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2022-01-31-accounts

REGISTERED COMPANY NUMBER: CE020539 (England and Wales) REGISTERED CHARITY NUMBER: 1187733

Report of the Trustees and Unaudited Financial Statements for the Year Ended 31 January 2022

for

Switch The Play Foundation

Harts Limited Westminster House 10 Westminster Road Macclesfield Cheshire SK10 1BX

Switch The Play Foundation

Contents of the Financial Statements for the Year Ended 31 January 2022

Page
Report of the Trustees 1 to 10
Independent Examiner's Report 11
Statement of Financial Activities 12
Balance Sheet 13
Notes to the Financial Statements 14 to 18
Detailed Statement of Financial Activities 19

Switch The Play Foundation

Report of the Trustees for the Year Ended 31 January 2022

The trustees who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 31 January 2022. The trustees have adopted the provisions of 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).

ABOUT SWITCH THE PLAY

Switch the Play Foundation is the UK's only charity dedicated to supporting all sportspeople - irrespective of their sport, background or stage of their sporting career - with their successful transition into life outside of sport. Having been established as a social enterprise in 2014 we converted to charitable status in February 2020 with the aspiration of further growing our impact. We are proud over that time to have built a reputation as a credible and trusted supporter, partner and collaborator for sporting organisations and sportspeople alike.

Our vision is a world where every sportsperson fulfils their potential at every stage of their lives.

Our mission is to empower all sportspeople to be their best through and beyond sport, providing best-inclass person-centred training, learning and support.

Our charitable purpose is to:

Our Values

Our Services

Switch the Play Foundation delivers the following services:

Page 1

Switch The Pltsy Founduhon Rèport of the Tru$le for the Ytar Ended 31 Jonutsry 2022 Swithed On membership nehyork for lndrwidL￿I sportspeople comprising= PersorKJlised one to ore coothirg or menroriNJ wpport for every member Switched On I￿pireS, o one #op pkirform of Infom￿10￿, svpportomd resourcesto help wrtspetsple prepare for life outside of sp)rt. Coreer Pothways gJpport oFFeritYJ otte5S to ￿￿nesS mentors, exper1er￿e doys, work experience, shcKlowing ond other opportvrsitTes to e￿Ible sportspeople to explore their opti￿￿ put a pk7n in ploce In line with o ckn5en path. Sociol imputt proorommes- ￿lpIr￿J spon5peopleto idertify their 9x￿1 wrpose oligned to their irrteres15and passion5 ord supptrrting them io hove o K¥)Sthve impocl on society. Thi$ is vio ￿r￿SIerCI0sse$, throLgh one-lo-one 5UPPOrt as port of Swithed On, or reseorch projects where we ￿ve been oble to ￿k an vider￿tr btssed opprooch ts infgrm 50cioI import progromme> 2021 OVERVIEW For Switch the Ploy FovTh4otion, os for dYJr¥hes ocross the COLffitryi 2021 rnrked o secoTrY yeor ts+ extroordinary lurbvlence covsed by the pondemic. fvrknlence hos been wrticulurly ocute For the FOU￿100n given thot we transitioned io choritoble only 6 weeks before the pandemK wtth the iosk of tryiNJ to embed o gjstoinoble f¥￿Iro1$1n9 strotegy in the mosr chollengiro of circumsFonce F$j￿1r￿1Skry events were alwoys seen os an orea of strength porticuloAy os we grew our profile orKI repLrtOhon with other do[￿rS th os trL¢Sts c￿￿ fouthtK)n> However. with the contirwed restriclions in ploce thi$ wa5 an oreo thot has been impooed $￿9￿1t1(0￿Y ocross the lost 2 yeor& Yet, 0$ in 2020. Switch rt)e Ploy $ teom responded in 2021 with greot determiTh)fion on vnrelefftiNJ focvs on reoching more sportspeople ot o time of greot urKertoirrty within the workj of SfK)rt. We are proLd io have svpported over 650 individuol sportspeople in the loy 12 rrK)nth5. The emj of o $portiro coreer is often filled with mixed eMot￿on$, greot uncertointyi ond o feelirvJ of lonelines> Our benefick>ries tell Lts tht ￿Ving the support on hand lthich is free lo occessl at this most cholleNJing of times is criticol to hÈtpirKJ them move forwords, 0￿1 ￿￿4m0te1v fulfil their potent￿1 in whJtever Ihey tr￿0$e to do in their INes beyorKI 5POrt. When Switth the Play CIC fir0 mode the deci$w)n to convert to thJrttobl¢ stotus bo& in 2018 we couldn't hove imogined the tests we'd lote olon9 the woy. Yet thonks fv the ogilsty ONJ the commitment of fellow trusièes. our teom, 0$￿cloteS, portners, orKa dorors we ihis t￿pIer 0$ o trusted ond Cr￿Ible port of the supp)rt ecosyslem for sportspeople ond well FXi$itioned io grow over comirvJ yeor> Th￿ is evIde￿ed by K)me of the organisotiorts who conlinue to work with us including the Premier League ond UK Swrt. The imwtts of Covid hos meont we hove needed to develop a 4 year plon to monage the firunciol d￿llenge$ buih4 9)Ihd fowKlotI￿ for the temi whilst throvghovt remoiniro focussed on deliverirvJ to ovr c￿ritable cause. 2021 01￿ sow some si9nlfl(ont th)NJe from o 5￿ffir￿a staTr4polftt with Leon Lloyd mvlro on Irom the positlon of CEO Io be reploced by one of the origi￿1 co-fouTrgers of Switch the Ploy. Rob Yourg. Leon wlll olways be a mcts5ive port of Switch the Ploy hovirg been involved since 2016 fr<)m our doys 05 o COmm￿rtY ltherestr Componyi becorning tsur fi￿ CEO in 2018. Leon'$ hvrnility. drive passion storKI ond ￿Ve been integrol to succe55 thot Switch he Ploy hos had Ot)d the Irusl thot orgonisotions hove placed In ￿ We ore fofflvTh)te ￿t the trorsition kn Rob hos been o smooth one oiven hi$ oNJoing involvemert wlth Switth the Pby from doy one we look forword to wpportiTrg him io mke o SLrcess of the role. Firully, l ILSI wonted to soy o mossNe thonk yryJ to all of our dorK¢rs cmd svpporters Witho￿ whorn w? would not L)e here. We hugely oppreciote their gJpp)rt, humble in the knowledge whiL# there ore lots of worthwhile covses in socielyi they ck)ose to support ovr y(￿11 d￿ritY orK4 the differerKe tFth we ore rfKJking to Sportspeople ucross the UK. Craig Dtsnaldson Choir Poge 2

