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2025-08-31-accounts

Docusign Envelope ID: 066D629E-A49D-4297-AA32-FFA061CA35ED

Charity number: 1194092

TRUSTEES' REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025

COACHBRIGHT CHARITABLE TRUST

Docusign Envelope ID: 066D629E-A49D-4297-AA32-FFA061CA35ED

COACHBRIGHT CHARITABLE TRUST

CONTENTS

Page
Reference and administrative details of the Charity, its Trustees and advisers 1
Trustees' report 2 - 11
Independent examiner's report 12
Statement of financial activities 13
Balance sheet 14
Statement of cash flows 15
Notes to the financial statements 16 - 24

Docusign Envelope ID: 066D629E-A49D-4297-AA32-FFA061CA35ED

COACHBRIGHT CHARITABLE TRUST

REFERENCE AND ADMINISTRATIVE DETAILS OF THE CHARITY, ITS TRUSTEES AND ADVISERS FOR THE YEAR ENDED 31 AUGUST 2025

Trustees J Owen, Chair M Mahmood, Treasurer G Lane A Sheridan (apt 23/5/25) K McAree N Osborne E Kaitell (apt 16/7/25) S Hardman (res 23/5/25) CEO J McGinn Charity registered number 1194092 Principal office Spaces Crossway Civic House 156 Great Charles Street Queensway Birmingham B3 3HN Bankers Metro Bank 2, 24 Farnham Road Slough SL1 3TA Solicitors Stone King LLP Boundary House 91 Charterhouse Street London EC1M 6HR Independent Examiner Janice Matthews Menzies LLP Magna House 18-32 London Road Staines-Upon-Thames TW18 4BP

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Docusign Envelope ID: 066D629E-A49D-4297-AA32-FFA061CA35ED

COACHBRIGHT CHARITABLE TRUST

TRUSTEES' REPORT FOR THE YEAR ENDED 31 AUGUST 2025

Objectives and Activities

a. Governing document

CoachBright Charitable Trust is an independent registered charity working with young people to strengthen their educational attainment and life outcomes. The Charity is governed by a Constitution accepted upon incorporation on 15th April 2021.

b. Policies and objectives

CoachBright is a social mobility charity on a mission to support young people from disadvantaged backgrounds to become confident, independent and resilient learners so they can lead the lives they want.

We partner with Primary and Secondary schools in England to run face-to-face and virtual coaching programmes.

Through partnering pupils with relatable role models, we aim to raise their confidence, independence, resilience and attainment.

The charity's aims are to support people in education through:

In setting objectives and planning for activities, the Trustees have given due consideration to general guidance published by the Charity Commission relating to public benefit, including the guidance 'Public benefit: running a charity (PB2)'.

c. Strategies for achieving objectives

CoachBright's programmes are run in collaboration with Primary & Secondary schools, universities, and employers, and typically span 12-15 weeks, with each session lasting an hour and led by an internally trained volunteer coach. The schools, universities, and employers are responsible for selecting eligible students to participate in the programme, so long as the pupil selection aligns with the charity's guidelines.

CoachBright recruits exceptional volunteer coaches who commit to a minimum of one hour per week for a block of coaching, either at one of the charity's partner schools or through an online programme.

All volunteers undergo a training and induction session before they begin coaching and must pass a DBS check.

The volunteer coaches come from diverse backgrounds, but the vast majority are current university students studying for undergraduate degrees or older pupils at a partner school, through out Peer to Peer programme.

The Senior Management Team and Trustees review our aims, objectives, and activities at quarterly general board meetings. The reviews look at what we achieved and the outcomes of our work in the previous period.

These reviews also help us ensure our aims, objectives and activities remain focused on our stated purposes.

We have referred to the guidance contained in the Charity Commission's general guidance on public benefit when reviewing our aims and objectives and in planning our future activities. In particular, the trustees consider how planned activities will contribute to the aims and objectives they have set.

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COACHBRIGHT CHARITABLE TRUST

TRUSTEES' REPORT FOR THE YEAR ENDED 31 AUGUST 2025

d. Activities undertaken to achieve objectives

Our main activities for the year continued to be the promotion and running of coaching programmes for primary & secondaryage pupils of disadvantaged socio-economic backgrounds.

The activities we used to meet these objectives included:

e. Main activities undertaken to further the Charity's purposes for the public benefit

CoachBright offers small group coaching to disadvantaged young people to enhance their academic performance, study skills, and self-assurance.

Our goal is to equip pupils with the grades & confidence required to maximise their potential in school and to equip them with the skills & desire to pursue further education, employment, or training after leaving school.

This is intended to lift the pupil from their socio-economic background and enable them to contribute positively to society.

