## **Trustees’ Annual Report for the period** **From Period start date: 01/04/2024 To Period end date: 31/03/2025** ## **Charity name: Street Football Wales** ## **Charity registration number:1152799** ## **Objectives and Activities** ||SORP reference|| |---|---|---| |Summary of the purposes of
the charity as set out in its
governing document|Para 1.17|The purpose of Street Football Wales is to
promote social inclusion for the public
benefit by preventing people from
becoming socially excluded, relieving the
needs of those people living in Wales who
are socially excluded, in particular but not
exclusively by the provision of sporting
activities and generic support and training
for such persons, in order that they are
better able to identify, and help meet, their
needs and to participate and integrate more
fully into society.
For the purpose of this clause ‘socially
excluded’ means being excluded from
society, or parts of society, as a result of
one of more of the following factors:
unemployment; financial hardship; youth or
old age; ill health (physical or mental);
substance abuse or dependency including
alcohol and drugs; discrimination on the
grounds of sex, race, disability, ethnic
origin, religion, belief, creed, sexual
orientation or gender re-assignment; poor
educational or skills attainment; relationship
and family breakdown; poor housing (that is
housing that does not meet basic habitable
standards; crime (either as a victim of crime
or as an offender rehabilitating into
society).| |Summary of the main
activities in relation to those
purposes for the public
benefit, in particular, the
activities, projects or
services identified in the
accounts.|Para 1.17 and
1.19|At Street Football Wales (SFW) we offer
opportunity for people who have been
socially isolated and excluded, by providing
an open, inclusive and safe environment to
come and play football, make friends, build
self-confidence and to support them on
their own personal journeys. We will do this
by building a community around football,
that includes our players, referees,| |||volunteers, our sponsors, supporters and
followers.| |---|---|---| |Statement confirming
whether the trustees have
had regard to the guidance
issued by the Charity
Commission on public
benefit|Para 1.18|Confirmed.| |**Additional information (optional)**
You may choose to include further statements||where relevant about:| ||SORP reference|| |Policy on grant making|Para 1.38|The charity does not operate a grant-
making programme. All funds are used to
deliver the charity’s own activities in
furtherance of its charitable objectives.| |Policy on social investment
including program related
investment|Para 1.38|The charity did not make any social
investments or programme-related
investments during the year.| |Contribution made by
volunteers|Para 1.38|The trustees and volunteers play a vital role
in the work of the charity. During the year,
volunteers supported governance,
administration, fundraising, and delivery of
activities.
The trustees would like to thank all
volunteers for their commitment and
contribution.| |Other||| ## **Achievements and Performance** ||SORP reference|| |---|---|---| |Summary of the main
achievements of the charity,
identifying the difference the
charity’s work has made to
the circumstances of its
beneficiaries and any wider
benefits to society as a
whole.|Para 1.20|As Interim Chair of Street Football Wales, I
am proud to present our annual report and
reflect on a year of growth, resilience, and
community impact.
Our vision remains clear: to use the power
of football to create positive change,
promote inclusion, and support individuals
who have experienced homelessness or
social exclusion.
These values guide everything we do,
ensuring that every participant is
welcomed, empowered, and supported on
their personal journey.
Street Football Wales (SFW) provides
opportunities for socially isolated or
excluded individuals to play football, build
confidence, and develop friendships in a
safe and welcoming environment. We do| this by fostering a community that includes players, referees, volunteers, partners, and supporters. During April 2024 to March 2025, SFW delivered a wide range of activities and initiatives: • Delivered regular football sessions and inclusive tournaments across Wales and internationally, including a women’s team trip to Dublin. • Strengthened governance and strategy with a new board, the first Director appointment, and publication of the 2025–28 Strategy and 2022–24 Impact Report. • Developed staff and volunteers through coaching, safeguarding, and first aid training. • Enhanced recognition and partnerships, including FAW Affiliate status and ongoing Welsh Sports Association membership. • Began diversifying income through the club shop, paid workshops, and fundraising support. The year presented financial challenges, with a tight grant landscape and low levels of unrestricted reserves. Trustees actively monitored income and expenditure, prioritised essential activities, and took steps to diversify income streams. Measures included earned income through the online club shop and workshops, support from a fundraising partner, and careful cashflow management. These actions help ensure that SFW can continue delivering its mission and build capacity for future sustainability. I extend my heartfelt thanks to our dedicated staff, volunteers, partners, and participants. Their commitment is the driving force behind our success, ensuring that every session, event, and conversation contributes to a connected and supportive community. Looking ahead, we will continue to build on these achievements, strengthen programmes, and expand opportunities for those who need them most, ensuring that Street Football Wales remains a place of hope, community, and lasting positive change. ## **Additional information (optional)** You may choose to include further statements where relevant about: |Achievements against
objectives set|Para 1.41|During 2024–25, Street Football Wales
focused on promoting inclusion,
participation, and confidence-building
through football.
