## SPORT LEGACY FOUNDATION Empowering young people to change their lives through sport and education SPORT LEGACY FOUNDATION (ENGLAND) Charity Registration Number 1171493 REPORT AND FINANCIAL STATEMENTS For the year ended 31[st] March 2021 1 SPORT LEGACY FOUNDATION Empowering young people to change their lives through sport and education ## **REFERENCE AND ADMINISTRATIVE DETAILS:** Registered Office: Building 2 30 Friern Park North Finchley London N12 9DA United Kingdom Trustees: APB Roberts BA Pope DR Chamberlain (Appointed 1.9.21) Chief Executive: JS Power Bankers: Barclays Bank Plc Oxford City Branch 54 Cornmarket Street Oxford OX1 3HB Independent Examiner: Newton & Garner Ltd. Building 2 / 30 Friern Park North Finchley London N12 9DA 2 SPORT LEGACY FOUNDATION Empowering young people to change their lives through sport and education The Trustees present their report and financial statements for the charity and charitable trading company for the year 31[st] March 2021. ## **AIMS AND OBJECTIVES** Sport Legacy Foundation (SLF) was set up in February 2017 as a charity whose purpose is to empower young people in challenging communities to change their lives through education and sport. SLF provides them with the skills and opportunities to play cricket, football and tennis plus fitness coaching as extra-curricular activities at school and to build character through physical activity. SLF believes that young people educated in the state sector in England & Wales are not offered enriching physical activities and sports to complement academic education particularly in the most deprived, and often diverse, parts of the country. SLF aims to offer activities and opportunities that help identify talent, broaden horizons and aid academic education. SLF’s experience of such work has witnessed the development of extraordinary talent amongst young people – young girls who display excellent tennis skills after a two week summer camp; recently arrived Somali boys who gain acceptance by learning English through SLF’s football coaching programme; a shy young student in St Lucia who turned out to be a brilliant wicketkeeper. There are many more such real life stories and this is SLF’s legacy to young people through sport. We help young people to discover what they are amazing at by funding extra-curricular sport and physical activities in Birmingham and the Caribbean. Our sister organisation Sport for Life Barbados was founded as a legacy programme to the ICC Cricket World Cup in 2007 and we are working to establish a similar programme in St Lucia. We prioritise working with schools where more students than usual are eligible for pupil premium funding (PPF) or where students are failing to reach national standards required of them. We understand the barriers that can prevent those young people having the opportunity to develop new skills in sport and physical activity. Many schools in the state sector do not have adequate sports and PE facilities and our second aim is to provide premium destinations for young people and their communities to enjoy activities out of school. We have approached landowners of former sports and social clubs, in particular in Birmingham where indoor sports facilities are few and far between, to co-develop new centres. One such project is underway with planning permission submitted in autumn 2019 and partnership agreements planned with England cricketers and tennis players, national governing bodies of sport. These include the Lawn Tennis Association and National Asian Cricket Council - advisers on South Asian cricket to the England & Wales 3 SPORT LEGACY FOUNDATION Empowering young people to change their lives through sport and education Cricket Board - and national grant givers to support it under a Commonwealth Games Birmingham 2022 legacy programme for the community. Sport Legacy Foundation’s sports coaching programme _Sport for Life International_ , developed between 2010 and 2017 and now run by SLF, is well known in Birmingham and aims to develop key skills in students including: ||**Courage**|**Kindness**|**Respect**| |---|---|---|---| ||**Curiosity**|**Leadership**|**Self-control**| ||**Enthusiasm**|**Motivation**|**Social