To ensure that the support reaches the most disadvantaged young people, CoachBright partners with schools that have a higher-than-average proportion of pupils eligible for Pupil Premium funding.

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Docusign Envelope ID: 066D629E-A49D-4297-AA32-FFA061CA35ED

COACHBRIGHT CHARITABLE TRUST

TRUSTEES' REPORT (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

Achievements and performance

a. Main achievements of the Charity

Welcome to the CoachBright Trustee Report 2024/25.

This year’s foreword comes from Ester Demideh, an inspiring young person who has been engaged in our work for many years. Ester participated in a CoachBright programme at school and was one of the first undergraduates to receive coaching through our LifeCycle university programme. She is now an accredited coach on LifeCycle, supporting the next generation of ambitious young people to reach their potential. We hope you enjoy her story.

“When I think back to when I was 17, at Ark Globe Academy, about to be introduced to something called “coaching,” I could never have imagined how deeply that word would shape my life. I was failing at school and felt lost. But that day, when the CoachBright team walked in, I ended up finding something I hadn’t realised I was missing - belief.

Coaching was new to us. None of us knew what it meant, but we understood it was about helping us think differently about ourselves. My first coach, Hazel, met me right where I was - at my lowest point - and gave me something far more powerful than advice. She listened. She believed in me when I couldn’t see the point of believing in myself. That space of care and curiosity was the start of everything that followed.

CoachBright didn’t just help me raise my grades. They helped me raise my confidence, awareness, and sense of direction. There’s a lot of disillusionment about the value of our own humanity in present-day society. At university, the challenges were different but just as real. I struggled with confidence, workload, and belonging. Once again, CoachBright showed up. My coach, Mary, helped me rebuild from the inside out, not by telling me what to do, but by helping me rediscover my strength and potential.

Those early coaching conversations planted seeds that grew long after the sessions ended. I began to internalise the questions my coaches would ask: What do you want? What’s holding you back? What’s one small thing you can do today? Over time, that internal voice became a part of me - a self-coaching mindset that taught me how to lead myself. I'm grateful to CoachBright for helping me see the value of digging deeper than surface level. I became more resilient. That got me achieving all kinds of things.

Through CoachBright, I went from failing at school to graduating from one of the UK’s top universities and winning over a dozen awards along the way. But more importantly, I learned to be kind to myself, to persevere, and to believe that no challenge defines my capabilities or my future.

Coaching has long been reserved for executives as a tool to sharpen decision-making, refine leadership, and maintain clarity under pressure. But we've drawn the line too early, because if anyone needs coaching - urgently - it's young people. Adolescents today are navigating an economy that is designed to fracture their focus. Every platform, every notification, every algorithmic feed competes for their minds. In this noise, there's no space to pause, no room to ask those same questions: What do I want? What’s holding me back? What’s one small thing I can do today?

CoachBright offers that anchor. It's not about adding more pressure or competition. It's about creating intentional space; a process in which young people can step back, discover their competencies, and chart a direction that's actually theirs. It's direction-focused support at the stage when identity is still forming, when clarity matters most. We need to give young people coaches to discover what their role even is. And we can't afford to let coaching remain a privilege of those already in power while the leaders of tomorrow drift without support.

Young people aren't just the future. They're fighting for their sense of self right now. CoachBright exists because that fight shouldn't happen alone. I want to say thank you to every single coach who shows up for young people every day. You don’t just help change their grades - you change their lives. When we invest in people’s potential, the return is enormous. When young people are supported to believe in themselves, they become changemakers, not just in their own lives but in their communities, schools, and workplaces.

Here’s to another year of building brighter futures, one conversation, one goal, and one young person at a time.”

Ester Demideh CoachBright Alumnus, Coach & Founder of The Emotionally Intelligent CEO

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Docusign Envelope ID: 066D629E-A49D-4297-AA32-FFA061CA35ED

COACHBRIGHT CHARITABLE TRUST

TRUSTEES' REPORT (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

b. Review of activities

In 2024-25 we delivered 39 academic coaching programmes to 931 young people across four regions: London, South East, South West, and West Midlands.

We are proud to focus our work on where the need is greatest. Whilst we have a strong presence in the capital, the majority of our programmes take place outside of London. We are also significantly overrepresented by young people who are eligible for the pupil premium, speak English as an additional language, and are from an ethnic minority background.

Outputs

Programmes Delivered 39
Schools Supported 32
Young People Helped 931
Volunteers trained and placed 331
University’s volunteers recruited from 30
Student leadership accreditations awarded 82
Number of ethnicities represented among our beneficiaries 18

Regional Breakdown

Region Pupils Supported
London 219
South East 285
South West 27
West Midlands 400
Total 931

Pupil Breakdown

Eligible for pupil premium 54%
Male 54%
Female 46%
EAL (Pupils with English as additional language) 30%

Our University Partners

Our partnerships with universities sit at the heart of our mission. We support universities by doing three things:

1. We widen access through our programmes in schools

We partner with universities to design and deliver outreach, access, and attainment-raising programmes in local schools. These follow a coaching model, with either university undergraduates or older pupils in the school being trained to support younger pupils through high-quality coaching.