Key achievements included:
•
Regular (weekly) sessions and multiple
inclusive football tournaments across
Wales, engaging players from diverse
backgrounds.
•
International travel: While financial
constraints meant the charity was
unable to attend the Homeless World
Cup in Seoul, a women’s team
participated in the Irish Homeless Street
Leagues 20th anniversary tournament
in Dublin, gaining international
experience and team-building
opportunities. Trustees remain
committed to creating future
international opportunities for all
players, subject to funding.
•
Developing staff and volunteers through
FAW coaching, safeguarding, and first
aid training to ensure sessions are safe
and inclusive.
•
Launching the 2025–28 Strategy and
Outcomes Framework and publishing
the 2022–24 Impact Report,
strengthening planning and
accountability.
•
Diversifying income through the club
shop, paid workshops, and fundraising
partner support.
•
Achieving FAW Affiliate Partner status
and continuing Welsh Sports
Association (WSA) membership,
enhancing recognition, credibility, and
networking opportunities.
These achievements helped participants
access safe, high-quality football sessions
while building organisational capacity and
sustainability.| |---|---|---| |Performance of fundraising
activities against objectives
set|Para 1.41|During 2024–25, expenditure significantly
exceeded income due to a reduction in
historic grant funding.
The charity continued to deliver its
programmes by carefully prioritising
essential activities and actively seeking
funding from multiple sources.| |||Funding received during the year came
from a mix of restricted and unrestricted
grants, project income, and donations.
Key sources included:
•
Final drawdown from a historic National
Lottery Community Fund grant
•
A two-year Awards for All grant from
The National Lottery Community Fund,
with funding drawn down during the
year to deliver educational workshops
through football sessions
•
Grants from Postcode Community
Trust, Be Active Wales Fund,
Millennium Stadium Trust, Greggs
Foundation, Sported, and Sporting
Heritage
•
Earned income from workshops
delivered to the Kings Trust
•
Donations and general support, which
saw significant growth compared with
the previous year, particularly driven by
the CBI Dinner and a bucket collection
at the Wales international football
game.| |---|---|---| |Investment performance
against objectives|Para 1.41|The charity does not hold any investments
other than cash on deposit. Cash is held
with low-risk institutions to meet operational
needs. Trustees monitor cash balances
regularly to ensure funds are available for
core activities, and no social or
programme-related investments were made
during the year.| |Other||During 2024–25, the charity strengthened
its approach to safeguarding.
Trustees recruited new board members
with safeguarding expertise, enhancing
oversight and governance.
Staff and volunteers delivering sessions
attended FAW safeguarding training,
ensuring they are equipped to run safe and
inclusive football activities.
Trustees actively scrutinise and review
safeguarding arrangements as part of their
governance duties.
While further improvements are planned
beyond this reporting period, the charity is
committed to embedding best practice and
addressing recommendations to strengthen
safeguarding policies and procedures in
future years.
These measures are part of a wider
ambition for Street Football Wales to
become an industry leader in safe,| inclusive, and socially impactful football provision across Wales. By continuing to invest in governance, staff, volunteers, and safeguarding, the charity aims to set standards for quality, inclusion, and community impact in the sector. ## **Financial Review** |Review of the charity’s
financial position at the end
of the period|Para 1.21|The year 2024–25 presented significant
financial challenges for Street Football
Wales, with reduced historic grant funding
and low unrestricted reserves. Trustees
actively managed income and expenditure
to ensure essential activities continued,
while exploring ways to diversify income
and strengthen financial resilience. Despite
the tight funding environment, the charity
continued to deliver safe, inclusive football
opportunities, develop staff and volunteers,
and invest in governance and
organisational capacity.
