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2024-03-31-accounts

Coach Core Foundation

Annual Report 2023 - 2024

Report of the trustees and financial statements for the year ended 31st March 2024. Audited by GBJ LLP.

UK Charity Number: 1186782

Contents

6 - 7 Our strategy summary: Year 3 impact / final observations 8 Our performance in context 9 Our operations: 1[st] April 2023 to 31[st] March 2024 10 - 11 Future prospects: 2024 - 2025 12 Governance 13 Diversity and inclusion 14 Charity Governance Code 14 - 15 Risk and Safeguarding 16 Data protection and information security 16 - 17 Fundraising compliance 17 Our people

Annual accounts – begin page 24.

25 Statement of financial activities

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Trustees statement

The Trustees present their annual report and financial statements for the period ended 31/03/2024.

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 fourth 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 Foundation enables under-represented young people to access inclusive sports apprenticeships, changing their lives and those around them. Since we launched in 2012, we have worked with over 200 sport for social change employers , provided apprenticeships for 862 young people who have become changemakers in their local communities delivering an estimated 982,000 coaching sessions to over 13.7 million people.

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. More recently, we have also worked with our training provider to introduce a Level 4-degree equivalent qualification to usher in an even greater pathway of development in the sports and physical activity sector.

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.

However, it is the Coach Core ethos that we are also here to support the employer, as many of our partner organisations are charities and/or small-medium businesses that require extra support and guidance when recruiting diverse, young talent, or perhaps navigating the world of apprenticeships. It is our model therefore to convene employers and support partners locally and nationally to create powerful, collaborative networks and we fundraise on their behalf to support the extra costs of recruiting, retaining and developing the talent we all want to prioritise working with.

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).

In Summer 2024, the charity will celebrate its 1000[th] apprentice, sparking the launch of ‘Project 1500’ ; a bold new strategy to support 500 apprentices over the next 3-years. As part of this, we will challenge ourselves to further target the young people that need the opportunity most. We will strengthen our education and support offer in all senses and create a stronger platform that profiles and amplifies the inspiring journey and impact of our apprentices, and young people in general.

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Charity reflections for 2023 - 2024

The charity enjoyed a successful year on all fronts, increasing its fundraising, programme portfolio and embarking on new projects and processes to further strengthen the organisation ahead of its new strategy. Summary highlights include:

•
Recognition: Coach Core		 enjoyed anotheryear of award success,including:
AAC Awards 2024 - EDI Provider Recognition Award, Winner
- Widening Participation Award OTY, Finalist
World Skills Awards 2024 - Network of the Year, Finalist
- World Skills Awards, Initiative of the Year, Highly Commended
The Learning Awards 2024 - Apprenticeship Programme of the Year (with England Boxing)
UK Coaching Awards 2023 - Wasim Collins, Coach Developer of the Year, Finalist
- England Boxing Apprenticeship Programme, Inclusive coaching, Winner
- Gabrielle Reid, Young Coach of the Year, Winner.
NE Apprenticeship Awards 2023 Training Provider/Programme of the Year, Winner.

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Coach Core Foundation: Strategy 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.

The original five strategic areas of focus were:

Across this 3-year period, we have provided annual updates on our progress and how we have shaped or amended these targets based on the feedback given and the needs of our young people. The ultimate ambition has always been 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. If at any point we felt our strategic direction was not enabling us to achieve that mission, then we have always been transparent and honest in the decisions taken to adjust our processes and programmes accordingly.

Over page is the third and final year summary report of our 2021-2024 strategy that details our progress over the last twelve months. This sees the conclusion of the existing vision, mission and the targets for that period and is reported on for the period 1[st] April 2023-31[st] March 2024.

In terms of the wider strategy, we are extremely proud of how we have advanced the strength of the charity and for the lives we have changed across the last three years, knowing we have made a lasting impact in communities across the UK through our work. We achieved many of the targets we set out to achieve in 2021 – including celebrating our 1000[th] apprentice this summer - but we also fell short in some areas too, all of which have been reported transparently in our 3-year report.