These programmes strengthen pupils’ attainment, attendance, and aspirations - whilst helping universities strengthen their APP commitments.

2. We train and develop students to coach, lead, and be role models

We train undergraduates to become high-quality coaches and role models for younger pupils. Students gain confidence, communication, and leadership skills that complement their academic learning while delivering meaningful impact in local schools. University students provide small-group, academic coaching once a week for one school term.

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Docusign Envelope ID: 066D629E-A49D-4297-AA32-FFA061CA35ED

COACHBRIGHT CHARITABLE TRUST

TRUSTEES' REPORT (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

Once students have completed a term of coaching, they are eligible for two things:

Over 2024/25, we are proud to have placed 331 students from 30 universities.

3. We reduce university awarding and progression gaps by providing professional coaching to undergraduates

Access gets students in. Success and progression help them stay and thrive. Our LifeCycle programme partners with universities to provide professional one-to-one coaching for students from underrepresented backgrounds. Coaching sessions focus on belonging, confidence, and self-efficacy - the key drivers of continuation, attainment, and progression after graduation.

By giving students space to reflect, set goals, and build habits for success, LifeCycle strengthens the skills and mindset that make the biggest difference to degree outcomes. For universities, it offers a targeted, evidence-based intervention that directly supports their APP priorities for student success.

In 2024/25, we completed our third year of supporting students from the University of Plymouth and delivered our first pilot with Queen Mary University of London.

Our work with secondary schools

We partner with secondary schools to support pupils from disadvantaged backgrounds to build the confidence, independence, and resilience to succeed.

Peer to Peer

Our Peer-to-Peer programme trains older pupils to coach younger peers, helping schools improve engagement, confidence, and academic progress through structured peer relationships. It’s a flexible and adaptable model, shaped around each school’s priorities - whether that’s boosting attainment, improving attendance, or supporting social and emotional development.

We train pupils in Years 10, 11, or 12 to become coaches, equipping them with communication, questioning, and goal-setting tools before pairing them with a younger peer for weekly one-to-one sessions. Each 60-minute session focuses on active listening, motivation, and reflective learning - giving pupils time to take ownership of their progress and rediscover belief in their abilities.

Older pupils also work towards an SSAT Pupil Leadership Accreditation, recognising their commitment, responsibility, and leadership development through coaching. The award provides a formal certificate and portfolio that pupils can include in university, apprenticeship, or college applications - helping them articulate the skills and confidence they gain from supporting others.

The strength of the Peer-to-Peer programme is its ability to have an impact on both groups of pupils in different ways. Our school partners use it to:

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COACHBRIGHT CHARITABLE TRUST

UniCoach

Our UniCoach programme connects schools with university students who coach and tutor pupils from disadvantaged backgrounds, raising attainment and aspiration while giving university students valuable experience in teaching and leadership.

Each programme is co-designed with the school to match local priorities - whether that’s improving confidence in English and maths, supporting Year 11s in the run-up to exams, or inspiring younger pupils to consider university pathways.

University students receive training in coaching principles such as active listening, questioning, and feedback before leading a weekly one-hour session with a small group of pupils. Sessions focus on mastery of the specific subject, but also broader metacognitive skills - helping pupils strengthen both academic knowledge and their belief in their own potential. The programme aims to provide targeted academic and pastoral support that complements classroom teaching and intervention plans.

Our latest external evaluation from ImpactEd showed:

  1. Improvements of 11.1% in English and 5.1% in maths

  2. Even greater improvements in English and maths for PP eligible pupils (by 1.6% and 0.5% respectively)

  3. Improvements in all social and emotional skills measured (metacognition 9.5%, self-efficacy 6.8%, and motivation 4.5%)

Our Impact

We are committed to robust, high quality impact evaluation. This is to ensure we understand the true effectiveness of our work, and assess what impact it is having, for whom, and under what conditions.

Our mission is to support young people from disadvantaged backgrounds to become confident, independent, and resilient.

Therefore, it is key that we are able to measure and evaluate these skills.

Method

To do this, we use academically validated self-report pre- and post- questionnaires. These are taken by our participants before and after the programme, and we observe the ‘distance travelled’ in that time both at individual and group level.

We have used a consistent impact evaluation framework for several years, created in collaboration with educational impact specialists ImpactEd. The technical skills we measure are metacognition, self-efficacy, and motivation.

