OpenCharities

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

2021-03-31-accounts

COACH CORE FOUNDATION

(Charity number – England and Wales: 1186782) ANNUAL REPORT AND FINANCIAL STATEMENTS

FOR THE PERIOD ENDED 31 MARCH 2021

COACH CORE FOUNDATION

CONTENTS

Page
Trustees' report 1 - 21
Statement of trustees' responsibilites 22
Independent auditor's report 23 - 24
Statement of fnancial actvites 25
Balance sheet 26
Statement of cash fows 27
Notes to the fnancial statements 28 - 36

COACH CORE FOUNDATION TRUSTEES’ ANNUAL REPORT FOR THE PERIOD ENDED 31 MARCH 2021

Trustees statement

The Trustees present their annual report and the financial statements for the period ended 31 March 2021. The accounts have been prepared in accordance with the accounting policies set out in Note I to the accounts and comply with the constitution, the Charities Act 2011 and 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).

The Trustees have referred to the Charity Commission’s general guidance on public benefit when reviewing our aims and objectives and in planning our future activities. These objectives fall under the purposes defined by the Charities Act 2011.

The Charity was registered with the Charity Commission on 5th December 2019 so whilst these financial statements are for the period ended 31st March 2021 the Charity was only active from 1st April 2020. As a result the Trustee Report will make reference to “the year” when reporting on its activities and performance.

1

COACH CORE FOUNDATION TRUSTEES’ ANNUAL REPORT FOR THE PERIOD ENDED 31 MARCH 2021

Introducing Coach Core

Coach Core is a social mobility charity that uses sport and Apprenticeships to truly change

the lives and future prospects of young adults living and working in challenging areas.

Our mission is to convene and enable powerful employment partnerships to provide

accessible, life changing opportunities.

Unlike the traditional approach to Apprenticeships, we combine a number of employers, training providers, and connected services to form powerful local, collaborative networks that ultimately lead to more opportunities, for all parties, for the long term.

----- Start of picture text -----
We offer a staff team who are passionate about our work and strive
Advocates
to always be a voice for our apprentices.
Everything we achieve is through partnership building and working,
Enablers
both inside and outside the sector
Our We strive for open and transparent environments, reporting, and
Trustworthy
communications at all times.
values We proactively target and support those who need the opportunity
Inclusive most.
We champion the power of young people and Apprenticeships and
Aspirational
will continually seek to enhance our offer
----- End of picture text -----

Our objectives: 2021 – 2024

2

COACH CORE FOUNDATION

TRUSTEES’ ANNUAL REPORT FOR THE PERIOD ENDED 31 MARCH 2021

The ultimate ambition is always to support a young person to gain unparalleled

qualifications, experiences, and networking opportunities that they can then take onto the next stage of their career pathway whilst also leaving a lasting legacy on the people around them.

Our journey so far

2012: Formed in response to the 2011 London riots, the Centre for Social Justice released the ‘More Than a Game’ paper, demonstrating young people from challenging backgrounds and/or marginalised groups, will find significantly more barriers to future life chances than their peers. With the London 2012 Olympic Games on the horizon, Their Royal Highnesses, The Duke and Duchess of Cambridge and Prince Harry, wanted to use their newly formed Royal Foundation to harness the power of sport to address this issue.

However, rather than simply provide more coaching sessions, volunteering hours or perhaps even some basic training that was prevalent at the time, the vision was that this was a real opportunity to use the positivity of the Olympic Games, and the vehicle of sport, to bring about the long-term change required to address the issues highlighted in these findings.

2013-2015: With the build up to the 2014 Commonwealth Games well under way and seeking to address declining participation numbers in rugby union across South Wales, Coach Core expanded to two further pilot sites with Glasgow Sport and the Welsh Rugby Union respectively.

2015: With the concept proven, and the success rates already well above national average, the decision was made by Their Royal Highnesses to scale the programme to 10 cities across the UK. Critically, after careful consultation, the model of working moved from single employers to the consortium way of working to involve multiple stakeholders and ultimately enhance the offer and support we could give to an apprentice.

2015-2018: New consortium led programme sites launched in Nottingham, Essex,

Birmingham, Manchester, Devon, Middlesbrough, and Bristol.

2018: After demonstrating the multiple outcomes and impact of the project, critically sustaining the high levels of success rates for our apprentices, Coach Core was able to attract its first significant funding agreement with Sport England. Combined with the demand for the programme nationally, this enabled The Royal Foundation to begin the process of preparing Coach Core for independence. Glasgow and Wales based sites also now operate autonomously but remain under the Coach Core umbrella to create reciprocal, collaborative ways of working to ultimately benefit our young people.

3

COACH CORE FOUNDATION TRUSTEES’ ANNUAL REPORT FOR THE PERIOD ENDED 31 MARCH 2021

2019: New sites established in Derby, Tyne and Wear, Berkshire, and Leicester . Charitable status established in December 2019.

2020: 1[st] April 2020 – The Coach Core Foundation (CCF from here on in) becomes operational. Coach Core Leeds launched November 2020 and in early 2021 , we launched our new 3-year strategy demonstrating our vision to ultimately bring the Coach Core offer to more young people than ever before and further strengthen the charity itself throughout this time.

How we work

PARTNERSHIP

We put the young person at the heart of everything we do. We ensure that there is as much emphasis on personal support as there is with their professional development, and that can only be achieved through enhanced partnership working. In each of our UK locations, we are convening impactful local consortiums of employers, training providers and connected services to bring about this long-term change. Through a powerful co-investment model, we are then enabling a ripple effect is then created which is felt right across the local community. This is how that is achieved:

1) Area: select cities/areas that present multiple challenges to a given young person and see how we can help address this. This includes areas with high youth unemployment, poor education attainment, low levels of physical activity, etc.

OPPORTUNITY

2) Funding: so that we can support and develop the right talent, CCF fundraises for each programme, so the employers receive a grant that contributes to the additional costs of supporting learners of this nature.

3) Partners: we only work with the very best training partners and employers to deliver true change in that city by forming the nucleus of our ‘Coach Core consortium’. All employers we work with use sport or physical activity to engage with the local community so that our apprentices can influence a powerful ripple effect.

