**DAME KELLY HOLMES TRUST** # **REGISTERED COMPANY NUMBER: 06531532 (England and Wales) REGISTERED CHARITY NUMBER: 1128529** 2 ## **Welcome from Dame Kelly Holmes, President** I’d like to take this opportunity to thank all the funders, supporters, staff, trustees, volunteers and athlete mentors for all their hard work and continued support over the last year. We all know the challenges the world has faced recently and continues to face, and I am proud that the charity I set up continues to rise to the challenge and provide crucial support and mentoring to young people at a time when they need it more than ever. The cost-of-living crisis and the continued rise in mental health issues have all combined to create a future filled with uncertainty for young people and I’m proud that Dame Kelly Holmes Trust and our athlete mentors are there to help them navigate their way through. When I started my charity back in 2008, I instinctively knew that athletes had a huge amount to offer society and it’s amazing to look back at the huge impact that they are still having on the young people they work with and our partners. I’m so proud that after 17 years of operation, we are still making an important difference in young people’s lives. I’m particularly pleased to see the Trust continues to engage new athletes and support them as they transition to a life beyond sport and provide them with the opportunity to positively impact the younger generation at a time when they need it most. It’s been amazing to be part of some extraordinary events organised this year to raise money for the Trust. The Champions Ball was an evening I will never forget, and I was proud to share my story at the event along with hearing the stories of young people and athlete mentors who have benefitted so much from the charity. Equally, fulfilling a lifelong dream to trek to Machu Picchu, whilst engaging with a group of incredible people, all taking on an epic challenge to support my charity was a hugely humbling experience. I’m delighted with the funds we were able to raise through both events. I’d like to take this opportunity to offer my thanks to all the organisations and funders who have supported us and enabled us to keep putting champions in young people’s corner. We give young people a teammate like no other, and we are grateful to all those who continue to be teammates of the Trust. I know the impact the Trust is having on the lives of the young people we work with is making a difference. I remember first-hand the importance of having that one person supports you when you think no one does and I know that our athlete mentors are often that ‘one person’ for the young people we work with. That person who supports them and helps them gain the confidence and resilience they need to go on and be successful in life. We cannot do this alone. If what you have read in this report resonates with you, I would urge you to get in touch with us to find out more about how you can support the work of the Trust and in return support the incredible young people we work with. 3 ## **Welcome from Annie Moody, Interim Chief Executive** It will be no surprise to anyone that the past few years have brought significant financial challenges. Yet even as resources have tightened, the needs of the young people we serve have only intensified. A lack of positive role models in their lives is not just a gap; it is a crisis. Across the UK, young people are facing a wellbeing emergency: 74% of teachers report that poor mental health is affecting pupils’ ability to learn (Young Minds), confidence is also in decline, with 40% of young women and 32% of young men saying self-doubt holds them back, and 64% of young people telling us they need support to build confidence and overcome challenges (Prince’s Trust). For those already facing disadvantage, living in deprived areas, supported by social workers or managing social, emotional or mental health needs, these pressures are even greater. By the end of secondary school, disadvantaged pupils are almost two years behind their peers (Education Policy Institute, 2024), and without targeted support, they risk falling further behind. This is why our mission remains clear: to even the playing field so WAV kd, every young person can maximise their potential. We do this by connecting them with world-class athlete mentors who use resilience, lived experience and personal growth to inspire, uplift and equip young people to become the best version of themselves. ## _**Because when someone believes in you, it’s incredible what you can do.**_ This financial year, our focus was to stabilise the organisation, returning it to a positive position. I’m proud that we achieved this. Our first major fundraising Ball and our trek to Peru brought in significant income. Internally, the launch of the People Working Group and Athlete Working Group helped strengthen our practices and culture. And by shifting toward a more relationship-led approach, we deepened our engagement with funders and partners. We are incredibly grateful to all funders, event donors, challenge participants and supporters, your commitment has been central to the positive turnaround this year and has set the organisation on strong footing for 2025/26. Looking ahead, I am energised by what we can achieve together. We will continue to grow our partnerships, strengthen our impact and ensure that more young people, and the exceptional athletes who mentor them, have the opportunity to thrive. WHO WEARE Dame Kelly Holmes Trust puts world class thletes shoulder to shoulder with young people. Equipping them with a winning mindset and shaping their futures- it's a teammate like no other. Whether that's building relationship skills, improving self-esteem or leaming to stay focused, our sporting champions help the next generation move foThvard with confidence. DAMEKEILY IIIIIIIS TAIST OUR VISION All y0ungpe0￿e h•¥e•nwwl4)PPQrtynitylo b¢the b¢5¢ vtrstholiherr*eive OUR MISSION Younq people l•rin8vuni People1￿ dvEto iwu•lityin their eVer￿ry livesto bee¥￿th￿ M•LlIEST￿Sr DAME KELLY IMILMES Trl 011¢￿I￿S￿VJ51Ydenl5 StLthntsl4+ Ifflw￿d thwrw4lbwniyetD yoy•mm•h45h•lpffd thwTrthinkabDytth¢pr hMlthaffldwellb*ffliin• Thv*positi4vw•y WHY DO YOUNG PEOPLE NEED OUR SUPPORP 40% 64% Of teachers say poor mental health is h•vin¥ negative impact on pupils. ¥bility to learn IMEX£LLY N8LAIEST•IST Olyoung wom•n132% ofyoung Almost two thirds ofyoung m•nl said a lack of coo)fid•nc• is p•opl• say th•y n••d h•lp ofthe biggest borrien to build th•Irconf￿•nc• holding th•m back l¥om and skills to ov•rcom• achi•¥ingth•ir car••r8oals thall•hg•$ 0111 IMPACT- TEAUIERS >6X ol tèachers said that students display •mployability and tr•nsferabl• skills post programme no. of teachers who said students are Conf￿•nt that they will achi•¥e their pals in future incr•as•d mor• than sixfold of teachers Said their students perse¥¢r¢ at tasks even when th•y find Ih¢m difficult post programm• PAMEXEILY NOLAIES fRU$T FEEDBA(X FPIIM aai YIXING PEOPLE AND "The whole pi¢yarnme hès been really fun, I've been more focused and disciplined and I've really enjoyed leamin8 ITOM Claire."Owen. On Track to AthI￿e 9.6 "Itwasgreatto have someonewho had positiwty. eneTEyènd Strat￿l*StO hèlp push your motivation forward and allow you to achieve your goals" Saphffire. Get¢)n Track for Wellbeing "Belore I came to Ihispro8ramme I was lacking cownmufiication Skills. I wa5 hawnga hard titrbe ha¥ingconversatioThs with people and i also lacked motivation... I gained more confidence. and i alsogained motNatiori for rnyfuture through lookinglorjobsand creating mycv." Mariza.GetoTr TracklorEFnployability DAMEXELLY OUR ATH￿ MENTOAS INSPIRE YOUNG PEOPLE TO REACH THEIR FULL POTENTIAI CHRMOPHER'S Following hispareDt'S5eparètlo￿ wheD hewa52Yea￿Qid.a￿￿t￿knSPtnt thenextpartof hisforTnakn*year5nKMnEhrAne￿ated￿f.￿ntil heendEdup in 10. After￿1￿%rnoYed s￿l￿.Christ0ph￿rf￿￿dknirn￿dIlnrirea1or¢WbYlr￿rnI hooLwitha lengthycommute. HestThthedtofindtimttocDmp homewoikandwaSD'ig<￿n¢vjlSodidn.IMèkel￿al kiend& H*waSSCèied,shyandr•ltlyspoke. ewasputlon¥ardknthÈAQAUniothr¢Potenb0lrrff￿mr*I0￿rrn ¢onfiden¢e.atlondatyc*and pufthaity. Reliedin8¢nChristophtrstirn¢ontheprogr•mme*•th hi%athieterneffltor. hlsteachersaid.￿￿nftJh hJ5beensuchJn iwir•I￿10rChri5whe1.her loumeyjustresonaledwth him.1 thinkhewès•taU¢Ssro•tsol,t￿hI￿ty￿le bethisorcoulditbes¢>rnrthinidye7 eliihtsypthe roornVA￿n hew4lk5jntoiLhesjystsocwfthrfnry Christopher'slocuSinxb(d impra%*d Y￿11￿. H*c¢*mple￿hi%GcSEsIff owwintstobeanictoi. In h￿r**DwordschrlJtfv(0rnrnlntld-1￿in￿l hwel•kenfrorn th￿prOv￿mrne-StlfvC&￿fidE￿e.S￿1￿L5y￿in2.￿Sr￿I chanyd mylife￿d l•mre•llyVatel￿. 