2025-03-31-accounts

Profit and Loss

Young Champs

For the year ended 31 March 2025

Profit and Loss Young Champs For the year ended 31 March 2025
	2025
Turnover
Benevity	150.00
CAF Donation	440.00
Charities Trust	500.00
Donations - Corporate	10,240.11
Donations Regular Givers Individuals Non Gift Aid	30.00
Grants unrestricted	3,011.71
Total Turnover	14,371.82
Cost ofSales
Direct Expenses	1,044.23
Fundraising Costs Advertising & Marketing	1,911.64
Governance costs Book Keeping	1,590.75
Major events costs	420.55
Total Cost of Sales	4,967.17
Gross Profit	9,404.65
Administrative Costs
General office costs IT Software and Consumables	128.70
General office costs Travel - National	73.29
Total Administrative Costs	201.99
Operating Profit	9,202.66
Profit on Ordinary Activities Before Taxation	9,202.66
Profit after Taxation	9,202.66

Profit and Loss Young Champs

2 Apr 2025 Page 1 of 1

Balance Sheet

Young Champs As at 31 March 2025

Balance Sheet Young Champs As at 31 March 2025	Balance Sheet Young Champs As at 31 March 2025
31 MAR 2025
CurrentAssets
	Cash at bank and in hand
	Young Champs 9,202.66
	Total Cash at bank and in hand 9,202.66
	Total Current Assets 9,202.66
Net Current Assets (Liabilities) 9,202.66
Total Assets less Current Liabilities ~~9,~~202.66
Net Assets 9,202.66 Capital andReserves
Current Year Earnings 9,202.66
Total Capital and Reserves 9,202.66 Leroy Margolis Trustee 21/01/2026

17 Apr 2025 Page 1 of 1

Balance Sheet Young Champs

Trustees’ Annual Report for the period

From 12 October 2023 Period start date To 31 March 2025 Period end date

Charity name: Young Champs

Charity registration number: 1205190

Objectives and Activities

	SORP reference
Summary of the purposes of the charity as set out in its governing document	Para 1.17	To act as a resource for young people up to the age of 25 years living in London by providing advice and assistance and organising programmes of physical, educational and other activities as a means of providing recreational and leisure time activity in the interests of social welfare for people living in the area of benefit who have need by reason of their youth, age, infirmity or disability, poverty or social and economic circumstances with a view to improving the conditions of life of such persons.
Summary of the main activities in relation to those purposes for the public benefit, in particular, the activities, projects or services identified in the accounts.	Para 1.17 and 1.19	At Young Champs, we believe that a tennis racket can be a tool for transformation. While our core activity is providing high-quality coaching to those sidelined by the high costs of the sport, our mission goes much deeper. We are dedicated to levelling the playing field, using tennis to instill lifelong skills and societal values which sport can help to build. By providing a clear pathway from students to certified coaches, we empower our youth with vocational skills and leadership opportunities, ensuring that the next generation of tennis professionals is as diverse as the world we live in.
Statement confirming whether the trustees have had regard to the guidance issued by the Charity Commission on public benefit	Para 1.18	The Trustees have referred to the guidance contained in the Charity Commission’s general guidance on public benefit when reviewing the charity’s aims and objectives and when planning the Young Champs’ current and future activities. In particular, the Trustees consider how planned activities will contribute to achieving the aims and objectiveswhichtheyhave set. TheTrustees

have a Strategy meeting every year focussed specifically on agreeing Young Champs’ strategy, aims and objectives for the next 12 months.

Additional information (optional) You may choose to include further statements where relevant about:

	SORP reference
Policy on grant making	Para 1.38
Policy on social investment including program related investment	Para 1.38
Contribution made by volunteers	Para 1.38	Young Champs volunteerism is spearheaded by our Founder and Lead Coach. As a highly qualified tennis professional, our Founder provides the charity with an invaluable combination of strategic vision and technical expertise. As a key volunteer, the Founder handles a significant portion of the administrative and organisational work of the charity without charge, whilst also delivering a portion of the frontline coaching. For a subset of these coaching hours, he receives a modest fee, ensuring the charity has consistent access to elite-level instruction at a cost far below commercial rates. The majority of the Founder’s time, encompassing program design, partnership development, and general administration, is donated freely. This unique arrangement allows Young Champs to direct a higher percentage of its funding toward court hire and equipment, maximising our impact on the young people we serve.
Other

Achievements and Performance

SORP reference

Summary of the main achievements of the charity, identifying the difference the charity’s work has made to the circumstances of its beneficiaries and any wider benefits to society as a whole.	Para 1.20	At the heart of inner-city SW London, Stockwell and the courts of Larkhall Park, Young Champs is changing the face of British tennis. We believe that talent is everywhere, but opportunity is not. That’s why we’ve cleared the way for local children by providing over 1,400 hours of free coaching and 300+ hours of low-cost (£2.50 per session) coaching. We don't just stop at group lessons; we invest in individual dreams. For one of our aspiring juniors, the cost of court hire was the only thing standing between her and her potential. By covering her practice costs, we have helped her climb the ranks to the Surrey U12 County Squad. Her success is a testament to what happens when we give hard-to-reach communities a fair shot at the game.