Summary highlights across the 3-years include:

To read the full 3-year strategic report, visit: https://coachcore.org.uk/2021-2024-summary-strategy/

We have taken this learning into the new strategy – ‘ Project 1500 ’ - to reshape the underpinning vision, mission and purpose of the charity, identify the things we wish to enhance or develop further, but we also stay true to the things that have made Coach Core a stronger, more impactful charity overall. This is an exciting, bold new direction for the charity that has also been informed by the voices of our apprentices, our key stakeholders and independent analysis including the University of Bath, Morgan Stanley, and our System Partner governance processes with Sport England.

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

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Our strategy summary: Year 3 impact / final observations.

Target
Pillar		 Target #1 Target #2
#1OUR
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
230 unique employers that have employed at
least one Coach Core apprentice.		 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 79 total programmes across the UK
since 2012. We have averaged 11 programmes per
year over the strategy period.
#2OUR
SUPPORT		 15% increase in funding diversity Re-establish a success rate of 90%+ by 2024.
Status Target attained:When Coach Core
novated out of The Royal Foundation in
April 2020, we received £509,515, inclusive
of our 2018-21 Sport England partnership
funding. Since the novation, our income has
grown steadily, mirroring the charity’s
expansion over the subsequent 3 years.
Excluding the initial novation funds, income
has increased by 48% from 2021 to 2024 and
there has been a 292% growth in the
number of supporters giving to the charity.
In 2022, Coach Core were named a Sport
England ‘System Partner’ and confirmed a
new 5-year funding agreement.
In 2023, for every £1 of funding Coach Core
granted an employer, £5 was unlocked from
government grants and employers. This
totals an estimated £4.5 million extra funding
to those young people who needed it.		 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.
Whilst we fell below our aspiring target of 90%
success rates, we are currently tracking at 80% and
proud that the apprenticeship continues to surpass
the national average for completion rates.
Currently, 71% of apprentices who start our
programme successfully finish it, exceeding the
national average by 17.6% and outperforming
apprenticeships in the Leisure, Travel, and Tourism
sector by 11.5%. Given our target group of
apprentices face extra challenges and barriers, this
completion rate is even more impressive.
#3OUR
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
supported986 apprentices and expect
to hit 1000 by September 2024.
We will celebrate this success by launching
the 1000th apprentice campaign, shining a
light on the young people over the last 12
years and following the journey of our
1000th apprentice.		 Target amended: Originally, we set an ambitious
target of achieving 50% representation across all
areas. In 2022-23, we revised this target as we felt
the original target was too overarching and not
explicit enough to: a) differentiate the different
socio-economic groups with enough clarity, and b)
challenge ourselves to drive greater opportunities
for these different audiences versus the national
averages per group.

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Measuring across 2021-24, we have supported:
- An average of 21% from Ethnically Diverse
communities – an upward trend of 5%.
- 33% were female- an upward trend of 8%.
- An average of 22% had Additional Learning Needs,
an upward trend of 21% from the beginning of the
strategy period 15% to 36% in 2023.
- 43% from the Top 30% IMD areas, an upward
trend of 4%.
#4THE
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 Across this strategy period apprentices have led or supported over 311,000 sessions, reaching
approximately 4.3 million people. This is above the predicted amount, and it is worth noting we are
now using a methodology linked to start and end dates alongside an average for coaching sessions
and the number of participants.
One case study that brings these statistics to life is Madi, for her women and girls focused sessions.
One of the participants commented_“When I first came, I wouldn’t do any of the sessions I would just_
_stay with Madi but now I join in a bit more and I’ve made quite a few friends”._Madi worked on the
Women's Active projects delivering sessions for women of all ages in ethnically diverse and under-
served areas of Leicester. She continues to empower unaccompanied asylum-seeking children with
their self-development, giving them the tools, skills and knowledge to understand the opportunities
that the project can provide for them.
#5OUR
INSIGHTS		 To accurately measure and evidence
the Coach Core social return on
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 enhance our ways of working
linked to SROI. This has been one of the
biggest advancements the charity has made.
We believe that we have an obligation to
continue to champion the successes and
challenges facing our young people by
involving their voices and representing them
as best as we can. We also committed to
open, transparent reporting both internally
and by engaging with the services of external
partners to evaluate our work. This includes:
-Development of a robust recruitment strategy,
benefitting all parties.
-Selected partner for the Morgan Stanley Charity
Challenge, providing invaluable insight into our
operations and ways we can enhance our work.
-Featured in the 2023 Centre for Social Justice
‘Game Changer’ paper.
- Worked with the Sport for -Development
Coalition on the sector evaluation tool.		 Target attained:The Coach Core Youth Board
was launched in the first year of our strategy. It
now enters its third phase, guided by key learnings
from our past experiences, and will include the
launch of apprentice/graduate networks, virtual
meeting spaces for young people with a shared
passion or lived experience, to connect with others,
share their experiences and help us improve our
programmes. These networks will be shaped by the
young people themselves and will help ensure our
programmes are more reflective of the needs and
challenges faced by marginalised and under-
represented groups.
This also mirrors their feelings that wider youth
initiatives need more decision making and insight
from young people themselves. We will now focus
on creating a supportive environment where they
can lead and shape their own experiences, ensuring
their voices are at the heart of everything we do.