8 ## **Contents of the Financial Statements for the Year Ended 31 March 2025** ||**Page**| |---|---| |Reference and Administrative details|9-10| |Report of the Trustees|11-19| |Report of the Independent Auditors|20-22| |Statement of Financial Activities|23| |Balance Sheet|24| |Cash Flow Statement|25| |Notes to the Cash Flow Statement|26| |Notes to the Financial Statements|27-41| 9 ## Dame Kelly Holmes Trust ## **REFERENCE AND ADMINISTRATIVE DETAILS Registered Company number** 06531532 (England and Wales) ## **Registered Charity number** 1128529 ## **Registered office** 7a Northumberland Buildings Bath, BA1 2JB ## **Trustees** Sam Bussey – Chair Catherine Baker – Vice Chair & Senior Independent Director Martin Henlan Helen Donovan Robert Charsley-Ryan Saranyah Douse Connor Moore Joy Aboim Nigel Boatswain Philip Bunt – appointed 01.04.2024 Sue Piper – resigned 12.12.2024 ## **Board Meetings** 4 formal board meetings were held in the year. Attendance was as follows: ||Attended|Out of a possible| |---|---|---| |Sue Piper (resigned 12.12.2024)|1|3| |Philip Bunt (appointed 01.04.2024)|4|4| |Paula Harris|1|1| |Nigel Boatswain|4|4| |Joy Aboim|2|4| |Catherine Baker|3|4| |Martin Henlan|1|4| |Helen Donovan|3|4| |Sam Bussey|4|4| |Robert Charsley-Ryan|3|4| |Saranyah Douse|3|4| |Connor Moore|4|4| Numbers indicate attendance whilst serving on the Board. In addition, trustees attend committee meetings and working groups throughout the year committing numerous hours in supporting the Exec. 10 ## **Auditor** Third Sector Accountancy Holyoake House Hanover Street Manchester, M60 0AS ## **Bankers** HSBC 60 Fenchurch Street London, EC3M 4BA ## **President** Colonel Dame Kelly Holmes ## **Chief Executive** Martin Talbot to 11.07.2025 Annie Moody (Interim) from 11.07.2025 11 ## Dame Kelly Holmes Trust ## **Report of the Trustees for the Year End 31 March 2025** The trustees who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 31 March 2025. The trustees have adopted the provisions of 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) (effective 1 January 2019). ## **OBJECTIVES AND ACTIVITIES** ## **Trustees' Report - Overview of the Year** This year, the Trust has continued to drive forward its ambition of supporting 10,000 young people who are facing daily challenges rooted in inequality, by 2032. Through tailored support aimed at boosting well-being, confidence, resilience and self-esteem, we aim to empower them to lead healthy, happy lives. Under the leadership of our CEO, the Trust has had a financially strong year, securing over £1 million in income. This success reflects the diversity of our income streams, anchored by new flagship events like the Champions Ball and Peru Trek Challenge, the growth of our health-focused work, retention of key funders such as Westfield Health, and securing major partners including Sport England. Our work remains vital, with young people continuing to experience significant change and challenges - the repercussions of a global pandemic, which affected their access to education and their development of vital social and emotional skills; a cost-of-living crisis placing more families in poverty and the poorest into crisis; uncertainty and anxiety of internal conflict and climate crisis, and, with a rising use of technology, increased risk of online harm and exploitation. The result, a mental health crisis among young people, rising levels of absence from school, and a generation of young people feeling anxious and hopeless about their futures. 1.3 million young people referrals to mental health services in the last school year, this equates to a 71% increase in referrals in the last five years, with 74% of teachers saying that poor mental health is having a negative impact on pupils’ ability to learn. For young people from disadvantaged backgrounds, low-income families, with experience of living in care, those with special educational needs or disabilities (SEND), or with an education, health and care plan (EHCP), these challenges are exacerbated, widening the attainment gap, and further threatening their life chances. This is the reality and why the importance of our work to support young people to thrive remains our sole purpose. ## **How we impact society** Confidence. Resilience. Self-Esteem: Our transformational programmes unlock these key behaviours and attitudes in young people facing challenges in their everyday lives. Delivered by Trust athlete mentors who use their unique experience and skillset from the world of elite sport to act as positive role models and support young people to achieve their potential in education and work and readying them for their adult life within the UK society. Confidence helps us feel ready for life's experiences. When we're confident, we're more likely to move forward with people and opportunities, not back away from them. To perform at their best, 12 ## Dame Kelly Holmes Trust ## **Report of the Trustees for the Year End 31 March 2025 (continued)** athletes need to feel confident, and this confidence comes from knowing they have prepared well, trained hard and done all they can to succeed. Passing this knowledge and experience to young people helps them to be ready for life’s challenges. We cannot control every part of our lives and our environment. We can, however, prepare to deal with and manage challenging situations and circumstances that are unavoidable. Resilience is important because it gives young people the strength needed to process and overcome hardship. Athletes will have had to showhuge resilience in their careers as they have overcome injuries, missed out on selection or been beaten in that important race or match. The young people we work with relate to their athlete mentors as they learn about their journeys and understand the ‘never give up’ mentality they needed to show to be a successful sportsperson. Positive self-esteem allows young people to try new things, take healthy risks and solve problems. When young people have good self-esteem and feel confident and secure, they're more likely to succeed in school and achieve personal goals and as they get older, they learn to confront problems and find it easier to be true to themselves. Amongst the positive impact of our programmes, their satisfaction rating of themselves goes up significantly over the course of the programmes and seeing more good qualities in themselves also rises. ## **Financial review and Reserves policy narrative** Over the past few years, the Trust has faced one of the most challenging operating environments in its history, marked by rising costs and growing competition for limited funding. As a result, by 31 March 2024, unrestricted reserves had fallen below the minimum three months of operating and closure costs set out in our reserves policy. The Trustees recognised, however, that this position was temporary. A major fundraising event scheduled for the first quarter of 2024/25, along with significant pledged income, was expected to reverse the shortfall. After careful consideration, the Trustees agreed it was appropriate to accept this temporary dip in reserves in order to safeguard delivery of the Trust’s charitable objectives, while committing to rebuilding unrestricted reserves. Over 2024/25, to strengthen our financial position, the Board, CEO and Senior Management Team implemented a series of measures: - Diversified income streams, including holding two large-scale events which raised significant unrestricted funding: Champions Ball and Machu Picchu trek - raising in excess of £150K - Greater emphasis on a relationship-based approach to fundraising to secure more repeat donations - Created operational efficiencies to reduce costs, including a small staff restructure which increased capacity while reducing salary costs - Better alignment between staff contracts and funding to minimise future financial risk and allow us to be more fluid - Further budget scrutiny, with more frequent Finance and Audit committee meetings These actions have delivered encouraging results. For context, we started the year with negative unrestricted reserves of £32k and as of 31[st] March 2025, we had an unrestricted in year surplus of £87k with an unrestricted reserves fund of £55k. 13 ## Dame Kelly Holmes Trust ## **Report of the Trustees for the Year End 31 March 2025 (continued)** As at May 2025, we calculated that £66,000 would be required to continue running for a period of three months including costs for trading to cease. Our restricted programmes would continue to run as necessary during the period, supporting our beneficiaries as much as possible and being funded by the restricted reserves held. With this in mind, we have assumed that the relevant contributions would transfer into unrestricted reserves as normal. Looking ahead, we are focused on building momentum over the next two years to reach the reserves level set out in our policy - three months of operating costs. Restricted income streams remain the Trust’s primary source of funding, supporting the majority of our programmes. We have taken deliberate steps to ensure that expenditure aligns closely with the income secured. As programme contracts conclude, we review and adjust staffing requirements accordingly. Several programme team members are employed on fixed-term contracts that mirror the duration of the programmes they support, allowing the Trust to operate with greater flexibility. Over recent years, we have addressed our previous