Additional information (optional) You may choose to include further statements where relevant about:

Achievements against objectives set	Para 1.41	In its inaugural year, Young Champs successfully met the majority of its strategic objectives, establishing a solid foundation for future growth. Key achievements included: Brand & Awareness:We successfully launched the charity in Spring 2024 with a high-impact campaign. This was bolstered by the support of diverse ambassadors who helped amplify our mission to make tennis inclusive. We also achieved national media coverage in the press including The Mirror, The Guardian & LBC. These positive media placements would have usually cost significant investment for charities, but we maximised the skills and connections of our Trustees to enlist both ambassadors and media. Digital Presence:Our standalone website (https://www.youngchamps.uk/) and dedicated social media channels (IG: @young_champs_uk) went live in Spring 2024, providing a vital platform for community engagement and parent registration. Frontline Delivery:We set out to provide accessible tennis to the community and successfully delivered over 1,700 hours of free and subsidized coaching, exceeding our initial target of 1,500 hours. Financial Resilience:We set an ambitious fundraising goal of £15,000 through crowdfunding and private donations. We secured £14,372, representing 96% of our

target. While slightly shy of the total, this provided the necessary capital to cover all operational costs and support our high-performance juniors. Areas for Development While our local impact was strong, we recognize there are areas where we did not fully meet our initial projections: ACE: A Chance for Everyone.We set up an ambitious target to engage coaches and clubs across the country to deliver 10,000 hours of free or subsidised coaching under the banner of Project 10K. We found that building these external partnerships requires a more intensive administrative framework than initially anticipated. Due to this we have re-addressed the branding of Project 10K for the next year and re-framed it as ACE: A Chance for Everyone along with a new brand ID and way to drive more clubs and coaches to sign up. Performance of fundraising activities against objectives set Para 1.41 "The 2024/25 financial year marked a significant milestone for Young Champs. We set an ambitious inaugural fundraising target of £15,000 to establish our core programs. We are incredibly proud to report that we secured £14,372—achieving 96% of our target in our first year of operation. This represents a robust performance that not only covered all operational expenses but also validated the community's demand for our services. This successful capital raise ensured that our coaching programs at Larkhall Park remained consistent and fully funded throughout the year. While our general fundraising was strong, we have conducted a transparent review of our objective to secure five corporate partners. We fell short of this specific goal, successfully onboarding one dedicated corporate partner. We attribute this primarily to the significant time required to build the high-level relationships necessary for corporate CSR (Corporate Social Responsibility) programs. However, the partnership we did secure has provided a high-quality blueprint that we intend to replicate. Investment performance against objectives Para 1.41

Other

Financial Review

Financial Review
Review of the charity’s financial position at the end of the period	Para 1.21	Young Champs concluded the financial year in a strong liquidity position, maintaining a cash reserve of £9,203. This capital serves as a vital strategic cushion, providing up to nine months of operational runway to cover essential expenses heading into the 2025/26 period.
Statement explaining the policy for holding reserves stating why they are held	Para 1.22	Our policy on holding cash reserves is to hold these as a financial buffer for costs (foreseen and unforeseen), funding gaps, or strategic opportunities. By securing this robust buffer, Young Champs is well-positioned to navigate unforeseen market fluctuations, reinvest in our programmes, and ensure long-term fiscal stability without the immediate pressure of external financing. We balance saving with spending on our mission, typically aiming to have 3-6 months of operating expenses as unrestricted funds.
Amount of reservesheld	Para 1.22	£9,203
Reasons for holding zero reserves	Para 1.22	N/A
Details of fund materially in deficit	Para 1.24	N/A
Explanation of any uncertainties about the charity continuing as a going concern	Para 1.23	N/A

Additional information (optional) You may choose to include further statements where relevant about:

The charity’s principal sources of funds (including any fundraising)	Para 1.47	Young Champs maintains a diversified funding model to ensure long-term operational sustainability. Our primary income is generated through a blend of individual philanthropy and corporate and institutional donors. To complement these core streams, the charity actively pursues performance-linked grants. We have established a successful track record in securing competitive funding from high-profile bodies, including the Lawn Tennis Association (LTA). This mix of community-led donations and governing-body support allows us to maintain our focus on high-impact coaching while keeping participation costs for families at a minimum.
		Young Champs does not currently invest any funds.

