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2023-03-31-accounts

The Coach Core Foundation

Annual Report 2022 - 2023

Report of the trustees and financial statements for the year ended 31st March 2023. Audited by GBJ LLP.

UK Charity Number: 1186782

Contents

3 Trustees statement and introduction to Coach Core 4 Charity reflections for 2022 - 2023 5 Our objectives 2022 – 2025 5 - 8 Our strategy summary – Year 2 9 Our performance in context 10 - 11 Our operations: 1[st] April 2022 to 31[st] March 2023 12 Future prospects: Overarching, Fundraising summary, Sport England Tier 3 compliance, 2024> new strategy. 13 Governance 14 Diversity and inclusion 15 Charity Governance Code 15 – 16 Safeguarding statement 17 Data protection and information security 17 - 18 Fundraising compliance 18 Our people 19 - 20 Finance review: Summary statement, Reserves, Renumeration and expenses, Going concern 21 Statement of trustee’s responsibilities

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Trustees statement

The Trustees present their annual report and financial statements for the period ended 31/03/2023.

The accounts have been prepared in accordance with the accounting policies set out in the constitution, the Charities Act 2011, and in line with the ‘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 and these financial statements encompass our third year of audited accounts. All accounts from inception can be found on our website: https://coachcore.org.uk/about-us/annual-reports-and-accounts/

Introducing Coach Core

Coach Core is a social mobility charity that uses sport and Apprenticeships to profoundly change the lives and prospects of young adults living and working in challenging areas. Since we launched in 2012, we have provided apprenticeships for 791 young people , worked with over 200 sports for change employers , and those inspiring young role models have then delivered an estimated 855,320 coaching sessions to 11.97 million coaching participants over the past decade!

We use Level 2 and Level 3 Apprenticeships to allow an accessible way for disadvantaged 16 to 25year-olds to bridge the gap back into full time employment and education. Rather than traditional short-term interventions, we train and develop our young people over the course of 12-18 months, placing equal emphasis on mentoring and personal support, as well as their professional development, given the additional challenges they may need to overcome.

We train our apprentices as community sports coaches so they can: a) Enter a sector (sport for development/coaching) they feel passionate about, allowing them to grow in an environment that involves blended learning and peer support throughout, b) Become local role models that positively impact and influence their wider communities through the coaching and physical activity they provide,

c) gain meaningful qualifications, experiences and transferable skills that will allow them to truly enhance their future life chances, in a career journey that is right for them (even if that becomes a pathway that is out of the sport for development/coaching sector).

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.

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

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Charity reflections for 2022 - 2023

The Coach Core team and board of trustees will look back on these 12 months as arguably the most important, and the most successful period in our ten years. Despite a challenging recruitment and cost of living crisis, we were able to continue the growth of the charity in several ways, not least:

The appointment of a dedicated Social Media Officer enabled us to reach not just more people, but also launch new platforms and digital campaigns to better target our intended audience. We launched on TikTok - a social media platform with a young audience - in order to connect with potential and current apprentices and now have 25,500 views of our videos on there. Across all social media platforms, we’ve increased our number of followers by 16%, the amount of content we post by 14% and the engagement on those posts by 0.77%.

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Our objectives: 2021 – 2024

In Spring 2021, Coach Core launched its first ever strategy. The consultation period included the voice of our young people, our employers, partners, trustee board and staff team to ensure we formed an ethos, mission, values set, and charity targets that were clear and agreed by all. As we prepare to enter the final year of that strategy, whilst we have shaped and refined some of our targets based on the changing climate and feedback from our beneficiaries, we are proud that the underpinning ethics, framework, and overarching goals continue to drive the charity forwards.

1) We will use the long-term power of sport and Apprenticeships to continue changing the lives of young adults who traditionally may experience barriers, discrimination, and lack of opportunities.

2) We will continue to create a powerful, measurable ripple effect of positive change in challenging communities, through high quality sport/physical activity delivery by relatable young role models.

3) We will build even greater collaborative networks of the right employers and supporting partners to drive true change and impact for all.

4) We will manage and protect the charity and its beneficiaries through the best possible governance, fundraising strategies and by continuing to elevate our profile.

5) We will continue to build a team and board of diverse backgrounds and opinions.

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.

For more information on our history, our operations, and charitable ambitions, please visit www.coachcore.co.uk/about-us

Our strategy summary – Year 2

Established in Spring 2021, the Coach Core Foundation strategy published the 5 key pillars, and 10 targets therein, that we collectively felt were the areas of growth and improvement we could make as a charity. As mentioned above, these were established by extensively surveying our staff, our trustee board, our partners, and our young people.

After completing the first full year of our strategy, we surveyed our programmes and our staff to check that our targets and ambitions were both fit for purpose and still challenged us in the right ways given the societal climate had shifted so dramatically once more in 2021-22.

Our annual report for FY22 detailed where we had adjusted our strategy targets and those that remained. A summary of those targets and our progress is as follows:

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Target
Pillar		 Target #1 Target #2
#1 OUR
SITES		 To grow from 150 to 200 employers
in the next 3 years.		 To grow from 15 UK sites to 20 during this
time.
Status Target attained: We have now
reached 220 unique employers that have
employed at least one Coach Core
apprentice.
We will continue to add to this across
FY24.		 Target amended:Our revised target became the
number of apprentices supported and programmes
launched versus purely geographical growth.
The priority therefore shifts to Target #3 total
apprentice numbers, and we can confirm that there
have been 64 total programmes across the UK since
2012.
However, for transparency, we have now
established programmes in 18 UK locations_(London,
_Glasgow, South Wales, Nottingham, Essex, Manchester,
Birmingham, South Devon, Middlesbrough, Bristol,
Derbyshire, Tyne and Wear, Berkshire, Leicestershire,
_Surrey, Sussex, Leeds, Doncaster)_plus a National Level
3 programme with England Boxing that operates in
multiplelocations.
#2 OUR
SUPPORT		 15% increase in funding diversity Re-establish a success rate of 90%+ by 2024.
Status Target amended:we are on track, but
we have provided greater clarity on this
to challenge ourselves to grow our total
annual income by 15% each year and the
total number of funders by 15% too.
In FY23 we have grown our income from
£279787 to £843,923 and our total
number of donors has risen from 73 to
82 (20.5%).
In FY22 we introduced the first specific
fundraising strategy, and this has clearly
yielded extremely positive results across
the last 2 years.
Building on the boosted profile we gained
from the Coach Core 10 event
highlighted previously, and an enhanced
development team entering FY24, we will
continue to challenge the growth and
diversity of funding into the charity.		 Target remains:We deem ‘success’ as our
apprentices progressing into a formal, positive exit
route that is right for them. With our model that
focusses on mentoring and individual learner
support, this was always way above national average
despite us proactively targeting those that needed
the opportunity most.
The impact of Covid19 took us from previous highs
of over 90% success rate down to the current rate
of 73% over the last 2 years. However, despite the
optimism post pandemic, the escalating cost of living
challenge and difficult recruitment climate means
this target is only getting tougher.
We had 99 apprentices graduate from the
programme during the FY23 period. This
represents a success rate of 69% versus the number
of total starters. The data tells us that it is hard to
recruit and retain in a sector that does not pay
salaries as high as other industries and/or the impact
to things such as public benefits [by taking
employment] present a real challenge for the U25’s
workforce.
We will be focussing significant efforts to address
this in the upcoming year and will continue to
report transparently against our original target goal.

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#3 OUR
APPRENTICES		 To have supported a minimum of
1,000 total learners by 2024		 Attaining a 50% target for underrepresented
groups over the next 3 years
Status Target remains: At present we have
supported791 apprentices since
2012.
Whilst we are extremely proud of this, as
per the target update above, the
recruitment climate remains extremely
challenging for the upcoming year.
If we are to attain our strategic target
and find employment for at least 131
more young people, it will take significant
intervention and investment.
However, this strategic approach has
already began so we will endeavour to
meet this strategic priority in FY24.		 Target amended: Last year, we revised this target
as we felt theoriginal target was too overarching
and not explicit enough to:
a) differentiate the different socio-economic groups
with enough clarity
b) challenge ourselves to drive greater
opportunities for these different audiences versus
the national averages per group.
As a result, we published our new targets:
1) Female apprentices– target of 50% of our
total learners. Currently we are operating with
34% success rate, a small gain on FY22.
2) Non-White British– target of 1 in 3 learners.
This has dropped to 17% which is a real
concern for the team. We are driving new
partnerships that can support greater pipeline
of non-White British young people.
3) Areas of Deprivation– target of 50% of our
learners living in the Top 30% UK areas of
deprivation. Improving to 41% for FY23.
4) Disabilities– target of 25% of our learners
have support needs in one or more listed
categories. Currently at 16%, this is a 4% drop
on FY22. We already have a strategic project in
place to improve this.
5) Carer/Parental statushas not been tracked
previously and will be for FY24.
6) In line with ourSocial Mobilitymission, we
are now tracking those that disclose their
parental socio-economic status to show any
ingrained employment/education barriers in
their family history. This first year data set has
been extremely insightful and whilst we want to
continue to refine the collection model, the
initial summary findings are as follows:
a) 83% of our apprentices attended state
school.
b) 1 in 3 had parents in lower professional
employment [if any] when they were 14.
c) Over half our apprentices reported neither
of their parents went to university.
d) 41% were eligible for free school meals.
As per all targets above, we continue to partner
with increasing numbers of charity partners,
youth services and other critical organisations
that can support us to enhance our ways of
working and bring diverse new talent into the
workplace/education.

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#4 THE
COMMUNITY		 To reach a total of 150,000
coaching sessions enabled/led by our
apprentices since 2012.		 To have provided sport and physical activity
to 2.5 million beneficiaries in the community
since 2012.
Status Target amended:in September 2022, we contracted the Sport and Recreation Alliance (SRA)
to lead our data and insight work. After a period reviewing our methodology and tool kit, it
was revealed that we had been significantly underestimating the ‘ripple effect’ our apprentice
coaches had been having due to:
a) we only formally collected this data from employers in January 2016.
b) employer reporting consistency was mixed and prone to inaccuracies.
It was then proposed we moved to more projected calculations based on:
1) establishing a given apprentice start and end date, and how many actual working weeks they
undertook during that period.
2) multiplying an estimated 20 hours per week of coaching [of their 30 hours per week contract]
and that in each hour-long session there is a national average of 14 participants in each group (as
calculated by UK Coaching).
The results were staggering (for the period July 2012 to and including March 2023):
-
Coaching sessions: previous statistics at 168,029 to now projected 855,320.
-
Total number ofparticipants in those sessions: from 2.84m to 11.97m!
#5 OUR
INSIGHTS		 To accurately measure and
evidence the Coach Core social
returnon investment (SROI)		 To introduce a formal Coach Core Youth
Board
Status Target remains– we have always
placed high importance on data and
impact collection, but over the last 12
months, we wanted to take stock and
look at how we could enhance our ways
of working linked to SROI. This included:
a) Surveying our apprentices/employers
to gain their feedback on the reports and
data we collect from them. This resulted
in an understanding that we have too
many reports that have too much
duplication, so engagement from users
was not effective as a result. We will
focus on improving this in FY24.
b) Alongside the social mobility data
processing (Target #3), we have worked
with the SRA to introduce and evaluate a
sector wide evaluation tool linked to
wellbeing and the economic value. This
has been very insightful, and we will
continue to use and refine this in FY24.
c) Coach Core have been selected for
the 2023 Morgan Stanley Charity Strategy
Challenge. They will research our target
audience and recruitment practice,
backdrop this against the wider national
picture and make key recommendations.
We are sure these findings will have a
critical bearingon future strategy.
Target attained: The Coach Core Youth Board
was launched in the first year of our strategy with a
goal to:
A) Gain insight, feedback, and innovation from
young people.
B) Have a vehicle to continue supporting and
developing young people outside of our
apprenticeship programmes.
C) Develop and provide third sector trustees for
the future given under 25’s represents less
than 0.5% of all UK charity trustees.
Our first group had a broad spectrum of social
make up and geographic spread that led to a very
successful pilot year achieving the above.
We took time to take the learning from that first 12
months and enhance it accordingly. As of Spring
2023, we will be relaunching a Youth Panel that now
has mandatory involvement from each of our
programmes, as well as the core element of a
volunteer board that builds on the above.
It is expected that we will continue to enhance our
youth panel internally and how it is positioned
externally for the foreseeable future.