reliance on a small number of funders contributing a significant proportion of overall income. Our diversification efforts continue to progress, with growth across corporate partners, the Health Sector, Education settings, and other areas. We have also secured substantial multi-year funding agreements and remain committed to expanding this pipeline, recognising the stability that recurring revenue provides. We have made significant progress on our recovery journey and are committed to rebuilding reserves that will protect our future, strengthen our impact and ensure we can continue to be there for young people and communities who depend on us. ## **Plans for the future** Our strategic future planning is to focus efforts on securing mid to large funders on multiyear agreements early, through grant giving foundations and trusts, and corporate partnerships, to ensure our financial sustainability, enhancing our athletes transition provision to improve quality of training, for the needs young people are now presenting with to ensure our ability to continue delivering transformational programmes to our beneficiaries. It is clear from last year that on the road to recovery, the diversification of income has had a positive effect and the focus on relationship-based partnerships is proving lucrative. With a new team in place, we are confident in the strategic direction and future of the Trust. In 2025/26 we plan to: - Raise £1 million - Build a minimum of 1 month’s reserves - Support 1000 Young people Over the coming year, we will strengthen and extend the Trust’s business plan through to 2028, ensuring it provides clear, actionable priorities for the team. Our focus will be on setting ambitious yet sustainable goals, giving the organisation a well-defined pathway for delivering long-term impact. 14 ## Dame Kelly Holmes Trust ## **Report of the Trustees for the Year End 31 March 2025 (continued)** ## **STRATEGIC AIMS** ## **Financial** - Stabilise income and reach £1 million annual revenue. - Build reserves equivalent tothree months of operating costs. ## **Young People** - Support 1,000 vulnerable young people to become the best version of themselves. ## **People** - Enhance employee support through new organisational benefits and opportunities developed by the People Working Group. - Secure additional funding to strengthen transition support and provide improved, needs-led training informed by young people’s experiences and athlete mentors’ insight. - Continue reviewing and refining ways of working across the Trust to maximise efficiency. ## **Governance** - Maintain high standards across governance, policies, and procedures. - Set the 2026–2028 budget and operational plans in alignment with the strategic framework. ## **Communications & Marketing** - Amplify awareness of our impact by developing and sharing compelling case studies. - Issue quarterly newsletters to increase engagement across our database and support future events, challenges, and campaigns. ## **STRATEGIC REVIEW** Against our strategic priorities laid out in the business plan, we have made the following progress: ## **Delivered Impactful Programmes** - - Supported 1,119 young people, with 922 new starts - Expanded health programmes in partnership with Sheffield Children's Hospital and Alder Hey Children's Hospital - Sustained our Sheffield Hub for a fifth year; expanded presence in Liverpool City Region and Kent - Grown community and edge-of-crime programmes - Uplift in impact generated by Trust programmes ## **Shaped by Young People** - Worked closely with AQA Unlocking Potential alumni participants to explore new ways to gather feedback - Introduced an adapted version of OTTA for Alternative Provision Centres / Pupil Referral Units - Developed suite of digital content led by athlete mentors available to young people focusing on areas highlighted by them as of interest 15 ## Dame Kelly Holmes Trust ## **Report of the Trustees for the Year End 31 March 2025 (continued)** ## **Strengthening our Commitment to Athletes** - Delivered transition support for athletes post-Paris 2024 Olympics/Paralympics - Ran More than Medals training to recruit new athlete mentors - Relaunched the Athlete Working Group to amplify athlete voice within the Trust ## **Income Generation** - Achieved our income target of £1 million+ - Flagship events Champions Ball (£175k) and Peru Trek Challenge (£75k), raised £250k combined - Relationship-based fundraising boosted trust and corporate income, including new multiyear support - Developed and began delivering a comprehensive fundraising strategy, including donor journey and stewardship planning - Introduced new systems to improve operational efficiency ## **Governance** - Appointed a Trustee Safeguarding Lead - Secured 54% of the 2025-26 income target by May 2025 - Strong alignment between business plan objectives and outcomes - Updated all relevant policies and committee terms of reference - Improved operational efficiency through strategic supplier changes - 2025-26 Business Plan provides continuity of approach to securing financial targets and achieving young people outcomes ## **People** - Delivered the Trust's first People Strategy - Launched a staff coaching programme - Formed a new People Working Group - Restructured teams to better align talent with strategic goals - Introduced an annual performance system linked to KPIs from the Business Plan - Held quarterly business updates and in-person team meetings to strengthen communication and cohesion ## **Communication and Marketing** - Reinstated regular newsletters / monthly round ups - Delivered communications calendar focusing on three pillars of brand communication: young people, athletes, partnerships. - Improved social messaging through consistent brand and tone of voice 16 ## Dame Kelly Holmes Trust ## **Report of the Trustees for the Year End 31 March 2025 (continued)** ## **Highlights of the year include:** ## **Champions Ball** Celebrating 20 years since our Founder Dame Kelly Holmes' double Olympic gold, the event at London's Landmark Hotel raised £175k, welcomed new supporters, and significantly increased online visibility. ## **Peru Trek** In Sept the Trust embarked on its first challenge event trekking to Machu Picchu, Peru. Founder Dame Kelly Holmes, together with Trust CEO and Head of Business Development, joined a team of 20 fundraisers to undertake the challenge. The event was a huge success, generating £75k income, boosting the Trust's supporter base and enhancing the charity's social media presence. ## **Health Programme Expansion** Since its 2021 pilot, the Health Mentoring Programme has grown to include partnerships with Great Ormond Street, Sheffield Children's, and Alder Hey hospitals. A dedicated Trust health team has been formed, and we are working towards a scalable national model for roll-out across England's children's hospitals. ## **Corporate Partners** Westfield Health, our largest corporate supporter, continued to fund work in South Yorkshire for a fourth consecutive year. Our partnership with Obex Foundation continues to grow, strengthening our presence and impact in Luton, and we continue to work with Deloitte and Mott MacDonald. ## **Our Impact** Over the past year we have reported significant impact, which is encouraging in a climate where many young people feel their wellbeing is in decline, where they are telling us that not feeling confidence in themselves is holding them back, and where over half of young people are not getting the recommended levels of physical activity (Sport England Active Lives 22/23), the changes we are seeing are more than just marginal gains. **43%** of young people said they were more confident after participating in the programme, increasing to 46% in females **64%** of young people improved their wellbeing pre to post programme **80%** of young people said the programme has helped them think about their health and wellbeing in a more positive way **86%** of teachers said that students display employability and transferable skills post programme **>6X** no. of teachers who said students are confident that they will achieve their future goals increased more than sixfold 17 ## Dame Kelly Holmes Trust ## **Report of the Trustees for the Year End 31 March 2025 (continued)** ## **STRUCTURE, GOVERNANCE AND MANAGEMENT** ## **Governing document** The charity is controlled by its governing document, a deed of trust, and constitutes a limited company, limited by guarantee, as defined by the Companies Act 2006. It is registered as a Charity with the Charity Commission. We have a Code of Governance that sets out our internal governance structure, and this is reviewed annually. Terms of reference are in place for all committees. The Programmes Committee is currently led by Nigel Boatswain, the Finance and Audit Committee is led by Philip Bunt, the Income Generation Committee is led by Catherine Baker, and the Remuneration and ## **Report of the Trustees for the Year End 31 March 2025 (continued)** Nomination Committee is led by Helen Donovan. Committees