REGISTERED COMPANY NUMBER: 06642112 (England and Wales)

REGISTERED CHARITY NUMBER: 1127014

REPORT OF THE TRUSTEES AND

FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024

FOR

SKY BLUES IN THE COMMUNITY

(A COMPANY LIMITED BY GUARANTEE)

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Report of the Trustees

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Report of the Independent Auditors

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Statement of Financial Activities

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Balance Sheet

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Cash Flow Statement

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Notes to the Cash Flow Statement

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Notes to the Financial Statements

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The trustees who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 31 December 2024. The trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019).

MISSIONS & VISIONS

Vision

A prosperous and vibrant Coventry and Warwickshire, where every individual can achieve their fullest potential, leading to healthier and happier lives.

Mission Statement

We harness the power of sport and the influence of Coventry City Football Club to deliver high-quality community programmes. By forming strategic alliances and offering meaningful opportunities for improved health, social inclusion, education, and training, we will #MakeADifference in our city and county.

Our Values:

* Ambitious

* Passionate

* Honest

* Innovative

* Community-focused

Enablers of Success:

* Operational excellence

* Effective governance

* Strategic partnerships

* Financial sustainability

* Data-driven evaluation

* Continuous learning and development

* Creative branding and outreach

Guiding Principles:

* Better Together - Building lasting partnerships

* Strong Foundations - Prioritising sustainable impact

* Facts Matter - Using evidence to inform action.

* Always Listening - Community-led development

* Change Makers - Delivering real, visible results.

* Proactive People - Adapting to evolving needs.

* Future Focused - Innovation at our core

OBJECTIVES AND ACTIVITIES

Objectives and activities

As stated in the Articles of Association, our objectives are for the benefit of the public, and in particular the inhabitants of Coventry and its surrounding areas:

* To promote community participation in healthy recreation by providing facilities for the playing of association football and other sports capable of improving health.

* To provide and assist in providing facilities for sport, recreation or other leisure-time occupation of individuals who need such facilities due to youth, age, infirmity, disability, poverty, or social and economic circumstances, in the interest of social welfare.

* To advance the education of children and young people in ways the trustees see fit and in accordance with charity law.

Activities for achieving objectives.

The significant activities for achieving the objectives are:

* To increase the opportunity for residents of Coventry and Warwickshire to participate in physical activity and improve Mental well-being, for a more physically active lifestyle.

* To actively promote opportunities for disadvantaged and marginalised communities to participate in positive activities, regardless of age, gender, race, infirmity, disablement, poverty, or social and economic circumstances.

* To promote participation in healthy activities, through providing facilities for playing football and other sports, whilst improving health and awareness through a variety of mediums.

* To advance the education and learning of children, young people, and adults by promoting accredited training and personal development opportunities.

* Working in partnership with key local, regional, and national organisations to allow the company to achieve its charitable objectives and the listed activities.

STRATEGIC REPORT

Achievements and performance

Achievements and Performance

DAVID BUSST, HEAD OF COMMUNITY

Our team continue to be enthusiastic, passionate, and dedicated working above and beyond to make a difference in our community and using sport to break down barriers and open opportunities we hope to succeed in changing the lives children/adults across the community that we serve.

Strategic Plan Launch 2024-2027

When crafting our new strategic plan, our foremost priority was to ensure it was rooted in insights and a deep understanding of the communities we aim to positively impact.

We sought to be thoroughly acquainted with the landscape within which we operate, enabling us to provide the most effective solutions for our communities. This involved extensive consultations over several months with a diverse array of stakeholders, including our workforce, partners, parent club, and beneficiaries. Their input, coupled with local research and data analysis, has empowered us with a comprehensive understanding of the role we must fulfil over the next three years. The wealth of detailed responses we received enabled us to closely align our strategy, aims, and objectives with the priorities of our key partners and the specific needs of our local communities. Throughout the strategy development process, we actively familiarised ourselves with the strategies of key partners such as Sport England, The Premier League Charitable Fund, the English Football League Trust, and Coventry City Council, among others, and we remain committed to this collaborative approach throughout the lifecycle of our strategy.

Achievements and Performance

During the year, SBITC made considerable progress across our main strategic pillars:

Health and Wellbeing

We will play our part, standing shoulder to shoulder with a host of partners, in combatting the social challenges that currently risk the health and wellbeing of Coventry and Warwickshire's most underrepresented communities. We will strive to deliver top quality, engaging and impactful community-based programmes that support members of Coventry and Warwickshire to pursue a happier and healthier life and tackle a wide range of existing and emerging Public Health and social issues.

Dementia Active

Initially launched in 2022, is a supportive initiative designed to enrich the lives of individuals living with dementia and their caregivers. Delivered by Sky Blues in the Community (SBITC) in partnership with Coventry and Warwickshire Partnership Trust (CWPT)-whose qualified occupational therapists actively participate in sessions-the programme operates across Coventry, Nuneaton, and Warwick. It offers a unique blend of physical activity and therapeutic engagement in a safe, welcoming environment.

In addition, special match-day events held at Coventry City Stadium provide memorable experiences that bring joy and a sense of belonging to participants.

The initiative has been shown to enhance emotional wellbeing, reduce feelings of loneliness, and encourage a sense of community among attendees. Throughout 2024, there has been a noticeable increase in participation, especially in the Coventry and Nuneaton areas-a reflection of the programme's growing impact.

At SBITC, we are committed to evolving and enhancing our sessions year after year. We place great value on feedback from the people who matter most: our participants, their carers, and our partners. In response to their suggestions, we have introduced new activities such as corn hole and added foldable football nets, both of which have been enthusiastically received.

We are also proud to share that the Dementia Active project received two accolades in 2024. It was 'Specially Commended' in the Co-Production category at the National Dementia Care Awards in London in June and later won in the Collaboration category at the Q Awards in Leamington Spa, recognising our ongoing work with CWPT.

