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2025-03-31-accounts

Annual Report 2024 - 2025

Report of the trustees and financial statements for the year ended 31st March 2025.

Audited by GBJ Financial Limited, Statutory Auditor, Sterling House, 27 Hatchlands Road, Redhill, Surrey, RH1 6RW

UK Charity Number: 1186782

Contents

Annual accounts – begin page 29.

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Trustees statement

The Trustees present their annual report and financial statements for the period ended 31/03/2025.

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 fifth year of audited accounts. All accounts from inception can be found on our website: https://coachcore.org.uk/about-us/annual-reports-and-accounts/

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Introducing Coach Core

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 sector-based apprenticeships, changing their lives and those around them.”

Since we launched in 2012, we have worked with over 268 sports for social change employers , provided apprenticeships for 1,055 young people who have become changemakers in their local communities, delivering an over 1 million coaching sessions to over 15 million participants.

We know at time of writing that youth unemployment is still rising in the UK and that those from discriminated or marginalised groups feel this inequality even further. For many, they have disengaged with education or employment totally placing significant strain on their wellbeing and the wider economy as a result. Therefore, we use Level 2 and Level 3 Apprenticeships to enable an accessible way for under-represented 16 to 25-year-olds to bridge the gap back into full time employment and education through something they feel passionate about. Operating in in the sport and physical activity sector, we use a range of different Apprenticeship qualifications to ensure more diverse young talent gets the opportunity to engage in long term career pathways right for them, for their employers, and for their local community. We do this by employing a unique collaborativepartnership model working with reputable training providers and employers alike to deliver the change we all want to see. The charity provides insights and expertise to support all parties with talent identification, recruitment and retention strategies whilst also weaving additional training, support, and mentoring throughout the life of our programmes to create an unparalleled offer for those that need the opportunity most, both personally and professionally.

In order to achieve this, the charity fundraises to provide additional, non-Government employer grants to help support the right young people into these roles and ensure the insights, guidance and extra ‘value add’ for young people and businesses alike is delivered to where it is really needed most.

Our Apprenticeships range from community coaching, sports development, events, etc but they all take place in the Youth, Sport and Physical Activity sector. This is purposely so that young people: a) Enter a sector they feel passionate about, allowing them to grow in an environment that instils a sense of purpose, promotes ongoing blended learning across a number of skillsets and fosters powerful 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 help them to take control of their career and future, whether that is in the sports sector or beyond.

In September 2024, the charity celebrated its 1000[th] apprentice, sparking the launch of ‘Project 1500’ ; a bold new strategy to support 500 new apprentices over the next 3-years. As part of this, we have challenged ourselves to further target the young people that need the opportunity most through a variety of ways:

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Charity reflections for 2024 - 2025

The charity enjoyed a successful year on all fronts. Whilst we did not exceed last year’s fundraising target, we did establish many new multi-year partnerships, expand our programme portfolio and embark on many new internal projects and processes to further strengthen the organisation ahead of its new strategy. Summary highlights from 1[st] April 2024 to 31[st] March 2025 include:

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With nearly 1 million young people in the UK not in employment, education or training, and apprenticeship starts in decline, Coach Core Foundation commissioned vital new research to understand how the small and micro employers we support nationally are navigating the recruitment and retention of young apprentices. Working with the Centre for Social Justice in Sport and Society at Leeds Beckett University, we explored the real-world challenges employers face and the practical steps that can improve outcomes for both businesses and young people. This research was part-funded by Sport England.

Key Findings: The report highlighted pressing challenges, including five key areas of challenge:

Enablers of Success

Despite these hurdles, the research uncovered clear enablers of success:

Recommendations

The recommendations are clear: better pay, improved onboarding, transport and start-up support, and a more inclusive, collaborative approach across the sector can lead to long-term success for everyone involved. As one employer put it: “we want to support and educate these young people – but we want to keep them in the business as well.”

This report provided us with deeper insights into our employers’ experiences and served as an additional catalyst to review our theory of change, as well as our measurement, evaluation, and learning framework, which was developed following this work.