Impact Overview

We are proud that in 2024/25 there were statistically significant improvements in the metacognition, self-efficacy, and motivation of our beneficiaries. This is the fifth year in a row we have seen a statistically significant impact as a result of our work.

----- Start of picture text -----
Metacognition (/7) Self-efficacy (/7) Conscientiousness (/5)
Pre-programme 4.98 5.05 3.93
Post-programme 5.20 5.21 4.09
Percentage change +3.7% +2.8 +3.9%
Sample Size 417 412 104
P-value (2dp) p<0.001 p<0.001 p=0.030
----- End of picture text -----

These improvements translate into meaningful shifts in young people's attitudes and learning behaviours.

These results suggest that throughout the course of our programmes, young people became more interested in what they're learning, developed stronger habits of self-monitoring and planning in their learning, and saw themselves as more reliable and capable workers.

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Docusign Envelope ID: 066D629E-A49D-4297-AA32-FFA061CA35ED

COACHBRIGHT CHARITABLE TRUST

TRUSTEES' REPORT (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

Given our focus on supporting young people from disadvantaged backgrounds, we have broken down our headline impact results to help us understand who benefits most from our programmes.

The tables below show percentage changes for pupils on free school meals (Pupil Premium, or PP) compared to their non-PP peers, and for pupils with English as an Additional Language (EAL) compared to those without.

PP versus non-PP

Percentage Change % Metacognition
Self-efficacy		 Metacognition
Self-efficacy		 Motivation
Conscientiousness		 Motivation
Conscientiousness
PP 3.64
3.75		 2.15
5.56
Non-PP 3.98 1.62 2.47 3.3

Pupil Premium eligible pupils showed greater improvements than their non-PP peers across all measures except metacognition. Most notably, PP pupils saw nearly double the gains in conscientiousness (5.56% versus 3.3%)

Financial review

The total income for the year was £446,737. During the year, spending on charitable activities was £533,997 Net loss for the year was £87,260 and this amount was absorbed by Unrestricted Reserves.

a. Going concern

After making appropriate enquiries, the Trustees have a reasonable expectation that the Charity has adequate resources to

continue in operational existence for the foreseeable future. For this reason, they continue to adopt the going concern basis in preparing the financial statements.

Further details regarding the adoption of the going concern basis can be found in the accounting policies.

b. Reserves policy CoachBright holds reserves to:

The level of reserves is reviewed periodically by the management team & Trustees.

c. Designated funds

During the year the Board of Trustees allocated £150,000 of free reserves to a new Designated Fund. The purpose of the designation was: “To invest in the furthering of regional expansion post-EEF trial and to retain the new regional partnerships established through the EEF trial, where the cost of expansion may not be met by income in the short term.”

The designation reduces the Charities free reserves to: £181,325, as shown in Note 13 of the Financial Statements.

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Docusign Envelope ID: 066D629E-A49D-4297-AA32-FFA061CA35ED

COACHBRIGHT CHARITABLE TRUST

TRUSTEES' REPORT (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

Structure, governance and management

a. Constitution

CoachBright is a registered CIO (Charitable Incorporated Organisation), number 1194092, incorporated and registered as a charity in April 2021. The CIO was established under a Constitution, which established the objects and powers of the CIO.

b. Methods of appointment or election of Trustees

Every charity trustee must be a natural person. Under no circumstances shall any of the following serve as Trustees;

Trustees during the year:

Jonathan Owen (Chair) Muznah Mahmood (Treasurer) Annette Sheridan (apt 23/5/25) Kelly McAree Geoff Lane Nick Osborne Emerick Kaitell (apt 16/7/25) Sasha Hardman (res 23/5/25)

Appointment of Trustees

Apart from the first Trustees, every Trustee must be appointed for a term of three years by a resolution passed at a properly convened meeting of the Trustees.

In selecting individuals for appointment as Trustees, the Trustees must have regard to the skills, knowledge and experience needed for the effective administration of the CIO.

c. Organisational structure and decision-making policies

The Board delegates responsibility for the day-to-day operation of the Charity to the Chief Executive & Senior Management Team.

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COACHBRIGHT CHARITABLE TRUST

TRUSTEES' REPORT (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

Plans for future periods

Our work with the Education Endowment Foundation

In 2025, CoachBright began working with the Education Endowment Foundation (EEF), RAND Europe, and the University of Leeds to deliver the first large-scale randomised controlled trial of pupil peer coaching in England.

The study will evaluate the impact of our Peer-to-Peer coaching programme on the maths attainment, metacognition (how pupils think about how they learn), and self-efficacy (their belief in their ability to succeed) of disadvantaged pupils. It will involve up to 100 secondary schools across the country and involve over 3,000 pupils, making it the largest independent evaluation of its kind.