TARGET

4) Collaboration: we also work locally and nationally with ‘Connected Partners’; informal but powerful networks of partners that can identify potential apprentices through their own schemes and/or provide apprentices with additional training and opportunities.

5) Criteria: working with all partners, and support, we then target and recruit 16+ year olds that are not in employment, education, or training (NEET) and have experienced/are experiencing challenge in their lives.

RECRUIT

----- Start of picture text -----
IMPACT
----- End of picture text -----

6) Beginnings: we identify up to 20 learners to join each of our programmes, shaping the offer around their needs and ambitions. We also ensure that we are placing them back into the community setting to provide much needed inspiration and provision.

7) Support: our tutors work exclusively with their Coach Core learners and by offering an unparalleled blend of support, skills, and qualifications (both as standard and bespoke to that group), we maximise their chances of success through this focused delivery in each programme.

8) Duration: operating for a 12–18-month term, each apprentice will gain a range of skills and qualifications along the way. They are also providing an average of 4500 hours of community coaching and physical activity, per programme, meaning there is huge impact to the local community week in, week out.

4

COACH CORE FOUNDATION

TRUSTEES’ ANNUAL REPORT FOR THE PERIOD ENDED 31 MARCH 2021

9) Graduation: we will work with each apprentice and their employer to find the right exit route for all. We will also remain engaged and provide opportunity even after they leave the programme by adding them to our alumni group.

10) Sustainable: we will then work with each consortium to provide a brand-new programme for that city that offers new opportunity to new apprentices thus creating a sustainable, impactful network that affects change long term.

Once the programme is complete, we look to repeat the process with new and existing partners to create ongoing, long-term change. Our year in numbers

SITES AND PROGRAMMES

----- Start of picture text -----
||||||| |---|---|---|---|---|---| |6 new programmes|launched between 1|[st]|April 2020 and 31|[st]|March 2021:| |Site|Programme #|Qualification| |BRISTOL|Programme #3|Community Activator Level 2 Apprenticeship| |SOUTH WALES|Programme #6|Level 3 NVQ in Sports Development| |LEEDS|Programme #1|Community Activator Level 2 Apprenticeship| |MIDDLESBROUGH|Programme #3|Community Activator Level 2 Apprenticeship| |LONDON|Programme #5|Community Activator Level 2 Apprenticeship| |ESSEX|Programme #4|Community Activator Level 2 Apprenticeship| |Total number of sites July 2012 to 31|[st]|March 2021|= 15| |Total number of programmes July 2012 to 31|[st]|March 2021|=|41|

----- End of picture text -----

EMPLOYERS AND APPRENTICES

Existing programmes

----- Start of picture text -----
|||||| |---|---|---|---|---| |(Programmes launched prior to 1|[st]|April 2020 but with apprentices still in learning and/or moving through assessment to 31|[st]|March 2021):| |43 employers|as of 1|[st]|April 2020, employing|136 apprentices:| |BRISTOL - 14 apprentices (Feb19-May20)|SOUTH WALES - 12 apprentices (Sep 19-Aug20)| |GLASGOW - 12 apprentices (Sep 19-Aug20)|MANCHESTER -17 apprentices (Sep 19-Jun21)| |DERBYSHIRE - 18 apprentices (Sep19-Jun21)|TYNE&WEAR - 18 apprentices (Sep19-Jun21)| |BERKSHIRE – 11 apprentices (Oct19-Jul21) LEICESTER – 18 apprentices (Feb20-)| |New programmes launched after 1|[st]|April 2021: 16 employers / 85 apprentices:| |BRISTOL - 14 apprentices (Sep20-)|SOUTH WALES - 12 apprentices (Sep20-)| |LEEDS - 11 apprentices (Nov20-)|MIDDLESBROUGH -18 apprentices (Nov20-)| |LONDON - 15 apprentices (Nov20-)|ESSEX - 15 apprentices (Jan21-)| |Total number of apprentices July 2012 to 31|[st]|March 2021|= 653| |Total number of employers July 2012 to 31|[st]|March 2021|= 168|

----- End of picture text -----

Prior to Covid, Coach Core had a completion rate of 91.3%. This is deemed apprentices that start the programme, going on to graduate Coach Core. However, with redundancies, furlough and delays to programmes, the completion rate across 1[st] April 2020 to 31[st] March 2021 reduced significantly to 71%. The charity now sits at a current completion rate of 86.4%. National apprenticeship achievement average, for intermediate qualifications, currently sits at 64% 1 .

Those going into full time education and employment also dipped significantly, with pre Covid rates at 90% and current data showing 75% success rate. This forms a major focus for our new strategy (pg. 7).

APPRENTICE DEMOGRAPHICS

Female apprentices currently on programme: 27% (versus 28% since 2012 to date)

5

COACH CORE FOUNDATION

TRUSTEES’ ANNUAL REPORT FOR THE PERIOD ENDED 31 MARCH 2021

Age split for all current programmes: 44% 16-18yo ; 56% 19+

There is a telling shift of employer trend, Pre Covid, of 57% and 43% respectively .

Functional skills rates have increased from 38% to 46%

We hope to be able to report on our BAME, disability, deprivation and carer data later this year.

COACHING REACH
1st April 20 – 31st March 21 1st April 19 – 31st March 20 2012 - current
Coaching sessions 1,991 34,964 123,690
Coaching interactions 46,232 581,932 2,058,391

Reflections on the year

Gaining independence

The 1[st of] April 2020 was a momentous day for the charity. After nearly 8 years as an ever-growing programme of The Royal Foundation, and with support from Their Royal Highnesses, the charity began its journey as a stand-alone charity. However, whilst we immediately had to pivot our operations and approach to support our young people through the beginnings of the Covid-19 pandemic in the UK, we also wanted to ensure that we continued to strive forwards with the transition plans to strengthen and safeguard the Foundation. This included:

Covid-19

As we started our journey on the 1[st] April, the pandemic was starting to spread across the UK. This meant for the Coach Core team, that instead of supporting our apprentices with their coaching development, personal progression and helping them drive forwards with their career goals, we had review and reshape that support to become a triage service that gave guidance, opportunities and mentoring where possible. With most Coach Core employers being a charity and/or small-medium sized organisations, community coaching and schools-based contract work grew ever more challenging and thus placed the apprentices, and their roles, at severe risk. Indeed, our two surveys in 2020 and 2021 demonstrated the impact Covid19 had on our apprentice and employers’ teams both in terms of the feelings and reflections at the time, but also with their collective opinions on what they felt the pandemic would have on their long term prospects too 2 .

