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COMPANY REGISTRATION NUMBER:
06642112
CHARITY REGISTRATION NUMBER:
1127014
Sky Blues In The Community
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Company Limited by Guarantee
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Sky Blues In The Community
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Company Limited by Guarantee
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Year ended 31 December 2020
Trustees' annual report (incorporating the director's report)
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1
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Independent auditor's report to the members
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18
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Statement of financial activities (including income and expenditure account)
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22
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Statement of financial position
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23
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Statement of cash flows
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24
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Notes to the financial statements
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25
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Sky Blues In The Community
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Company Limited by Guarantee
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Trustees' Annual Report (Incorporating the Director's Report)
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Year ended 31 December 2020
The trustees, who are also the directors for the purposes of company law, present their report and the financial statements of the charity for the year ended
31 December 2020
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Reference and administrative details
Registered charity name
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Sky Blues In The Community
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Charity registration number
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1127014
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Company registration number
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06642112
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Principal office and registered
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Ricoh Arena
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office
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Judds Lane
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Coventry
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West Midlands
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CV6 6GE
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The trustees
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N E Newbold
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D A M Davies
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E Neale
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C Salter
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P Sullivan
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D Boddy
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M Hornby
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(Appointed
28 February 2020)
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T Gill
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Company secretary
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D Busst
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Auditor
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Flint & Thompson Limited
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Chartered accountants & statutory auditor
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1325A Stratford Road
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Hall Green
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Birmingham
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West Midlands
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England
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B28 9HH
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Bankers
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The Co-operative Bank
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1 Balloon Street
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Manchester
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M60 1GP
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Ulster Bank Ltd
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5 Nutley Grove
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Carlow
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Co. Kilkenny
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Structure, governance and management
A. Constitution
The charity is registered as a charitable company limited by guarantee and was set up by a Memorandum of Association on 9 July 2008. The charity is registered under the charity number
1127014
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The principal object of the charity is to benefit the inhabitants of Coventry and the surrounding area by promoting community participation in healthy recreation by providing facilities in for the playing of association football and other sports capable of improving health and education.
B. Method of appointment or election of Trustees
The management of the charity is the responsibility of the trustees who are elected and co-opted under the terms of the Articles of Association.
New Trustees our recruitment at the invitation of the current trustees and are appointed as trustees when such appointment t has been approved by all the existing Trustees. The number of Trustees shall be not less than Five and Maximum of 12 as per a resolution approved by the trustees and Charity Commission in Nov 2018.
C. Policies adopted for the induction and training of trustees
Newly appointment Trustees are provided with a thorough introduction via a trustee's handbook to the workings of the charity and are provided with all necessary information which will enable them to properly fulfil their role as Trustees (see Trustee Handbook).
D. Organisational structure and decision making
The Board of Trustees are the ultimate control in the party of the charity, but they have delegated responsibility for the day-to-day management of the charity to the Head of Community supported by BDM and 4 theme managers.
In 2020, after the introduction of the organisational risk register in 2016, the risk register was updated by the Head of Community bi-monthly due to financial implications of Covid. This risk register outlines: several areas of risk, how these will be mitigated and managed, as well as the staff and trustees' responsibilities. The subject of risk is now a standard agenda item at trustee meetings with the risk register, including financial risk, being reviewed and updated every six months.
E. Risk management
The Trustees have assessed the major risks to which the charity is exposed, in particular those related to the operations and finances of the charity, which are reviewed every six months, and are satisfied that systems and procedures are in place to mitigate our exposure to the major risks. In order to meet our obligations under the Charities Act 2011, we must submit full accounts the Charity Commission within ten months of the end of our financial year. This deadline has been met for each of our annual submission to the commission.
Our Financial Regulations Manual (last updated in 2019) identifies the role all staff have in effectively managing day to day finances, as well as outlining process such as cash handling, monthly banking, invoice processes, online banking etc. This ensures a consistent approach to our physical dealings with money and clear financial procedure.
In terms of budgetary management, we have an overall organisational budget completed on an annual basis. Each of our senior management team are given a budget for their area of work, with financial targets included in the relevant staff personal objectives.
We have external accountants (Askews) who produce monthly management reports to assess the financial risk of the charity which allows Theme managers to report on any variances between budget and actuals.
We have appointed part-time finance co-ordinator that oversees the inputting of all information into SAGE software accounting, allowing us to accurately monitor our income and expenditure, and performance against budgets for our different areas of work. Responsibility and accountability for monitoring and managing budgets sits with our senior management team and financial targets and reporting on budgets forms part of our appraisal, 1:1 supervision Framework and quarterly reporting mechanisms.
Organisational Changes
The financial implications for the charity with grants coming to an end has been minimised, primarily through the Trustees/Head of Community maintaining a financial risk register and subsequently identifying and accessing new funds to continue the breadth of work undertaken by the charity.
A. Financial Risks
Every year, the organisation will undertake a financial risk review which considers the following:
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Operational Risks that may negatively influence financial performance
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A review of financial policies and procedures (as outlined within the Financial Regulations Manual)
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Funding risk register (twice-yearly) to identify risks associated with grant fundraising streams and
steps to mitigate those risks
The financial risk review forms part of the wider charity risk management process, which is monitored through an Organisational Risk Register. This document is designed around the Charity Commission best practice guidance on managing risk within charities and is managed, monitored and reviewed by the Directors, with Risk being a standard agenda item at each trustee meeting.
B. Governance and Leadership
The Head of Community is accountable to the Board of Trustees that meets as a minimum on a quarterly basis (minimum total of four meetings plus AGM each year). Trustees come from a variety of sport, business, marketing and community backgrounds, providing a varied skill set to assist the organisations management.
As well as accountability to the Board of Trustees, every year we go through an assessment by the English Football League Trust and Premier League Charitable Fund called 'CCOP-Capability Code of Practice'. This specification sets out the required standards across 14 key areas.