You can read more from the report here: Understanding the Employer Experience - Coach Core

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Apprenticeships and Training
Award 2025		 - Outstanding Achievement award – Gary Laybourne
Sport Birmingham Community
Awards		 - Education programme of the year – Coach Core Foundation
- Inspirationalstory award for CC Birminghamgraduate, Zain Khan
World Skills Awards 2024 - Educator of the year award – North East Learning Coach, Wasim
Collins
Multicultural Awards 2024 - Charity, Voluntary & Public Services Employer of the Year – England
Boxing (Coach Core programme)
UK Coaching Awards 2024 - Community Coach of the Year for Adults – CC Tyne and Wear
graduate, Claire Lambton

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Project 1500: September 2024 to August 2027

Under the arch of the iconic Wembley Stadium, we set out our very clear mission: We want to further grow our wider partner network to a) increase the quality of the apprenticeship experience, b) reach the young people who need the opportunity the most, and c) bring more supporters to the cause.

This exciting, bold new direction for the charity was 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.

The strategy was overwhelmingly well received and praised for its clarity, its ambition, and the engagement of young people and key partners in its establishment ensuring that it is a direction that is responding to the needs of those we are here to serve and represent.

In order to bring about the change we all want to see; we have identified six key areas of focus:

To bring our strategy to life, we have established a clear set of stretch targets designed to accelerate progress and deepen our impact.

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Year 1 - Sep 2024 – March 2025

Deepening our understanding of our young people and the impact created.

Whilst too early in the strategic journey to tell, the initial signs for our focussed interventions are positive. For example, at the start of a Coach Core programme previously, we had 1 in 5 learners present some form of disability or additional learning need at the initial screening phase. However, with additional investment and time spent revisiting this with the apprentices across the life of the programme, we now know that this rises from 20% to more than half of all apprentices having some form of learning support need . We now know that young people feel compelled not disclose this for fear of rejection or pre-judgement and/or they were unaware they were living with learning need until they were diagnosed during their time on Coach Core.

We know the strategy has been well received and that the strategic partnerships and allocated funding we are seeking to grow will all result in impactful outcomes that ultimately help the right young talent to succeed. A constant, critical marker of success has always been the completion rates, but we are also now investing more into understanding more about our alumni and the onward impact they are creating after Coach Core.

• 77% of apprentices complete the programme with 61% moving directly into full-time work or education .

• The impact continues beyond completion, 75% have been promoted or taken on additional responsibilities , and 56% remain with their original employer .

• The sector also benefits from strong retention, with 73% still working in sport and physical activity .

• Importantly, 92% say the apprenticeship has helped their career , and 53% express an interest in progressing to a higher-level apprenticeship .

These figures highlight not just achievement, but momentum. They show a programme that is inclusive, ambitious, and consistently delivering positive outcomes for young people and employers alike.

Moving forwards, we not only want more young talent to realise their potential, but to also formalise, grow and activate our graduate-alumni group further so that we might be able to continue to support them and measure their success in the future. This is a key focus for 2025-26.

To read the full 3-year strategic report, visit: https://coachcore.org.uk/about-us/our-strategy/. Project 1500 will be evaluated and have specific impact reporting made available annually to the wider public via all our channels. For more information on our history, our operations, and charitable ambitions, please visit www.coachcore.co.uk/about-us

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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 Project 1500 .

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Our operations: 1[st] April 2024 to 31[st] March 2025

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

Programme Employers Start numbers Leavers
Bristol 5 11 1
England Boxing 1 1 0
Essex 7 10 3
Leicestershire(Mixed Qual) 6 9 3
London 6 11 4
Greater Manchester 4 9 3
National(Mixed Qual) 12 17 2
N. Lancs / Cheshire(Mixed Qual) 2 2 0
Notts / Derbyshire(Mixed Qual) 4 4 0
Sussex 6 8 1
Tees Valley 7 16 3
West Midlands 4 6 0
West Yorkshire 6 9 2
Total 70 113 22

Completed programmes (all level 2 unless indicated)

Programme Apprentice starts Graduated Distinction
Bristol 9 7 3
Doncaster 2 2 1
England Boxing (Mixed Qual) 5 2 0
Essex 10 5 3
Greater Manchester 4 3 3
Leicester 12 10 3
National(Mixed Qual) 8 8 7
Northumberland Tyne & Wear 12 9 6
Notts / Derbyshire(Mixed Qual) 4 2 1
Surrey 4 3 1
Sussex 7 6 3
Tees Valley 3 2 0
West Midlands 6 3 2
Total 86 60(70%) 33(55%)

Benchmarking – taken from the latest DfE annual achievement, pass, and retention rates (2023/2024)

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Development summary 2024-2025

• Fundraising summary

FY25 was an important year for the charity with a new fundraising record for total income raised since gaining independence but also another step towards greater sustainability thanks to enhanced diversity of income streams. Critically, we grew our unrestricted income by over a third from £305k in FY24 to £410k in FY25.

