Sky Blues in the Community - Charities report

Page

Report of the Trustees

Report of the Independent Auditors

Statement of Financial Activities

Balance Sheet

Cash Flow Statement

Notes to the Cash Flow Statement

Notes to the Financial Statements

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 2025. 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 are committed to harnessing the power of sport and utilising Coventry City Football Club' unique influence and appeal to develop and deliver high-quality community programmes, forming strategic alliances that empower the people of Coventry and Warwickshire. By providing meaningful opportunities for improved health and well-being, enhanced social inclusion, reduced crime involvement and expanded access to 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 has remained committed and highly motivated throughout the year, working beyond core delivery to strengthen outcomes for residents. Through sport, we continue to reduce barriers to participation, widen access to opportunities, and improve the life chances of children, young people and adults across the communities we serve.

Strategic Plan Launch 2024-2027 (2025 update)

In developing our Strategic Plan for 2024-2027 (updated in 2025), our priority was to ensure that it was insight-led and grounded in a strong understanding of the communities we seek to benefit.

To support this approach, we reviewed the operating context and consulted widely over several months with key stakeholders, including staff, delivery partners, our parent club and beneficiaries. This engagement, alongside local research and data analysis, has strengthened our understanding of need and helped us to define the role we must fulfil over the next two years. The feedback received has enabled us to align our aims and objectives with partner priorities and local community requirements. Throughout the development process, we also reviewed the strategies of key national and local partners-including Sport England, the Premier League Charitable Fund, the English Football League Trust and Coventry City Council-and we will maintain this collaborative approach across the life of the strategy.

Achievements and Performance

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

Health and Wellbeing

Overview - Throughout 2025, Sky Blues in the Community (SBITC) continued to play a significant role in supporting the health and wellbeing of individuals and communities across Coventry and Warwickshire.

How we worked - Working collaboratively with local partners, including health providers, schools, and community organisations, remained committed to tackling health inequalities and addressing the social challenges affecting some of the region's most vulnerable and underrepresented groups.

What we delivered - Using the power of sport, physical activity, education and meaningful engagement, we delivered high-quality, accessible programmes designed to strengthen:

* Physical health and activity levels

* Emotional wellbeing and confidence

* Social connection and reduced isolation

Who we support - Our work supports people of all ages to lead healthier, more active lives, while responding to both existing and emerging public health priorities within our communities

Dementia Active

The Dementia Active programme, originally launched in 2022, has continued to grow and develop throughout 2025. Delivered in partnership with Coventry and Warwickshire Partnership Trust (CWPT), the programme provides a welcoming and supportive environment for individuals living with dementia, alongside their carers and family members.

Sessions are currently delivered across Coventry, Nuneaton, and Warwick, combining physical activity, reminiscence, social interaction, and therapeutic engagement. Qualified Occupational Therapists from CWPT regularly attend sessions, helping to ensure participants receive specialist support within a relaxed and inclusive setting.

The programme has become increasingly recognised for its positive impact on emotional wellbeing, confidence, and social inclusion. Participants regularly report reduced feelings of isolation and increased opportunities to build friendships and reconnect with their communities. Attendance continued to rise during 2025, particularly within Coventry and Nuneaton, demonstrating the growing demand and value of the programme.

As part of our commitment to continuous improvement, participant and caregiver feedback continues to shape programme delivery. During the year, new activities including corn hole and portable football challenges were introduced to further enhance engagement and enjoyment during sessions.

In addition to weekly provision, special matchday experiences hosted at Coventry City Football Club have continued to provide memorable and meaningful opportunities for participants and their families, helping strengthen community connection through the shared identity of the football club.

The programme also received significant external recognition during the reporting period. Dementia Active was 'Specially Commended' within the Co-Production category at the National Dementia Care Awards in London and later received the Collaboration Award at the Q Awards in Leamington Spa, recognising the strength of partnership working between SBITC and CWPT.

PCN (Primary Care Network) Exercise on Referral Project

SBITC continued to deliver its Primary Care Network Exercise on Referral Programme throughout 2025, funded by the Nuneaton and Bedworth Primary Care Network (PCN). The initiative supports residents registered across seventeen GP surgeries, with a focus on improving physical activity levels, mental wellbeing, and healthy lifestyle behaviours.

A key component of the programme is Active Sky Blues, a 12-week health intervention combining structured exercise sessions with educational workshops covering nutrition, healthy eating, weight management, and sustainable lifestyle changes. Sessions are designed to be inclusive, accessible, and supportive, encouraging participants to make long-term positive changes to their health and wellbeing.

Demand for the programme increased significantly during 2025, resulting in waiting lists and the introduction of additional sessions to meet local need. The continued growth of the initiative reflects both the quality of delivery and the positive outcomes being achieved by participants across the programme.

MEN-talk

MEN-talk, funded through the National Lottery Awards for All programme, continued to provide vital mental health support for men across Coventry and Warwickshire throughout 2025. Since launching in 2021, the programme has aimed to improve the emotional wellbeing and resilience of men aged 18-65 by creating safe, non-clinical spaces where individuals can access support, social connection, and physical activity.

The project combines weekly exercise-based activities with targeted mental health workshops focused on topics including anxiety, depression, stress management, self-compassion, and the relationship between physical and mental wellbeing. The programme encourages participants to build healthier coping strategies, reduce isolation, and improve confidence through peer support and shared experiences.

Attendance levels reached their highest point during 2025, with strong engagement across all weekly sessions delivered throughout Coventry and Warwickshire.

Additional engagement events were also delivered during the year, including a 5K Wellbeing Walk held during Mental Health Awareness Week in partnership with organisations including Coventry Pathways and NHS Talking Therapies. The event successfully promoted awareness of available mental health services and encouraged wider community conversations around men's wellbeing.

Another significant event took place on Armistice Day, bringing together military personnel, veterans, local school pupils, and community members at Coventry City Stadium. The event provided opportunities for reflection, education, and discussion around mental health support available to serving personnel and veterans, whilst also strengthening intergenerational community engagement.

Sport and Talk for Life

Overview - Sport and Talk for Life, funded through the NHS Trauma Vanguard Service and Positive Directions, supports young people aged 10-17 from care backgrounds or those who have experienced complex trauma.

Delivery approach - Delivered by the SBITC Health Team, the programme uses sport and mentoring to help young people build confidence, resilience, leadership skills and positive social relationships within a safe and supportive environment.

2025 highlights

* 40+ young people successfully completed a nationally recognised Sports Leaders Award

* Enrichment opportunities included stadium tours, mascot experiences and visits from Coventry City first-team players

* Programme impact was showcased in Parliament by the NHS Trauma Vanguard Service as an example of effective trauma-informed practice

* Additional funding secured to expand delivery into Special Educational Needs (SEN) schools

The programme's success has received national recognition, with examples of the work being highlighted in Parliament by the NHS Trauma Vanguard Service as an example of effective trauma-informed practice.

You're Next Step

Overview - Your Next Step is a social inclusion and mentoring programme funded by the English Football League (EFL). It supports individuals from ethnic minority backgrounds who are transitioning from custody into community life while under probation supervision.