By having our team further upskill and educate themselves on funding available, amendments to apprenticeship and employment laws and sourcing additional training and opportunities throughout this time, we were able to also provide support to our employers too. We feel our role as a convener and collaborative body was truly enhanced during this period, as we engaged with national governing organisations, bodies, training providers and other key supporters to collectively offer as

6

TRUSTEES’ ANNUAL REPORT FOR THE PERIOD ENDED 31 MARCH 2021

COACH CORE FOUNDATION

much professional and personal support as we could. We also took the step to work with existing funders and supporters to create a CCF Covid19 relief fund that our employers could access to ensure we safeguarded the employment positions of our apprentices if those organisations needed it.

We also, like many, realized the true potential of digital engagement as a way of providing mentoring, education and simply being a platform where people could talk and be heard. This has been an incredibly powerful piece of learning for the charity and now serves to enhance our offer for the long term too.

Strategy 2021-2024

At the end of our financial period (March 2021), and 12 months on from the pandemic beginnings, the general employment market had begun to stabilise, but there was a marked disproportion of young people (16-24) facing unemployment and limited opportunities. The national unemployment rate across all age groups at this time stood at 4.9%, but amongst 16-24’s, this number inflated to 14.3% 3 A report from The Princes Trust 4 also showed that if an individual is from a marginalized group and/or does not have any qualifications, they will face even greater prospective hardship. This research showed the decline in working hours for young people with no qualifications (34%) was five times higher versus those educated to degree level (7%), plus the decline in working hours among Black young people was three times greater than that of their White peers (49% versus 16%).

Therefore we know that Coach Core is needed now more than ever.

In early 2021, we consulted all our staff, trustees and several young people and employers to understand exactly what the charity should look like moving forwards and what we collectively felt were ambitious targets to ultimately bring the Coach Core offer to more young people than ever before. This was very well received on its launch in Spring 2021 and provides an exciting, clear set of targets for the charity over the next 3 years. This includes:

The strategy targets were subsequently placed in all key recruitment and staff literature, on our website and displayed in our head office. It is our intention to review these targets at trustee board meetings, staff appraisals and report back on our progress in transparent fashion in these future

7

COACH CORE FOUNDATION

TRUSTEES’ ANNUAL REPORT FOR THE PERIOD ENDED 31 MARCH 2021

annual reports. We are also committed to readjusting our targets should this be required and will be agreed with the trustee board.

You can read more about our strategy via the link below: https://coachcore.org.uk/our-stories/coach-core-launch-our-strategy-for-2021-2024/

Youth Board

Given the landscape described previously, we felt the establishment of a Youth Board should be a key priority for our team. We wanted to provide an opportunity whereby:

Undergoing a formal recruitment and interview process, 10 young people were confirmed in January 2021 with eight positions filled by Coach Core graduates, and two further places taken by young people who positions filled by young people who have not been through our programmes. This was a predetermined decision so that we can gain independent views from those young people and help provide this opportunity to the wider sector.

Moving forwards, we will renew our Youth Board annually, with a ‘rotating Chair’ to be elected in 2022 that will then gain a presence on the main Coach Core Foundation trustee board thereafter. This progression route gives these individuals exposure and development with the workings of a charity trustee board, but also ensures that any plans we have for the charity will have the voice of our Youth Board as part of that process.

8

COACH CORE FOUNDATION

TRUSTEES’ ANNUAL REPORT FOR THE PERIOD ENDED 31 MARCH 2021

2021-2022 Strategic Focus

Building on the above, this year we will:

For the first time since our launch in 2012, our success rates 5 dipped below 90% due to Covid so this will be a priority focus to put in place the measures and support that see this rise once more.

Case Study Ash, Coach Core Essex 2019

Prior to joining the Coach Core programme, Ash was living in a medium security mental health hospital, after battling with depression and schizophrenia. He had limited hopes and aspirations. As Ash continued his recovery, an Occupational Therapist at the hospital supported him into a voluntary role at

Sport for Confidence, an organisation that places health professionals alongside sports coaches, to help reduce barriers to participation.

Having volunteered for many months, Ash was given the opportunity to join the Coach Core Essex programme, where he thrived. With support from his mentors at Sport for Confidence and Layla, his Coach Core tutor, Ash was able to start changing his future career pathway whilst also improving his wellbeing.

As time progressed and his experience developed, Ash had an increasingly powerful impact on the local community and as such, it was decided that he would be kept on after graduation to continue the great work he had been doing and help the charity expand into new areas too.

"I wasn’t that knowledgeable about sport and coaching, so I spent a long time looking at different coaching techniques and understanding the different approaches. I really enjoyed the practical side of the course, as I got to work with apprentices with different coaching styles and experiences which really helped me develop".

9

TRUSTEES’ ANNUAL REPORT FOR THE PERIOD ENDED 31 MARCH 2021

COACH CORE FOUNDATION

Governance

Charity registration

The Coach Core Foundation is a Charitable Incorporated Organisation, officially registered with the Charity Commission on the 5[th] December 2019 (Charity no. 1186782). Coach Core is registered to operate throughout England, Wales, Northern Ireland, and Scotland and became an operational organisation on 1[st] April 2020.

Charitable objects

The objects of the Foundation are for the benefit of the public:

Trustees

The charity was established in 2019 with the mandatory three trustees, and this was added to with five further trustee appointments in the summer of 2020. The trustees are responsible for overseeing the management of all the affairs of the Coach Core Foundation, and delegate day-to-day management of the organisation to the Chief Executive. The trustees make decisions in accordance with the provisions of the Charities Act 2011. The board meets at least four times a year.