PCN (Primary Care Network) Exercise on Referral Project

Launched in 2023, is an initiative funded by Nuneaton and Bedworth PCN aimed at promoting healthier lifestyles among residents registered with one of the seventeen surgeries in the PCN network. The project specifically targets individuals experiencing low mood and challenges related to weight management, with the overarching goal of supporting improvements in both mental and physical wellbeing.

One of the first programmes introduced through this initiative by the Sky Blues in the Community (SBITC) health team was Active Sky Blues. This 12-week healthy lifestyle programme combines accessible, tailored exercise sessions with informative presentations focused on nutrition, balanced diets, and sustainable lifestyle changes. Participants are also provided with practical tools and resources to help them adopt and maintain healthier habits in the long term.

Throughout 2024, Active Sky Blues has continued to grow in popularity, attracting a rising number of participants. Due to high demand, a waiting list was created, and an additional session was introduced to accommodate more individuals. This strong response reflects the programme's positive impact and growing reputation within the local community.

In addition to Active Sky Blues, the SBITC health team has launched a variety of complementary programmes to further support people in Nuneaton and Bedworth. These include walking football, buggy talk, and walk and talk sessions, all designed to provide accessible and enjoyable ways for people to stay active, connect with others, and improve their overall wellbeing.

Initially planned to run from 2023 to 2024, the project was recently extended following highly positive feedback from PCN staff. They praised the excellent outcomes achieved by the SBITC Health team and the difference the initiative has made in the lives of participants.

MEN-talk

Funded by the National Lottery, through the Awards for All grant, from 2021 until the beginning of 2026. The project aims to support 1,600 men aged between 18 and 65 across Coventry and Warwickshire, focusing on improving their emotional health and well-being.

The initiative combines physical exercise and activities with targeted mental health workshops delivered in a non-clinical environment. These workshops cover a range of topics, including understanding anxiety, depression, stress, self-compassion, and the connection between physical and mental health.

The overall goal of MENtalk is to enhance men's mental health by increasing their resilience to handle issues constructively, encouraging healthier lifestyle choices, and reducing feelings of isolation through participation in group activities.

In 2024, we recorded our highest average attendance across the four weekly sessions delivered in Coventry and Warwickshire. In addition to increased participation in our regular sessions, we organised several successful events. These included a 5K wellbeing walk around the stadium during Mental Health Awareness Week, in collaboration with other groups and organisations such as Coventry Pathways and NHS Talking Therapies. The event aimed to raise awareness of the services MENtalk offers, as well as other available support for those experiencing mental health difficulties.

Another notable event was held on Armistice Day, where current military personnel and veterans were invited to the stadium to observe a two-minute silence. Primary school children from the SBITC PLPLS program also attended to hear from military personnel about their careers and experiences serving in the armed forces. During this event, MENtalk was promoted to military personnel, highlighting the services available to support those struggling with their mental health.

The Sport and Talk for Life Programme is a valuable initiative funded by the NHS Trauma Vanguard Service and Positive Directions, with support running through to 2024. Delivered by the Sky Blues in the Community (SBITC) Health Team, the programme is designed to support young people aged 10 to 17 who come from care backgrounds or have experienced complex trauma.

The core aim of the project is to help these young individuals build confidence, develop leadership skills, and improve their social interaction through structured sports activities. One of the key outcomes of the program is enabling participants to achieve a Sports Leaders Award-a nationally recognised qualification that equips young people with practical leadership experience in a sports setting. Alongside this, they also take part in regular group sports sessions, designed to encourage teamwork, friendship-building, and healthy communication in a fun and supportive environment.

Throughout 2024, the SBITC Health Team successfully supported over forty young people in completing their Sports Leaders Award. The feedback received from the Positive Directions team has been overwhelmingly positive, highlighting the meaningful impact the program has had on participants. In addition to the educational and personal development outcomes, the young people involved were offered once-in-a-lifetime opportunities such as guided stadium tours, visits from first-team players, and mascot experiences on match days-creating unforgettable memories and boosting their sense of self-worth.

Some of the exceptional work carried out by SBITC through this project has even been recognised at a national level, with examples being show cased in Parliament by the NHS Trauma Vanguard Service as a model of effective trauma-informed intervention.

Most recently, as a testament to the programme's success and impact, the NHS Trauma Vanguard Service has agreed to extend its funding. This extension will allow SBITC to expand its reach by delivering additional mentoring-based support to young people within Special Educational Needs (SEN) schools, continuing its mission to positively influence the lives of vulnerable children and young people through sport and personalised care.

You're Next Step is a social inclusion initiative funded by the EFL, and it has been delivered by the Sky Blues in the Community (SBITC) Health Team since 2024. The project is set to run until 2027. The program is specifically designed to support individuals from ethnic minority backgrounds who are transitioning out of the prison system and are currently under probation supervision. These individuals are required to meet regularly with a probation officer-either weekly or monthly-and must adhere to a range of conditions depending on the nature of their convictions.

As part of the program, the SBITC Health Team provides a dedicated mentoring service. Staff members meet with probationers once a week in a location that feels safe and comfortable for them-this could be at the Coventry Building Society (CBS) Arena, a local coffee shop, or another agreed-upon setting. Together, they develop a personalised support plan to guide the individual through their transition from life in prison to reintegrating positively into society.

SBITC staff offer a range of practical and emotional support tailored to everyone's needs. This includes assistance with finding employment, managing stress, accessing housing support, and simply being a trusted person to talk to. The mentoring relationship can continue for up to six months, during which time progress is regularly reviewed. The goal is to help probationers achieve and sustain meaningful, positive changes in their lives, which are also documented as part of their journey.

In 2024, the program successfully supported one individual who not only secured employment but also rebuilt a stronger relationship with his family. This case study was highlighted by the EFL as an outstanding example of the programme's impact and has since been shared with other CCO's across the country as a model of best practice.

Education, training, and employment

We will be integral in improving the training and employment opportunities available in Coventry and Warwickshire by inspiring our community, helping to provide the tools, experiences and guidance needed to build and sustain prosperous careers. We provided accredited learning, mentoring, and career pathways for young people and adults. Through bespoke programs, we supported participants to gain confidence, new skills, and access to training.