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Our performance in context

Recent Government figures show that spending on degree level apprenticeships has moved from £44m in 2017/18 to £506m in 2021/22.

Whilst Coach Core will always celebrate increases of all apprenticeships and work-based learning pathways, this advancement of Level 4 and above apprenticeships has come at a cost to those using or relying on entry level, Level 2 or 3 apprenticeships.

This uptake in Level 4 and above spending has been attributed to:

Whilst there is nothing overtly negative or untoward in the above, it does mean that any employer opportunities that do present themselves now tend to request a higher-level candidate, thus typically ruling out anyone who has barriers to gaining employment/education.

Indeed, when you look at the same 5-year period, level 2 apprenticeship starts have dropped by 53% and many courses have been dissolved altogether. When combined with the escalating cost of living crisis affecting those facing disadvantage or barriers to long term prosperity, it makes for an increasingly challenging climate in which Coach Core proactively operates.

As per strategy pillar #3, we have seen a decline in some of the target groups we seek to support, most notably, the number of Non-White British learners we saw enter the programme in 20222023. Whilst we acknowledge the wider rationale as to why this might be, we have committed to trying to address this in 2023-2024 by:

We will continue to report and update against these targets on the strategy page of our website: https://coachcore.org.uk/about-us/our-strategy/

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Our operations: 1[st] April 2022 to 31[st] March 2023 As per strategy pillar #1, we launched and completed the following programmes:

New programme launches (all level 2 unless indicated)


Programme
Employers
Start numbers		 Leavers
Bristol 6 15 4
BritishCyclingL2 + L3 1 2 0
Doncaster 1 5 1
England Boxing 1 8 1
Essex 7 16 5
Leeds 5 8 2
Leicestershire 5 6 2
London 8 12 2
Manchester 7 13 2
Middlesbrough 4 16 1
National L3 pilots 2 1 0
Surrey 1 1 0
Sussex 3 4 0
TOTALS 50 107 19%
Completed programmes (all level 2 unless indicated)

Programme
Apprentice starts
Graduated		 Distinction
Birmingham 2021 6 5 3
Bristol 2020 11 11 4
South Wales 2021 9 9 2
Doncaster 2021 1 1 0
Essex 2021 10 9 5
Leeds2020 8 7 2
Leicestershire2020 2 2 1
Leicestershire2022 3 3 2
London 2021 10 2 0
Middlesbrough 2021 17 10 4
National L3 pilots 2 2 1
Tyne and Wear L2 12 12 2
Tyne andWear L3 4 4 4
Surrey 2 2 0
Sussex 2 2 0
TOTALS 99 81 30

Benchmarking – taken from the latest DfE annual achievement, pass, and retention rates (2021/2022).

In FY22, Coach Core launched 5 new programmes for 52 apprentices, so we have clearly gone against the national decline in the last 12 months by doubling our impact to establish 13 new programmes with 107 apprentices. Indeed, it is the first time since pre-Covid that we have been able to support over 100 apprentices in each 12-month period with 109 supported in FY20.

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We will continue to purposely remove barriers to education and employment by offering solely level 2 and 3 apprenticeships.

As per Target#3, we are proactively working to improve our female apprentice rate from 34% currently to 50%. However, of all our current learners, 16% have a disability and 17% are nonWhite British so we are above national average in this regard but want to markedly improve both groups to ensure the opportunity is reaching those that need it most.

Operating at a current success rate of 73%, the Coach Core model clearly works and is having positive impact despite the current challenging climate for our target audience. However, we remain committed to the strategic targets we feel govern and challenge us as we enter the final year of our strategy and feel confident, we can improve upon this across FY24.

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Future prospects

• Overarching

The staff team, and the board of trustees, remain focussed on delivering the final year of our strategy as outlined previously. There is a general feeling that the charity is in a strong position linked to fundraising, capacity, and the learning from our first three years, but that there are still several things we want to strengthen and improve upon as we start to look towards the future.

• Fundraising summary

As referenced previously, we have seen significant growth in both the total income and the breadth of supporters throughout FY23. Thanks to the second year of our development strategy and the profile of the Coach Core 10-year celebration event, we have been able to establish even greater links and opportunities than ever before.

We are committed to strengthening our existing supporter partnerships through an even greater number of outreach events, challenge opportunities and further colleague engagement. We also hope to establish our first ever, formal development board to extend our network and spotlight our work through even greater apprentice story telling online and in person.

In May 2023, we also launch our first ever fundraiser event - the Coach Core Sports Day. This takes a traditional corporate sporting fundraiser but places greater emphasis on team building, networking, and learning about our work via the apprentice coaches who will support them throughout the day. It is hoped that this inaugural event sets the foundation for future annual fundraisers from 2024 where we can generate both strong income via participation fees and fundraising on the day, as well as continuing to develop current and new partnerships too.