Switch The Play Foundation

Report of the Trustees for the Year Ended 31 January 2022

ACHIEVEMENT AND PERFORMANCE

Charitable activities

There is much for the charity to be proud of during 2021 in what continued to be a really challenging period for small charities managing the effects of the pandemic. We directly engaged with over 650 beneficiaries last year with a growing focus on providing more personalised support for individuals based on their specific circumstances.

We achieved this by being agile to the needs of sportspeople at a time of continued uncertainty in the sporting world. For instance, 1 in 5 elite sportspeople feared they may have had to give up their sport because of the pandemic (BBC Sport). Whilst high level sport began to return to ‘normal’ in 2021 the impacts of the pandemic continue to be seen. Sporting events that were cancelled in 2020 were being rearranged in 2021 condensing the sporting calendar with the knock-on impacts for athlete welfare. Allied to this, the financial impacts of the pandemic continue to create pressures for many sports clubs with implications for the careers and financial stability of employees (sportspeople). Our experience on the ground reinforces the data that exists pre-pandemic.

Throughout the period of the pandemic we have remained true to our charitable purpose and the reasons why we first were established with an unwavering focus on meeting the needs of current and former sportspeople.

Our 2021 Highlights

1 Previous annual reports have included throughput figures. 2021 figures are based on individual beneficiaries.

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Switch The Play Foundation

Report of the Trustees for the Year Ended 31 January 2022

Beyond the numbers we are proud of the impact that the charity is having in terms of high-quality service delivery which is contributing positively towards the wellbeing and supporting people to put plans in place for their future.

Daniel’s Story

I had signed my first professional contract when I was 15. I forgot all about employment and life on the outside. Inside sport you are surrounded by a network of support. Everything I needed was taken care of. Your whole 24 hours are dictated, If I was sick I would see the team doctor, if I needed to go somewhere the team admin sorted out my tickets. But that support is only there whilst you are part of the team.

