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← AFC Wimbledon Foundation

2025-06-30-accounts

REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED ~~30 JUNE 2025~~

1

CONTENTS

Reference and administrative information …………… 3

Trustees’ annual report …..……………………………………….. 6

The trustees present their report and the audited financial statements for the year ended 30th June 2025.

Independent auditor’s report ………………………………… 33

Statement of financial activities (incorporating an income and expenditure account)……..…………………… 39

Balance sheet …………………………………………………………… 40

Statement of cash flows ………………………………………….. 41

Notes to the financial statements ………………………….. 42

Reference and administrative information set out on page 3 forms part of this report. The financial statements comply with current statutory

requirements, the memorandum and articles of association, the requirements of a directors’ report as required under company law, and the Statement of Recommended Practice – Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with FRS 102.

2

REFERENCE AND ADMINISTRATIVE INFORMATION

Charity Details

Key management personnel

Company number 08632521 (England and Wales) Country of incorporation United Kingdom

Philip Hastings, Chief Executive - appointed 13 June 2024

Registered charity number 1154198 Country of registration England & Wales

Registered office and operational address Cherry Red Records Stadium

Plough Lane Wimbledon London SW17 ONR

Bankers

Barclays Bank UK PLC Leicester LE87 2BB

Auditor

Sayer Vincent LLP Chartered Accountants and Statutory Auditor 110 Golden Lane

London EC1Y 0TG

3

OUR TRUSTEES

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

Jennifer Scott Chair of Trustees Alex Mitchell PR, Comms, Finance

Karen Peck Safeguarding, Education, Finance

Michele Little Club, Finance, Governance AFC Wimbledon Representative

Claire Barclay Public Health

Dr Mohan Sekeram Health

Daniel Gardiner Legal

Peter Aves Treasurer

Jane Lonsdale Fundraising, Governance, ED&I Nigel Higgs Term came to an end 23 June 2025

H annah Kitcher Don ~~s Trust Re~~ p ~~resentative~~

Dates above refer to resignation as director, as notified to Companies House.

Matt Guest Resigned 7th October 2024

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ABOUT US

AFC Wimbledon Foundation was formed in 2013 after a recognition that the ground-breaking creation, establishment and success of AFC Wimbledon was built on the energy and effort of its supporters.

Our core projects focus on alleviating isolation, increasing employment opportunities, improving mental & physical health, strengthening aspirations, and creating a greater sense of community cohesion. The majority of our outreach work uses the power of sport and exercise to achieve these goals, however we also team up with local partners to provide education, employability, and health focused outreach work in the boroughs of Merton, Wandsworth and Kingston.

AFC Wimbledon Foundation now engages over 3,500 local people from the ages of 4 - 96 in spor ~~t~~ , social, educational and exercise activities each week.

We completed some fantastic project work in th e early years of existence and now works from the heart of our new stadium at Plough Lane, continuing to serve the local community. We inspire, support and deliver positive change in our local community.

5

TRUSTEES’ ANNUAL REPORT

The 2024/25 financial year has been one of considerable activity and progress for the AFC Wimbledon Foundation. The newly appointed Chief Executive Officer, Phil Hastings, has created a framework for development across all areas of the Foundation's activity. Under his steady and inspiring leadership, and the dedication of all the staff, trustees and volunteers, the charity is ready to reach our ambition: to become London’s leading community club.

In May, we launched our revised three-year strategy (2025-2028). Our wide-reaching activity is grounded in serving the genuine need of people in Merton and Wandsworth including teenagers with mental health challenges, and people experiencing social isolation. Through our inclusive sessions, we provide meaningful and lasting impact for everyone from age 4 to 94.

JENNIFER SCOTT

This clarity of mission has led to our strongest ~~fu~~ ndraising year to date, with multi-year sponsorship in cluding MidexPro and the Wimbledon Foundation an d invaluable support from individuals who give re gularly. We are grateful to all our supporters for be lieving in us and working with us. Our new Strategy is a bol d ~~p~~ l ~~an to amp~~ li ~~f y our~~ i ~~mpact an~~ d ~~tac~~ kl ~~e~~ i ~~n~~ equalities, as we bring our club and community to gether for a healthier, stronger and equitable future.

6

TRUSTEES’ ANNUAL REPORT

We reach more than 3,500 participants every single week, with initiatives ranging from walking football for older people to our mentoring scheme helping young people, to build invaluable skills and experience.

The Foundation staff and volunteers work tirelessly to give people the skills and opportunities for a healthier, stronger and more equitable future and to embody our shared values of resilience, togetherness and constant improvement.

The possibilities of our impact and reach are limitless, as I was reminded recently by one of our 'Wildcats' who told me how these brilliant sessions have taught her to believe in herself because "girls can do anything!".

We are excited to share our vision for the future of the Foundation - your Foundation - and to celebrate together the power of sport to transfor m lives.

During 2024–25, AFC Wimbledon Foundation continued to expand and embed provision acros s several key areas, including mentoring, youth w ork, women and girls’ football, and fan engagement.

In addition to developing existing programmes, the Foundation launched a range of new initiatives designed to address emerging needs within the community. These included:

The year also brought unforeseen challenges, most notably significant flooding at the stadium in September 2024. The incident affected the Foundation’s office, indoor activity areas, and fivea-side astro-turf pitch. While permanent damage to equipment and furnishings was minimal, the lengthy refurbishment required staff to adopt flex ible working arrangements for several months. In p artnership with AFC Wimbledon, a new pu rpose-built office was established. This improved wo rkspace includes shared amenities and fac ilitat es closer collaboration and knowledge ~~-~~ sha ring between the Foundation and club staff.

Our club, our community... our Foundation. Jennifer Scott - Chair of Trustees

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OUR VISION

OUR CLUB, OUR COMMUNITY

OUR VALUES

TOGETHERNESS

RESILIENCE

CONSTANT IMPROVEMENT

OUR MISSION

To bring our club and community together for a healthier, stronger and more equitable future.

OUR AMBITION

LONDON’S LEADING COMMUNITY CLUB

GOLDEN THREAD

Improve the lives of everyone in our community, with greater emphasis on those f a cing the highest need, disadvantage and worst health outcomes.

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WE IMPROVE THE LIVES OF OUR COMMUNITY

We promote health equity, improving physical, emotional and social wellbeing

We foster social cohesion

STRATEGIC ACTIONS WE TAKE ACTION AGAINST INEQUALITY We reduce financial barriers to play, watch, coach and officiate football

We embrace and cultivate an inclusive and diverse fan base, campaigning against discrimination

We champion underrepresented groups in football

We create safe spaces WE SUPPORT PEOPLE TO LEARN AND ACHIEVE

We create pathways into education and employment

We develop life skills and support lifelong learning

We instill positive attitudes towards learning

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ACTIVITIES THROUGHOUT THE YEAR

The trustees have referred to the guidance contained in the Charity Commission's general guidance on public benefit when reviewing the charity's aims and objectives and in planning its future activities.

Sports Participation

In particular, the trustees consider how planned activities will contribute to the aims and objectives that have been set.

Education & Employment

The charity’s objectives are for the benefit of the public generally, both in the United Kingdom and overseas and, in particular the people of the London Boroughs of Merton, Wandsworth, Kingston upon Thames and the surrounding areas.

The objectives specify that the activities and i ~~n~~ i ~~t~~ i ~~atives~~ p ~~rov~~ i ~~ded b~~ y ~~the Foundat~~ i ~~on a~~ re focused on:

We foster social cohesion. Social Inclusion

Health & Wellbein g We create safe spaces.

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SPORTS PARTICIPATION

Highlights :

The Foundation continued to deliver its usual range of fee-paying sports courses (mixed and girls only) throughout the half-term and major holidays, and these continue to be popular in the local community.

The Foundation’s fee-paying, year-round Player Development Centre and Saturday morning Football For All sessions held at Aspire Southfields and Wimbledon Park likewise, continued to show strong participation.