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Our performance in context

Previous analysis by the London Progression Collaboration (2022) showed that intermediate apprenticeship starts had decreased by 72% between 2014/15 and 2021/2022, whilst higher level apprenticeships had increased by 400% across the same period.

Similar research the following year showed that higher level apprenticeship starts were the highest on record, with intermediate starts the lowest (gov.uk 2024).

More recent analysis by ‘ mystartingpoint ’ (2024) showed that this trend had continued across the most recent academic year. Advanced, higher level and degree level apprenticeships had made up 94.8% of all apprenticeship starts in 2023/2024, whilst 66.6% of apprenticeships were funded by the apprenticeship levy.

This suggests that employers were continuing to prioritise higher level qualifications, likely to be better suited to older, more experienced staff, rather than providing opportunities to younger applicants.

To amplify this challenge, young people were experiencing a range of barriers in accessing employment and education across this same period. Research from the Office of National Statistics (2024) shows that around 12% of young people (aged 16-24) were not in employment, education or training (NEET) between October and December 2023. This represented an increase of over 20,000 from the same period in 2022.

In addition, there were an estimated 559,000 young people who were both NEET and economically inactive, an increase of almost 40,000 since the previous estimate in 2022. Mental health challenges and the cost-of-living crisis were continuing to determine the employment and education choices of young people.

Alongside this, young people from marginalised groups continued to face significantly more barriers to employment and education as outlined clearly by the Youth Futures Foundation in 2023.

Against this backdrop, the need for our work becomes even more apparent and has shaped many of the strategic plans and directions for our new strategy – Project 1500 .

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Our operations: 1[st] April 2023 to 31[st] March 2024

New programme launches currently in learning (all level 2 unless indicated)

Programme Employers Start numbers Leavers
Bristol 23 5 11 1
England Boxing (Mixed Qual) 1 7 0
Leicester L3 8 16 3
Leicester 23 3 6 1
Manchester 24 1 1 0
National 23 L3 3 5 0
Northumberland Tyne & Wear 23 12 18 3
Notts and DerbyL3 4 6 2
Surrey 4 5 1
SurreyL3 4 4 0
Sussex 23 8 10 3
West Midlands 23 5 11 1
Total 58 100 15

Completed programmes (all level 2 unless indicated)

Programme Apprentice starts Graduated Distinction
Birmingham 21 11 8 4
Bristol 22 15 11 7
British CyclingL2/L3 2 2 2
Doncaster 22 5 3 1
Essex 22 12 9 3
Leeds 22 8 6 2
Leicester 22 17 11 2
London 22 12 6 1
Manchester 22 13 9 7
Middlesborough 22 16 11 6
National 22 L3 5 5 4
Sussex 21 7 3 0
England BoxingL3 8 7 1
Total 131 92(70%) 40(43%)

The overall achievement rate for apprenticeships in England increased to 54% in 2022/23. Coach Core's achievement rate surpasses the national average by 16%, a notable accomplishment given the significant barriers faced by the individuals we support.

25% of Coach Core apprentices come from ethnically diverse backgrounds, compared to 15.2% of apprenticeships nationally, indicating a 10% higher representation. 34% of Coach Core apprentices for this financial year are female, compared to the national average of 48%. While the participation of female apprentices has been steadily increasing, this remains an area of focus for Coach Core.

Benchmarking – taken from the latest DfE annual achievement, pass, and retention rates (2022/2023)

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Future prospects: 2024-2025

• Project 1500 – the bold new strategy for Coach Core (2024-27).

