**Trustee’s Annual Report for the period** Period start date Period end date Day Month Year Day Month Year 01 04 2024 31 03 2025 **From To**
## Section A Reference and administration details
**Charity name** Sport at the Heart **Other names charity is known by** SatH Community Sports & Wellbeing
**Registered charity number (if any)** 1168659
||**Charity's principal address**|**Charity's principal address**|C/o Newfield Primary School
Longstone Avenue
London
**Postcode**
**NW10 3UD**
~~a~~|C/o Newfield Primary School
Longstone Avenue
London
**Postcode**
**NW10 3UD**
~~a~~|C/o Newfield Primary School
Longstone Avenue
London
**Postcode**
**NW10 3UD**
~~a~~|C/o Newfield Primary School
Longstone Avenue
London
**Postcode**
**NW10 3UD**
~~a~~|C/o Newfield Primary School
Longstone Avenue
London
**Postcode**
**NW10 3UD**
~~a~~|C/o Newfield Primary School
Longstone Avenue
London
**Postcode**
**NW10 3UD**
~~a~~|
|---|---|---|---|---|---|---|---|---|
|**Names of the charity trustees who manage the charity**|**Names of the charity trustees who manage the charity**||||||||
||**Trustee name**|**Office (if any)**|||**Dates acted if not for whole**
**year**||**Name of person (or body) entitled**
**to appoint trustee (ifany)**||
|1|Corrine Daley||||||||
|2|Alesia Carrington||||||||
|3|Olga Mirzoyan||||||||
|4|Steven Marshall||||21/12/2024||||
|5|Harold Bennet||||21/12/2024||||
|6|||||||||
|7|||||||||
|8|||||||||
|9|||||||||
|10|||||||||
|11|||||||||
|12|||||||||
|13|||||||||
|14|||||||||
|15|||||||||
|16|||||||||
|17|||||||||
|18|||||||||
|19|||||||||
|20|~~==~~||||||||
||**Names of the trustees for the charity, if any, (for example, any custodian trustees)**|||||**Names of the trustees for the charity, if any, (for example, any custodian trustees)**|||
||**Name**||||**Dates acted if not for whole year**||||
## **Names of the charity trustees who manage the charity**
March **2012**
**TAR**
1
## **Names and addresses of advisers (Optional information)**
**Type of adviser Name Address**
## **Name of chief executive or names of senior staff members (Optional information)**
Nary Wijeratne
## **Section B Structure, governance and management**
## **Description of the charity’s trusts**
Type of governing document
Constitution
- (eg. trust deed, constitution)
How the charity is constituted
Association
- (eg. trust, association, company)
Trustee selection methods
Appointed or reappointed, and elected by members at the AGM.
(eg. appointed by, elected by)
## **Additional governance issues (Optional information)**
You **may choose** to include additional information, where relevant, about:
- policies and procedures adopted for the induction and training of trustees;
- the charity’s organisational structure and any wider network with which the charity works;
- relationship with any related parties;
- trustees’ consideration of major risks and the system and procedures to manage them.
Sport at the Heart (SatH) is a registered charity governed by its Board of Trustees, who are responsible for strategic direction, financial oversight and risk management. The charity operates in line with its constitution and charitable objects, with trustees ensuring compliance with all regulatory requirements including safeguarding, financial reporting, employment and public benefit obligations.
- During 2024–25, SatH strengthened its governance framework and operational infrastructure. This included updating core policies across safeguarding, HR, equality, data protection and health and safety, improving internal financial systems, and embedding clearer staff structures, supervision processes and escalation routes. These developments support the charity’s long-term sustainability and readiness for growth.
SatH’s work is increasingly embedded within wider borough partnership structures, reflecting the organisation’s role as a trusted community anchor.
SatH also contributed to borough-wide priorities through networks such as I AM Brent, Brent Health Matters, the VCS Forum and partnerships with local providers, as well as continuing to steward community use of Roundwood School & Community Centre in partnership with the Beckmead Trust.
These networks provide strategic alignment, shared insight and opportunities for collaboration that enhance SatH’s reach and impact, and enable the charity to contribute to borough-wide priorities around health, wellbeing, safety and community power. Trustees reviewed the charity’s major risks during the year, including funding stability, safeguarding, staffing capacity and building operations,
March **2012**
**TAR**
2
and monitored mitigation processes put in place by senior leadership.
## **Section C Objectives and activities**
To promote for the benefit of the inhabitants of the London Borough of Brent and the surrounding area, the provision of facilities for healthy recreation or other leisure time occupation of individuals who have need **Summary of the objects of the** of such facilities by reason of their youth, age, infirmity or disablement, **charity set out in its** financial hardship or social and economic circumstances with the object **governing document** of improving their conditions of life.