Through the trial, Year 10 pupils will be trained as maths coaches to support Year 7 pupils in weekly one-to-one sessions over ten weeks. Each coach receives accredited training from a CoachBright Programme Manager on the fundamentals of coaching before beginning their sessions. Every coach will also have the opportunity to gain a Student Leadership Accreditation through the SSAT, recognised by UCAS.

Schools are randomly allocated into either an intervention group (who deliver the programme between October 2025 and July 2026) or a control group with whom we will compare progress. The evaluation will assess pupils’ progress using maths attainment tests, self-efficacy, and metacognition questionnaires, and school visits to observe delivery in action.

The trial’s findings - due to be published in 2028 - will add strong new evidence to the sector on the impact of peer coaching. For CoachBright, it marks a key milestone: moving from delivering impact in individual schools to generating national evidence for a model that could make a significant contribution to sector practice.

Final Reflections & Looking Ahead

As we look back on 2024/25, we are immensely proud of what CoachBright has achieved. Last year was a period of building momentum for the charity; next year, we look ahead to a period of significant growth.

We have expanded our work with key university and school partners, further strengthened our programme design and, most importantly, seen another year of significant, consistent impact.

As we have illustrated, the need for the work we do remains as great as ever. Across the country, the gap in outcomes between disadvantaged pupils and their peers continues to grow, with persistent challenges around attendance, attainment, and access to opportunity.

We exist to address that. We deliver programmes that meet young people where they are, adapt to their needs and goals, but retain fidelity to a high-impact model we have refined over many years. We ensure these programmes are available to young people from the age of five right through to early adulthood. And, crucially, as one of our four core values states, this model is transformative.

As we look forward to 2025/26, we are excited that the transformative potential of our work is being tested at scale in the largest Randomised Control Trial of peer coaching ever conducted in the UK. This will allow us to bring our programmes to key social mobility cold spots, where the need for this work is greatest. And, alongside that, we will be launching a primary-focused version of our Peer to Peer programme that will bring this impact to many more younger children.

None of this is possible without the hard work of an enormous number of people: our undergraduate coaches who contribute thousands of hours to support young people in schools; our school, university, and funding partners who believe in the impact of our model; and, of course, our brilliant team, who work tirelessly to make all of this possible. A sincere and heartfelt thank you to you all.

Thank you for reading our 2024/25 annual report - we hope you’ve enjoyed the stories we’re fortunate to see every day. Leading CoachBright through this period of growth is an immense privilege. We’re proud of what we’ve achieved so far, and excited and energised by what’s still to come.

Joe McGinn Chief Executive

Jo Owen Chair of Trustees

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Docusign Envelope ID: 066D629E-A49D-4297-AA32-FFA061CA35ED

COACHBRIGHT CHARITABLE TRUST

TRUSTEES' REPORT (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

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

The law applicable to charities in England & Wales requires the Trustees to prepare financial statements for each financial period which give a true and fair view of the state of affairs of the Charity and of its incoming resources and application of resources, including its income and expenditure, for that period. In preparing these financial statements, the Trustees are required to:

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

Approved by order of the members of the board of Trustees and signed on their behalf by:

X M Mahmood Treasurer

Date

02-Mar-2026

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COACHBRIGHT CHARITABLE TRUST

INDEPENDENT EXAMINERS' REPORT

Independent Examiner's report to the Trustees of Coachbright Charitable Trust ('the Charity')

I report to the charity Trustees on my examination of the accounts of the Charity for the year ended 31 August 2025.

Responsibilities and basis of report

As the Trustees of the Charity you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 ('the 2011 Act').

I report in respect of my examination of the Charity's accounts carried out under section 145 of the 2011 Act and in carrying out my examination I have followed the applicable Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.

Independent examiner's statement

Since the Charity's gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of ICAEW, which is one of the listed bodies.

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 that in any material respect:

  1. accounting records were not kept in respect of the Charity as required by section 130 of the 2011 Act; or

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

  3. the accounts do not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 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.

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.

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. My work has been undertaken so that I might state to the Charity's Trustees those matters I am required to state to them in an Independent examiner's report and for no other purpose. To the fullest extent permitted by law, I do not accept or assume responsibility to anyone other than the Charity and the Charity's Trustees as a body, for my work or for this report.