At year-end, total funds were £16,712, of
which a significant proportion was restricted
for specific projects, including £7,480 of
restricted funding drawn down and spent
during the year. Unrestricted reserves
remained very low.
Expenditure significantly exceeded income
during the year, resulting in a deficit
primarily caused by reduced grant and
other income. Trustees have taken steps to
address this in the current year, including
diversifying income streams and reviewing
expenditure priorities.
Staff costs remained the principal area of
expenditure and were higher than the
previous year due to the appointment of a
new Director and the recognition of
previously unprovided pension liabilities.
Other significant expenditure included
venue hire and consultancy support to
deliver activities, workshops, and staff
development.| |---|---|---| |Statement explaining the
policy for holding reserves
stating why they are held|Para 1.22|**Reserves policy**
The trustees recognise the importance of
maintaining adequate unrestricted reserves
to support ongoing operations and manage
financial risk. Given the charity’s size and
funding profile, the trustees aim to build
unrestricted reserves over time to provide
greater financial flexibility.| ||||The trustees acknowledge that current
reserves are below this target and continue
to monitor the position closely.| |---|---|---|---| |Amount of reserves held||Para 1.22|At year end, the majority of funds held were
restricted for specific projects and therefore
not available for general expenditure.| |Reasons for holding zero
reserves||Para 1.22|Unrestricted reserves were very low due to
reduced historic grant funding, timing of
income, and ongoing expenditure
commitments. Trustees aim to gradually
increase unrestricted reserves to support
core activities and provide financial
resilience.| |Details of fund materially in
deficit||Para 1.24|There were no funds materially in deficit at
the year end. The trustees monitor both
restricted and unrestricted funds to ensure
that all expenditure is within the terms of
grant funding and available resources.| |Explanation of any
uncertainties about the
charity continuing as a going
concern||Para 1.23|| ||||The trustees have reviewed cash flow
forecasts and funding commitments for the
coming 12 months. Although unrestricted
reserves remain low, the charity has
sufficient funding to continue operating.
Following the year end (April/May 2025),
measures were implemented to strengthen
financial resilience, including reviewing
expenditure, prioritising essential costs,
securing additional income where possible,
and establishing a Finance & Governance
Committee and an Income Generation &
Fundraising Committee. These committees
bring additional expertise to support
oversight, financial management, and
income diversification.
The 2024–25 deficit included previously
unprovided pension liabilities, which have
now been recognised. Trustees are
confident that ongoing income
diversification and careful expenditure
oversight will maintain the charity’s viability.
Together, these actions mitigate financial
risk and support the continued delivery of
the charity’s objectives.| ## **Additional information (optional)** You may choose to include further statements where relevant about: |The charity’s principal
sources of funds (including
any fundraising)|Para 1.47|The charity’s income came from a mix of
restricted and unrestricted grants, small-
scale project income, and donations. Key
sources included:| |---|---|---| |||•
The National Lottery Community Fund
(Awards for All – two-year grant, partial
drawdown in 24–25)
•
Postcode Community Trust, Be Active
Wales Fund, Millennium Stadium Trust,
Greggs Foundation, Sported, and
Sporting Heritage
•
Earned income from the Kings Trust
“Get Started with SFW” workshop
•
Donations and general support,
including bucket collections and a CBI
dinner, which saw a significant increase
compared with the previous year.| |---|---|---| |Investment policy and
objectives including any
social investment policy
adopted|Para 1.46|The charity does not hold any investments
other than cash held on deposit to meet
operational needs. The trustees have not
adopted a social investment policy and
have not made any programme-related
investments during the year. Cash is held
with institutions offering competitive interest
rates while maintaining low risk.| |A description of the principal
risks facing the charity|Para 1.46|The trustees regularly review the risks
facing the charity and have identified the
following principal risks, together with the
actions taken to mitigate them:
1. Financial risk – low unrestricted
reserves and reliance on grant income
The charity is exposed to fluctuations in
grant funding and has low levels of
unrestricted reserves.
_Mitigation:_
Trustees closely monitor cashflow, prioritise
essential expenditure, and actively work to
diversify income streams through a mix of
grant funding, donations, and earned
income.
Post year-end, trustees strengthened
financial oversight and income generation
by establishing a Finance & Governance
Committee and an Income Generation &
Fundraising Committee, with additional
skills and expertise co-opted to support
sustainability.