Sky Blues in the Community Education provision has seen a significant growth in the Academic year in supporting the local district of Foleshill to align with Coventry City Councils Poverty and area of need statistics. Through the Premier League Primary Stars Program, Sky Blues in the Community has developed strong school community engagement to support children to develop academic skills and sport participation.

The wider areas of Coventry have received support with effective collaboration with Coventry School Sport Partnership to engage more schools to deliver range of workshops; Health, Mental Health, Remembrance and Anti-Racism.

Sky Blues in the Community School based staff have received ongoing development of various CPD training in Safeguarding with West Midlands Police, CPR training with British Heart Foundation and Mental Health Training with Compass. All staff have developed School Sport training through FA Level 4 High Level Teacher Assistant.

Coventry College Football Academy

In partnership with Coventry College, they see us deliver the football side of their post 16 B-Tec Academy. In 2023 they averaged ten players at training and in 2024 increased to over thirty. The team is currently second in the table, having finished bottom last season so results have dramatically improved as well. Part of Connor role as Football Development Coordinator was to run this and his passion and drive has seen a significant increase in participation and has led to them team training three times a week plus a game on a Wednesday afternoon.

There is enormous potential for this to grow further in 2025 but there is a lot of competition around Coventry for players which remains a barrier to increasing it further.

Premier League Sport and Core Activities

Premier League Primary Stars

Program funded by Premier League Charitable Fund to work with Children 5 - 11 years old within Primary Schools.

Sky Blues in the Community delivered a range of elements to increase confidence in delivery of Physical Education, bridge the gap in academic attainment through Premier League and Coventry City FC resources for Targeted interventions. As well as increasing the level of Girls Extra Curriculum participation and Social Action projects to support School and local area needs.

Sky Blues in the Community School provision targeted local district Foleshill to support the development of services to enhance the local offer to support children & community development.

Joy of Moving

A fully funded program EFL in the Community as Ferrero UK's Corporate Social Responsibility program for 11 years, to target primary school students.

Joy of Moving is based on methodology which is designed to inspire children to move though play and captures the fun approach, which we know is key.

The methodology was established by independent experts, including Foro Italico (Rome University) and the Italian Olympic Committee (CONI) and focuses on developing key skills in four major areas:

* Physical fitness

* Motor coordination

* Cognitive functions & creativity

* Life skills

The Joy of moving program is delivered within schools and consists of two elements; the Move & Learn project and Joy of moving Festivals.

Move & Learn, consist of targeting children aged 9 - 10 years of age, designed to appeal to appeal to every child through a fun and engaging physical approach. A six-week provision consisting of 9 hours of education of healthy lifestyles through supportive booklets consisting of importance of physical activity, balance diet and lead an active lifestyle choice.

Lunchtime, PE & After School Clubs

Sky Blues in the Community, ongoing commitment to support schools in extra curriculum activities through football and multi-sport, to keep the ongoing encouragement of fun healthy sessions outside of curriculum Physical Education.

School Football Tournaments

Sky Blues in the Community have delivered various Schools Tournaments that have brought once in a lifetime opportunity to play CBS Arena and Communal engagements.

* Day on the pitch at CBS arena saw forty-eight schools engage (total of 576 Students)

* Foleshill Premier League Primary Stars Tournament, saw local community engagement bringing together six schools for the upcoming 24/25 academic year.

* EFL in the Community Under 13's Girls Cup - 12 Secondary Schools engaged in the Coventry City initial round (total of 108 Girls).

* EFL in the Community Under 11's Kids Cup - 32 Primary Schools engaged in the Coventry City initial round (total of 288 Students).

Kellogg's Summer Camps

2024 saw the EFL in the Community introduce large partners Kellogg's to Sky Blues in the Community Summer Fun Camps.

The Kellogg's Football Camps has introduced children to enjoy their football, and to support parents in keeping their kids active and entertained during the summer school holidays. Utilising Kellogg's promotional codes to book a free place onto Sky Blues in the Community Summer Camps.

* Sky Blues in the Community saw on average 54 Children per day.

* Total of 299 Codes used.

Social inclusion, community cohesion and participation

We will create a more cohesive and inclusive Coventry and Warwickshire by delivering barrier-free programmes and projects that break down social barriers and encourage people to live harmoniously. We will create opportunities to participate in physical activity, enabling everyone to access the benefits of regular exercise in an unjudged, welcomed, and inspiring way.

SBITC delivered a wide range of barrier free community-based programs in our local communities. These initiatives created belonging, mutual respect, and lifelong engagement with sport.

Through 2024, the Community Cohesion department has gone through several changes, including personnel and structure changes. Despite this, the department has continued to deliver high quality programs to continue to have a positive impact on the local community.

Premier League Kicks

Premier League Kicks, funded by the Premier League through the Premier League Charitable Fund, uses the power of football and sport to inspire young people to reach their potential, in some of the most high-need areas in England and Wales.

Launched in season 2006/07, in partnership with the Metropolitan Police, today Sky Blues in the Community is one of 93 professional football club community organisations across England and Wales delivering Premier League Kicks. The programme supports young people in regular, positive and fun activity, while helping to create stronger, safer, more inclusive environments.

SBITC began its Premier League Kicks delivery in 2011 and since then has supported numerous young people through various sessions across multiple venues around the City.

Nationally, more than half a million young people have participated in Premier League Kicks football and multi-sport sessions across England and Wales, and more than one million hours of sessions have been delivered to date.

This initiative goes beyond the pitch to address societal issues and create a lasting impact. Community engagement is at heart of the program; through a series of football sessions, workshops, and outreach program, SBITC aims to connect with young people, providing them with a positive and inclusive environment to develop both sporting and life skills with the program engaging with over 800 unique participants in 2024.

In 2024, Sky Blues in the Community hosted the Premier League Kicks Cup Regional Tournament at President Kennedy School, welcoming over 11 teams to compete in the Under 16 Mixed and Under 16 Girls Regional Events. The day was a great success with the SBITC mixed team progressing to the National Finals held at St Georges Park in July.