10-Mar-2026 Signed: Dated: Janice Matthews FCA

Menzies LLP Chartered Accountants Magna House 18-32 London Road Staines-Upon-Thames TW18 4BP

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Docusign Envelope ID: 066D629E-A49D-4297-AA32-FFA061CA35ED

COACHBRIGHT CHARITABLE TRUST

STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 AUGUST 2025

Note
Income from:
Donations and legacies
3
Charitable activities
4
Investment income
5
Total income
Expenditure on:
Charitable activities
6
Total expenditure
Transfers between funds
Net movement in funds
Reconciliation of funds:
Total funds brought forward
Net movement in funds
Total funds carried forward		 Unrestricted
funds
2025
£
45,978
314,020
8,489
368,487
483,821
483,821
28,960
(86,374)
419,254
(86,374)
332,880		 Restricted
funds
2025
£
78,250
-
-
78,250
50,176
50,176
(28,960)
(886)
5,756
(886)
4,870		 Total
funds
2025
£
124,228
314,020
8,489
446,737
533,997
533,997
-
(87,260)
425,010
(87,260)
337,750		 Total
funds
2024
£
147,395
458,862
13,986
620,243
714,539
714,539
-
(94,296)
519,306
(94,296)
425,010

The Statement of Financial Activities includes all gains and losses recognised in the year.

The notes on pages 16 to 24 form part of these financial statements.

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Docusign Envelope ID: 066D629E-A49D-4297-AA32-FFA061CA35ED

COACHBRIGHT CHARITABLE TRUST

BALANCE SHEET FOR THE YEAR ENDED 31 AUGUST 2025

Fixed assets
Note
Tangible assets
10
Current assets
Debtors
11
Cash at bank and in hand
Creditors: amounts falling due within one year
12
Net current assets
Total assets less current liabilities
Total net assets
Charity funds
Unrestricted funds
Restricted funds
Total funds		 2025
2024
£
£
1,555
2,360
1,555
2,360
105,211
165,847
390,843
435,776
496,054
601,623
(159,859)
(178,973)
336,195
422,650
337,750
425,010
337,750
425,010
332,880
4,870
419,254
5,756
337,750
425,010		 2024
£
2,360
425,010
425,010
419,254
5,756
425,010

The financial statements were approved and authorised for issue by the Trustees and signed on their behalf

The notes on pages 16 to 24 form part of these financial statements.

X
M Mahmood
Treasurer
X
J Owen
Chair
Date
Date
02-Mar-2026
09-Mar-2026		 X
M Mahmood
Treasurer
X
J Owen
Chair
Date
Date
02-Mar-2026
09-Mar-2026		 X
M Mahmood
Treasurer
X
J Owen
Chair
Date
Date
02-Mar-2026
09-Mar-2026
Date
02-Mar-2026		 Date
09-Mar-2026

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Docusign Envelope ID: 066D629E-A49D-4297-AA32-FFA061CA35ED

COACHBRIGHT CHARITABLE TRUST

STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 AUGUST 2025

Note
Cash flows from operating activities
Net cash used in operating activities
15
Cash flows from investing activities
Purchase of tangible fixed assets
Net cash used in investing activities
Cash flows from financing activities
Net cash provided by financing activities
Change in cash and cash equivalents in the year
Cash and cash equivalents at the beginning of the year
Cash and cash equivalents at the end of the year
16
The notes on pages 16 to 24 form part of these financial statements		 2025
£
(44,933)
-
-
(44,933)
435,776
390,843		 2024
£
(98,603)
-
-
(98,603)
534,379
435,776

15

Docusign Envelope ID: 066D629E-A49D-4297-AA32-FFA061CA35ED

COACHBRIGHT CHARITABLE TRUST

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025

1. General Information

Coachbright Charitable Trust is a Charitable incorporated organisation that has been registered since 15 April 2021.

It provides educational programmes and tutoring to children and young people, their charity number and address can be found on page 1.

2. Accounting Policies

2.1 Basis of preparation of financial statements

The financial statements 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), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Charities Act 2011.

The financial statements have been prepared to give a 'true and fair' view and have departed from the Charities (Accounts and Reports) Regulations 2008 only to the extent required to provide a 'true and fair' view. This departure has involved following the Charities SORP (FRS 102) published in October 2019 rather than the Accounting and Reporting by Charities: Statement of Recommended Practice effective from 1 April 2005 which has since been withdrawn. Coach bright Charitable Trust meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy.

2.2 Going Concern

It is the Trustees opinion that based on available reserves and forecast income that the charity will remain a going concern for at least twelve months from the date of approval of these financial statements and the going concern basis of preparation of the accounts continues to be appropriate.

2.3 Income

All income is recognised once the Charity has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably. Grants are included in the Statement of financial activities on a receivable basis. The balance of income received for specific purposes but not expended during the period is shown in the relevant funds on the Balance Sheet. Where income is received in advance of entitlement of receipt, its recognition is deferred and included in creditors as deferred income. Where entitlement occurs before income is received, the income is accrued.

2.4 Expenditure

Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, 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 classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset's use.

Expenditure on charitable activities is incurred on directly undertaking the activities which further the Charity's objectives, as well as any associated support costs. All expenditure is inclusive of irrecoverable VAT.

.