With a settled fundraising team in place, it is also hoped that the volume of Trust and Foundation applications will significantly lift in FY24, and we can also revisit the Major Donor strategy to continue to diversify our funding portfolio.

• Sport England Tier 3 compliance

As part of our ‘System Partner’ agreement (2022-2027) with Sport England, the level of funding granted now incurs an even greater stringent governance process. As a growing charity, we welcome this detailed process and have already begun the compliance checks that will ultimately strengthen the risk management and governance of the organisation for the future.

• 2024> strategy

From summer 2023, we will once again consult with key internal and external stakeholders to determine:

This will be made available on our website and advertised on all our social channels once finalised.

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Governance

Charity registration

The Coach Core Foundation is a Charitable Incorporated Organisation, officially registered with the Charity Commission on the 5th of December 2019 (Charity no. 1186782).

Coach Core is registered to operate throughout England, Wales, Northern Ireland, and Scotland and became an operational organisation on 1st April 2020.

Charitable objects

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

a) to promote community participation in healthy recreation,

b) to promote community particularly, but with limitation by, supporting children and young adults to obtain qualifications relating to sports coaching.

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.

As per our Constitution, 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 and has a maximum of 12 members at any one time.

‘A term’ is deemed a three-year period from their confirmation as a formal board member, and each board member may serve three consecutive terms before they must take a break from office (minimum four years between reappointment) or retire from office.

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

Ed Wray (Chairman)
December 2019
Second term		 Heather Frankham
December 2019
Second term		 Stephen Mitchell
December 2019
Second term		 Dermot Heffernan
(Treasurer) August 2020
First term
Huw Edwards
August 2020
First term		 Andrew Thomas
August 2020
First term		 Eboni Usoro-Brown
August 2020
First term		 Victoria Wickenden
(Safeguarding) August 2020
First term

Senior management team:

As of 31st March 2023, The Coach Core Foundation employs a total of 10 staff.

Registered address
The Oval Cricket Ground,
Kennington Oval,
London
SE11 5SS.		 Independent Auditor
GBJ Chartered Accountants
27 Hatchlands Rd,
Redhill, Surrey,
RH1 6RW		 Principal Bankers
Barclays Bank Plc
Registered at:
13 Artillery Row, London
SW1P 1RH

Our financial services are provided by a third party independent company, Cadence Accounting (Suite 3, 157 Station Rd E, Oxted RH8 0QE)

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Diversity and inclusion

The Foundation 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 therefore strive to:

• Promote behaviours consistent with these values and to challenge and take the necessary steps to eliminate inconsistent behaviours.

• Ensure that our employment policies are fair and robust and that our workforce is representative of the community in which we work.

• Promote personal growth and development, taking account of and building on diversity as a strength and something that requires continual reflection and updating of knowledge.

• Commit to a formal safeguarding and risk trustee within our board members as part of our everyday governance so that we have the required independent expert review, advice and guidance linked to our practice and conduct.

• Ensuring that staff and beneficiaries of our work can 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 Coach Core Foundation Equality and Diversity policy is available on request.

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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:

1. Charity purpose

The board understands the key aims and objectives of the charity and helps provide the best possible guidance so that it can work towards achieving those goals as effectively and sustainably as possible. All other core principles must align with this purpose to create clear ethos, mission, ambitions and governance accordingly.

2. Leadership

The board commits to providing strategic leadership and honest counsel so that the charity can work towards its ultimate purpose.

3. Integrity

The board, and every trustee that makes up this group, act with integrity and promote a culture that is in keeping with assisting the charity achieve its purpose.

4. Risk and control

The board will commit to ensuring there are rounded, well-informed and rigorous decision-making processes. This considers any risk to the charity, its staff, its beneficiaries, and the general public as well as a continual review of the overarching management, processes, protocol, and strategies that govern the charity’s operations.

5. Board effectiveness

The board will made up of a group of vetted and suitable individuals, in line with the charity’s purpose, to bring a healthy and effective balance of experiences, knowledge, connections and skills.

6. Diversity

The board will commit to promoting diversity throughout the charity, both in terms of its trustee and staff members, through to its governance of its operations too.

7. Openness and accountability

The board commits to an open and equitable recruitment policy and furthermore will ensure that all decision making, reporting and processes will be always transparent and accountable (unless there is good reason for it not to be at a given time).

A copy of the Coach Core Governance code is available upon request.

Safeguarding

The safety and safeguarding of The Foundation as a charitable entity and its people (namely staff, trustee board, apprentices, employers, and all other connected individuals), is paramount. We have several safeguarding related policies available for review on our website (view HERE ).

Screening and training: the Foundation undertakes the following, ongoing responsibilities:

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

Safeguarding focus for 2023 - 2024

As per the commitment above, the charity continues to operate with two qualified Designated Safeguarding Leads, both of whom renewed their training in early 2023.

A significant review of the charity’s policies and procedures was undertaken in 2021-22 and over the last 12 months, we have:

As the charity reaches its third year, and building on the review the year before, we have now built a dashboard that identifies the critical policies and documents that require minimum annual review, those that should be reviewed every 2-3 years and those that should be reviewed every 3-5 years. We will now prioritise the critical list, adding or updating the policies required accordingly.

This also dovetails with the expectations set as part of the System Partner-Tier 3 process mentioned in the Future Prospects section previously.

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Data Protection and Information Security

Coach Core 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:

a) Providing all individuals with the control over what data we can or can’t access.

b) Safeguarding their information to the very best of our abilities. This includes not collecting any information we do not need and/or not sharing without their consent.

c) Anonymising and/or deleting that information on a pre-agreed timescale.

Our Data Impact Manager has already implemented robust policies and procedures to effectively 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.

As mentioned in the previous section, we have worked with an independent expert, and gleaned the feedback from the above technology company, and our insurers, to create a robust recommendation as to the things The Foundation does well, and the areas where we can improve upon our practice.

