributions and employer’s national insurance, of the key management personnel were £386,588 (2021: £369,419).

The charity trustees were not paid and did not receive any other benefits from employment with the charity in the reporting period (2021: £nil). No charity trustee received payment for professional or other services supplied to the charity.

One trustee (2021: None) received reimbursement of £257 (2021: £nil) for hotel expenses incurred on Sported business.

Sported Foundation | Year ended 31 March 2022

57

Notes to the financial statements

10 Ex-gratia payments

No ex-gratia payments were made during 2021/22 (2020/21: £nil).

11 Staff numbers

11 Staff numbers 11 Staff numbers 11 Staff numbers 11 Staff numbers
The number of employees (head count based on number of staff employed) during the reporting period was as follows:
2022 2021
No. No.
41.8 36.9
The average number of employees in each area was:
Delivery 27 23
Network and volunteer services 5 5
Fundraising 3 2
Support 7 7
42 37

12 Related party transactions

Pinsent Masons LLP, the charity’s Solicitors, is a related party of Sported Foundation by virtue of Trevor Watkins, a Trustee of Sported Foundation, being a partner in Pinsent Masons LLP. During the reporting period, there were no transactions with Pinsent Masons LLP.

Khilna Shah, who was a co-opted member of the Finance and Audit Committee, is married to the ex CFO of the Football Foundation, one of our funders where we received income of £2,775 in the year (2021: £10,000) and he is also a trustee of Women in Sport, one of our project partners.

Richard Lewis, who acted as a trustee in the prior year, is a director and one of the ultimate controlling parties of The Black Heart Foundation that made donations to Sported in the year ended 31 March 2021.

Aggregate donations from trustees were £0 including gift aid (2021: £50,000). Aggregate donations in kind from related parties were £nil (2021: £nil).

13 Taxation

The charitable company is exempt from corporation tax as all its income is charitable and is applied for charitable purposes.

Sported Foundation | Year ended 31 March 2022

58

Notes to the financial statements

----- Start of picture text -----
14 Tangible fixed assets
Computer
Total
equipment
£ £
Cost or valuation
At the start of the reporting period 46,237 46,237
Additions during the reporting period 11,687 11,687
At the end of the reporting period 57,924 57,924
Depreciation
At the start of the reporting period 32,105 32,105
Charge for the reporting period 7,334 7,334
At the end of the reporting period 39,439 39,439
Net book value
At the end of the reporting period 18,485 18,485
At the start of the reporting period 14,132 14,132
All of the above assets are used for charitable purposes.
----- End of picture text -----

15 Debtors 15 Debtors
2022 2021
£ £
Trade debtors 22,732 40,908
Other debtors 14,311 6,949
Prepayments 27,505 24,270
Accrued income 113,321 75,693
177,869 147,820
16 Creditors: amounts falling due within one year 16 Creditors: amounts falling due within one year
2022 2021
£ £
Trade creditors 51,907 56,478
Taxation and social security 48,571 37,183
Other creditors 13,601 21,341
Accruals and deferred income 53,723 74,604
167,802 189,606

Sported Foundation | Year ended 31 March 2022

59

Notes to the financial statements

----- Start of picture text -----
17 Creditors: amounts falling due over one year
2022 2021
£ £
Loan from WCVA 17,321 13,857
17,321 13,857
----- End of picture text -----

18a Analysis of net assets between funds (current period) 18a Analysis of net assets between funds (current period)
General
unrestricted		 Designated
unrestricted		 Restricted Total funds
£ £ £ £
Tangible fixed assets 8,252 - 10,233 18,485
Net current assets 448,526 15,200 417,598 881,324
Creditors: amounts falling due over one year - - (17,321) (17,321)
Net assets at the end of the year 456,778 15,200 410,510 882,488
18b Analysis of net assets between funds (prior year) 18b Analysis of net assets between funds (prior year)
General
unrestricted		 Restricted Total funds
£ £ £
Tangible fixed assets 14,132 - 14,132
Net current assets 671,302 311,085 982,387
Creditors: amounts falling due over one year - (13,857) (13,857)
Net assets at the end of the year 685,434 297,228 982,662