Delivery approach - Delivered by the SBITC Health Team since 2024, the programme provides tailored one-to-one mentoring to reduce social isolation, improve confidence and support long-term reintegration.

Support focus

* Employment and training

* Housing stability

* Emotional wellbeing

* Stress management and coping strategies

* Accessing wider support services

* Mentoring delivered in safe, familiar community settings to build trust and encourage engagement

Impact - Throughout 2025, the programme continued to demonstrate meaningful impact, supporting participants to make positive and sustainable changes. One participant secured employment and rebuilt family relationships; their journey was recognised nationally by the EFL as an example of best practice across Club Community Organisations (CCOs).

This programme reflects SBITC's wider commitment to inclusion, equality of opportunity and person-centred, community-based support for people facing complex social challenges.

Walking Football

Overview - Walking Football provides older adults and people returning to physical activity with safe, inclusive and enjoyable sessions that support both physical and mental wellbeing.

Benefits and participation

* Improves mobility, fitness and confidence in a supportive setting

* Supports mental wellbeing, reduces loneliness and strengthens social connection

* Helps participants form friendships and stay engaged with their local community through football

* Provides opportunities to represent SBITC in festivals and friendly fixtures

Walking Football supports lifelong participation by ensuring football remains accessible regardless of age, ability or background.

Education, training, and employment

Overview - We will play an integral role in improving education, training and employment opportunities across Coventry and Warwickshire-by inspiring our communities and providing the tools, experiences and guidance people need to build and sustain prosperous careers.

Higher education pathway - At the start of the 2025-2026 academic year, Sky Blues in the Community reintroduced the EFL in the Community University of South Wales degree pathway, including the Foundation Degree in Community Football Coaching and Development. The programme blends in-person, online and practical learning to develop advanced coaching skills and real-world experience. In 2025-2026, we welcomed three students, each contributing across multiple areas of SBITC delivery, including the Coventry City FC Matchday Fan Zone experience.

Workforce development

We continued to priorities' the professional development of our staff, ensuring colleagues are equipped to excel in their roles while gaining valuable skills and qualifications for the future. This commitment has been strengthened through expanded partnerships with Coach Core, Lifetime Learning and Sport Structures, creating clearer progression routes across the workforce.

Key training and qualifications in 2025

* Two managers worked with Sport Structures on the Operations Management Apprenticeship, supporting individual development and wider organisational growth.

* Two Senior Sport and Participation Coaches progressed onto the Level 3 Community Sport and Health Officer qualification, helping them broaden their impact within the community.

* Four new apprentices were recruited onto the Level 2 Community Sports Coaching programme with Coach Core and Lifetime Learning, each embedded within different areas of SBITC to gain diverse, hands-on experience.

Together, these initiatives demonstrate our ongoing investment in people-building a skilled, knowledgeable and future-ready workforce.

Schools and community provision - Our education provision grew significantly during the academic year, with targeted support in Foleshill aligned to Coventry City Council's poverty data and local indicators of need. Through the Premier League Primary Stars programme, we strengthened school-community engagement-helping children develop academic skills alongside increased participation in sport.

Across wider Coventry, we worked closely with Coventry School Sport Partnership to increase the number of schools engaged and to deliver a broader programme of themed workshops. We also strengthened relationships with Coventry City FC and the CBS Arena to give children memorable, once-in-a-lifetime experiences.

* Health

* Mental health

* Remembrance

* Anti-racism

Significant challenges - Our Education and Employability department experienced a period of significant challenge during the summer leading into the 2025-2026 academic year, primarily due to the loss of several experienced staff. This included the departure of the Premier League Primary Stars Coordinator to a partner school, alongside two valued coaches who moved on to roles with Coventry City FC Academy and another partner school. These changes created a gap in experience and continuity, requiring a swift response to maintain consistent, high-quality delivery.

In response, responsibilities within the team were realigned, with existing staff adapting to expanded roles while new colleagues were recruited and successfully integrated into the department.

A further challenge emerged at the start of the academic year, when delays from local authorities and central government in releasing PE and Sport Premium funding affected schools' budgeting cycles. As many partner schools rely on this funding to engage with our programmes, the delays created uncertainty and slowed early-term planning and delivery. Despite these pressures, the department demonstrated resilience and adaptability.

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

Overview - Premier League Primary Stars is funded by the Premier League Foundation and supports children aged 5-11 through activity delivered within primary schools.

What we delivered - We delivered a range of activities to increase confidence in teaching Physical Education and to help bridge gaps in academic attainment using Premier League and Coventry City FC resources. Delivery also supported increased girls' extra-curricular participation and social action projects aligned to school and local area needs.

Targeted focus (Foleshill)

School provision continued to prioritise Foleshill to help strengthen the local offer for children and to support wider community development.

EDI and schools engaged

The programme supports equality, diversity and inclusion through a tailored approach in Foleshill-an area with high deprivation and lower academic attainment. During the year we supported schools including:

* Broad Heath

* Edgewick

* Wheelwright

* St Elizabeth's

Reach (September 2025 to present)

Our Premier League Primary Stars data dashboard shows strong engagement across a wide range of participants:

* 502 female participants

* 498 male participants

* 1,086 participants from diverse ethnic backgrounds

Joy of Moving

Overview - Joy of Moving is a fully funded programme delivered through EFL in the Community as part of Ferrero UK's corporate social responsibility commitment. It engages primary-aged children and uses a play-based methodology to inspire children to move and enjoy physical activity.

Approach - The methodology was established by independent experts (including Foro Italico and the Italian Olympic Committee) and focuses on developing skills across four areas:

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

Programme elements

Joy of Moving is delivered in schools through two elements:

* Move & Learn: a six-week programme for children aged 9-10, combining fun physical activity with nine hours of healthy lifestyle education (covering physical activity, balanced diet and active lifestyle choices).

* Joy of Moving Festivals: celebration events that bring schools together for inclusive, play-based activity.

Reach (2025)

* Move & Learn: 30 schools; 54 classes; 1,621 children

* Joy of Moving Festivals: 6 schools (Broad Heath; Christ the King; Corpus Christi ×2; EON Energy event at John Shelton School; St Osburg's); 1,578 children

Additional engagement:

* Club Enrichment: 1 event (Broad Heath); 685 attendees

Attendees: 685

* Family engagement: 2 events (CBS Carers Event; home fixture vs Burnley); 170 attendees

Lunchtime, PE & After School Clubs

Overview - We remained committed to supporting schools with extra-curricular and curriculum-time activity through football and multi-sport-creating fun, healthy sessions that encourage children to stay active beyond timetabled PE.

Schools engaged (15 primary schools)

* Aldermans Green

* St John's CofE

* Bablake

* Sowe Valley

* Earlsdon

* Edgewick

* King Henry

* Howes

* Hollyfast

* John White Community Centre

* St Osburg's

* Parkgate

* Wyken Croft

* Corpus Christi

* Wheelwright Lane

Weekly reach (averages)

* 278 children per week attending after-school clubs (excluding sessions delivered through Premier League Primary Stars)

* 360 children per week participating in PE lessons

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

Overview - In 2025, EFL in the Community introduced Kellogg's as a national partner for Sky Blues in the Community summer camps. The partnership helped more children enjoy football while supporting parents to keep children active and engaged during the summer holidays.

