DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
**STREET SOCCER (SCOTLAND) LIMITED ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2021**
Company Number: SC357262 Charity Number: SC048756
1
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
|**Contents**|**Page(s)**|
|---|---|
|Reference and administration Information|3|
|Chairman’s Report|4 - 5|
|Comments from CEO and Founder David Duke|6|
|Trustees Report|7 - 17|
|Auditors report to the Trustees and Members|18 - 20|
|Statement of Financial Activities|21|
|Balance Sheet|22|
|Statement of Cash Flows|23|
|Notes to the Financial Statements|24 - 34|
|Appendices:|35 - 39|
|Player Case Study||
|Programme Report||
|Fundraising Report||
|Central Operations Report||
2
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
## **STREET SOCCER (SCOTLAND) LIMITED**
## **(a company limited by guarantee) REFERENCE AND ADMINSTRATIVE INFORMATION FOR THE YEAR ENDED 30 JUNE 2021**
**Registered Charity Name** Street Soccer (Scotland) Limited **Charity Number** SC048756 **Company Registration Number** SC357262 **Registered Office**
## **Trustees**
**Bankers** Royal Bank of Scotland 2 Bernard Street Leith EH6 6PU **Auditor** Chiene + Tait LLP Chartered Accountant & Statutory Auditor 61 Dublin Street Edinburgh EH3 6NL **Solicitors** Burness Paull LLP 50 Lothian Road Edinburgh EH3 9W
3
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
## **STREET SOCCER (SCOTLAND) LIMITED**
## **(a company limited by guarantee)**
## **Chairpersons Overview –**
Despite the challenging backdrop of the Covid-19 pandemic, we have again recorded a successful year, both in terms of funding and the positive impact we are having on the lives of our players.
We had to show great agility to move many of our services online, as access to facilities was not permitted during long periods of national lockdown. Reflecting the fact that many of our players experience isolation at the best of times, the entire team worked tirelessly to engage players personally within public health restrictions and ensure that they always had access to our staff and the important services they require. Our Hardship Fund was also used to provide support such as food, mobile phone access and transport costs.
This annual report highlights our performance across a number of areas and is a reflection of the quality of the information that is made available to the board of trustees and which guides the management team on a day-to-day basis.
We can now clearly report a broad range of funding sources, drawn from across the public, private and third sectors and a number of significant fundraising campaigns and events led by our team, including a wholly online gala dinner in the midst of the lockdowns and a successful golf day.
As we approach the mid-point of our current five-year strategy period, we will be considering how best to spread the funding risk further by considering new and innovative means of attracting and securing support and strengthening the long-term sustainability of the organisation.
In the year to June 2020, we assumed the long-term let of the Lynch Sports Centre, from and with the support of Dundee City Council. We have since transformed the venue from an under-used community sports centre to a ‘Change Centre’, where players can gather to play football and where they are introduced to people who in turn provide them with important services that improve their lives and opportunities.
That is a model we hope can be replicated elsewhere and we are in discussions with local authorities elsewhere with a view to taking on facilities when it is financially viable to do so.
Our team continues to perform well in difficult circumstances and we now have 28 full and part-time staff with 13 sessional workers and almost 150 registered volunteers, providing a pathway for our players to move into development roles, which in turns inspires existing players to better see a bright future within the organisation or elsewhere. In the year, we have added a mental health worker, coaches and a communications officer.
We have 1,745 registered players, having added 330 post-lockdown. That is a positive trend that we expect to be maintained in the future, and we now deliver more than 100 hours of free football every week, in line with the strategic objectives set in 2019.
4
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
## **STREET SOCCER (SCOTLAND) LIMITED**
## **(a company limited by guarantee)**
Elsewhere, we have established a network programme, which essentially allows local community organisations to run Street Soccer sessions with our support (for example in the Raploch, Stirling) and have opened The Dugout in Ocean Terminal in Leith, which houses a player zone, office space and a shop which provides a limited range of merchandise to supplement our income.
The governance of Street Soccer London (SSL) sits under a separate board of trustees. Nevertheless, we are delighted to see the organisation go from strength to strength, supported by Street Soccer Scotland and especially our founder and CEO, David Duke and Norman Gill, the chief operating officer. While the long-term aim is for SSL to become standalone, we remain committed to seeing it grow and develop to that point, and are excited about the partnership and the benefits to both organisations that this brings.
I have every confidence that Street Soccer Scotland is in good health and is providing substantial and meaningful support to hundreds of people across Scotland and elsewhere, who would otherwise struggle. The board is well-informed and has many opportunities to scrutinise, challenge and measure the performance of the organisation, and to help shape its longer-term strategy and aspirations to do more to help some of the most vulnerable people in our society.
Chair, Board of Trustees
Date - …………………….2022 18 February 2022
5
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
## **STREET SOCCER (SCOTLAND) LIMITED**
## **(a company limited by guarantee)**
## **Comments from CEO and Founde**
Sometimes it seems hard to be positive considering the COVID crisis of the previous year due to people’s lives being at risk, families and friends disconnected and people losing their livelihoods due to the impact on jobs and the economy.
I do believe there is always room for optimism, even during the most challenging of times.
We have a seen a new sense of community and activism for good, we are chatting to our neighbours more and showing a stronger sense of humanity.
More than ever, we appreciate how much we love and miss our friends and family, and cherish time spent together.
We have also seen the pace in which government and services can change policy and support measures for those the greatest of need, (Many of whom we support in a daily basis) and as we continue our journey into the post covid world, we need to ensure that this pace of change continues especially in areas such as Homelessness, Mental Health and Child Poverty.
The past financial year at Street Soccer has been a rollercoaster, always having to adapt, pivot and be open minded around new ways to support and serve our players. Sadly some external services and support systems simply weren’t for players due to the pandemic and our team worked tirelessly to plug any gaps.
The impact of the pandemic posed a high risk to the existence of many charities and social enterprises, specifically those who have a varied income model with income being generated from the Private Sector and Sponsorship.
Thankfully, many of our funders allowed flexibility around project funding and also provided additional support which help maintain our support in the community but also allowed new services to be provided.
Despite the challenges, we have seen growth across our cities which new projects up and running.
Overall, we are happy with our progress during the last year and we are committed to furthering our impact into the next year.
Date - …………………….2022
18 February 2022
6
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
## **STREET SOCCER (SCOTLAND) LIMITED**
## **(a company limited by guarantee)**
## **Trustees Report for the year ended 30 June 2021**
The trustees are pleased to present their report and financial statements of the charity for the year ended 30 June 2021.
## **Objectives and Activities**
Street Soccer Scotland objects as set out in the Articles of Association are:
- _To prevent and relieve poverty;_
- _To relieve those in need by reason of age, ill-health, disability, financial_
- _hardship or other disadvantage;_
- _To advance education;_
- _To advance health;_
- _To advance citizenship and community development;_
- _To promote equality and diversity; and_
- _To provide recreational facilities and/or to organise recreational activities with the aim of improving the conditions of life for the people for whom the facilities or activities are mainly intended,_
_through the provision of football-themed events and activities, the creation of educational, recreational and volunteering opportunities, and other activities directed towards building a better future, and creating positivity, change, motivation, inspiration and development, for those affected by social issues such as: homelessness, alcohol and substance abuse, mental health issues and long term_
_unemployment or who are refugees, resulting in more positive outcomes and building hope and positivity to change lives, thereby challenging perceptions and the stigma related to people with these types of social issues and delivering social change in Scotland._
## **Purpose, Values, Vision, Goals**
2020-2021 was the second year of our 5-year strategy to 2024. Our **purpose** remains to ‘Level the Playing Field’ for those who are socially disadvantaged.
At all times our work has been guided by our 6 **values** which are:
- Players always come first – if in doubt we base our decisions on what is best for our players
- We look to the future – We don’t dwell on the past, we provide hope for what is to come
- We never leave anyone behind – We work as a team and make sure everyone stays involved
- We place others before self – We take delight in selfless acts every day
- We keep our promises – If we say we are going to do something we get it done
- We are a family – We support and look out for each other, we challenge each other to be better every day
During the year we have continued our drive towards our 2024 **vision** which is to:
- Provide a welcoming and safe environment for everyone
- Link more people and more services, creating even more positive connections
7
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
## **STREET SOCCER (SCOTLAND) LIMITED**
## **(a company limited by guarantee)**
## **Trustees Report for the year ended 30 June 2021 (continued)**
- Provide more opportunities to grow confidence and self-belief
- Form supportive relationships with more players that are as deep and as long as they need to be
- Change more lives and provide guidance to more positive destinations
- Engage our staff team by providing a great place to work, and a rewarding role
- Ensure the ongoing financial stability and sustainability of Street Soccer Scotland
Our activities across Street Soccer Scotland (SSS) were delivered in line with our 5 **organisational goals** .