The trustee board, serving across this financial period and up to the date of the signature of the financial statements, are:

financial statements, are:
Ed Wray (Chairman) December 2019
Heather Frankham December 2019
Stephen Mitchell December 2019
Dermot Heffernan (Treasurer) August 2020
Huw Edwards August 2020
Andrew Thomas August 2020
Eboni Usoro-Brown August 2020
Victoria Wickenden August 2020

Senior management team / employed staff members

Currently, the senior management team comprises of:

Gary Laybourne Chief Executive Officer Claire Webb Head of Development (appointed June 2020)

As of 31[st] March 2021, The Coach Core Foundation employs a total of 7 staff.

Registered address
The Oval Cricket Ground,
Kennington Oval,
London
SE11 5SS.		 Independent Auditor
HW Fisher LLP
Acre House
11-15 William Road
London
NW1 3ER		 Principal Bankers
Barclays Bank Plc
Registered at:
13 Artillery Row,
London
SW1P 1RH

10

COACH CORE FOUNDATION

TRUSTEES’ ANNUAL REPORT FOR THE PERIOD ENDED 31 MARCH 2021

Diversity and inclusion

CCF is committed to equality and diversity and to ensuring a positive, safe, and respectful environment which promotes the wellbeing and dignity of our employees, partners, suppliers, and those whose interests we represent.

We aim to promote equality of opportunity and diversity and to tackle any forms of discrimination, harassment or bullying within our working environment, whether on grounds of race, gender, sexual orientation, gender re-assignment, disability, age, class, religion, or belief.

These principles underpin our professional behaviour and are embedded in our policies, procedures, day-to-day practices, and external relationships.

We strive to:

• Ensuring that staff and beneficiaries of our work have the ability to report any concerns or incidents if they feel there has been/is a deviation from these principles.

For young people, we remain committed to:

The CCF Equality and Diversity policy is available on request.

11

COACH CORE FOUNDATION

TRUSTEES’ ANNUAL REPORT FOR THE PERIOD ENDED 31 MARCH 2021

Charity Governance Code

The Foundation is committed to align with the key guidance and recommendations linked to the 7 principles of Charity Governance. A summary of our progress against those aims are as follows:

Youth Board: To ensure we are also gaining the insight and experiences of the people we represent, and building on the learning from the Perrett Laver – Trustee Board recruitment process, we were able to conduct a formal recruitment process to establish a Youth Board comprising of:

Internal insight : As part of our team restructure, a National Partnerships Manager role was

established to review and enhance the organisations and services Coach Core work with to better:

12

COACH CORE FOUNDATION TRUSTEES’ ANNUAL REPORT FOR THE PERIOD ENDED 31 MARCH 2021

Safeguarding

The safety and safeguarding of CCF as a charitable entity and its people (namely staff, trustee board, apprentices, employers, and all other connected individuals), is paramount to the Foundation.

Screening and training: the Foundation will undertake the ongoing following responsibilities:

Key roles: individuals and roles within the organisation that have Safeguarding responsibility:

Focus for 2021-2022

You can access the Coach Core Foundation Safeguarding and Whistleblowing policies below: - https://coachcore.org.uk/about us/governance/

13

COACH CORE FOUNDATION

TRUSTEES’ ANNUAL REPORT FOR THE PERIOD ENDED 31 MARCH 2021

Data Protection and Information Security

CCF employs the services of an external technology company to provide the necessary levels of security and support linked to our data and information. Using a cloud based, secure service we can safely store and protect the critical/sensitive information linked to our governance, operations, and people.

We also:

1 – require all staff, volunteers (including trustees), contractors and secondments to sign privacy policies and undergo training linked to how to securely save and share documents and information.

2 – agree working practice with a limited number of key partners to protect key data and information, particularly that of our young people.

3 – as part of our GDPR policy, we commit to:

As part of the aforementioned staff restructure, we also created a Data Impact Manager who can now give even greater focus on how we collect, safeguard, and share information gleaned from our programmes.

Our Head of Digital continues to have responsibility for our website and social media channels, each of which has their own dedicated policy and procedures too.

For further information on this subject, please contact the charity at info@coachcore.org.uk.

14

COACH CORE FOUNDATION

TRUSTEES’ ANNUAL REPORT FOR THE PERIOD ENDED 31 MARCH 2021

Fundraising Compliance

CCF has two employed development staff members: a Head of Development and a Partnerships Officer.

We also have an independent trustee with great experience in this field who provides impartial guidance to the team, and has no conflict of interest financially (ie does not donate to Coach Core) nor in a professional sense.

From time to time, we may engage with an external consultant individual/organisation with a specific brief. In October 2020, we contracted a project with ‘Remarkable Partnerships’ who helped CCF establish a corporate fundraising strategy, and identify potential organistions we may wish to target. At no point did they represent CCF externally / in the public space.

Of our current trustee board, two members provide financial donations to the charity as a core funder. All trustee board members, as part of our vetting and due diligence process, sign a ‘conflict of interest’ declaration. For any trustee donating to the charity, this comes with acknowledgement that funds donated are for the purposes of the charity to conduct its operations with no benefit in kind, financial or commercial gain, and/or any personal gain from doing so.

Our formal Ethical Fundraising policy declares our commitment to comply with law and charity commission guidance linked to how best the charity can maximise its income and activities in a way that is deemed ethical and in line with our ethos and mission.

We value greatly the generosity of our supporters and donors that allow the Foundation to carry out its charitable activities. This can be financial, pro bono support and/or via in kind services. However, it is imperative that such support does not contradict or convene our commitment to ethical fundraising practices and so on very rare occasions, we may consider refusing a donation or other involvement with an individual, organisation or activity.

Should this occur, we will continue to act with integrity and confidentiality, always seeking to act with the most appropriate response. We will seek to confidentially evidence the rationale behind such a decision should the Foundation ever be required to justify its actions linked to this subject.

In July 2020, we registered with the Fundraising Regulator to commit to following the Code of Fundraising Practice.

The Foundation also employs a formal Gift in Kind policy whereby any non-financial donations made to the charity, or its staff, must document this in the Gifts in Kind register.