Sported Foundation | Year ended 31 March 2022

60

Notes to the financial statements

19a Movements in funds (current period) 19a Movements in funds (current period)
At 1
April 2021		 Income &
gains		 Expenditure &
losses		 At 31 March
2022
£ £ £ £
Restricted funds:
Baillie Gifford - Supporting Scotland 13,334 77,500 (60,410) 30,424
City Bridge Trust - 85,000 (68,125) 16,875
Clothworkers Foundation - 5,926 (5,926) -
Dulverton Trust - 30,000 (15,000) 15,000
Foundation Scotland 4,914 - (4,914) -
Garfield Foundation (Northern Ireland) - 50,000 (25,000) 25,000
GLA Open Doors 52,421 32,000 (84,421) -
GLA - Sport Unites Organisational Development - 100,000 (44,351) 55,649
Halifax 8,080 - (8,080) -
National Lottery Heritage Fund NI - 12,431 (10,931) 1,500
London Marathon - Women and Girls 1,971 - (1,971) -
MBS and RING Building Stronger Communities - 60,000 (5,000) 55,000
Moondance Foundation 40,000 - (40,000) -
National Lottery - Young Start 12,474 29,963 (17,768) 24,669
National Lottery Community Fund - RC England wide - 148,898 (82,692) 66,206
Nike 71,162 - (43,685) 27,477
Nissan - 15,000 - 15,000
Procter & Gamble - 159,900 (136,700) 23,200
St James Place - 41,393 (21,158) 20,235
Santander - volunteering 21,130 - (21,130) -
Sport England LSEG - 507,351 (507,351) -
Sport England Tackling Inequalities Fund - 250,000 (244,515) 5,485
Sport Wales 31,280 - (30,739) 541
Steve Morgan Foundation - 15,000 (15,000) -
Sure - Beyond Sport - 10,000 (7,100) 2,900
WCVA 40,462 35,743 (50,856) 25,349
Other - 5,000 (5,000) -
Total restricted funds 297,228 1,671,105 (1,557,823) 410,510
Unrestricted funds:
General funds 685,434 650,334 (878,990) 456,778
Designated funds - 60,000 (44,800) 15,200
Total unrestricted funds 685,434 710,334 (923,790) 471,978
Total funds 982,662 2,381,439 (2,481,613) 882,488

Sported Foundation | Year ended 31 March 2022

61

Notes to the financial statements

19b Movements in funds (prior year) 19b Movements in funds (prior year)
At 1 April 2020 Income &
gains		 Expenditure &
losses		 At 31 March
2021
£ £ £ £
Restricted funds:
Baillie Gifford - Supporting Scotland - 40,000 (26,666) 13,334
Barclays - 36,000 (36,000) -
City Bridge Trust - 84,000 (84,000) -
Clothworkers Foundation - 5,067 (5,067) -
Foundation Scotland - 4,914 - 4,914
Garfield Foundation (Wales) - 50,000 (50,000) -
GLA Open Doors - 128,000 (75,579) 52,421
Halifax Foundation for Northern Ireland 3,659 4,000 (7,659) -
Halifax - 8,290 (210) 8,080
London Marathon - Women and Girls 4,548 63,200 (65,777) 1,971
Moondance Foundation - 40,000 - 40,000
National Lottery - Young Start - 24,936 (12,462) 12,474
National Lottery Covid Fund - 70,900 (70,900) -
Nike 10,889 88,022 (27,749) 71,162
Ronson Foundation 56,258 - (56,258) -
Santander - volunteering - 25,000 (3,870) 21,130
Sport England LSEG 54,817 652,289 (707,106) -
Sport England Tackling Inequalities Fund - 250,000 (250,000) -
SCVO - 10,861 (10,861) -
Sport Collective - 35,088 (35,088) -
Sport Wales - 32,100 (820) 31,280
Steve Morgan Foundation 25,000 - (25,000) -
WCVA - 41,572 (1,110) 40,462
Total restricted funds 155,171 1,694,239 (1,552,182) 297,228
Unrestricted funds:
General funds (126,703) 1,567,895 (755,758) 685,434
Total unrestricted funds (126,703) 1,567,895 (755,758) 685,434
Total funds 28,468 3,262,134 (2,307,940) 982,662
Purposes of restricted funds
Funds which are derived from grants awarded to the charity for specific projects are held as restricted funds. Grants received
during the year are transferred into restricted funds and expenditure on specific projects is transferred out of restricted funds. A brief
description of each of the main projects funded from restricted funds is provided below.
Purposes of designated funds
During the year, the trustees designated £40,000 for the Time in MInd project and £20,000 for a new CRM system. The Time in Mind
project included grants of £23,000 to groups and all the allocated fund was spent in the year.