How it worked

Families could use Kellogg's promotional codes to book free places, alongside paid bookings across the six-week programme.

* 328 participants across the six-week summer period (mix of paid bookings and Kellogg's code redemptions)

Social inclusion, community cohesion and participation

Overview - We will create a more cohesive and inclusive Coventry and Warwickshire by delivering barrier-free programmes that break down social barriers, strengthen community connections and encourage people to live harmoniously.

What we do - We create accessible opportunities for people to take part in regular physical activity-ensuring everyone can experience the benefits of exercise in a welcoming, supportive and inspiring environment.

2025 highlights

Throughout 2025, the Community Cohesion team delivered high-quality, community-based programmes aligned to our strategy. Across our local neighbourhoods, this work supported belonging, mutual respect and lifelong engagement with sport.

Premier League Kicks

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

Our local delivery - Launched nationally in 2006/07 in partnership with the Metropolitan Police, Premier League Kicks is now delivered by professional football club community organisations across England and Wales. Sky Blues in the Community has delivered Kicks since 2011, using regular football sessions, workshops and outreach activity to provide positive, inclusive environments where young people can develop both sporting and life skills.

Reach and focus (2025)

* Age group: 8-18

* Delivered across multiple venues across Coventry

* Engaged with over 650 unique participants during 2025

Expanding inclusion: Powerchair Sport

In 2025, Premier League Kicks funding enabled us to launch a new Powerchair Sport session, specialising in Power Hockey and Powerchair Football.

This year, through the Premier League Kicks funding, we were able to set up a new Powerchair Sport session, specialising in Power Hockey and Powerchair Football sessions. This session is run in partnership with Hereward College and the Community Cohesion team have received specialist training to successfully deliver these sessions. With 8 chairs available each session, the attendance has been high with the participants benefiting from a new and accessible sport session. This has allowed our Premier League Kicks offer to be more rounded and reflective of our communities.

Competition and progression

We continued to attend the annual Premier League Kicks Regional Tournaments, hosted in 2025 at The Aston Villa Foundation. The mixed team progressed to the National Finals at St George's Park in July, finishing 2nd overall. The girls' team narrowly missed out on progression after a penalty shoot-out.

* Record: 3 wins, 2 losses, 3 draws

* Players demonstrated determination, skill and teamwork throughout a challenging tournament

* Qualifying for the national finals was a significant achievement for the group

The teams represented Sky Blues in the Community with pride, acting as positive ambassadors for the club and inspiring others through their attitude and commitment.

Inclusion and partnerships

Inclusivity remains central to our Kicks delivery. We welcome young people from all backgrounds and work alongside local organisations and businesses to maintain safe spaces, strengthen relationships and maximise positive impact.

Step Together

Overview - Step Together is funded through the Community Safety Fund, with local implementation led by the Violence Reduction Unit (VRU). The project connects education, police and community partners to increase safety and reduce violence affecting young people-particularly along designated school routes at the start and end of the school day.

How we target provision - Using the VRU Strategic Needs Assessment alongside neighbourhood policing intelligence and data, we identify priority routes and hotspots for detached youth work, creating regular 'points of safety' in areas where antisocial behaviour and violence are more prevalent.

Where we work

* Wood End, Henley Green and Manor Farm (around Grace Academy, Cardinal Wiseman and Ringswood Highway Shops)

* City Centre and City College area

2025 delivery

During 2025, we provided additional VRU-supported activity in every holiday period, alongside our regular detached youth work offer.

* Regular detached youth work in the city centre, including signposting and trusted adult support

* Sports and activity sessions delivered in six local parks across the city

Impact

By maintaining a consistent, safeguarding-focused presence, we continue to build trusted relationships with young people and strengthen links into local support services.

Disability

Overview - Our disability offers continued to expand across Coventry and Warwickshire during 2025, providing safe, inclusive opportunities for young people with a wide range of needs to take part in sport and physical activity.

What we deliver

* Regular lunchtime and after-school clubs in SEN schools and colleges across Coventry and Warwickshire

* Four regular evening sessions for participants with a range of disabilities (from Down syndrome-specific to pan-disability)

* Multi-sport sessions that enable young people to participate in a safe and welcoming environment

Impact

Using the reach of Coventry City FC, these sessions help children who can be overlooked within competitive sport to feel a sense of belonging. They also provide valuable respite for parents and carers who provide around-the-clock support.

Competitive opportunities - In partnership with Birmingham County FA, we continued to deliver the CSW Adult Inclusion League. Since the league began, we have welcomed four additional teams for friendly fixtures and aim to expand further.

Cyrille Regis Legacy Trust

Overview In 2025, SBITC continued to deliver Cyrille Regis 'Strike A Change'-the inaugural programme of the Cyrille Regis Legacy Trust, established by Cyrille's family to continue community projects close to his heart, including mentoring young people from challenging life circumstances.

Partnership - Strike A Change is delivered in collaboration with the charitable foundations of:

* Coventry City

* West Bromwich Albion

* Aston Villa

* Wolverhampton Wanderers

* Birmingham City

* Walsall

Who it supports - The programme supports 14-15-year-olds who are passionate about football but are disengaged within school or their community.

Our delivery (SBITC) - We worked with a cohort from Sidney Stringer Academy, mentoring participants through the Cyrille Standard and delivering football-themed activities that build confidence, skills and aspiration.

2025 highlights

* Participants attended workshops delivered by partner club community organisations, enabling them to share experiences and learn alongside peers from across the country.

* SBITC delivered a Leadership workshop at President Kennedy School in June, followed by an afternoon tournament where the group engaged strongly throughout.

HAF - (Holiday Activities Food)

Overview - Our Holiday Activities and Food (HAF) programme continued to support children and families in receipt of free school meals across Coventry during school holiday periods, funded through Coventry City Council.

2025 reach and highlights

* Engaged nearly 1,500 young people across multiple venues across the city

* Delivered popular multi-sport camps and continued the CCFC Experience hosted at the CBS Arena

* Offered a CCFC mascot place during each HAF delivery period, giving a participant an experience they may not otherwise access

* Provided fun, enriching activities alongside a hot, nutritious meal and practical support for healthy eating and local services

Premier League Fans Fund

Overview - Our Premier League Fans Fund project concluded in July. The project aimed to strengthen engagement between Coventry City FC and the South Asian community in Foleshill-the ward closest to the CBS Arena.

What we did

* Used kabaddi in primary schools and community settings in Foleshill, working with local coaches to engage different communities.

* Linked activity to the Kabaddi World Cup hosted at the CBS Arena in March, including a schools' festival ahead of the event to showcase young people's participation.

* Co-hosted a Community Open Iftar at the CBS Arena with local organisations, Coventry City FC, Coventry City Council and the arena-bringing together over 250 guests to celebrate community spirit.