Competing in such a high-profile tournament was no small feat, and the team put on a commendable performance. They won three matches, lost two, and drew three in what was a challenging and competitive tournament. The determination, skill, and teamwork displayed by our young players were a testament to their hard work and dedication. Qualifying for the nationals alone was a massive achievement, and every player on the team can be proud of their efforts.

The buzz among the team was palpable throughout the event. Despite the challenges faced on the pitch, the team remained positive and represented the Sky Blues in a commendable manner. Their enthusiasm and passion for the game were clear for all to see, and they were fantastic ambassadors for our club.

One of the most positive outcomes from the tournament was the impact it had on the team members. After their experiences at St. George's Park, many of the players have been bringing more of their friends along to our regular Premier League Kicks sessions. It is wonderful to see how their journey has sparked greater interest and engagement within the community.

One of the programmes key strengths lies in its commitment to inclusivity and diversity. SBITC Kicks welcomes participants from all backgrounds, fostering a sense of unity that goes beyond any social-economic or geographical barriers.

The impact of our Premier League Kicks program is amplified through our key partnerships with local organisations and businesses. By continuing to work with these partners and creating an inclusive and safe environment, our Premier League Kicks program can continue to develop and have a positive impact on our young people.

Step Together

Step Together continues to run due to funding from the Community Safety Fund with local implementation led by the Violence Reduction Unit. It seeks to connect Education, Police and Community Partners in a collaborative project designed to increase safety and reduce violent crime towards young people along designated school routes at the start and end of the school day. Using the VRU Strategic Needs Assessment along with intelligence and data from Neighbourhood Policing Units, key impact routes have been identified to focus this specific detached youth work activity. This program aims to create frequent points of safety for young people in areas where we see an increased level of antisocial and violent activity at the end of the school day.

We have operated in two areas across the city - Wood End, Henley Green, and Manor Farm, particularly around Grace Academy, Cardinal Wiseman and Ringswood Highway Shops, and the City Centre and City College area.

During 2024, we also ran additional VRU support during the summer holiday period and October half term from 3-6pm. This is further developing our relationship with young people in these areas, allowing them to become more comfortable and knowing they can rely on us for advice and support if required.

We aim to continue to build relationships in the local area with students, members of the public and local businesses, we do this by positively engaging with each party and getting them to understand and be ethical towards one another through voicing their thoughts. We also promote local sessions run by trusted providers to encourage participation in physical activity for the young people we are trying to engage through the step together project. We continue to work face to face as we have worked within the targeted area for many years and have continued to build public relations across the community and being well respected.

Sky Blues in the community work with other organisations who also specialise in detached youth work and promote local sessions to these young people can attend to further. The data from the VRU and Police forces have informed us, that due to our work we have reduced the number of calls going to Police during the times of our safeguarding provision.

Disability

Our disability session offer continues to expand across the city, with regular school lunchtime and after-school club at SEN schools and colleges across Coventry and Warwickshire as well as four regular evening sessions for a variety of participants with a variety of disabilities, ranging from Down Syndrome specific to pan-disability. Each session offers a chance for young people to participate in a variety of sports in a safe and inclusive environment.

Using the reach of Coventry City FC, these sessions give children who often get over-looked in the competitive sporting community a feeling of belonging. Not only do we offer opportunities to children across the city but also to parents of SEN children who provide 24-hour support to their loved ones. Parents feel at ease when dropping their children off at a session - knowing that they are in professional, compassionate, and trustworthy hands. We were able to offer these participants the opportunity to participate in our Community Day in May 2024 where they played football on the CCFC pitch, and everyone could see the enjoyment they were getting from the experience.

In October, in partnership with Birmingham County FA, we set up the Coventry and Warwickshire Adult Inclusion League.

Cyrille Regis Legacy Trust

In 2024, SBITC continue to be a part of the Cyrille Regis 'Strike A Change' program. The program is the inaugural initiative of the Cyrille Regis Legacy Trust, set up by members of Cyrille's family to continue the community projects close to his heart, particularly the mentoring of youngsters from a difficult life environment, which was a central part of his life.

Strike A Change is a collaboration between the Cyrille Regis Legacy Trust and the charitable foundations at Coventry City, West Bromwich Albion, Aston Villa, Wolverhampton Wanderers, Birmingham City and Walsall. Aimed at 14-15-year-olds who demonstrate a passion for football but are disengaged within their school or community. Each CCO hosts all other CCOs to allow the young people to compete against each other but also complete a workshop on one of the Cyrille standards.

HAF - (Holiday Activities Food)

Our holiday activities and food program has continued to provide support to children/families in receipt of free school meal vouchers through-out Coventry Area during set School holiday periods, supported and funded through Coventry City Council.

In 2024 we engaged three thousand young people at various venues across the city. This included our ever-popular multisport camps as well as our new Ultimate CCFC Experience hosted at CBS Arena. At every HAF delivery period we have been able to offer a participant a CCFC mascot place, giving them an opportunity they would never normally get to experience.

We are very proud to be developing our HAF offer year-on-year as well as bringing new partners on board to further develop the program. In 2024, we began partnerships with the CBS Arena, providing food for various camps across the city and for hosting our new flagship HAF Event, as well as Sky Blue Army Scotland, who provided an additional donation to provide that little something extra for our families that attend.

The Department for Education and Coventry City Council funded HAF program offers food and fun to young people aged 5-16. All our HAF programs allow children to engage in fun and enriching activities where they can develop new skills, meet new people, and try out new experiences, whilst also having a hot, nutritious meal. We can provide local families with a greater knowledge of food nutrition and education, as well as providing them with advice and extra support that is available to them around the city.

The school holidays can become an even more stressful time for families who often rely on free-school meals. Recognizing this issue, the UK Department for Education (DfE) introduced the HAF program. As a beacon of hope, through funding from Coventry City Council and Coventry Building Society, this has helped to ensure that no child goes to bed hungry during school holidays.