The charity has also accessed external
financial management support through its
Welsh Sports Association membership.
2. Operational risk – delivery capacity and
continuity. The charity relies on a small
staff team and volunteers to deliver
activities across multiple locations,
creating risks around capacity,
continuity, and resilience.| Delivery may also be affected by external factors such as adverse weather conditions. _Mitigation:_ Trustees balance ambition and growth with available financial and people resources. The charity invests in training and developing staff, volunteers, and sessional workers, including supporting progression opportunities for former players with lived experience. Delivery plans and session schedules are kept under review to avoid overstretch, and activities are adapted or postponed where safety or weather conditions require. 3. Safeguarding, health and safety, and participant wellbeing risk. The charity works with adults who may be vulnerable and delivers activities in community settings, including travel to sessions and events. _Mitigation:_ Safeguarding is a standing agenda item for trustees and is actively scrutinised by the board. During the year, staff and volunteers completed FAW safeguarding, coaching, and emergency aid training, and safeguarding policies and procedures were reviewed in line with FAW guidance. The board includes specific safeguarding expertise, strengthening oversight and accountability. Risk assessments are undertaken for activities, events, and travel, and appropriate insurance and health and safety policies are maintained. 4. Compliance and governance risk There is a risk of non-compliance with charity law, funder requirements, or regulatory expectations. _Mitigation:_ Trustees ensure that restricted funds are spent in accordance with funder conditions and maintain transparent and open relationships with funders. Governance arrangements are reviewed regularly, and post year-end the trustees established a Finance & Governance Committee to strengthen oversight of |||financial management, compliance, and
internal controls.
Accurate records are maintained and
reviewed, and trustees bring a wide range
of professional skills and lived experience
to support effective governance.
5. External factors – funding environment
and sector pressures. Changes in
funding priorities, delays in grant
decisions, or wider economic conditions
may affect income levels.
_Mitigation:_
The charity maintains strong relationships
with funders, plans conservatively, and
continues to develop alternative income
streams to reduce reliance on any single
funding source.| |---|---|---| |Other||N/A| ## **Structure, Governance and Management** |Description of charity’s
trusts:||Not applicable. The charity does not
operate any trusts.| |---|---|---| |Type of governing document
(trust deed, royal charter)|
Para 1.25|Charitable Incorporated Organisation
Foundation Constitution| |How is the charity
constituted?
(e.g unincorporated
association, CIO)|Para 1.25|Charitable Incorporated Organisation (CIO)| |Trustee selection methods
including details of any
constitutional provisions e.g.
election to post or name of
any person or body entitled
to appoint one or more
trustees|Para 1.25|Apart from the first charity trustees, every
trustee must be appointed for a term of two
years by a resolution passed at a properly
convened meeting of the charity trustees.
In selecting individuals for appointment as
charity trustees, the charity trustees must
have regard to the skills, knowledge and
experience needed for the effective
administration of the CIO.| ## **Additional information (optional)** You may choose to include further statements where relevant about: |Policies and procedures
adopted for the induction
and training of trustees|Para 1.51|During 2024–25, new trustees were
provided with an introduction to the
charity’s governing document, objectives,
and strategic priorities.
While formal induction and training
processes were limited during the year,
trustees actively sought to build their
knowledge of the charity’s work and
responsibilities.
Post year-end, the board has identified the
need for more structured induction and
ongoing training.| |---|---|---| |The charity’s organisational
structure and any wider
network with which the
charity works|Para 1.51|The charity is governed by a board of
trustees responsible for strategic direction
and oversight. Day-to-day management of
activities is delegated to the Director and
staff team.
During 2024–25, the board met regularly to
oversee the charity’s activities, finances,
and compliance. Day-to-day delivery of
projects and programmes was carried out
by staff and volunteers. Trustees did not
claim any expenses during the year.