meet quarterly prior to Board meetings, and they systematically review targets for that goal area, the risks linked to their goal and provide challenge and support to the Executive team. In addition, this year there have been joint meetings looking at challenges and ambitions across the Trust and key Trustees have provided additional support and challenge for wider staff members involved in income generation, finance and equality, diversity & inclusion. All Trustees have an open invitation to visit our programmes, meet with the young people and see our work first-hand. Trustee Recruitment: When a need is identified to recruit trustees, the Remuneration and Nominations Committee manage the process. The committees aim to have at least two Trustee members, and meetings require a quorum of two including one trustee and one independent member. The role of the Remuneration and Nominations Committee is to monitor and review the structure and composition of the Board, leading the process for all Board appointments, submitting recommendations for Board appointments to the Board for consideration and if appropriate, approval. ## **Risk Management** The Trustees have a duty to identify and review the risks to which the Charity is exposed and to ensure that appropriate controls are in place to provide reasonable assurance against fraud and error. We continued to monitor our 'Risk’ at every Board and committee meeting, quarterly. This system provides an ongoing review of the risks we may face and systems and procedures to mitigate those risks identified. Implementing these procedures is to minimise any potential impact, should those risks materialise. This has identified that there are four primary risks which are recognised, monitored and managed at Board level: 1. Sustainable funding and diverse income streams – monitoring our position and supporting the building of our level of reserves, whilst testing new approaches to ensure we are reaching young people how and when they need our support. 2. Safeguarding of young people and athletes (incl. code of conduct & data protection). 3. Governance of the Charity and in particular succession of trustees and key personnel (implementing a 2 month notice period for Senior Leadership this year) and our commitment to Equality, Diversity & Inclusion across the organisation. 4. Enhancing our digital capability both programmatically and operationally to ensure we are efficient and utilising digital solutions to scale our delivery and underpin the young people’s experience and learning. 18 ## Dame Kelly Holmes Trust ## **Report of the Trustees for the Year End 31 March 2025 (continued)** All risks have been identified at Board and Committee level and are owned by Trustee Committee Chairs and appropriate Senior Managers. Where individuals within the Trust have responsibility for monitoring budgets or other aspects of the control environment, we have ensured that they have appropriate skills and knowledge to carry out these tasks. In addition, we have developed a major overhaul of our data management systems as part of our GDPR compliance action plan and embedded a new policy for safeguarding alongside a staff training programme. ## **Remuneration Policy for staff and key management personnel** The pay of all staff is reviewed annually by the Remuneration & Nominations Committee with oversight from the Finance & Audit Committee as part of the budget process. The Remuneration & Nominations Committee also approves any increments and performance-related payments of senior staff in accordance with average earnings in the sector. In view of the nature of the charity, the Trustees benchmark against pay levels in other sport, education and young people charities. 19 ## Dame Kelly Holmes Trust ## **Report of the Trustees for the Year End 31 March 2025 (continued)** ## **STATEMENT OF TRUSTEES' RESPONSIBILITIES** The trustees (who are also the directors of Dame Kelly Holmes Trust for the purposes of company law) are responsible for preparing the Report of the Trustees 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 those financial statements, the trustees are required to: - select suitable accounting policies and then apply them consistently; - observe the methods and principles in the Charity SORP; - make judgements and estimates that are reasonable and prudent; - state whether applicable accounting standards 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 charitable company will continue in business. The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and 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: - there is no relevant audit information of which the charitable company's auditors are unaware; and - the trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information. ## **AUDITOR** The auditor, Third Sector Accountancy, will be proposed for re-appointment at the forthcoming Annual General Meeting. Report of the trustees, incorporating a strategic report, approved by order of the board of trustees, as the company directors, on and signed on the board's behalf by: S Bussey - Trustee 20 ## **Report of the Independent Auditors to the Members of Dame Kelly Holmes Trust** ## **Opinion** We have audited the financial statements of Dame Kelly Holmes Trust (the 'charitable company') for the year ended 31 March 2025 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). In our opinion the financial statements: - give a true and fair view of the state of the charitable company's affairs as at 31 March 2025 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended; - have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and - have been prepared in accordance with the requirements of the Companies Act 2006. ## **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 Auditors' 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. ## **Conclusions relating to going concern** We draw attention to Note 1 in the financial statements, which indicates that the Charitable Company faces material uncertainty in respect to cashflow. As stated in Note 1, these events indicate that a material uncertainty exists that may cast significant doubt on the company’s ability to continue as a going concern. Our opinion is not modified in respect of this matter. In auditing the financial statements, we have concluded that the directors’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Our responsibilities and the responsibilities of the directors with respect to going concern are described in the relevant sections of this report. ## **Other information** The trustees are responsible for the other information. The other information comprises the information included in the Annual Report, other than the financial statements and our Report of the Independent Auditors thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be **Report of the Independent Auditors to the Members of Dame Kelly Holmes Trust (continued)** 21 ## **Report of the Independent Auditors to the Members of Dame Kelly Holmes Trust (continued)** 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: - the information given in the Report of the Trustees for the financial year for which the financial statements are prepared is consistent with the financial statements; and - the Report of the Trustees has been prepared in accordance with applicable legal requirements. ## **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 Report of the Trustees. We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion: - adequate accounting records have not been kept or returns adequate for our audit have not been received from branches not visited by us; or - the financial statements are not in agreement with the accounting records and returns; or - certain disclosures of trustees' remuneration specified by law are not made; or - we have not received all the information and explanations we require for our audit. ## **Responsibilities of trustees** As explained more fully in the Statement of Trustees' Responsibilities, 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. ## **Our responsibilities for the audit of the financial statements** 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 a Report of the Independent Auditors 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. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below: ## **Capability of the audit in detecting irregularities, including fraud** Based on our understanding of the charity and environment in which it operates, we identified the principal risks of non-compliance with laws and regulations related to pension legislation, tax legislation, employment 22 ## **Report of the Independent Auditors to the Members of Dame Kelly Holmes Trust (continued)** legislation, health and safety legislation, and other legislation specific to the industry in which the charity operates, and we considered the extent to which non-compliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on the preparation of the financial statements such as the Companies Act 2006, the reporting requirements under the Charities SORP and FRS102, and the Charities Act 2011. We evaluated management’s incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls), and determined that the principal risks were related to the pressure on management to achieve particular results. Audit procedures performed by the group engagement team included: - Review of correspondence with the regulators and with legal advisors; - Discussions with management including consideration of known or suspected instances of non compliance; - Evaluating management’s controls designed to prevent and detect irregularities; - Identifying and testing journal entries; and - Challenging assumptions and judgments made by management. There are inherent limitations in the audit procedures described above and the further removed noncompliance with laws and regulations is from the events and transactions reflected in the financial statements, the less likely we would become aware of it. Also, the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentations, or through collusion. A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our Report of the Independent Auditors. ## **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. 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 auditors' 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. Patrick Morrello ACA, Senior Statutory Auditor Third Sector Accountancy Limited Holyoake House Hanover Street Manchester M60 0AS 24 / 12 / 2025 Date: ............................................. 23 ## Dame Kelly Holmes Trust |**Statement of Financial Activities for the Year Ended 31 March 2025**
Notes
2025
Unrestricted
funds
£
2025
Restricted
funds
£
**INCOME AND ENDOWMENTS FROM**
Donations and legacies
2
74,289
-
**Charitable activities**
Charitable activities
5
-
609,994
Other trading activities
3
362,418
-
Investment income
4
1,931
-
**Total**
438,638
609,994
**EXPENDITURE ON**
Raising funds
6
187,981
-
**Charitable activities**
7
Charitable activities
163,443
594,259
**Total**
351,424
594,259
Net gains/(losses) on investments
-
-
**NET INCOME/(EXPENDITURE)**
87,214
15,735
**RECONCILIATION OF FUNDS**
Total funds brought forward
(31,707)
104,395
**TOTAL FUNDS CARRIED FORWARD**
55,507
120,130|**Statement of Financial Activities for the Year Ended 31 March 2025**
Notes
2025
Unrestricted
funds
£
2025
Restricted
funds
£
**INCOME AND ENDOWMENTS FROM**
Donations and legacies
2
74,289
-
**Charitable activities**
Charitable activities
5
-
609,994
Other trading activities
3
362,418
-
Investment income
4
1,931
-
**Total**
438,638
609,994
**EXPENDITURE ON**
Raising funds
6
187,981
-
**Charitable activities**
7
Charitable activities
163,443
594,259
**Total**
351,424
594,259
Net gains/(losses) on investments
-
-
**NET INCOME/(EXPENDITURE)**
87,214
15,735
**RECONCILIATION OF FUNDS**
Total funds brought forward
(31,707)
104,395
**TOTAL FUNDS CARRIED FORWARD**
55,507
120,130|**Statement of Financial Activities for the Year Ended 31 March 2025**
Notes
2025
Unrestricted
funds
£
2025
Restricted
funds
£
**INCOME AND ENDOWMENTS FROM**
Donations and legacies
2
74,289
-
**Charitable activities**
Charitable activities
5
-
609,994
Other trading activities
3
362,418
-
Investment income
4
1,931
-
**Total**
438,638
609,994
**EXPENDITURE ON**
Raising funds
6
187,981
-
**Charitable activities**
7
Charitable activities
163,443
594,259
**Total**
351,424
594,259
Net gains/(losses) on investments
-
-
**NET INCOME/(EXPENDITURE)**
87,214
15,735
**RECONCILIATION OF FUNDS**
Total funds brought forward
(31,707)
104,395
**TOTAL FUNDS CARRIED FORWARD**
55,507
120,130|2025
Total
funds
£
74,289
609,994
362,418
1,931|2024
Total
funds
£
127,625
567,333
72,480
1,717| |---|---|---|---|---| ||438,638|609,994|1,048,632|769,155| |||-
594,259|187,981
757,702|99,734
781,830| ||351,424|594,259|945,683|881,564| ||-|-|-|(4,545)| ||87,214
(31,707)
55,507|15,735
104,395
120,130|102,949
72,688
175,637|(116,954)
189,642
72,688| 24 ## Dame Kelly Holmes Trust ## **Balance Sheet 31 March 2025** |**Balance Sheet 31 March 2025**|||||| |---|---|---|---|---|---| |||2025|2025|2025|2024| |||Unrestricted|Restricted|Total|Total| |||funds|funds|funds|funds| |Notes||£|£|£|£| |**FIXED ASSETS**|||||| |Tangible assets|14|6,477|-|6,477|95| |**CURRENT ASSETS**|||||| |Debtors|15|20,857|107,969|128,826|96,411| |Cashatbank||64,807|89,748|154,555|287,588| |||85,664|197,717|283,381|383,999| |**CREDITORS**|||||| |Amounts falling due within one year|16|(36,633)|(77,588)|(114,221)|(311,406)| |**NET CURRENT ASSETS**||49,031|120,129|169,160|72,593| |**TOTAL ASSETS LESS CURRENT LIABILITIES**||55,508|120,129|175,637|72,688| |**NET ASSETS**||55,508|120,129|175,637|72,688| |**FUNDS**|17||||| |Unrestricted funds||55,508|-|55,508|(31,707)| |Restricted funds||-|120,129|120,129|104,395| |**TOTAL FUNDS**||55,508|120,129|175,637|72,688| The notes on page 26 to 41 make up part of the financial statements. The financial statements were approved by the Board of Trustees and authorised for issue on 19 December 2025 and were signed on its behalf by: S Bussey – Trustee 25 ## Dame Kelly Holmes Trust ## **Cash Flow Statement for the Year Ended 31 March 2025** |Notes
2025
£
**Cash flows from operating activities**
Cash generated from operations
1
(134,249)
Net cash used in operating activities
(134,249)
**Cash flows from investing activities**
Purchase of tangible fixed assets
(715)
Interest received
1,931
Net cash provided by investing activities
1,216
**Change in cash and cash equivalents in the reporting period**
(133,033)
**Cash and cash equivalents at the beginning of the reporting period**
287,588
**Cash and cash equivalents at the end of the reporting period**
154,555|Notes
2025
£
**Cash flows from operating activities**
Cash generated from operations
1
(134,249)
Net cash used in operating activities
(134,249)
**Cash flows from investing activities**
Purchase of tangible fixed assets
(715)
Interest received
1,931
Net cash provided by investing activities
1,216
**Change in cash and cash equivalents in the reporting period**
(133,033)
**Cash and cash equivalents at the beginning of the reporting period**
287,588
**Cash and cash equivalents at the end of the reporting period**
154,555|2024
£
(23,903)| |---|---|---| ||(134,249)|(23,903)| ||(715)
1,931|-
1,717| ||1,216|1,717| ||(133,033)
287,588
154,555|(22,186)
309,774
287,588| 26 ## Dame Kelly Holmes Trust ## **Notes to the Cash Flow Statement for the Year Ended 31 March 2025** ## **1. RECONCILIATION OF NET INCOME/(EXPENDITURE) TO NET CASH FLOW FROM OPERATING ACTIVITIES** |2025
£
**Net income/(expenditure) for the reporting period (as per theStatement of FinancialActivities)**
102,949
**Adjustmentsfor:**
Depreciation charges
334
Losses oninvestments
-
Interest received
(1,931)
Impairment losses
-
Tangible fixed assets donated-in-kind
(6,000)
(Increase)/decrease in debtors
(32,415)
(Decrease)/increase in creditors
(197,186)
**Net cash used in operations**
(134,249)
**2. ANALYSIS OF CHANGES IN NET FUNDS**
**Netcash**
At 1 April 2024
£
Cash flow
£
Cash at bank
287,588
(133,033)|2024
£
(116,954)
532
4,545
(1,717)
955
-
33,285
55,451
(23,903)
At 31 March
2025
£
154,555| |---|---| 27 Notes to the Financial Statements for the Year Ended 31 March 2025 ## **1. ACCOUNTING POLICIES** ## **Basis of preparing the financial statements** The financial statements of the charitable company, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) '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) (effective 1 January 2019)', Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and the Companies Act 2006. The financial statements have been prepared under the historical cost convention, with the exception of investments which are included at market value, as modified by the revaluation of certain assets. The financial statements have been prepared on the going concern basis of accounting. In making their assessment, the Directors have considered all available information about the future, which is at least, but not limited to, twelve months from the date the financial statements are authorised for issue. ## _**Material uncertainty related to going concern**_ The charitable company's ability to continue as a going concern is subject to a material uncertainty arising from the following conditions: - The charitable company had unrestricted reserves of £55,507 as of the balance sheet date. Since that date the unaudited management accounts to 30 September 2025 indicate an unrestricted loss for the six months of £92,263 and negative unrestricted reserves at that date of £36,756 - 48% of the projected income for the forthcoming financial year, amounting to £460,000 has been confirmed, with key contracts still in the negotiation phase. This is a higher percentage than at the same point in previous years These events or conditions indicate that a material uncertainty exists that may cast significant doubt on the charitable company’s ability to continue as a going concern, and therefore, it may be unable to realise its assets and discharge its liabilities in the normal course of business. ## _**Mitigating actions and