Programme Clearly understand the issues all of our players face, the journey they are on, and just how to get alongside and support them
Support more players in more locations by expanding our organisational reach Use our core strength of engagement through football in more ways, targeting those who could benefit most
Core Maintain a focussed, energised and engaged core team which exists solely to support programme delivery
Sustainability Ensure the financial stability and sustainability of SSS through to 2029
Our relationship-based model allows us to transform the lives of many people, we do this by walking alongside our players as we build trust and begin to understand how best to help them. Our coaches are sector leading when it comes to building rapport, trust and friendships with players, this means that our players are able to engage better, accept help, and make positive changes in a way which is sustainable.
In carrying out our work we relied on our staff team which grew from 20.5 to 24.5 during the year, our pool of 12 sessional workers (many of whom are former players) and our volunteers who contributed 3437 hours during the year.
The year to 30 June 2021 has in some ways been dominated by Covid19 (CV19) and the impact it has had on our ability to mix, socialise, create new groups and meet with those who need our help. While this has impacted on our ability to carry out our Prisons Programme, and to an extent our Schools Programme, it has allowed our staff team to demonstrate once again how compassion and innovation can overcome seemingly insurmountable challenges.
8
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
## **STREET SOCCER (SCOTLAND) LIMITED**
## **(a company limited by guarantee)**
## **Trustees Report for the year ended 30 June 2021 (continued)**
## **Achievements and Performance**
The year to June 2021 was in some ways typical for Street Soccer Scotland – full of challenges and opportunities, highs and lows. The difference of course is that those challenges were much greater due to the pandemic and successive lockdowns, including one which took football out for 3 months in most areas, and 4 months in Glasgow.
While lockdowns were a challenge, we were able to apply our learning from the first lockdown, continuing our support of players. They also presented opportunities and we used these periods to build partnerships and prepare for the return of our sessions.
We added a number of roles to our frontline team including a new Coach in Dundee, new Mental Health workers in Glasgow and Edinburgh, and a new ‘Ambassador’ role where a young person with lived experience works with us to reach out to care experienced young people. We have brought on a Network Manager, to take Street Soccer to outlying communities and work with partner organisations so that they can run their own session. We have also invested in additional sessional worker hours as we increase the number of sessions to help with social distancing.
We continued to develop our central functions during the year with the addition of a Grants and Trusts Fundraiser in October (shared with Street Soccer London), the recruitment of a Communications Coordinator at the end of the year, and the restructuring of our Finance function by bringing bookkeeping ‘in house’ and moving to Chiene and Tait as auditors.
We invested heavily in better places for our staff to support our players, and each other. Our transformation of Lynch Centre was very nearly complete by the end of June, this ground-breaking development of a ‘Change Centre’ will allow us to prove a model of relational support which we can then replicate elsewhere. We also opened ‘The Dugout’ during the year at Ocean Terminal in Edinburgh, this multi-use space will provide a drop in space for players, office and storage space for our team, and some retail income via a shop.
Our Fundraising team provide the backbone of our income via Grants, Trusts and Foundations, private donations, and events run by ourselves or others. Despite the backdrop of lockdowns, and the inability to hold in person events for much of the year, the team are delivering sustainable growth in our income as they highlight the great work done across Street Soccer for our players. Particular highlights include ‘The Big Dribble’ as part of Aprils Kiltwalk which raised £23k for minimal outlay, our 3[rd ] annual Golf Day in June (£18k cost invested v’s £42k raised), and the addition of some very notable funders who are investing in specific projects.
9
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
## **STREET SOCCER (SCOTLAND) LIMITED**
## **(a company limited by guarantee)**
## **Trustees Report for the year ended 30 June 2021 (continued)**
Financially, Street Soccer Scotland is now as secure as it has ever been. We exist to support our players and to provide positive change through football, we would like to ensure we do this for years to come and so are consciously building in sustainability as we go. We now have reserves of between 3- and 4-months expenditure and are looking to grow these in proportion to our turnover. Our income forecasting was able to identify the gaps caused by CV19 and put in place remedies, this means that we were able to turn a surplus of £110,089 this year.
As we consider all of the progress outlined above, we are brought back to the fact that we exist only for our players, which is why the following progress, in line with our goals, is so important:
- Street Soccer Scotland is now delivering over 100 hours of free football each week, meaning that we are giving even more opportunities for people to get involved, have fun and access support. This now exceeds the stated aim in the vision to 2024 and is a target we will reset to ensure we reach as many players as possible.
- Between April and June 2021 (post lockdown) we took on 172 new players, this is compared to 183 new players during the whole of 2019. This means that we are helping even more players and expect this growth to continue.
- We are now running our women’s programme, Street45, in all four cities and fully expect that this will continue to go from strength to strength. This is in line with out strategic intent to _‘Expand the Reach of the Street 45 Programme’_
- We now have walking football sessions in two cities and expect to expand this as demand dictates. This is in line with our strategic intent to ‘ _Expand the age ranges across our programmes_ ’.
- During the year we added a Mental Health Worker in Glasgow and recruited another to start in Edinburgh during July 2021. This was in direct response to the impact the pandemic is having on our players and several targeted mental health activities are now underway.
- During the year we introduced our Network Programme which will allow areas outside our normal reach to benefit from Street Soccer Programmes. Despite the challenges presented by Covid19 this is now up and running with our pilot programme at Raploch in Stirling progressing well and a number of other areas in the pipeline. This aligns with our strategic intent to _‘Increase the number of locations where SSS programmes can be found’_ as well as _‘Target work in SIMD communities’_
- We worked with Dundee City Council to take over Lynch Sports Centre and now have a 20-year lease on the property. Having been granted funding by the council as part of the deal, and matched that with existing funding, we have now invested c£180,000 in the transformation of the ‘Change Centre’ which fully opened in August 2021. This is a significant step for us and in line with our strategic intent to _‘Bring more depth to Player:Coach relationships’_ as well as our Strategic Activity to ‘ _Develop and offer Change Centre type services from key locations’_
- We saw 3437 hours of volunteering time take place during the year, meaning that our player pathway to better destinations via volunteering is still strong
10
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
## **STREET SOCCER (SCOTLAND) LIMITED**
## **(a company limited by guarantee)**
## **Trustees Report for the year ended 30 June 2021 (continued)**
- We delivered 41,000 elements of support during the year to June 2021, with everything from food to power, from data to toiletries was provided for our players and their families.
- Our partner organisation, Street Soccer London, continues to go from strength to strength with over 230 young people and adults accessing the sessions there. Both David Duke and Norman Gill continue to devote a portion of their time to its success as we build the team there towards self-reliance.
## **Financial Review**
The Financial Year performance to June 2021 has provided Street Soccer Scotland with a great deal of satisfaction in what was an incredibly challenging financial and economic environment throughout the Covid pandemic.
Street Soccer Scotland’s total incoming resources in the year were £1,356,780 (2020: £803,638) and total resources expended were £1,246,691 (2020: £701,653).
Within this financial period Street Soccer Scotland has posted a surplus of £110,089 and our reserves have increased to £196,620.
This provides a healthy balance of funds to meet all short-term working capital requirements. It is our intention to improve this balance over the next few years to assist in minimising the impact and risks associated with our cost base and future working capital requirements.
The main operational improvements this year have seen the organisation prepare monthly management accounts and a financial dashboard which has been robustly scrutinised by senior management and within the Financial and Risk Committee. Structural changes within the organisation specifically the addition of Lynch Centre in Dundee and a smaller retail operation within Ocean Terminal Edinburgh has allowed us to produce designated financial information for each of these areas with separate profitability analysis and monitoring.
We have this year changed our Auditors to Chiene and Tait and we are confident that this partnership will improve and develop the scrutiny of our financial data/reports and will add to the checks and controls of any potential risks.
Structural change between Hope Foundation and Street Soccer Scotland has also meant that no income or expenditures have been allocated to Hope Foundation therefore allowing us to close this foundation down and merge these Balance Sheets in line with good practice of streamlining charities to reduce costs.
A robust budget was in operation within the year and assisted immensely regarding the control and monitoring of expenditures, especially those associated with the refurbishment and expansion of our Lynch operation. This year’s budget has been devolved to increase participation of our staff and to maximise accountability and ownership.
11
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
## **STREET SOCCER (SCOTLAND) LIMITED**
## **(a company limited by guarantee)**
## **Trustees Report for the year ended 30 June 2021 (continued)**
It is our intention this year to improve and develop our short-term cash flow monitoring coupled with regular interaction with our Fundraising team regarding a longer- term forecast of future income streams. This will act as a tool to assimilate our future financial wellbeing and will also assist in our going concern evaluation.
## **RESERVES:**
A Reserves Policy for the organisation has been prepared and the aim is to hold sufficient free reserves to safeguard the organisation against funding reductions and provide sufficient funds to meet liabilities.
The Board aims to maintain reserves equal to at least three months operating costs. The reserves that we have set aside provide financial stability and the means to develop our principal activities. The ratio of reserves to Operating costs is calculated each month, and this is monitored by the Risk and Finance Committee on a monthly basis and by our Board on a quarterly basis.
The Trustees will review the level of unrestricted reserves that are required to ensure an adequate balance exists to fulfil our continuing obligations.