The process identifies where our organisation is meeting minimum standards and where we are working towards achieving excellence. The minimum standards have been drawn from existing government guidance, the Charity Commission, industry best practice and Premier League requirements. In some cases, existing guidance has been tailored to the specific context of football club community organisations.
C. Quality and Impact
We have a strong commitment to quality across all areas of our organization - including in the way that we are run and in our project delivery. We are often asked to be part of working groups to support the ongoing development of projects - particularly those within the Club Community Organisation (CCO) network.
We have clear hard and soft outcomes identified for each of our projects and activities, as well as a range of tools and resources that allow us to demonstrate the benefit of our work. These tools are a combination of those that we developed internally, adopted academic methodologies, or established health and education industry frame works. (see 2018 Impact Report)
D. Public Benefit
The Trustees have each received the Charity Commissions guidelines on public benefit and this forms part of the induction pack for new Trustees.
The charity uses the brand of Coventry City Football Club to help achieve its mission of helping people to take part in a physically active, healthy and informed lifestyle, whilst providing an environment that encourages learning, personal development and personal achievement.
Objectives and activities
A. Policies and objectives
The principal object of the charity, in accordance with its memorandum of association, is to promote community participation in healthy recreation through football and other sports for the benefit of the public across Coventry and Warwickshire. In the furtherance of this object the directors, as the charity trustees, have complied with the duty in Section 17 of the Charities Act 2011 to have due regard to the Charity Commission's published general and relevant sub-sector guidance concerning the operation of the Public Benefit requirement under the act.
Objectives
– Increasing our levels of unrestricted income through services we provide, fundraising and sponsorship
– Expanding our commissioned and consortium income portfolio, cementing our position as a 'go to' organisation for community engagement and delivery of the Strategic Plan 2020 - 2023
– Providing pathways for our beneficiaries that maximises their 'journey' opportunities with us and to focus our offer, understanding what we are good at and not trying to be all things to everyone
– Maximising our unique selling points to increase our market appeal to customers, partners, funders and wider stakeholders
– Ensuring all of our programmes and activities are financially self-sufficient
The work of Sky Blues in the Community is underpinned by several company values. These company values inform how we operate, communicate and conduct ourselves daily. Our values are to:
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Enjoy what we do
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Deliver our services to the highest standards
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Exceed expectations
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Be open and transparent
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Learn from, and share best practice
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Be professional
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Provide an excellent experience
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Work in partnership
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Be honest, trustworthy and act with integrity
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Innovative
Activities for achieving objectives
The significant activities for achieving the objectives are:
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To increase the opportunity for residents of Coventry and Warwickshire to participate in football and other sports, for a more physically active lifestyle.
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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.
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To promote participation in healthy activities, through providing facilities for the playing of football and other sports, whilst improving health and awareness through a variety of mediums.
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To advance the education and learning of children, young people, and adults by promoting accredited training and personal development opportunities.
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Working in partnership with key local, regional and national organisations to allow the company to achieve its charitable objectives and the listed activities.
Achievements and performance
David Busst, Head of Community
2020 has been a monumental year not just for Sky Blues in the Community but the whole nation in dealing and living with Covid 19 and the restrictions that impacted on the delivery of our activities and programmes. We had to find new ways to work to comply with coronavirus and also meet the needs of the community through the funded projects allowing us to create an impact through our targeted, innovative work. We have a passionate and dedicated team working endlessly to make a difference in our community and through the use of sport we hope to succeed in changing the lives of people who deserve it most.
2019 saw us step into the world of National Citizen Service-and towards the end of the year we took 45 young people from Coventry College onto our inaugural NCS programme to improve social cohesion, mobility and engagement, with activities ranging from outward bound courses to improve life skills, self-esteem and team work and introduce people to social action and understanding about where they fit into the communities they live in.
Working in partnership still remains our key focus which enables us to impact on the needs of our community and make a difference across Coventry and Warwickshire. Without the continued support of key partners-CCFC, Premier League Charitable Fund, EFL Trust, Moat House Community Trust, Coventry City Council, Children in Need, Big Lottery, Sport England, Football Foundation and West Midlands Police to name a few we would be unable to achieve the impact SBITC has had in 2019. JHLF-we opened our second bursary of £5,500 (Mar 2020) for local community groups which required financial support to deal with Covid-19 Thanks Kids and Henley Grub Hub detail
Thank you to Coventry City Football Club for allowing us to represent the badge and for their ongoing support in all aspects of the charity's work. We are privileged to be in the position we are in and have the ability to use the platform to benefit our city and make a difference through an array of outstanding projects. Our mission statement 'use the reach and appeal of CCFC to make a difference to the lives of people across Coventry and Warwickshire' is underpinned by our core values.
PL Sport and Core Activities
Premier League Primary Stars (PLPS)
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2020 resulted in us creating a new delivery plan for PLPS with an increased amount of delivery in small groups due to social distancing requirements. Therefore, new lesson plans were created with the support of the FA and Premier League Charitable Fund.
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A new social action programme was implemented for Primary children on how they can improve their own and others mental health during the pandemic e.g. letter to grandparents, help parents unpack shopping etc.
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A greater amount of online calls through Microsoft Teams and Zoom, networking with other CCO's to highlight areas of best practice and improvement which resulted in improved CPD for our coaches and consequently better quality delivery.
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Due to the anticipated lockdown around Christmas, we delivered in many more PLPS schools than usual to ensure we were still on track to reach all KPI's including working with 25 teachers, 50 classes, 6 social action projects and PSHE/Numeracy/Literacy interventions.
Joy of Moving
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Joy of Moving was delivered in schools but at a reduced capacity due to the school guidance in place during the Winter term.
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A Joy of Moving 'Winter Games' was delivered in partnership with the EFL Trust. Due to being in Lockdown for the summer and not being able to deliver in schools, we created an 'online workbook' full of games and activities which families could access and participate in at home.