There are no complaints, cases or accusations that concern CCF in any way linked to fundraising, development or digital malpractice, misconduct, or criminal proceedings at this time.

15

COACH CORE FOUNDATION

TRUSTEES’ ANNUAL REPORT FOR THE PERIOD ENDED 31 MARCH 2021

Our People

As a charity that strives to better the lives of its young people and elevate the principles of progression through education and mentoring, the Foundation is committed to always developing its staff and volunteers. We believe that individuals should feel challenged, engaged, and supported at all times, on pathway and plan that is right for them.

This includes:

We also take seriously the experience every individual Coach Core apprentice and employer should expect from us. We constantly review and seek to enhance:

Our focus for 2021-2022

16

COACH CORE FOUNDATION TRUSTEES’ ANNUAL REPORT FOR THE PERIOD ENDED 31 MARCH 2021

Our Supporters this year

Coach Core simply couldn’t support young people across the UK without the generosity of our partners. There are so many incredible individuals, companies and Trusts and Foundations that we’d like to thank. Alongside those who wish to remain anonymous, they include:

1[st] April 2020 – 31[st] March 2021

Aliya & Ajit Nedungadi Family Foundation Charles S French Charitable Trust Collinson Group Dulverton Trust Essex Community Foundation FSJ Charities Rosca Trust Royal Foundation Sir James Knott Trust Sport England Temasek The 29th May 1961 Charitable Trust The Edward & Catherine Wray Charitable Trust The Gibbons Family Trust The Frankham Family Charitable Trust The Johnnie Johnson Trust The Reed Foundation The Rowlands Trust

We would also like to thank our partners that contributed to the development and support of our apprentices and employers this year including:

Active Partner Network,

Capco,

Capital Training, Careers in Sport,

Cimspa,

Create Development, Lifetime Training, Sport England, Sport for Development Coalition,

StreetGames,

UK Coaching.

We are also so grateful to the dedication and belief shown by the tutors, central partners and employers that are integral to the success of every Coach Core programme.

17

TRUSTEES’ ANNUAL REPORT FOR THE PERIOD ENDED 31 MARCH 2021

COACH CORE FOUNDATION

Financial Review

After approximately 7 and a half years operating as a programme of The Royal Foundation, on the 1[st] April 2020, the CCF became an operational charity. As part of this transition, it was agreed that The Royal Foundation would transfer £509,515 that were raised for Coach Core purposes and a novation agreement was reached with Sport England for the remaining £330,000 balance of their original settlement of £995,000, for the 2018-2021 period, to be transferred to the Coach Core.

Despite the Covid-19 pandemic spanning the whole of the period under review the charity has made progress on a number of fronts. In order to support the young people on our programmes the decision was taken to keep the team working throughout the pandemic working from home, with the support of our office provider who waived the rental payments for the lockdown periods. Inevitably there has been a delay in completion of some of the programmes and in the launch of new programmes although two new programmes in Leeds and Essex were launched during the period. The amount of programme grants in the period was £349,100 compared to a budget of £651,000. As a result of reduced office occupancy costs as noted above and reduced travel and other expenses the charity made savings of more than £100,000 in all areas other than in the staff costs maintained to support and develop the apprentice programmes.

The charity accounts for its obligations under grant contracts in full in the year in which the grant is made, except to the extent that the final cost will be reduced by a lower number of apprentices on the programme than contracted. This has resulted in some underspend funds being returned to the charity in the period.

The pandemic period has been a challenging time in fund raising terms and accordingly trustees have been pleased with progress being made in this area with total funds raised for the year including the funds from The Royal Foundation and Sport England being £1,175,571 against a budget of £1,180,000.

All of the programmes in progress at the end of the period are fully funded and the charity fundraising efforts in 2021/22 are focused on raising funds for the expansion of the work of the charity and to fund the work needed to develop and support the programmes. The fundraising environment remains challenging and uncertain and the financial position of the charity is monitored by trustees on a regular basis.

Reserves

The policy of the charity is to maintain free reserves at a level to enable the charity to manage a wind down and closure of its activities whilst ensuring that the obligations to staff, contractors and service providers are met and without prejudice to the apprentice programmes.

An exercise between the Foundation’s Chair, Treasurer and CEO to determine the correct financial requirements to close the charity as per the contractual terms of its staff, offices/contractors and to ensure no risk to its beneficiaries, has now been agreed. The cost of closure at March 31, 2021 was calculated at £68,000 of which £56,000 was staff costs.

18

TRUSTEES’ ANNUAL REPORT FOR THE PERIOD ENDED 31 MARCH 2021

COACH CORE FOUNDATION

As at March 31, 2021 the charity had free reserves of £63,245 after deducting fixed assets of £4,373 from unrestricted reserves of £67,618.

The charity is currently exploring funding opportunities with Sport England and other supporters and the Trustees will review the reserves policy once the future level of activity is confirmed.

Financial Control

The Chairman and Treasurer review a detailed report of the income and expenditure of the charity and the position against the approved budget on a monthly basis. The financial position of the charity is reported to and discussed at each quarterly meeting of the trustee board with particular attention given to the status of the free reserves. A three year plan is prepared before the start of the financial year with the budget for the next financial year forming year one of the plan. In order to ensure that apprentices will be able to complete a programme the charity will not enter into a contract for a new programme until all of the required funding is in place.

Remuneration and expenses

Remuneration of all employees is considered as a part of the annual budgeting process and as such considered by the board of trustees, with any changes implemented from April 1. The charity has a dedicated expenses policy. Any new starter is provided with a copy of this document and quarterly reviews of its contents are performed by the CEO to ensure it is updated and fit for purpose. This policy is intended for all staff, volunteers, contractors, and Trustee Board.

Going Concern

The Covid-19 pandemic has been on-going since the launch of the charity as an independent body. Inevitably this has impacted severely on the operations of the charity and its partners as it has across the sports industry. This has resulted in delays in the completion of existing programmes and and the launch of new programmes. The charity decided to maintain staff in post to support the apprentices and this has been a considerable expense to the charity. The charity has been able to reduce other operating resources to conserve resources and along with support from fundraising activities is in a stable position at the end of the financial period. The policy of not starting a new programme until it is fully funded has protected programmes from the impact of Covid-19, along with the raising of funds to provide specific support where needed. We have an on-going, strong relationship with our principal funders, and in particular with Sport England, with inclusion in their new Systemic Partner planning that looks at how select key partners in the sector can affect major societal change over the next 10 years (2021-2031). In addition during the period since April 2020 the charity has been developing a pipeline of prospective funders with a focus on supporting core costs and the development of future programmes.