Launching in Summer 2024, and as mentioned previously, we have taken the learning from the previous strategy and feedback from our beneficiaries, to write a strategy that we also feel is designed around the opportunities available for the charity over the next 3-years.

It has led us to reshaping the key vision, purpose, values and mission of the charity to ensure we are reflective of the current state of the organisation, the environment in which we operate and the needs of our young people.

Our vision : every young person can access meaningful education and employment opportunities without barriers and discrimination.

Our purpose: Coach Core Foundation enables under-represented young people to access inclusive sports apprenticeships, changing their lives and those around them.

Our values: we are collaborative, inclusive and empowering, and we challenge ourselves to always put young people at the heart of everything we do.

Our mission: We want to develop our wider partner network to increase the quality of the apprenticeship experience, reach the young people who need the opportunity the most and bring more supporters to the cause.

The overarching goal is to support 500 new apprentices over the next 3 years to build on the 1000 apprentices we’ve supported over the last 12 years. These inspiring role models will then create a powerful impact in their local community across 2024 to 2027 with a projected 611,000 coaching sessions led or assisted that will benefit over 8.5 million participants during that time.

You can learn more about our exiting new strategy here: https://coachcore.org.uk/project-1500/

• Fundraising summary

Every year we aim to diversify our funding portfolio further so we can maintain consistent operations and support for the charity. We want to reduce our dependency on a handful of donors, and instead boost the charity’s resilience and adaptability. This year we’ve worked hard to establish relationships with new Trusts and Foundations and corporate partners and have launched events and campaigns to engage new audiences and help unlock more unrestricted funding. Whilst we’ve still got a long way to go, we’re thrilled to see a 131% growth in the number of supporters giving to Coach Core and a 32% growth in income (in comparison to the previous financial year). We hope this inspires even greater confidence and trust among donors, supporters and stakeholders as we continue to grow.

Below we have captured some highlights for Coach Core:

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Moving forwards, we are committed to using these our campaigns and events to strengthen our existing partnerships and introduce new supporters to the charity. Plus, we’re making strides with establishing our first ever Development Board which will bring together 6-8 influential people who can help us raise our profile and sustainably grow our income base. Our ambition is that the group will help us open doors to potential supporters, instigate fundraising events or campaigns and, over the next 12 months, for the group to collectively help us unlock £150,000 to support our work.

• Raising our profile

In 2023-2024, we introduced four new high-profile ambassadors to join the current supporters of the charity and share our work with their audiences. Namely they are:

Building on the first Sports Day event, the second also saw a number of celebrities support our work on the day and widen our exposure to their substantial follower base.

We also embarked on our first partnership with PR-marketing specialists – Run Communications – who have helped us to devise a strategy to enhance our profile and highlight our work in a variety of different ways, to very different audiences. The hope is that we can really demonstrate the impact of our work to bring more influential figures and decision makers towards the charity to help us realise the growth ambitions of the new strategy.

• Sport England Tier 3 compliance

As part of our ‘System Partner’ agreement (2022-2027) with Sport England, we were set a number of benchmarked areas of improvement that the charity can work towards. We welcomed this review as a relatively new organisation and have achieved compliance in several areas since our last annual report. This includes:

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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. In 2024, we had one founding trustee and two further trustees serve notice to step down and as such a recruitment process was undertaken to identify their replacements and further strengthen the board ahead of the new strategy with two new appointments. The current 2024-2025 Board of Trustees is outlined below.

As per our Constitution, the trustees are responsible for overseeing the management of all the affairs of the 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
(Chair)
December 2019.		 Stephen
Mitchell (SID*)
December 2019.		 Khaled Amin
(Treasurer)
July 2024.		 Phil Newman
(Risk)
July 2024.		 Andrew
Thomas
August 2020.
Eboni Usoro-
Brown
August 2020.		 Huw Edwards
August 2020		 Athos
Rushovich
July 2024		 Haydn Morgan
July 2024.		 Sian Hill
July 2024.