Purposes of restricted funds

Funds which are derived from grants awarded to the charity for specific projects are held as restricted funds. Grants received during the year are transferred into restricted funds and expenditure on specific projects is transferred out of restricted funds. A brief description of each of the main projects funded from restricted funds is provided below.

Purposes of designated funds

During the year, the trustees designated £40,000 for the Time in MInd project and £20,000 for a new CRM system. The Time in Mind project included grants of £23,000 to groups and all the allocated fund was spent in the year.

Sported Foundation | Year ended 31 March 2022

62

Notes to the financial statements

20 Funds and income sources

A brief description of the use of each major source of funding and project is shown below.

Baillie Gifford - Supporting Scotland: Funding to support Sported’s work with groups in Scotland to become more sustainable and effective. Barclays Community Fund - Offers grants and additional support resources to grassroots groups. The small grants will be dedicated to making football more accessible, and will continue our work to reduce inequalities in the participation of sport and physical activity. Barclays - Supporting Community Football: Emergency funding for groups delivering football activities to young people, especially girls. British Cycling - Insight piece commissioned into perceptions of cycling. City Bridge Trust, the funding arm of The City of London Corporation’s charity, Bridge House Estates (1035628) - Connected Communities: Launch and embed new community-led Connected Communities model in London aimed at improving social integration through grassroots sport by building the capacity, resilience and partnerships of community groups. Clothworkers Foundation: Funding to purchase new laptops. CVC - Funding including to distribute grants to Sported members in Northern Ireland and Wales. Dulverton Trust - Funding for core costs Football Foundation: Provide consultation to three selected Football Foundation funding applicants. Provide support to each site on community consultation and engagement so LSEG audiences co-produce the offer on each site. Foundation Scotland - Fundraising SOS: To employ additional staff members to roll out bespoke training and support on fundraising and grant applications for grass root community groups. Garfield Weston Foundation: Funding for core costs. Greater London Authority - Open Doors: Opening school facilities to provide sport and physical activity opportunities for vulnerable young people. Greater London Authority - Sport Unites Organisational Development: Supporting up to 50 applicants to the Sport Unites Fund with their organisational development, ensuring they can better deliver to young people and their communities across London. Halifax Foundation - So What?:- Members given 4 Regional Workshops, 12 groups matched with a mentor to develop Theory of Change and impact measurement plan. Halifax Foundation - Re-start: Funding to cover core costs to support groups to restart following Covid. Halifax Foundation - Skilled: Upskilling Vols and members by developing a training package to support the Sported network. National Lottery Heritage Fund NI - Analysing archive material; hosting interviews, focus groups and events with Sported network (intergenerational) and key stakeholders to compile a report to showcase the impact of grassroots sport in shaping communities across NI. London Marathon - Women and Girls: A project with the London Marathon Charitable Trust focusing on increasing participation amongst women and girls specifically within London and Surrey but also across our wider membership. London Sport/GLA - Sport Unites - Organisational Support and Development: Building and sharing best practice sustainably amongst community sports groups across London . London Sport - Satellite Clubs: Supporting Sported members to develop sustainability plans following their funded activity as a satellite club. MBS and RING Building Stronger Communities - Funding received to distribute grants to the Sported and Streetgames network. Moondance Foundation: Funding for core costs in Wales. National Lottery Community Fund Young Start Programme - Project 21: Funding to support community groups in Dundee to address inequality in sport and to promote inclusion for disabled young people. “National Lottery Covid Fund: Funding to deliver activities specifically aimed to support communities through the Covid-19 crisis and the funding will support organisations facing acute financial difficulties as a result of the pandemic.” National Lottery Community Fund - RC England wide - Develop and implement our three key aims, To tackle inequalities both in sport and through sport, to improve mental health and physical wellbeing, to connect community sport groups for collective action. NIKE - Future Leaders in Sport Programme: A programme to empower 13 inspirational young BAME people (aged 16-30) who are passionate about harnessing the power of sport to promote equality. NISSAN: Work with 3 community running groups to develop their capacity and support a young person learning to run with a prosthetic provided by the Richard Whitehead Foundation. Give £15,000 in the form of grants to at least 3 community groups to develop their capacity for disability activities (with a focus on running)