The restricted funds balance of Street Soccer Scotland as of 30th June 2021 is £75,353 and this has increased from £45,424 in 2020.
Our unrestricted balance for the same date is £121,267, an increase of £80,160.
At the year ended 30th June 2021 our reserves were £196,620 which equates to less than 2 months cover.
## **Plans for Future Periods**
Over the coming year we will continue to work towards our 2024 vision (although we do expect to revisit this in light of the pandemic and the additional focus required on mental health). We see:
- Continued expansion of our locations via our network programme and work ongoing with partner organisations.
- A fully operational Change Centre in Dundee, which provides for our players and the local community, as well as generating income.
- An increase in personal development activities run by our coaches as a ‘new normal’ begins to emerge.
- A resumption of our work in prisons and an increase of our work in schools.
- An increase in partnership working as other organisations use Street Soccer as a way of engaging those using their services.
- A series of targeted but effective fundraising events which not only generate income but also raise awareness of our work and the issues our players face.
12
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
## **STREET SOCCER (SCOTLAND) LIMITED**
## **(a company limited by guarantee)**
**Trustees Report for the year ended 30 June 2021 (continued)**
## **Structure, Governance and Management**
## **Governing Document**
Street Soccer Scotland Limited is a company limited by guarantee and was established for charitable purposes on 12 October 2018, It is governed by its Memorandum and Articles of Association.
## **Recruitment and appointment of trustees**
New trustees are appointed by existing members and selected based on skills and experience that new trustees can bring to the organisation.
## **Our Structure**
As set out in our organisational goals the entire organisation exists so that we can provide programmes for our players. Our Regions are run by Regional Managers (Edinburgh, Glasgow, Dundee) and Regional Coordinator (Aberdeen) who are supported by staff, sessional workers and volunteers. We also have a Network Manager as well as Programme Coordinators for both Prisons Programme and Street45 (our women and girls focussed programme).
## **Our Management Team**
The board of trustees delegates responsibility for the day to day running of the organisation to the CEO. The senior leadership team meet weekly to ensure that all opportunities, risks and issues are understood across the organisation.
13
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
## **STREET SOCCER (SCOTLAND) LIMITED**
## **(a company limited by guarantee)**
## **Trustees Report for the year ended 30 June 2021 (continued)**
## **Key management personnel and remuneration policy**
The trustees consider the Chief Executive Officer, the Chief Operating Officer, the Head of Programmes and the Head of Fundraising to be the key management personnel of the charity. Pay scales for key management personnel remuneration are reflective of current industry standards.
## **Our Governance Structure**
Each of the our committees is chaired by one of the trustees and attended by relevant staff and management as well as other trustees. Each committee meets monthly other than the Operations and Communications which meets quarterly in line with board meetings.
Decision making across the organisation is driven through the committees before, where appropriate, going forward to the board of trustees.
## **Trustee Introduction:-**
Upon being accepted for the Role of Trustee (Street Soccer Scotland) new trustees will be made familiar with our Code of Conduct and Director Responsibilities as per our Articles of Association.
All our current Trustees understand and are committed to our Code of Conduct and our Director(s) responsibilities as per our Articles of Association. For information both are listed below.
This is a fundamental part of their introduction to Street Soccer Scotland when accepting a Trustee Role.
14
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
## **STREET SOCCER (SCOTLAND) LIMITED**
## **(a company limited by guarantee)**
**Trustees Report for the year ended 30 June 2021 (continued)**
## **Our Trustees**
15
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
## **STREET SOCCER (SCOTLAND) LIMITED**
## **(a company limited by guarantee)**
**Trustees Report for the year ended 30 June 2021 (continued)**
16
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
## **STREET SOCCER (SCOTLAND) LIMITED**
## **(a company limited by guarantee)**
## **Trustees Report for the year ended 30 June 2021 (continued)**
## **Trustees responsibilities statement**
The trustees (who are also directors of Street Soccer Scotland Limited for the purposes of company law) are responsible for preparing the Trustees’ Annual Report (including the Strategic Report) and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
Company law requires the trustees to prepare financial statements for each financial year. Under company law the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to:
- select suitable accounting policies and then apply them consistently;
- observe the methods and principles in the Charities SORP 2019 (FRS 102);
- make judgements and estimates that are reasonable and prudent;
- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation.
The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
In so far as the trustees are aware:
- there is no relevant audit information of which the charitable company’s auditor is unaware; and
- the trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information.
This report has been prepared in accordance with the Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019) and in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies.
heir behalf by:
1 _8 F_e_b_ru_a_r_y_2_0_22 2022
17
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
## **Independent Auditor’s Report to the Trustees of Street Soccer (Scotland) Limited**
## **For the year ended 30 June 2021**
## **Opinion**
We have audited the financial statements of Street Soccer (Scotland) Limited (the ‘charitable company’) for the year ended 30 June 2021 which comprise the Statement of Financial Activities, the Balance Sheet, the Statement of Cash Flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).
## In our opinion the financial statements:
- give a true and fair view of the state of the charitable company’s affairs as at 30 June 2021, and of its income and expenditure, for the year then ended;
- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
- have been prepared in accordance with the requirements of the Companies Act 2006, the Charities and Trustee Investment (Scotland) Act 2005 and regulation 8 of the Charities Accounts (Scotland) Regulations 2006.
## **Basis for opinion**
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
## **Conclusions relating to going concern**
In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.
## **Other information**
The other information comprises the information included in the trustees’ report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the trustees’ report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.
Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.
We have nothing to report in this regard.
18
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
## **Independent Auditor’s Report to the Trustees of Street Soccer (Scotland) Limited**
## **For the year ended 30 June 2021**
## **Opinions on other matters prescribed by the Companies Act 2006**
In our opinion, based on the work undertaken in the course of the audit:
- the information given in the trustees' report for the financial year for which the financial statements are prepared is consistent with the financial statements; and
- the trustees’ report has been prepared in accordance with applicable legal requirements.
## **Matters on which we are required to report by exception**
In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ report.
We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 and the Charities Accounts (Scotland) Regulations 2006 requires us to report to you if, in our opinion:
- adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or
- the financial statements are not in agreement with the accounting records and returns; or
- certain disclosures of directors’ remuneration specified by law are not made; or
- we have not received all the information and explanations we require for our audit; or
- • the trustees were not entitled to prepare the financial statements in accordance with the small companies’ regime and take advantage of the small companies’ exemption in preparing the directors’ report.
## **Responsibilities of trustees**
As explained more fully in the trustees’ responsibilities statement set out on page 15, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.
In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.
## **Auditor’s responsibilities for the audit of the financial statements**
We have been appointed as auditor under section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005 and under the Companies Act 2006 and report in accordance with regulations made under those Acts.
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:
19
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
## **Independent Auditor’s Report to the Trustees of Street Soccer (Scotland) Limited**
## **For the year ended 30 June 2021**
## **Auditor’s responsibilities (continued)**
We gained an understanding of the legal and regulatory framework applicable to the company and the industry in which it operates and considered the risk of acts by the company which were contrary to applicable laws and regulations, including fraud. These included but were not limited to the Charities and Trustee Investment (Scotland) Act 2005 and the Charities Accounts (Scotland) Regulations 2006.
Our audit procedures were designed to respond to risks of material misstatement in the accounts, recognising that the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery, misrepresentations or through collusion.
We focused on laws and regulations that could give rise to a material misstatement in the company’s financial statements. Our tests included, but were not limited to:
- agreement of the financial statement disclosures to underlying supporting documentation;
- enquiries of management and the trustees;
- review of minutes of Trustee Meetings throughout the period;
- review of legal correspondence or invoices, and
- obtaining an understanding of the control environment in monitoring compliance with laws and regulations.
Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.
A further description of our responsibilities is available on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.
## **Use of our report**
This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006, and to the charitable company’s trustees, as a body, in accordance with Regulation 10 of the Charities Accounts (Scotland) Regulations 2006. Our audit work has been undertaken so that we might state to the charitable company’s members and trustees those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company, the charitable company’s members as a body and the charitable company’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.
CHIENE + TAIT LLP Chartered Accountants and Statutory Auditor 61 Dublin Street Edinburgh EH3 6NL 18 February 2022 ____________ ~~_~~ ___2022
Chiene + Tait LLP is eligible to act as an auditor in terms of section 1212 of the Companies Act 2006.