With funding from Wimbledon Foundation, the official charity of the All England Lawn Tennis Club, AFC Wimbledon Foundation has also increased opportunities for women and girls to play football across Wandsworth and Merton. Through this partnership, AFC Wimbledon Foundation also had the privilege to select a deserving participant to per form the coin toss at the 2025 Ladies Singles Fin al.

Fin ally, through an incredible individual donation, the cha rity launched LeaDon in early 2025. A brand new female empowerment and coaching pro gramme, offering funded qualifications, hands- .....o n industry experience, and pathways to paid ....... ...positions

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SPORTS PARTICIPATION - CASE STUDY

“Maddi has helped me get better and always makes me feel welcome. She has also helped my confidence.”

Ruby is a fantastic participant to have at our sessions. She brings energy, advice and positivity to the group. She is always helpful and looking to improve. She learns in our session and then takes it home and practices what she has learnt. You can see the want to improve and better herself as well as the ability to help others thrive. She is enthusiastic and thoughtful and never worries about what she can't do, but focusses on the things she can do or control and practice. Each session, we will give the girls some homework such as ‘make a celebration’ or practicing certain skills. Sometimes we will discuss different aspects of football and the example shown in the case study photo is when we were discussing what we can do to make us feel better when our mental health is low and what our mental health is. We spent a few weeks working on how we can look after ourselves when we are feeling low and what we can do to help others feel better whilst doin g drills.

~~“ Wild~~ ca ~~t~~ s ~~h~~ as ~~h~~ e ~~l~~ pe ~~d~~ me as a paren ~~t b~~ ecause Ruby loves her coach. Maddi has made Ruby's confidenc ~~e,~~ listening skills, and also puts a smile on my face, see to Ruby confident and her always happy at football and that's all because of her amazing coach praises all the kids and Ruby. “ - Carmel, Parent

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EDUCATION & EMPLOYMENT

Highlights:

The Foundation’s school’s delivery activities began in September. Working with 82 Primary schools and 1 Pupil Referral Unit (PRU) in Merton and Wandsworth, across the three terms of the academic year. Core delivery included, the Premier League Primary Stars programme (funded largely by the Premier League Charitable Fund), as well as a wide range of extracurricular activities and some daytime curriculum provision.

Delivery of ’Stadium schools’ was hampered by the stadium floods but remained a positive engagement project in the second two terms of the year, in which it offered 15 schools the opportunity to attend free weekly day-long visits to the Cherry Red Records Stadium to take part in anti-discrimination lessons, social and emotional development workshops and literacy and numeracy activities, as well as physical activity on the 5 a side astro turf pitch.

The charity launched a new partnership with Richmond Upo n Thames College to deliver a new Education Foo tball Programme, whilst continuing a similar pro vision with Southfields Academ y .

~~Me~~ ntoring activities, through English Football League (EF L) Training Ground and Motivate Merton remained extremely impactful on individuals’ lives, supporting many disengaged and NEET young people, offering life skills workshops and enrichment activities.

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EDUCATION & EMPLOYMENT - CASE STUDY

19-year-old Tuminse has been struggling to find work since she left education last year, but AFC Wimbledon Foundation’s Training Ground programme has been helping get her career path on track.

Tuminse was born and raised in London, growing up with three brothers, all of whom have autism, while Tuminse herself has a learning disability. She found it challenging at times growing up with her brothers, due to their autism and she has been there to help support her parents, whether that is picking up her little brother

from school or helping all three of them when her parents are not at home. Since leaving education last year she has been unemployed, she has helped her Mum with her company in the meantime; helping Mum prep Nigerian food for events and orders online.

Tuminse was a little reserved when she first joined the Training Ground programme, after being referred by Streatham Department of Work and Pensions (DWP) Job Centre. Considering she is one of our younger participants, she has been great at consistently attending sessions and has always come into the stadium independently.

On our Training Ground Programme Tuminse has worked extremely well with her mentor, improving her CV and cover letter. She has been actively applying for jobs and exploring a range of hospitality and retail roles. Her passion is jewellery – she would love to one day own her own jewellery company. For now, her focus has bee n to enter the world of work.

“TUMINSE IS A PROACTIVE YOUNG PER ~~SON WHO IS AL WAYS KEEN TO LEARN~~ MORE. SHE IS A LOVELY ADDITION TO THE PROGRAMME.”

LANA, EMPLOYMENT & SKILLS MANAGER

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SOCIAL INCLUSION

Highlights:

The Premier League (PL) Kicks programme continued to provide structured football training as well as workshops and festivals to support the development and social engagement of local young people aged 1118, with Premier League Charitable Fund (PLCF) keeping young people off the streets and safe, involved in positive activity, away from anti-social behaviour and criminal activity.

In March 2025, the Violence Reduction Unit (VRU) through Greater London Authority (GLA) Sport Team doubled the contribution towards ‘safer’ spaces, which supported additional funding to be drawn down from the PLCF Police Pilot Fund. Safer Spaces aims to address youth violence and antisocial behaviour through sports. This initiative operates alongside the PL Kicks programme, leveraging sports as a medium to create positive behaviours and build trusting relationship between vulnerable young people. The coll aborative partnerships with the Metropolitan Police, Saf er Neighbourhood Teams and schools, was inst rumental in the delivery of this programme.

Con tracted b y Bounceback , AFC Wimbledon Fou nda ti on ~~b~~ ecame a ~~D~~ I ~~VERT P~~ r ~~o~~ ~~j~~ ec ~~t~~ par ~~t n~~ er i n ~~Sep~~ tember 2024. Based in Wandsworth Police Station, the Custody Intervention Coach engages young

adults after their arrest, offering the earliest possible intervention of mentoring.

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SOCIAL INCLUSION - CASE STUDY

When Arsen arrived in the UK from Ukraine, he faced huge challenges — a new country, a new language, a completely different life. But through his involvement with our Holiday Activity Fund (HAF) programmes and weekly Premier League Kicks sessions, he found more than just sport, he found connection, confidence and community.

Today, Arsen is not just an enthusiastic participant — he’s someone other young people look up to, welcomes others in, and leads by example. His journey is one of bravery, positivity, and strength.

Our Community Coach, Maddi, lauded Arsen’s kindness, explaining that “every single week Arsen works really, really hard to make sure that he’s putting in the effort, that he’s getting better at his football, but - most importantly - that the people around him feel safe and can get involved as well”.

Arsen loves playing football, and wants to be a footballer one day. However, in a testament to the positive attitude he brings to every session, he says his best moment at HAF was “winning star of the week for his good behaviour and kindness”.

Arsen’s mother, Solomiia, explained that although Arsen struggled with learning a new language when he first arrived in the UK, “football helped him express himself when words were difficult”, adding that “being part of [Premier League] Kicks gave him confidence and a sense of belonging”.

Ou r Community Coach, Kai, shares this view, noting tha t although Arsen struggled to fit in initially, due to the language barrier, “he has shown a massive imp rovement and we love havin g him attend”.

“FOOTBALL HELPED ARSEN EXPRESS HIMSELF WHEN WORDS WERE DIFFICULT”

- SOLOMIIA 16 ARSEN’S MOTHER

HEALTH & WELLBEING

Highlights: :

City Bridge Foundation’s continued investment, alongside funding from partners at the Nelson Health Centre (Fulcrum) has supported the Foundation continued to run and grow the offer of

complementary programmes (at Plough Lane as well as external venues) to promote health and well-being for older people: Dons Fit, Active Ageing, Women’s Recreational Football, and Generate (for adults with learning disabilities).

The monthly Veterans breakfast has continued to support ex-service personnel with social engagement and wellbeing support, whilst the work with Alzheimer's Society has improved our delivery at the Merton Dementia Hub.

Additionally, the Foundation received new funding from the PLCF to set up a fan engagement project aimed at diversifying the fan base and strengthening con nections between the club and the local com munity. This was done through a health & we llbeing initiative called Dons Fit For Women.