* Senior Independent Trustee

As of 31st March 2024, The Coach Core Foundation employs a total of 13 staff. The Senior management team is as follows:

Registered address Independent Auditor Principal Bankers Financial services Capital Offices (c/o GBJ Chartered Accountants Barclays Bank Plc Cadence Accounting (Suite CCF) 27 Hatchlands Rd, Registered at: 3, 157 Station Rd E, Oxted 124-128 City Rd, Redhill, Surrey, RH1 6RW 13 Artillery Row, RH8 0QE) London, EC1V 2NJ London, SW1P 1RH

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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, apprentices, 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.

Risk and 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: - https://coachcore.org.uk/about us/safeguarding/

The Foundation undertakes the following, ongoing responsibilities:

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

Programmes staff are responsible for:

Risk and Safeguarding focus for 2024 - 2025

We have recently updated our organisational Risk Register, based on feedback from all departments. This will be updated regularly and reviewed every quarter, to help identify and mitigate risks to the organisation.

We are continuing to update and develop our policies, to further enhance our operational processes. We will be finalising a range of key policies and action plans over the next 12 months, including our Diversity and Inclusion Action Plan and our Environmental, Social and Governance and Mental Health Policies. We will also be submitting our first set of evidence to the Ann Craft Trust Safeguarding Adults in Sport Framework. This aligns with the expectations set as part of the System Partner-Tier 3 process and will provide further guidance on how to enhance our safeguarding practices.

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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.

Fundraising Compliance

Coach Core's fundraising team is comprised of a Director of Development who leads the team, and two Fundraising Officers who assist in executing various fundraising activities. Additionally, an independent fundraising trustee who provides expert guidance to the team.

Within the trustee board, two members have donated financially over the last financial year. All trustees sign a ‘conflict of interest’ declaration to ensure that donations benefit the charity without any personal gain.

To manage donor details securely, Coach Core uses the database Salesforce, ensuring that this information is not shared outside the charity.

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

We greatly value 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.

To support these conversations, the charity has several policies in place to ensure ethical and effective fundraising. The Ethical Fundraising Policy demonstrates a commitment to comply with laws and charity commission guidance. The Gift Recognition Policy ensures supporters are appropriately acknowledged. The Gift Management Policy outlines responsibilities for writing funding applications as well as capturing the acceptance, management, and reporting of grants to ensure compliance with

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funding requirements. The Gift in Kind Policy requires documentation of non-financial donations 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 more information, please contact 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:

Staff have a number of third-party support lines and HR guidance from our contracted partners, Petaurum, to ensure the team are able to confide any professional or personal issues they may be having.

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.

We continue to work with key partners, such as Sport England, to continually update and enhance our governance and people facing processes to create safer, supportive and happier working environments for all.

Lastly, there is a periodical review of our people focussed policies to ensure they are relevant and fit for purpose. Owners of each policy are assigned by role within the senior management team and any new updates are shared accordingly with the staff and the board.

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Financial Review

The level of income raised has increased in the year primarily as a result of a new partnership with CIMPSA to fund the coaches to work with the apprentices to improve employment prospects at the end of the programmes. This has also been a factor in the increase in costs in the year as the coaches were employed. Despite the general cost pressures in the economy the foundation continues to manage day to day expenses in an effective manner. 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 second 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 pledged £100,000 which was received after the year end.

Eight 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 £358,250. The forecast to completion of the programmes is £302,869 and in addition £160 of other grants were made. Refunds of £9,415 were received in respect of grants made in previous years resulting in a total grant expense for the year of £293,614. 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 FY24 grants is expected to exceed £2 million.

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, 2024, is estimated at £78,000.

As at March 31, 2024 the charity had free reserves of £16,385. 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.

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.

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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. 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

We have an on-going, strong, relationship with our principal funders, and have added a number of significant new funders in the past year. We continue to have a strong relationship with Sport England, with whom a new partnership commenced in April 2022.

The budget for the year to March 2025 has been developed with a continued focus on the environment within which Coach Core operates 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, are sufficient to ensure that Coach Core has adequate resources and funding to continue to operate as normal 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 Monday 7[th] October 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 2024 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).