Since its inception, the HAF program has made significant strides in reducing holiday hunger across the UK. It has ensured that thousands of children have access to nutritious meals and engaging activities during school breaks. Studies have shown improvements in children's physical health, academic performance, and social skills because of their participation in the program. While the Holiday Activity Food Program has achieved remarkable success, challenges persist. Funding and resources are needed to expand the program's reach, ensuring that all children in need have access to its benefits.

Premier League Fans Fund

A new Premier League funded project for the 2024-25 season, SBITC set up their Fans Fund project with the aim of engaging the South-Asian community based in Foleshill - the closest ward to the CBS Arena, with the aim of creating CCFC's first Muslim Supporter's Group.

We began engaging this community through the sport of Kabaddi in the primary schools in Foleshill, using professional coaches from the Coventry Chargers team. This culminated in hosting a school's Kabaddi Festival in the CCFC fan zone at the Cardiff City match, with a demonstration from the Chargers as well.

Premier League Inspires

The 2024-25 academic year began with excitement as the Sky Blues Premier League Inspires project continued its mission to empower young people through education and personal development. This period marked significant milestones, including expanded partnerships, new staff integration, and impactful project delivery.

Strengthened Partnerships and New Collaborations

Building on relationships with President Kennedy School and Sidney Stringer Academy, we reinforced collaboration by forming new cohorts and revitalising existing ones. These schools eagerly welcomed diverse students into the project.

In response to feedback from the PLCF, we expanded our reach by partnering with Nuneaton Academy. The headteacher, who attended our strategy launch day in April, expressed keen interest in the project. This collaboration enabled us to address the unique needs of students in this new setting.

New Project planning began in July 2024, involving preparatory meetings with school leaders and heads of year. These discussions identified students requiring targeted support, prioritising those with the greatest needs.

Delivery

Highlights included Black History Month activities aligned with the Premier League's "No Room for Racism" campaign. The "Reclaiming the Narrative" project prompted discussions on societal narratives, racism, and identity, particularly resonating with male students.

Social action initiatives were introduced to all our student cohorts as preparation for this year's Inspires Challenge theme, "Gender Equality." The aim is to equip participants with the knowledge and confidence to propose and implement meaningful projects. This year's delivery has been competitive.

Rainbow Laces sessions transitioned into exploring gender equality. While some sessions featured challenging cultural perspectives, they encouraged open debate and critical thinking. Positive feedback confirmed that when delivered respectfully, these discussions encouraged introspective, independent thinking, with students reassessing their opinions and adopting more inclusive beliefs.

Themes of timekeeping, anger management, and behavioral improvement were prioritised based on the school's requests. Rolling Sports Leader courses supported students' personal development and leadership skills.

One-to-One Mentoring Impact

In 2024 Delivery, mentoring focused on self-awareness and adopting a growth mindset approach to our delivery.

Sessions supported students facing diverse challenges, including:

* Mental health issues

* Confidence

* Classroom Truancy

* Aggressive behavior

* Gang-related concerns.

* Antisocial behavior

* School-based anxiety

* Attention deficit.

* Transitions

These sessions provided students with opportunities to voice their challenges and adopt tools and strategies for daily use. The sessions were talk-based and interactive.

Player Development Centres

Our PDC program provides an opportunity for young players between the age groups of Under 6 - Under 18 age to benefit from advanced football coaching delivered by FA level 2 & 3 coaches. The project aims to encourage all players, no matter their ability, to reach their full potential. It has been several changes in 2024 with the appointment of a new Football Development Coordinator. This has led to more staff CPD events in partnership with Coventry City Academy as well as a new coaching curriculum, philosophy, ILP's (individual learning plans for players) and match reporting.

In 2024, we registered over six hundred players into our PDC player pathway. We have increased our league teams, so we now have thirty-nine, plus over thirty development groups who train weekly. On an average Saturday we will have over four hundred players taking part in games, which is fantastic. The program gives children the opportunity to be noticed at a professional level as well as giving less confident/able players the ability to develop. We are proud that over sixty players from PDC have had trials at the Coventry City Academy, with five being offered scholarships in 2024. This takes us to over 160 players signing academy contracts since we set the PDC initiative up.

Girls Emerging Talent Centre (ETC)

Our Girls Emerging Talent Centre continues to grow and go from strength to strength. Part funded by the FA there are now 70+ ETC with the plan for every female player in England to have access to one within an hour of where they live. 2024 was year 3 of the funded project and we had 128 girls from Under 9 to Under 16 take part. These train on a Friday night with our UEFA B qualified coaches and play a minimum of six games throughout the season, in the evenings and at weekends. In 2024 we also introduced a GK coach and Physio at all sessions as well.

One of the biggest difficulties remains suitable qualified female role models as majority of staff are currently male. We are looking to hopefully recruit more female coaches by offering a scheme for the girls to support the coaching when they leave us at Under 16.

Girls Player Development Centre (GPDC)

2024 has been a huge year for our GPDC with numbers increasing from fifty to over 120 on a weekly basis. These were based at Blue Coat School at the start of the year but with that closing meant they moved to Sidney Stringer and then to Grace Academy so has been a bit of upheaval but has not impacted numbers continuing to grow.

Children Birthday Parties

We have continued to deliver Children Birthday Parties in 2024 based at our facility at President Kennedy School. The children have the option of three different packages to suit their needs. Our World Cup and most popular party sees the players attend President Kennedy School to do a FUN based football session / games with our FA Qualified coaches and then have access to the pavilion to enjoy their party food. In addition, they get a signed CCFC Football, a birthday card signed by their favorite player, a message in the CCFC match day program, medals for all participants and a trophy. Not forgetting the highlight of meeting Sky Blue Sam who regularly joins the football fan on the pitch as well as enjoying having their photo taken with the players. Majority of these parties take place over the weekend on a Saturday and Sunday afternoon and finding suitable party hosts continues to be a challenge. With almost no promotion at all due to having difficulty staffing the parties, we still ran 24 in 2024 with the feedback from everyone being positive. We are looking to take on a new apprentice in 2025 and part of their role will be to train them up to run the parties. Once we start to actively promote them more, I believe the uptake will be massive.