FY24_25 FY23_24 increase/decrease(£) %
Statutory 397,497 640,500 (640,500) -38
Trust & Foundations 278,012 96,2500 181,762 189
Major Gifts 5250 100,000 (94,750) -95
Individuals 16,415 24,030 (7,615) -32
Events 74,370 71,172 (3,198) 4
Corporate 170,468 58,956 111,512 189

It is critical to note , and as mentioned on page 5, the appointment of our first ever, finance employee – our Director of Finance – and a change of Treasurer in FY25, led to a full review of all income coding and financial reporting. This means that like for like comparisons, positive and negative, in all income streams above should be taken with caution given the new ways of working.

Highlights across the fundraising year included:

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Bristol Sport Foundation, Coach Core employers 2020 – to date.

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Future prospects: 2025 - 2026

We have received expert legal advice on this, and the ambition is that any and all funds received would go directly to benefitting the wider Foundation as its sole shareholder. We are currently in the process of registering with Companies House and establishing an independent board to oversee its governance and management. We anticipate formally launching this in FY27.

APPG co-sponsorship and DWP/DCMS partnerships

Following successful attendances at the party conferences in the autumn of 2024, with the support of Lifetime Training, we became a co-sponsor for the AllParty Parliamentary Group on Apprenticeships which is co-Chaired by Andrew Pakes MP and Toby Perkins MP. This has been greatly beneficial in understanding the changing landscape of Apprenticeships under the new Government and also to help us connect with different sectors who are aiming to reach young people from under-served communities. Early meetings have been focused on the legislation that creates the new body Skills England and the remit it could or should have and the challenges employers have faced with the existing systems. We anticipate future meetings will include opportunities to hear from government officials, both from central departments and combined or local authorities on their plans around the skills agenda.

The new Government’s focus on a Youth Guarantee for all young people aged 18-21 to be provided with opportunities for work, education or training, including apprenticeships, provides Coach Core with new opportunities to bolster its position within the youth employment and sports sectors. To maximise we will work on our connections with Government departments with a particular focus on Department for Education and the Department for Work and Pensions.

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The result of this work? Our upcoming ‘Call to Government’

To build on the potential of the APPG sponsorship and the Youth Guarantee, Coach Core has been researching and drafting a policy document on key changes we would like to see implemented by either central Government or Combined Authorities. We intend to finalise this policy document by Autumn 2025 following consultation with partners and key advisers. The call will consider the how the Apprenticeship Levy, which the new Labour Government intends to rename the Growth and Skills Levy, can be utilised more effectively to support SMEs to take on Level 2 and 3 apprentices from under-served communities. The call will also consider other systemic changes in wider policy that will have a particular impact on young people considering apprenticeships as a credible vocational option. This will cover issues within school career support, travel costs and welfare policy issues. The call will use the evidence from the employer research with Leeds Beckett University as a foundation to prioritise the issues that matter to our young people.

• Fundraising for FY26

With a record income target in place for the upcoming year, our fundraising director will undertake three key things across the next 12 months:

• UK Sport partnership / increased NGB partnerships

Coach Core has partnered with UK Sport to leverage the platform of major sporting events to create meaningful social impact, specifically by offering apprenticeship opportunities to young people facing barriers to employment. As a UK Sport ‘Social Impact Partner’, Coach Core works to embed apprenticeships across various event workforces (including roles in coaching, event management, and logistics) for events like the World Boxing Championships and European Athletics Championships. This collaboration ensures that major sporting events not only inspire but also drive long-term employment and workforce diversity by training and providing experience to young people from disadvantaged or under-represented backgrounds, ultimately fostering lasting change in host communities and within the sports sector for young people facing barriers.

• 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. This was a welcome review, as a relatively new organisation, as it provided guidance and support on a number of key areas to strength the governance and safeguarding of the charity in its widest sense.