Sported Foundation | Year ended 31 March 2022

63

Notes to the financial statements

Proctor and Gamble: Fuel Her Future P&G Always campaign featuring Sported as charity partner. Funds to provide Sported groups with a kit pack and grants to support their activities with women and girls.

Ronson - Education and Development Programme: a project focussed in London to use the power of sport to divert the most marginalised young people away from the dangers of knife crime and youth violence.

St James Place - Work with at least 16 community groups in Dundee, Glasgow, Belfast and Cardiff to increase their inclusion capacity and provide more opportunities for young people with disabilities in sport. Santander: Virtually connect Santander staff with community sports groups across the UK, to allow their skills to positively impact the current and future ability of communities to meet the needs of their young people. Simply Health: Supporting 35 member groups across the UK with mentor support, a £2,000 grant and digital support.

SCVO - Scottish Council for Voluntary Organisations - Community Jobs Scotland: Funding to employ a new administrator role in Scotland to support delivery.

Sport England funded consultancy work by Sport Collective: Amount paid by Sported Foundation to Sport Collective and reimbursed by Sport England. The consultancy work looked at Sported becoming more financially sustainable. Sport England - Building Capacity and Contribution to LSEG Target: Building the capacity of community groups in bottom 20% IMD to engage more 16+ LSEG participants in sport and physical activity. Time in Mind - Funding to support our Group Leaders to have increased knowledge, awareness and confidence in supporting young people around mental health. Sport England - Tackling Inequality Fund: Distribute funds to Sported members in most immediate need across all regions LSEG/BAME/ disability focus. Sport Wales - Member Engagement : Funding to increase volunteer and member engagement. Volunteers will engage with a cohort of members and connect with them on a monthly basis. Steve Morgan Foundation: Award of a grant for the role of North Wales development officer. Sure - Beyond Sport - To encourage as many Sported members as possible to get their coaches/volunteers/young leaders to complete the Sure Breaking Limits online modules and for those people to reach as many young people as possible to encourage them to move more.

Table Tennis England, Ping - Funding to set up Ping! Birmingham with 3 members as a Hub and they then work with another 4 groups as a Spokes, creating 15 table tennis groups within the communities of Birmingham. WCVA - Welsh Council for Voluntary Action - Third Sector Resilience Fund: Funding to employ a fundraising manager for Wales and to increase knowledge and capacity of Sported members to access a diverse range of funding streams. West Midlands Active Partnership - Work with 5 Active Partnerships in the West Midlands to roll out start-up and sustainability workshops and support 27 groups to have long term plans in using the two models.

21 Legal status of the charity

The charity is a company limited by guarantee and has no share capital. The liability of each member in the event of winding up is limited to £1.

Sported Foundation | Year ended 31 March 2022

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