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Over 20 schools and 8000 children were able to access the workbook around Coventry and Warwickshire, with a significant amount of participation and positive feedback received.
PPA/LTC/ASC
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PPA is an area in which schools significantly appreciated our help and support. As teachers and class bubbles were off with isolation, schools were often left short staffed. Therefore, we had an increased demand of PPA delivery in Clifford Bridge, Sowe Valley and St Osburgs Primary Schools.
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ASC's were the area most affected due to government/FA guidelines and school bubble requirements. As a result, we had to be innovative and change our delivery plan through the use of more LTC's where children could participate in their school year group bubbles. Overall, we delivered less ASC's but our LTC provision increased.
Holiday Camps
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We changed the timings of the day at our Bedworth Oval and Alan Higgs courses due to COVID guidelines and the difficulty of supervision around lunch times/the number of children we could supervise whilst maintaining social distancing.
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Therefore, we combined camps with PDC at the Bedworth Oval, Alan Higgs and Blue Coat, with 5-9 year olds in the morning and 10-12 year olds in the afternoon.
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We had a good number of children attending, providing sporting activities for children of all ages, fitness levels, sporting experience and abilities.
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We designed the camps to ensure they were always fun, whilst challenging any players who wanted to progress (e.g. to PDC) with appropriate activities.
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Overall, the camps were well received and will be reviewed again in early 2021 to decide the most appropriate delivery plan moving forwards.
Health
At Sky Blues in the Community, one of our main aims is to improve the health and wellbeing of our participants. This includes improving the quality of life for individuals with mental and physical difficulties, increasing life expectancy of the older generation through sport and reducing the use of health and social services. We offer a range of programmes which target the entire population and improve the lifestyles of all members of the community.
Men-Talk
Men Talk is a five-year project developed by Sky Blues in the Community (SBitC) that aims to support 1600 men aged 25-64, resident in Coventry and Warwickshire with their emotional health and well-being. This will be delivered via one to one support, group physical activity and classroom-based workshops in a non-clinical environment.
Overall, the aim of this project is to improve men's mental health and well-being by increasing their resilience to deal with issues constructively, encouraging them to choose healthy lifestyle choices and decreasing their sense of isolation through participation in group activities. Beneficiaries will be able to develop new skills, social connections and a positive mindset. This project will support 1,600 men in total, resident in Coventry and Warwickshire.
The outcomes of this project are:
– Men showing increased resilience through engagement in intervention courses.
– Men adopting positive life outcomes through engagement in the intervention.
– Men building stronger relationships as a result of the maintenance interventions.
Due to COVID-19, Sky Blues in the Community had to review their delivery of Men Talk. Consequently, SBitC opted to deliver the project virtually, using Zoom. As the initial plan for Men Talk was to have a physical activity session (90 mins) and a Mental Health Workshop (30 mins) there had to be some adjustments made for this new virtual offer. Consequently, the Men Talk sessions mainly consisted of psychoeducation and longer Mental Health Workshop discussions.
Education
Facilities
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Due to the ongoing closures of facilities over the past year we have been adapting to COVID-19 and have been successful with 2 x grants to ensure that we can restart safely and ensure that we have all of the safety measures in place to re-open. Both grants have been awarded from the Football Foundation Return to Football Fund.
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Sky Blues in the Community have continued to support and advise Football Foundation sites and have specifically supported by providing guidance with re-opening centres and ensuring that the sites are COVID safe and ready to return.
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We have created new Risk Assessments and Safety procedures to ensure that we are meeting all guidance requirements set by the government and County FA.
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We have been successful in securing Football Foundation bid for President Kennedy School.
Education - NCS
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Summer 2020 programmes were cancelled for all young people however we still were able to provide support young people by offering a Keep Doing Good Programme in Summer 2020 - supporting the local community to bounce back.
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In the height of the second lockdown we were able to deliver 2 x NCS Autumn programmes in November with Coventry College with restrictions that we were unable to leave site, social distancing
etc
we did however exceed our original contract places by double.
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59 Young People in total signed up to our NCS Autumn Programmes with Coventry College during November 2020 and out of this cohort 54 Young People graduated through the programme.
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We were able to offer 1856 volunteer hours for Young People who have been delivering Social Action projects helping to rebuild their local communities.
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We have provided school support sessions between October 2020 - December 2020 providing workshops focusing on Independent Living and Employability Skills working with 16 young people and have helped young people through the pandemic.
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We have 10 NCS Graduates who attend our NCS Local Action Group who meet once a month. The Graduates are currently working hard on running local projects to help the local community with their first project working in partnership with West Midlands Police and the Violence Reduction Unit.
Education - Football Education Programme
We have continued to support Coventry College through the pandemic providing training sessions whist we were unable to participate in fixtures. During school closures we have been working with the team providing virtual training sessions/skills and drills to keep the players match fit and engaged.
We have created new Risk Assessments and Safety procedures to ensure that we are meeting all guidance requirements set by the government and County FA and so that sessions can continue.
Education - You vs Train
We have continued to educate young people on the dangers of railway safety especially during the
pandemic - we have been working hard with Network Rail and the EFL Trust to ensure that key messages are still getting across to Young People around the dangers of the railway tracks. Engaging in total with 164 young people
Education - Kick Start
To help support with unemployment following the pandemic we will be offering positions for the Kick Start Scheme, we will be supporting 16-24 year olds, who are claiming Universal Credit, and are at risk of long term unemployment to get themselves back in to work for 6 months - starting in 2021.
Inclusion
PREMIER LEAGUE KICKS AND PREMIER LEAGUE TARGETED
The Premier League Kicks and Premier League Kicks Targeted is the Premier League's flagship programme which provides opportunities for underprivileged and disadvantaged children using the power of football and sport. The project inspires young people in some of the most high-need areas of Coventry and Warwickshire. We engage youngsters in constructive activities, including a wide variety of sports, coaching, music and educational and personal development sessions, Volunteering and job opportunities.