significant judgements**_ The financial statements do not include the adjustments that would result if the charitable company was unable to continue as a going concern. The Directors have undertaken the following mitigating actions: - Active negotiation of the unconfirmed contracts with expected confirmation by 31 January 2026 - Implementation of cost-saving measures, including a freeze on non-essential hiring, reducing core expenditure and a review of all discretionary expenditure. The Directors have modelled various scenarios, including a downside case where up to 40% of unconfirmed income is not received, and have concluded that sufficient actions can be taken to adjust expenditure accordingly The Directors have concluded that, based on the successful execution of these plans, the use of the going concern basis remains appropriate. However, significant judgement was involved in this assessment, particularly regarding the probability of securing the unconfirmed income and the timing of related cash inflows. The outcome of these matters is dependent on future events, and while the Directors are confident in their plans, the material uncertainty remains. ## **Income** All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received and the amount can be measured reliably. ## **Expenditure** Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources. ## **Tangible fixed assets** Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful 28 life. - Fixtures and fittings 20% on straight line basis Computer equipment - 33% on straight line basis ## **Taxation** The charity is exempt from corporation tax on its charitable activities. ## **Fund accounting** Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees. Designated fund are unrestricted funds that the Trustees have set aside for a specific purpose. Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes. Further explanation of the nature and purpose of each fund is included in the notes to the financial statements. ## **Pension costs and other post-retirement benefits** The charitable company operates a defined contribution pension scheme. Contributions payable to the charitable company's pension scheme are charged to the Statement of Financial Activities in the period to which they relate. ## **2. DONATIONS AND LEGACIES** |Donations from organisations
Donations from individuals
**3.**
**OTHER TRADING ACTIVITIES**
Contract income
Corporate trading income
Events income
**4.**
**INVESTMENT INCOME**
Deposit account interest
VAT interest received||2025
£
51,505
22,784
74,289
2025
£
118,337
1,750
242,331
362,418
2025
£
1,930
1
1,931||2024
£
100,724
26,901
127,625
2024
£
60,805
3,315
8,360
72,480
2024
£
1,717
-
1,717| |---|---|---|---|---| 29 ## **5. INCOME FROM CHARITABLE ACTIVITIES** |Grants – Charitable activities
Grants received, included in the above, are as follows:
Anne Duchess of Westminster Fund
AQA (Corporate)
C&R Palmer Holdings (Corporate)
Colyer-Fergusson Charitable Trust (Trusts and Foundations)
Cognizant (Corporate)
Denman Charitable Trust (Trusts and Foundations)
Focus Foundation (Trusts and Foundations)
Football For Change (Trusts and Foundations)
Great Western Railway (Corporate)
KKR & Co. (Corporate)
The Lawson Trust (Trusts and Foundations)
The Marsh Academy (Public)
Mersey Community Foundation
Mott MacDonald (Corporate)
Obex Dental (Corporate)
Peter Harrison Foundation (Trusts and Foundations)
Peter Sowerby Trust (Trusts and Foundations)
Quartet Community Foundation (Trusts and Foundations)
Sheffield - Various Trusts and Foundations
Sanctuary Housing (Corporate)
Southeastern Trains (Public)
Southern Govia Thameslink Railway (Corporate)
Southwestern Railway CCIF (Corporate)
SportEngland
St James's Place Foundation (Trusts and Foundations)
Switch The Play Foundation (Trusts and Foundations)
Thanet Council (Public)
Virtual Schools Kent (Public)
Westfield Health (Corporate)
Youth Endowment Fund (Trusts and Foundations)
**6.**
**RAISING FUNDS**
**Raising donations and legacies**
Staff costs
Fundraising costs
**Other trading activities**
Trustees' expenses
**Investment management costs**
Impairment losses
Aggregate amounts|2025
£
609,994
10,000
190,705
5,500
-
5,500
5,500
5,500
-
11,400
19,999
8,000
8,700
-
11,000
13,750
-
-
-
9,500
50,000
5,700
15,000
-
109,394
-
27,380
7,500
5,000
84,966
-
2025
£
95,101
92,880
187,981
2025
£
-
2025
£
-
187,981|2024
£
567,333
-
190,705
5,500
25,000
-
-
-
10,000
-
-
-
-
2,995
10,000
5,000
25,000
19,175
4,997
-
50,000
18,000
-
22,950
-
24,908
-
-
-
107,298
45,805| |---|---|---| |||2024
£
80,546
17,961
98,507
2024
£
272| |||2024
£
955| |||99,734| 30 ## **7. CHARITABLE ACTIVITIES COSTS** |Charitable activities
**8.**
**DIRECT COSTS OF CHARITABLE ACTIVITIES**
Staff costs
Programme delivery
**9.**
**SUPPORT COSTS**
Management
£
Charitable activities
242,663
Support costs, included in the above, are as follows:
**Management**
Salaries
Social Security
Pension contributions
Insurance
Telephone
Postage and stationery
Sundries
Computer and website costs
Subscriptions and training
Travel and subsistence
Irrecoverable VAT
Staff entertainment
Communication costs
Depreciation of tangible fixed assets
**Finance**
Bank charges
**Governance costs**
Auditor’s remuneration
Accountancy fees
Meeting rooms
Professional fees|Charitable activities
**8.**
**DIRECT COSTS OF CHARITABLE ACTIVITIES**
Staff costs
Programme delivery
**9.**
**SUPPORT COSTS**
Management
£
Charitable activities
242,663
Support costs, included in the above, are as follows:
**Management**
Salaries
Social Security
Pension contributions
Insurance
Telephone
Postage and stationery
Sundries
Computer and website costs
Subscriptions and training
Travel and subsistence
Irrecoverable VAT
Staff entertainment
Communication costs
Depreciation of tangible fixed assets
**Finance**
Bank charges
**Governance costs**
Auditor’s remuneration
Accountancy fees
Meeting rooms
Professional fees|Direct Costs
(see note 8)
£
484,508
Finance
£
445|Support
costs (see
note 9)
£
273,194
2025
£
163,437
321,071
484,508
Governance
£
30,086|Totals
£
757,702| |---|---|---|---|---| |||||2024
£
179,878
317,979
497,857
Totals
£
273,194| ||as follows:||2025
£
146,486
13,282
2,998
12,738
1,148
1,987
300
24,035
6,110
12,787
13,963
1,837
4,658
334|2024
£
138,077
11,984
2,878
14,529
3,895
353
462
19,477
6,607
13,772
19,808
1,118
18,684
532| ||||242,663
445
5,750
12,134
10,026
2,176
30,086|252,176| |||||384| |||||6,500
12,113
10,763
2,037
31,413| 31 ## **10. NET INCOME/(EXPENDITURE)** |**NET INCOME/(EXPENDITURE)**||| |---|---|---| ||2025|2024| ||£|£| |Net income/(expenditure) is stated after charging/(crediting):||| |Auditor’s remuneration|6,250|6,500| |Depreciation - owned assets|333|532| ## **11. TRUSTEES' REMUNERATION AND BENEFITS** There was no trustees' remuneration or other benefits for the year ended 31 March 2025 nor for the year ended 31 March 2024. Neither the management committee nor any persons connected with them received any remuneration during the year (2024: Nil) No trustees received travel and subsistence expenses during the year (2024: One trustee received £272). During the year, the key management personnel of the Charity comprised of the Trustees, Chief Executive Officer, Senior Finance Manager, Head of Programmes and Head of Business Development. The total employee remuneration and benefits of the key management personnel of the Trust was £192,352 (2024: £160,630). During the year, amounts of £1,260, £420 and £420 were paid by Sam Bussey, Saranyah Douse and Philip Bunt respectively, who are all trustees of the charity, for tickets to the Champions Ball event which took place in May 2024. Similarly, Catherine Baker and Sam Bussey, also trustees of the charity, paid amounts of £30 and £101 respectively in relation to other events held. ## **Trustees' expenses** |Trustees' expenses
**12.**
**STAFF COSTS**
Wages and salaries
Social security costs
Other pension costs
The average monthly number of employees during the year was as follows:
Charitable activities
Support activities
Fundraising activities|2025
£
-
2025
£
384,596
29,369
7,339
421,304
2025
8
3
3
14|2024
£
272| |---|---|---| |||2024
£
375,363
30,047
7,953
413,363
2024
8
4
3
15| 2025 2024 The number of employees whose benefits (excluding employer pension costs) exceeded £60,000 was: £60,001 - £70,000 1 1 32 ## **13. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES** |**INCOME AND ENDOWMENTS FROM**
Donations and legacies
**Charitable activities**
Charitable activities
Other trading activities
Investment income
**EXPENDITURE ON**
Raising funds
**Charitable activities**
Charitable activities
Net losses on investments
**NET INCOME/(EXPENDITURE)**
**Transfers between funds**
**Net movement in funds**
**RECONCILIATION OF FUNDS**
Total funds brought forward
**TOTAL FUNDS CARRIED FORWARD**
**14.**
**TANGIBLE FIXED ASSETS**
**COST**
At 1 April 2024
Additions
At 31 March 2025
**DEPRECIATION**
At 1 April 2024
Charge for year
At 31 March 2025
**NET BOOK VALUE**
At 31 March 2025
At 31 March 2024|Unrestricted
funds
£
135,985
-
64,120
1,717
201,822
99,734
240,046
339,780
(4,545)