SatH’s charitable purpose remains to advance health, wellbeing, education and community participation through sport, physical activity, leadership and creative programmes. The trustees confirm they have had regard to the Charity Commission’s guidance on public benefit when planning the charity’s activities.
The charity’s work between April 2024 and March 2025 focused on five core aims:
- **Improving physical and mental wellbeing** through accessible sport and movement opportunities.
- **Providing safe, inclusive youth spaces** centred on belonging and positive relationships.
**Summary of the main activities undertaken for the public benefit in relation to these objects (include within this section the statutory declaration that trustees have had regard to the guidance issued by the Charity Commission on public benefit)**
- **Developing young people’s leadership, skills and confidence** , especially for those facing the greatest barriers.
- **Strengthening families and communities** through inclusive programmes and multi-agency partnerships.
- **Activating and stewarding local facilities** , such as Roundwood, to support locally-led provision and strengthen community access to youth and wellbeing.
Our activity portfolio continued to include:
- girls’ and women’s wellbeing programmes
- school partnerships and curriculum-aligned delivery
- Roundwood youth club for girls and mixed sessions
- multi-sport and physical activity programmes across local venues
- leadership, volunteering and accredited qualifications
- holiday activities and community events
- mentoring and targeted support for high-needs young people
SatH also delivered significant community engagement work as the anchor organisation in place at Roundwood School & Community Centre, co-producing activities and strengthening community voice in the development of youth and wellbeing provision. SatH also secured - investment to upgrade facilities for long term community use.
## **Additional details of objectives and activities (Optional information)**
You **may choose** to include further statements, where relevant, about:
- policy on grantmaking;
- policy programme related
March **2012**
**TAR**
3
investment;
- contribution made by volunteers.
## Section D Achievements and performance
Summary of the main achievements of the charity during the year
During 2024–25, SatH focused on sustaining high-quality provision while strengthening organisational capacity and expanding delivery in response to community need. This year was marked by steady growth in schoolsbased work, deepened targeted support for young people, progression in leadership pathways, and the early development of Roundwood School and Community Centre as a hub for community providers. Our ability to consolidate and diversify funding has further strengthened long-term sustainability.
## **1. Strategic Development and Organisational Growth**
SatH continued to invest in its organisational foundations to support effective, high-impact delivery:
- The three-year strategic plan was refreshed, ensuring clear priorities aligned with the evolving needs of children, young people and families in Brent.
- A strengthened monitoring and evaluation framework was embedded across programmes, allowing better measurement of wellbeing, participation, and leadership outcomes.
- Policies, safeguarding processes and HR systems were reviewed and updated to support staff, volunteers and community partners.
- SatH continued its partnership with the Beckmead Trust, maintaining responsibility for the wraparound youth offer and dayto-day building operations at Roundwood School and Community Centre.
These developments have created greater organisational resilience and enabled the charity to respond more flexibly to increasing demand.
## **2. High-Quality Weekly Youth and Community Programmes**
SatH sustained a broad range of weekly youth and community activities that promote belonging, wellbeing and positive relationships. These included:
- Junior and Senior Youth Clubs offering informal learning, mentoring, creative activities and social connection. This year, provision expanded across three new sites (Three Trees, St Raph’s and Church Lane), reflecting increased demand and strengthened partnership activity.
- Pre-School Sports Clubs, supporting early years physical literacy and positive play.
- Multi-Sports Sessions encouraging confidence, movement and social interaction.
- StreetDance & Performing Arts, providing expressive, creative and wellbeing benefits.
- Women & Girls’ sessions, including a new girls-only youth night, leaderships programmes, self-development sessions, fitness, sports and wellbeing workshops.
- SEND-inclusive activities delivered with partners such as Let’s Unite for Autism.
March **2012**
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Section D Achievements and performance
Across the year, SatH delivered over 3,000 hours of community activities, engaging more than 1,500 children, young people and family members.
## **3. Strengthened Targeted Support for Young People**
Targeted interventions continued to play a crucial role in supporting children and young people experiencing vulnerability.
- The Safer Through Activities Together (STAT) programme provided targeted mentoring, transition support and positive activities for 48 Year 6 pupils across six primary schools.
- Trauma-informed practice, strengthened through multi-year Thrive training, enabled early identification of need and appropriate intervention or referral.
- SatH delivered I AM Brent interventions for young people requiring additional support, addressing wellbeing, relationships, safety and confidence.