intelligence**| ||**Gratitude**|**Patience**|**Sports skills**| ||**Integrity**|
**Resilience**|| ## **Strategy for achieving objectives:** In our fourth year of operations, SLF’s main strategic objectives are as follows: ## **1. To improve the lives of young people through the development of key skills in sport and physical activity** This is one of our key strategic objectives that form the basis of all our activities. Our sports coaching programmes, delivered in partnership with schools, private sector companies, public sector organisations, national governing bodies of sport, Sport England, the National Lottery Community Fund and trusts & foundations, aim to improve the health, well-being and key skills of young people from disadvantaged communities in the UK and the Caribbean. ## **2. To make sure that all programmes delivered by SLF are of the highest quality and change young people’s lives for the good** SLF puts in place evaluation and measurement models to incorporate: - Quantitative data. SLF collects pre and post evaluation data based on a series of core questions. These are based on the sports and general life skills described in Aims and Objectives above but also include tailored questions that reflect the particular programme delivered - Qualitative data. Feedback is also collected from students themselves after they have finished a particular programme. This helps guide us in the creation and improvements of future programmes - Data capture relevant to students, teachers and schools where SLF’s programme is delivered 4 SPORT LEGACY FOUNDATION Empowering young people to change their lives through sport and education ## **3. Developing SLF’s offer to schools, national governing bodies, public and private sector funders** SLF has attracted funding from Sport England, the National Lottery Community Fund, Black Country Consortium, Sportivate, National Express Foundation, Central England Cooperative, the Lawn Tennis Association and private trusts and foundations in our first four years. We are also funded, importantly, by schools themselves on a year round basis and by two main corporate partners. ## **4. Emergency Planning for the Covid-19 Pandemic** In March 2020, the UK government announced a strategy for the Covid-19 pandemic which included a lockdown to protect the health of the general public and give time to scientists and the NHS to identify vaccination solutions. It also included a furlough scheme which was announced by the Chancellor to protect staff jobs. SLF was negatively affected immediately due to school closures and sports coaching stopping in the third week of March. SLF’s managed cricket ground and sports facilities at Barrows Lane, Birmingham, were also forced to close as no sports either indoor or outdoor were permitted. SLF consulted advisers and quickly put in place measures to protect the charity and its staff during what then became an unknown period of lock down. Firstly, it was agreed to minimise expenditure of staff and monthly outgoings. This included recommending forms of government financial assistance to coaching staff, reducing fees where possible and placing employed staff on furlough. The latter measure meant that no fundraising efforts were allowed to take place and staff were required to protect governance and the charity’s financial position solely. SLF was keen however to support coaching staff and in August the LTA agreed to provide a grant to allow on-line coaching to students in four Birmingham schools, see below, so that staff could be retained on a weekly basis. Lastly, SLF researched government sponsored loans from its bankers Barclays, entitled Bounce Back Loans, to enable to charity to recover its coaching and activities programmes as soon as possible. One such loan was applied for on behalf of SLF and one for SFL (UK). ## **5. Developing SLF’s staff and resources** We have now established a core staff of excellent coaches reporting into the Operations Director and Chief Executive. Coaches’ qualifications and training is upgraded annually and we ensure that all provide DBS checks via Birmingham City Council. We are supported by a Financial Advisor and an Office Co-ordinator who work closely with the Chief Executive and accountants. Delivery of our programmes is supported by school PE teachers, CEOs and staff. We are also fortunate to have legal advice provided to us pro bono by an international firm of solicitors based in Birmingham and London on a year round basis. 