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

17[th] September 2024

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COACH CORE FOUNDATION

2023 – 2024 FINANCIAL REPORT

Contents

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COACH CORE FOUNDATION

STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2024

Unrestricted
Restricted
fund
funds
Notes
£
£
INCOME AND ENDOWMENTS FROM
Donations and legacies
2
305,370
685,750
Investment income
3
2,199
-
Other income
227
-
Total
307,796
685,750
EXPENDITURE ON
Raising funds
4
91,802
-
Charitable activities
5
Sports and coaching programmes
267,470
570,447
Total
359,272
570,447
NET INCOME/(EXPENDITURE)
(51,476)
115,303
RECONCILIATION OF FUNDS
Total funds brought forward
62,461
114,033
TOTAL FUNDS CARRIED FORWARD
10,985
229,336		 2024
Total
funds
£
991,120
2,199
227
993,546
91,802
837,917
929,719
63,827
176,494
240,321		 2023
Total
funds
£
841,592
372
1,959
843,923
82,881
776,770
859,651
(15,728)
192,222
176,494

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COACH CORE FOUNDATION

BALANCE SHEET - 31 MARCH 2024

Unrestricted
Restricted
fund
funds
Notes
£
£
FIXED ASSETS
Tangible assets
11
-
-
CURRENT ASSETS
Debtors
12
118,110
-
Cash at bank
42,979
229,336
161,089
229,336
CREDITORS
Amounts falling due within one year
13
(150,104)
-
NET CURRENT ASSETS
10,985
229,336
TOTAL ASSETS LESS CURRENT
LIABILITIES
10,985
229,336
NET ASSETS
10,985
229,336
FUNDS
14
Unrestricted funds
Restricted funds
TOTAL FUNDS		 2024
Total
funds
£
-
118,110
272,315
390,425
(150,104)
240,321
240,321
240,321
10,985
229,336
240,321		 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

The financial statements were approved by the Board of Trustees and authorised for issue on 7[th] October 2024 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 2024
Notes
Cash flows from operating activities
Cash generated from operations
1
Net cash provided by operating activities
Cash flows from investing activities
Interest received
Net cash provided by 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		 2024
£
93,624
93,624
2,199
2,199
95,823
176,492
272,315		 2023
£
3,317
3,317
372
372
3,689
172,803
176,492

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COACH CORE FOUNDATION

NOTES TO THE CASH FLOW STATEMENT

FOR THE YEAR ENDED 31 MARCH 2024

1. RECONCILIATION OF NET INCOME/(EXPENDITURE) TO NET CASH FLOW FROM OPERATING ACTIVITIES

OPERATING ACTIVITIES
2024 2023
£ £
Net income/(expenditure) for the reporting period (as per the
Statement of Financial Activities) 63,827 (15,728)
Adjustments for:
Depreciation charges 1,914 2,784
Interest received (2,199) (372)
Decrease/(increase) in debtors 4,924 (61,451)
Increase in creditors 25,158 78,084
Net cash provided by operations 93,624 3,317
ANALYSIS OF CHANGES IN NET FUNDS
At 1.4.23 Cash flow At 31.3.24
£ £ £
Net cash
Cash at bank 176,492 95,823 272,315
176,492 95,823 272,315
Total 176,492 95,823 272,315

2. ANALYSIS OF CHANGES IN NET FUNDS

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COACH CORE FOUNDATION NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2024

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 2024

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

2024
£
Donations and gifts
991,120
3.
INVESTMENT INCOME
2024
£
Deposit account interest
2,199
4.
RAISING FUNDS
Raising donations and legacies
2024
£
Staff costs
91,802
5.
CHARITABLE ACTIVITIES COSTS
Grant
funding of
activities
Support
Direct
(see note
costs (see
Costs
6)
note 7)
£
£
£
Sports and coaching programmes
455,711
293,614
88,592

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COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS - continued

FOR THE YEAR ENDED 31 MARCH 2024

6. GRANTS PAYABLE

Sports and coaching programmes
The total grants paid to institutions during the year was as follows:
Derby
Leicester
Tyne & Wear
Manchester
Bristol
Leeds
London
Essex
Middlesbrough
Covid Relief
Birmingham
Sussex
Surrey
Doncaster
 2024
£
293,614
2024
£

26,000
54,000
64,500
-
37,500
(8,500)
-
-
-
160
49,585
17,735
33,384
19,250
293,614
 2023
£
300,480
2023
£
-
38,250
-
42,000
51,850
38,000
38,500
27,336
61,000
3,504
-
-
40
-
300,480

During the year under review there was a recovery of £9,415 of underspend grants previously provided from unrestricted funds in the year to March 2023.