(142,503)
11,530
(130,973)
99,264
(31,709)
Fixtures and
fittings
£
795
-
795
795
-
795
-
-|Restricted
funds
£
-
567,333
-
-
567,333
-
541,784
541,784
-
25,549
(11,530)
14,019
90,378
104,397
Computer
equipment
£
20,845
6,715
27,560
20,750
333
21,083
6,477
95|Total funds
£
135,985
567,333
64,120
1,717| |---|---|---|---| ||||769,155| ||||99,734
781,830| ||||881,564| ||||(4,545)| ||||(116,954)
-| ||||(116,954)
189,642| ||||72,688| ||||Totals
£
21,640
6,715| ||||28,355| ||||21,545
333| ||||21,878| ||||6,477
95| 33 ## **15. DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR** |Trade debtors
Other debtors
Prepayments and accrued income
**16.**
**CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR**
Trade creditors
Social security and other taxes
VAT
Other creditors
Accruals and deferred income|2025
£
£ 43,147
939
84,740
128,826
2025
£
8,551
11,164
224
1,914
92,368
114,221|2024
£
£ 54,733
922
40,756
96,411
2024
£
11,594
11,691
7,939
1,473
278,709
311,406| |---|---|---| The reduction in deferred income is largely due to a spike in the prior year, following a one-off event held by the Charity in May 2025. 34 |**17.**
**MOVEMENT IN FUNDS**
At 1 April
2024
£
**Unrestricted funds**
General fund
(54,827)
GOSH
23,120
(31,707)
**Restricted funds**
AQA -Unlocking Potential
1,788
GetonTrack-Colyer-Fergusson Ch. Trust
18,940
Get on Track - Ramsgate
-
Get on Track - Sanctuary Housing - Supported Living -
Get on Track - Southwestern CCIF
2,953
KKR Covid Response Fund
-
On Track to Achieve - ADW
-
On Track to Achieve - Bristol Quartet
2,359
On Track to Achieve - Charles Palmer
1,818
On Track to Achieve - Cognizant
-
On Track to Achieve - Deloitte Nottingham
25
On Track to Achieve - Denman J James
-
On Track to Achieve - DRW x6
(1,350)
On Track to Achieve - Focus Foundation
-
On Track to Achieve - Football for Change
2,125
On Track to Achieve - Gt Western Railway
-
On Track to Achieve - Lawson Trust
-
On Trackto Achieve-Marsh Academy Kent
-
On Track to Achieve - Mott MacDonald
3,150
On Track to Achieve - Obex
2,500
On Track to Achieve - Peter Harrison - Kent
24,100
On Track to Achieve - Sheffield Town Trust
-
On Track to Achieve - SE Railway
18,000
OnTrack to Achieve–South Govia T/link
-
On Track to Achieve - St James Place Liv
3,000
On Track to Achieve - Thanet Council
-
Peter Sowerby - Alderhey
2,551
Sport England
-
Switch the Play MTM
-
Westfield Health OTTA
22,436
104,395
**TOTAL FUNDS**
72,688|Net
movement
in funds
£
96,034
(8,819)
87,215
(15,451)
(18,940)
(25,274)
1,942
(1,442)
6,175
2,075
(2,359)
(870)
1,992
(2,172)
2,980
1,351
(225)
(2,125)
4,500
5,915
6,075
(800)
2,041
(13,913)
8,120
5,700
2,099
(3,000)
550
(2,551)
62,024
11,665
(20,348)
15,734
102,949|Transfers
between
funds
£
-
-
-
-
-
25,274
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
(10,274)
-
(15,000)
-
-
-
-
-
-
-
-
-|At 31 March
2025
£
41,207
14,301| |---|---|---|---| ||||55,508| ||||(13,663)
-
-
1,942
1,511
6,175
2,075
-
948
1,992
(2,147)
2,980
1
(225)
-
4,500
5,915
6,075
2,350
4,541
(87)
8,120
8,700
2,099
-
550
-
62,024
11,665
2,088| ||||120,129| ||||175,637| 35 ## **17. MOVEMENT IN FUNDS - continued** Net movement in funds, included in the above are as follows: |**Unrestricted funds**
General fund
GOSH
**Restricted funds**
AQA -Unlocking Potential
GetonTrack-Colyer-Fergusson Ch. Trust
Get on Track - Ramsgate
Get on Track - Sanctuary Housing - Supported Living
Get on Track - Southwestern CCIF
KKR Covid Response Fund
On Track to Achieve - ADW
On Track to Achieve - Bristol Quartet
On Track to Achieve - Charles Palmer
On Track to Achieve - Cognizant
On Track to Achieve - Deloitte Nottingham
On Track to Achieve - Denman J James
On Track to Achieve - DRW x6
On Track to Achieve - Focus Foundation
On Track to Achieve - Football for Change
On Track to Achieve - Gt Western Railway
On Track to Achieve - Lawson Trust
On Track to Achieve - Marsh Academy Kent
On Track to Achieve - Mott MacDonald
On Track to Achieve - Obex
On Track to Achieve - Peter Harrison - Kent
On Track to Achieve - Sheffield Town Trust
On Track to Achieve - SE Railway
OnTrack to Achieve–South Govia T/link
On Track to Achieve - St James Place Liv
On Track to Achieve - Thanet Council
Peter Sowerby - Alderhey
Sport England
Switch the Play MTM
Westfield Health OTTA
**TOTAL FUNDS**|Incoming
resources
£
390,840
47,798
438,638
190,705
-
5,000
50,000
-
19,999
10,000
-
5,500
5,500
-
5,500
-
5,500
-
11,400
8,000
8,700
11,000
13,750
-
9,500
5,700
15,000
-
7,500
-
109,394
27,380
84,966
609,994
1,048,632|Resources
expended
£
(294,806)
(56,617)
(351,423)
(206,156)
(18,940)
(30,274)
(48,058)
(1,442)
(13,824)
(7,925)
(2,359)
(6,370)
(3,508)
(2,172)
(2,520)
1,351
(5,725)
(2,125)
(6,900)
(2,085)
(2,625)
(11,800)
(11,709)
(13,913)
(1,380)
-
(12,901)
(3,000)
(6,950)
(2,551)
(47,370)
(15,715)
(105,314)
(594,260)
(945,683)|Movement
in funds
£
96,034
(8,819)| |---|---|---|---| ||||87,215| ||||(15,451)
(18,940)
(25,274)
1,942
(1,442)
6,175
2,075
(2,359)
(870)
1,992
(2,172)
2,980
1,351
(225)
(2,125)
4,500
5,915
6,075
(800)
2,041
(13,913)
8,120
5,700
2,099
(3,000)
550
(2,551)
62,024
11,665
(20,348)| ||||15,734| ||||102,949| 36 |**17.**
**MOVEMENT IN FUNDS - continued**
**Comparatives for movement in funds**
**Unrestricted funds**
General fund
GOSH
**Restricted funds**
AQA -Unlocking Potential
BBODevon Heartofthe Southwest
GetonTrack-Colyer-Fergusson Ch. Trust
GetonTrack -Jersey Sports
Get on Track - Southwestern CCIF
On Track to Achieve - Bristol Quartet
On Track to Achieve - Charles Palmer
On Track to Achieve - Deloitte Nottingham
On Track to Achieve - DRW x6
On Track to Achieve - Football for Change
On Track to Achieve – Glebe School
On Track to Achieve - Jersey
On Track to Achieve - Mott MacDonald
On Track to Achieve - Obex
On Track to Achieve - Peter Harrison - Kent
On Track to Achieve - SE Railway
On Track to Achieve - St James Place Liv
On Track to Achieve - Wales
On Track to Achieve - WANDisco
Peter Sowerby - Alderhey
Sport England - Coastal Communities
Swale Community Leisure
TNL - Youth Voice
Westfield Health BSB
Westfield Health OTTA
Westfield Health Leadership Programme
**TOTAL FUNDS**|At 1 April
2023
£
99,264
99,264
(6,153)
-
1,168
-
-
-
2,075
8,120
-
(396)
995
4,775
-
-
-
(3,379)
1,800
5,000
11,760
3,754
125
22,850
(578)
754
37,708
90,378
189,642|Net
movement
in funds
£
(175,826)
33,325
(142,501)
7,941
(719)
18,940
(1,168)
2,953
2,359
1,818
(2,050)
(9,470)
2,125
-
(5,350)
(1,625)
2,500
24,100
18,000
6,379
(1,800)
(5,000)
7,791
(3,754)
(125)
(22,850)
578
21,682
(37,708)
25,547
(116,954)|Transfers
between
funds
£
21,735
(10,205)
11,530
-
719
-
-
-
-
-
-
-
-
396
4,355
-
-
-
-
-
-
-
(17,000)
-
-
-
-
-
-
(11,530)
-|At 31 March
2024
£
(54,827)
23,120| |---|---|---|---|---| |||||(31,707)| |||||1,788
-
18,940
-
2,953
2,359
1,818
25
(1,350)
2,125
-
-
3,150
2,500
24,100
18,000
3,000
-
-
2,551
-
-
-
-
22,436
-| |||||104,395| |||||72,688| 37 ## **17. MOVEMENT IN FUNDS - continued** |Comparative net movement in funds, included in the above are
Incoming
resources
£
**Unrestricted funds**
General fund
168,420
GOSH
33,402
201,822
**Restricted funds**
AQA -Unlocking Potential
190,705
BBODevon Heartofthe Southwest
-
GetonTrack-Colyer-Fergusson Ch. Trust
25,000
GetonTrack -Jersey Sports
-
GetonTrack-Sanctuary- Supported
50,000
Get on Track - Southwestern CCIF
22,950
Merseyside Community/Police Fund
2,995
On Track to Achieve - Bristol Quartet
4,997
On Track to Achieve - Charles Palmer
5,500
On Track to Achieve - Deloitte Nottingham
-
On Track to Achieve - DRW x6
-
On Track to Achieve - Football for Change
10,000
On Track to Achieve – Glebe School
On Track to Achieve - Jersey
-
On Track to Achieve - Mott MacDonald
10,000
On Track to Achieve - Obex
5,000
On Track to Achieve - Peter Harrison - Kent
25,000
On Track to Achieve - SE Railway
18,000
On Track to Achieve - St James Place Liv
24,908
On Track to Achieve - Wales
-
On Track to Achieve - WANDisco
-
Peter Sowerby - Alderhey
19,175
Sport England - Coastal Communities
-
Swale Community Leisure
-
TNL - Youth Voice
-
Westfield Health BSB
-
Westfield Health OTTA
107,298
Westfield Health Leadership Programme
-
Youth Endowment Fund
45,805
567,333
**TOTAL FUNDS**
769,155|as follows:
Resources
expended
£
(339,701)
(77)
(339,778)
(182,764)
(719)
(6,060)
(1,168)
(50,000)
(19,997)
(2,995)
(2,638)
(3,682)
(2,050)
(9,470)
(7,875)
(5,350)
(11,625)
(2,500)
(900)
-
(18,529)
(1,800)
(5,000)
(11,384)
(3,754)
(125)
(22,850)
578
(85,616)
(37,708)
(45,805)
(541,786)
(881,564)|Gains and
(losses)
£
(4,545)
-
(4,545)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
(4.545)|Movement
in funds
£
(175,826)
33,325| |---|---|---|---| ||||(142,501)| ||||7,941
(719)
18,940
(1,168)
-
2,953
-
2,359
1,818
(2,050)
(9,470)
2,125
-
(5,350)
(1,625)
2,500
24,100
18,000
6,379
(1,800)
(5,000)
7,791
(3,754)
(125)
(22,850)
578
21,682
(37,708)
-| ||||25,547| ||||(116,954)| 38 |**17.**
**MOVEMENT IN FUNDS - continued**
**A current year 12 months and prior year 12 months combined position is as follows:**
At 1 April
2023
Net
movement
in funds
Transfers
between
funds
£
£
£
**Unrestricted funds**
General fund
99,264
(79,792)
21,735