Over the last year during the pandemic, the programme has continued delivery in a slightly different way to support the community. The global pandemic can affect our mental and physical health - and that's without even catching the virus. So it was important for us to make sure we provided opportunities to continue to exercise the mind, not just the body and to encourage young people and families to continue to stay positive despite the challenges that come our way.
The programme was quick to work with its existing partners Moat House Community Trust to help provide delivery of food packages, activity packs for families in need and for those that was isolating within the community, over 200-300 packages are delivered weekly.
We did and don't know what the future holds or how long schools would stay closed. But, we tried to shape each day to be positive, creative, exciting and rewarding. We did this by continuing opportunities to keep engaged with young people through online organised PlayStation and Xbox FIFA Tournaments, Sports Leadership qualifications, Youth Voice groups, delivery of a Coercive control programme in partnership with the Violent reduction unit, weekly wellbeing sessions and activities and also question and answers with guests speakers.
Disability
Our disability programme which offers a chance for young people with disabilities to represent Coventry City FC in a league across a variety of sports. Using the reach of Coventry City FC, this project gives children who often get over-looked in the competitive sporting community a feeling of belonging. School coaching, Holiday camps and football teams have all been created. Not only do we offer opportunities to children across the city but also respite to parents of SEN children who provide 24-hour support to their loved ones. Parents feel at ease when dropping their children off at a session - knowing that they are in professional, compassionate and trustworthy hands.
During the pandemic and lockdown we continued to support SEND schools with weekly PE and wellbeing sessions, and also provided through our Premier league Kicks sessions online wellbeing sessions, weekly check in sessions. Quizzes was also organised for parents, this gave an opportunity for parents to discuss and share their experiences of lockdown and staff supported the parents and participants through this difficult period.
TURN 2 US
The award-winning Family Holiday food Programme in partnership with the Moat House Community Trust, offers those who are on free school meals the chance to maintain a healthy diet when their families may not be able to afford to feed the extra mouths. The project also includes activities and sports throughout the day. The holidays should be something to look forward to, but sadly for some families that isn't always the case, the project a day can see around a 100 families a day that continued the need for support.
During the pandemic as well as the weekly support to families with food packages deliveries, Holiday activities at Christmas continued in partnership with the Premier League Charitable fund and Marcus
Rashford engaging families to be active and families receiving food parcels.
CYRILLE REGIS LEGACY TRUST
2020 Seen Sky Blues in the Community continued being part of the Cyrille Regis 'The Strike A Change programme' the programme is the inaugural initiative of the Cyrille Regis Legacy Trust, set up by members of Cyrille's family to continue the community projects close to his heart, particularly the mentoring of youngsters from a difficult life environment, which was a central part of his life. Strike A Change is a collaboration between the Cyrille Regis Legacy Trust and the charitable foundations at at Coventry City, West Bromwich Albion, Aston Villa, Wolverhampton Wanderers, Birmingham City and Walsall. Aimed at 14-15-year-olds who demonstrate a passion for football but are considered to be disengaged within their school or community.
During the pandemic staff delivered online leadership sessions as well as arranging guest speakers such as footballer Curtis Davies for the young people to ask questions and receive advice and support.
CHILDREN IN NEED
Children in need project supports the local community delivering holiday activities for young people within 10 areas of the city. The project deliveries a wide range activities and wellbeing sessions for young people aged 8-18 year olds. The project is also linked in with our Holiday Hunger programme Turn2Us so participants will not only receive activities but also provided with a hot meal or a food package.
During the pandemic the project continued to work with young people and families online and with food packages for those that required support.
WEST MIDLANDS POLICE VRU (VIOLENT REDUCTION UNIT)
During 2020 we delivered a variety of programmes in partnership with the VRU. During school holidays and evenings during term times venues and areas was identified for delivery of activities for young people. These sessions consisted of Multi-sport, Leadership and volunteering.
We also during lockdown delivered a Coercive control sessions for a 10 week online course for young people that was identified within college and also attending Premier League Kicks Sessions. The project has been a huge success and is now looking to be rolled out across the city.
ACCELERATE
Accelerate project has been delivering online for majority of 2020 due to the pandemic. The programme is aimed at delivering completely FREE for adults (18+) who are unemployed or economically inactive (out of work/unable to work). The programme offers CV writing, Sport Leadership qualification, wellbeing sessions, Financial management advice and support.
Player Development Centres
Our PDC programme provides an opportunity for young players between the age group of U6-Open age to benefit from advanced football coaching delivered by FA level 2 & 3 coaches. The project aims to encourage all players, no matter their ability, to reach their full potential.
In 2020, we have registered over 600 players into our PDC player pathway. We have 26 league teams, plus over 30 development groups who train weekly. On an average Saturday we will have over 400 players taking part in games which is fantastic. The programme gives children the opportunity to get noticed at a professional level as well as giving less confident/able players the ability to develop. We are proud that over 50 players from PDC have had trials to the Coventry City Academy, with 10 being offered scholarships in 2020. This takes us to over 134 players signing academy contracts since we set the PDC initiative up.
To keep in-line with our quality assurance and professional charity attributes, SBitC employ Sport and Exercise Science graduates to provide fitness testing for all PDC league teams and create a Player Development Pack to support players to reach their full potential.
Saturday Club
Our Saturday Club is a FUN introduction to football based at the Alan Higgs Sports Centre. It is open to boys and girls from Key Stage 1 & 2.
Social / Walking Football
We have 6 sessions per week. 3 of these are daytime sessions aimed at Over 50's. We have two evening based sessions which are open age group and we run one session per week to support
participants that are going through or been through cancer.
Covid Restrictions
Unfortunately Covid has had a big impact on football development and during the 3 lockdowns we haven't been able to deliver any practically sessions. We have made sure we have stayed in touch with all participants during these challenging times and arranged weekly challenges, support calls and weekly catch up Zoom calls.