Fundraising Compliance

The Foundation has three employed development staff members: a Director of Development and two Fundraising Officers, with a new 6 month contracted post due to start in May 2023.

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 (i.e., 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. Our first experience of this was in October 2020, where we contracted a project with ‘Remarkable Partnerships’ who helped Coach Core establish a corporate fundraising strategy and identify potential organistions we may wish to target. At no point did they represent The Foundation 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.

We use a software platform, Salesforce, to effectively but safely, log the details of all our donors and supporters. These details are not available nor shared outside of the charity.

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.

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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 nonfinancial 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 The Foundation in any way linked to fundraising, development or digital malpractice, misconduct, or criminal proceedings at this time.

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

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:

- Communications - Education offer - Methods of support and wellbeing services - Wellbeing services - Funding available - Partnerships and how we interact with them.

What we have done and what we will do:

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Financial Review

The period under review has seen some stability return to the environment and Coach Core has benefitted from this. The number of funders and the level of income raised has increased in the year but inevitably, along with the economy in general, costs have also increased. The environment for fundraising remains challenging but progress has been made on several fronts, in particular with recently developed corporate relationships providing additional confidence for future periods.

During the year, Coach Core received the first instalment of the new partnership agreement with Sport England and this funding has been fully applied during the year. The Edward & Catherine Wray Charitable Trust donated £100,000 during the year and pledged an additional £100,000 now received after the year end.

Seven L2 apprentice programmes were initiated during the year. Programmes typically run over an eighteen-month period and accordingly provision is made in these accounts for any grants not paid out before the year end. Improved procedures around the timing of grant payments have, along with the reduced uncertainty for apprentices within the programmes, resulted in reduced levels of funds to be recovered from completed programmes at the year end. The total commitment to grants made in the year was £336,000. The forecast to completion of the seven programmes is £307,436 and in addition £3,504 of other grants were made. The grant expenditure from Coach Core represents only a fraction of the total invested in the apprentices as a result of the programmes developed by Coach Core and the total amount of expenditure facilitated by the FY23 grants is expected to exceed £2 million.

Historically the charity has not commenced a programme until all the funding designated for that programme is in place. However, to maintain the momentum developing during the year under review, and in of the light of a challenging market for attracting apprentices, trustees decided to provide some funding from unrestricted sources to enable three programmes to be launched at the end of the period. In making this decision the trustees considered the overall financial position of the charity and the future funding resources.

Reserves

The policy of the charity is to maintain free reserves at a level to enable the charity to manage an orderly 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 was carried out 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. The cost of closure on March 31, 2023, is estimated at £78,000.

As at March 31, 2023 the charity had free reserves of £60,548 after deducting fixed assets of £1,913 from unrestricted reserves of £62,461. As a result of the continuing partnership with Sport England, the recently agreed funding with CIMPSA and commitments from other funders the trustees are of the opinion that the foundation is in a position to meet its commitments for the foreseeable future.

Financial Control

The Chairman and Treasurer review a detailed report of the charity income and expenditure and the position against the approved budget on a monthly basis. This is provided by our third-party accounting organisation, Cadence Accounting.

The Treasurer has access to review the accounts, via our software platform, at any time but is not permitted to make changes. His recommendations may be given to the Chief Executive, The Chair and/or the financial services provider instead.

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The financial position of the charity is a fixed agenda item at each quarterly meeting of the trustee board with particular attention given to the status of the free reserves.

Any new programme launches are agreed by the board, and it remains a core principle of the charity to ensure that funding is in place ahead of each programme. Whilst an exception was made to this principle in FY23, it is anticipated that this policy will be followed in the future. This is to ensure that there is no risk to an apprentice/s by the charity not being able to provide the employer grant linked to their contract of employment.

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 detailed 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.

Any trustee expenses are documented in our audited accounts.

Going Concern

The Covid-19 pandemic and subsequent impact has covered the whole period 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 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 whom a new partnership commenced in April 2022.

The budget for the year to March 2024 has been developed with recognition of the operating environment and contains several areas where expenditure will not be committed until there are sufficient funds in place. This is reviewed monthly.

Considering all factors, the Trustees consider that the level of cash reserves, along with future funding commitments is at an appropriate level to be of the opinion that Coach Core have adequate resources and funding to continue in operational existence for the foreseeable future.

Accordingly, the Trustees are satisfied that the accounts can be prepared on a going concern basis.

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Statement of Trustees’ responsibilities

The trustees are responsible for preparing the Report of the Trustees 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, the Charities Act 2011, Charity (Accounts and Reports) Regulations 2008 and the provisions of the trust deed 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, including the income and expenditure, of the charity for that period. In preparing those financial statements, the trustees are required to:

The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charity and to 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.

Approved by order of the board of trustees on 15[th] November 2023 and signed on its behalf by:

Edward Wray Chairman of the Board of Trustees, Coach Core Foundation

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Report of the independent auditors to the trustees of Coach Core Foundation

Opinion

We have audited the financial statements of Coach Core Foundation (the 'charity') for the year ended 31 March 2023 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement and 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 (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

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 Auditors' 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

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

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

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

Other information

The trustees are responsible for the other information. The other information comprises the information included in the Annual Report, other than the financial statements and our Report of the Independent Auditors thereon.

Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

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 this gives rise to a material misstatement in the financial

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statements themselves. 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 where the Charities (Accounts and Reports) Regulations 2008 requires us to report to you if, in our opinion:

Responsibilities of trustees

As explained more fully in the Statement of Trustees' Responsibilities, the trustees are responsible for the preparation of the financial statements which 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 liquidate the charity or to cease operations, or have no realistic alternative but to do so.

