## **ANNUAL REPORT** **2024/25** info@worldsportministries.com +44 (0)1225 300199 worldsportministries.com ## **WORLD SPORT MINISTRIES** REPORT OF THE TRUSTEES AND UNAUDITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 AS A CHARITABLE INCORPORATED ORGANISATION **WSM** CIO Annual Report 2024/25 ## **CONTENTS** Page Vision, Mission & Objectives 1 General Information 2 Trustees’ Report 3 – 7 Independent Examiner’s Report 8 Statement of Financial Activities 9 Balance Sheet 10 Cash Flow Statement 11 Notes to the Financial Statements 12 – 15 **WSM** CIO Annual Report 2024/25 ## **VISION, MISSION & OBJECTIVES** **Our Vision:** A world where people find Jesus Christ in and through sport in their community. **Our Mission** : To start and support sports ministry teams throughout the world. ## **Our Objectives:** - The advancement of the Christian faith throughout the world to all people by means of proclaiming the gospel of Jesus Christ and using sport to positively impact communities in collaboration with local churches. - To demonstrate, promote and encourage Christian values, including dignity, unity, empowerment and partnership, to all people brought into contact with the work of WSM. This is through the advancement and development of helping others establish ‘Community Sports Teams’ that use sports ministry events and processes to help reach people and develop their physical, mental and spiritual capacities. This is to enable people to grow in maturity as individuals, that their condition of life may be improved, and that they contribute positively to their local community. - To start and support Community Sports Teams around the world that deliver sustainable sports ministry, proclaiming the gospel and encouraging discipleship through links with local churches. ## **Details of how the charity carries out its work:** - To provide a link between a local church and the surrounding community using sport as the medium. This involves the development of trained local Community Sports Teams. - To provide other Christian charities with a proven tool set for running sports teams and associated activities to support their own work. This will involve partnership arrangements where appropriate. - Advising Community Sports teams on the use of carefully supervised and paid activities such as camps for children during school holidays. These involve the development of sports-related programmes designed to encourage individual potential and reinforce the values identified in the Objects. - Financing is provided by obtaining funds from private donors, churches, grant making trusts and various fundraising events. - When further funds become available in the future this model will be extended to additional countries and also further coverage within the United Kingdom. This will involve more staff supporting the organisation to promote Community Sports Teams and also partner with other charities as appropriate. 1 ## **General Information** **TRUSTEES:** G Massey – Chairman J Webb-Peploe A Sturgess-Durden T Jones A Melinard **PRINCIPAL ADDRESS:** Weston Hub Penn Hill Road Bath BA1 4EH **BANKERS:** HSBC 45 Milsom Street Bath Somerset BA1 1DU **ACCOUNTANT:** Christiaan Van Schalkwyk Kingsgate Management Advisory Limited 3 Queen Square Bath BA1 2HA **REGISTERED NUMBER:** 1161465 **WSM** 2 CIO Annual Report 2024/25 ## **TRUSTEES’ REPORT** The trustees of World Sport Ministries (“WSM”) present their report and accounts for the year ended 31 March 2025. ## **TRUSTEES** Trustees of the Charitable Incorporated Organisation (CIO) throughout the accounting period were Graham Massey, Jon Webb-Peploe and Alison Sturgess-Durden. ## **INVESTMENT POWERS** The CIO Deed (“CIOD”) authorises the trustees to make and hold investments using the general funds of the charity, but no such investments are presently held. ## **CONSTITUTION, OBJECTIVES & POLICY** The CIO is constituted by the CIOD and, as a Christian ministry, its objectives are to proclaim the Christian gospel based on WSM’s documented statement of faith in and through sports activities as well as promoting and assisting the level of sports participation opportunities and facilities to improve the general welfare of young people. The CIO raises a lot of its income from the donations of the charity’s supporters. Added to this have been various sources of grant funding and some event fundraising. Day to day responsibility for the operation of the WSM office functions and organisation of paid and voluntary staff is delegated to a Central Operations Team overseen by the board of Trustees. Community Sports Teams are to be set up as separate entities focusing on their localities, but agree to abide by the WSM code of conduct, which gives them access to a range of support services from the Central Operations Team and the right to use the WSM name. ## **2024-25 ACTIVITIES & ACHIEVEMENTS** 2024-25 was a year of progress both locally and internationally. Our ‘home base’ of ministry continued to expand its reach in to new places and with new people; and we deepened, strengthened and expanded our partnering with teams and leaders abroad to help serve and support people in great need. ## **UK MINISTRY** We continued to function in three main areas of the UK with our two most local community sports teams engaging well with a considerable number of people in the Bristol and Bath areas. Additional churches were envisioned and leaders trained to help capitalise on growing opportunities. Below is an overview of how we have done that in the past 12 months. **WSM** 3 CIO Annual Report 2024/25 ## **SCHOOLS WORK** 1,600 children were impacted through our ‘whole-life coaching’ teaching life skills through sports drills using Christian values. 