16

Docusign Envelope ID: 066D629E-A49D-4297-AA32-FFA061CA35ED

COACHBRIGHT CHARITABLE TRUST

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025

2. Accounting Policies (continued)

2.5 Tangible fixed assets and depreciation

Tangible fixed assets are initially recognised at cost. After recognition, under the cost model, tangible fixed assets are measured at cost less accumulated depreciation and any accumulated impairment losses. All costs incurred to bring a tangible fixed asset into its intended working condition should be included in the measurement of cost.

Depreciation is charged so as to allocate the cost of tangible fixed assets less their residual value over their estimated useful lives, using the straight-line method.

Depreciation is provided on the following basis:

Office Equipment – 20% Computer Equipment – 20%

2.6 Debtors

Trade and other debtors are recognised at the settlement amount after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

2.7 Liabilities & Provisions

Liabilities are recognised when there is an obligation at the Balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably.

Liabilities are recognised at the amount that the Charity anticipates it will pay to settle the debt or the amount it has received as advanced payments for the goods or services it must provide.

2.8 Pensions

The Charity operates a defined contribution pension scheme and the pension charge represents the amounts payable by the Charity to the fund in respect of the year.

2.9 Fund Accounting

General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the Charity and which have not been designated for other purposes.

17

Docusign Envelope ID: 066D629E-A49D-4297-AA32-FFA061CA35ED

COACHBRIGHT CHARITABLE TRUST

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025

3. Income from donations and legacies

Donations
Grants
Legacies
Total 2024
4.
Income from charitable activities
Income from charitable activities
Total 2024
5.
Other incoming resources
Interest income		 Unrestricted
Restricted
Total
Total
funds
funds
funds
funds
£
£
2025
£
2024
£
7,428
-
7,428
2,241
38,550
78,250
116,800
75,554
-
-
-
69,600
45,978
78,250
124,228
147,395
120,995
26,400
147,395
Unrestricted
Restricted
Total
Total
funds
funds
funds
funds
£
£
2025
£
2024
£
314,020
-
314,020
458,862
458,862
-
458,862
Unrestricted
Restricted
Total
Total
funds
funds
funds
funds
2025
£
2024
£
8,489
-
8,489
13,986

18

Docusign Envelope ID: 066D629E-A49D-4297-AA32-FFA061CA35ED

COACHBRIGHT CHARITABLE TRUST

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025

6. Analysis of expenditure by activities

Unrestricted Costs
Restricted Costs
Total 2025
Total 2024		 Unrestricted
Direct
Costs
£
Unrestricted
Support
Costs
£
Restricted
Direct
Costs
£
Restricted
Support
Costs
£
Total
2025
£
Total
2024
£
282,586
201,235
-
-
483,821
700,395
-
-
46,573
3,603
50,176
14,144
282,586
201,235
46,573
3,603
533,997
714,539
447,523
252,872
9,900
4,244
714,539

Analysis of support costs

Staff costs
Depreciation
Insurance
Legal fees
Advertising
Rent
Staff training
Subscriptions
Telephone & internet
Meeting costs
Bank charges
General expenses
Printing, postage & stationery
Quality standards
Consulting
IT software & consumables
Governance costs
Total 2024		 Unrestricted
Support
Costs
£
157,379
806
2,571
-
4,580
11,612
-
13,912
3,331
430
252
855
-
-
-
725
4,782
201,235
252,872		 Restricted
Support
Costs
£
1,222
2,381
3,603
4,244		 Total
funds
Total
funds
2025
£
2024
£
157,379
180,741
806
807
2,571
3,067
-
3,354
4,580
12,518
11,612
23,173
-
-
13,912
10,638
3,331
4,307
1.652
799
252
1,064
855
77
-
354
-
6,490
-
120
3,106
4,244
4,782
5,363
204,838
257,116
257,116

19

Docusign Envelope ID: 066D629E-A49D-4297-AA32-FFA061CA35ED

COACHBRIGHT CHARITABLE TRUST

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025

7. Independent Examiners Remuneration

Fees payable to the Charity’s Independent Examiner
Staff Costs
Wages and salaries
Social Security Costs
Contribution to defined contribution pension schemes
The average number of persons employed by the Charity for the year was as
follows:
Employees		 2025
£
2024
£
4,782
5,363
2025
£
2024
£
408,432
512,972
36,018
44,717
9,567
11,361
454,017
569,050
2025
2024
16
17

8. Staff Costs

One employee received remuneration amounting to more than £60,000 during the year (Band £60,001-70,000) (2024: £60,001-70,000).

The remuneration of key management personnel was £188,770 (2024: £162,599)

9. Trustees’ remuneration and expenses

During the year, no Trustees received any remuneration or other expenses (2024 – NIL)

During the year ended 31[st] August 2025, no Trustee expenses have been incurred.

