Local Champions CIC exists to build a fairer, more connected future. We support women and young people from global-majority and low-income backgrounds through enterprise, sport and technology. Our work is co-designed with communities and partners. Key programmes delivered (1 Feb 2024 – 31 Jan 2025): YEA! Haringey (Year 3) – with Peabody Communities 9 participants completed a 10-week journey, receiving 70 hours of expert-led sessions, 1-to-1 mentoring (4h), 1-to-1 coaching (4h) and optional add-ons (6h). 12 people gained Mental Health First Aid accreditation (10 women). Participants took part in a pitch day with grants up to £5,000, with 3 awards made. (As per YEA cohort data you supplied.) Peabody contract receipts are recorded on 15 May (£12,800), 9 Aug (£6,400) and 23 Oct (£800). Girls’ Mentoring (Propel grant via Active Communities Network) 1-to-1 mentoring for girls (10–25), focusing on confidence, employability and routes into enterprise and sport. (Per your programme note.) Related ACN grant payments appear in June, August and December. Mothers & Babies in Sport – Olympia Infinity FC x Local Champions Weekly football plus socio-emotional learning for mothers, with subsidised childcare to reduce barriers to participation. (Per your programme note.) Big Issue Invest (Power Up London) capacity-building Investment used to upskill staff and strengthen systems/governance ahead of growth. £18,649 received 08 Nov 2024. Financial context (summary for Y3): Total income £59,096.97 (turnover/contracts £20,606.00; grants/other operating income £38,490.50). Total expenditure £62,182.83.

Local Champions’ entire approach is built on co-creation, trust and reciprocity. We do not see consultation as a one-off activity, but as a continuous cycle of listening, reflection, design, delivery, and learning. Our stakeholders include: young entrepreneurs and freelancers who participate in our programmes, community members and families who access mentoring or sport-based wellbeing, delivery partners such as Peabody, Active Communities Network, Olympia Infinity FC and the Good Growth Hub, funders and policy partners who invest in local capacity, and our freelance delivery team, mentors and coaches. How we engage We follow a structured six-stage co-creation methodology that has been independently studied by Loughborough University. 1. Co-design first – Listening and framing. Before any project launch, we convene community workshops, focus groups and informal discussions to understand local priorities, barriers and aspirations. We record these sessions and feed the insights directly into programme design. 2. Employ locally – Investing in community capacity. Wherever possible, we contract and train local facilitators, mentors and creatives, reinvesting resources into the same communities we serve. 3. Lead with positivity – Creating safe and motivating spaces. Our sessions begin with wellbeing check-ins and ground rules that build trust and inclusion, particularly for women and young people new to enterprise or sport. 4. Engage networks of trust. We convene partners from government, education, industry and grassroots sectors to co-deliver content and provide mentoring, ensuring representation and shared ownership. 5. Think differently, Iterate and improve. We embed reflection activities within every programme week. Participants give live feedback through surveys, verbal debriefs and digital forms; staff review these collectively to refine delivery. 6. Shift the balance, Share learning and influence systems. Findings are summarised through reports, showcase events and learning sessions with funders and peers, ensuring local insights inform policy and sector practice. How we measure and respond Monitoring & Evaluation is built into every workstream: Each participant completes a baseline and end-line self-assessment measuring confidence, skills and networks. We track quantitative metrics such as attendance, hours of engagement, and progression (funding won, jobs created, businesses registered). Qualitative feedback is gathered via weekly reflection forms, mentoring logs, focus groups and video testimonials. Data are analysed by staff and shared back with stakeholders in quarterly reflection meetings and final reports. Changes implemented this year include: adding peer-led “Get It Done” sessions to YEA after mid-programme feedback requested more time for implementation: integrating subsidised childcare into our Mothers & Babies in Sport sessions following consultation with participants; and introducing wellbeing tracking and MHFA training in response to participants’ requests for mental-health support. Continuous learning culture Because stakeholder consultation is constant, Local Champions is able to adapt rapidly and ensure community relevance. Each cycle of work strengthens our “networks of trust”, bridging community knowledge with institutional influence, and feeds back into both programme design and organisational learning. This participatory approach is the foundation of our impact model and ensures that decision-making is always collective, evidence-informed and rooted in lived experience.

See accounts for full details. “There were no other transactions or arrangements in connection with the remuneration of directors, or compensation for directors’ loss of office, which require to be disclosed.”

No transfer of assets other than for full consideration