Street Football Wales collaborates with
partners including local authorities, sports
bodies, funders, and voluntary sector
organisations to deliver inclusive football
programmes across Wales.| |Relationship with any
related parties|Para 1.51|There were no related party transactions
during the year other than the
reimbursement of agreed, small out-of-| |||pocket costs to staff, players and
volunteers.| |---|---|---| |Other||The trustees acknowledge the importance
of strengthening governance and are
reviewing processes to improve induction,
training, and oversight arrangements for
trustees. These measures aim to enhance
the effectiveness of the board and support
the charity’s ongoing development.| ## **Reference and Administrative details** |Charity name|Street Football Wales| |---|---| |Other name the charity uses|SFW| |Registered charity number|**1152799**| |Charity’s principal address|Sophia House, 28 Cathedral Road, Cardiff, CF11 9LJ.| ## **Names of the charity trustees who manage the charity** |1
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20|**Trustee name**|**Office (if any)**|**Dates acted if not for whole**
**year**|**Name of person (or body) entitled**
**to appoint trustee(if any)**| |---|---|---|---|---| ||Steven Williams|Interim Chair|February19 2025|| ||Keith Morgan|Interim Treasurer||| ||Tim Hartley|||| ||Lyn Jehu||February19 2025|| ||Graham Smith|SafeguardingLead|February19 2025|| ||Jess Elson||February19 2025|| ||Chantelle Francis|Interim Secretary||| |||||| |||||| |||||| |||||| |||||| |||||| |||||| |||||| |||||| |||||| |||||| |||||| |||||| – Corporate trustees names of the directors at the date the report was approved **Director name** Name of trustees holding title to property belonging to the charity **Trustee name Dates acted if not for whole year** ## **Funds held as custodian trustees on behalf of others** |Description of the assets
held in this capacity|N/A – Street Football Wales does not hold any assets as a
custodian trustee for other organisations.| |---|---| |Name and objects of the
charity on whose behalf the
assets are held and how this
falls within the custodian
charity’s objects|N/A| |Details of arrangements for
safe custody and
segregation of such assets
from the charity’s own
assets|N/A| ## **Additional information (optional)** ## **Names and addresses of advisers (Optional information)** |**Names and addresses of advisers (Optional information)**|**Names and addresses of advisers (Optional information)**|**Names and addresses of advisers (Optional information)**| |---|---|---| |**Type of**
**adviser**
**Name**
**Address**||| |||| |||| |||| |||| |**Name of chief executive or names of senior staff members (Optional information)**||| |||| ## **Exemptions from disclosure** Reason for non-disclosure of key personnel details The charity has chosen not to disclose the names of senior staff to protect personal privacy and security. ## **Other optional information** N/A ## **Declarations** **The trustees declare that they have approved the trustees’ report above.** **Signed on behalf of the charity’s trustees** **Signature(s)** S.Williams **Full name(s)** Steven Mark Williams **Position (eg Secretary,** Interim Chair **Chair, etc) Date** 28.01.2026 Nrnom oooo LnOOOOO ooooooooooo 4rJotsmo r4q Q ooo•o L) ID%nSr8 u > £) Chartered Accountants ## **Independent Examiner's Report to the Trustees of Street Football Wales** I report to the charity trustees on my examination of the accounts of the charity for the year ended 31 March 2025. ## **Responsibilities and basis of report** The Third Floor Langdon House Langdon Road SA1 Swansea Waterfront Swansea SA1 8QY Tel: 01792 652108 Email: mail@wbv.ltd.uk www.wbv.ltd.uk also at: Woodfield House Castle Walk Neath SA11 3LN Tel: 01639 635555 As the charity’s trustees you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 (‘the Act’). I report in respect of my examination of the charity’s accounts carried out under section 145 of the Act and in carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act. ## **Independent examiner's statement** I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination giving me cause to believe that in any material respect: 1. accounting records were not kept in respect of the charity as required by section 130 of the Act; or 2. the accounts do not accord with those records. I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached. **Directors:** ## _WBV Limited_ WBV Limited Chartered Accountants The Third Floor Langdon House Langdon Road SA1 Swansea Waterfront Swansea SA1 8QY 30 January 2026 David A Rowe BA ACA Richard N Chapple BSc (Econ) FCCA Terrance J Jones FCCA ACA **Associate:** Frances Faull LLB FCCA **Consultant:** Philip Hunkin DL BSc ARCS FCA WBV is a company registered in England & Wales No. 07250663 Registered Office Woodfield House, Castle Walk, Neath SA11 3LN Registered to carry on audit work in the UK and regulated for a range of investment business activities by the Institute of Chartered Accountants in England and Wales Details of our audit registration can be viewed at www.auditregister.org.uk under reference C002565389