Investment policy and objectives including any social investment policy adopted Para 1.46 A description of the principal risks facing the charity Para 1.46 1. Succession Planning and "Key Person" Risk The charity currently relies heavily on the expertise and voluntary commitment of its Founder, who manages program design, partnership development, and core administration. The Risk:Should the Founder become unavailable, the charity’s operational capacity and technical coaching standards could be significantly impacted. Mitigation: 1. The Trustees are focused on institutionalising the Founder’s knowledge by documenting core processes and building a wider network of qualified sessional coaches. As funding increases, the charity aims to transition key administrative tasks to paid staff or additional volunteers to ensure long-term continuity. 2. Safeguarding and Reputational Integrity As an organization working directly with children and young adults, safeguarding is our most critical priority. The Risk:Any failure in safeguarding protocols would not only harm a young person but would also result in a total loss of trust from the community, partners, and the LTA. Mitigation:We maintain azero-tolerance approach. All coaches, trustees and volunteers undergo enhanced DBS checks, and our safeguarding policies are reviewed every two years unless there is a change in legislation. A designated Safeguarding Lead is always identifiable and accessible. 3. Economic Volatility and Funding Sustainability In the current economic climate, sports coaching is often perceived as a discretionary expense. The Risk:During periods of economic belt-tightening, both individual donors and corporate partners may reduce their

charitable giving. Furthermore, the families we serve may find it harder to prioritise even highly subsidised activities. Mitigation: By focusing on the life skills and mental health benefits of tennis (rather than just the sport itself), we position our work as an essential community service rather than a luxury. We mitigate financial risk by diversifying our income streams, combining individual donations, corporate CSR, and institutional grants (like the LTA) to ensure we are not over-reliant on a single source. We are constantly committed to maintaining high visibility of the charity and its aims via ongoing social content and earned media presence Other

Structure, Governance and Management

Description of charity’s trusts:
Type of governing document (trust deed, royal charter)	Para 1.25	The CIO governing document is the CIO constitution that was created when it was registered on 12 October 2023.
How is the charity constituted? (e.g unincorporated association, CIO)	Para 1.25	CIO
Trustee selection methods including details of any constitutional provisions e.g. election to post or name of any person or body entitled to appoint one or more trustees	Para 1.25	Every trustee must be appointed by a resolution passed at a properly convened meeting of the charity trustees.

Additional information (optional) You may choose to include further statements where relevant about:

Policies and procedures adopted for the induction and Para 1.51 training of trustees The charity’s organisational structure and any wider Para 1.51 network with which the charity works

Relationship with any related Para 1.51 parties Other

Reference and Administrative details

Charity name	Young Champs
Other name the charity uses
Registered charitynumber	1205190
Charity’s principal address	21 Langroyd Road London SW17 7PL

Names of the charity trustees who manage the charity

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19	Trustee name	Office (if any)	Dates acted if not for whole year Name of person (or body) entitled to appoint trustee (if any)
	Leroy Margolis		Appointed 24/09/24 Appointed by all Trustees
	Katharine McGettigan
	Lily Valentin
	Anna Pinney

20

– Corporate trustees names of the directors at the date the report was approved

Director name

Name of trustees holding title to property belonging to the charity

Trustee name Dates acted if not for whole year

Funds held as custodian trustees on behalf of others

Description of the assets held in this capacity Name and objects of the charity on whose behalf the assets are held and how this falls within the custodian charity’s objects Details of arrangements for safe custody and segregation of such assets from the charity’s own assets

Additional information (optional)

Names and addresses of advisers (Optional information)

Names and addresses of advisers (Optional information)	Names and addresses of advisers (Optional information)	Names and addresses of advisers (Optional information)	Names and addresses of advisers (Optional information)
Type of adviser Name Address
Name of chief executive or names of senior staff members (Optional information)

Exemptions from disclosure

Reason for non-disclosure of key personnel details

Other optional information

Declarations

The trustees declare that they have approved the trustees’ report above.

Signed on behalf of the charity’s trustees

Signature(s) Full name(s) Leroy Margolis Position (eg Secretary, Trustee Chair, etc) Date 21/01/2026