Our responsibilities for the audit of the financial statements

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

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. Owing to the inherent limitations of an audit, there is an unavoidable risk that material misstatements in the financial statements may not be detected, even though the audit is properly planned and performed in accordance with the ISAs (UK).

The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

We enquired of management concerning the Charity's policies and procedures relating to: - the identification, evaluation and compliance with laws and regulations;

The Charity is subject to many laws and regulations where the consequences of non-compliance could have a material effect on amounts or disclosures in the financial statements. We identified the following laws and regulations as the most likely to have a material effect if non-compliance were to

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occur; United Kingdom Generally Accepted Accounting Practice, the Charities Act 2011, tax legislation, anti-bribery legislation, GDPR and employment law.

We assessed the susceptibility of the Charity's financial statements to material misstatement, including how fraud might occur, by evaluating management's incentives and opportunities for manipulation of the financial statements. This included the evaluation of the risk of management override of controls. We determined that the principal risks were in relation to:

It is the audit partner's assessment that the audit team collectively had the appropriate competence and capabilities to identify or recognise non-compliance with laws and regulations.

We obtained an understanding of the Charity's operations, including the nature of its revenue sources, products and services and of its objectives and strategies to understand the classes of transactions, account balances, expected financial statement disclosures and business risks that may result in risks of material misstatement. We also considered the effectiveness of the Charity's control environment to identify and prevent any irregularities and fraud.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our Report of the Independent Auditors.

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.

GBJ LLP Statutory Auditor Sterling House 27 Hatchlands Road Redhill Surrey RH1 6RW

15[th] November 2023

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COACH CORE FOUNDATION

2022 – 2023 FINANCIAL REPORT

Pages

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COACH CORE FOUNDATION

STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2023

Unrestricted
Restricted
fund
funds
Notes
£
£
INCOME AND ENDOWMENTS FROM
Donations and legacies
2
368,891
472,701
Investment income
3
372
-
Other income
1,959
-
Total
371,222
472,701
EXPENDITURE ON
Raising funds
4
82,881
-
Charitable activities
5
Sports and coaching programmes
243,149
533,621
Total
326,030
533,621
NET INCOME/(EXPENDITURE)
45,192
(60,920)
RECONCILIATION OF FUNDS
Total funds brought forward
17,269
174,953
TOTAL FUNDS CARRIED FORWARD
62,461
114,033		 2023
Total
funds
£
841,592
372
1,959
843,923
82,881
776,770
859,651
(15,728)
192,222
176,494		 2022
Total
funds
£
277,861
32
1,894
279,787
88,192
469,761
557,953
(278,166)
470,388
192,222

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COACH CORE FOUNDATION

BALANCE SHEET 31 MARCH 2023

Unrestricted
Restricted
fund
funds
Notes
£
£
FIXED ASSETS
Tangible assets
11
1,913
-
CURRENT ASSETS
Debtors
12
123,034
-
Cash at bank
62,459
114,033
185,493
114,033
CREDITORS
Amounts falling due within one year
13
(124,945)
-
NET CURRENT ASSETS
60,548
114,033
TOTAL ASSETS LESS CURRENT
LIABILITIES
62,461
114,033
NET ASSETS
62,461
114,033
FUNDS
14
Unrestricted funds
Restricted funds
TOTAL FUNDS		 2023
Total
funds
£
1,913
123,034
176,492
299,526
(124,945)
174,581
176,494
176,494
62,461
114,033
176,494		 2022
Total
funds
£
4,698
61,583
172,803
234,386
(46,862)
187,524
192,222
192,222
17,269
174,953
192,222

The financial statements were approved by the Board of Trustees and authorised for issue on 15[th] November 2023 and were signed on its behalf by:

E Wray - Trustee

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COACH CORE FOUNDATION

CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2023

Notes
Cash flows from operating activities
Cash generated from operations
1
Net cash provided by/(used in) operating activities
Cash flows from investing activities
Purchase of tangible fixed assets
Interest received
Net cash provided by/(used in) investing activities
Change in cash and cash equivalents in
the reporting period
Cash and cash equivalents at the
beginning of the reporting period
Cash and cash equivalents at the end
of the reporting period		 2023
£
3,317
3,317
-
372
372
3,689
172,803
176,492		 2022
£
(367,595)
(367,595)
(2,766)
32
(2,734)
(370,329)
543,132
172,803

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COACH CORE FOUNDATION

NOTES TO THE CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2023

1. RECONCILIATION OF NET EXPENDITURE TO NET CASH FLOW FROM OPERATING ACTIVITIES

Net expenditure for the reporting period (as per the Statement
of Financial Activities)
Adjustments for:
Depreciation charges
Interest received
Increase in debtors
Increase/(decrease) in creditors
Net cash provided by/(used in) operations		 2023
£
(15,728)
2,784
(372)
(61,451)
78,084
3,317		 2022
£
(278,166)
2,441
(32)
(27,872)
(63,966)
(367,595)

2. ANALYSIS OF CHANGES IN NET FUNDS

At 1.4.22 Cash flow At 31.3.23
£ £ £
Net cash
Cash at bank 172,803 3,689 176,492
172,803 3,689 176,492
Total 172,803 3,689 176,492

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COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

1. ACCOUNTING POLICIES

Basis of preparing the financial statements

The financial statements of the charity, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) '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)', Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and the Charities Act 2011. The financial statements have been prepared under the historical cost convention.

Income

All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received and the amount can be measured reliably.

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.

Expenditure

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 a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.

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

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

Grants offered subject to conditions which have not been met at the year end date are noted as a commitment but not accrued as expenditure.

Tangible fixed assets

Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life.

Fixtures and fittings - 33% on cost Computer equipment - 33% on cost

Taxation

The charity is exempt from tax on its charitable activities.

Fund accounting

Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees. Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes. Further explanation of the nature and purpose of each fund is included in the notes to the financial statements.