20
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
## **STREET SOCCER (SCOTLAND) LIMITED**
## **STATEMENT of FINANCIAL ACTIVITIES (incorporating the Income and Expenditure Account)**
## **For the year ended 30 June 2021**
|||**Un**||||
|---|---|---|---|---|---|
|||**restricted**|**Restricted**|**Total**|**Total**|
||**Notes**|**Funds**|**Funds**|**2021**|**2020**|
|||£|£|£|£|
|**Income and endowments from:**||||||
|Donations and legacies|4|218,224|978,025|1,196,249|615,132|
|Other trading activities|5|129,677|-|129,677|179,347|
|Other income|6|30,854|-|30,854|9,159|
|||--------------|--------------|--------------|--------------|
|**Total income**||378,755|978,025|1,356,780|803,638|
|||--------------|--------------|--------------|--------------|
|**Expenditure on**:||||||
|Raising funds|7|23,076|-|23,076|133,695|
|Charitable activities|8|275,335|948,280|1,223,615|567,958|
|||--------------|--------------|--------------|--------------|
|**Total expenditure**||298,411|948,280|1,246,691|701,653|
|||--------------|--------------|--------------|--------------|
|**Net income/(expenditure)**||80,344|29,745|110,089|101,985|
|||--------------|--------------|--------------|--------------|
|Transfers between funds||(184)|184|-|-|
|||--------------|--------------|--------------|--------------|
|**Net movement in funds**||80,160|29,929|110,089|101,985|
|||--------------|--------------|--------------|--------------|
|**Funds brought forward**||41,107|45,424|86,531|(15,454)|
|||--------------|--------------|--------------|--------------|
|**Funds carried forward**||121,267|75,353|196,620|86,531|
|||========|========|========|========|
The statement of financial activities includes all gains and losses recognised in the year.
All income and expenditure derives from continuing activities.
The notes on pages 24 to 34 form part of these financial statements.
21
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
## **STREET SOCCER (SCOTLAND) LIMITED**
## **BALANCE SHEET**
## **As at 30 June 2021**
||**Notes**||**2021**||**2020**|
|---|---|---|---|---|---|
|||£|£|£|£|
|**Fixed assets**||||||
|Tangible assets|14||43,706||7,016|
||||--------------||-------------|
|**Total fixed assets**|||43,706||7,016|
|**Current assets**||||||
|Stock||6,282||-||
|Debtors|15|305,020||196,470||
|Cash at bank and in hand||305,104||232,101||
|||--------------||--------------||
|||616,406||428,571||
|**Liabilities**: creditors falling due within||||||
|one year|16|463,492||349,056||
|||-------------||--------------||
|**Net current assets**|||152,914||79,515|
||||---------------||--------------|
|**Total net assets**|||196,620||86,531|
||||========||========|
|**The funds of the charity**||||||
|Unrestricted income funds|18||121,267||41,107|
|Restricted income funds|19||75,353||45,424|
||||--------------||--------------|
||||196,620||86,531|
||||========||========|
These financial statements have been prepared in accordance with the provision applicable to companies subject to the small companies’ regime
18 February 2022
These financial statements were approved by the Directors and authorised for issue on ………………… and are signed on their behalf by:
The notes on pages 24 to 34 form part of these financial statements.
22
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
## **STREET SOCCER (SCOTLAND) LIMITED**
## **STATEMENT of CASH FLOWS**
## **For the year 30 June 2021**
||**Notes**|**2021**|**2020**|
|---|---|---|---|
|||£|£|
|**Cash flows from operating activities**||||
|Net income||110,089|101,985|
|_Adjustments for:_||||
|Depreciation of tangible fixed assets||7,780|7,122|
|Bank interest received||(66)|-|
|_Changes in:_||||
|Trade and other debtors||(66,634)|(69,563)|
|Trade and other creditors||72,520|185,484|
|Stock||(6,282)|-|
|||---------------|--------------|
|**Cash flows from operating activities**||117,407|214,829|
|||---------------|--------------|
|**Cash flows from investing activities**||||
|Fixed asset additions||(44,470)|(10,200)|
|Bank Interest received||66|-|
|||---------------|--------------|
|**Cash flows from investing activities**||(44,404)|(10,200)|
|||=========|========|
|**Net increase in cash and cash equivalents**||73,003|214,829|
|Cash and cash equivalents at beginning of year||232,101|17,272|
|||--------------|--------------|
|**Cash and cash equivalents at end of year**||305,104|232,101|
|||========|========|
|**Analysis of changes in net debt**||||
||**2020**|**2020**
**Cashflows**|**2021**|
||**£**|**£**|**£**|
|**Cash and cash equivalents**|232,101|232,101
73,003|305,104|
||========|========|========|
The notes on pages 24 to 34 form part of these financial statements.
23
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
**STREET SOCCER (SCOTLAND) LIMITED**
## **NOTES to the FINANCIAL STATEMENTS**
**For the year ended 30 June 2021**
## **1. General Information**
The charity is a private company limited by guarantee, registered in Scotland and a registered charity in Scotland for public benefit. The address of the registered office is 98 Ocean Drive, Edinburgh, EH6 6JJ.
## **2. Statement of Compliance**
These financial statements have been prepared in compliance with FRS 102, 'The Financial Reporting Standard applicable in the UK and the Republic of Ireland', the Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (Updated October 2019) (Charities SORP (FRS 102)) and the Charities and Trustee Investment (Scotland) Act 2005 and the Charity Accounts (Scotland) Regulation 2006 (as amended).
## **3. Accounting Policies Basis of preparation**
The financial statements have been prepared on the historical cost basis, as modified by the revaluation of certain financial assets and liabilities and investment properties measured at fair value through income or expenditure.
The financial statements are prepared in sterling, which is the functional currency of the entity.
## **Going concern**
The financial statements have been prepared on a going concern basis. The Trustees have reviewed and considered relevant information, including the annual budget and future cash flows in making their assessment. In particular, in response to the Covid-19 pandemic, the Trustees have tested their cash flow analysis to take into account the effect of possible scenarios brought on by the impact of Covid-19, alongside the measures that they can take to mitigate the impact. Based on these assessments, given the measures that could be undertaken to mitigate the current adverse conditions, and the current resources available, the Trustees have concluded that they can continue to adopt the going concern basis in preparing the annual report and financial statements.
## **Judgements and key sources of estimation uncertainty**
The preparation of the financial statements requires management to make judgements, estimates and assumptions that affect the amounts reported. These estimates and judgements are continually reviewed and are based on experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances.
## **Funds structure**
- Unrestricted funds comprise of accumulated net movement in general funds. They are available for use at the discretion of the Trustees in furtherance of the general charitable objectives.
- Restricted funds are funds subject to specific restricted conditions imposed by the donors.
## **Incoming resources**
All incoming resources are included in the statement of financial activities when entitlement has passed to the charity; it is probable that the economic benefits associated with the transaction will flow to the charity and the amount can be reliably measured. The following specific policies are applied to particular categories of income:
- income from donations or grants is recognised when there is evidence of entitlement to the gift, receipt is probable and its amount can be measured reliably.
- legacy income is recognised when receipt is probable and entitlement is established.
- income from donated goods is measured at the fair value of the goods unless this is impractical to measure reliably, in which case the value is derived from the cost to the donor or the estimated resale value. Donated facilities and services are recognised in the accounts when received if the value can be reliably measured. No amounts are included for the contribution of general volunteers.
24
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
## **STREET SOCCER (SCOTLAND) LIMITED**
## **NOTES to the FINANCIAL STATEMENTS (continued)**
## **For the year ended 30 June 2021**
## **3. Accounting Policies Basis of preparation (continued)**
- income from contracts for the supply of services is recognised with the delivery of the contracted service. This is classified as unrestricted funds unless there is a contractual requirement for it to be spent on a particular purpose and returned if unspent, in which case it may be regarded as restricted.
## **Resources expended**
All expenditure is included on an accruals basis and is recognised when there is a legal or constructive obligation to pay for expenditure. All costs have been directly attributed to one of the functional categories of resources expended in the Statement of Financial Activities. Street Soccer (Scotland) Limited is not registered for VAT. All items of expenditure are accordingly shown inclusive of VAT.
## **Tangible fixed assets policy**
Tangible fixed assets are included at cost less depreciation and impairment. Depreciation has been provided at the following rates in order to write off the assets over their estimated useful lives:
Equipment 33% straight line Motor vehicles 33% straight line Computer equipment 33% straight line
## **Stocks**
Stocks are stated at the lower of cost and net realisable value.
## **Debtors**
Trade and other debtors are recognised at the settlement amount due. Prepayments are valued at the amount prepaid net of any discounts due.
## **Cash at bank and in hand**
Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.
## **Creditors**
Creditors are recognised where the company has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors are normally recognised at their settlement amount after allowing for any trade discounts due.
## **Leased assets**
Rentals applicable to operating leases where substantially all of the benefits and risks of ownership remain with the lessor are charged against profit on a straight-line basis over the lease term.
Assets held under finance leases and hire purchase contracts are capitalised and depreciated over their useful lives. The corresponding lease or hire purchase obligation is treated in the balance sheet as a liability. The interest element of rental obligations is charged to the Statement of Financial Activities over the period of the lease at a constant proportion of the outstanding balance of capital repayments.
The Lynch Centre and Ocean Terminal office space are both rented for peppercorn rates and it is considered that obtaining an estimate of the commercial rate of rent would be difficult to quantify and expensive to obtain, so no adjustment has been made to the accounts to recognise the value received.
## **Pension costs**
The charity operates a defined contribution scheme for the benefit of its employees. Contributions payable are charged to the Statement of Financial Activities.