My contract was cancelled suddenly and without warning, which is common place in professional sport. I found myself suddenly cut off from my support network, ejected from the life I knew, cancelled from the what’s app group. I was completely alone! I was 31 years old and didn’t know how to register for a GP. I, couldn’t even walk into a room and introduce myself, I didn’t know how to, who was I without Badminton. It was the darkest time in my life.

I then got introduced to Switch the Play. I became a Switched On member and immediately received support, both emotional and practical.

Because STP support is delivered by ex-sports people, they get you in a way no other person can, that unique shared experience. There are 100’s of lifestyle and employability programmes, but no one no one can understand you like another sports person can.

I began to feel better. I was reminded that I was not just a Badminton Player but a father, a son, a husband. I learnt new skills and was introduced to employers and helped to realise my transferable skills and also develop new skills. I now feel ready to take the next step in life. I couldn’t have done it without Switch the Play. Daniel, 31 (name and sport changed to protect identity)

Daniel’s story is one example of the difference that we are making. We have also developed a new monitoring, evaluation and learning framework for capturing our impact. The following summarises some examples of feedback received from beneficiaries over the last 12 months:

Impact 1 - Improving preparedness to transition effectively to life beyond sport .

This includes:

“It’s important to do other things outside of football to develop life skills and be more experienced for the future. The support tells us how to manage these skills and how we can work on them and what we can apply them to .” (Masterclass participant)

“It is good to hear from someone who is been through it and can relate to. Made me realise more the opportunity I have currently, although it is easier to not think about future and just focus on sport. There is lots to get excited about post sport.” (Masterclass participant)

“Refreshingly engaging, thought-provoking and interactive! Leon filled the room with energy, shared great stories and posed some really challenging questions, encouraging us all to consider who we are, how we’re perceived and the potential consequences attached to those perceptions! (Masterclass participant)

I personally thought it was quite interesting to see what others thought of me in 3 words and having a personal motto never really crossed my mind. Made me think a lot about myself and how I present myself which I think is something I can improve on .” (Masterclass participant)

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Switch The Play Foundation

Report of the Trustees for the Year Ended 31 January 2022

o Establishing clear plans for how to prepare for the future with support to take positive action

“My support associate has allowed me to better understand what it is I am looking for away from netball and the steps involved with getting there. It was very individualised support. Guided you through what resources were most useful to you and helped focus you on a specific manageable goal. Being a Switched On member has provided me with individualised and tailored support to help me pursue and better understand my goals off the court .” (Switched On member)

o Improved employability.

“The support at StP has been second to none. I have felt listened to and cared for in the stressful world of employment and hopefully this will help me secure the job I am looking for in the near future. The most useful thing was having an immediate personal contact I could reach out to when needed .” (Switched On member)

Impact 2 - Protecting and improving individual wellbeing.

Whilst the goal is ultimately to support people to improve their wellbeing, we understand that the change process of leaving sport can be particularly tough and for many the first priority is to protect their wellbeing at a time of high uncertainty.

I think the meeting on Thursday was helpful, as the deliverer spoke about being resilient when she was injured. As I’m injured right now I think this can help me. (Masterclass participant)

“It made me think about what I’m doing to prepare for mental stresses before they happen and take time to build a mental action plan not only a physical one” (Masterclass participant)

Impact 3 - Supporting sportspeople to make a positive change in society .

Sportspeople are role models and they have an opportunity to use their profile and status to help make a positive change in society. This is an important element of building their identity, improving their own wellbeing by giving back, and developing new skills that will help them to prepare for the future.

The feedback is hugely insightful. I absolutely love the comments and how the frequent mentions of inspiring the younger generation, being more active in the community and acting on values are coming through. Brilliant stuff! (League Football Education feedback on masterclass delivery)

I have remained a Switched On member, which has allowed me to access support and resources through Switch the Play Foundation for free. Additionally, I was able to access a heavily subsidised Mental Health First Aid course, something I am passionate about. This has given me the skills and knowledge to support others with their mental health. (Switched On member)

What have we learnt

Our Team Code places a high value on the importance of embracing feedback and even when that might not be so positive we are open to learning as it gives us an opportunity to further improve the support we provide to our beneficiaries. One excellent example of this has been with the evolution of our Switched On membership as outlined above. This was a process that was driven by listening to our beneficiaries and the services they would most value. The early signs, as evidenced by some of the feedback above, are that the changes made will support us in having a greater impact on more sportspeople.