Annually, we have reported back on these key steps and major focus points for FY25 included:

As of 31[st] March 2025, Coach Core has been deemed as ‘satisfactorily working towards compliance’ with now only 12 of 50 original requirements left to complete. We will continue to enhance operations and governance linked to these final points and report back in FY26 as to our further progress points accordingly.

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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:

financialstatements, 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.
Resignations in this financialyear:Dermot Heffernan(12th June 2024),

* Senior Independent Trustee

As of 31st March 2025, The Coach Core Foundation employs a total of 17 staff. The Senior management team is as follows:

As of 31st March 2025, The Coach Core Foundation
management team is as follows:		 As of 31st March 2025, The Coach Core Foundation
management team is as follows:		 employs a total of 17 staff. The Senior employs a total of 17 staff. The Senior
Gary Laybourne, Chief Executive Officer Maggie Allen, Director of Fundraising
Paul Thompson, Director of People and
Learning		 Amy Fazackerley, National Partnerships
**Manager **
**James Burbidge, Digital Marketing Manager ** **Laura Larsson, Data and Impact Manager **
Laura Otabor-Risino, Director of Finance
Registered address
Capital Offices (c/o CCF)
124-128 City Rd,
London, EC1V 2NJ		 Independent Auditor
GBJ Financial Limited,
Statutory Auditor, 27
Hatchlands Rd,
Redhill, Surrey,RH16RW		 Principal Bankers
Barclays Bank Plc
Registered at:
13 Artillery Row, London,
SW1P 1RH		 Financial services
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, 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.

• 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.

For young people, we remain committed to:

programme,

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.

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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. You can - review the many CCF safeguarding related policies via: coachcore.org.uk/about us/safeguarding/

The Foundation undertakes the following, ongoing responsibilities:

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

Risk and Safeguarding focus for 2025- 2026.

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We will continue to evolve from a reactive organisation to a proactive one, with a strong focus on prevention. We will do this by having clear roles for the DSLs. A strategic one will take a lead on policies and processes. This will also come with an additional strategic meeting every quarter. The other DSL will focus on operational safeguarding and ensuring safeguarding is embedded across the whole charity and partners, rather than just on the side. This shift is being supported through enhanced training for both staff and apprentices, deeper engagement with employers, and active collaboration with the wider safeguarding community. This will also include several touch points with employers to ensure that they are supported with their policies and procedures.

After successfully submitting our first evidence to the Ann Craft Trust, we are now reviewing the action plan to implement the necessary changes.

In addition, we will be submitting the required evidence to the CPSU. Both of these processes form part of the minimum safeguarding requirements set out by Sport England as part of the tier 3 process and will further enhance our safeguarding practices.

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 are 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 cannot access. b) Safeguarding their information to the absolute 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 Research and Impact Manager has already implemented robust policies and procedures to effectively collect, safeguard, and share information gleaned from our programmes.

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

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Fundraising Compliance

Coach Core's fundraising team is comprised of a Director of Fundraising who leads a team of three fundraisers which assist in executing various fundraising activities. Additionally, an independent fundraising trustee 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 exceedingly 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.

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 us:

Maggie Allen, Coach Core Foundation, c/o Collinson Group, 3 More London, London, SE1 2AQ or via fundraising@coachcore.org.uk.

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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, ensuring the team are able to confide any professional/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 latest updates are shared accordingly with the staff and the board.

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Financial Review

During the financial year, total income decreased a small amount compared to the year before, falling from £993,545 to £945,432. This reduction is primarily due to the conclusion of the CIMSPA funded partnership and a £40,000 reduction in funding from Sport England as part of our tapering, multi-year partnership. However, there were many new partnerships established in FY25 including successfully securing a lucrative new partnership with the Westminster Foundation to support programmes in the North Lancashire and Chester regions, new Corporate support from organisations like Advent International who made their first donation in February 2025, and we also began a new partnership with UK Sport in March 2025 that runs to 2028/29.

The expansion of these programmes also contributed to an increase in expenditure during the year, reflecting the employment of additional Workforce Apprenticeships Skills Leads (WASL’s). However, despite ongoing economic pressures, the charity continues to manage its operational costs effectively. Careful financial stewardship has ensured that day-to-day expenses remain well controlled, and the organisation has not yet experienced significant negative impacts from broader inflationary trends. The fundraising environment remains challenging; however, encouraging progress has been made, particularly through the development of new corporate partnerships, which provide a solid foundation for the year ahead.