The budget for the year to March 2022 has been developed with recognition of the operating environment and contains a number of areas where expenditure will not be committed until there are sufficient funds in place. This is reviewed on a monthly basis.

Taking into account all factors the Trustees consider that the level of cash reserves held is an appropriate margin of the minimum level as set and that Coach Core have adequate resources and funding to continue in operational existence for the foreseeable future. The Trustees are satisfied that the accounts can be prepared on a going concern basis.

19

COACH CORE FOUNDATION

TRUSTEES’ ANNUAL REPORT FOR THE PERIOD ENDED 31 MARCH 2021

Disclosure of Information to Auditors

Each of the persons who is a trustee at the date of approval of this report confirms that, so far as they are aware

Approved by the Board of Trustees.

.............................. Edward James Wray

Chairman of the Coach Core Foundation / Trustee

10 Dec 2021

Dated: .........................

20

COACH CORE FOUNDATION TRUSTEES’ ANNUAL REPORT FOR THE PERIOD ENDED 31 MARCH 2021

INDICES

1 – Gov National Apprenticeship achievement report, 2019. https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/874 731/NARTs_statistical_release_201819.pdf

2 - Coach Core Foundation – Covid 19 Impact Survey 2020 and 2021 https://coachcore.org.uk/our-stories/covid-19-impact-report-april-2021/

3 - Labour market statistics, Youth Unemployment UK - April 2021 report. https://www.youthemployment.org.uk/labour-market-statistics-april-2021/

4 – Facing The Future, Princes Trust report – March 2021. https://www.princes-trust.org.uk/Facing-the-Future-2021-full-report.pdf

5 – Coach Core Foundation success rates are measured in two ways; a) those that start the programme, going on to complete it and b) those that graduate Coach Core going into full time education and employment within 6 months of leaving their programme. More information on this can be found in our strategy: https://coachcore.org.uk/our-stories/coach-core-launch-our-strategy-for-2021-2024/

21

COACH CORE FOUNDATION

STATEMENT OF TRUSTEES' RESPONSIBILITIES

FOR THE PERIOD ENDED 31 MARCH 2021

The trustees are responsible for preparing the Trustees' Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

The law applicable to charities in England and Wales 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 charity and of the incoming resources and application of resources of the charity for that period.

In preparing these financial statements, the trustees are required to:

The trustees are responsible for keeping sufficient accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Charities Act 2011, the Charity (Accounts and Reports) Regulations 2008 and the provisions of the trust deed. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

COACH CORE FOUNDATION

INDEPENDENT AUDITOR'S REPORT

TO THE TRUSTEES OF COACH CORE FOUNDATION

Opinion

We have audited the financial statements of Coach Core Foundation (the ‘charity’) for the period ended 31 March 2021 which comprise the statement of financial activities, the balance sheet, the statement of cash flows and the notes to the financial statements, including a summary of 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).

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, 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.

Conclusions relating to going concern

We have nothing to report in respect of the following matters in relation to which the ISAs (UK) require us to report to you where:

Other information

The other information comprises the information included in the annual report other than the financial statements and our auditor's report thereon. The trustees are responsible for the other information. Our opinion on the financial statements does not cover the other information and we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, 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 audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Matters on which we are required to report by exception

We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 require us to report to you if, in our opinion:

COACH CORE FOUNDATION

INDEPENDENT AUDITOR'S REPORT (CONTINUED)

TO THE TRUSTEES OF COACH CORE FOUNDATION

Responsibilities of trustees

As explained more fully in the statement of trustees' responsibilities, the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charity’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 cease operations, or have no realistic alternative but to do so.

Auditor's responsibilities for the audit of the financial statements

We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder.

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.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: https://www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor's report.

Other matters

Your attention is drawn to the fact that the charity has prepared financial statements 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)" (as amended) in preference to the Accounting and Reporting by Charities: Statement of Recommended Practice issued on 1 April 2005 which is referred to in the extant regulations but has now been withdrawn.

This has been done in order for the financial statements to provide a true and fair view in accordance with current Generally Accepted Accounting Practice.

Use of our report

This report is made solely to the charity’s trustees, as a body, in accordance with part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charity's trustees those matters we are required to state to them in an auditors' 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 charity and the charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.

HW Fisher LLP

Chartered Accountants Statutory Auditor Acre House 11-15 William Road London NW1 3ER United Kingdom 10 Dec 2021 ......................... HW Fisher LLP HW Fisher LLP is eligible for appointment as auditor of the charity by virtue of its eligibility for appointment as auditor of a company under of section 1212 of the Companies Act 2006.

COACH CORE FOUNDATION

STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT

FOR THE PERIOD ENDED 31 MARCH 2021

Unrestricted
funds
2021
Notes
£
Income and endowments from:
Donatons and legacies
3
404,815
Investments
4
23
Other income
5
13,808
Total income
418,646
Expenditure on:
Raising funds
6
60,167
Charitable actvites
7
290,861
Total resources expended
351,028
Net income for the year/
Net movement in funds
67,618
Fund balances at 5 December 2019
-
Fund balances at 31 March 2021
67,618		 Restricted
funds
2021
£
756,925
-
-
756,925
-
354,155
354,155
402,770
-
402,770		 Total
2021
£
1,161,740
23
13,808
1,175,571
60,167
645,016
705,183
470,388
-
470,388

The statement of financial activities includes all gains and losses recognised in the period.

All income and expenditure derive from continuing activities.