We have also learnt how to be better collaborators over the last 12 months. Whilst collaboration is a core value this has not always been an easy process, not least because we have needed to more clearly articulate how we see our role as complementary to existing support and not competing. Whilst our intent has always been the former, we have learnt to work even harder on our messaging and the consistency of our action to reinforce this. We are proud of the new partnerships with the Netball Players Association and League Football Education as testament to the time spend building trust and credibility with these organisations and it is a template to build upon going forwards.

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Switch The Play Foundation

Report of the Trustees for the Year Ended 31 January 2022

FINANCIAL REVIEW Financial Position

The charity has performed well financially despite the significant impacts of the pandemic which can be evidenced to have directly lost the charity more than £100,000 of income over the last 2 years of events and activity that was confirmed. This doesn’t include the harder to quantify impacts of the activity that didn’t happen because of Covid, for instance the availability of budgets from sporting bodies towards welfare and transition support and the impact on being able to establish new corporate partnerships.

Looking forward into 2022 the charity is profitable and is generating enough cash to cover longer term liabilities as they fall due. Decisions have been taken to restructure the fundraising team and focus fundraising efforts on specific areas of the fundraising mix. This is both to secure the future of the charity in the short term and plan for growth.

2021 was a challenging year financially and it has required continued agility to navigate through the impacts of the pandemic which again adversely impacted the ability of the charity to generate revenues at a level that were planned for. This particularly impacted upon fundraising events which were either cancelled or having to run with significant restrictions limiting the potential income generation. The charity generated a loss of £51,209 bringing the cumulative deficit to £110,939. This deficit has been impacted entirely by the Covid pandemic.

Whilst the charity has invested in growth, revenues were only comparable to the prior year when the impact of the pandemic first hit. Project income fell by nearly £50,000 due to the completion of two significant projects in the previous year. The difficulty of replacing multi-year National Lottery funded projects was acknowledged. However, a number of projects and opportunities did not materialise within the year, impacted by limited budget availability with stakeholders and prospective partners. Fundraising income increased by 40% which highlights positive progress in this regard. This was lower than forecast.

Costs were higher in 2021, notably wages. This arose primarily from an increase in staff brought in to enhance the specialist fund raising skills required to develop the business and generate new revenue streams, and by moving the CEO role from a 0.6 FTE to 0.8 FTE. The charity continued to make use of consultants to support in the delivery of different areas of the fundraising and communications strategies and following review has made the decision to scale back from these investments to better manage costs with income levels falling below forecasts.

As a result of the two years of Covid it is estimated than the Charity earned revenues well over £100,000 lower than would be expected if the pandemic had not taken place. To mitigate this lost revenue and support the cashflow of the charity it received government back support of around £70,000. This was by way of a Business Bounce Back Loan of £50,000 secured in the previous financial year and a National Insurance Contributions holiday of £20,000 secured in the current year. Both these schemes have defined repayment schedules with the Business Bounce Back loan being paid for over five years and the National Insurance Contribution holiday over two years. The charity is further supported by £32,000 of Trustee loans. The Trustees are long term investors in the charity.

There are three important observations and learnings that the trustees have had regarding these figures:

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Switch The Play Foundation

Report of the Trustees for the Year Ended 31 January 2022

Looking forward into 2022 the charity is profitable and is generating enough cash to cover longer term liabilities as they fall due. The decisions that have been taken to restructure the fundraising team and focus fundraising efforts on specific areas of the fundraising mix have provided positive signs in terms of diversifying revenue streams. This is both to secure the future of the charity in the short term and plan for growth.

Sources of Income

Despite the challenges there are a number of positive developments to report. We are incredibly grateful to our donors and partners for their generous support in 2021. Without them we simply could not deliver our vital work to support athletes. Principle sources of fundraising income over the period were:

Fundraising events including:

Partnerships :

Individual Giving :

Fundraising income was supplemented with earned income from sporting organisations contracting Switch the Play Foundation to deliver specific services to support the personal development of sportspeople. The scale of these resources are finite given the financial pressures that many sporting bodies have themselves faced and the historic lack of emphasis on duty of care in sport (acknowledged within government sport policy in the UK). This earned income will always need to be supplemented by fundraising income to be able to ensure that support is available for all sportspeople who need it.