Unrestricted income increased significantly from £307,796 to £410,173. This growth enhances the charity’s financial flexibility and its ability to cover essential core costs.

A total of thirteen apprenticeship programmes were launched during the year. Each programme typically spans a fifteen-month period, and appropriate provisions have been made in these accounts for grants not yet disbursed as of the year end. Improved processes around grant payment scheduling, combined with greater stability for apprentices, have resulted in lower levels of funds to be recovered from completed programmes compared with previous years.

Total grant expenditure for the year amounted to £227,300, a reduction from the previous year due to fewer programme starts. It is important to note that the grants provided by Coach Core represent only a portion of the overall investment made in each apprentice through the programmes developed and delivered by the charity.

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 undertaken jointly by the Chair, Treasurer, and Chief Executive Officer to assess the financial requirements necessary to responsibly close the charity, should this ever be required. This assessment considered all contractual obligations relating to staff, premises, and contractors, ensuring that no risk would be posed to beneficiaries in such circumstances. The review was initially conducted on 31 March 2024 and subsequently revisited by the Chief Executive Officer on 31 March 2025. The total estimated cost of closure entering FY26 is now determined to be £116,802.

As of 31 March 2025, the charity held free reserves of £66,206 — a substantial increase from the previous year’s closing balance of £10,985. This improvement reflects the continued strength of the organisation’s fiscal management. Supported by the ongoing partnership with Sport England, newly secured funding from the Westminster Foundation, and commitments from other funding partners, the Trustees are confident that the charity remains in a sound financial position and is well placed to meet its obligations and continue operations for the foreseeable future.

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Financial Control

There have been several changes to the finance department of the charity during the year. A new Finance Director was employed, and a new Treasurer joined the Board of Trustees. Finance Director is the first dedicated, internal hire and she has implemented several changes to enhance the previous processes and systems of finance. Many of the tasks have now moved in-house and the third-party accounting company, Cadence Accounting, now have reduced responsibilities.

The charity accounts are circulated monthly and reviewed by the Treasurer and Chairperson. The recommendations thereafter may be given to the Chief Executive and/or the Finance Director.

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. 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

With significant improvements to our income streams – both amount and diversity of source - and an increase in the number of multi-year partnerships established, the decision was made to increase the fundraising target for FY26 as a result. In line with our Project 1500 targets, we know this will lead to an increase in employment places available via our Apprenticeships.

The rationale for this increase in fundraising target was also strengthened by the new development sub strategy presented by the fundraising director to the board and was signed off at the Board of Trustees meeting in March 2025 [noted in the minutes].

Additionally, indications for a third Sport England deal / additional funding from them in 2025-26 look positive and the Wray Foundation has offered its continued support to underwrite where required. Expenditure plans also have an enhanced level of control and foresight built over the last 5 years that ensure further strengthening our financial governance.

With the new finance director in place, reporting to senior management and the board is now more frequent and robust and with a growing reserve amount, the Trustees consider that the charity has adequate resources and funding to continue to operate successfully for the near 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 13[th] January 2026 and signed on its behalf by:

Edward Wray

Chair 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 2025 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 taken together, 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 carefully 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 Financial Limited Statutory Auditor Sterling House 27 Hatchlands Road Redhill Surrey RH1 6RW 13[th] January 2026.

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COACH CORE FOUNDATION

2024 – 2025 FINANCIAL REPORT

Contents

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COACH CORE FOUNDATION STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2025

Unrestricted
Restricted
fund
funds
Notes
£
£
INCOME AND ENDOWMENTS FROM
Donations and legacies
2
410,174
535,259
Investment income
3
3,428
-
Other income
7,185
-
Total
420,787
535,259
EXPENDITURE ON
Raising funds
4
98,277
-
Charitable activities
5
Sports and coaching programmes
296,921
565,305
Total
395,198
565,305
NET INCOME/(EXPENDITURE)
25,589
(30,046)
RECONCILIATION OF FUNDS
Total funds brought forward
16,385
229,336
TOTAL FUNDS CARRIED FORWARD
41,974
199,290		 2025
Total
funds
£
945,433
3,428
7,185
956,046
98,277
862,226
960,503
(4,457)
245,721
241,264		 2024
Total
funds
£
991,120
2,199
227
993,546
91,802
832,517
924,319
69,227
176,494
245,721