- GIRL (Growing Independent Resilient Leaders) mentoring provision specifically for girls and young women vulnerable to exploitation or harm.
These programmes continue to contribute to improved decision-making, resilience, and reduced risk at key stages of development for young people, as well as strengthened SatH’s trauma-informed and earlyintervention approach across the year.
## **4. Leadership, Volunteering and Skills Development**
SatH expanded its leadership and training pathways, ensuring more young people and adults gained the skills and confidence to contribute to their communities.
Training delivered included:
- Sports Leaders Level 1 and 2 Qualifications
- Bronze Duke of Edinburgh Award
- Netball Leaders Award
- First Aid, Inclusion & Diversity, Health & Safety workshops
More than 80 young people and adults gained recognised training or qualifications through SatH this year. The youth leadership pathway continued to support young people to progress into volunteering and paid roles, reflecting sustained investment in local leadership development.
## **5. School Holiday Programmes**
SatH delivered holiday provision during every school break, including HAF-funded and Kitchen Social programmes. These sessions provided:
- enriching activities (including trips & residentials)
- specialist workshops
- movement and play
- access to nutritious meals
- safe spaces during school closures
## **6. Roundwood School and Community Centre: Strengthening a Community Hub**
March **2012**
**TAR**
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|Section D|Achievements andperformance|
|---|---|
||SatH’s partnership with the Beckmead Trust continued to support
Roundwood School and Community Centre as an accessible, inclusive
space for children, young people, families and local residents.
This year, SatH sustained weekly youth provision, expanded community
use of the space, and began intentionally building a wider provider hub,
collaborating with local organisations to bring a broader range of activities
and support into the centre.
Roundwood’s role as a trusted, safe and welcoming space has continued
to grow, supporting:
physical activity and wellbeing
creative programmes and the arts
leadership and skills development
community connection
family engagement
access to wider support such as the food bank and welfare
services
The centre remains a cornerstone for local cohesion and opportunity.|
## **Section E Financial review**
**Brief statement of the charity’s policy on reserves**
The level of free reserves (excluding restricted funds) is reviewed annually by the trustees. In the current economic climate, the trustees consider that the most appropriate level of free reserves is between 3-6 months budgeted future operating expenditure; to be able to withstand a prolonged drop in funding over the coming year but also to help fund operations where funding is paid in arrears, rather than up front.
**Details of any funds materially in deficit**
Not applicable
## **Further financial review details (Optional information)**
You **may choose** to include additional information, where relevant about:
- the charity’s principal sources of funds (including any fundraising);
- how expenditure has supported the key objectives of the charity;
- investment policy and objectives including any ethical investment policy adopted.
During the financial year, SatH received income from:
- Trusts and foundations (John Lyons Charity, City Bridge Trust, Henry Smith Foundation, Children in Need)
- Local authority funding and contracts (HAF, NCIL) Programme delivery in schools Partnership and Consortia (I AM Brent, Safer Neighbourhood Board)
- Expenditure continued to reflect SatH’s community focus, with the majority spent on:
- staff and sessional worker costs
- delivery and programme resources
- venue and facility expenses training and safeguarding organisational development and governance
SatH maintained a prudent reserves position in line with its policy, ensuring financial stability while continuing to invest in programme growth and staff capacity.
March **2012**
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~~a~~ **Section F Other optional information**
SatH’s ability to create meaningful change is because we are, and have always been, a frontline, grassroots and delivery-focused organisation. Our daily presence in youth spaces, schools, community centres and local neighbourhoods gives us a deep, lived understanding of the experiences, strengths and challenges within our communities. This remains our primary focus and the core of our charitable purpose.
Our model has always been built on community power: relationships, trust, lived experience, and working alongside young people and families to design and grow opportunities that meet real needs. This year, we began to more intentionally recognise, articulate and build on that strength.
2024–25 has been a foundation year where SatH:
- strengthened its understanding of systems change, community power and place-based practice
- refined the language and frameworks to describe the work we have always done intuitively
- invested in staff development to embed shared approaches and deepen reflective practice
- positioned itself more clearly as an organisation that listens, responds and adapts with its community
- enhanced structures that support collaboration with residents, partners and local organisations
This groundwork enables us to elevate and exemplify our community-led approach in 2025–26, ensuring that our frontline delivery continues to inform wider improvements in youth work, wellbeing, leadership pathways and community infrastructure.
SatH will remain delivery-focused, that is our foundation, while increasingly using our insight, relationships and experience to contribute to positive change in the systems that shape young people’s and our community’s lives.