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

Overview - Throughout 2025, Premier League Inspires continued its mission to empower young people through education, personal development and positive relationships-supported by new staff integration, expanded partnerships and impactful delivery.

Partnerships and cohorts - Building on relationships with local schools, we formed new cohorts and strengthened existing groups. Key partner schools included:

* President Kennedy School

* Sidney Stringer Academy

Delivery

Programme themes and workshops - Delivery included themed sessions that supported learning, discussion and personal development, including:

* Black History Month activities aligned with the Premier League's "No Room for Racism" campaign, including the "Reclaiming the Narrative" project.

* Social action introduced across cohorts as preparation for the Inspires Challenge theme, "Gender Equality".

* Rainbow Laces sessions that developed into structured exploration of gender equality, encouraging respectful debate and critical thinking.

* Targeted personal development based on school priorities, including timekeeping, anger management and behaviour improvement.

* Rolling Sports Leader courses to strengthen leadership skills and confidence.

One-to-One Mentoring Impact

Overview - In 2025, one-to-one mentoring focused on building self-awareness and supporting young people to adopt a growth mindset, with sessions adapted to individual needs.

Support needs addressed:

* Mental health needs

* Confidence and self-esteem

* Classroom truancy

* Aggressive behaviour

* Gang-related concerns

* Antisocial behaviour

* School-based anxiety

* Attention difficulties

* Transitions

Sessions were talk-based and interactive, giving participants practical tools and strategies they could apply day to day.

Player Development Centres

Our Player Development Centres provide advanced football coaching for young people aged U6-U18, delivered by FA Level 2 and 3 coaches. The programme supports players of all abilities to develop and reach their potential.

Girls Emerging Talent Centre (ETC)

Overview - Our Girls' Emerging Talent Centre (ETC), part-funded by the FA, continues to grow and provide a high-quality development pathway for young female players.

* Age groups: U12-U16 (aligned to the updated fully funded model)

* Training: Friday evenings, delivered by UEFA B qualified coaches

* Games: a minimum of six fixtures across the season, including evenings and weekends

* 2025 enhancements: goalkeeper coach and physio provision at sessions

Challenges and next steps - A key ongoing challenge is increasing the number of suitably qualified female coaches and role models. We aim to strengthen this by offering progression opportunities for participants as they move on from the ETC at U16, including supported pathways into coaching.

Girls Player Development Centre (GPDC) and Advanced Development Centre (ADC)

2025 was a significant year for our girls' pathway, with participation increasing and provision expanding across both the GPDC and ADC.

* Approximately 200 girls engaged on a weekly basis across the pathway

* ADC: launched for U8-U11, based at President Kennedy School before ETC sessions

* GPDC: continued at Blue Coat on Friday evenings, using a new pitch introduced in 2025

Children Birthday Parties

Overview - We continued to deliver children's birthday parties in 2025 at our facility at President Kennedy School, offering families a fun football experience supported by FA qualified coaches.

Packages and inclusions

* Three package options to suit different needs and budgets

* World Cup package (most popular): football session and games on the pitch, plus use of the pavilion for party food

* Extras include a signed CCFC football, birthday card signed by a chosen player, matchday programme message, medals for all participants and a trophy

* Visits from Sky Blue Sam, with photo opportunities for children and families

Challenges and next steps - Most parties take place on weekend afternoons, and identifying suitable party hosts remains a challenge. In 2025, apprentices supported delivery; following internal role changes, Connor Morgan continues to support parties and will take a more active role in promoting and organising them in 2026.

Football Tournaments

Our football tournaments provide structured competition opportunities for teams and players across the region.

* Delivered six tournaments during 2025

* Most events were sold out

* As part of his apprenticeship, Connor Morgan supported delivery and led his first tournament; he will lead more events in 2026

1-2-1 sessions

In response to demand for individual coaching, we launched a 1-to-1 football session offer during 2025.

* Delivered at President Kennedy School using high-quality facilities

* Access to target nets, mannequins, speed ladders and a ball launcher

There is scope to grow this offer in 2026, including exploring a designated area so sessions can run across a wider range of times.

Social Football

Social Football continued to grow strongly in 2025, providing informal, welcoming opportunities for adults to play football and build friendships.

* Volunteer-led: sessions are organised and supported by volunteers

* Growth: membership increased from 60 (2023) to 200+ (2025)

* Weekly offer: three sessions per week (Monday, Wednesday and Friday)

* Formats: small-sided games, tournaments and 11-a-side matches (dependent on numbers)

* Fixtures: volunteers arranged additional 11-a-side games and entered a mini summer league starting in 2026

* Community impact: strong social connection, with participants from diverse backgrounds meeting beyond sessions

Sports Facilities and Community Assets

Building on our understanding of local need, we will increase both the availability and quality of the spaces where physical activity, sport and healthy living take place across Coventry and Warwickshire.

What we aim to achieve

We are committed to equitable access to facilities-recognising and accommodating the diverse needs of people pursuing sporting ambitions, fitness goals, or simply a welcoming environment to support their wellbeing.

How we deliver this pillar

* Providing safe, inclusive and well-maintained facilities that support year-round participation

* Embedding strong operational policies, procedures and compliance to keep sites fit for purpose

* Working with partners and clubs to maximise community use

* Reinvesting in facilities and equipment to improve quality and customer experience

* Planning future developments that expand local capacity and community benefit

President Kennedy School -3G Facility

The 3G pitch are close to capacity, with evening sessions running 5.00pm-10.00pm Monday to Friday and weekend opening on Saturdays and Sundays.

* Weekday evening programmes: Player Development Centres; Disability; Premier League Kicks; Girls Emerging Talent Centre; Social Football

* Partner clubs: Coventry Phoenix; Coventry City Women and Girls

* Weekend use regularly hosts 15+ grassroots matches, plus children's birthday parties

* Holiday provision: holiday camps; HAF delivery; specialist coaching clinics; tournaments

Pavilion and community spaces

The pavilion classroom and social spaces are heavily used throughout the year to support both programme delivery and wider community activity.

* Hosts staff CPD events, FA CPD events and referee courses

* Used daily to deliver Premier League Inspires

* Evening and weekend social room opening, supported by a team of volunteers providing refreshments

* Generates unrestricted income that helps support SBITC's charitable work

Operational capacity - In 2025, Wojtek Halas joined SBITC as Facilities Coordinator, helping ensure policies, procedures and maintenance schedules are consistently reviewed and that our facilities remain safe, compliant and fit for purpose.

Woodlands Sports Complex

We operate Woodlands Sports Complex on behalf of Coventry City Council. The site provides a valued local community sports offer and enables year-round participation.

Facilities and partners

* Facilities: grass football pitches, gym block and sports hall

* Long-term partners on site: Tornadoes Basketball; Gemini Cheerleading Club; Coventry Wheelchair Basketball; LE Coaching; Firefighters; Woodlands Acro Gymnastics (among others)

* Growing use: we adjusted the site layout and relocated several PDC teams to increase utilisation

Investment and improvements

* Invested in six brand-new full-size football booths

* Improved the layout to make the site more functional and increase participation

Challenging ourselves, developing us people and growing our charity.