GOSH
24,506
(10,205)
99,264
(55,286)
11,530
**Restricted funds**
AQA -Unlocking Potential
(6,153)
(7,510)
-
BBODevon Heartofthe Southwest
-
(719)
719
GetonTrack -Jersey Sports
1,168
(1,168)
-
Get on Track - Ramsgate
-
(25,274)
25,274
Get on Track - Sanctuary - Supported
-
1,942
-
Get on Track - Southwestern CCIF
-
1,511
-
KKR Covid Response Fund
-
6,175
-
On Track to Achieve - ADW
-
2,075
-
On Track to Achieve - Bristol Quartet
-
-
-
On Track to Achieve - Charles Palmer
-
948
-
On Track to Achieve - Cognizant
1,992
-
On Track to Achieve - Deloitte Nottingham
2,075
(4,222)
-
On Track to Achieve - Denman J James
-
2,980
-
On Track to Achieve - DRW x6
8,120
(8,119)
-
On Track to Achieve - Focus Foundation
(225)
-
On Track to Achieve - Football for Change
-
-
-
On Track to Achieve – Glebe School
(396)
-
396
On Track to Achieve - GWR
-
4,500
-
On Track to Achieve - Jersey
995
(5,350)
4,355
On Track to Achieve - Lawson Trust
-
5,915
-
On Track to Achieve - Marsh Academy Kent
-
6,075
-
On Track to Achieve - Mott MacDonald
4,775
(2,425)
-
On Track to Achieve - Obex
-
4,541
-
On Track to Achieve - Peter Harrison - Kent
-
10,187
(10,274)
On Track to Achieve - Sheffield Town Trust
-
8,120
-
On Track to Achieve - SE Railway
-
23,700
(15,000)
On Track to Achieve – South Govia T/link
-
2,099
-
On Track to Achieve - St James Place Liv
(3,379)
3,379
-
On Track to Achieve - Thanet Council
-
550
-
On Track to Achieve - Wales
1,800
(1,800)
-
On Track to Achieve - WANDisco
5,000
(5,000)
-
Peter Sowerby - Alderhey
11,760
5,240
(17,000)
Sport England
-
62,024
-
Sport England - Coastal Communities
3,754
(3,754)
-
Swale Community Leisure
125
(125)
-
Switch the Play MTM
-
11,665
-
TNL - Youth Voice
22,850
(22,850)
-
Westfield Health BSB
(578)
578
-
Westfield Health OTTA
754
1,334
-
Westfield Health Leadership Programme
37,708
(37,708)
-
90,378
41,281
(11,530)
**TOTAL FUNDS**
189,642
(14,005)
-|At 31 March
2025
£
41,207
14,301| |---|---| ||55,508| ||(13,663)
-
-
-
1,942
1,511
6,175
2,075
-
948
1,992
(4,222)
2,980
(8,119)
(225)
-
-
4,500
-
5,915
6,075
2,350
4,541
(87)
8,120
8,700
2,099
-
550
-
-
-
62,024
-
-
11,665
-
-
2,088
-| ||120,129| ||175,637| 39 ## **17. MOVEMENT IN FUNDS - continued** **A current year 12 months and prior year 12 months combined net movement in funds, included in the above are as follows:** |**Unrestricted funds**
General fund
GOSH
**Restricted funds**
AQA -Unlocking Potential
BBODevon Heartofthe Southwest
GetonTrack-Colyer-Fergusson Ch Trust
GetonTrack -Jersey Sports
Get on Track - Ramsgate
Get on Track - Sanctuary - Supported
Get on Track - Southwestern CCIF
KKR Covid Response Fund
Merseyside Community/Police Fund
On Track to Achieve - ADW
On Track to Achieve - Bristol Quartet
On Track to Achieve - Charles Palmer
On Track to Achieve - Cognizant
On Track to Achieve - Deloitte Nottingham
On Track to Achieve - Denman J James
On Track to Achieve - DRW x6
On Track to Achieve - Focus Foundation
On Track to Achieve - Football for Change
On Track to Achieve - GWR
On Track to Achieve - Jersey
On Track to Achieve - Lawson Trust
On Track to Achieve - Marsh Academy Kent
On Track to Achieve - Mott MacDonald
On Track to Achieve - Obex
On Track to Achieve - Peter Harrison - Kent
On Track to Achieve - Sheffield Town Trust
On Track to Achieve - SE Railway
On Track to Achieve – South Govia T/link
On Track to Achieve - St James Place Liv
On Track to Achieve - Thanet Council
On Track to Achieve - Wales
On Track to Achieve - WANDisco
Peter Sowerby - Alderhey
Sport England
Sport England - Coastal Communities
Swale Community Leisure
Switch the Play MTM
TNL - Youth Voice
Westfield Health BSB
Westfield Health OTTA
Westfield Health Leadership Programme
Youth Endowment Fund
**TOTAL FUNDS**|Incoming
resources
£
559,260
81,200
640,460
381,410
-
25,000
-
5,000
100,000
22,950
19,999
2,995
10,000
4,997
11,000
5,500
-
5,500
-
5,500
10,000
11,400
-
8,000
8,700
21,000
18,750
25,000
9,500
23,700
15,000
24,908
7,500
-
-
19,175
109,394
-
-
27,380
-
-
192,264
-
45,805
1,177,327
1,817,787|Resources
expended
£
(634,507 )
(56,694 )
(691,201)
(388,920)
(719)
(25,000)
(1,168)
(30,274)
(98,058)
(21,439)
(13,824)
(2,995)
(7,925)
(4,997)
(10,052)
(3,508)
(4,222)
(2,520)
(8,119)
(5,725)
(10,000)
(6,900)
(5,350)
(2,085)
(2,625)
(23,425)
(14,209)
(14,813)
(1,380)
-
(12,901)
(21,529)
(6,950)
(1,800)
(5,000)
(13,935)
(47,370)
(3,754)
(125)
(15,715)
(22,850)
578
(190,930)
(37,708)
(45,805)
(1,136,046)
(1,827,247)|Gains and
(losses)
£
(4,545)
-
(4,545)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
4,545|Movement
in funds
£
(79,792)
24,506| |---|---|---|---|---| |||||(55,286)| |||||(7,510)
(719)
(1,168)
(25,274)
1,942
1,511
6,175
2,075
-
948
1,992
(4,222)
2,980
(8,119)
(225)
-
4,500
(5,350)
5,915
6,075
(2,425)
4,541
10,187
8,120
23,700
2,099
3,379
550
(1,800)
(5,000)
5,240
62,024
(3,754)
(125)
11,665
(22,850)
578
1,334
(37,708)| |||||41,281| |||||(14,005)| 40 **17. MOVEMENT IN FUNDS - continued Unrestricted funds** _**Project contributions to Comms**_ Represents funds set aside for communication costs. _**Project contributions to M&E**_ Represents funds set aside for monitoring and evaluation costs _**Project contributions to Training**_ Represents funds set aside for staff and athlete training costs _**Great Ormand Street Hospital (GOSH)**_ Funding for a mentoring programme pairing professional athletes to mentor patients and to evaluate the impact this has on their emotional and physical wellbeing. ## _**West Sussex APC Programme**_ Providing pupils in Alternative Provision College's intensive support and dedicated time to undertake our On Track to Achieve Programme. ## **Restricted funds** _**AQA - Unlocking Potentia** l_ This is a partnership programme whereby the Trust is funded to deliver the AQA Unlocking Potential programme. ## _**Colyer Fergusson**_ Funding for a blended Get on Track programme. ## _**Jersey Sport - Get on Track**_ A partnership programme enabling the Trust's athlete mentors to deliver a community based mentoring programme to young people living in Jersey. ## _**KKR**_ An enhanced Get on track 15 session programme. ## _**Sanctuary Housing - Supported Living - Get on Track**_ A corporate grant to deliver Get on Track for Employability for 16-25 year old residents of Sanctuary Supported Living in various areas of England. ## _**South Western Railway - Get on Track**_ A programme funded by SWR that enabled the Trust's athlete mentors to deliver a community based mentoring programme to young people living in Jersey. _**Swale - Get on Track**_ A Partnership Get on Track programme which supports Young People aged 16 - 25 the opportunity to build confidence, self-esteem and resilience, whilst gaining relevant leisure industry qualifications and training. _**Sport England - Coastal Communities**_ Sport England have awarded a lottery grant over a two-year period to allow the Trust to deliver its revised Get on Track programme to tackle inactivity in young people in 8 deprived coastal communities in England. _**Switch The Play**_ Working in partnership to design and deliver the 'Evolve to Thrive' programme and responsible for delivering the More than Medals Young People Pathway. Supporting athletes and their transition and improving athlete support services. _**Thanet District Council**_ Funding an On Track to Achieve Programme at the Westwood Pupil Referral Unit _**On Track to Achieve - Various Schools**_ Funded through grants and directly from schools the Trust is delivering its On Track to Achieve programme to young people facing disadvantages to increase their confidence, self-esteem and resilience to raise their aspirations and to improve their educational outcomes ,funded by: Anne Duchess of Westminster 29th May 1961 Charitable Trust Bridgend CBC Britford Bridge Trust Brooks MacDonald Cognizant Deloitte LLP Dallaglio Rugby Works Denman James Elizabeth Rathbone 41 Focus Foundation Glebe School Great Western Railway Jersey Sport Lawson Trust Moondance Foundation Mott MacDonald Obex Dental Peter Harrison South Kent Virtual Schools Southern Govia St James Place Foundation The Eveson Trust WanDisco Westfield Health West Midlands PCC ## **Peter Sowerby Foundation** An innovative digital programme enabling the Trust to support young people with their wellbeing and physical activity levels whilst receiving hospital care or aftercare at Alder Hey Children's Hospital, Liverpool. **Westfield Health** Multi year partnership supporting the Trust to deliver ten On Track to Achieve school programmes and two Young Leaders programmes in Sheffield. ## **The Centre for Youth Impact** A pilot programme to understand if 1:1 early intervention mentoring of young people in ten schools across Sheffield prevents or reduces anti-social and violent behaviour. ## **Transfers between funds** Transfers between funds relate to: - a) movements of funds where restricted income can be justifiably matched against unrestricted expenditure and overhead expenditure in line with the terms of the grant, and - b) designation of unrestricted funds by the Trustees for specific areas of the Trust's work.