Fun din g throu g h EFL in the Communit y and Par kinson ’ s ~~UK~~ a l so suppor ~~t~~ e ~~d th~~ e c ~~h~~ ar i ~~t~~ y ’ s ~~fi~~ rs ~~t~~ s ~~t~~ eps . i ~~nt~~ o delivering health condition specific activities, .......w ith a new walking football project.

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HEALTH & WELLBEING - CASE STUDY

Sue joined AFC Wimbledon Foundation’s Dons Fit for Women programme at a crucial point in her life. She was facing health challenges and needed something to help her rebuild strength and mobility — and she found so much more than that.

Thanks to the support of her coaches and peers, Sue has improved her health, her mobility, and her confidence. She’s now a vocal advocate for inclusive women’s fitness, encouraging others to take part, and proving that it’s never too late to take control of your wellbeing.

What surprised her the most was just how quickly she became more mobile. “I didn’t expect such rapid progress, but I feel so much better physically,” she shares. For Sue, the programme isn’t just about exercise, it’s about community. She praises the welcoming and friendly atmosphere created by both participants and Foundation staff.

“The team is knowledgeable and confident,” Sue says. “The sessions are well-structured and there’s no pressure, no egos, just a safe, enjoyable space for everyone.”

Beyond the physical benefits, Dons Fit has helped Sue get into a routine. “It gets me up on a Monday morning, puts me in a better mood, and improves my mental health. There’s a real social benefit too, I’ve met new people and feel more connected.”

Tha nks to Dons Fit for Women Sue has not only imp roved her fitness but also found a supportive com munity that keeps her motivated. Sue’s story rem inds us that empowerment doesn’t just mean lead ing — sometimes, it’s about showing up, growing, and sha ring that journey with others .

“IT GETS ME UP ON A MONDAY MORNING, PUTS ME IN A BETTER MOOD AND IMPROVES MY MENTAL HEALTH” - SUE R 18

FUNDRAISING & INCOME GENERATION (1 OF 2)

AFC Wimbledon Foundation raises funds from the public but does not engage professional fundraisers or commercial participators, nor does it operate any trading subsidiaries. It is not currently registered with the fundraising regulator and no complaints have been received during the reporting period. During 2024–25, the Foundation received income from a diverse range of sources. Key national partners included the Premier League Charitable Fund, and EFL in the Community. Locally, support was received from the City Bridge Foundation, the Greater London Authority (GLA), the London Borough of Merton, Merton Connected, Clarion Futures, and the Wimbledon Foundation. Additional income was generated through public fundraising appeals, challenge and community events, regular and major donor contributions, partnerships with local schools and community organisations, and fee-paying coaching and holiday courses.

The Foundation’s regular giving programme also continued to perform strongly, growing to 65 committed supporters contributing over £10,000 per annum. This included four donors giving £100 per month and one donor contributing £150 per month.

Through effective donor stewardship and relationship management, the Foundation expanded its portfolio of five major donors, each providing annual gifts at fourand five-figure levels. This included a single contribution of £70,460 to support the LeaDon project — a significant endorsement of the Foundation’s impact and credibility within the community.

The Foundation delivered three public fundraisi ng appeals during the year:

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FUNDRAISING & INCOME GENERATION (2 OF 2)

Several successful fundraising events were delivered during the year to raise unrestricted income:

The event, hosted by sports correspondent Faye Carruthers, was a resounding success, raising over £11,000. Held in the 1889 Lounge at Plough Lane, it welcomed around 200 local guests, including highvalue supporters, local businesses, councillors, and MPs.

An enhanced working relationship with AFC Wimbledon Football Club further supported income generation, raising almost £6,000 through:

In addition, in May 2025, the Foundation hosted its first-ever Awards Night – an evening celebrating five of our supporters and staff, while also marking the launch of our new three-year strategy.

The Foundation’s corporate partnerships also stre ngthened during the year. MidexPRO donated a se cond £18,000 in 2024–25. Fulcrum also pro vided £10,175 to fund the Foundation’s Active Ag eing sessions in New Malden.

The Goals for Good initiative continued to grow, wit h 23 supporters pledging donations each time ....... the Dons scored or won, collectively raising ....... .....£2,600 over the course of the season.

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STAFFING AND EFL CAPABILITY

Staffing

Regarding its most important asset, its dedicated staff, as at 30th June 2025 the Foundation had 17 full or part-time staff (with a number of vacant positions being actively recruited for), and their work was supplemented throughout the year by around 19 casual staff providing coaching support, as well as in the areas of mentoring, youth work and other short-term holiday courses provision.

The significant increase in project funding has led to the charity requiring greater coordination across a number of core areas, new full-time staff members have been employed in the areas of mentoring, women & girls coaching, custody intervention and youth inclusion. Staff that have also completed a community coaching apprenticeship, have also been employed to permanent contracts. In February 2025, the char ity employed a part-time Operations Manager to support central core functions and the ~~develo~~ p ~~ment and u~~ p ~~datin~~ g ~~of ke~~ y p ~~olicies a~~ nd proce ~~d~~ ures.

As part of the 2025-28 strategy, a new staffing structure has been approved, which includes

the creation of a Senior Leadership Team to assist the CEO in the anticipated growth and development of the charity over the next three years.

EFL Capability

In summer 2022 the Foundation completed an EFL Capability process, achieving a “Good” grade, with a range of actions requiring follow-up over the next three years in order to achieve an “Outstanding” designation.

Throughout 2024-2025, the charity built on areas such as Safeguarding, Equality, Diversity and Inclusion (EDI), and staff cohesion, including re g ular staff training sessions for both permanent and casual staff.

Wor k in these and other related areas is supported by c ore grants from the EFL Trust and the PLCF.

Evid ence of the charity’s continued improvement towards capability code of practice has been submitted to the PLCF, with the expectation of a higher grade leading into the 2025-26 season.

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STRUCTURE, GOVERNANCE AND MANAGEMENT (1 of 2)

Structure

The AFC Wimbledon Foundation Ltd was

incorporated on 31 July 2013 as a private company limited by guarantee without share capital. It was registered as a charity on 14 October 2013. The charity started operating on 1 July 2014

Governing document

The charity is guided by its governing documents, its memorandum and articles of association. It is a company, limited by guarantee, as defined by the Companies Act 2006.

Trustees

The trustees, who are directors for the purposes both of company law and charity law, who served during the year and up to the date of this report, are set out on page 2 of this report.

All trustees undergo Disclosure and Barring Service (DBS) checks. No trustees receive any remuneration, payments or benefits from the charity.

Induction and training of new trustees

On appointment the trustees receive a

comprehensive induction. In the opinion of the board, the trustees have sufficient knowledge of their specific field to understand the nature and objectives of the charity and to monitor the achievement of those objectives. Training is made available for trustees if they consider that they require it to fulfil their responsibilities.

Organisational structure

The trustees are responsible for the strategic direction and policies of the charity. They meet quarterly (during 2024-25 in September 2024, December 2024, March 2025 and June 2025) to review key performance indicators and progress against strategic aims. The Trustee Board is su pp orted by a number of committees including: Finan ce Committee (monitors financial perfo rmance and ongoing improvements to intern al financial reporting); Nominations Comm ittee (oversees the recruitment, retention an ~~d~~ make-up of members of the Board);

Safeguarding Working Group (oversees the safeguarding policy of the Foundation). The day-to-day running of the charity is led by the Chief Executive.

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STRUCTURE, GOVERNANCE AND MANAGEMENT (2 of 2)

Remuneration Policy

AFC Wimbledon Foundation remuneration offers fair pay to attract and retain appropriately skilled and qualified staff to lead, manage, support and deliver the charity’s aims.