Reserves Policy

The trustees have identified the need for the charity to hold reserves for the following purposes:

a) The need to fund short-term deficits in a cash budget, e.g. money may need to be spent before a funding grant is received.

b) Covering unforeseen day-to-day operational costs, eg employing temporary staff to cover a long-term sick absence. c) To help mitigate the risk of unforeseen emergency or other unexpected need for funds, e.g. finding 'seed-funding' for an urgent project.

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Switch The Play Foundation

Report of the Trustees for the Year Ended 31 January 2022

d) As a source of income to mitigate against risks of a grant or partnership not being renewed.

e) Planned commitments that cannot be met by future income alone, e.g. plans for a significant project that requires the charity to provide 'matched funding'.

Of the five primary areas identified above Trustees have identified a-c being the initial priority areas.

The overall aspiration is to develop a reserves budget that is the equivalent to 6 months of salary and operational running costs. It is recognised given the context provided above that it will take time for the charity to build reserves to this level, estimated by the end of the financial year 2024 (year ending 31st January 2025).

Public benefit

The trustees confirm that they have had regard to the guidance issued by the Charity Commission on public benefit.

Examples of this in action include:

Grant making

As of January 2022, the charity did not have a formal grant programme in place. However, further to the guidance of trustees the development of a bursary programme has been scoped with the executive and Athlete Services Advisory Board with a view to launching an athlete bursary scheme later in 2022 (subject to funding). This grant making approach through the athlete bursary scheme will enable the charity to go further in the individualised support it provides to beneficiaries. We know that the vast majority of people on a talent pathway will not have a long professional career – in football these figures are as high as 97%. We also know that elite sportspeople are not earning significant sums through playing sport, for example more than 60% of the UK’s top sportswomen earn less than £10,000 per year through playing sport.

Whilst the charity is able to provide the vast majority of its own services free of charge to sportspeople we recognise that for many part of their personal development plan will include further educational or vocational learning. This could be invaluable to improve their employability prospects beyond playing sport. There are real costs associated with such learning and often these can be prohibitive.

Going Concern

The trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence going forwards. This includes taking into account any existing liabilities that the charity has and the significant progress that has made in reducing its deficit during the 2022 financial year to date.

Principle Risks

Our risk register tracks key organisational risks and is reviewed by trustees in every board meeting. The principal risk facing the charity relates to capacity, ensuring the charity is investing in its fundraising capacity to allow for growth but in a way that proportionately balances any cashflow risks for the charity.

As noted, the aspiration has been to develop a fundraising strategy drawing from a diverse mix of income streams to mitigate against the impacts in any one area of fundraising.

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Switch The Play Foundation

Report of the Trustees for the Year Ended 31 January 2022

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing document

The charity is controlled by its governing document, a constitution, and constitutes a charitable incorporated organisation.

Recruitment and appointment of new trustees

Apart from the first charity trustees who were appointed for an initial one year period, every trustee is appointed for a term of three years by a resolution passed at a properly convened meeting of the charity trustees.

In selecting individuals for appointment as charity trustees, the charity undertakes a rigorous process to identify the skills, knowledge and experience needed for the effective administration of the CIO.

Volunteers

In spring 2021 the charity formally established two advisory boards of senior volunteers to support both the athlete facing and fundraising activities of the charity. Both Advisory Boards have trustee representation and there is a direct line of reporting to board. The approach also forms part of the charity’s succession planning for potential future trustees.

The primary function of our new Athlete Services Advisory Board is to support the staff team in the development and evolution of our Athlete Services to ensure our offer is needs led, informed by the latest industry and academic insight, and helps to have a positive impact on the beneficiaries of our charity – current and former sportspeople. The Board helps to advise the Executive Team to ensure that the athletes needs are at the heart of every decision. The main functions of this Athlete Services Advisory Board are to;

The primary function of our new Fundraising Advisory Board will be to support and enable opportunities for Switch the Play Foundation to unlock new fundraising opportunities and ultimately, help us to reach more sportspeople who need support with their transition to life outside of sport. The main functions of this group are to:

A total of 10 senior volunteers were recruited to the Athlete Services Advisory Board and a further 6 volunteers were recruited to the Fundraising Advisory Board. Both groups aim to meet four times per annum with individual support provided ad hoc in between meetings.