Football Tournaments

Football Tournaments in 2024 were successful. We ran six in total and the majority of these were sold out. With the success of these and the blueprint in place we plan to run a lot more over 2025.

1-2-1 sessions

With a demand for 1-2-1 football sessions, we launched our own offer. Players get to use the best facilities at PKS School as well as have access to our target nets, mannequins, speed ladders and our ball launcher. There is room to grow these sessions in 2025 and we are looking at options for having a designated area for them to take place so it can expand the timing.

Social Football

Social Football continues to go from strength to strength. All the actual sessions are voluntary led and have grown from sixty members in 2023 to 160 in 2024. We now have three sessions per week on Monday, Wednesday and Friday and have a mixture of small-sided games, tournaments and eleven side matches depending on numbers. Danny, one of the volunteers, also arranged six external games vs. other social football groups which were all popular. The social side is massive and has seen players from diverse cultures and backgrounds all get together and even meet up outside of the sessions for curry nights.

We delivered engaging, impactful programs to address public health challenges, reduce inactivity, improve mental health, and enhance overall wellbeing across our communities.

Sports Facilities and Community Assets

We pledge, off the back of a comprehensive understanding of our communities and their individual needs, to measurably increase the availability and quality of the spaces where physical activity and healthy living find a home. Our commitment extends to promoting equitable access to sports facilities across our city and county, acknowledging and accommodating the diverse needs of individuals aspiring to pursue their sporting passions, fitness goals, or simply seeking a nurturing environment to embrace a healthy lifestyle and well-being, without fear of judgment.

President Kennedy School -3G Facility

The 3G pitch is almost at capacity with evening sessions running from 5.00pm-10.00pm Monday to Friday from our Player Development Centres, Disability, Premier League Kicks, Girls Emerging Talent Centre, Social Football as well as our partner Clubs Coventry Phoenix and Coventry City Woman and Girls. At weekends we open on Saturday and Sundays and will regular hold 15+ grass root matches as well as host our Children Birthday Parties. In addition to this, during school holidays we use it to run our holiday camps, HAF provision, specialized coaching clinics and tournaments.

The classroom in the pavilion is also terribly busy and has been used for our staff CPD events throughout the year as well as holding several FA CPD events and referee courses. It is used daily to run our Premier League Inspires project. We open the social room in the evening and at the weekend and have ten volunteers who run the kitchen to provide refreshments to our customers as well as bringing in unrestricted money to SBITC. A Facilities Co-Ordinator position was created in 2024 to ensure policies, procedures, maintenance are constantly reviewed, and our facilities remain fit for purpose.

Blue Coat School

2024 has been an exceedingly difficult year at Blue Coat School. We operated the site from January 2024 to July 2024 but on half capacity due to the 3G pitch having significant repairs needed some of which were deemed serious enough to not open sections of the pitch. It officially closed in July 2024 for repairs and due to delays did not open again for the rest of 2024.

Woodlands Sports Complex

We have taken on running the Woodlands Sports Complex on behalf of Coventry City Council. They include the grass football pitches, gym block, and sports hall. Several long-term partners are on site from Tornadoes Basketball, Gemini cheerleading club, Coventry wheelchair basketball, LE coaching, Firefighters, and Woodlands Acro Gymnastics to name a few. We have invested in six brand-new full-size football booths, changed the layout as well as moving several of our own PDC teams so the site is now used a lot more.

The feedback since we started running the site from stakeholders such as partner clubs as well as the council has been excellent. The site has so much potential for further development such as a new clubhouse and 3G pitch which are both in the planning for the future.

Challenging ourselves, developing us people and growing our charity.

We simply could not have achieved the impact we have without the dedication and expertise of our people, working tirelessly to support our local communities. In expanding our scope and deepening our offer, we also need to invest in our people, our organisation and infrastructure. We will ensure that our infrastructure and resources, match our ambition, and our staff are representative of our community, ensuring they have access to high quality learning and development opportunities, enabling them to learn new skills and realise their own potential.

Financial review

Financial position

The charity generated a surplus of £53,691 (2023: £88,514) in the financial year. At the year end, the charity has restricted reserves of £286,500 and unrestricted reserves of £718,182. The cash at bank balance has increased from £1,033,576 in 2023 to £1,078,040 in 2024.

Principal funding

As always, the charity is extremely grateful for the funding we receive from several organisations that allow us to deliver our work. During 2024, those funders included:

• BBC Children in Need

• Big Lottery Fund (Reaching Communities)

• Birmingham County FA

• Coventry City FC

• Coventry City Council

• CSW Sport

• Coventry and Warwickshire Partnership trust

• English Football league

• English Football league Trust

• European Social Fund (and Big Lottery Fund)

• Ferrero

• Football Foundation

• Sharp Business Solutions

• Mind

• Moat House Community Trust

• NCS

• NHS Coventry

• Nuneaton and Bedworth PCN

• Oaks Consultancy

• Public Health Coventry

• Sport England

• The PFA

• The Football Association

• The Premier League Charitable Fund

• The Premier League, including Facilities fund

• Think Active

• West Midlands Police-VRU

Once again, grant funding and commissioning has supported the range and diversity of our charitable activities taking place across Coventry and Warwickshire and is having a significant impact on the lives of many residents of all ages.

Reserves policy

It is the policy of the charity that unrestricted funds which have not been designated for a specific use should be maintained at a level equivalent to six months staff costs and when achieved lead on to a six-month full cost recovery model.

The trustees consider that reserves at this level will ensure that, in the event of a significant drop income, they will be able to continue the charity's current activities whilst consideration is given to ways in which additional funds may be raised.

Going concern

After making appropriate enquiries, the trustees have a reasonable expectation that the charity has adequate resources to continue in operation existence for the foreseeable future. For this reason, they continue to adopt the going concern basis in preparing the financial statements.