Remuneration plans are discussed by trustees in the context of the annual budgeting process and as ad hoc decisions are made through the course of the year. Trustees are directly responsible for setting remuneration for the AFC Wimbledon Foundation chief executive and other individuals considered to be key management personnel. In deciding levels of pay and rewards, consideration is given to:

a) the purposes, aims and values of the charity, and its beneficiaries’ needs

b) how this affects pay policy for all employees, and for the senior staff in particular

c) how pay is linked to the skills, experiences and competencies that the charity needs from its staff and the scope of their roles

d) how implementing the charity’s business plans may affect the number of staff the charity needs to employ or recruit, and the nature of these roles e) the charity’s ability to pay, including: - the benefit to the charity that staff roles bring, and

Wider network

The charity does not consider itself to be part of a wider network. However, does share best practice through a variety of steering groups associated to the EFL and PLCF, whilst also being an active member of London United, the consortium of London Football Club Charities.

Related parties

The t rustees do not consider that AFC Wimbledon Limit ed is a related party although representatives of AF C Wimbledon also represent the charity.

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RESERVES POLICY AND GOING CONCERN

The trustees understand the importance of holding unrestricted funds that are freely available to spend on any of the charity’s purposes.

The trustees consider that the organisation will be able to continue operating for at least one year from when the accounts have been signed.

The trustees consider that the aspiration of the Foundation should be to maintain unrestricted reserves sufficient to meet three months of total staffing costs, excluding the costs of staff wholly funded by restricted income.

The trustees review and examine the actual and expected level of incoming resources and outgoing expenditure on a quarterly basis to satisfy themselves that sufficient reserves are retained to ensure that the Foundation can meet its obligations.

The trustees recognise that much of the Foundation’s expenditure is incurred only once appropriate funding has been obtained. If restricted income (e.g. grants that are for the delivery of specific projects) were to decrease, then a p artial decrease in expenditure can be imple mented accordingly.

The trustees have reviewed the reserves position along with income and expenditure for the 202425 financial year and forecasts through to December 2026.

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PLANS FOR THE FUTURE (1 OF 3)

Leading into the 2025–26 financial year, the Foundation will focus on embedding its new strategy across the charity and its associated stakeholders. A new set of key performance indicators will be developed in consultation with the Trustees, Senior Leadership Team, and wider staff group to ensure the Foundation delivers on its commitment to tackle inequality, enhance the lives of people in our community, and support individuals to learn and achieve.

In line with the Foundation’s ambitious strategy, a new staff structure will be implemented to support organisational growth and development. This will include the formation of a Senior Leadership Team (SLT), who will work alongside the CEO to build an efficient, high-performing workforce. The team will draw on the knowledge and skills gained through the Leadership and Management Level 5 Course, undertaken via the Apprenticeship Levy.

Across all charitable activities, the Foundation aim s to equip staff with new skills and expertise through targeted training and an enhanced quality assurance model. The proposal also seeks to reduce reliance on sessional staff by increasing the number of contracted delivery coaches, mentors, and youth workers.

A particular emphasis will be placed on developing a diverse workforce, including the recruitment of more female coaches through the Foundation’s own LeaDon coaching programme. This approach will underpin the continued growth of the Youth Inclusion, Women & Girls, and Education Football Programmes, with delivery agreements extending across the 2024–25 and 2025–26 financial years.

Whilst the Foundation achieved significant success across a variety of grant funders and contracted programmes during 2024–25, a key focus for the upcoming financial year will be to convert these one-year funding opportunities into multi-year grants. It is essential that the charity maximises the potential of pilot and seed-funded projects by demonstrating high standards of delivery, impact, and stakeholder management. The Foundation’s future success will depend on securing conti nuation of multi-year funding for several key initiat ives including LeaDon, Safer Spaces / Police Pilot, EFL Training Ground, Motivate Merton, and ~~th~~ e ~~W~~ imbledon Foundation partnership— all of which are due to conclude in early 2026.

25

PLANS FOR THE FUTURE (2 OF 3)

Following a decision in late June 2025, the Foundation will also work closely with the AFC Wimbledon Women’s Team to transition the Girls’ Pathway, encompassing over 100 players, under the charity’s governance and operations. This initiative will complete the Foundation’s comprehensive girls’ football provision, establishing a clear and progressive pathway from introductory sessions—such as Wildcats and Football for All—through to Player Development Centres, school programmes, and Holiday Courses. Collectively, these opportunities enable girls to develop their skills, confidence, and understanding of the game, supporting progression through the Girls’ Pathway and beyond.

Together, they will drive growth in donor engagement, community fundraising, and eventbased income generation. A detailed calendar of fundraising activities has been developed following the successes of 2024–25, providing a strong foundation for continued momentum. The Head of Fundraising will also aim to expand both corporate partnerships and individual giving to help sustain core operating costs and maintain existing participation levels.

Traditional fundraising will continue to be complemented by fee-paying and contracted activities within the Sport and Education Department. Established programmes such as Football For All, Player Development Centres, and Holiday Courses will be replicated at new venues to extend reach and impact. In addition, there will be a focu s on increasing student enrolment in the Richm ond Upon Thames College and Southfields Acad emy Football Education Programmes, further supp orting the Foundation’s commitment to e ~~d~~ ucation, participation, and community engagement.

In addition to the focus on grant funding, the charity will strengthen its commitment to diversifying income streams, with particular emphasis on increasing unrestricted funding. This objective will be supported by the recruitment of a new Senior Fundraising and Engagement Officer, a role designed to build on the outstanding achievements of the Head of Fundraising over the past four years.

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PLANS FOR THE FUTURE (3 OF 3)

In relation to capability, governance, and associated themes, the Foundation is in the process of reviewing and updating all organisational policies. This began with a comprehensive review of the Safeguarding Policy, led by a newly established Safeguarding Working Group comprising Trustees and senior staff members. Additional working groups will be formed throughout the 2025–26 financial year as the Foundation prepares for the 2026–2028 PLCF / EFL Capability Code of Practice 3.0 submission.

The Foundation will continue to work closely with the Club to understand our joint local priorities and strengthen our shared commitment to supporters and the wider community. The new purpose-built office space will foster a collaborative working environment, enabling the sharing of best practices and improved communication. This closer alignment will create new opportunities to deliver on our shared objectives, while the Foundation will also actively seek external funding —particularly through EFL and PLCF initiatives—to support and expand this work.

The SLT will continue to strengthen work across key areas, including Equality, Diversity and Inclusion (EDI), safeguarding, team cohesion, and staff wellbeing. Further development will also take place in marketing and communications, with planned website upgrades to enhance engagement and visibility. In addition, increased focus will be placed on improving the customer experience through the new Client Records Management (CRM) system introduced in Januar y 2025, ensuring more efficient interaction and service delivery across all programmes.

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RISK MANAGEMENT

The Foundation’s trustees have a duty to identify and manage the risks to which the charity is exposed and to ensure that appropriate controls are in place to mitigate the risks of fraud or error.

The key instrument in managing risk is the maintenance of a risk register, which grades risk categories by likelihood, severity and overall level of risk. The risk register is monitored as a standing item on the agenda at the trustees’ quarterly meetings. Additionally, the trustees have assigned leads in areas such as Safeguarding, data protection and EDI, and they work closely with key staff members to manage and mitigate risks in these areas.

The Foundation have also been selected for an EFL in the Community Safeguarding review, which will take place in May 2026. The review is not an audit but an opportunity to work collaboratively to understand learning opportunities, risk and establish improvements through the support of the EFL in the Community and the wider Community Club Organisation. EFL in the Community will also be supporting with the review of the safeguarding policy and have offered guidance in creating a robust new policy.

Externally, key risks relate to safeguarding, injury risks, and some required refinement of certain policies and procedures, which will continue into the 2025-26 financial year. This includes embedding two new app based systems for reporting safeguarding concerns, health & safety incidents and performing venue pre delivery checks.