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COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS - continued

FOR THE YEAR ENDED 31 MARCH 2024

7. SUPPORT COSTS

Governance
Management costs Totals
£ £ £
Sports and coaching programmes 64,182
24,410		 88,592
Support costs, included in the above, are as follows:
2024 2023
Sports and
coaching Total
programmes activities
£ £
Insurance 5,485 3,375
Telephone 3,913 2,629
Advertising 16,498 15,143
Sundries 1,995 682
Office supplies 1,632 1,123
Entertainment 2,876 1,447
Subscriptions 574 525
Travel and subsistence 31,209 17,113
Bank charges - 112
Auditors' remuneration 9,778 6,000
Accountancy and legal fees 14,632 8,287
88,592 56,436

8. TRUSTEES' REMUNERATION AND BENEFITS

There were no trustees' remuneration or other benefits for the year ended 31 March 2024 nor for the year ended 31 March 2023.

Trustees' expenses

Trustees' expenses
2024 2023
£ £
Trustees' expenses - 215

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COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS - continued

FOR THE YEAR ENDED 31 MARCH 2024

9. STAFF COSTS

The average monthly number of employees during the year was 7 (2023: 9).

One employee received emoluments exceeding £60,000 (2023: One).

10.
COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES
Unrestricted
Restricted
fund
funds
£
£
INCOME AND ENDOWMENTS FROM
Donations and legacies
368,891
472,701
Investment income
372
-
Other income
1,959
-
Total
371,222
472,701
EXPENDITURE ON
Raising funds
82,881
-
Charitable activities
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		 Total
funds
£
841,592
372
1,959
843,923
82,881
776,770
859,651
(15,728)
192,222
176,494

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COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS - continued

FOR THE YEAR ENDED 31 MARCH 2024

11. TANGIBLE FIXED ASSETS

Fixtures
and
Computer
fittings
equipment
£
£
COST
At 1 April 2023 and 31 March 2024
653
7,700
DEPRECIATION
At 1 April 2023
602
5,838
Charge for year
51
1,862
At 31 March 2024
653
7,700
NET BOOK VALUE
At 31 March 2024
-
-
At 31 March 2023
51
1,862
12.
DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
2024
£
Other debtors
118,110
13.
CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
2024
£
Trade creditors
1,095
Social security and other taxes
9,147
Other creditors
2,198
Grants payable
116,361
Accrued expenses
21,303
150,104		 Totals
£
8,353
6,440
1,913
8,353
-
1,913
2023
£
123,034
2023
£
1,112
(17)
2,444
108,491
12,915
124,945

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COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS - continued

FOR THE YEAR ENDED 31 MARCH 2024

14. MOVEMENT IN FUNDS

14. MOVEMENT IN FUNDS
Net
movement
At 1.4.23 in funds
At 31.3.24
£ £ £
Unrestricted funds
General fund 62,461 (51,476) 10,985
Restricted funds
Sport England 86,116
(65,690)		 20,426
Temasek/Sport England Covid Relief 7,414 (160) 7,254
Other 500 5,000 5,500
Sport England 2 3 903 906
Taylor Trust 20,000
(20,000)		 -
CIMPSA -
195,250		 195,250
114,03 115,303 229,336
TOTAL FUNDS 176,494
63,827		 240,321
Net movement in funds, included in the above are as follows:
Incoming
Resources
Movement
resources
expended		 in funds
£ £ £
Unrestricted funds
General fund 307,796
(359,272)		 (51,476)
Restricted funds
Sport England (1) (65,689)
(65,690)
Temasek/Sport England Covid Relief - (160)
(160)
Other 24,250 (19,250)
5,000
Sport England 2 390,501 (389,598)
903
Taylor Trust - (20,000)
(20,000)
CIMPSA 250,000 (54,750)
195,250
Hypatia Trust 21,000 (21,000)
-
685,75 (570,447)
 115,303
TOTAL FUNDS 993,546
(929,719)		 63,827

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COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS - continued

FOR THE YEAR ENDED 31 MARCH 2024

14. MOVEMENT IN FUNDS - continued

Comparatives for 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)
-
Temasek/Sport England Covid Relief
10,918
(3,504)
7,414
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
Comparative 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)		 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)
-
Temasek/Sport England Covid Relief
10,918
(3,504)
7,414
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
Comparative 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)		 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)
-
Temasek/Sport England Covid Relief
10,918
(3,504)
7,414
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
Comparative 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)
(15,728)