Jimmy Hill Legacy Fund
The Jimmy Hill legacy Fund is a fundraising initiative in order to provide opportunities to improve the quality of life for those who needs it most, in memory of the late Jimmy Hill OBE. Jimmy Hill played a huge role during his time with Coventry City, a period which saw him take the positions of Manager, Managing Director and Chairman of the club driving the 'Sky Blue Revolution' in the 1960s and 1970s. Jimmy Hill's success had a huge impact on the city of Coventry and the Legacy fund will provide a a fitting tribute in his memory, supporting a number of causes that were close to his heart. The causes that will benefit from the Legacy Fund are:
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To provide activities for children and adults with disabilities (through activities run by Sky Blues in the Community)
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To provide opportunities for disadvantaged children and young people in Coventry and Warwickshire (delivered by Sky Blues in the Community)
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Support and increase the activities on match days in the Sky Blues Family Zone (run by volunteers)
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To provide small grant awards to local voluntary and community organisations
Financial review
A. Going Concern
After making appropriate enquiries, the trustees have a reasonable expectation that the charity has adequate resources to continue in operation existence for the foreseeable future. For this reason, they continue to adopt the going concern basis in preparing the financial statements.
B. Financial review
The charity generated a surplus of £129,154 (2019 - £158,614) in the financial year. At the year end, the charity has restricted reserves of £52,500 and unrestricted reserves of £586,397. The cash at bank balance has increased from £375,894 in 2019 to £710,420 in 2020.
C. Principal Risks and Uncertainties
The principal risk faced by the charity is the potential loss of funding and decrease in numbers for paid for activities. However, continued partnership working has seen us cement 17 new funding opportunities alongside the increased participation in 2019 for our paid for services.
D. 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 months full cost recovery model.
The trustees consider that reserves at this level will ensure that, in the event of a significant drop income, they will be able to continue the charity's current activities whilst consideration is given to ways in which additional funds may be raised.
E. 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 2019, those funders included:
-
BBC Children in Need
-
Big Lottery Fund (Reaching Communities)
-
Birmingham County FA
-
Coventry City FC
-
Coventry City Council
-
CSW Sport
-
English Football league
-
English Football league Trust
-
European Social Fund (and Big Lottery Fund)
-
Ferrero
-
Football Foundation
-
Sharp Business Solutions
-
Mind
-
Moat House Community Trust
-
Sport England
-
The PFA
-
The Football Association
-
The Premier League Charitable Fund
-
The Premier League
-
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.
Plans for future periods
Future Developments
The start of 2020 saw us produce a new Business Plan and Executive Summary for 2020-23. It was recognised that there is a need to diversify and increase the amount of unrestricted funds, so the organisation does not become over-reliant on grant income.
With a strengthening relationship year on year and with 'utilising the reach and appeal of Coventry City Football Club' at the heart the charity's mission statement, 2019 aims to see a representative from Coventry City Football Club join the Board of Trustees.
2020 saw Sky Blues in the Community explore the Premier League & The FA Facilities Fund - focused on supporting the development of new or refurbished local football facilities in partnership with President Kennedy Secondary School, improving the experience of playing the national game at the lowest levels, and helping to increase participation in football across the country. The grant fund offer was made in October 2020 and subject to dual leases being agreed building work would commence in 2021.
Trustees' responsibilities statement
The trustees', who are also directors for the purposes of company law, are responsible for preparing the trustees' report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally accepted accounting practice). Company Law requires the charity trustees to prepare financial statements for each year which give a true and fair view of the of the charitable company and the incoming resources and application of resources, including the income and expenditure, for that period. In preparing these financial statements, the trustees are required to: - Select suitable accounting policies and then apply them consistently. - Observe the methods and principles in the applicable Charities Sorp. - Make judgements and accounting estimates that are reasonable and prudent. - Prepare the financial statements on the going concern basis unless it is appropriate to presume that the charity will continue in business. The trustees are responsible for keeping adequate accounting records that are enough to show and explain the charity's transactions and disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
Auditor
Each of the persons who is a trustee at the date of approval of this report confirms that:
-
so far as they are aware, there is no relevant audit information of which the charity's auditor is unaware; and - they have taken all steps that they ought to have taken as a trustee to make themselves aware of any relevant audit information and to establish that the charity's auditor is aware of that information.
Small company provisions
This report has been prepared in accordance with the provisions applicable to companies entitled to the small companies exemption.
The trustees' annual report was approved on
8 June 2021
and signed on behalf of the board of trustees by:
Sky Blues In The Community
|
|
Company Limited by Guarantee
|
|
Independent Auditor's Report to the Members of
Sky Blues In The Community
|
|
Year ended 31 December 2020
Opinion
We have audited the financial statements of Sky Blues In The Community (the 'charity') for the year ended 31 December 2020 which comprise the statement of financial activities (including income and expenditure account), statement of financial position, statement of cash flows and the related notes, 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, including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). In our opinion the financial statements: - give a true and fair view of the state of the charity's affairs as at 31 December 2020 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; - 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 auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the charity 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 charity's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.
Other information
The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information. 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 there is a material misstatement in the financial statements or a material misstatement of the other information. 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 trustees' report for the financial year for which the financial statements are prepared is consistent with the financial statements; and
-
the trustees' report has been prepared in accordance with applicable legal requirements.
Matters on which we are required to report by exception
In the light of the knowledge and understanding of the 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 trustees' responsibilities statement, the trustees (who are also the directors 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 charity'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 charity or to cease operations, or have no realistic alternative but to do so.
Auditor's 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 an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below: 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.
Use of our report
This report is made solely to the charity'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 charity's members those matters we are required to state to them in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and the charity's members as a body, for our audit work, for this report, or for the opinions we have formed.