20

Docusign Envelope ID: 066D629E-A49D-4297-AA32-FFA061CA35ED

COACHBRIGHT CHARITABLE TRUST

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025

10. Tangible fixed assets

Cost or valuation
At 1 September 2024
Additions
At 31 August 2025
Depreciation
At 1 September 2024
Charge for the year
At 31 August 2025
Net book value
At 31 August 2025
At 31 August 2024
11.
Debtors
Due within one year
Trade debtors
Other debtors
Prepayments and accrued income		 Office
equipment
£
1,107
-
1,107
400
222
622
485
707		 Computer
equipment
£
2,923
-		 Total
£
4,030
-
2,923 4,030
1,270
583		 1,670
805
1,853 2,475
1,070 1,555
1,653 2,360
2025
£
76,055
-
29,156
105,211		 2024
£
89,543
-
76,304
165,847

21

Docusign Envelope ID: 066D629E-A49D-4297-AA32-FFA061CA35ED

COACHBRIGHT CHARITABLE TRUST

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025

12. Creditors: Amounts falling due within one year

Trade creditors
Other taxation and social security
Other creditors
Accruals and deferred income
Deferred income at 1 September 2024
Amounts released from previous periods
Resources deferred during the year		 2025
£
(31)
27,384
1,906
130,600
159,859
2025
£
135,550
(135,550)
126,760
126,760		 2024
£
(271)
37,932
1,922
139,390
178,973
2024
£
171,492

(171,492)
135,550
135,550

Deferred income relates to coaching and mentoring programmes that will take place throughout the 2025/26 academic year.

13. Summary of funds current year

13. Summary of funds current year
Unrestricted funds
Designated Fund (Regional Expansion)
Total Unrestricted funds
Restricted Clothworkers Grant
Restricted Peter Stebbings
Restricted EEF
Total Restricted Funds
Total Funds
Summary of funds - prior year
Unrestricted funds
Restricted funds
Total Funds		 Balance at 1
September
2024
Income
Expenditure
Transfers
in/(out)
Balance at
31 August
2025
£
£
£
£
£
419,254
368,487
(483,821)
(121,040)
182,880
-
-
-
150,000
150,000
419,254
368,487
(483,821)
28,960
332,880
5,756
-
(2,381)
-
3,375
-
4,000
-
-
4,000
-
74,250
(47,795)
(28,960)
(2,505)
5,756
78,250
(50,176)
(28,960)
4,870
425,010
446,737
(533,997)
-
337,750
Balance at 1
September
2023
£
Income
£
Expenditure
£
Transfers
in/out
£
Balance at
31 August
2024
£
519,306
593,843
(700,395)
6,500
419,254
-
26,400
(14,144)
(6,500)
5,756
519,306
620,243
(714,539)
-
425,010

22

Docusign Envelope ID: 066D629E-A49D-4297-AA32-FFA061CA35ED

COACHBRIGHT CHARITABLE TRUST

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025

14. Analysis of net assets between funds

Analysis of net assets between funds
– current year
Tangible fixed assets
Current assets
Creditors due within one year
Total		 Unrestricted funds
Restricted funds
Total
funds
2025
£
2025
£
2025
£
1,555
-
1,555
482,090
13,964
496,054
(150,765)
(9,094)
(159,859)
332,880
4,870
337,750

Analysis of net assets between funds - prior year

Unrestricted Restricted Total
funds funds funds
2024 2024 2024
£ £ £
Tangible fixed assets 2,360 - 2,360
Current assets 593,274 8,349 601,623
Creditors due within one year (176,380) (2,593) (178,973)
Total 419,254 5,756 425,010

15. Reconciliation of net movement in funds to net cash flow from operating activities

Net income/expenditure for the year (as per Statement of Financial Activities)
Adjustments for:
Depreciation charges
Decrease in debtors
Decrease in creditors
Net cash provided by operating activities		 2025
£
2024
£
(87,260)
(94,296)
805
807
60,636
32,045
(19,114)
(37,159)
(44,933)
(98,603)

23

Docusign Envelope ID: 066D629E-A49D-4297-AA32-FFA061CA35ED

COACHBRIGHT CHARITABLE TRUST

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025

16. Analysis of cash and cash equivalents

Cashinhand
Total cash and cash equivalents		 2025
£
390,843
390,843		 2024
£
435,776
435,776

17. Analysis of changes in net debt

Cash at bank and in hand At 1
September
2024
Cash flows
£
435,776
£
(44,933)
435,776
(44,933)		 At 31 August
2025
£
390,843
390,843

18. Related party transactions

The Charity has not entered into any related party transactions during the year, nor are there any outstanding balances owing between related parties and the Charity as at 31 August 2025.

24