5 SPORT LEGACY FOUNDATION Empowering young people to change their lives through sport and education ## **PUBLIC BENEFIT STATEMENT** Sport Legacy Foundation benefits the public, and especially young people, by funding and delivering activities in curriculum time and after school that aim to support health and wellbeing and build resilience. The Trustees confirm that they have referred to the guidance contained in the Charity Commission’s general guidance on public benefit when reviewing SLF’s aims and objectives and in planning future activities. ## **Chief activities** - _Sport for Life in Schools,_ a Black Country Consortium funded grant programme to deliver tennis to schools over a 34 week period. - _FNX_ a National Express Foundation grant funded tennis and football programme over 30 weeks in 5 Birmingham schools. - _Sport for Life International_ supported directly by 4 Birmingham schools, a 36 week a year after school sports and healthy lifestyle coaching programme. This programme is on-going year on year. - _#Tennis At Home,_ a 32 part on-line tennis coaching series supported by the LTA and provided to students at 5 Birmingham schools via uploaded content to schools’ portals from August 2020-March 2021 and via @SportFLI Twitter account. - _Schools of Tennis_ introducing tennis to 2 secondary schools Birmingham with the Lawn Tennis Association - _The Sport for Life Sports and Cricket Centre,_ year-round management of a 5 hectare sports and social club with bowling greens, cricket ground – redevelopment in 202022 to host an indoor cricket and tennis sports hall, outdoor cricket ground with corporate partners. ## **Events** No live events were possible during the year 2020-21 due to the Covid-19 pandemic restrictions. ## **OBJECTIVES, ACHIEVEMENTS AND PERFORMANCE FOR THE YEAR** ## **1. Chief Activities** During the year we delivered the following programmes: ## **NUMBERS OF YOUNG PEOPLE COACHED** ## 8 partner organisations ## 5 schools in our network Over 132 hours of on-line coaching intervention (4 hours a week x 33 weeks) 6 SPORT LEGACY FOUNDATION Empowering young people to change their lives through sport and education ## Over 200 student beneficiaries ## **PROGRAMME REPORTS** - _Sport for Life International_ supported directly by 4 Birmingham schools, a 34 week a year after-school sports and healthy lifestyle coaching programme. This programme did **not** run between March 2020-March 2021 - _Schools of Tennis_ introducing tennis to 2 secondary schools Birmingham with the Lawn Tennis Association; all planning was **halted** until 2021 - _#TennisAtHome_ with the Lawn Tennis Association. This 12 part on-line video series started in the school holidays 2020, and again to 2 schools from February 2021, a 20 part 10 week series funded by the LTA. SLF also received racquets, balls, nets and other equipment. - _BlackCountryConsortium_ Tennis coaching grant commenced 29[th] March for 34 weeks with on-line coaching @ Shireland Collegiate - _The Sport for Life Sports and Cricket Centre,_ year-round management of a 5 hectare sports and social club with bowling greens, cricket ground – redevelopment in 202022 to host an indoor cricket and tennis sports hall, outdoor cricket ground with corporate partners. Data, both qualitative and quantitative, is collected as previously stated. ## **2. Events** No live events were held during the year, although all those working with SLF kept in regular touch with partners and clients via Zoom and WhatsApp throughout. ## **3. Progress with schools** We are keen to increase the number of schools we work with in Birmingham. Schools have been encouraged by our providing on-line video coaching during this difficult year and we plan to build on our relationship with Heads and PE staff in those where student numbers are high for qualification of PPF. ## **CONCLUSION** SLF has worked hard during our first four years, assisting