Feedback from stakeholders-including partner clubs and Coventry City Council-has been very positive. The site has significant potential for further development, with planning underway for future enhancements such as a new clubhouse and a 3G pitch.

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.

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 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.

Financial review

Financial position

The charity generated a deficit of £79,152 (2024: £53,691 surplus) in the financial year.

It was agreed in Trustee meetings that this would be offset with the 2024 surplus and an amount from the brought forward unrestricted reserves, to cover the increased administrative costs which included new areas of Governance required by the charity in 2025 that funding could not be applied for.

Two new positions were created in 2025:

1 People and Governance (including EDI) Manager and

2 Safeguarding managers would be allocated from reserves in 2025 accounts.

At the year end, the charity has restricted reserves of £307,500 and unrestricted reserves of £618,030.

The cash at bank balance has decreased from £1,078,040 in 2024 to £929,393 in 2025.

During 2025, SBITC continued to progress across our five strategic pillars and saw areas of growth across each of the pillars despite financial challenges not foreseen at the start of the year. Increased administrative costs across the charity of £110,000 namely staffing costs permanent and casual contracts along with mileage and expenses increase in 2025.

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 2025, those funders included:

* The National Lottery Community Fund

* Birmingham County FA

* CBS Arena

* Coventry City FC

* Coventry City Council

* Coventry and Warwickshire Partnership Trust

* English Football league

* English Football league Trust

* Empower-U

* Ferrero

* Football Foundation

* Guiding Young Minds

* Hereward College

* Homefield College

* Sharp Business Solutions

* Mind

* Moat House Community Trust

* NHS Coventry

* Nuneaton and Bedworth PCN

* Public Health Coventry

* Sidney Stringer Multi Academy Trust

* Sport England

* The PFA

* The Football Association

* The Futures Trust

* 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 in 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 will have adequate resources to continue in operation for the near 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 paid for activities. However, continued partnership working has seen us cement seventeen new funding opportunities alongside the increased participation in 2019 for our paid 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

The financial implications of time-limited grant funding are managed through active monitoring by the trustees and the Head of Community, including maintenance of a financial risk register and ongoing identification of replacement and new funding opportunities to sustain delivery.

Each year the organisation undertakes a financial risk review, which includes:

* Operational risks may negatively influence financial performance.

* A review of financial policies and procedures, as set out in the Financial Regulations Manual.

* A twice-yearly review of the funding risk registers to identify risks within grant and fundraising streams and agree mitigating actions.

The financial risk review forms part of the wider risk management framework and is monitored through the organisational risk register. This document is informed by Charity Commission best practice guidance on risk management and is managed and reviewed by the directors, with risk remaining a standing agenda item at trustee meetings.

B. Governance and Leadership

The Head of Community is accountable to the Board of Trustees, which meets at least quarterly (a minimum of four meetings per year) in addition to the Annual General Meeting. Trustees bring a range of experience across sport, business, marketing and community sectors, providing a breadth of skills to support effective governance and oversight.

In addition to Board oversight, the charity undertakes an annual assessment commissioned by the English Football League Trust and the Premier League Charitable Fund, known as the CCOP (Capability Code of Practice). This sets out required standards across fourteen key areas.

The assessment identifies where the organisation meets minimum standards and where further development is required to achieve best practice. Minimum standards draw on relevant government guidance, Charity Commission expectations, sector best practice and Premier League requirements, and in some areas are tailored to reflect the operating context of football club community organisations.

C. Quality and Impact

The charity maintains a strong commitment to quality across governance and programme delivery. We contribute to sector learning and are regularly invited to participate in working groups, particularly within the network of Club Community Organisations (CCOs), to support ongoing development and continuous improvement.

For each project and activity, the charity identifies clear outcomes (both quantitative and qualitative) and uses a range of tools to monitor performance and demonstrate impact. These tools include internally developed approaches, academic methodologies and established frameworks used within the health and education sectors. (See 2018 Impact Report.)

D. Public Benefit

Each trustee has received the Charity Commission's guidance on public benefit, which forms part of the induction process for new trustees.

The charity uses the Coventry City Football Club brand to support delivery of its mission, encouraging people to adopt physically active, healthy and informed lifestyles. Programmes are delivered in an environment that supports learning, personal development and achievement.

E. Equality Diversity and Inclusion

In December 2025, the Board approved a combined EDI Report and Action Plan embedding equality, diversity and inclusion directly into SBitC's 2024-27 Strategy. Rather than operating as a separate agenda, EDI is now a delivery mechanism across all five strategic pillars, with structured priorities around participation equity, workforce and governance representation, and data-driven accountability.

January 2026 marked a full reset of workforce and participant EDI data. The workforce survey was completed between late January and mid-April 2026, achieving an overall response rate of 53.3 per cent across a known workforce of ninety. Using ONS 2021 Census categories, the results enable direct comparison with Coventry and Warwickshire population benchmarks and with Coventry City Football Club's 2025 published data under the EFL Code of Practice and FA Rule N. The findings confirm patterns consistent with the broader football sector, with the most significant gaps relative to local demographics in Asian and Asian British representation and in gender balance within casual delivery roles. Both are priorities for positive action outreach in forthcoming recruitment rounds.

A central workstream in 2025 and into 2026 has been the development of a people manager training programme covering the full employment cycle. Four modules are in delivery, with Recruitment and Safer Recruitment and Bias in the Workplace delivered to all managers in April 2026. These directly operationalise the trustee report's commitments on inclusive recruitment, standardised scoring, and bias awareness.

The onboarding, probation and performance management modules support the retention strand of the EDI agenda by building the consistent, documented processes that equitable progression depends on.

Progress against year-one commitments is largely on track, with the workforce baseline established, hiring manager training delivered, and the recruitment platform proposal and annual EDI report both within their 2026 deadlines.

Governance

Governance development has been a significant focus in 2025. Two new roles were created and funded by reserves: a People and Governance Manager and a Safeguarding Manager, both reflecting requirements identified through the CCOP assessment that fell outside the scope of grant funding. A designated safeguarding lead has been in post since November 2025 and has led to a comprehensive strengthening of safeguarding practice, including an external safeguarding review, the introduction of a clear DSO structure, a Serious Incident Reporting Policy, and the embedding of the MyConcern platform across all delivery sites.

Internally, a sustained programme of people manager development has been under way, with the aim of raising standards consistently across the organisation and ensuring that all managers understand and apply their responsibilities in practice. A fifteen-module training programme covering the full employment cycle is in delivery, addressing recruitment, onboarding, probation, performance management, conduct and timekeeping. The programme is designed to build capability and embed clear accountability: managers are expected to set standards explicitly, document their decisions, and address concerns promptly and fairly. Where conduct or performance has fallen short, formal processes have been followed and action taken. The organisation is committed to ensuring that good employment practice is not aspirational but operational, and that staff at all levels understand what is expected of them and are held to it consistently.