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COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS - continued

FOR THE YEAR ENDED 31 MARCH 2024

14. MOVEMENT IN FUNDS - continued

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

Net
movement
At 1.4.22 in funds At 31.3.24
£ £ £
Unrestricted funds
General fund 17,269 (6,284) 10,985
Restricted funds
Sport England 123,621 (103,195) 20,426
(103,195)
20,426
The Royal Foundation 201 (201) -
(201)
-
Temasek/Sport England Covid Relief 10,918 (3,664) 7,254
(3,664)
7,254
Other 40,213 (34,713) 5,500
(34,713)
5,500
Sport England 2 - 906 906
906
906
CIMPSA - 195,250 195,250
195,250
195,250
174,953 54,383 229,336
TOTAL FUNDS 192,222 48,099
 240,321
A current year 12 months and prior year 12 months combined net movement in funds, included above as follows:
Incoming Resources Movement
resources expended in funds
£ £ £
Unrestricted funds
General fund 679,018 (685,302) (6,284)
Restricted funds
Sport England (1) (103,194) (103,195)
The Royal Foundation 1 (202) (201)
Temasek/Sport England Covid Relief - (3,664) (3,664)
Other 61,950 (96,663) (34,713)
Sport England 2 805,501 (804,595) 906
Taylor Trust 20,000 (20,000) -
CIMPSA 250,000 (54,750) 195,250
Hypatia Trust 21,000 (21,000) -
1,158,451 (1,104,068) 54,383
TOTAL FUNDS 1,837,469 (1,789,370) 48,099

During the year the charity received the second instalment of a five year programme with Sport England (Sport England 2). A new partnership with CIMPSA commenced in the year. CIMPSA has provided funding for the provision of employment coaches to provide support for apprentices into long The allocation of the Sport England 2 funding is shown in Note 16.

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COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS - continued

FOR THE YEAR ENDED 31 MARCH 2024

15. RELATED PARTY DISCLOSURES

There were no related party transactions for the year ended 31 March 2024.

16. SPORT ENGLAND GRANT ALLOCATION

16.
SPORT ENGLAND GRANT ALLOCATION
2024
£
Direct grant 193,411
SMT staff 27,995
Development staff 36,983
Digital staff 19,669
Impact staff 4,238
Programme staff 48,870
On costs and expenses 12,475
150,230
Office costs 15,146
Digital costs 12,749
Events -
Development & fundraising 804
Travel & subsistence 10,670
Kit & equipment 414
Education & licence fee 4,738
Training -
Consultancy & partnership 1,436
45,956
Total 389,596
Total grant 390,500
Balance carried forward 904

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COACH CORE FOUNDATION DETAILED STATEMENT OF FINANCIAL ACTIVITIES

FOR THE YEAR ENDED 31 MARCH 2024

FOR THE YEAR ENDED 31 MARCH 2024

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
Rent
Event cost
Training and welfare
Computer and software
Kit costs
Development fees
Fixtures and fittings
Grants to institutions

Support costs
Management
Insurance
Telephone
Advertising
Sundries
Office supplies
Carried forward		 2024
£
991,120
2,199
227
993,546
83,425
5,874
2,503
91,802
-
324,705
31,442
10,082
20,430
18,000
29,626
9,052
5,559
414
4,487
1,914
293,614
749,325

5,485
3,913
16,498
1,995
1,632
29,523		 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
682
1,123
22,952

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COACH CORE FOUNDATION

DETAILED STATEMENT OF FINANCIAL ACTIVITIES

FOR THE YEAR ENDED 31 MARCH 2024

Management
Brought forward
Entertainment
Subscriptions
Travel and subsistence
Finance
Bank charges
Governance costs
Auditors' remuneration
Accountancy and legal fees
Total resources expended
Net income/(expenditure)		 2024
£
29,523
2,876
574
31,209
64,182
-
9,778
14,632
24,410
929,719
63,827		 2023
£
22,952
1,447
525
17,113
42,037
112
6,000
8,287
14,287
859,651
(15,728)

--- ENDS ---

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