16 different coaches and a further 5 mentors / tutors were equipped to serve in 24 schools through 129 sessions each week that were varied between PE lessons, extra-curricular clubs and 1 on 1 / smallgroup mentoring. ## Here’s what one Head Teacher had to say: “ _The WSM / GET Sported team have consistently provided high quality coaching that have a genuine focus on the whole child - body, mind and spirit. Their belief in inclusion and genuinely supporting each and every child is fantastic. Get Sported's core values are closely aligned with our own and that makes for a great partnership.”_ ## **SPORTS CAMPS** Over the year and during most school holidays, teams staged 14 different sports camps within 3 different local areas totalling 47 days of camp throughout the year. Coaches, adult volunteers and teenage young leaders were trained to deliver experiential learning linked to daily themes from curriculums that we had written. Wonderfully, 1,045 children attended as far as places booked, with 168 of them choosing to begin following Jesus or make a deeper commitment to Him. ## This is from a camp attendee parent: _“I just want to say how amazing camp has been for her both in the summer and especially this half term. We have just moved to Bath and so she is still making new friends, something she has always really struggled with. She also finds a lot of her learning difficult. So to have been really successful and celebrated at camp was absolutely transformational for her! She was glowing with pride, something I rarely see happen. So thank you for enabling her to become more confident, to enjoy the camp so much and to have made friends so easily. It was great being at church at the weekend and seeing other kids (from camp) say hello to her :-)”_ ## **YOUTH SPORTS LEADERSHIP** We continued to invest in 32 teenagers through a combination of our Youth Sports Leadership course, community projects and our school holiday time children’s Sports Camps. As well as this there was 1 to 1 mentoring, youth socials and some development days. All of these deepened relationships with precocious young people and helped encourage them in faith, sharpen their leadership skills, enhance their character and mobilise them to serve others. ## One young leader said: _“To now have the opportunity to learn from and work alongside coaches that I once looked up to as a child, but this time as a co-leader is challenging and yet inspirational. I’m loving putting back into others, what I have gained myself and it’s great to feel trusted to do so at my age.”_ ## **SPORTS HUDDLES** In partnership with local churches we have continued to facilitate weekly sports huddles that enable any children that have come to faith or would like to discover more, do so in a safe space and with playing sport blended into the Bible Discovery time. ## One parent said: “ _This is the most spiritual input my son has ever received to help him grow in his faith and it helps us to help him also.”_ **WSM** 4 CIO Annual Report 2024/25 ## **SUPPORTING THE DISADVANTAGED** **O** ur fundraising efforts and God’s gracious provision enabled us to once again provide bursary places to young people to attend local projects in the Bristol and Bath areas. 74 children over 41 after school clubs and 80 children throughout 13 sports camps were supported at a cost of £7,456. ## **INTERNATIONAL MINISTRY** Our partnering model of ministry with experienced or newly established teams and leaders in 18 different nations continued and expanded its reach and impact over the past 12 months. We had the privilege of training, mentoring and supporting teams and leaders in Benin, Burundi, DRC, Guinea, India, Kenya, Liberia, Malawi, Nepal, Pakistan, Philippines, Rwanda, Sierra Leone, Tanzania, Togo, Uganda, Zambia and Zimbabwe. Our team of International Core Mentors grew as we appointed some of the best practitioners in our network to ‘adopt a nation’ to not only focus on growing their own ministry team’s outputs, but also journeyed with newer teams and leaders to help them too. This mentoring included visits, meetings, observations, bespoke training and financial support. We also continued to learn from and serve the wider sports ministry movement by attending strategic gatherings in America and Europe and help develop training tools with other great minds. ## **SUMMARY** This is what we saw the Lord do through our international network last year - GLORY TO GOD! **WSM** 5 CIO Annual Report 2024/25 ## **Looking Ahead – 2025-26** There is so much to praise God for in the past year, but we now look ahead and with prayerful excitement, our focus will be: - 1.Scale the reach and depth of our localised work into schools and communities. - 2.Grow partnerships into 8 new nations. - 3.Multiply community sports teams throughout our network. - 4.Strengthen our core team