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COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2023

1. ACCOUNTING POLICIES - continued

Pension costs and other post-retirement benefits

The charity operates a defined contribution pension scheme. Contributions payable to the charity's pension scheme are charged to the Statement of Financial Activities in the period to which they relate.

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.

2.
DONATIONS AND LEGACIES
Donations and gifts
3.
INVESTMENT INCOME
Deposit account interest
4.
RAISING FUNDS
Raising donations and legacies
Staff costs
5.
CHARITABLE ACTIVITIES COSTS
Sports and coaching programmes		 2023
£
841,592
2023
£
372
2023
£
82,881
Grant
funding of
activities
Support
Direct
(see note
costs (see
Costs
6)
note 7)
£
£
£
419,854
300,480
56,436

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COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2023

6. GRANTS PAYABLE

Sports and coaching programmes
The total grants paid to institutions during the year was as follows:
Berkshire
Leicester
Tyne & Wear
Manchester
Bristol
Leeds
London
Essex
Middlesbrough
Covid Relief
Birmingham
Sussex
Surrey
Devon		 2023
£
300,480
2023
£
-
38,250
-
42,000
51,850
38,000
38,500
27,336
61,000
3,504
-
-
40
-
300,480		 2022
£
99,597
2022
£
(4,800)
-
80,516
(322)
(5,263)
(919)
(6,515)
(7,600)
5,999
4,781
12,740
39,092
18,000
(36,112)
99,597

During the year seven projects were commenced. The grant payments are made to the institutions employing the apprentices. For projects not completed during the year, the amount shown represents the full liability of the charity in respect of the project based upon the number of apprentices forecast to complete the programme. Historically, the charity has not started a project before all of the funding was in place to ensure that the apprentices would not be at risk of the project completing. In the year under review, the trustees decided to allocate an amount of unrestricted funds to enable three programmes to commence despite not being fully funded based on the trustees reasonable expectation of future funding.

7. SUPPORT COSTS

Governance
Management
Finance
costs
£
£
£
Sports and coaching programmes
42,037
112
14,287		 Totals
£
56,436

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COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2023

7. SUPPORT COSTS - continued

Support costs, included in the above, are as follows:

2023 2022
Sports and
coaching Total
programmes activities
£ £
Insurance 3,375 3,259
Telephone 2,629 2,832
Postage and stationery - 2,306
Advertising 15,143 768
Sundries 682 -
Office supplies 1,123 1,584
Entertainment 1,447 1,247
Subscriptions 525 3,301
Travel and subsistence 17,113 10,426
Bank charges 112 349
Auditors' remuneration 6,000 16,342
Accountancy and legal fees 8,287 5,527
56,436 47,941

8. TRUSTEES' REMUNERATION AND BENEFITS

There were no trustees' remuneration or other benefits for the year ended 31 March 2023 nor for the year ended 31 March 2022.

Trustees' expenses

During the year under review, travel costs incurred by a trustee, Ms E Usoro-Brown, were re-imbursed to the amount of £215.

9. STAFF COSTS

The average monthly number of employees during the year was 9 (2022: 8).

One employee received emoluments exceeding £60,000 (2022: One).

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COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2023

10.
COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES
Unrestricted
Restricted
fund
funds
£
£
INCOME AND ENDOWMENTS FROM
Donations and legacies
167,861
110,000
Investment income
32
-
Other income
1,894
-
Total
169,787
110,000
EXPENDITURE ON
Raising funds
88,192
-
Charitable activities
Sports and coaching programmes
131,944
337,817
Total
220,136
337,817
NET INCOME/(EXPENDITURE)
(50,349)
(227,817)
RECONCILIATION OF FUNDS
Total funds brought forward
67,618
402,770
TOTAL FUNDS CARRIED FORWARD
17,269
174,953		 Total
funds
£
277,861
32
1,894
279,787
88,192
469,761
557,953
(278,166)
470,388
192,222

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COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2023

11.
TANGIBLE FIXED ASSETS
Fixtures
and
Computer
fittings
equipment
£
£
COST
At 1 April 2022 and 31 March 2023
653
7,700
DEPRECIATION
At 1 April 2022
384
3,271
Charge for year
218
2,567
At 31 March 2023
602
5,838
NET BOOK VALUE
At 31 March 2023
51
1,862
At 31 March 2022
269
4,429
12.
DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
2023
£
Other debtors
123,034
13.
CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
2023
£
Trade creditors
1,112
Social security and other taxes
(17)
Other creditors
2,444
Grants payable
108,491
Accrued expenses
12,915
124,945		 Totals
£
8,353
3,655
2,785
6,440
1,913
4,698
2022
£
61,583
2022
£
-
8,480
2,124
23,576
12,682
46,862

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COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2023

14. MOVEMENT IN FUNDS

MOVEMENT IN FUNDS
Net
movement
At 1.4.22 in funds At 31.3.23
£ £ £
Unrestricted funds
General fund 17,269 45,192 62,461
Restricted funds
Sport England 123,621 (37,505) 86,116
The Royal Foundation 201 (201) -
10,918 (3,504) 7,414
Temasek/Sport England Covid Relief
Other 40,213 (39,713) 500
Sport England 2 - 3 3
Taylor Trust - 20,000 20,000
174,953 (60,920) 114,033
TOTAL FUNDS 192,222 (15,728) 176,494
Net movement in funds, included in the above are as follows:
Incoming Resources Movement
resources expended in funds
£ £ £
Unrestricted funds
General fund 371,222 (326,030) 45,192
Restricted funds
Sport England - (37,505) (37,505)
The Royal Foundation 1 (202) (201)
Temasek/Sport England Covid Relief - (3,504) (3,504)
Other 37,700 (77,413) (39,713)
Sport England 2 415,000 (414,997) 3
Taylor Trust 20,000 - 20,000
472,701 (533,621) (60,920)
TOTAL FUNDS 843,923 (859,651) (15,728)