Peter Georgiades FCA
|
(Senior Statutory Auditor)
|
|
For and on behalf of
|
Flint & Thompson Limited
|
Chartered accountants & statutory auditor
|
1325A Stratford Road
|
Hall Green
|
Birmingham
|
West Midlands
|
England
|
B28 9HH
|
|
8 June 2021
Sky Blues In The Community
|
|
Company Limited by Guarantee
|
|
Statement of Financial Activities
|
(including income and expenditure account)
|
|
Year ended 31 December 2020
|
2020
|
2019
|
|
Unrestricted funds
|
Restricted funds
|
Total funds
|
Total funds
|
Note
|
£
|
£
|
£
|
£
|
|
|
|
|
|
Income and endowments
Donations and legacies
|
5
|
296,246
|
448,057
|
744,303
|
1,174,653
|
Investment income
|
6
|
128
|
–
|
128
|
90
|
|
---------
|
---------
|
---------
|
------------
|
Total income
|
296,374
|
448,057
|
744,431
|
1,174,743
|
|
---------
|
---------
|
---------
|
------------
|
|
|
|
|
|
|
Expenditure
Expenditure on charitable activities
|
7,8
|
194,720
|
420,557
|
615,277
|
1,016,129
|
|
---------
|
---------
|
---------
|
------------
|
Total expenditure
|
194,720
|
420,557
|
615,277
|
1,016,129
|
|
---------
|
---------
|
---------
|
------------
|
|
|
|
|
|
|
|
---------
|
---------
|
---------
|
------------
|
Net income and net movement in funds
|
101,654
|
27,500
|
129,154
|
158,614
|
|
---------
|
---------
|
---------
|
------------
|
|
|
|
|
|
Reconciliation of funds
Total funds brought forward
|
484,743
|
25,000
|
509,743
|
351,129
|
|
---------
|
---------
|
---------
|
------------
|
Total funds carried forward
|
586,397
|
52,500
|
638,897
|
509,743
|
|
---------
|
---------
|
---------
|
------------
|
|
|
|
|
|
The statement of financial activities includes all gains and losses recognised in the year.
All income and expenditure derive from continuing activities.
Sky Blues In The Community
|
|
Company Limited by Guarantee
|
|
Statement of Financial Position
|
|
31 December 2020
Fixed assets
Tangible fixed assets
|
13
|
19,650
|
17,860
|
|
|
|
|
Current assets
Stocks
|
14
|
14,201
|
7,558
|
Debtors
|
15
|
87,806
|
207,737
|
Cash at bank and in hand
|
710,420
|
375,894
|
|
---------
|
---------
|
|
812,427
|
591,189
|
|
|
|
|
Creditors: amounts falling due within one year
|
16
|
193,180
|
99,306
|
|
---------
|
---------
|
Net current assets
|
619,247
|
491,883
|
|
---------
|
---------
|
Total assets less current liabilities
|
638,897
|
509,743
|
|
---------
|
---------
|
Net assets
|
638,897
|
509,743
|
|
---------
|
---------
|
|
|
|
|
Funds of the charity
Restricted funds
|
52,500
|
25,000
|
Unrestricted funds
|
586,397
|
484,743
|
|
|
---------
|
---------
|
Total charity funds
|
19
|
638,897
|
509,743
|
|
|
---------
|
---------
|
|
|
|
|
These financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies' regime.
These financial statements were approved by the
board of trustees
and authorised for issue on
8 June 2021
, and are signed on behalf of the board by:
Sky Blues In The Community
|
|
Company Limited by Guarantee
|
|
Year ended 31 December 2020
Cash flows from operating activities
Net income
|
129,154
|
158,614
|
|
|
|
Adjustments for:
|
|
|
Depreciation of tangible fixed assets
|
3,882
|
3,675
|
Other interest receivable and similar income
|
(
128)
|
(
90)
|
Accrued income
|
(
5,102)
|
(
11,745)
|
|
|
|
Changes in:
|
|
|
Stocks
|
(
6,643)
|
2,925
|
Trade and other debtors
|
119,931
|
9,468
|
Trade and other creditors
|
98,976
|
(
12,966)
|
|
---------
|
---------
|
Cash generated from operations
|
340,070
|
149,881
|
|
|
|
Interest received
|
128
|
90
|
|
---------
|
---------
|
Net cash from operating activities
|
340,198
|
149,971
|
|
---------
|
---------
|
|
|
|
Cash flows from investing activities
Purchase of tangible assets
|
(
5,672)
|
(
8,451)
|
|
---------
|
---------
|
Net cash used in investing activities
|
(
5,672)
|
(
8,451)
|
|
---------
|
---------
|
|
|
|
Net increase in cash and cash equivalents
|
334,526
|
141,520
|
Cash and cash equivalents at beginning of year
|
375,894
|
234,374
|
|
---------
|
---------
|
Cash and cash equivalents at end of year
|
710,420
|
375,894
|
|
---------
|
---------
|
|
|
|
Sky Blues In The Community
|
|
Company Limited by Guarantee
|
|
Notes to the Financial Statements
|
|
Year ended 31 December 2020
1.
General information
The charity is a public benefit entity and a private company limited by guarantee, registered in England and Wales and a registered charity in England and Wales. The address of the registered office is Ricoh Arena, Judds Lane, Coventry, West Midlands, CV6 6GE.
2.
Statement of compliance
These financial statements have been prepared in compliance with FRS 102, 'The Financial Reporting Standard applicable in the UK and the Republic of Ireland', the Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (Charities SORP (FRS 102)) and the Companies Act 2006.
3.
Accounting policies
Basis of preparation
The financial statements have been prepared on the historical cost basis, as modified by the revaluation of certain financial assets and liabilities and investment properties measured at fair value through income or expenditure.
The financial statements are prepared in sterling, which is the functional currency of the entity.
Going concern
There are no material uncertainties about the charity's ability to continue.
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.