25
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
## **STREET SOCCER (SCOTLAND) LIMITED**
## **NOTES to the FINANCIAL STATEMENTS (continued)**
## **For the year ended 30 June 2021**
|**For the year ended 30 June 2021**|||||
|---|---|---|---|---|
||**Un-**||||
||**restricted**|**Restricted**|**Total**|**Total**|
|**4.**
**Donations, Legacies and Grants**|**Funds**|**Funds**|**2021**|**2020**|
||£|£|£|£|
|**_Donations_**|||||
|_General donations_|213,282|-|213,282|223,007|
|Gift aid|4,942|-|4,942|-|
|_Sponsorship_||||_-_|
|_Grants_|||||
|STV Appeal|-|33,680|33,680|16,680|
|Tampon Tax|-|-|-|26,781|
|Scottish Government|-|160,633|160,633|-|
|Oak Foundation Transformation & Growth Fund|-|6,102|6,102|12,205|
|SIP Partnership|-|-|-|18,356|
|Rising Stars Fund|-|-|-|2,083|
|National Lottery Community Fund|-|99,030|99,030|104,380|
|Changing Lives Through Sport & Physical Activity|-|13,633|13,633|26,787|
|Crerar Trust|-|-|-|14,352|
|Homeless World Cup|-|-|-|30,000|
|Postcode Heroes Trust|-|251,667|251,667|125,500|
|SCVO Cyber Fund|-|500|500|500|
|The Hanlon Stevenson Foundation|-|15,000|15,000|15,000|
|STV Appeal – Winter Appeal|-|13,350|13,350|-|
|SSS Hardship|-|28,677|28,677|-|
|Street 45 – Woman’s Programme|-|2,000|2,000|-|
|The Hunter Foundation – SIP 20/21|-|174,632|174,632|-|
|Active Partnerships|-|43,889|43,889|-|
|KPE4 Charitable Trust|-|6,000|6,000|-|
|East Lothian Council Response|||||
|to the Pandemic|-|7,545|7,545|-|
|Big Lottery Fund – CRM Fund|-|15,720|15,720|-|
|The Peter Vardy Foundation|-|2,000|2,000|-|
|The Robertson Trust|-|5,833|5,833|-|
|Spirit of 2012 Wellbeing Grant|-|2,000|2,000|-|
|Rotary Club of Dundee|-|2,000|2,000|-|
|Lynch Centre|-|94,134|94,134|-|
||--------------|---------------|--------------|--------------|
||218,224|978,025|1,191,306|615,132|
||========|========|========|========|
||**Un-**||||
||**restricted**|**Restricted**|**Total**|**Total**|
|**5.**
**Other Trading Activities**|**Funds**|**Funds**|**2021**|**2020**|
||£|£|£|£|
|_Fundraising event income_|||||
|Annual gala dinner|-|-|-|93,381|
|“Women Inspired” gala lunch|-|-|-|23,320|
|Annual golf day|37,155|-|37,155|-|
|Online gala dinner|-|-|-|62,647|
|Fundraising|25,714|-|25,714|-|
|Management Fees|63,163|-|63,163|-|
|Shop Sales|3,645|-|3,645|-|
||---------------|--------------|---------------|--------------|
||129,677|-|129,677|179,347|
||========|========|========|========|
26
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
## **STREET SOCCER (SCOTLAND) LIMITED**
## **NOTES to the FINANCIAL STATEMENTS (continued)**
## **For the year ended 30 June 2021**
|||**Un-**||||
|---|---|---|---|---|---|
|||**restricted**|**restricted**|**Total**|**Total**|
|**6.**|**Other Income**|**Funds**|**Funds**|**2021**|**2020**|
|||£|£|£|£|
|Other income|Other income|30,854||30,854|9,159|
|||========|========|========|========|
|Other income includes receipts in relation to the Coronavirus Job Retention Scheme and a prior year|Other income includes receipts in relation to the Coronavirus Job Retention Scheme and a prior year|||Other income includes receipts in relation to the Coronavirus Job Retention Scheme and a prior year|Other income includes receipts in relation to the Coronavirus Job Retention Scheme and a prior year|
|corporation tax refund before the company was awarded charitable status.||corporation tax refund before the company was awarded charitable status.||||
|||**Un-**||||
|||**restricted**|**Restricted**|**Total**|**Total**|
|**7.**|**Costs of Other Trading Activities**|**Funds**|**Funds**|**Funds**
**2021**|**2021**
**2020**|
|||£|£|£|£|
|Fundraising event costs||23,076|-|23,076|133,695|
|||========|========|========|========|
||||**Un-**|**Un-**||
||||**restricted**|**Restricted**|**Total**|
|**8.**|**Costs of Charitable Activities by Fund Type**|**Costs of Charitable Activities by Fund Type**|**Funds**|**Funds**
**Funds**|**Funds**
**2021**|
||||£|£|£|
|Coaching and training sessions|||30,905|582,269|613,174|
|Educational training and qualifications|||-|112,876|112,876|
|Football events and tournaments|||-|-|-|
|Coronavirus support|||-|42,028|42,028|
|Support costs|||244,429|244,429
211,108|211,108
455,537|
||||---------------|--------------|---------------|
||||275,334|948,281|1,223,615|
||||========|========|========|
||||**Un-**|**Un-**||
||||**restricted**|**Restricted**|**Total**|
||||**Funds**|**Funds**
**Funds**|**Funds**
**2020**|
||||£|£|£|
|Coaching and training sessions|||23,853|163,223|187,076|
|Educational training and qualifications|||-|23,462|23,462|
|Football events and tournaments|||1,377|37,140|38,517|
|Coronavirus support|||18,782|-|18,782|
|Support costs|||156,125|156,125
143,995|143,995
300,120|
||||---------------|--------------|---------------|
||||200,137|367,820|567,958|
||||========|========|========|
27
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
**STREET SOCCER (SCOTLAND) LIMITED**
## **NOTES to the FINANCIAL STATEMENTS (continued)**
## **For the year ended 30 June 2021**
## **9. Costs of Charitable Activities by Activity Type**
||**Activities**||||
|---|---|---|---|---|
||**Undertaken**|**Support**|**Total**|**Total**|
||**Directly**|**Costs**|**2021**|**2020**|
||£|£|£|£|
|Coaching and training sessions|613,174|-|613,174|187,076|
|Educational training and qualifications|112,876|-|112,876|23,462|
|Football events and tournaments|-|-|-|38,517|
|Coronavirus support|42,028|-|42,028|18,782|
|Support costs (note 10)|-|455,537|455,537|300,120|
||--------------|--------------|--------------|--------------|
||768,078|455,537|1,223,615|567,958|
||========|========|========|========|
||**Un-**||||
||**restricted**|**Restricted**|**Total**|**Total**|
|**10.**
**Support Costs**|**Funds**|**Funds**|**2021**|**2020**|
||£|£|£|£|
|Staffing costs|119,437|(1,030)|118,407|85,061|
|Rent and rates|3,842|1,000|4,842|5,000|
|Motor expenses|1,207|29|1,236|2,636|
|Staff training and welfare|29|128|157|594|
|Travel and entertainment|2,050|4|2,054|3,106|
|Printing and stationery|3,025|81|3,106|689|
|Telephone and IT|25,621|9,610|35,231|9,289|
|Professional fees|45,115|32,685|77,800|26,121|
|Equipment hire and rental|6,512|-|6,512|2,769|
|Maintenance and insurance|16,047|255|16,302|2,237|
|Bank charges and interest|1,213|-|1,213|1,637|
|Depreciation|3,616|4,164|7,780|7,122|
|General and other costs|16,715|164,182|180,897|19,773|
||---------------|--------------|---------------|--------------|
||244,429|211,108|455,537|300,120|
||========|========|========|========|
|**11.**
**Net income/(expenditure) before transfers**|||**2021**|**2020**|
||||£|£|
|Net income/(expenditure) is stated after charging:|||||
|Depreciation|||3,616|7,122|
|Directors’ remuneration (note 13)|||76,978|76,985|
|Pension costs|||15,310|11,990|
|Auditors’ fees|||3,600|1,800|
||||--------------|--------------|
||||99,504|97,897|
||||========|========|
|**12.**
**Staff costs and emoluments**|||**2021**|**2020**|
||||£|£|
|Total staff costs were as follows|||||
|Wages and salaries|||617,961|448,717|
|Social security costs|||52,749|41,971|
|Pension costs|||15,310|11,990|
||||--------------|--------------|
||||686,020|502,678|
||||========|========|
28
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
1 1
## **STREET SOCCER (SCOTLAND) LIMITED**
## **NOTES to the FINANCIAL STATEMENTS (continued)**
## **For the year ended 30 June 2021**
**==> picture [450 x 87] intentionally omitted <==**
**----- Start of picture text -----**
|||||
|---|---|---|---|
|12.|Staff Costs and Emoluments (continued)|2021|2020|
|No.|No.|
|The average number of employees during the year was as follows:|
|Key management personnel|2|2|
|Operational and support staff|20|15|
|--------------|--------------|
|22|17|
|========|========|
**----- End of picture text -----**
The number of employees whose total employee benefits (excluding employer pension costs) for the reporting period fell within each band of £10,000 from £60,000 upwards was as follows:
**==> picture [402 x 89] intentionally omitted <==**
**----- Start of picture text -----**
|||
|---|---|
|2021|2020|
|No.|No.|
|Between £60,000 and £69,000|1|
|Between £70,000 and £79,000|1|
|-------------- --------------|
|2|2|
|========|========|
**----- End of picture text -----**
## **13. Directors’ and Key Management Personnel Remuneration**
No remuneration was paid to the Directors for their services as Trustees to the charity. One director received remuneration for their services to the charity in their role employed as Chief Executive Officer. The key management personnel of the charity consist of the Chief Executive Officer and the Senior Administrator. Their remuneration for the year to 30 June 2021 was £147,424 (2020: £146,219).