Principal risks and uncertainties

The principal risk faced by the charity is the potential loss of funding and decrease in numbers for paid for activities. However, continued partnership working has seen us cement 17 new funding opportunities alongside the increased participation in 2019 for our paid for services.

Organisational Changes

The financial implications for the charity with grants coming to an end has been minimised, primarily through the Trustees/Head of Community maintaining a financial risk register and subsequently identifying and accessing new funds to continue the breadth of work undertaken by the charity.

A. Financial Risks

Every year, the organisation will undertake a financial risk review which considers the following:

* Operational Risks that may negatively influence financial performance

* A review of financial policies and procedures (as outlined within the Financial Regulations Manual)

* Funding risk register (twice-yearly) to identify risks associated with grant fundraising streams and steps to mitigate those risks

The financial risk review forms part of the wider charity risk management process, which is monitored through an Organisational Risk Register. This document is designed around the Charity Commission best practice guidance on managing risk within charities and is managed, monitored and reviewed by the Directors, with Risk being a standard agenda item at each trustee meeting.

B. Governance and Leadership

The Head of Community is accountable to the Board of Trustees that meets as a minimum on a quarterly basis (minimum total of four meetings plus AGM each year). Trustees come from a variety of sport, business, marketing, and community backgrounds, providing a varied skill set to assist the organisations management.

As well as accountability to the Board of Trustees, every year we go through an assessment by the English Football League Trust and Premier League Charitable Fund called 'CCOP-Capability Code of Practice'. This specification sets out the required standards across 14 key areas.

The process identifies where our organisation is meeting minimum standards and where we are working towards achieving excellence. The minimum standards have been drawn from existing government guidance, the Charity Commission, industry best practice and Premier League requirements. In some cases, existing guidance has been tailored to the specific context of football club community organisations.

C. Quality and Impact

We have a strong commitment to quality across all areas of our organization - including in the way that we are run and in our project delivery. We are often asked to be part of working groups to support the ongoing development of projects - particularly those within the Club Community Organisation (CCO) network.

We have clear hard and soft outcomes identified for each of our projects and activities, as well as a range of tools and resources that allow us to demonstrate the benefit of our work. These tools are a combination of those that we developed internally, adopted academic methodologies, or established health and education industry frame works. (See 2018 Impact Report)

D. Public Benefit

The Trustees have each received the Charity Commissions guidelines on public benefit and this forms part of the induction pack for new Trustees.

The charity uses the brand of Coventry City Football Club to help achieve its mission of helping people to take part in a physically active, healthy and informed lifestyle, whilst providing an environment that encourages learning, personal development and personal achievement.

Plans for future periods

Future Developments

In 2023 Sky Blues in the Community worked with Oaks Consultancy on the development of their new strategic plan for 2024-2027. As part of this process, it was important when developing our new strategic plan that we were insight-led and really understood the communities which will be positively impacted by the work we do. We wanted to be confident that we fully understood the landscape that we were operating in, so that we could offer the best solutions possible to our communities. Over several months we consulted with a range of stakeholders including our workforce, partners, parent club and beneficiaries. This was then analysed alongside local research and data and means we now understand the role we need to play over the next three years.

Following the wide range of consultation and analysis that we undertook; we are incredibly proud to launch our new Making a Difference Strategic Plan for 2024-2027.

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing document

The charity is controlled by its governing document, a deed of trust, and constitutes a limited company, limited by guarantee, as defined by the Companies Act 2006.

Charity constitution

The charity is registered as a charitable company limited by guarantee and was set up by a Memorandum of Association on 9 July 2008. The charity is registered under the charity number 1127014.

The principal object of the charity is to benefit the inhabitants of Coventry and the surrounding area by promoting community participation in healthy recreation by providing facilities in for the playing of association football and other sports capable of improving health and education.

Method of appointment or election of new trustees

The management of the charity is the responsibility of the trustees who are elected and co-opted under the terms of the Articles of Association.

New Trustees our recruitment at the invitation of the current trustees and are appointed as trustees when such appointment t has been approved by all the existing Trustees. The number of Trustees shall be not less than Five and Maximum of 12 as per a resolution approved by the trustees and Charity Commission in Nov 2018.

Organisational structure and decision making

The Board of Trustees are the ultimate control in the party of the charity, but they have delegated responsibility for the day-to-day management of the charity to the Head of Community supported by BDM and 4 theme managers.

In 2022, after the introduction of the organisational risk register in 2016, the risk registers outlines: several areas of risk, how these will be mitigated and managed, as well as the staff and trustees' responsibilities. The subject of risk is now a standard agenda item at trustee meetings with the risk register, including financial risk, being reviewed, and updated every six months.

Policies adopted for the induction and training of Trustees

Newly appointment Trustees are provided with a thorough introduction via a trustee's handbook to the workings of the charity and are provided with all necessary information which will enable them to properly fulfil their role as Trustees (see Trustee Handbook).

Risk management

The Trustees have assessed the major risks to which the charity is exposed, in particular those related to the operations and finances of the charity, which again are reviewed every six months, and are satisfied that systems and procedures are in place to mitigate our exposure to the major risks.

In order to meet our obligations under the Charities Act 2011, we must submit full accounts the Charity Commission within ten months of the end of our financial year. This deadline has been met for each of our annual submission to the commission.

Our Financial Regulations Manual identifies the role all staff have in effectively managing day to day finances, as well as outlining process such as cash handling, monthly banking, invoice processes, online banking etc. This ensures a consistent approach to our physical dealings with money and clear financial procedure.

In terms of budgetary management, we have an overall organisational budget completed on an annual basis. Each of our senior management team are given a budget for their area of work, with financial targets included in the relevant staff personal objectives.

We have external accountants (Askews) who produce monthly management reports to assess the financial risk of the charity which allows Theme managers to report on any variances between budget and actual.

We have appointed part-time finance co-ordinator that oversees the inputting of all information into Xero software accounting, allowing us to accurately monitor our income and expenditure, and performance against budgets for our different areas of work. Responsibility and accountability for monitoring and managing budgets sits with our senior management team and financial targets and reporting on budgets forms part of our appraisal, 1:1 supervision Framework and quarterly reporting mechanisms.