some of the most challenged schools in Birmingham and helping their young people from primary to secondary level to create opportunities through physical activities and sport. We have also helped Sport for Life Barbados with significant fundraising and PR over the period thanks to the generosity of independent prep schools in England. However, no-one predicted such a crisis as the Covid-19 pandemic but we hope our emphasis on building resilience within diverse communities through sport and education has been received well and we look forward to working with more partners in the future to create a healthier and more positive environment for all. 7 SPORT LEGACY FOUNDATION Empowering young people to change their lives through sport and education ## **PRIORITIES FOR 2021/22** SLF will be focussing on the following areas of priority for the coming year: ## **Expansion in sports and physical activity programmes** SLF plans to return to schools in the 2021/22 and expand the number of coaching programmes we deliver during the year whilst always making sure existing programmes are properly run and financed. ## **Development of indoor sports centre, Birmingham** We have approached national governing body funders as well as trusts & foundations and corporate partners to support the development of such an indoor centre. We have achieved success in attracting support from Central England Co-operative, the Lawn Tennis Association (LTA), the National Asian Cricket Council (NACC), the representative body for South Asian cricket to the England & Wales Cricket Board (ECB) and the Football Association (FA) as well as initial discussions with The National Lottery Communities Fund. ## **Events** Depending on when the planning permission for the indoor centre in Birmingham is determined by Birmingham City Council, the Foundation will hold a launch event with corporate, cricket and tennis partners as well as press and elite players. If timing permits SLF hopes that will coincide with the Commonwealth Games Birmingham 2022. ## **FINANCIAL REVIEW:** ## **a. Financial Summary** SLF’s fourth financial year has seen trustees embed a model of designing, delivering and evaluating on-line video sport programmes in a selection of Birmingham schools. However, our income is derived from the programmes we develop, from national governing body grants, from trusts & foundations and from sports ground management and in 2020/21 we saw a significant drop in revenue. The senior management team has explored opportunities to manage core costs and try to achieve a cost-effective and transparent way of ensuring that projects are administered and run efficiently. ## **b. Reserves Policy** Trustees have undertaken to put in place a policy of three months’ operating costs. ## **c. Support in Kind** Over the course of 2020/21 SLF received various in-kind advice and support from the corporate sector including: 8 SPORT LEGACY FOUNDATION Empowering young people to change their lives through sport and education - The equivalent of 25 hours of legal advice from the Managing Partner, Squire Patton Boggs LLP Birmingham The total value of donated services was £9,000. ## **STRUCTURE, GOVERNANCE AND MANAGEMENT** ## **a. Constitution** Sport Legacy Foundation is a charitable incorporated organisation (CIO) constituted under a Memorandum of Association dated 7[th] February 2017 and is registered as charity number 1171493. SFL (UK) Ltd. is registered as a limited company under company number 8191495 and wholly owned by Sport Legacy Foundation. ## **b. Method of Appointment or Election of Trustees** The management of the Charity is the responsibility of the Trustees who are elected and coopted under the terms of the Articles of Association. ## **c. Policies adopted for the induction and training of Trustees** A majority of Trustees have many years’ experience of working on programmes involving sport, education and challenged young people. In the first year of operation for the Charity, all Trustees have been given copies of the Memorandum and Articles of Association, Risk Management policy documents and guidelines provided by the Charity Commission. Trustees are regularly invited to attend SLF