## 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 a**zero-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
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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