Fund accounting
Unrestricted funds are available for use at the discretion of the trustees to further any of the charity's purposes. Designated funds are unrestricted funds earmarked by the trustees for particular future project or commitment. Restricted funds are subjected to restrictions on their expenditure declared by the donor or through the terms of an appeal, and fall into one of two sub-classes: restricted income funds or endowment funds.
Incoming resources
All incoming resources are included in the statement of financial activities when entitlement has passed to the charity; it is probable that the economic benefits associated with the transaction will flow to the charity and the amount can be reliably measured. The following specific policies are applied to particular categories of income: - income from donations or grants is recognised when there is evidence of entitlement to the gift, receipt is probable and its amount can be measured reliably. - legacy income is recognised when receipt is probable and entitlement is established. - income from donated goods is measured at the fair value of the goods unless this is impractical to measure reliably, in which case the value is derived from the cost to the donor or the estimated resale value. Donated facilities and services are recognised in the accounts when received if the value can be reliably measured. No amounts are included for the contribution of general volunteers. - 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.
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.
Tangible assets
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 recognised gains and losses, unless it reverses a charge for impairment that has previously been recognised as expenditure within the statement of financial activities. A decrease in the carrying amount of an asset as a result of revaluation, is recognised in other recognised gains and losses, except to which it offsets any previous revaluation gain, in which case the loss is shown within other recognised gains and losses on the statement of financial activities.
Depreciation
Depreciation is calculated so as to write off the cost or valuation of an asset, less its residual value, over the useful economic life of that asset as follows:
|
Equipment
|
-
|
10% reducing balance
|
|
Computer Equipment
|
-
|
25% reducing balance
|
|
|
|
|
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 charity are assigned to those units.
Stocks
Stocks are measured at the lower of cost and estimated selling price less costs to complete and sell. Cost includes all costs of purchase, costs of conversion and other costs incurred in bringing the stock to its present location and condition.
Financial instruments
A financial asset or a financial liability is recognised only when the charity 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. 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 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 the statement of financial activities, with the exception of hedging instruments in a designated hedging relationship.
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.
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 an expense in the period in which it arises.
4.
Limited by guarantee
The charity is a company limited by guarantee. The members of the company are the Trustees named on page 1. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £10 per member of the charity.
5.
Donations and legacies
|
|
Unrestricted Funds
|
Restricted Funds
|
Total Funds 2020
|
|
|
£
|
£
|
£
|
|
|
|
|
|
Donations
|
Income from charitable activities
|
296,246
|
448,057
|
744,303
|
|
|
---------
|
---------
|
---------
|
|
|
|
|
|
|
|
Unrestricted Funds
|
Restricted Funds
|
Total Funds 2019
|
|
|
£
|
£
|
£
|
|
|
|
|
|
Donations
|
Income from charitable activities
|
562,443
|
612,210
|
1,174,653
|
|
|
---------
|
---------
|
------------
|
|
|
|
|
|
6.
Investment income
|
|
Unrestricted Funds
|
Total Funds 2020
|
Unrestricted Funds
|
Total Funds 2019
|
|
|
£
|
£
|
£
|
£
|
|
Bank interest receivable
|
128
|
128
|
90
|
90
|
|
|
----
|
----
|
----
|
----
|
|
|
|
|
|
|
7.
Expenditure on charitable activities by fund type
|
|
Unrestricted Funds
|
Restricted Funds
|
Total Funds 2020
|
|
|
£
|
£
|
£
|
|
Activities within the community
|
116,305
|
420,557
|
536,862
|
|
Support costs
|
78,415
|
–
|
78,415
|
|
|
---------
|
---------
|
---------
|
|
|
194,720
|
420,557
|
615,277
|
|
|
---------
|
---------
|
---------
|
|
|
|
|
|
|
|
Unrestricted Funds
|
Restricted Funds
|
Total Funds 2019
|
|
|
£
|
£
|
£
|
|
Activities within the community
|
305,444
|
612,210
|
917,654
|
|
Support costs
|
98,475
|
–
|
98,475
|
|
|
---------
|
---------
|
------------
|
|
|
403,919
|
612,210
|
1,016,129
|
|
|
---------
|
---------
|
------------
|
|
|
|
|
|
8.
Expenditure on charitable activities by activity type
|
Activities undertaken directly
|
Support costs
|
Total funds 2020
|
Total fund 2019
|
|
£
|
£
|
£
|
£
|
|
Activities within the community
|
536,862
|
67,870
|
604,732
|
1,003,649
|
|
Governance costs
|
–
|
10,545
|
10,545
|
12,480
|
|
|
---------
|
--------
|
---------
|
------------
|
|
|
536,862
|
78,415
|
615,277
|
1,016,129
|
|
|
---------
|
--------
|
---------
|
------------
|
|
|
|
|
|
|
9.
Analysis of support costs
|
Activities within the community
|
Total 2020
|
Total 2019
|
|
£
|
£
|
£
|
|
Premises
|
13,493
|
13,493
|
13,697
|
|
Communications and IT
|
6,274
|
6,274
|
6,873
|
|
General office
|
16,911
|
16,911
|
26,944
|
|
Governance costs
|
10,544
|
10,544
|
12,481
|
|
Legal and Professional Fees
|
31,192
|
31,192
|
38,478
|
|
|
--------
|
--------
|
--------
|
|
|
78,414
|
78,414
|
98,473
|
|
|
--------
|
--------
|
--------
|
|
|
|
|
|
10.
Net income
Net income is stated after charging/(crediting):
|
2020
|
2019
|
|
£
|
£
|
Depreciation of tangible fixed assets
|
3,882
|
3,675
|
Fees payable for the audit of the financial statements
|
10,545
|
12,480
|
|
--------
|
--------
|
|
|
|
11.