and finances to deliver the above. ## **Financial Review** The trustees consider the performance of the charity, as detailed on pages 9 to 11, to be satisfactory and the continuation of donations has made it viable. There were 10 paid employees during the year ended 31 March 2025 (31 March 2024: 7). The major income derives from services delivered with donations from supporters and grant making trusts also important and needing to increase in 2025/26 to drive growth into prioritised areas such as ministry to disadvantaged people, that are not self-funding. The funds allow the Trust to continue its activities and achieve its primary goals for the coming year. The timing of events and activities can result in short-term fluctuations in cash and net funds positions. Cash balances are closely monitored for these short-term fluctuations and the cash balance as at 31 March 2025 allows the Trust to meet its obligations.For this reason, the trustees have adopted the going concern basis in preparing the financial statements. ## **Statement of Trustee Responsibility** The trustees are required under the Charities Act to prepare financial statements for each financial year which give a true and fair view of the charity’s activities during the year, and of its financial position at the end of the year (unless the charity is entitled to prepare accounts on the alternative receipts and payments basis). In preparing financial statements that give a true and fair view, the trustees should follow best practice and: Select suitable accounting policies and apply them consistently; - ·Observe the methods and principles in the Charities SORP (FRS 102); - ·Make judgements and estimates that are reasonable and prudent; - ·State whether applicable accounting standards and statements of accounting practice have been followed, subject to any departures being disclosed and explained in the financial statements; and - ·Prepare the financial statements on a going concern basis unless it is inappropriate to presume that the charity will continue in operation. The trustees are responsible for keeping the accounting records that are sufficient to show and explain the charity’s transactions and disclose with reasonable accuracy the financial position of the charity and enable them to ensure the financial statements comply with applicable laws and regulations. They are also responsible for safeguarding the assets of the charity and hence take responsible steps for the prevention and detection of fraud and other irregularities. The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charity’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. The trustees will also ensure that health and safety policies are in place. The trustees will also undertake an annual pay review of the charity’s staff and ensure that management appraisals are undertaken. **WSM** 6 CIO Annual Report 2024/25 ## **Statement as to disclosure of information to the Independent Examiner** So far as each trustee is aware, there is no relevant audit information of which the charity’s Independent Examiner is unaware. Each trustee has taken all the steps (such as making enquiries of other trustees and the Independent Examiner and any other steps required by the trustee’s duty to exercise care, skill and diligence) that he or she ought to have taken in his or her duty as a trustee in order to make himself or herself aware of any relevant audit information and to establish that the charity’s Independent Examiner is aware of that information. ## **Approval** This report was approved by the trustees on 10 December 2025 and signed on their behalf. **Jon Webb-Peploe Trustee – Chairman** **WSM** 7 CIO Annual Report 2024/25 ## **INDEPENDENT EXAMINER’S REPORT** I report on the accounts of World Sports Ministries for the year ended 31 March 2025, which are set out on pages 9 to 15. ## Respective responsibilities of the Trustee and the Examiner The charity’s trustees are responsible for the preparation of the accounts. The charity’s trustees consider that an audit is not required for this year under section 144(2) of the Charity’s Act 2011 (“the 2011 Act”) and that an independent examination is needed. Having satisfied myself that the charity is not subject to an audit under company law and is eligible for independent examination, it is my responsibility to: ·Examine the accounts under section 145 of the 2011 Act; ·Follow the procedures laid down in the General Directions given by the Charity Commissioners under section 145(5)(b) of the 2011 Act; and - ·State whether particular matters have come to my attention. ## Basis of Independent Examiner’s Statement My examination was carried out in accordance with the general Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts and seeking explanations from you as trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit and consequently no opinion is given as to whether the accounts present a ‘true and fair view’ and the report is limited to those matters set out in the statement below. ## **Independent examiner’s statement** In connection with my examination, no matter has come to my attention: - 1) which gives me reasonable cause to believe that in any material respect the requirements: - ·to keep accounting records in accordance with