COACH CORE FOUNDATION

BALANCE SHEET

AS AT 31 MARCH 2021

2021
Notes
£
Fixed assets
Tangible assets
12
Current assets
Debtors
13
33,711
Cash at bank and in hand
543,132
576,843
Creditors: amounts falling due within one year
14
(110,828)
Net current assets
Total assets less current liabilites
Income funds
Restricted funds
15
Unrestricted funds		 £
4,373
466,015
470,388
402,770
67,618
470,388

10 Dec 2021

The financial statements were approved by the Trustees on .........................

.............................. Edward James Wray Trustee

COACH CORE FOUNDATION

STATEMENT OF CASH FLOWS

FOR THE PERIOD ENDED 31 MARCH 2021

Notes
Cash fows from operatng actvites
Cash generated from/(absorbed by) operatons
18
Investng actvites
Purchase of tangible fxed assets
Investment income received
Net cash used in investng actvites
Net cash used in fnancing actvites
Net increase in cash and cash equivalents
Cash and cash equivalents at beginning of period
Cash and cash equivalents at end of period		 2021
£
(5,587)
23		 £
548,696
(5,564)
-
543,132
-
543,132

COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS

FOR THE PERIOD ENDED 31 MARCH 2021

1 Accounting policies

Charity information

Coach Core Foundation is having a registered office at Micky Stewart Suite, The Oval Cricket Ground, Kennington, London, SE11 5SS.

1.1 Accounting convention

The financial statements have been prepared in accordance with the charity's governing document, the Charities Act 2011 and "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) (effective 1 January 2019)". The charity is a Public Benefit Entity as defined by FRS 102.

The financial statements have departed from the Charities (Accounts and Reports) Regulations 2008 only to the extent required to provide a true and fair view. This departure has involved following the Statement of Recommended Practice for charities applying FRS 102 rather than the version of the Statement of Recommended Practice which is referred to in the Regulations but which has since been withdrawn.

The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £.

The financial statements have been prepared under the historical cost convention. The principal accounting policies adopted are set out below.

1.2 Going concern

The Covid-19 pandemic has been ongoing since the launch of the charity as an independent body. Inevitably this has impacted severely on the operations of the charity and its partners as it has across the sports industry. This has resulted in delays in the completion of existing programmes and and the launch of new programmes. The charity decided to maintain staff in post to support the apprentices and this has been a considerable expense to the charity. The charity has been able to reduce other operating resources to conserve resources and along with support from fundraising activities is in a stable position at the end of the financial year. The policy of not starting a new programme until it is fully funded has protected programmes from the impact of Covid-19, along with the raising of funds to provide specific support where needed. We have an ongoing, strong relationship with our principal funders and in particular with Sport England, with inclusion in their new Systemic Partner planning that looks at how select key partners in the sector can affect major societal change over the next 10 years (2021-2031). In addition during the period since April 2020 the charity has been developing a pipeline of prospective funders with a focus on supporting core costs and the development of future programmes.

The budget for the year to March 2022 has been developed with recognition of the operating environment and contains a number of areas where expenditure will not be committed until there are sufficient funds in place. This is reviewed on a monthly basis.

At the time of approving the financial statements, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus the trustees continue to adopt the going concern basis of accounting in preparing the financial statements.

1.3 Charitable funds

Unrestricted funds are available for use at the discretion of the trustees in furtherance of their charitable objectives.

Restricted funds are subject to specific conditions by donors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements.

1.4 Income

Income is recognised when the charity is legally entitled to it after any performance conditions have been met, the amounts can be measured reliably, and it is probable that income will be received.

COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

FOR THE PERIOD ENDED 31 MARCH 2021

1 Accounting policies

(Continued)

Grants and donations are recognised once the charity has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation. Cash donations are recognised on receipt.

1.5 Expenditure

Resources expended are recognised in the period to which they relate.

All costs which can be directly attributed to charitable activities are allocated to the relevant activity. Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that settlement will be required and the amount of the obligation can be measured reliably.

Costs of charitable activities include grants made, governance costs and support costs.

Obligations under grants made to organisations are recognised in full in the year in which the grant is made, except to the extent that the final cost will be reduced by a lower number of apprentices on the programme than contracted.

Governance costs include those costs associated with meeting the constitutional and statutory requirements of the charity and include the independent examination fees and costs linked to the strategic management of the charity.

1.6 Tangible fixed assets

Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.

Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:

Fixtures and fittings Three years straight line Computers Three years straight line

The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in net income/(expenditure) for the year.

1.7 Cash and cash equivalents

Cash and cash equivalents include cash in hand and deposits held at call with banks.

1.8 Financial instruments

The charity has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments.

Financial instruments are recognised in the charity's balance sheet when the charity becomes party to the contractual provisions of the instrument.

Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.

1.9 Retirement benefits

Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.

COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE PERIOD ENDED 31 MARCH 2021

2 Critical accounting estimates and judgements

In the application of the charity’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods. There were no critical accounting estimates or judgements during the accounting period.

3 Donations and legacies

Unrestricted
funds
2021
£
Donatons and gifs
404,815
4
Investments
Interest receivable
5
Other income
Gif Aid receivable		 Restricted
Total
funds
2021
2021
£
£
756,925
1,161,740
Unrestricted
funds
2021
£
23
Unrestricted
funds
2021
£
13,808		 Total
2021
£
1,161,740

COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

FOR THE PERIOD ENDED 31 MARCH 2021

6 Raising funds

Unrestricted
funds
2021
£
Fundraising and publicity
Staf costs 60,167
60,167

7 Charitable activities Sports and coaching programmes

Unrestricted
fund General
Programme
Team
Executve
Team
Restricted
Fund
2021
2021
2021
2021
£
£
£
£
Staf costs
-
88,619
103,067
-
Depreciaton and impairment
1,214
-
-
-
Consultng charges
35,203
-
-
-
Rent cost
12,000
-
-
-
Event cost
6,369
-
-
-
Training and welfare cost
1,123
-
-
-
Computer and sofware cost
21,819
-
-
-
Kit cost
-
-
-
5,055
77,728
88,619
103,067
5,055
Grant funding of actvites (see note 8)
-
-
-
349,100
Share of support costs (see note 9)
7,227
-
-
-
Share of governance costs (see note 9)
14,220
-
-
-
99,175
88,619
103,067
354,155
Analysis by fund
Unrestricted funds
99,175
88,619
103,067
-
Restricted funds
-
-
-
354,155
99,175
88,619
103,067
354,155		 Total
2021
£
191,686
1,214
35,203
12,000
6,369
1,123
21,819
5,055
274,469
349,100
7,227
14,220
645,016
290,861
354,155
645,016

COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE PERIOD ENDED 31 MARCH 2021

8 Grants payable

The following grants, all from restricted funds, were paid or committed during the year.