No expenses were reimbursed to trustees this year (2020: £nil).
**==> picture [447 x 225] intentionally omitted <==**
**----- Start of picture text -----**
|||||||
|---|---|---|---|---|---|
|Motor|Computer|
|14.|Tangible fixed assets|Equipment|Vehicles|Equipment|Total|
|£|£|£|£|
|Cost|
|At 1 July 2020|10,200|10,973|5,229|26,402|
|Additions|-|44,470|-|44,470|
|---------------|--------------|---------------|--------------|
|10,200|55,443|5,229|70,872|
|---------------|--------------|---------------|--------------|
|Depreciation|
|At 1 July 2020|3,400|10,973|5,013|19,386|
|Charge for the year|3,400|4,164|216|7,780|
|---------------|--------------|---------------|--------------|
|6,800|15,137|5,229|27,166|
|---------------|--------------|---------------|--------------|
|Net book value|
|At 30 June 2021|3,400|40,306|-|43,706|
|========|========|========|========|
|At 30 June 2020|6,800|-|216|7,016|
|========|========|========|========|
**----- End of picture text -----**
29
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
## **STREET SOCCER (SCOTLAND) LIMITED**
## **NOTES to the FINANCIAL STATEMENTS (continued)**
## **For the year ended 30 June 2021**
|**15. Debtors**|**15. Debtors**|**2021**|**2020**|
|---|---|---|---|
|||£|£|
|Trade debtors|Trade debtors|34,787|29,540|
|Prepayments||19,209|4,887|
|Accrued income||48,576|8,094|
|Loans to directors (note 20)|Loans to directors (note 20)|7,494|7,197|
|Other debtors (note 20)|Other debtors (note 20)|194,954|146,626|
|||--------------|-------------|
|||305,020|196,344|
|||========|=======|
|**16.**|**Creditors**|**2021**|**2020**|
|||£|£|
|Trade creditors|Trade creditors|6,061|4,024|
|Taxes and social security|Taxes and social security|19,341|16,002|
|Accruals and other creditors||80,519|44,534|
|Deferred income||357,571|284,369|
|||--------------|-------------|
|||463,492|348,929|
|||========|=======|
## **17. Pension commitments**
The charity operates a defined contribution scheme for the benefit of its employees. The assets of the scheme are held separately from those of the charity. The total employer contributions paid in the year amounted to £15,310 (2020: £11,990). The amount outstanding at the year end was £3,879 (2020: 2,955).
|amounted to £15,310 (2020: £11,990). The amount outstanding at the year end was £3,879 (2020:
2,955).|amounted to £15,310 (2020: £11,990). The amount outstanding at the year end was £3,879 (2020:|amounted to £15,310 (2020: £11,990). The amount outstanding at the year end was £3,879 (2020:|amounted to £15,310 (2020: £11,990). The amount outstanding at the year end was £3,879 (2020:|amounted to £15,310 (2020: £11,990). The amount outstanding at the year end was £3,879 (2020:|amounted to £15,310 (2020: £11,990). The amount outstanding at the year end was £3,879 (2020:|
|---|---|---|---|---|---|
||**Balance at**||||**Balance at**|
||**1 July**||**Expend-**||**30 June**|
|**18.**
**Unrestricted income funds**|**2020**|**Income**|**iture**|**Transfers**|**2021**|
||£|£|£|£|£|
|General funds|41,107|378,755|(298,411)|(184)|(184)
121,267|
||========|========|========|========|========|
||**Balance at**||||**Balance at**|
||**1 July**||**Expend-**||**30 June**|
|**19.**
**Restricted funds**|**2020**|**Income**|**iture**|**Transfers**|**2021**|
||£|£|£|£|£|
|STV Appeal|3,479|33,680|(31,659)|(3,479)|2,021|
|Tampon Tax|22,501|-|-|(22,501)|-|
|Oak Foundation Transformation &||||||
|Growth Fund|11,302|6,102|(11,197)|(105)|6,102|
|SIP Partnership|6,800|174,632|(132,914)|(35,185)|13,333|
|Rising Stars Fund|3,443|-|-|(3,443)|-|
|National Lottery Community Fund|(2,248)|114,750|(111,516)|(986)|-|
|Changing Lives Through Sport &||||||
|Physical Activity|(6,422)|13,633|(13,603)|6,392|-|
|Crerar Trust|2,267|-|-|(2,267)|-|
|Homeless World Cup|3,745|-|-|(3,745)|-|
|Postcode Heroes Trust|1,190|251,667|(244,795)|(1,509)|6,553|
|SCVO Cyber Fund|(454)|500|-|(46)|-|
|Street 45 – Woman’s Programme|-|2,000|(569)|-|1,431|
|STV Appeal – Winter Appeal|-|13,350|(13,350)|-|-|
|The Hanlon Stevenson Foundation|(179)|15,000|(12,141)|(2,680)|(2,680)
-|
||-------------|------------|-------------|------------|-----------|
30
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
## **STREET SOCCER (SCOTLAND) LIMITED**
## **NOTES to the FINANCIAL STATEMENTS (continued)**
## **For the year ended 30 June 2021**
## 19. **Restricted funds (continued)**
**==> picture [451 x 556] intentionally omitted <==**
**----- Start of picture text -----**
||||||||
|---|---|---|---|---|---|---|
|-------------|------------|-------------|------------|-----------|
|Brought forward|45,424|625,314|(571,744)|(69,554)|29,440|
|Scottish Government|-|160,633|(111,120)|(26,972)|22,541|
|-|-|
|Active Partnerships|43,889|(25,861)|18,028|
|KPE4 Charitable Trust|-|6,000|(6,887)|887|-|
|East Lothian Council Response|
|To the Pandemic|-|7,545|(5,541)|-|2,004|
|-|-|-|
|SSS Hardship|28,677|(28,677)|
|-|-|
|The Peter Vardy Foundation|2,000|(372)|1,628|
|The Robertson Trust|-|5,833|(5,833)|-|-|
|-|-|
|Spirit of 2012|2,000|(289)|1,711|
|-|-|
|Rotary Club of Dundee|2,000|(1,995)|(5)|
|-|-|
|Lynch Centre|94,134|(189,961)|95,827|
|--------------|--------------|--------------|---------------|--------------|
|45,424|978,025|(948,280)|184|75,353|
|========|========|========|========|========|
|Balance at|Balance at|
|1 July|Expend-|30 June|
|20.|Comparative - 2020|2019|Income|iture|Transfers|2020|
|£|£|£|£|£|
|General funds|(29,732)|401,513|(330,674)|-|41,107|
|========|========|========|========|========|
|Balance at|Balance at|
|1 July|Expend-|30 June|
|Comparative - 2020|2019|Income|iture|Transfers|2020|
|£|£|£|£|£|
|-|-|
|STV Appeal|16,680|(13,201)|3,479|
|-|
|Tampon Tax|11,188|26,781|(15,468)|22,501|
|Oak Foundation Transformation &|
|Growth Fund|3,522|12,205|(4,425)|-|11,302|
|-|-|
|SIP Partnership|18,356|(11,556)|6,800|
|-|
|Rising Stars Fund|3,436|2,083|(2,076)|3,443|
|-|
|Big Lottery Fund|(1,651)|104,380|(104,977)|(2,248)|
|Changing Lives Through Sport &|
|-|
|Physical Activity|(2,217)|26,787|(30,992)|(6,422)|
|Crerar Trust|-|14,352|(12,085)|-|2,267|
|-|-|
|Homeless World Cup|40,000|(36,255)|3,745|
|-|-|
|Postcode Heroes Trust|125,000|(123,810)|1,190|
|SCVO Cyber Fund|-|500|(954)|-|(454)|
|-|-|
|The Hanlon Stevenson Foundation|15,000|(15,179)|(179)|
|--------------|--------------|--------------|---------------|--------------|
|-|
|14,278|402,124|(370,978)|45,424|
|========|========|========|========|========|
**----- End of picture text -----**
31
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
## **STREET SOCCER (SCOTLAND) LIMITED**
## **NOTES to the FINANCIAL STATEMENTS (continued)**
**For the year ended 30 June 2021**
## 21. **Description of restricted funds**
**STV Appeal –** Funding **Aberdeen sessions focusing on working with young people.**
**Oak Foundation Growth and Transformation Fund –** Funding organisational development including upgrading our Salesforce system and central operations software.