In common with most charities, the Foundation carries financial risks relating to the maintenance of adequate reserves and the imperative of generating sufficient future funds to ensure a stable ongoing existence. This is particularly pertinent as the cost of living, London Living Wage, venue hire and core costs continue to rise.

Quarterly meetings of the Finance Committee are a key tool in monitoring financial performance, as well a s ongoing improvements to internal financial repor ting, which will facilitate early awareness of the p otential magnitude and imminence of ~~fi~~ nancial risks and generate the required actions to correct them.

28

FINANCIAL SUMMARY (1 of 2)

Income 2024-25 2023-24 £ £ Total income for the year was £1,032,217. This Donations and grants 182,039 175,842 represents an increase of 24.9% compared to 2023-24 (£826,631). Charitable activities - Sports participation 294,141 181,496 Of this total, £723,223 was unrestricted and - Health 56,560 49,293 £308,995 was restricted income. - Education 238,526 160,384 - Social inclusion 187,181 189,216 The 2024-25 income by charitable objectives / Other 73,770 70,399 other key groups is summarised on the right: Total income 1,032,217 826,631

29

FINANCIAL SUMMAR Y ( 2 of 2)

Expenditure

Total expenditure for the year was £916,107 2023-24 £796,657).

Of this total, £126,650 related to raising funds and £789,457 to charitable activities.

30

STATEMENT OF RESPONSIBILITIES OF THE TRUSTEES

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

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

The trustees are responsible for keeping adequate accountin g records that disclose with reasonable accuracy at any time the financial position of the c haritable c ompany and enable them to ensure that the financial statements comply with the Companies Act 2006. T hey are also responsible for safeguarding the assets of the charitable company and hence for ta king reaso nable steps for the prevention and detection of fraud and other irregularities.

31

STATEMENT OF RESPONSIBILITIES OF THE TRUSTEES

As far as the trustees are aware:

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

The trustees are members of the charity, but this entitles them only to voting rights. The trustees have no beneficial interest in the charity.

Auditor

Sayer Vincent LLP was reappointed as the company's auditor and has expressed its willingness to continue in that c apacity.

The accounts have been prepared in a ccordance with the pr ovisions applicable to c ompanies sub j ec t to the small compani es’ regime.

The trustees’ annual report has been approved by the truste es on 8th December 2025 and signed on their behalf by:

Jennifer Scott Chairperson

Peter Aves Trustee

32

INDEPENDENT AUDITOR’S REPORT

Opinion

We have audited the financial statements of AFC Wimbledon Foundation (the ‘charitable company’) for the year ended 30 June 2025 which comprise the statement of financial activities, balance sheet, statement of cash flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

Give a true and fair view of the state of the charitable company’s affairs as at 30 June 2025 and of its incoming resources and application of resources, including its income and expenditure for the year then ended

Have been prepared in accordance with the requirements of the Companies Act 2006

Basis for opinion

We conducted our audit in accordance with Intern ational St andards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those sta ndards ar e further described in the Auditor’s responsibilities for the audit of the financial statem ents sect ion of our report. We are independent of the charitable company in accordance with the ethical requirem ents that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical St andard 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.

33

Conclusions relating to going concern

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

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

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

Other Information

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

We have nothing to report in this regard.

34

Responsibilities of trustees

As explained more fully in the statement of trustee ~~s~~ ’ ~~res~~ p ~~ons~~ ibilities set out in the trustees’ annual report, the trustees (who are also the directors of the chari table com pany for the purposes of company law) are responsible for the preparation of the financial stat ements an d for being satisfied that they give a true and fair view, and for such internal control as the tr ustees de termine is necessary to enable the preparation of financial statements that are free fro m materi al misstatement, whether due to fraud or error.

35

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.

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

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

Capability of the audit in detecting irregularities

36

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

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

37

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 auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.

Joanna Pittman (Senior statutory auditor)

7 January 2026

for and on behalf of Sayer Vincent LLP, Statutory Auditor

38

AFC Wimbledon Foundation

Statement of financial activities (incorporating an income and expenditure account)

For the year ended 30 June 2025

----- Start of picture text -----
2025 2024
Unrestricted Restricted Total Unrestricted Restricted Total
Note £ £ £ £ £ £
Income from:
Donations and grants 2 172,039 10,000 182,039 154,594 21,248 175,842
Charitable activities
Sports participation 3 191,202 102,939 294,141 152,996 28,500 181,496
Health 3 7,667 48,893 56,560 9,160 40,133 49,293
Education 3 203,000 35,526 238,526 117,153 43,231 160,384
Social inclusion 3 75,545 111,636 187,181 58,515 130,701 189,216
Other trading activities 4 73,770 - 73,770 70,366 - 70,366
Investments 1 - 1 33 - 33
Total income 723,223 308,995 1,032,217 562,817 263,813 826,631
Expenditure on:
Raising funds 5 123,245 3,405 126,650 87,063 8,296 95,358
Charitable activities
Sports participation 5 171,853 53,331 225,184 167,585 29,610 197,195
Health 5 32,310 50,708 83,019 29,904 79,328 109,232
Education 5 202,758 38,156 240,914 146,126 41,866 187,991
Social inclusion 5 104,277 136,064 240,340 87,561 119,319 206,880
Total raising funds & charitable activities 634,443 281,665 916,107 518,238 278,419 796,657
Transfer to DLAG on separation - - - - - -
Total expenditure 634,443 281,665 916,107 518,238 278,419 796,657
Net income / (expenditure) for the year 6 88,780 27,330 116,110 44,579 (14,606) 29,973
Transfers between funds 15,834 (15,834) - 12,592 (12,592) -
Net movement in funds 104,614 11,496 116,110 57,171 (27,198) 29,973
Reconciliation of funds:
Total funds brought forward 182,755 89,083 271,838 125,584 116,281 241,865
Total funds carried forward 287,370 100,579 387,949 182,755 89,083 271,838
----- End of picture text -----

All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in Note 17a to the financial statements.

39

AFC Wimbledon Foundation

Balance sheet

----- Start of picture text -----
As at 30 June 2025
2025 2024
Note £ £ £ £
Fixed assets:
Tangible assets 11 1,329 2,657
1,329 2,657
Current assets:
Debtors 12 102,297 90,573
Cash at bank and in hand 403,217 237,298
505,514 327,871
Liabilities:
Creditors: amounts falling due within one year 13 (118,894) (58,690)
Net current assets 386,620 269,181
Total assets less current liabilities 387,949 271,838
Total net assets 387,949 271,838
The funds of the charity: 17
Restricted income funds 100,579 89,083
Unrestricted income funds:
General funds 287,370 182,755
Total unrestricted funds 287,370 182,755
-
Total charity funds 387,949 271,838
Approved by the trustees on Monday 8th December 2025
and signed on their behalf by
Jennifer Scott Peter Aves
Trustee Trustee
Company number - 08632521
----- End of picture text -----

40

AFC Wimbledon Foundation

Statement of cash flows

For the year ended 30 June 2025

----- Start of picture text -----
2025 2024
£ £ £ £
Cash flows from operating activities
Net income for the reporting period 116,110 29,973
(as per the statement of financial activities)
Depreciation charges 1,329 1,329
(Increase)/decrease in debtors (11,724) 24,873
Increase/(decrease) in creditors 60,204 (32,206)
Net cash provided by / (used in) operating activities 165,919 23,968
Purchase of fixed assets - -
Net cash provided by / (used in) investing activities - -
Change in cash and cash equivalents in the year 165,919 23,968
Cash and cash equivalents at the beginning of the year 237,298 213,330
Cash and cash equivalents at the end of the year 403,217 237,298
Analysis of cash and cash equivalents and of net debt
Other non-
At 1 July 2024 Cash flows cash changes At 30 June 2025
£ £ £ £
Cash at bank and in hand 237,298 165,919 - 403,217
Total cash and cash equivalents 237,298 165,919 - 403,217
Total 237,298 165,919 - 403,217
----- End of picture text -----

41

AFC Wimbledon Foundation

Notes to the financial statements

For the year ended 30 June 2025

1 Accounting policies

a) Statutory information

AFC Wimbledon Foundation is a charitable company limited by guarantee and is incorporated in England.