Grants to apprentce programmes:
Berkshire
Derby
Leicester
Tyne & Wear
Manchester
Bristol
Leeds
London
Essex
Middlesbrough
Covid Relief		 Sport
England
The Royal
Foundaton
Collinson
Temasek/
Sport
England/
Covid Relief
2021
2021
2021
2021
£
£
£
£
5,100
-
-
-
11,497
-
-
-
70,000
-
-
-
30,000
-
-
-
-
1,700
-
-
-
21,500
-
-
57,250
-
-
-
-
-
39,870
-
50,000
-
-
-
-
22,882
-
-
-
-
-
9,301
223,847
46,082
39,870
9,301		 Other
2021
£
-
-
-
-
-
-
-
-
-
30,000
-
30,000		 Total
2021
£
5,100
11,497
70,000
30,000
1,700
21,500
57,250
39,870
50,000
52,882
9,301
349,100

Grant payments are made to the co-ordinators of each apprentice programme, with each contract depending on the number of apprentices.

During the year two donations were received from Temasek, £19,800 and Sport England £25,000 for the express purpose of mitigating the impact of Covid on the programmes and apprentices. A number of awards have been made from this fund in the year, however the impact of Covid continues to be assessed and further payments are being made in the year to 31st March 2022.

COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE PERIOD ENDED 31 MARCH 2021

9 Support costs

Support costs
Governance
costs
£
£
Ofce supplies cost
1,710
-
Entertainment cost
97
-
Subscripton and membership cost
169
-
Insurance cost
2,148
-
Interest expense
24
-
Telephone charges
2,308
-
Marketng and advertsing cost
245
-
Post, printng and statonery expense
348
-
Travel and subsistence cost
170
-
Other costs
8
-
Audit and accountancy
-
12,887
Legal and professional fees
-
1,333
7,227
14,220
Analysed between
Charitable actvites
7,227
14,220		 2021
£
1,710
97
169
2,148
24
2,308
245
348
170
8
12,887
1,333
21,447
21,447

Governance costs includes payments to the auditors of £8,400 for audit fees and assistance with preparation of the statutory accounts. In addition there is £4,487 in relation to bookkeeping assistance.

10 Trustees

None of the trustees (or any persons connected with them) received any remuneration or benefits from the charity during the period.

11 Employees

The average monthly number of employees during the period was:

Programme delivery
Employment costs
Wages and salaries
Social security costs
Other pension costs		 2021
Number
7
2021
£
224,389
20,501
6,963
251,853

COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

FOR THE PERIOD ENDED 31 MARCH 2021

11 Employees

(Continued)

The number of employees whose annual remuneration was £60,000 or more were:

£60,000 - £69,999
12
Tangible fxed assets
Fixtures and
ftngs
Computers
£
£
Cost
Additons
653
4,934
At 31 March 2021
653
4,934
Depreciaton and impairment
Depreciaton charged in the period
167
1,047
At 31 March 2021
167
1,047
Carrying amount
At 31 March 2021
486
3,887		 2021
Number
1
Total
£
5,587
5,587
1,214
1,214
4,373
13
Debtors
Amounts falling due within one year:
Other debtors
Prepayments and accrued income
14
Creditors: amounts falling due within one year
Other taxaton and social security
Trade creditors
Other creditors
Grants payable
Accruals and deferred income		 2021
£
23,000
10,711
33,711
2021
£
8,558
1,074
1,070
90,652
9,474
110,828

COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE PERIOD ENDED 31 MARCH 2021

15 Restricted funds

The income funds of the charity include restricted funds comprising the following unexpended balances of donations and grants held on trust for specific purposes:

Movement in funds Movement in funds
Incoming Resources Balance at
resources expended 31 March 2021
£ £ £
Sport England 450,000 (223,847) 226,153
The Royal Foundaton 87,800 (46,082) 41,718
Collinson 50,000 (39,870) 10,130
Temasek/Sport England Covid Relief 44,800 (9,301) 35,499
Other 124,325 (35,055) 89,270
756,925 (354,155) 402,770

Other than for the fund noted below provided specifically to mitigate the impact of Covid, all restricted funds raised in the year have been raised to support the grant given to the apprentice programmes and the provision of sports kit for apprentices.

Sport England made a grant in 2019, part of which was transferred in April 2020 to the new foundation with balance being received during 2020. The grant was to support seven new programmes.

The Royal Foundation transferred funds in April 2021 to provide for the completion of three projects commenced whilst Coach Core was part of The Royal Foundation.

Collinson provided a grant in 2020 as part of a multi year partnership to support programmes in London.

Temasek and Sport England provided funds specifically to provide support for programmes impacted by the Covid pandemic.

Other donations have been received to support programmes continuing through 2021 and 2022.

16 Analysis of net assets between funds

Unrestricted
funds
Restricted
funds
2021
2021
£
£
Fund balances at 31 March 2021 are represented by:
Tangible assets
4,373
-
Current assets/(liabilites)
63,245
402,770
67,618
402,770		 Total
2021
£
4,373
466,015
470,388

17 Related party transactions

During the period the charity entered into the following transactions with related parties:

A total of £30,000 of donations without conditions were received from charitable trusts connected to two trustees.

COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

FOR THE PERIOD ENDED 31 MARCH 2021

18
Cash generated from operatons
Surplus for the period
Adjustments for:
Investment income recognised in statement of fnancial actvites
Depreciaton and impairment of tangible fxed assets
Movements in working capital:
(Increase) in debtors
Increase in creditors
Cash generated from/(absorbed by) operatons
19
Analysis of changes in net funds/(debt)
The charity had no debt during the year.		 2021
£
470,388
(23)
1,214
(33,711)
110,828
548,696