REFERENCE AND ADMINISTRATIVE DETAILS

Registered Company number

06642112 (England and Wales)

Registered Charity number

1127014

Registered office

Coventry Building Society Arena

Judds Lane

Coventry

West Midlands

CV6 6GE

Trustees

D Boddy

T S Gill

M Hornby

N E Newbold (deceased 25/2/25)

T V Owatemi (resigned 19/9/24)

C Salter

P W Sullivan

L W Tebbutt

Auditors

Flint & Thompson

Statutory Auditors

2 Manor Square

Solihull

West Midlands

B91 3PX

Bankers

The Co-operative Bank

1 Balloon Street

Manchester

M60 1GP

Ulster Bank Ltd

5 Nutley Grove

Carlow

Co. Kilkenny

STATEMENT OF TRUSTEES' RESPONSIBILITIES

The trustees (who are also the directors of Sky Blues in the Community for the purposes of company law) are responsible for preparing the Report of the Trustees 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 which 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 those financial statements, the trustees are required to

-	select suitable accounting policies and then apply them consistently;

-	observe the methods and principles in the Charity SORP;

-	make judgements and estimates that are reasonable and prudent;

-	state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements;

-	prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.

The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to 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 auditors are 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 auditors are aware of that information.

AUDITORS

The auditors, Flint & Thompson, will be proposed for re-appointment at the forthcoming Annual General Meeting.

Report of the trustees, incorporating a strategic report, approved by order of the board of trustees, as the company directors, on 31 July 2025 and signed on the board's behalf by:

C Salter - Trustee

Opinion

We have audited the financial statements of Sky Blues in the Community (the 'charitable company') for the year ended 31 December 2024 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards (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 31 December 2024 and of its incoming resources and application of resources, including 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.

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 Auditors' 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 trustees are responsible for the other information. The other information comprises the information included in the Annual Report, other than the financial statements and our Report of the Independent Auditors thereon.

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.

In connection with our audit of the financial statements, 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 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.

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 Report of the Trustees for the financial year for which the financial statements are prepared is consistent with the financial statements; and

-	the Report of the Trustees 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 Report of the Trustees.

In the light of the knowledge and understanding of the charity 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 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 trustees' 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' exemptions in preparing the directors' report and from the requirement to prepare a strategic report.

Responsibilities of trustees

As explained more fully in the Statement of Trustees' Responsibilities, 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.

Our responsibilities for the audit of the financial statements

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 a Report of the Independent Auditors 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.

The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

The auditor’s assessment of the susceptibility of the entity’s financial statements to material misstatement, including how

fraud might occur Which laws and regulations the auditor identified as being of significance in the context of the entity

How the auditor obtained an understanding of: The legal and regulatory framework applicable to the entity and how the

entity is complying The entity’s policies and procedures on compliance with laws and regulations, including

documentation of any instances of non-compliance The entity’s policies and procedures on fraud risks, including

knowledge of any actual, suspected or alleged fraud.

As part of an audit in accordance with ISAs (UK), we exercise professional judgment and maintain professional

scepticism throughout the audit. We also:

• Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design

and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to

provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for

one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the

override of internal control.

• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate

in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the internal control.

• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related

disclosures made by the trustees.

• Conclude on the appropriateness of the trustees' use of the going concern basis of accounting and, based on the audit

evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt

on the charity's ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required

to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are

inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our

auditor’s report. However, future events or conditions may cause the charity to cease to continue as a going concern.

• Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and

whether the financial statements represent the underlying transactions and events in a manner that achieves fair

presentation.

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of

the audit and significant audit findings, including any significant deficiencies in internal control that we identify during

our audit.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our Report of the Independent Auditors.

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. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an auditors' 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 and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.

Peter Georgiades (Senior Statutory Auditor)

for and on behalf of Flint & Thompson

Statutory Auditors

2 Manor Square

Solihull

West Midlands

B91 3PX

8 August 2025

2024

2023

Unrestricted

Restricted

Total

Total

funds

funds

funds

funds

Notes

£

£

£

£

INCOME AND ENDOWMENTS FROM

Donations and legacies

2

769,891

1,053,874

1,823,765

1,569,417

Charitable activities

4

Activities within the Community

-

-

-

2,411

Investment income

3

40,958

-

40,958

9,224

Total

810,849

1,053,874

1,864,723

1,581,052

EXPENDITURE ON

Charitable activities

5

Activities within the Community

619,677

1,032,874

1,652,551

1,358,464

Support costs on charitable activities

158,481

-

158,481

134,074

Total

778,158

1,032,874

1,811,032

1,492,538

NET INCOME

32,691

21,000

53,691

88,514

RECONCILIATION OF FUNDS

Total funds brought forward

685,491

265,500

950,991

862,477

TOTAL FUNDS CARRIED FORWARD

718,182

286,500

1,004,682

950,991

2024

2023

Unrestricted

Restricted

Total

Total

funds

funds

funds

funds

Notes

£

£

£

£

FIXED ASSETS

Tangible assets

11

20,562

-

20,562

21,307

CURRENT ASSETS

Debtors

12

78,901

-

78,901

99,559

Prepayments and accrued income

72,912

-

72,912

17,984

Cash at bank

791,540

286,500

1,078,040

1,033,576

943,353

286,500

1,229,853

1,151,119

CREDITORS

Amounts falling due within one year

13

(245,733

)

-

(245,733

)

(221,435

)

NET CURRENT ASSETS

697,620

286,500

984,120

929,684

TOTAL ASSETS LESS CURRENT LIABILITIES

718,182

286,500

1,004,682

950,991

NET ASSETS

718,182

286,500

1,004,682

950,991

FUNDS

15

Unrestricted funds

718,182

685,491

Restricted funds

286,500

265,500

TOTAL FUNDS

1,004,682

950,991

The financial statements were approved by the Board of Trustees and authorised for issue on 31 July 2025 and were signed on its behalf by:

C Salter - Trustee