The registered office address is Cherry Red Records Stadium, Plough Lane, Wimbledon, London, SW17 0NR.

b) Basis of preparation

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) - (Charities SORP FRS 102), The Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy or note.

In applying the financial reporting framework, the trustees have made a number of subjective judgements, for example in respect of significant accounting estimates. Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. The nature of the estimation means the actual outcomes could differ from those estimates. Any significant estimates and judgements affecting these financial statements are detailed within the relevant accounting policy below.

The key judgements that the charity has made relate to the value of in-kind benefits, notably the office space provided by the football club. The trustees do not consider that there are any other sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next reporting period.

c) Public benefit entity

The charity meets the definition of a public benefit entity under FRS 102.

d) Going concern

The trustees consider that there are no material uncertainties about the charity's ability to continue as a going concern.The trustees have reviewed the budget and cash flow for the next 12 months and consider that the Foundation remains able to maintain the current levels of activity and discharge its liabilities in the normal course of business through this period.

e) Income

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the income have been met, it is probable that the income will be received and that the amount can be measured reliably.

Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred.

Income received in advance of the provision of a specified service is deferred until the criteria for income recognition are met.

f) Donations of gifts, services and facilities

Donated professional services and donated facilities are recognised as income when the charity has control over the item or received the service, any conditions associated with the donation have been met, the receipt of economic benefit from the use by the charity of the item is probable and that economic benefit can be measured reliably. In accordance with the Charities SORP (FRS 102), volunteer time is not recognised so refer to the trustees’ annual report for more information about their contribution.

42

1 Accounting policies (continued)

On receipt, donated gifts, professional services and donated facilities are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt.

g) Interest receivable

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the bank.

h) Fund accounting

Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure which meets these criteria is charged to the fund.

Unrestricted funds are donations and other incoming resources received or generated for the charitable purposes.

i) Expenditure and irrecoverable VAT

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings:

j) Allocation of support costs

Resources expended are allocated to the particular activity where the cost relates directly to that activity. However, the cost of overall direction and administration of each activity, comprising the salary and overhead costs of the central function, is apportioned on the following basis which is an estimate, based on relative expenditure, of the amount attributable to each activity.

Raising Funds 13.82%
Sports participation 24.58%
Health 9.06%
Education 26.30%
Social inclusion 26.24%

Governance costs are the costs associated with the governance arrangements of the charity. These costs are associated with constitutional and statutory requirements and include any costs associated with the strategic management of the charity’s activities.

k) Tangible fixed assets

Items of equipment are capitalised where the purchase price exceeds £2,500. Depreciation costs are allocated to activities on the basis of the use of the related assets in those activities.Assets are reviewed for impairment if circumstances indicate their carrying value may exceed their net realisable value and value in use. New assets are depreciated on a straight-line basis over four years from the date of purchase.

l ) Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

m) Cash at bank and in hand

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

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Accounting policies (continued)

n) Creditors and provisions

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

o) Financial instruments

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value.

p) Pensions

The amount charged to the Statement of Financial Activities in respect of pension costs is the contribution payable in the year.Any difference arising between contributions payable in the year and the contributions actually paid is shown as an accrual in the balance sheet.

44

----- Start of picture text -----
2 Income from donations and grants
2025 2024
Unrestricted Restricted Total Unrestricted Restricted Total
£ £ £ £ £ £
Grants 52,321 10,000 62,321 38,125 20,000 58,125
Donations 79,401 - 79,401 72,469 1,248 73,717
Legacies - - - 5,000 - 5,000
Donated services 40,316 - 40,316 39,000 - 39,000
172,039 10,000 182,039 154,594 21,248 175,842
----- End of picture text -----

Grants comprise £52,321 (2024: £38,125) unrestricted EFL funding; £nil (2024: £10,000) restricted EFL funding for Fundraising business development; and £10,000 (2024: £10,000) in restricted core funding from the Premier League Charitable Fund; £nil (2024: £5,157).

Donated services, gratefully received by the Foundation, reflect the use of office space and facilities usage from AFC Wimbledon to the value of £40,316 (2024: £39,000).

----- Start of picture text -----
3 Income from charitable activities
2025 2024
Unrestricted Restricted Total Unrestricted Restricted Total
£ £ £ £ £ £
All England Lawn Tennis Club Wimbledon Foundation - 25,000 25,000 - 25,000 25,000
Sports participation - Other 171,202 4,979 176,181 152,996 - 152,996
Women's Coaching Programme - 70,460 70,460 - - -
EFL Trust / Kellogg's 20,000 - 20,000 - - -
EFL Trust - 2,500 2,500 - 3,500 3,500
Charitable activity: Sports participation 191,202 102,939 294,141 152,996 28,500 181,496
London Borough of Merton - - - - 22,192 22,192
Health - Other 7,667 11,259 18,926 9,160 225 9,385
City Bridge Trust - 26,962 26,962 - 7,716 7,716
South West London Health Partnership - 8,979 8,979 - - -
EFL Trust - 1,693 1,693 - 10,000 10,000
Charitable activity: Health 7,667 48,893 56,560 9,160 40,133 49,293
Southfields Academy 37,276 - 37,276 37,000 - 37,000
Richmond Upon Thames Collet 36,000 - 36,000 - - -
Premier League Charitable Fund - 35,000 35,000 - 35,000 35,000
Education - Other 68,933 526 69,459 80,153 - 80,153
EFL Trust 60,791 - 60,791 - 8,231 8,231
Charitable activity: Education 203,000 35,526 238,526 117,153 43,231 160,384
London Borough of Merton - 15,977 15,977 - 36,135 36,135
London Borough of Wandsworth - 3,370 3,370 - - -
Clarion Futures 1,333 - 1,333 30,721 - 30,721
Premier League Charitable Fund - 69,108 69,108 - 47,500 47,500
Change Grow Live / Bounce Back 36,697 - 36,697 - - -
Merton Connected 36,264 - 36,264 17,793 16,400 34,193
Embassy of Mankind - - - 10,000 - 10,000
Greater London Authority - 5,421 5,421 - 10,495 10,495
National Citizen Service - 17,759 17,759 - 16,058 16,058
Social inclusion - Other 1,250 - 1,250 - 4,113 4,113
Charitable activity: Social inclusion 75,545 111,636 187,181 58,515 130,701 189,216
Total income from charitable activities 477,413 298,995 776,408 337,824 242,565 580,389
4 Income from other trading activities
2025 2024
Unrestricted Restricted Total Unrestricted Restricted Total
£ £ £ £ £ £
Fundraising events 68,118 - 68,118 50,065 - 50,065
Pitch hire 5,653 - 5,653 8,650 - 8,650
Merchandise income - - - 6,948 - 6,948
Sale of donated goods - - - 4,703 - 4,703
73,770 - 73,770 70,366 - 70,366
----- End of picture text -----

45

AFC Wimbledon Foundation

Notes to the financial statements

For the year ended 30 June 2025

5a Analysis of expenditure (current year)