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COACH CORE FOUNDATION

BALANCE SHEET

31 MARCH 2025

Unrestricted
Restricted
fund
funds
Notes
£
£
FIXED ASSETS
Tangible assets
11
1,574
-
CURRENT ASSETS
Debtors
12
16,068
-
Cash at bank
545,656
199,290
561,724
199,290
CREDITORS
Amounts falling due within one year
13
(521,324)
-
NET CURRENT ASSETS
40,400
199,290
TOTAL ASSETS LESS CURRENT
LIABILITIES
41,974
199,290
NET ASSETS
41,974
199,290
FUNDS
14
Unrestricted funds
Restricted funds
TOTAL FUNDS		 2025
Total
funds
£
1,574
16,068
744,946
761,014
(521,324)
239,690
241,264
241,264
41,974
199,290
241,264		 2024
Total
funds
£
-
118,110
272,315
390,425
(144,704)
245,721
245,721
245,721
16,385
229,336
245,721

The financial statements were approved by the Board of Trustees and authorised for issue on 13 January 2026 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 2025

Notes
Cash flows from operating activities.
Cash generated from operations
1
Net cash provided by operating activities
Cash flows from investing activities.
Purchase of tangible fixed assets
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		 2025
£
471,564
471,564
(2,361)
3,428
1,067
472,631
272,315
744,946		 2024
£
93,624
93,624
-
2,199
2,199
95,823
176,492
272,315

The notes form part of these financial statements

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COACH CORE FOUNDATION

NOTES TO THE CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2025

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

OPERATING ACTIVITIES
2025 2024
£ £
Net (expenditure)/income for the reporting period (as per the
Statement of Financial Activities) (4,457) 69,227
Adjustments for:
Depreciation charges 787 1,913
Interest received (3,428) (2,199)
Decrease in debtors 102,042 4,924
Increase in creditors 376,620 19,759
Net cash provided by operations 471,564 93,624
ANALYSIS OF CHANGES IN NET FUNDS
At 1.4.24 Cash flow At 31.3.25
£ £ £
Net cash
Cash at bank 272,315 472,631 744,946
272,315 472,631 744,946
Total 272,315 472,631 744,946

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 2025

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.

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COACH CORE FOUNDATION NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2025

1. ACCOUNTING POLICIES - continued

Fund accounting

Further explanation of the nature and purpose of each fund is included in the notes to the financial statements.

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		 2025
£
945,433
2025
£
3,428
2025
£
98,277		 2024
£
991,120
2024
£
2,199
2024
£
91,802

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COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS - continued

FOR THE YEAR ENDED 31 MARCH 2025

5. CHARITABLE ACTIVITIES COSTS

Grant
funding of
activities
Support
Direct
(see note
costs (see
Costs
6)
note 7)
£
£
£
6.
GRANTS PAYABLE
2025
£
Sports and coaching programmes
227,300
The total grants paid to institutions during the year was as follows:
2025
£

Derby
-
Leicester
-
Tyne & Wear
-
Manchester
48,350
Bristol
-
Leeds
27,150
London
32,400
Essex
38,150
Middlesbrough
33,000
Covid Relief
-
Birmingham
2,000
Sussex
28,750
Surrey
-
Doncaster
-
North Lancs/Chester
17,500
227,300

Sports and coaching programmes
544,450
227,300
90,476		 Totals
£
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
862,226


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COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS - continued

FOR THE YEAR ENDED 31 MARCH 2025

7. SUPPORT COSTS

SUPPORT COSTS
Governance
Management Finance costs Totals
£ £ £ £
Sports and coaching programmes 64,228 308 25,940 90,476
Support costs, included in the above, are as follows:
2025 2024
Sports and
coaching Total
programmes activities
£ £
Insurance 4,941 5,485
Telephone 5,381 3,913
Advertising 9,395 11,098
Sundries 1,335 1,996
Office supplies 1,629 1,632
Entertainment 772 2,876
Subscriptions 325 574
Travel and subsistence 40,450 31,209
Bank charges 308 -
Auditors' remuneration 9,084 9,778
Accountancy and legal fees 16,856 14,632
90,476 83,193

8. TRUSTEES' REMUNERATION AND BENEFITS

There were no trustees' remuneration or other benefits for the year ended 31 March 2025 nor for the year ended 31 March 2024.