## **Section G Declaration** ~~ee~~
**The trustees declare that they have approved the trustees’ report above.**
**Signed on behalf of the charity’s trustees**
**Signature(s)** CDaley ~~ee~~ Alesia Carrington ~~ee~~ **Full name(s)** Corrine Daley **Position (eg Secretary, Chair,** Trustee **etc)** ~~——ee~~ **Date** 27/01/2026
March **2012**
**TAR**
7
## **Charity Name Number** ~~es~~ **Sport at the Heart 1168659**
## **Annual Accounts**
**For the period from**
|April 1st
2024|**To**|March 31st
2025|
|---|---|---|
## **Section A Receipts and payments**
||**Unrestricted**
**funds**||**Restricted**
**funds**||**Endowment**
**funds**||**Total funds**
**Last year**|
|---|---|---|---|---|---|---|---|
||**to the nearest £**|**to the nearest £**|**to the nearest £**||**to the nearest £**||**to the nearest £**
**to the nearest £**|
|**A1 Receipts**||||||||
|HenrySmith|**15,000**||**-**||**-**||**15,000**
**30,000**|
|LB Brent|**-**||**93,884**||**-**||**93,884**
**44,662**|
|Sport England|**-**||**-**||**-**||**-**
**-**|
|WembleyNational Stadium Trust|**16,875**||**-**||**-**||**16,875**
**11,250**|
|YoungBrent Foundation|**-**||**-**||**-**||**-**
**31,093**|
|John Lyons Charity|**-**||**55,000**||**-**||**55,000**
**40,000**|
|Sessional Income|**7,203**||**-**||**-**||**7,203**
**6,693**|
|Cityof London|**-**||**41,652**||**-**||**41,652**
**20,523**|
|Mayors Fund|**-**||**2,792**||**-**||**2,792**
**6,500**|
|Jack PetcheyFoundation|**-**||**900**||**-**||**900**
**900**|
|London Sport|**-**||**5,430**||**-**||**5,430**
**-**|
|StreetGames|**-**||**1,500**||**-**||**1,500**
**-**|
|Children in Need|**-**||**30,000**||**-**||**30,000**
**30,000**|
|London CommunityFoundation|**-**||**10,000**||**-**||**10,000**
**-**|
|UK Youth|**30,000**||**5,770**||**-**||**35,770**
**30,000**|
|I AM Brent/ VRU|**-**||**21,715**||**-**||**21,715**
**-**|
|Garfield Weston|**-**||||||**-**
**20,000**|
|Schools income|**-**||**43,435**||||**43,435**
**30,630**|
|The National Lottery/ DCMS|||**49,987**||||**49,987**
**10,000**|
|DofE Award|||**-**||||**-**
**8,937**|
|London Youth|||**6,505**||||**6,505**
**13,900**|
|Donations|**1,166**||||||**1,166**|
|Other Revenue|**8,908**||**-**||**-**||**8,908**
**17,808**|
|_AR)_|**79,152**||**368,570**||**-**||**447,722**
**352,895**|
|**A2 Asset and investment sales,**
**(see table).**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**_Sub total_ -**
**-**
**-**
**- -**
**_Total receipts_**
**79,152**
**368,570**
**-**
**447,722**
**352,895**
~~SSS=~~||||||||
|**A3 Payments**
CommunityProgramme Delivery
Venues
Staff Uniform & Kits
Sports & PlayEquipment & Resources
Insurance
Travel & Transport
Events & CommunityOutreach
Volunteer Expenses
IT
Proffesional Memberships
Phone & Internet
Office and stationary
Marketing& Publicity
Admin & Consultancy
Workforce Development & TrainingOffer
Food & Refreshments
Core Staff Costs
Audit & Accountingfees
Trips & Residentials
Staff wellbeing
Recruitment costs
**_Sub total_**
~~= =~~|**£85,617**
**-**
**85,617**
**87,736**
**£23,903**
**-**
**23,903**
**8,333**
**2,567**
**-**
**2,567**
**6,502**
**16,726**
**-**
**16,726**
**4,292**
**425**
**-**
**425**
**425**
**2,339**
**-**
**2,339**
**2,627**
**£13,564**
**-**
**13,564**
**12,462**
**366**
**-**
**366**
**743**
**4,879**
**-**
**4,879**
**2,834**
**360**
**-**
**360**
**165**
**3,076**
**-**
**3,076**
**2,477**
**3,563**
**-**
**3,563**
**4,176**
**£581**
**-**
**581**
**500**
**19,741**
**-**
**19,741**
**53,990**
**5,719**
**-**
**5,719**
**2,496**
**10,196**
**-**
**-**
**10,196**
**5,938**
**57,285**
**179,188**
**-**
**236,473**
**193,799**
**726**
**-**
**726**
**490**
**4,675**
**-**
**4,675**
**8,621**
**80**
**-**
**-**
**80**
**266**
**555**
**-**
**555**
**120**
**£67,561**
**368,570**
**-**
**436,131**
**398,991**
~~=~~|||||||
|**A4 Asset and investment**||||||||
|**purchases, (see table)**
CCXX R1 accounts(SS)|||1||||29/12/2025|
||**-**||**-**||**-**||**-**|||
|---|---|---|---|---|---|---|---|---|---|