Looking ahead:

We are truly grateful for the work of the executive team, our team of delivery associates and our partners for making this achievable. We are confident that the foundations are in place for us to continue to grow both our reach and the level of positive impact we have on sportspeople to help them to thrive through and beyond sport.

Page 9

Swilch The Pluy Found(rtion Report of the Trustees for the Y￿¢ Ended 31 January 2022 REFERENCE AND ADMINISTRATIVE DETAILS Registered Compony numbèr CE020539 IEThJlond ond Wolesl Registered Chprity nurnbei 1187733 Registtred office We5tmir*er House l O We5tminsler Rood MocclesField Cheshire SKIO IBX Trustees Ms E P Masoft Mr C F Donald50n Mr C Brlncjley Mrs E K Allen Ms G L Dickins Iresigned 08.09.221 Mr S C Mitchell Mrs S Fron(￿ loppointed I1.5.211 Mrs S Knight (appointed 11 11 % A fdword$ (appointed I 15.211 Independent Exomin•r Horts Limited Wesvmirster Hov5e l O Westminster Rood Mocclesfield Cheshire SKIO IBX Approved by order of the boord of trustees on oThY ygned on its beholf by: Mr C F Donold50n Choir Poge 10

Independent Examiner's Report to the Trustees of Switch The Play Foundation

Independent examiner's report to the trustees of Switch The Play Foundation ('the Company')

I report to the charity trustees on my examination of the accounts of the Company for the year ended 31 January 2022.

Responsibilities and basis of report

As the charity's trustees of the Company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 ('the 2006 Act').

Having satisfied myself that the accounts of the Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity's accounts as carried out under section 145 of the Charities Act 2011 ('the 2011 Act'). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5) (b) of the 2011 Act.

Independent examiner's statement

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe:

  1. accounting records were not kept in respect of the Company as required by section 386 of the 2006 Act; or

  2. the accounts do not accord with those records; or

  3. the accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a true and fair view which is not a matter considered as part of an independent examination; or

  4. the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities (applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)).

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.

David Taylor FCA Harts Limited Westminster House 10 Westminster Road Macclesfield Cheshire SK10 1BX

Date: .............................................

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Switch The Play Foundation

Statement of Financial Activities for the Year Ended 31 January 2022

Notes
INCOME AND ENDOWMENTS FROM
Donations and legacies
Other trading activities
2
Investment income
3
Total
EXPENDITURE ON
Charitable activities
Cost of delivery of services
Wages
Advertising
Office costs
Insurance
Travel
Bank charges
Legal and professional
Total
NET INCOME/(EXPENDITURE)
RECONCILIATION OF FUNDS
Total funds brought forward
TOTAL FUNDS CARRIED FORWARD		 Unrestricted
fund
£
-
201,174
2
201,176
72,443
130,665
11,432
24,715
843
5,289
303
1,350
247,040
(45,864)
(65,075)
(110,939)		 Year Ended
31.1.22
Restricted
Total
fund
funds
£
£
-
-
-
201,174
-
2
-
201,176
5,345
77,788
-
130,665
-
11,432
-
24,715
-
843
-
5,289
-
303
-
1,350
5,345
252,385
(5,345)
(51,209)
5,345
(59,730)
-
(110,939)		 Period
4.2.20
to
31.1.21
Total
funds
£
7,865
201,554
-
209,419
93,738
85,857
13,676
15,147
582
3,300
191
6,108
218,599
(9,180)
(50,550)
(59,730)