Trustees' expenses

2025 2024
£ £
Trustees' expenses 241 -

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COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2025

9. STAFF COSTS

The average monthly number of employees during the year was 13 (2024: 7).

One employee received emoluments exceeding £60,000 (2024: 1).

10. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES

Unrestricted
Restricted
fund
funds
£
£
INCOME AND ENDOWMENTS FROM
Donations and legacies
305,370
685,750
Investment income
2,199
-
Other income
227
-
Total
307,796
685,750
EXPENDITURE ON
Raising funds
91,802
-
Charitable activities
Sports and coaching programmes
262,070
570,447
Total
353,872
570,447
NET INCOME/(EXPENDITURE)
(46,076)
115,303
RECONCILIATION OF FUNDS
Total funds brought forward
62,461
114,033
TOTAL FUNDS CARRIED FORWARD
16,385
229,336		 Total
funds
£
991,120
2,199
227
993,546
91,802
832,517
924,319
69,227
176,494
245,721

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COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS - continued

FOR THE YEAR ENDED 31 MARCH 2025

11. TANGIBLE FIXED ASSETS

Fixtures
and
Computer
fittings
equipment
£
£
COST
At 1 April 2024
653
7,700
Additions
-
2,361
At 31 March 2025
653
10,061
DEPRECIATION
At 1 April 2024
653
7,700
Charge for year
-
787
At 31 March 2025
653
8,487
NET BOOK VALUE
At 31 March 2025
-
1,574
At 31 March 2024
-
-
12.
DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
2025
£
Trade debtors
6,847
Other debtors
-
Prepayments and accrued income
9,221
16,068		 Totals
£
8,353
2,361
10,714
8,353
787
9,140
1,574
-
2024
£
-
118,110
-
118,110

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COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS - continued

FOR THE YEAR ENDED 31 MARCH 2025

13. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

2025 2024
£ £
Trade creditors 10,731 1,095
Social security and other taxes 15,618 9,147
Other creditors 1,464 2,198
Grants payable 128,192 116,361
Deferred income 328,125 -
Accrued expenses 37,194 15,903
521,324 144,704
MOVEMENT IN FUNDS
Net
movement
At 1.4.24 in funds At 31.3.25
£ £ £
Unrestricted funds
General fund 16,385 25,589 41,974
Restricted funds
Sport England 20,426 (20,426) -
Temasek/Sport England Covid Relief 7,254 - 7,254
Other 5,500 - 5,500
Sport England 2 906 (906) -
CIMPSA 195,250 (108,698) 86,552
Sport England 3 - 30,842 30,842
GLA - 21,500 21,500
Westminster Foundation - 47,642 47,642
229,336 (30,046) 199,290
TOTAL FUNDS 245,721 (4,457) 241,264

14. MOVEMENT IN FUNDS

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COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS - continued

FOR THE YEAR ENDED 31 MARCH 2025

14. MOVEMENT IN FUNDS - continued

Net movement in funds, included in the above are as follows:

Net movement in funds, included in the above are as follows:
Incoming Resources Movement
resources expended in funds
£ £ £
Unrestricted funds
General fund 420,787 (395,198) 25,589
Restricted funds
Sport England - (20,426) (20,426)
Other 73,617 (73,617) -
Sport England 2 - (906) (906)
CIMPSA - (108,698) (108,698)
Sport England 3 353,499 (322,657) 30,842
GLA 43,001 (21,501) 21,500
Westminster Foundation 65,142 (17,500) 47,642
535,259 (565,305) (30,046)
TOTAL FUNDS 956,046 (960,503) (4,457)

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COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS - continued

FOR THE YEAR ENDED 31 MARCH 2025

14. MOVEMENT IN FUNDS - continued

Comparatives for movement in funds

Comparatives for movement in funds
Net
movement
At 1.4.23 in funds At 31.3.24
£ £ £
Unrestricted funds
General fund 62,461 (46,076) 16,385
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
114,033 115,303 229,336
TOTAL FUNDS 176,494 69,227 245,721