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COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2023

14. MOVEMENT IN FUNDS - continued

Comparatives for movement in funds

Net Transfers
movement between
At 1.4.21 in funds funds At 31.3.22
£ £ £ £
Unrestricted funds
General fund 67,618 (50,349) - 17,269
Restricted funds
Sport England 226,153 (102,532) - 123,621
The Royal Foundation 41,718 (41,517) - 201
Collinson 10,130 (10,130) - -
Temasek/Sport England Covid Relief 35,499 (4,781) (19,800) 10,918
Other 89,270 (49,057) - 40,213
Temasek - (19,800) 19,800 -
402,770 (227,817) - 174,953
TOTAL FUNDS 470,388 (278,166) - 192,222
Comparative net movement in funds, included in the above are as follows:
Incoming Resources Movement
resources expended in funds
£ £ £
Unrestricted funds
General fund 169,787 (220,136) (50,349)
Restricted funds
Sport England - (102,532) (102,532)
The Royal Foundation - (41,517) (41,517)
Collinson 50,000 (60,130) (10,130)
Temasek/Sport England Covid Relief - (4,781) (4,781)
Other 24,000 (73,057) (49,057)
Britford Trust 16,000 (16,000) -
Temasek 20,000 (39,800) (19,800)
110,000 (337,817) (227,817)
TOTAL FUNDS 279,787 (557,953) (278,166)

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COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2023

14. MOVEMENT IN FUNDS - continued

A current year 12 months and prior year 12 months combined position is as follows:

Net Transfers
movement between
At 1.4.21 in funds funds At 31.3.23
£ £ £ £
Unrestricted funds
General fund 67,618 (5,157) - 62,461
Restricted funds
Sport England 226,153 (140,037) - 86,116
The Royal Foundation 41,718 (41,718) - -
Collinson 10,130 (10,130) - -
Temasek/Sport England Covid Relief 35,499 (8,285) (19,800) 7,414
Other 89,270 (88,770) - 500
Temasek - (19,800) 19,800 -
Sport England 2 - 3 - 3
Taylor Trust - 20,000 - 20,000
402,770 (288,737) - 114,033
TOTAL FUNDS 470,388 (293,894) - 176,494

A current year 12 months and prior year 12 months combined net movement in funds, included in the above are as follows:


are as follows:
Incoming Resources Movement
resources expended in funds
£ £ £
Unrestricted funds
General fund 541,009 (546,166) (5,157)
Restricted funds
Sport England - (140,037) (140,037)
The Royal Foundation 1 (41,719) (41,718)
Collinson 50,000 (60,130) (10,130)
Temasek/Sport England Covid Relief - (8,285) (8,285)
Other 61,700 (150,470) (88,770)
Britford Trust 16,000 (16,000) -
Temasek 20,000 (39,800) (19,800)
Sport England 2 415,000 (414,997) 3
Taylor Trust 20,000 - 20,000
582,701 (871,438) (288,737)
TOTAL FUNDS 1,123,710 (1,417,604) (293,894)

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During the year, the charity received the first instalment of a five year programme with Sport England Sport England 2), the second partnership agreement. The balance of the first partnership was carried forward to fund project expenditure and also to support the provision of employment coaches to provide support for apprentices into long term employment.

The allocation of the Sport England 2 funding is shown in Note 16.

15. RELATED PARTY DISCLOSURES

There were no related party transactions for the year ended 31 March 2023.

16. SPORT ENGLAND GRANT ALLOCATION

Direct grant
SMT staff
Development staff
Digital staff
Impact staff
Programme staff
On costs and expenses
Office costs
Digital costs
Events
Development & fundraising
Travel & subsistence
Kit & equipment
Education & licence fee
Training
Consultancy & partnership
Total
Total grant
Balance carried forward		 2023
£
192,720
31,203
48,162
24,632
5,286
44,308
15,040
168,631
18,626
5,675
10,000
918
6,497
4,527
5,340
229
1,835
53,646
414,997
415,000
3

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COACH CORE FOUNDATION

DETAILED STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2023

INCOME AND ENDOWMENTS
Donations and legacies
Donations and gifts
Investment income
Deposit account interest
Other income
Gift aid receivable
Total incoming resources
EXPENDITURE
Raising donations and legacies
Wages
Social security
Pensions
Charitable activities
Trustees' expenses
Wages
Social security
Pensions
Sub contractors
Consulting
Rent
Event cost
Training and welfare
Computer and software
Kit costs
Development fees
Fixtures and fittings
Grants to institutions
Support costs
Management
Insurance
Telephone
Postage and stationery
Advertising
Carried forward		 2023
£
841,592
372
1,959
843,923
74,562
5,818
2,501
82,881
215
267,911
27,596
8,577
19,500
-
28,800
29,728
16,012
10,658
4,527
3,546
2,784
300,480
720,334
3,375
2,629
-
15,143
21,147		 2022
£
277,861
32
1,894
279,787
79,989
5,520
2,683
88,192
-
216,965
22,969
7,319
2,045
1,950
28,320
2,928
13,305
15,073
8,908
-
2,441
99,597
421,820
3,259
2,832
2,306
768
9,165

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COACH CORE FOUNDATION

DETAILED STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2023 – continued.

Management
Brought forward
Sundries
Office supplies
Entertainment
Subscriptions
Travel and subsistence
Finance
Bank charges
Governance costs
Auditors' remuneration
Accountancy and legal fees
Total resources expended
Net expenditure		 2023
£
21,147
682
1,123
1,447
525
17,113
42,037
112
6,000
8,287
14,287
859,651
(15,728)		 2022
£
9,165
-
1,584
1,247
3,301
10,426
25,723
349
16,342
5,527
21,869
557,953
(278,166)

--- ENDS ---

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