Plans for future periods

Future Developments

In 2025 Sky Blues in the Community worked in line with its strategic pillars 2024-2027. As part of this process, it was important when reviewing our strategic plan that we were insight-led and continued to understand 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.

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, established by Memorandum of Association on 9 July 2008. It is registered with the Charity Commission under charity number 1127014.

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

Method of appointment or election of new trustees

The charity is managed by the trustees who are elected and co-opted in accordance with the Articles of Association. Trustees are appointed initially for a three-year term.

New trustees are recruited by invitation of the existing trustees and are subject to approval at trustee meetings. In accordance with a resolution approved by the trustees and the Charity Commission in November 2018, the Board shall comprise not fewer than five and not more than twelve trustees.

Organisational structure and decision making

The Board of Trustees retains ultimate responsibility for the charity. Responsibility for day-to-day operations is delegated to the Head of Community, supported by the Business Development Manager (BDM) and four theme managers.

An organisational risk register was introduced in 2016 and continues to be maintained and reviewed. The register sets out key risks, associated mitigations and management actions, and the responsibilities of staff and trustees. Risk is a standing agenda item at trustee meetings, and the register (including financial risk) is reviewed and updated at least every six months.

Policies adopted for the induction and training of Trustees

Newly appointed trustees receive a structured induction, supported by the Trustee Handbook. Trustees are provided with the information required to understand the charity's work and governance arrangements and to fulfil their statutory duties effectively. (See Trustee Handbook.)

Risk management

The trustees have assessed the principal risks to which the charity is exposed, including operational and financial risks. The trustees are satisfied that appropriate systems and procedures are in place to manage and mitigate these risks, and that risks are reviewed at least every six months.

To meet our obligations under the Charities Act 2011, full accounts are submitted to the Charity Commission within ten months of the financial year end. This deadline has been met for each annual submission.

The Financial Regulations Manual sets out the responsibilities of staff in managing day-to-day finances and documents key processes, including cash handling, banking, invoicing and online banking. This supports consistency and strong financial control.

An organisational budget is prepared annually. Each member of the senior management team is allocated a budget for their area of responsibility, and relevant financial targets are incorporated within staff objectives.

External accountants (Askews) provide monthly management reports to support financial oversight, enabling them to monitor performance and report on material variances between budget and actuals.

A part-time Finance Coordinator oversees the timely input of financial information into SAGE, supporting accurate monitoring of income and expenditure and performance against budgets across the charity's areas of work.Responsibility for monitoring and managing budgets sits with the senior management team. Budget management and financial reporting form part of the appraisal, one-to-one supervision framework and quarterly reporting processes.

Safeguarding

The Head of Community and Safeguarding Manager 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 fourteen key areas.

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

Safeguarding Implementation Statement - Sky Blues in the Community (Nov 2025-Present)

Since November 2025, we appointed a Designated Safeguarding Lead for SBitC. They have led a significant strengthening of safeguarding practice across Sky Blues in the Community, ensuring our systems, culture and governance continue to meet the highest standards. The focus has been on creating consistency, improving visibility, and embedding safeguarding into everyday practice across all programmes.

Training and Workforce Development

Our DSL have implemented a comprehensive safeguarding training programme, ensuring all staff understand their responsibilities and feel confident in recognising and reporting concerns. This includes targeted training on the use of MyConcern, managing allegations, and emerging safeguarding trends. One-minute guides have been created to support staff with quick, accessible learning on key issues.

Improved Reporting, Recording and Case Management

The My-Concern CRM (safeguarding reporting/recording system) has been strengthened through the closure of historic cases, ongoing monitoring of current concerns, and the introduction of clear action plans. Our DSL has delegated case oversight to line managers where appropriate, ensuring shared responsibility and timely responses. QR codes have been introduced across sites to make reporting easier and more immediate for staff, participants, and volunteers. Our DSL has created a password protected single central record for safeguarding and HR data to be stored and updated.

External Safeguarding Review

An external safeguarding review was commissioned and completed, providing independent scrutiny and recommendations. In response, a clear DSO structure has been created, introduced a Serious Incident Reporting Policy to ensure transparency and escalation where required. The "Know Your People" process has been embedded to strengthen DBS oversight and safer recruitment practices, supported by our self-declaration forms and single central record.

Improved Communication and Visibility

Safeguarding information is now more accessible across the organisation. Posters displaying DSL/DSO contact details, one-minute guides, and reporting routes have been rolled out across all delivery sites. The SBitC website has been updated to include DSL information, the safeguarding policy, and an online reporting form, ensuring the public, participants and partners can raise concerns easily.

Operational Improvements

The process for capturing photos and videos has been reviewed and updated to ensure compliance with consent, data protection, and safeguarding expectations. This ensures safer practice across all programmes and events.

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 (resigned 2/9/25)

T S Gill

M Hornby

N E Newbold (deceased 25/2/25)

C Salter

P W Sullivan

L W Tebbutt

S Sandhu (appointed 1/3/25)

A T East (appointed 20/3/25)

S Wright (appointed 25/9/25)

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. Under that law, the trustees have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law).

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 those 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;

-	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 30 June 2026 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 2025 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 2025 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 Haughton FCCA, MAAT (Senior Statutory Auditor)

for and on behalf of Flint & Thompson

Statutory Auditors

2 Manor Square

Solihull

West Midlands

B91 3PX

30 June 2026

2025

2024

Unrestricted

Restricted

Total

funds

Notes

INCOME AND ENDOWMENTS FROM

Donations and legacies

833,831

868,125

1,701,956

1,823,765

Investment income

34,501

40,958

Total

868,332

868,125

1,736,457

1,864,723

EXPENDITURE ON

Charitable activities

Activities within the Community

828,965

847,125

1,676,090

1,652,551

Support costs on charitable activities

139,519

158,481

Total

968,484

847,125

1,815,609

1,811,032

NET INCOME/(EXPENDITURE)

(100,152

)

21,000

(79,152

)

53,691

RECONCILIATION OF FUNDS

Total funds brought forward

718,182

286,500

1,004,682

950,991

TOTAL FUNDS CARRIED FORWARD

618,030

307,500

925,530

1,004,682

2025

2024

Unrestricted

Restricted

Total

funds

Notes

FIXED ASSETS

Tangible assets

17,377

20,562

CURRENT ASSETS

Debtors

128,626

78,901

Prepayments and accrued income

58,005

72,912

Cash at bank

621,893

307,500

929,393

1,078,040

808,524

307,500

1,116,024

1,229,853

CREDITORS

Amounts falling due within one year

(207,871

)

(207,871

)

(245,733

)

NET CURRENT ASSETS

600,653

307,500

908,153

984,120

TOTAL ASSETS LESS CURRENT

LIABILITIES

618,030

307,500

925,530

1,004,682

NET ASSETS

618,030

307,500

925,530

1,004,682

FUNDS

Unrestricted funds

618,030

718,182

Restricted funds

307,500

286,500

TOTAL FUNDS

925,530

1,004,682

The financial statements were approved by the Board of Trustees and authorised for issue on 30 June 2026 and were signed on its behalf by:

C Salter - Trustee

Cash flows from operating activities

Cash generated from operations

(181,702

)

7,121

Net cash (used in)/provided by operating activities

(181,702

)

7,121

Cash flows from investing activities

Purchase of tangible fixed assets

(1,446

)

(3,615

)

Interest received

34,501

40,958

Net cash provided by investing activities

33,055

37,343

Change in cash and cash equivalents in

the reporting period

(148,647

)

44,464

Cash and cash equivalents at the

beginning of the reporting period

1,078,040

1,033,576

Cash and cash equivalents at the end of

the reporting period

929,393

1,078,040

1.	RECONCILIATION OF NET (EXPENDITURE)/INCOME TO NET CASH FLOW FROM OPERATING ACTIVITIES

2025

2024

Net (expenditure)/income for the reporting period (as per the

Statement of Financial Activities)

(79,152

)

53,691

Adjustments for:

Depreciation charges

4,631

4,360

Interest received

(34,501

)

(40,958

)

Increase in debtors

(34,818

)

(34,270

)

(Decrease)/increase in creditors

(37,862

)

24,298

Net cash (used in)/provided by operations

(181,702

)

7,121

2.	ANALYSIS OF CHANGES IN NET FUNDS

At 1/1/25

Cash flow

At 31/12/25

Net cash

Cash at bank

1,078,040

(148,647

)

929,393

1,078,040

(148,647

)

929,393

Total

1,078,040

(148,647

)

929,393

1.	ACCOUNTING POLICIES

Basis of preparing the financial statements

The financial statements of the charitable company, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) '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)', Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and the Companies Act 2006. The financial statements have been prepared under the historical cost convention.

The financial statements are prepared in sterling, which is the functional currency of the entity. Figures are rounded to the nearest £.

Accounting 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.

Incoming resources

All income is 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.

* 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

Expenditure is recognised on an accruals basis as a liability is incurred. Expenditure includes any VAT which cannot be fully recovered, and is classified under headings of the statement of financial activities to which it relates:

* Expenditure on raising funds includes the costs of all fundraising activities, events, non-charitable trading activities, and the sale of donated goods.

* Expenditure on charitable activities includes all costs incurred by a charity in undertaking activities that further its charitable aims for the benefit of its beneficiaries, including those support costs and costs relating to the governance of the charity apportioned to charitable activities.

* Other expenditure includes all expenditure that is neither related to raising funds for the charity nor part of its expenditure on charitable activities.

All costs are allocated to expenditure categories reflecting the use of the resource. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs are apportioned between the activities they contribute to on a reasonable, justifiable and consistent basis.

Tangible fixed assets

Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life.

Fixtures and fittings

10% on reducing balance

Computer equipment

25% reducing balance

Tangible assets are initially recorded at cost, and subsequently stated at cost less any accumulated depreciation and impairment losses. Any tangible assets carried at revalued amounts are recorded at the fair value at the date of revaluation less any subsequent accumulated depreciation and subsequent accumulated impairment losses.

An increase in the carrying amount of an asset as a result of a revaluation, is recognised in other comprehensive income and accumulated in equity, except to the extent it reverses a revaluation decrease of the same asset previously recognised in profit or loss. A decrease in the carrying amount of an asset as a result of revaluation, is recognised in other comprehensive income to the extent of any previously recognised revaluation increase accumulated in equity in respect of that asset. Where a revaluation decrease exceeds the accumulated revaluation gains accumulated in equity in respect of that asset, the excess shall be recognised in profit or loss.

Impairment of fixed assets

A review for indicators of impairment is carried out at each reporting date, with the recoverable amount being estimated where such indicators exist. Where the carrying value exceeds the recoverable amount, the asset is impaired accordingly. Prior impairments are also reviewed for possible reversal at each reporting date.

For the purposes of impairment testing, when it is not possible to estimate the recoverable amount of an individual asset, an estimate is made of the recoverable amount of the cash-generating unit to which the asset belongs. The cash-generating unit is the smallest identifiable group of assets that includes the asset and generates cash inflows that largely independent of the cash inflows from other assets or groups of assets.

For impairment testing of goodwill, the goodwill acquired in a business combination is, from the acquisition date, allocated to each of the cash-generating units that are expected to benefit from the synergies of the combination, irrespective of whether other assets or liabilities of the company are assigned to those units.

Taxation

The charity is exempt from corporation tax on its charitable activities.

Fund accounting

Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees.

Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.

Further explanation of the nature and purpose of each fund is included in the notes to the financial statements.

Defined contribution plans

Contributions to defined contribution plans are recognised as an expense in the period in which the related service is provided. Prepaid contributions are recognised as an asset to the extent that the prepayment will lead to a reduction in future payments or a cash refund.

When contributions are not expected to be settled wholly within 12 months of the end of the reporting date in which the employees render the related service, the liability is measured on a discounted present value basis. The unwinding of the discount is recognised as a finance cost in profit or loss in the period in which it arises.

Going concern

Financial instruments

A financial asset or a financial liability is recognised only when the entity becomes a party to the contractual provisions of the instrument.

Basic financial instruments are initially recognised at the amount receivable or payable including any related transaction costs, unless the arrangement constitutes a financing transaction, where it is recognised at the present value of the future payments discounted at a market rate of interest for a similar debt instrument.

Current assets and current liabilities are subsequently measured at the cash or other consideration expected to be paid or received and not discounted.

Debt instruments are subsequently measured at amortised cost.

Where investments in shares or preference shares are publicly traded or their fair value can otherwise be measured reliably, the investment is subsequently measured at fair value with changes in fair value recognised in income and expenditure. All other such investments are subsequently measured at cost less impairment.

Other financial instruments, including derivatives, are initially recognised at fair value, unless payment for an asset is deferred beyond normal business terms or financed at a rate of interest that is not a market rate, in which case the asset is measured at the present value of the future payments discounted at a market rate of interest for a similar debt instrument.

Other financial instruments are subsequently measured at fair value, with any changes recognised in profit or loss, with the exception of hedging instruments in a designated hedging relationship (see hedge accounting policy).

Financial assets that are measured at cost or amortised cost are reviewed for objective evidence of impairment at the end of each reporting date. If there is objective evidence of impairment, an impairment loss is recognised under the appropriate heading in the statement of financial activities in which the initial gain was recognised.

For all equity instruments regardless of significance, and other financial assets that are individually significant, these are assessed individually for impairment. Other financial assets are either assessed individually or grouped on the basis of similar credit risk characteristics.

Any reversals of impairment are recognised immediately, to the extent that the reversal does not result in a carrying amount of the financial asset that exceeds what the carrying amount would have been had the impairment not previously been recognised.

Operating leases

Lease payments are recognised as an expense over the lease term on a straight-line basis. The aggregate benefit of lease incentives is recognised as a reduction to expense over the lease term, on a straight-line basis.