Page 12

5wit¢h The Play Fovnd¢lion Bul•nce Sheet 31 Junuury 2022 31.1.22 Totol funds 31.1.21 Totol fund$ UnresTrr¢c￿d fv RestrKed CURRENT ASSETS Debtors Cosh at bonk 15744 15744 9,480 18,395 18,395 61,685 CREDITOAS Arnovnts follirg due within one yeor 145.3551 145,3551 139,3231 NET CURRENT ASSETSIIUABILITIESI 26 9601 26 9601 TOTAL ASSETS LESS CURRENT UABILITIES 126,9601 126,9601 22,362 CREDITORS Amounts fallin9 dve otser More thJn one yeor 183,9791 183,9791 182,0921 NET ASSETS 110.9391 1109391 59 FUNDS Unreslricled furKIs Re#ritted fu￿￿$ (110,9391 105,0751 TOTAL FUNDS 110,9391 59,7301 The chorltoblÈ compony is enNtled ts exeMpt￿n from Secrhx 477 01 the Companles Art 2006 for yeor ended 31 Jonuory 2022. The members hove not required the compony to obtoin on owjit of rfs lino￿￿1 sFcrtements for the yeor ènded 31 Jonuory 2022 in accordorKe with Settion 476 of the Crmnponies Ao 2000. The trv#ees ocknowledge heir reSpo￿lbIlitieS lor lal ensuring tTr￿t the charitoble comFLJny keeps accoL￿11r0 records th]t comply with 386 ond 387 of the Comrofties Act 2006 ond preporing fironciol 5totements whith givtt o t￿ fair view of the stots of offolr5 of the tharitoble compgny os ot the end of eoth finonciol yeor ond of its wrplv& or defKit lor eod) finonciol yeor in occOrcb￿e with the requiremenls of Settl￿$ 394 oTrJ 395 which otherwtse comply with the reqvirem¥ts &+ the Conponie5 A 2006 relotiry lo fIr￿ncl0[ sr(rternents. so for 05 opplicoble ts the thjritoble coM$￿nY. Ibl These finonaal ￿atements hove been prepored In oc(or¢*)IKe with the Provis￿n$ ¢)ppltcoble to d￿ritable componies sublett to the srNJll componies regime. The firKJnciol stotements were opproved by the Board ot Trus￿e5 author￿ for I￿je on ond were signed on its belx)If by: Mr C F Donoldson - Trv5tee Poge 13

Switch The Play Foundation

Notes to the Financial Statements for the Year Ended 31 January 2022

1. ACCOUNTING POLICIES

Basis of preparing the financial statements

The financial statements of the charitable company, 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 Companies Act 2006. 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.

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.

Taxation

The charity is exempt from corporation 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.

Pension costs and other post-retirement benefits

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

2. OTHER TRADING ACTIVITIES

Year Ended
31.1.22
£
Athlete services
16,095
Projects and programme
2,577
Fundraising
182,502
201,174		 Period
4.2.20
to
31.1.21
£
21,178
51,062
129,314
201,554

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Notes to the Financial Statements - continued for the Year Ended 31 January 2022

3. INVESTMENT INCOME

INVESTMENT INCOME
Period
4.2.20
Year Ended to
31.1.22 31.1.21
£ £
Deposit account interest 2 -

4. TRUSTEES' REMUNERATION AND BENEFITS

There were no trustees' remuneration or other benefits for the year ended 31 January 2022 nor for the period ended 31 January 2021.

Trustees' expenses

There were no trustees' expenses paid for the year ended 31 January 2022 nor for the period ended 31 January 2021.

5. STAFF COSTS

The average monthly number of employees during the year was as follows:

Year Ended
31.1.22
Employees
3		 Period
4.2.20
to
31.1.21
3

The number of employees whose employee benefits (excluding employer pension costs) exceeded £60,000 was:

6.

Year Ended
31.1.22
£60,001 - £70,000
1
COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES
Unrestricted
Restricted
fund
fund
£
£
INCOME AND ENDOWMENTS FROM
Donations and legacies
2,520
5,345
Other trading activities
201,554
-
Total
204,074
5,345
EXPENDITURE ON
Charitable activities
Cost of delivery of services
93,738
-
Wages
85,857
-
Advertising
13,676
-
Office costs
15,147
-
Insurance
582
-
Travel
3,300
-
Bank charges
191
-		 Period
4.2.20
to
31.1.21
-
Total
funds
£
7,865
201,554
209,419
93,738
85,857
13,676
15,147
582
3,300
191

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Notes to the Financial Statements - continued for the Year Ended 31 January 2022