----- Start of picture text -----
Charitable activities
Raising Sports Social Governance Support 2025 2024
funds participation Health Education inclusion costs costs Total Total
£ £ £ £ £ £ £ £ £
Staff costs (Note 7) 65,613 144,464 43,850 165,660 136,677 - 120,151 676,415 571,024
Direct cost - Coaching, venue hire & events 15,358 15,369 6,932 2,021 20,959 - 434 61,073 68,550
Direct cost - Computers - - - - - - - - -
Direct cost - Equipment and food 179 744 2,600 460 6,664 - 2,747 13,395 15,511
Direct cost - Fuel, vehicle & travel costs 545 163 5 1,807 472 - 3,462 6,454 9,429
Direct cost - Kit & clothing costs 2,231 - 929 8,064 779 - 15,573 27,576 15,697
Direct cost - Payments to Partner Organisations - - - - - - - - -
Direct cost - Training - 4,800 - 1,343 - - - 6,143 -
Other direct costs - - - - - - 981 981 1,252
Support cost - IT costs & office equipment 1,955 - 58 718 1,911 - 15,425 20,067 18,584
Support cost - Professional fees 3,702 4,066 197 6 - 12,000 9,348 29,319 34,499
Support cost - Admin expenses & other support
costs 150 - 114 381 - - 4,868 5,512 4,808
Support cost - Marketing, Comms & Promotion 7,277 879 88 30 333 - 1,156 9,763 11,148
Support cost - DLAG property rental costs - - - - - - - - -
Support cost - DLAG contribution to overhead - - - - - - - - -
Support cost - overhead allocation - 2,000 8,816 4,043 16,140 - (30,999) - -
Support cost - Debt write-off - - - - - - - - 2,566
Support cost - Training - - - - 160 - 1,934 2,094 4,589
Support cost - office refurbishment contribution - - - - - - 17,000 17,000 -
Donated services - premises & facilities costs - - - - - - 40,316 40,316 39,000
97,010 172,485 63,590 184,533 184,094 12,000 202,395 916,107 796,657
Support costs 27,981 49,750 18,341 53,225 53,098 - (202,395) () -
Governance costs 1,659 2,950 1,087 3,156 3,148 (12,000) - - -
Total expenditure 2025 126,650 225,184 83,019 240,914 240,340 - - 916,107
Total expenditure 2024 95,358 197,195 109,232 187,991 206,881 - - 796,657 796,657
AFC Wimbledon Foundation
Notes to the financial statements
For the year ended 30 June 2025
----- End of picture text -----

5b Analysis of expenditure (prior year)

----- Start of picture text -----
Charitable activities
Raising Sports Social Governance Support 2024
funds participation Health Education inclusion costs costs Total
£ £ £ £ £ £ £ £
Staff costs (Note 7) 51,801 110,726 52,971 126,251 105,407 - 123,868 571,024
Direct cost - Coaching, venue hire & events 3,474 24,128 10,723 960 29,265 - - 68,550
Direct cost - Equipment and food 22 5,611 4,385 886 2,811 - 1,794 15,511
Direct cost - Fuel, vehicle & travel costs - 50 73 2,718 3,443 - 3,145 9,429
Direct cost - Kit & clothing costs - - 490 4,780 - - 10,428 15,697
Other direct costs - - 300 - - - 952 1,252
Support cost - IT costs & office equipment 1,955 - 2,004 421 1,320 - 12,884 18,584
Support cost - Professional fees 2,458 5,329 256 337 - 11,130 14,989 34,499
Support cost - Admin expenses & other support
costs - - - - - - 4,808 4,808
Support cost - Marketing, Comms & Promotion 10,890 150 54 - 54 - - 11,148
Support cost - DLAG property rental costs - - - - - - - -
Support cost - DLAG contribution to overhead - - - - - - - -
Support cost - overhead allocation - - 9,613 2,827 10,865 - (23,305) -
Support cost - Debt write-off - - - - - - 2,566 2,566
Support cost - Training - - - - - - 4,589 4,589
Donated services - premises & facilities costs - - - - - - 39,000 39,000
70,599 145,994 80,870 139,180 153,165 11,130 195,718 796,657
Support costs 23,427 48,446 26,836 46,185 50,825 - (195,718) -
Governance costs 1,332 2,755 1,526 2,626 2,890 (11,130) - -
Total expenditure 2024 95,358 197,195 109,232 187,991 206,881 - - 796,657
----- End of picture text -----

46

AFC Wimbledon Foundation

Notes to the financial statements

For the year ended 30 June 2025

----- Start of picture text -----
6 Net income / (expenditure) for the year
This is stated after charging / (crediting):
2025 2024
£ £
Auditor's remuneration
 Audit 10,000 9,275
7 Analysis of staff costs, trustee remuneration and expenses, and the cost of key management personnel
Staff costs were as follows:
2025 2024
£ £
Salaries and wages 639,370 520,194
Social security costs 25,677 41,280
Employer’s contribution to defined contribution pension schemes 11,368 9,550
676,415 571,024
No employee earned more than £60,000 during the year (2024: zero employees).
The total employee benefits (including pension contributions and employer's national insurance) of the key management personnel were £68,652 (2024: £35,220).
The charity trustees were neither paid nor received any other benefits from employment with the charity in the year (2024: £nil). No charity trustee received payment for professional
or other services supplied to the charity (2024: £nil).
Trustees' expenses in the year were £nil (2024: £nil).
8 Staff numbers
The average number of employees (head count based on number of staff employed) during the year was 33.1 (2024: 30.5).
----- End of picture text -----

----- Start of picture text -----
Staff are split across the activities of the charity as follows: 2025 2024
No . No.
Coaching and management staff 33 . 1 30.5
33 . 1 30.5
9 Related party transactions
There are no related party transactions to disclose for this financial year (2024: none).
There are no donations from related parties which are outside the normal course of business and no restricted donations from related parties.
The Foundation works closely with AFC Wimbledon in the course of its activities, and benefits from the use of office space and facilities provided by the Club, as stated in Note 2. As
at 30 June 2025, the Club owed £nil (2024: £3,833 ) to the Foundation (note 12). As at 30 June 2025 the Foundation owed £1,566 to the Club (2024: £nil) (note 13).
10 Taxation
The charity is exempt from corporation tax as all its income is charitable and is applied for charitable purposes.
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47

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11 Tangible fixed assets
Freehold property Fixtures and Computer Motor vehicles Total
fittings equipment
Cost or valuation £ £ £ £ £
At the start of the year - - 5,315 - 5,315
Additions in year - - - - -
Disposals in year - - - - -
At the end of the year - - 5,315 - 5,315
Depreciation
At the start of the year - - 2,658 - 2,658
Charge for the year - - 1,329 - 1,329
Eliminated on disposal - - - - -
At the end of the year - - 3,986 - 3,986
Net book value
At the end of the year - - 1,329 - 1,329
At the start of the year - - 2,657 - 2,657
The asset listed above (a fundraising database) is used solely for charitable purposes.
12 Debtors
2025 2024
£ £
Trade debtors 31,806 34,214
Other debtors - 0
Amounts due from associated undertakings - 3,833
Prepayments 5,511 4,914
Accrued income 64,980 47,612
102,297 90,573
13 Creditors: amounts falling due within one year
2025 2024
£ £
Trade creditors 5,739 3,479
Other creditors 13,566 11,130
Accruals 44,479 18,519
Deferred income (note 14) 55,110 25,563
118,894 58,690
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14 Deferred income

Deferred income comprises £9,587 for fee-paying football sessions taking place after 30th June 2025; £9,378 Kellogg's summer camps funding; £14,579 (GLA Safer Spaces grant); £4,895 (PLCF Fans Fund grant); £5,996 (PLCF Police Pilot grant); £1,196 (South West London Health Partnership grant); £3,672 (custody intervention manager funding from Change Grow Live); £2,500 (Clarion Futures grant); £2,000 (Clothworkers' Foundation grant); and £1,307 (EFL Parkinson's Walking Football grant).

2
0
 5
202
£
Balance at the beginning of the year
ld h		 2
5
,
5
6

2




 3
21,08


12
Amount reease to income in te year
Amount deferred in the year		 (

5
4
,
0
3

2
8
3
,
5
7		 )
(07,7

8
111,75
Balance at the end of the year 5
5
,
1
1		 0
25,56

48

15 Pension scheme

The amount charged to the Statement of Financial Activities in respect of pension costs is the contribution payable in the year. Any difference arising between contributions payable in the year and the contributions actually paid is shown as an accrual in the balance sheet.