events, coaching programmes and meetings with clients and schools. ## **d. Organisational structure and decision making** SLF has the core function of running programmes in school directly through its charitable company SFL (UK) Ltd. It relies on a core team with management and oversight given by its experienced Trustees. ## **BOARD OF TRUSTEES** SLF is governed by a Board of Trustees representing the public, private and third sectors. During the reporting period, the Trustees have included: - Andrew Roberts - Brenda Pope The Board of Trustees met nine times in the reporting period. There are no sub-committees to the Board and delegation of day to day activities was passed to the Chief Executive. 9 SPORT LEGACY FOUNDATION Empowering young people to change their lives through sport and education ## **Coaches Advisory Group** The Coaches Advisory Group provides guidance to the executive providing expert input and laying out challenges during the development of programmes as well as evaluation of impact. Due to the pandemic, it did not meet in 2020-21 though SLF Operations Director held regular on-line meetings with coaches whose opinions inform us as to the nature of all programmes, current thinking amongst young people in schools and teachers’ challenges. SLF plans to extend this group and also to develop a teachers’ group in 2021/22 when possible. ## **Executive** The charity has a small Core Management Team comprising: Chief Executive – Jane Power Financial Adviser – Dr Zaki Hassan Operations Director – Mohammed Naeem Office Co-ordinator – Jeff Hughes ## **e. Risk Management** SLF has produced a draft risk management document based on advice from the Charity Commission and Goodman Jones accountants which covers all areas such as governance, operational risks and financial management. This has been developed further with a risk register now drawn up. ## **f. Child Protection and Safeguarding** SLF continues to operate a comprehensive child protection and safeguarding policy which is communicated to all SLF, SFL (UK) Ltd. staff, schools and parents of children. Risk assessments are carried out for our activities and all the staff and coaches we use are national governing body standard, e.g. ECB, LTA, FA qualified, thoroughly monitored in their work and have undergone Enhanced DBS disclosure checks with Birmingham City Council. No child protection issues have arisen. ## **TRUSTEES’ RESPONSIBLITIES STATEMENT** The Trustees are responsible for preparing the Trustees’ report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). 10 SPORT LEGACY FOUNDATION Empowering young people to change their lives through sport and education Company law requires the Trustees to prepare financial statements for each financial year which give a true fair view of the state of affairs of the charity and of the incoming resources and application of resources, including the income and expenditure of the charitable company for that year. In preparing these accounts, the Trustees are required to: - Select suitable accounting policies and apply them consistently - Observe the methods and principles of the statement of recommended practice (SORP) - Make judgements and estimates that are reasonable and prudent - Prepare the accounts on the going concern basis unless it is inappropriate to presume that the charity will continue in operation. Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the company and enable them to ensure that accounts comply with the Companies Act 2006. They are also responsible for taking reasonable steps to prevent and detect fraud and other irregularities. ## **Small Company Rules** The financial statements have been prepared in accordance with special provisions of Part 15 of the Companies Act 2006 applicable to small companies, in accordance with the requirements of the Charities Act 2011 (the 2011 Act) and in accordance with the SORP 2005. This report was approved by the Board on 24[th] January 2022 and signed on its behalf. Jane S Power Chief Executive Officer 11 SPORT LEGACY FOUNDATION Empowering young people to change their lives through sport and education R¢gi$tÈttd Charity Nun&et', 1171493 SPORW LEfJAfY TOUNDAfIoN FIIqANLIJLS STATIt4ENT8 YL4R ENDED 31ST M*RCFI 2021 Fa(je SPORY LEGACY FOURIDATION NO. OF CMXRITY 11?1493 ¥XAR 31ST b£AIICH, 2021 kXAMINERI S SEPORT YO THE TAVSTEOS OF SFI)RT LEGACY FOU14DATION GPOUF I'tbe report tg the tiu£Lpes on rny vXdrnir¥ation of the eons01idated account8 Ot the G£oup CODIPllSing Jptsrt Legacy Foundation It.ht. charity) and its subs1cliar￿ undeitaPing for thè. year eiided 31£t Mairh. ?03- Aespoy)$ibilities and basis trport ~aratiori of the As Lhc Irusfeeg <)f th£- chaKifrI' s'ou respoi& sible Epr thc pr@￿. con&V)olidated ac¢.c)uxiLs of the lyrc>up in iX¢￿ty1..ddILLQ Wlth the. reqai&ernen.