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COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS - continued

FOR THE YEAR ENDED 31 MARCH 2025

14. MOVEMENT IN FUNDS - continued

Comparative net movement in funds, included in the above are as follows:

Incoming Resources Movement
resources expended in funds
£ £ £
Unrestricted funds
General fund 307,796 (353,872) (46,076)
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) -
685,750 (570,447) 115,303
TOTAL FUNDS 993,546 (924,319) 69,227

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COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2025

14. MOVEMENT IN FUNDS - continued

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

Net
movement
At 1.4.23 in funds At 31.3.25
£ £ £
Unrestricted funds
General fund 62,461 (20,487) 41,974
Restricted funds
Sport England 86,116 (86,116) -
Temasek/Sport England Covid Relief 7,414 (160) 7,254
Other 500 5,000 5,500
Sport England 2 3 (3) -
Taylor Trust 20,000 (20,000) -
CIMPSA - 86,552 86,552
Sport England 3 - 30,842 30,842
GLA - 21,500 21,500
Westminster Foundation - 47,642 47,642
114,033 85,257 199,290
TOTAL FUNDS 176,494 64,770 241,264

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COACH CORE FOUNDATION

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2025

14. MOVEMENT IN FUNDS - continued

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 728,583 (749,070) (20,487)
Restricted funds
Sport England (1) (86,115) (86,116)
Temasek/Sport England Covid Relief - (160) (160)
Other 97,867 (92,867) 5,000
Sport England 2 390,501 (390,504) (3)
Taylor Trust - (20,000) (20,000)
CIMPSA 250,000 (163,448) 86,552
Hypatia Trust 21,000 (21,000) -
Sport England 3 353,499 (322,657) 30,842
GLA 43,001 (21,501) 21,500
Westminster Foundation 65,142 (17,500) 47,642
1,221,009 (1,135,752) 85,257
TOTAL FUNDS 1,949,592 (1,884,822) 64,770

During the year the charity received the third 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 term.

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 2025.

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NOTES TO THE FINANCIAL STATEMENTS - continued

FOR THE YEAR ENDED 31 MARCH 2025

16. SPORT ENGLAND GRANT ALLOCATION

Direct grant
SMT staff
Development staff
Digital staff
Impact staff
Programme staff
On costs and expenses
Office costs
Digital events
Events
Development & fundraising
Travel & subsistence
Kit & equipment
Education & licence fee
Training
Consultancy & partnership
Total
Total grant
Balance carried forward		 2025
£
116,754
29,974
35,293
22,338
4,118
90,395
1,364
183,482
428
-
818
-
12,398
4,773
4,909
-
-
23,326
323,562
353,500
30,842		 2024
£
193,411
27,995
36,983
19,669
4,238
48,870
12,475
150,230
15,146
12,749
-
804
10,670
414
4,738
-
1,436
45,956
389,596
390,500
904

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COACH CORE FOUNDATION

DETAILED STATEMENT OF FINANCIAL ACTIVITIES

FOR THE YEAR ENDED 31 MARCH 2025

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
Carried forward		 2025
£
945,433
3,428
7,185
956,046
87,173
8,369
2,735
98,277
241
394,631
40,313
10,712
36,543
-
34,573
4,882
7,700
12,182
1,886
787
227,300
771,750
4,941
4,941		 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
1,913
293,614
749,324
5,485
5,485

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COACH CORE FOUNDATION

DETAILED STATEMENT OF FINANCIAL ACTIVITIES

FOR THE YEAR ENDED 31 MARCH 2025

Management
Brought forward
Telephone
Advertising
Sundries
Office supplies
Entertainment
Subscriptions
Travel and subsistence
Finance
Bank charges
Governance costs
Auditors' remuneration
Accountancy and legal fees
Total resources expended
Net (expenditure)/income		 2025
£
4,941
5,381
9,395
1,335
1,629
772
325
40,450
64,228
308
9,084
16,856
25,940
960,503
(4,457)		 2024
£
5,485
3,913
11,098
1,996
1,632
2,876
574
31,209
58,783
-
9,778
14,632
24,410
924,319
69,227

This page does not form part of the statutory financial statements.

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