6.
COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES - continued
Unrestricted
fund
£
Legal and professional
6,108
Total
218,599
NET INCOME/(EXPENDITURE)
(14,525)
RECONCILIATION OF FUNDS
Total funds brought forward
(50,550)
TOTAL FUNDS CARRIED FORWARD
(65,075)
7.
DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
Other debtors
VAT
8.
CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
Bank loans and overdrafts (see note 10)
Social security and other taxes
VAT
Credit card
Switch the Play CIC
Pension creditor
Net wages creditor
Accrued expenses		 Restricted
fund
£
-
-
5,345
-
5,345
31.1.22
£
14,239
1,505
15,744
31.1.22
£
5,416
12,251
-
751
-
612
7,599
18,726
45,355		 Total
funds
£
6,108
218,599
(9,180)
(50,550)
(59,730)
31.1.21
£
9,480
-
9,480
31.1.21
£
-
10,675
7,258
157
13,264
492
6,128
1,349
39,323

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Notes to the Financial Statements - continued for the Year Ended 31 January 2022

9. CREDITORS: AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR

Bank loans (see note 10)
Social security and other taxes
Other creditors
10.
LOANS
An analysis of the maturity of loans is given below:
Amounts falling due within one year on demand:
Bank loans
Amounts falling between one and two years:
Bank loans - 1-2 years
11.
MOVEMENT IN FUNDS
Unrestricted funds
General fund
Restricted funds
Restricted fund
TOTAL FUNDS
Net movement in funds, included in the above are as follows:
Unrestricted funds
General fund
Restricted funds
Restricted fund
TOTAL FUNDS		 At 1.2.21
£
(65,075)
5,345
(59,730)
Incoming
resources
£
201,176
-
201,176		 31.1.22
£
44,584
7,303
32,092
83,979
31.1.22
£
5,416
44,584
Net
movement
in funds
£
(45,864)
(5,345)
(51,209)
Resources
expended
£
(247,040)
(5,345)
(252,385)		 31.1.21
£
50,000
-
32,092
82,092
31.1.21
£
-
50,000
At
31.1.22
£
(110,939)
-
(110,939)
Movement
in funds
£
(45,864)
(5,345)
(51,209)

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Notes to the Financial Statements - continued for the Year Ended 31 January 2022

11. MOVEMENT IN FUNDS - continued

Comparatives for movement in funds

At 4.2.20
£
Unrestricted funds
General fund
(50,550)
Restricted funds
Restricted fund
-
TOTAL FUNDS
(50,550)
Comparative net movement in funds, included in the above are as follows:
Incoming
resources
£
Unrestricted funds
General fund
204,074
Restricted funds
Restricted fund
5,345
TOTAL FUNDS
209,419		 Net
movement
in funds
£
(14,525)
5,345
(9,180)
Resources
expended
£
(218,599)
-
(218,599)		 At
31.1.21
£
(65,075)
5,345
(59,730)
Movement
in funds
£
(14,525)
5,345
(9,180)

The general fund deficit brought forward at 4 February 2020 resulted from the conversion of Switch The Play CIC (Company number 09369073) from a Community Interest Company to a Charity Incorporation Organisation.

12. RELATED PARTY DISCLOSURES

There were no related party transactions for the year ended 31 January 2022.

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Detailed Statement of Financial Activities for the Year Ended 31 January 2022

Year Ended
31.1.22
£
INCOME AND ENDOWMENTS
Donations and legacies
Grants
-
Other trading activities
Athlete services
16,095
Projects and programme
2,577
Fundraising
182,502
201,174
Investment income
Deposit account interest
2
Total incoming resources
201,176
EXPENDITURE
Charitable activities
Wages
119,369
Social security
8,671
Pensions
2,625
Cost of delivery of services
96,355
Insurance
843
Office costs
6,148
Advertising
11,432
Travel and subsistence
5,289
250,732
Support costs
Finance
Bank charges
303
Governance costs
Accountancy and legal fees
1,350
Total resources expended
252,385
Net expenditure
(51,209)		 Period
4.2.20
to
31.1.21
£
7,865
21,178
51,062
129,314
201,554
-
209,419
79,431
4,591
1,835
93,738
582
15,147
13,676
3,300
212,300
191
6,108
218,599
(9,180)

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