-% r.f the Chiiril-.ie.% Act 20. I'the Act, l p"(l .4ORP for phdritles applying rRs _u? Ilp(late Buljetin Aot to pLepaEe & <4JLdtr.ement ol. Cash fie.ws. Sport Legacy ¢oundatioJi ncets definit.lon OE d public bonefit entity undei TRS rjj tiall y ref.-.oonised at lila ÈrJrical LD.g kn O ran.%artion valuo unTress otheEwise $tdl-.-d Lhe rele.-J,-"nt ac¢ounL.LllU ?oli¢y note.s. rhe tinan¢Lal .? t￿ter￿ntS are prepaip.d -.n %terlin(Jfr whi.- i s tnE. j.lJllf.kniona'. rLLreAc 0£ the rhaiit.y. Moneiary dYrJJnts in the3e Einan¥ial &LaLenents are -.ounoed to tli nearest L. Tls_e priThc.iP' the p.r.¢Jvlyitsnb gf Se¢"ityn 'Ilcl* LC findncial vtr11￿￿￿ts anLI Jection 12 '0tiiei fir4aneia l .Tn.%truiiirnts Tssue%' ot. FRS 102 1'.o all 0£ I ts .f.iTriE>ncial j ris-IaTr￿ nl'.5. i jn&Iii-ial instr'iJnie.ryts are reco(Tni sed t.tiè ckiaritr.y'ts ce Sheet when the tsliarity ecoTres part.& fo the contractual ETrfovJ4iuris of th2 instruiTrent. Fi?aTtc.ial ￿3¥e￿a eind Liabilities nEI.set, wi.L"&l the Tr.eL &nount$ ar*sented tP.e inanc.l I.. rri p-. ed f up.d 47,?02 79,523 9,000 f.98.523 Res tflCE*d fur, analy.s is C-iant¥ and donat.IoAs £3,592 £19,001) 04onovirus Job Retention 81-,heTre re.r.p.v¢d frnn tlTre qoveriii*Lnl as aL 3-. r4arLh 2021 Lv_. ￿tr rLvcJitoEs 5,700 EOO ii. C14EDITORS KblOITNTr YALLIi4G DUE AFTXR MORE THAN OIIZ YEAR The C.htiiltL&. its subsid&ar Lo.2n L"epayable £3,240 £3,000 The rha rit¥ Loari Pdyiible Paye s￿RT LEGACY FOtIllDAYION IqOTES TO THE ACCOUL4TS 12. The Charitr. Is ¥ ubs Ldiarx. Balance oj 04 ?0 9v12n￿Tht In Resoutees Inc¢)XtL1 11. JUL Balance 31 03.?1 Ire:r=IrLed Iinds 90 (6-. 47f j J,59-, 9,409 294 £ 16i.4'151 £12, 3561 13. BESNYED PARTIES I￿.r Pthdr*w .Tr¢be-t a r.Itt$tee* doTh4ltLd L- 7,OOU lenL £3 )QO Lo the charity er.able a gia< to be rEpaiup in iX¢￿ty1..ddILLQ Wlth the. reqai&ernen.-% r.f the Chiiril-.ie.% Act 20. I'the Act, l p"(l .4ORP for phdritles applying rRs _u? Ilp(late Buljetin Aot to pLepaEe & <4JLdtr.ement ol. Cash fie.ws. Sport Legacy ¢oundatioJi ncets definit.lon OE d public bonefit entity undei TRS rjj tiall y ref.-.oonised at lila ÈrJrical LD.g kn O ran.%artion valuo unTress otheEwise $tdl-.-d Lhe rele.-J,-"nt ac¢ounL.LllU ?oli¢y note.s. rhe tinan¢Lal .? t￿ter￿ntS are prepaip.d -.n %terlin(Jfr whi.- i s tnE. j.lJllf.kniona'. rLLreAc 0£ the rhaiit.y. Moneiary dYrJJnts in the3e Einan¥ial &LaLenents are -.ounoed to tli nearest L. Tls_e priThc.iP' the p.r.¢Jvlyitsnb gf Se¢"ityn 'Ilcl* LC findncial vtr11￿￿￿ts anLI Jection 12 '0tiiei fir4aneia l .Tn.%truiiirnts Tssue%' ot. FRS 102 1'.o all 0£ I ts .f.iTriE>ncial j ris-IaTr￿ nl'.5. i jn&Iii-ial instr'iJnie.ryts are reco(Tni sed t.tiè ckiaritr.y'ts ce Sheet when the tsliarity ecoTres part.& fo the contractual ETrfovJ4iuris of th2 instruiTrent. Fi?aTtc.ial ￿3¥e￿a eind Liabilities nEI.set, wi.L"&l the Tr.eL &nount$ ar*sented tP.e inanc.l I.. rri p-. ed f up.d 47,?02 79,523 9,000 f.98.523 Res tflCE*d fur, analy.s is C-iant¥ and donat.IoAs £3,592 £19,001) 04onovirus Job Retention 81-,heTre re.r.p.v¢d frnn tlTre qoveriii*Lnl as aL 3-. r4arLh 2021 Lv_. ￿tr rLvcJitoEs 5,700 EOO ii. C14EDITORS KblOITNTr YALLIi4G DUE AFTXR MORE THAN OIIZ YEAR The C.htiiltL&. its subsid&ar Lo.2n L"epayable £3,240 £3,000 The rha rit¥ Loari Pdyiible Paye s￿RT LEGACY FOtIllDAYION IqOTES TO THE ACCOUL4TS 12. The Charitr. Is ¥ ubs Ldiarx. Balance oj 04 ?0 9v12n￿Tht In Resoutees Inc¢)XtL1 11. JUL Balance 31 03.?1 Ire:r=IrLed Iinds 90 (6-. 47f j J,59-, 9,409 294 £ 16i.4'151 £12, 3561 13. BESNYED PARTIES I￿.r Pthdr*w .Tr¢be-t a r.Itt$tee* doTh4ltLd L- 7,OOU lenL £3 )QO Lo the charity er.able a gia< to be rEpai