**SIP Partnership –** Funding a variety of activities and development work including work with schools and developing trauma informed responses, managing risk, developing the network programme, and supporting our mental health work. SIP focuses on sharing learnings and developing sustainability.
**National Lottery Community Fund –** Funding front line delivery in Dundee, Edinburgh and Aberdeen.
**Changing Lives Through Sport and Physical Activity –** Funding our Prisons Programme.
**Homeless World Cup** – Scottish Government Funding to support Team Scotland at the Homeless World Cup.
**Postcode Heroes Trust –** Funding programmes, monitoring evaluating and investing in fundraising to maximise positive impacts.
**Street45 – Womens Programme –** Funding for Street45 our Womens only programme proving holistic support for women facing complex challenges.
**STV Appeal – Winter Appeal –** Funding to support the most vulnerable children and families through the winter with food parcels, hot meals and essentials.
**The Hanlon Stevenson Foundation –** Funding supporting youth sessions in Edinburgh. Scottish Government – Capacity Building Funding to support organisational growth and expansion.
**Active Partnerships –** Funding to support the Street45 Programme across Scotland and introducing new sessions focusing on young people.
**KPE4 Charitable Trust –** Funding to support work with young people.
**East Lothian Response to the Pandemic –** Funding to support youth work and work in schools in East Lothian to support young people’s mental health.
**SSS Hardship –** Hardship funding created to support immediate needs of players through the pandemic restrictions including heating and electricity, food parcels, and clothing.
**The Peter Vardy Foundation –** Funding youth work in Edinburgh particularly Wester Hailes partner sessions, creating positive impacts for young people’s mental health.
**The Robertson Trust –** Funding to tackle poverty and trauma given as a unrestricted grant which we use to support central roles.
**Spirit of 2012 –** Wellbeing fund provided by Spirit of 2012 to existing grantees to support staff wellbeing which we used to fund employee health and wellbeing benefits.
**Rotary Club of Dundee –** Funding provided to Change Centre Dundee to enhance their education suite to support SCQF delivery and support. Grant funded a projector and laptops for players.
**Lynch Centre –** Lynch Centre funding comes from grants from The Hunter Foundation, Northwood Charitable Trust and Baillie Gifford LLP, funding capital and revenue costs to enable work at Change Centre Dundee to have impacts within the community.
**Tampon Tax** – Funding to support Street45 and women’s programmes across Scotland.
32
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
**STREET SOCCER (SCOTLAND) LIMITED**
## **NOTES to the FINANCIAL STATEMENTS (continued)**
## **For the year ended 30 June 2021**
## **21. Description of restricted funds (continued)**
**Crerar Trust** – Funding to support Street Soccer programmes across Scotland by providing additional sessional staff funding.
**SCVO Cyber Fund** – Funding for consultancy to achieve Cyber Essential accreditation.
**Scottish Government** – Capacity Building Funding to support organisational growth and expansion.
**Rising Stars Fund** – Funding from People’s Postcode Lottery to support capacity building particularly in leadership.
## **22. Net assets split between reserves**
**==> picture [448 x 168] intentionally omitted <==**
**----- Start of picture text -----**
|||||
|---|---|---|---|
|2021|Unrestricted|Restricted|Total|
|Funds|Funds|
|Fixed assets|30,373|13,333|43,706|
|Net current assets|90,894|62,020|152,914|
|--------------|---------------|--------------|
|121,267|75,353|196,620|
|========|========|========|
|2020|Unrestricted|Restricted|Total|
|Funds|Funds|
|Fixed assets|7,016|-|7,016|
|Net current assets|34,091|45,424|79,515|
|--------------|---------------|--------------|
|41,107|45,424|86,531|
|========|========|========|
**----- End of picture text -----**
## **23. Operating lease commitments**
At the year end, the charity had the following total future minimum lease payments under noncancellable operating leases for office equipment.
**==> picture [450 x 77] intentionally omitted <==**
**----- Start of picture text -----**
||||
|---|---|---|
|2021|2020|
|Leases which expire:|£|£|
|Within one year|6,840|6,139|
|Withing two to five years|7,901|15,614|
|-------------- ---------------|
|14,741|21,753|
|========|========|
**----- End of picture text -----**
## **24. Related party disclosures**
## _Football Hope Change Foundation SCIO_
Included in other debtors is an amount of £194,954 (2020: £131,886) due to Street Soccer (Scotland) Limited from Football Hope Change Foundation SCIO.
During the year, Football Hope Change Foundation SCIO recharged costs incurred on behalf of Street Soccer (Scotland) Limited of £2,012 (2020: £3,292).
Income received by Football Hope Change Foundation SCIO on behalf of Street Soccer (Scotland) Limited totalled £29,585 (2020: £18,183).
During the year, Football Hope Change Foundation SCIO received donations totalling £nil (2020: £14,000) from Street Soccer (Scotland) Limited. These were expendable at the discretion of the Football Hope Change Foundation SCIO trustees in the furtherance of the charitable objectives.
33
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
**STREET SOCCER (SCOTLAND) LIMITED**
## **NOTES to the FINANCIAL STATEMENTS (continued)**
## **For the year ended 30 June 2021**
## **20. Related Party Disclosures (continued)**
Included in ‘Loans to directors’ in an amount of £5,821 (2020: 7,323) due to Street Soccer (Scotland) Limited b in relation to personal tax liabilities paid by Street Soccer (Scotland) Limited on his behalf. The loan is interest free and has no fixed terms for repayment.
_Change Centre (Scotland) Limited -_ A company in which is a director and member Included in 'Other debtors' is an amount of £nil (2020: £9,332) due to Street Soccer (Scotland) Limited by Change Centre (Scotland) Limited. The balance was repaid during the year with no further transactions as Change Centre (Scotland) Limited is due to be dissolved.
_Change Sports Limited -_ A company in which is a director and shareholder Included in 'Other debtors' is an amount of £nil (2020: £5,409) due to Street Soccer (Scotland) Limited by Change Sports Limited. The balance was written off during the year.
_Street Soccer (London) Limited -_ A company in which re directors. Included in 'Other creditors' is an amount of £83,856 d er (London) Limited by Street Soccer (Scotland).
During the year, Street Soccer (Scotland) Limited incurred costs of £155,083 (2020: £47,890) on behalf of Street Soccer (London) Limited and they received income on behalf of Street Soccer (London) Limited of £199,331 (2020: £87,498)
_Ultimate Parent Charity_
The directors regard Football Hope Change Foundation SCIO, a Scottish Charitable Incorporated Organisation, as the company's ultimate parent charity. The Foundation's registered office and principal place of business is 2 Bernard Street, Leith, Edinburgh, EH6 6PU.
34
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
## **Street Soccer (Scotland) Limited**
**The information on the following pages are not part of the Financial Statements.**
## **Appendices**
## **Player Case Study - Laura**
25°C in Glasgow City Centre. Perfect conditions for a kickabout? So, Laura thinks anyway.
is a Street Soccer volunteer who has been attending the Street 45 Womens sessions for four years – and she says it saved her life.
“Previous to my time here, I was in and out of hospital all the time. I’d had a lot of trouble in my childhood, trusting men and other issues. My support worker at the time kept taking me to the local park to play football, it really felt like it was a good way of getting my childhood back. I then got referred to Street Soccer, which I hated at first. It was difficult for me to adjust to something new, trusting new people – but in the end, I think it’s saved my life.”
Street 45 sessions are growing in popularity, with new and existing players attending across the week at Powerleague Glasgow. has seen the programme develop across her time as a player and believes her progression to volunteer has allowed her to give back to the group, whilst also benefitting her own recovery.
“I started in the drop in women’s sessions, and I’ve moved on to volunteering in the last two years, which has been amazing. It’s given me structure, routine and generally something to get up in the morning for. It gives me purpose.
Street Soccer has helped me become happy again. I’m now more of myself and its brought me a lot of friends. In the past, I would punish myself and I was scared to put myself out there, however joining Street Soccer has allowed me to learn that I am allowed to be happy.”
Street Soccer ensures that players are always put first. That’s why Street 45 sessions are tailored to the wants and needs of participants, where football is not always the main attraction. Street 45 Programme Coordinato emphasises that there is something for everyone within the weekly sessions.
“The sessions are tailored to what they need – even if they want to come in for a chat. We’re fully flexible to that, that’s why we exist. A lot of the girls are keen to do more volunteering and getting involved in other things but there isn’t just one sort of way that we push them. It’s totally person centred, so if it’s not for them we will never push them in to that. We find new ways all the time of engaging our players.
We make sure the players are aware of all the support systems we have. We are always checking in to make sure they are moving in the right direction and as mentioned previously, we are on hand to help with anything they might struggle with. I’d like to think any of our players could come to me and discuss any of this.”
A clear player pathway has allowed a number of Street Soccer players to grow and develop their skills and confidence, affording more opportunities within and outside the organisation. Laura has had her eyes set on more volunteering opportunities since coronavirus restrictions have started to ease in Scotland and hopes more players can join her.