section 130 of the 2011 Act; and - ·to prepare accounts which accord with the accounting records and comply with the accounting requirements of the 2011 Act have not been met; or 2) to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached. Name: Christiaan van Schalkwyk, BFP ACA, CA(SA) Address: Kingsgate Management Advisory Limited 3 Queen Square Bath BA1 2HA Date: 10 December 2025 **WSM** 8 CIO Annual Report 2024/25 ## **SUMMARY OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2025** **WSM** CIO Annual Report 2024/25 9 The notes on pages 12 to 15 form part of these financial statements. The financial statements and associated notes (which form part of these accounts) on pages 12 to 15 were approved by the Trustees on 10 December 2025. Jon Webb-Peploe **Trustee – Chairman** **WSM** CIO Annual Report 2024/25 10 ## **CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2025** **WSM** CIO Annual Report 2024/25 11 ## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025** ## 1 **. ACCOUNTING POLICIES** The financial statements have been prepared in accordance with applicable accounting standards in the United Kingdom, the Statement of Recommended Practice (SORP) “Accounting by Charities” and the Charities Act 1993 as amended by the Charities Act 2011. The financial statements are prepared on the going concern basis and the accounting policies have been consistently applied, other than where new policies have been adopted ## **(a) Accounting convention** The financial statements are prepared under the historic cost convention, on an accruals basis. ## **(b) Extent of Operations** The financial statements have been prepared to include all funds directly under the responsibility of World Sports Ministries. These operations are described in the Trustees’ Report. ## **(c) Funds** Following the requirements of the Statement of Recommended Practice all the funds of the charity have been analysed over the relevant types of funds, which are: ## **Restricted Funds** Restricted funds are those where the donor has imposed restrictions on how the fund may be used, but which do not prevent the fund being spent.During the year ended 31 March 2025, £8,227 was received in respect of restricted funds (31 March 2024: £26,108). ## **Unrestricted Funds** Unrestricted funds are those which are not subject to any special restrictions and they can be used as the Trustees decide. ## **(d) Income** Donations received are accounted for on a receipts basis. The related tax credit on any donations received is accounted for on an accruals basis once the donation has been received. All other income is accounted for on an accruals basis. ## **(e) Tangible Fixed Assets** Fixed assets are recorded at cost of purchase less accumulated depreciation. The charity generally capitalises assets which meet or exceed a de minimus value of £250 and are likely to have a useful economic life of more than one year. **WSM** CIO Annual Report 2024/25 12 ## (1) **ACCOUNTING POLICIES (continued)** ## **(f) Depreciation** Depreciation of fixed assets is charged monthly commencing in the month of acquisition at rates estimated to write off their cost, less any estimated residual value, over their expected useful lives. All assets are depreciated on a straight line basis with an assumed economic life of between three and five years. ## ( **a) Resources expended** Expenditure is recognised when a liability is incurred. Charitable activities include expenditure associated with achieving the charitable objectives and activities of the charity. - Costs of generating funds are those costs incurred purchasing items for re-sale. - Governance costs include those incurred in the governance of the charity and its assets and are primarily associated with constitutional and statutory requirements. Support costs include central functions and have been allocated to activity cost categories. ## ( **b) Taxation** The Charitable Incorporated Organisation (CIO) is a registered charity and is accordingly exempt from taxation on its charitable activities. ## **1. OPERATING SURPLUS** The Operating Surplus is stated after charging: **WSM** CIO Annual Report 20224/25 13 ## **1. RESOURCES EXPENDED** All expenditure has been classified as charitable activities expenditure and includes costs of running events, mostly in schools and camps. Support costs have been fully allocated to charitable activities expenditure. There are limited costs of generating funds as the majority of donations derive from repeat donations from supporters of the charity. No governance costs have arisen as Trustees do not incur expenses in the course of the charity’s governance activities. **WSM** 14 CIO Annual Report 2024/25 WORLD¢J SPORT MINISTRIES RECONCILIATION OF NET MOVEMENT IN FUNDS TO NET CASH FLOWS FROM OPERA TING ACTIVITIES 2024125 2023124 Net movement In funds Depreciation charge for the year Decrease l (Increase) in debtors Increase l {Decrease) In cre(Jiiors N•t cash flows from op•rating activities 113,479) 165 346 2,488 8,124 275 8.507 23,530 9. TrUSTEES None of the trustees received any fees for their serrfices as Trustees. During the year, the Trustees, and those deemed related parties. made donations to Worfd Spon Minisiries totalllng £7,640 (2023124. £9,600) WSM CIO Annual Report 2024125