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16a Analysis of net assets between funds (current year)
General unrestricted Designated Restricted Total funds
£ £ £ £
Tangible fixed assets 1,329 - - 1,329
Net current assets 286,041 - 100,579 386,620
Net assets at 30 June 2025 287,370 - 100,579 387,949
16b Analysis of net assets between funds (prior year)
General unrestricted Designated Restricted Total funds
£ £ £ £
Tangible fixed assets 2,657 - - 2,657
Net current assets 180,098 - 89,083 269,181
Net assets at 30 June 2024 182,755 - 89,083 271,838
17a Movements in funds (current year)
At 01 July 2024 Income & gains Expenditure & losses Transfers At 30 June 2025
£ £ £ £ £
Restricted funds:
HAF 1,623 19,347 (20,971) -
PL Primary Stars 4,303 35,000 (35,000) - 4,303
PL Kicks 3,019 35,000 (36,114) - 1,905
Social Inclusion Funding Wandsworth 4,285 - - - 4,285
Social Inclusion Clarion 528 - - - 528
Dons Fit 10,917 - () - 10,917
EFL Business Development Grant 8,000 - - (8,000) -
Twinning Project 854 - - - 854
Wimbledon Found'n Women & Girls Officer 12,500 25,000 (22,210) - 15,290
Wildcats / Squad () 2,500 (2,500) - ()
PLCF core funding 1,104 10,000 (10,000) - 1,104
Minor restricted funds - Women & Girls 1,235 4,248 (859) - 4,624
Minor restricted funds - Women - 1,500 (1,500) - -
Safer Spaces 7,567 5,421 (12,988) - -
City Bridge - Older Health 26,962 (26,962) - ()
Building Foundations 9,604 - (9,604) - -
NCS - Targeted Mentoring - 17,759 (17,759) - ()
Training Ground 7,834 - - (7,834) -
EFL Fundraising Business Development Grant 4,209 - (2,023) - 2,186
Fans Fund 11,500 32,605 (44,105) -
Silver Youth Club - 3,297 (1,064) - 2,233
Queen Mary's Internship - 526 (526) - -
Women's Coaching Programme - 70,460 (25,304) - 45,156
Fulcrum Adult Health - 8,979 (8,979) - ()
PLCF Police Pilot - 1,504 (1,504) - -
Parkinson's Walking Football - 8,155 (1,693) - 6,462
Family Zone Project - 731 - - 731
Total restricted funds 89,083 308,995 (281,665) (15,834) 100,579
Unrestricted funds:
General funds 182,755 723,223 (634,443) 15,834 287,370
Total unrestricted funds 182,755 723,223 (634,443) 15,834 287,370
Total funds 271,838 1,032,217 (916,107) - 387,949
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Note on transfers:

An EFL Business Development grant of £8,000 was originally awarded to fund the replacement of a minibus. This has now been repurposed to cover the costs of an Operations Manager and released to unrestricted funds. Training Ground Programme - this programme, funded via the EFL, began in financial year 2023-24 and was initially treated as restricted funds. In financial year 2024-25 this programme has been more appropriately treated as unrestricted funds, and the balance of £7,834 as at 30th June 2024 has therefore been released to unresticted funds.

The narrative to explain the purpose of each fund is given at the foot of the note below.

49

17b Movements in funds (prior year)

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At 01 July 2023 Income & gains Expenditure & Transfers At 30 June 2024
losses
£ £ £ £ £
Restricted funds:
HAF 0 39,358 -37,735 0 1,623
PL Primary Stars 5,833 35,000 -36,530 0 4,303
PL Kicks 5,833 35,000 -37,814 0 3,019
Social Inclusion Funding Wandsworth 4,285 0 0 0 4,285
Social Inclusion Clarion 528 0 0 0 528
Dons Fit 10,917 0 0 0 10,917
London Kicks Marathon 0 890 0 -890 0
EFL Kickstart programme 6,316 0 -6,316 0 0
EFL Business Development Grant 8,000 0 0 0 8,000
Twinning Project 1,997 0 -1,143 0 854
Wimbledon Found'n Women & Girls Officer 8,175 25,000 -20,675 0 12,500
Wildcats / Squad 242 3,500 -3,742 0 0
London Borough of Sport 45,930 22,192 -68,122 0 0
PLCF core funding 5,716 10,000 -14,612 0 1,104
Motivate Merton 12,509 16,400 -17,207 -11,702 0
Minor restricted funds - Women & Girls 0 1,248 -13 0 1,235
Minor restricted funds - Women 0 225 -225 0 0
Safer Spaces 0 10,495 -2,928 0 7,567
City Bridge - Older Health 0 7,716 -7,716 0 0
Building Foundations 0 10,000 -396 0 9,604
NCS - Targeted Mentoring 0 16,058 -16,058 0 0
Training Ground 0 8,231 -397 0 7,834
EFL Fundraising Business Development Grant 0 10,000 -5,791 0 4,209
Fans Fund 0 12,500 -1,000 0 11,500
0
Total restricted funds 116,281 263,813 -278,419 -12,592 89,083
Unrestricted funds:
General funds 125,584 562,817 (518,238) 12,592 182,755
Total unrestricted funds 125,584 562,817 (518,238) 12,592 182,755
Total funds 241,865 826,631 (796,657) - 271,838
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50

Purposes of restricted funds

HAF: Provision of free holiday multisports camps with food for children.

PL Primary Stars: School sports coaching and curriculum support.

PL Kicks: Early evening estate-based youth football activities.

Social Inclusion Funding Wandsworth: Free multisports camps.

Social Inclusion Clarion: Match funding for the Kicks project.

Dons Fit: Older health and fitness sessions.

EFL Business Development Grant: Funding for the purchase of a vehicle, subsequently repurposed with the agreement of the EFL to cover costs of an Operations Manager.

Twinning Project: Football coaching course within a prison setting.

Wimbledon Foundation Women & Girls Officer: funding for a new role of Women & Girls Development Officer.

Wildcats / Squad: EFL funding for activities for girls to try out football.

PLCF (Premier League Charitable Fund) core funding: supporting the effective operation of the Foundation.

Minor restricted funds - Women & Girls: donations to support the development of women's and girls football activities.

Minor restricted funds - Women: London FA funding to support women's football activities.

Safer Spaces: Greater London Authority funding to deliver sports and mentoring activities for vulnerable young people.

City Bridge - Older Health: funding from the City Bridge Trust to support the Foundation older health programmes.

Building Foundations: funding from the EFL/Sky to support the Foundation's older health programmes.

NCS - Targeted Mentoring: mentoring and enrichment activities for vulnerable young people.

Training Ground: a programme to support young people back into employment, education or training.

EFL Fundraising Business Development Grant: an EFL grant to support Fundraising activity.

Fans Fund: Premier League Charitable Fund grant to support strengthening links with the local community.

Silver Youth Club: funding of weekly activities for older people in the community.

Queen Mary's Internship: funding from Queen Mary's University to cover the costs of an intern at AFC Wimbledon Foundation during summer 2024.

Women's Coaching Programme: funding to provide training and support for women wanting to develop a career in football coaching.

Fulcrum Adult Health: funding from the South West London Health Partnership to support the delivery of older health activities in the community.

PLCF Police Pilot: funding from the Premier League Charitable Fund to broaden the social inclusion work on the PL Kicks programme.

Parkinson's Walking Football: the provision of walking football activities for those suffering from Parkinson's disease.

Family Zone Project: funding to enhance the fan experience in the Family Zone on AFC Wimbledon matchdays.

X AFCW_FOUNDATION INSTAGRAM AFCWIMBLEDONFOUNDATION FACEBOOK AFCWIMBLEDONFOUNDATION

WEBSITE AFCWIMBLEDONFOUNDATION.COM EMAIL RECRUITMENT@AFCWIMBLEDONFOUNDATION.ORG.UK

REGISTERED CHARITY NUMBER 1154198.

REGISTERD COMPANY NUMBER 08632521 (ENGLAND AND WALES)