2.	DONATIONS AND LEGACIES

2025

2024

Donations

1,701,956

1,823,765

3.	INVESTMENT INCOME

2025

2024

Deposit account interest

34,501

40,958

4.	EXPENDITURE ON CHARITABLE ACTIVITIES

Support

Direct

costs (see

Costs

note 5)

Totals

Activities within the Community

1,676,090

Support costs on charitable activities

139,519

1,676,090

139,519

1,815,609

5.	SUPPORT COSTS

Governance

Other

costs

Totals

Support costs on charitable activities

123,920

15,599

139,519

Support costs, included in the above, are as follows:

Other

2025

2024

Support

costs on

charitable

Total

activities

Insurance

1,054

1,370

Light and heat

3,518

Telephone

4,526

3,178

Rent and service charges

14,750

14,640

Repairs and maintenance

23,937

17,345

Advertising

1,182

1,077

Legal and professional fees

14,061

36,606

Other office expenses

56,261

64,567

Depreciation of tangible fixed assets

4,631

4,360

123,920

146,661

Governance costs

2025

2024

Support

costs on

charitable

Total

activities

Accountancy fees

11,267

7,980

Audit fees

4,332

3,840

15,599

11,820

6.	NET INCOME/(EXPENDITURE)

Net income/(expenditure) is stated after charging/(crediting):

2025

2024

Depreciation - owned assets

4,631

4,360

7.	TRUSTEES' REMUNERATION AND BENEFITS

The remuneration for trustee and key personnel amounted to £69,550 (2024: £73,500)

Trustees' expenses

There were no trustees' expenses paid for the year ended 31 December 2025 nor for the year ended 31 December 2024.

8.	STAFF COSTS

2025

2024

Wages and salaries

1,051,850

962,877

Social security costs

88,686

71,897

Other pension costs

22,129

21,218

1,162,665

1,055,992

The average monthly number of employees during the year was as follows:

2025

2024

Salaried

Casual

The number of employees whose employee benefits (excluding employer pension costs) exceeded £60,000 was:

2025

2024

£60,001 - £70,000

£70,001 - £80,000

9.	COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES

Unrestricted

Restricted

Total

funds

INCOME AND ENDOWMENTS FROM

Donations and legacies

769,891

1,053,874

1,823,765

Investment income

40,958

Total

810,849

1,053,874

1,864,723

EXPENDITURE ON

Charitable activities

Activities within the Community

619,677

1,032,874

1,652,551

Support costs on charitable activities

158,481

Total

778,158

1,032,874

1,811,032

NET INCOME

32,691

21,000

53,691

RECONCILIATION OF FUNDS

Total funds brought forward

685,491

265,500

950,991

TOTAL FUNDS CARRIED FORWARD

718,182

286,500

1,004,682

10.	TANGIBLE FIXED ASSETS

Fixtures

and

Computer

fittings

equipment

Totals

COST

At 1 January 2025

8,150

31,549

39,699

Additions

1,446

At 31 December 2025

8,150

32,995

41,145

DEPRECIATION

At 1 January 2025

2,347

16,790

19,137

Charge for year

580

4,051

4,631

At 31 December 2025

2,927

20,841

23,768

NET BOOK VALUE

At 31 December 2025

5,223

12,154

17,377

At 31 December 2024

5,803

14,759

20,562

11.	DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

2025

2024

Trade debtors

128,209

74,947

Other debtors

417

3,954

128,626

78,901

12.	CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

2025

2024

Trade creditors

31,034

12,941

Wages creditor

(60

)

Pension creditor

(38

)

Other creditors

48,451

49,604

Accruals

18,278

97,413

Deferred Income

110,206

85,775

207,871

245,733

LEGAL CHARGE ON GRANT

There is a security in respect of a legal charge for the Football Foundation over the leasehold property at President Kennedy School and Community College, Coventry. The charge includes any buildings, facilities and equipment thereon including a negative pledge in respect of these assets. The property includes the pitch, floodlighting and Pavillions.

13.	OPERATING LEASE COMMITMENTS

Minimum lease payments under non-cancellable operating leases fall due as follows:

2025

2024

Within one year

24,893

22,587

Between one and five years

42,516

25,086

67,409

47,673

During 2022 a new lease to underlet part of President Kennedy School has been entered info for a period of 25 years. There will be no rent payable but it has been agreed hat they are to maintain the upkeep for the duration of he term, including covering all the costs.

14.	MOVEMENT IN FUNDS

Net

Transfers

movement

between

At 1/1/25

in funds

funds

31/12/25

Unrestricted funds

General fund

718,182

(100,152

)

618,030

Restricted funds

Facilities fund

202,500

Sinking fund - PKS 3G

60,000

15,000

75,000

Sinking funs - PKS Pavilion

24,000

6,000

30,000

Other restricted funds

21,000

(21,000

)

286,500

21,000

307,500

TOTAL FUNDS

1,004,682

(79,152

)

925,530

Net movement in funds, included in the above are as follows:

Incoming

Resources

Movement

resources

expended

in funds

Unrestricted funds

General fund

868,332

(968,484

)

(100,152

)

Restricted funds

Other restricted funds

868,125

(847,125

)

21,000

TOTAL FUNDS

1,736,457

(1,815,609

)

(79,152

)

Comparatives for movement in funds

Net

Transfers

movement

between

At 1/1/24

in funds

funds

31/12/24

Unrestricted funds

General fund

685,491

32,691

718,182

Restricted funds

Facilities fund

202,500

Sinking fund - PKS 3G

45,000

15,000

60,000

Sinking funs - PKS Pavilion

18,000

6,000

24,000

Other restricted funds

21,000

(21,000

)

265,500

21,000

286,500

TOTAL FUNDS

950,991

53,691

1,004,682

Comparative net movement in funds, included in the above are as follows:

Incoming

Resources

Movement

resources

expended

in funds

Unrestricted funds

General fund

810,849

(778,158

)

32,691

Restricted funds

Other restricted funds

1,053,874

(1,032,874

)

21,000

TOTAL FUNDS

1,864,723

(1,811,032

)

53,691

A current year 12 months and prior year 12 months combined position is as follows:

Net

Transfers

movement

between

At 1/1/24

in funds

funds

31/12/25

Unrestricted funds

General fund

685,491

(67,461

)

618,030

Restricted funds

Facilities fund

202,500

Sinking fund - PKS 3G

45,000

30,000

75,000

Sinking funs - PKS Pavilion

18,000

12,000

30,000

Other restricted funds

42,000

(42,000

)

265,500

42,000

307,500

TOTAL FUNDS

950,991

(25,461

)

925,530

A current year 12 months and prior year 12 months combined net movement in funds, included in the above are as follows:

Incoming

Resources

Movement

resources

expended

in funds

Unrestricted funds

General fund

1,679,181

(1,746,642

)

(67,461

)

Restricted funds

Other restricted funds

1,921,999

(1,879,999

)

42,000

TOTAL FUNDS

3,601,180

(3,626,641

)

(25,461

)

15.	EMPLOYEE BENEFIT OBLIGATIONS

Defined contribution plans

The amount recognised in income or expenditure as an expense in relation to defined contribution plans was £22,129 (2024: £21,218)