||**-**||**-**||**-**||**-**|||
|**_Sub total_ **|**-**||**-**||**-**||**-**||**-**|
|**_Total payments_**
**_Net of receipts/(payments)_**
**A5 Transfers between funds**
**A6 Cash funds last year end**
**_Cash funds this year end_**||||||||||
||||||||||**398,991**|
|||||||||||
||**11,591**||||||**11,591**||**- 46,096**|
||||||||**-**||**-**|
||**70,521**||||||**70,521**||**116,617**|
||**82,112**||||||**82,112**||**70,521**|
CCXX R2 accounts (SS)
29/12/2025
2
|**Section B Statement of assets and liabilities at the end of the period**|**Section B Statement of assets and liabilities at the end of the period**|
|---|---|
||**Unrestricted**
**Restricted**
**Endowment**|
|**Categories**|**funds**
**funds**
**funds**
**Details**|
||**to nearest £**
**to nearest £**
**to nearest £**|
|**B1 Cash funds**|**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**Unrestricted**
**Restricted**
**Endowment**
**_Total cash funds_**
(agree balances with receipts and payments
account(s))
~~===—~~|
||**funds**
**funds**
**funds**|
||**to nearest £**
**to nearest £**
**to nearest £**
**Details**|
|**B2 Other monetary assets**|**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
~~===~~|
|**B3 Investment assets**|**Fund to which**
**asset belongs**
**Cost (optional)**
**Current value**
**(optional)**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**Details**
~~SS~~|
|**B4 Assets retained for the**
**charity’s own use**|**Fund to which**
**asset belongs**
**Cost (optional)**
**Current value**
**(optional)**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**Details**
~~aa~~|
||**Fund to which**
**Amount due**
**When due**|
|**Signed by one or two trustees on**
**behalf of all the trustees**
**B5 Liabilities**|**liability relates**
**(optional)**
**(optional)**
**-**
**-**
**-**
**-**
**-**
**Signed by one or two trustees on**
Date of
approval
Signature
Print Name
**Details**
Corrine Daley
Alesia Carrington
28/01/2026
27/01/2026
~~ite~~|
|CCXX R3 accounts (SS)|3
29/12/2025|
1r29126, 6:06 AM
Independent Examiner ReFQrt 2024-25.docx- G¢18 Docs
Independent Examlner's Report to the Trustees of Sport at the Heart Charlty Number 1168659
I report on the accounts of the Trust for the year ended 31st March 2025 Respective responsibilities of
trustees and examiner
The charlty's trustees are responslble for the preparation of the accounts. The charlty's trustees conslder
that an audit is not required for this year (under section 43{2) of the Charities Act 1993 {the 1993 Act))
and that an independent examlnation is needed.
It is my responsibility to:
examine the accounts (under section 4313){al of the 1993 Act);
to follow the procedures laid down in the General Directions 8iven by the Charlty Commlsslon
(under section 4317llbl of the 1993 Act); and
to state whether particular matters have come to my attentlon.
Basls of Independent examlner's report
My examination was carried out in accordance with the General Directions given by the Charity
Commlssion. An examination Includes a review of the accounting records kept by the charity and a
comparison of the accounts presented wlth those records. It also includes consideration of any unusual
item5 or disclosures in the accounts, and seekin8 explanations from you as trustees concerning any such
matters. The procedures undertaken do not provlde all the evidence that would be required in an audit,
and consequently I do not express an audit opinion on the view given by the accounts.
Independent examlner's ststement
In connectFon with my examination, no matter has come to my attention:
(11 which gives me reasonable cause to believe that in any material respect the requirements
to keep accounting records in accordance wlth section 41 of the 1993 Act,. and
to prepare accounts which accord with the accounting records and comply with the accounting
requirements of the 1993 Act
have been met.
Name:
Relevant pro
esslonal qualificatson or
Date:
hJ/d.uw1e.e•ddaCjJMenud1lW3lDYZQhsZTnOgMoo5NX6UpF1NdFuL8Eledlt
111