“I’m looking forward to continue volunteering, I especially love going in to the prisons to work with the women in there as it’s very rewarding. I hope more of the players we have just now can do the
35
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
same. We have a really tight knight and welcoming group that makes our sessions really special. There’s a variety of stuff to do and the ethos is purely to have fun.
What I would say to anyone still not sure about Street Soccer is just give it a chance because it may genuinely be their chance to change their life.”
There are no prerequisites to join our Street 45 sessions, it is completely open to any female, regardless of age. You can find out more about our sessions by contacting Sarah at sarah@streetsoccerscotland.org.
## **Programme Report**
The last year has seen Street Soccer Scotland come out of the strict Covid lockdown and start back into our `new normal` with revised Covid protocols at all sessions, as a result we have had very few instances of Covid amongst the players, which has enabled us to keep the sessions running for the players in all cities.
We have kept to smaller attendances at the sessions, meaning we now have over 50 sessions per week across the country covering adults, female only and youth sessions. In Edinburgh we have continued to host the sessions in various parks and venues across the city, this will probably have to change as we head into the winter months. In Glasgow and Aberdeen we have returned to our original venues at Powerleague and Goals respectively. In Dundee we have moved all our programmes into our new Lynch Centre venue (more about that later) In all areas we have developed stronger partnerships with other organisations such as SAMH, SISCO, Criminal Justice, Shelter, We are with you.
Over the past year we have appointed a full time Mental Health support worker in Glasgow and a part time worker in Edinburgh, their role is to offer 121 and group support to our players who are experiencing challenging situations in their lives. This has proved to be a success as the players use this as an additional level of support over and above the coaches ongoing support
Just before the lockdown we had appointed a Network Manager to help us expand our reach into other areas and venues across the country, this was another programme that had to be put on hold. Since the reintroduction of contact football we have started a programme in Raploch, Stirling with a number of other agencies. This is going well with a core group of players growing each week, one of the players in recovery is now taking an active part in delivering the coaching. We have been approached and are working with a number of other agencies, with a view to setting up a Network programme in areas such as Fife, Livingston, Motherwell and Stirling. If we can get these programmes established within the areas with the partners, this will enable us to meet our targets for the year.
Our Youth programmes were also hit by Covid restrictions which are still being an issue in terms of access to venues such as schools to work with the youths. However, as we move towards October the restrictions are easing and we hope to be in 4 schools in the coming months delivering our own SCQF programme. Unfortunately, our Guardian Programme (targeting young people in danger of exclusion from education, in the criminal justice or care system) coach had to leave us as a result of her mental health issue, a replacement has been identified and an interview arranged.
36
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
The women`s Street45 programme has remained steady with 3 sessions including boxercise and Zumba in Glasgow and 2 sessions in Dundee, our Edinburgh programme should be back in place in October at Portobello
Our successful Prison programme has been hard hit by the Covid restrictions with no entry available in any prisons for over a year, although in the last 6 weeks (August – September) we have agreed access to HMP Castle Huntly to deliver our programme, this is only because it is an open prison so the restrictions and facility access are different. We currently have a player from Castle Huntly working on placement in the Lynch Centre. Our Prison review shows that we have saved the Scottish government approx. £350,000, due to having 12 players from the programme continuing their involvement with us on being liberated and staying out of prison
The Lynch Centre is our new physical building in Dundee, this is an old Leisure and Culture building that was due to be mothballed, we now have a 20-year lease on the building. After an initial investment we have created a learning suite, meeting rooms and break out spaces for ourselves and partner organisations to use and provide support to our players and the community, as well as laying an astroturf surface in one of the halls we still have a hard floor hall for multi sports and an outside bowling green to convert for more 5 a side pitches. The venue is in the heart of the Lochee community, an area in the top 5% SIMD so we hope this will give the locals a positive focus and provide support to change their lives
The Homeless World Cup was not held again this year so the HWC organised a Home Nations event in Edinburgh for the 4 nations. Street Soccer entered a male and female team, both finished fourth however the players feedback and reflections showed that they all gained a great deal being involved.
Our Coaches have continued to deliver a very high standard level of programmes despite the dangers and impact of the lockdown and the covid restrictions. We have had several cases of coaches having to isolate due to members of their family contracting covid. The stresses of these changes and restrictions have not only affected players, but also the staff as they have to navigate through these situations whilst supporting players who struggle dealing with things in their daily lives
One of the few benefits from the lockdown has been our change to smaller sessions and the opportunity to have more 121 time with players and offer more personal development support. We hope to capture more feedback on this as we carry out our annual census survey in the next month.
## **Fundraising Report**
Covid19 continues to challenge the organisation with the focus on ensuring our players are receiving ongoing care and support and that we keep communication constant during what has been an unsettling period for many. The team remain focused despite the challenges in some areas of fundraising.
Recruitment of a dedicated Grants & Trust Fundraiser in October 2020 has allowed for focus on the development of our Trust and Foundation income.
37
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
New funding opportunities were identified and achieved from 9 Trusts and Foundations with our application success rate for 2020/21 standing at 38%.
Additional funding was received from corporate supporters as well as an individual gift received from a private donor to support SSS through Covid19 and its recovery. We were also delighted to receive third party event income via Ludo Roy and his PEAK Challenge.
Street Soccer Business Club – during the period of restriction we were able to host a series of sessions engaging our supporters whilst offering opportunities to hear from several inspiring sports personalities and business leaders. ,
to our supporters and grow our network during periods of lockdown.
Peoples Energy Solutions committed to supporters’ players and their families with energy vouchers with a drawdown amount of £10K secured. Several families have benefited from his support already.
The Big Dribble challenge saw a great opportunity to work in partnership with the Kiltwalk to raise funds and bring supporters together to take part in this Scotland wide challenge of dribbling a Street Soccer tartan football from Aberdeen to Glasgow via Dundee and Edinburgh over the course of the virtual Kiltwalk weekend. This was a great opportunity to engage supporters and unite our cities whilst allowing us to remain safe and adhering to government guidelines whilst raising awareness and funds which were matched by the Kiltwalk.
Salesforce CRM – introduction of a data management system for players, funders and supporters has been introduced using Salesforce. Funding was secured to support this project and the system is now in place and being used by the fundraising team. This will ensure that all donor records and contact information is controlled and managed from a central database and will help inform future decision making in relation to funding, marketing, sales, and financial support.
A new partnership has been established with LNER via the Adopt a Station initiative with Scotrail. This has also resulted in assistance with travel between Edinburgh and London.
We were successful in hosting a fruitful Golf Day in June 2021 which allowed the opportunity to reconnect with supporters, bring people together as well as introduce several new individuals and organisations to Street Soccer Scotland.
Change Centre Dundee – Change Centre presents an opportunity to increase awareness of Street Soccer in Dundee and is allowing us to engage with local business linked to a recognition and sponsorship strategy designed to support the ongoing funding required for the Centre. To date we have received some small financial support and have formed a support group of local business leaders to help facilitate introductions and support further funding opportunities.
Retail - Introduction of SSS merchandise line has offered a new income generation opportunity via the sale of items such hoodies, tops, hats, scarves, footballs etc. Retail is growing at a steady pace and is showing signs of success.
38
DocuSign Envelope ID: 1BBCD318-FF1C-452D-85DE-9517E803851C
## **Central Operations Report**
During the Year 2021/2021 we have recruited 6 new staff members:
- Young Persons Ambassador
- Network Manager
- Dundee Programme Coordinator
- Grants and Trusts Fundraiser (0.5 FTE)
- Communications Coordinator
- Central Administration (0.4 FTE)
During the year we have engaged with WorkNest group (previously Ellis Whittam) as our Health and Safety Consultants and competent persons. WorkNest complete audits periodically throughout the year to ensure Street Soccer Scotland continue to operate safely, legally and keep up to date with the latest changes in guidance and legislation.
In December 2020, we were delighted to launch ‘The Dugout’, an innovative new space created by our team at Street Soccer Scotland. It combines a training and support hub for our players alongside a retail and events space, and also serves as our head office. As well as retailing a range of branded merchandise and clothing (all profits directly supporting our programmes), the training space will support employability, learning and development alongside our partners WorkingRite. We also aim to grow relationships and job opportunities with our neighbours and various other employers within Ocean Terminal Shopping Centre and the local area too.
The events space will host a range of our Business Club events and provide a venue for community events that are focussed on creating positive change via opportunities for conversation and networking.
In April we worked with Salesforce Consulting Partner Cirrico to build a brand new portal for our Programme Delivery Team to use. This portal combines all the tasks from a coach’s workflow into one place allowing them to spend more meaningful time with our players on the pitch. We also transformed our Salesforce CRM system for our central teams to unlock greater MI around our programmes for our fundraising team to track our grants & trusts funding and donations.
Whilst still a small central team, we strive to innovate our operations to ensure we deliver maximum support to the programmes team whilst continuing to manage all internal processes and procedures.
39