Staff costs
The total staff costs and employee benefits for the reporting period are analysed as follows:
|
2020
|
2019
|
|
£
|
£
|
Wages and salaries
|
346,329
|
588,784
|
Social security costs
|
27,415
|
40,868
|
Employer contributions to pension plans
|
10,622
|
12,991
|
|
---------
|
---------
|
|
384,366
|
642,643
|
|
---------
|
---------
|
|
|
|
The average head count of employees during the year was
45
(2019:
50
). The average number of full-time equivalent employees during the year is analysed as follows:
|
2020
|
2019
|
|
No.
|
No.
|
Number of staff - Salaried
|
22
|
35
|
Number of staff - Casual
|
23
|
15
|
|
----
|
----
|
|
45
|
50
|
|
----
|
----
|
|
|
|
No employee received employee benefits of more than £60,000 during the year (2019: Nil).
12.
Trustee remuneration and expenses
No Trustee received remuneration or benefits amounting to more than £70,000 in either year. Total remuneration for key personnel amounted to £50,000 (2016 £86,175).
13.
Tangible fixed assets
|
Equipment
|
Computer Equipment
|
Total
|
|
£
|
£
|
£
|
Cost
|
|
|
|
At 1 January 2020
|
16,851
|
31,638
|
48,489
|
Additions
|
–
|
5,672
|
5,672
|
|
--------
|
--------
|
--------
|
At 31 December 2020
|
16,851
|
37,310
|
54,161
|
|
--------
|
--------
|
--------
|
Depreciation
|
|
|
|
At 1 January 2020
|
11,390
|
19,239
|
30,629
|
Charge for the year
|
546
|
3,336
|
3,882
|
|
--------
|
--------
|
--------
|
At 31 December 2020
|
11,936
|
22,575
|
34,511
|
|
--------
|
--------
|
--------
|
Carrying amount
|
|
|
|
At 31 December 2020
|
4,915
|
14,735
|
19,650
|
|
--------
|
--------
|
--------
|
At 31 December 2019
|
5,461
|
12,399
|
17,860
|
|
--------
|
--------
|
--------
|
|
|
|
|
14.
Stocks
|
2020
|
2019
|
|
£
|
£
|
Finished goods and goods for resale
|
14,201
|
7,558
|
|
--------
|
-------
|
|
|
|
15.
Debtors
|
2020
|
2019
|
|
£
|
£
|
Trade debtors
|
62,240
|
113,376
|
Prepayments and accrued income
|
25,566
|
94,181
|
Other debtors
|
–
|
180
|
|
--------
|
---------
|
|
87,806
|
207,737
|
|
--------
|
---------
|
|
|
|
16.
Creditors:
amounts falling due within one year
|
2020
|
2019
|
|
£
|
£
|
Trade creditors
|
14,280
|
11,574
|
Accruals and deferred income
|
177,295
|
86,829
|
Other creditors
|
1,605
|
903
|
|
---------
|
--------
|
|
193,180
|
99,306
|
|
---------
|
--------
|
|
|
|
17.
Deferred income
|
2020
|
2019
|
|
£
|
£
|
At 1 January 2020
|
75,695
|
56,354
|
Amount released to income
|
(75,695)
|
(56,354)
|
Amount deferred in year
|
171,263
|
75,695
|
|
---------
|
--------
|
At 31 December 2020
|
171,263
|
75,695
|
|
---------
|
--------
|
|
|
|
18.
Pensions and other post retirement benefits
Defined contribution plans
The amount recognised in income or expenditure as an expense in relation to defined contribution plans was £
10,622
(2019: £
12,991
).
19.
Analysis of charitable funds
Unrestricted funds
|
At 1 January 2020
|
Income
|
Expenditure
|
Transfers
|
At 31 December 2020
|
|
£
|
£
|
£
|
£
|
£
|
General funds
|
484,743
|
296,374
|
(194,720)
|
–
|
586,397
|
|
---------
|
---------
|
---------
|
----
|
---------
|
|
|
|
|
|
|
|
At 1 January 2019
|
Income
|
Expenditure
|
Transfers
|
At 31 December 2019
|
|
£
|
£
|
£
|
£
|
£
|
General funds
|
351,129
|
562,533
|
(403,919)
|
(25,000)
|
484,743
|
|
---------
|
---------
|
---------
|
--------
|
---------
|
|
|
|
|
|
|
Restricted funds
|
At 1 January 2020
|
Income
|
Expenditure
|
Transfers
|
At 31 December 2020
|
|
£
|
£
|
£
|
£
|
£
|
Restricted Fund
|
25,000
|
448,057
|
(420,557)
|
–
|
52,500
|
|
--------
|
---------
|
---------
|
----
|
--------
|
|
|
|
|
|
|
|
At 1 January 2019
|
Income
|
Expenditure
|
Transfers
|
At 31 December 2019
|
|
£
|
£
|
£
|
£
|
£
|
Restricted Fund
|
–
|
612,210
|
(612,210)
|
25,000
|
25,000
|
|
----
|
---------
|
---------
|
--------
|
--------
|
|
|
|
|
|
|
20.
Analysis of net assets between funds
|
Unrestricted Funds
|
Total Funds 2020
|
|
£
|
£
|
|
Tangible fixed assets
|
19,651
|
19,651
|
|
Current assets
|
812,428
|
812,428
|
|
Creditors less than 1 year
|
(193,182)
|
(193,182)
|
|
|
---------
|
---------
|
|
Net assets
|
638,897
|
638,897
|
|
|
---------
|
---------
|
|
|
|
|
|
Unrestricted Funds
|
Total Funds 2019
|
|
£
|
£
|
|
Tangible fixed assets
|
17,861
|
17,861
|
|
Current assets
|
591,189
|
591,189
|
|
Creditors less than 1 year
|
(99,307)
|
(99,307)
|
|
|
---------
|
---------
|
|
Net assets
|
509,743
|
509,743
|
|
|
---------
|
---------
|
|
|
|
|
21.
Analysis of changes in net debt
|
At 1 Jan 2020
|
Cash flows
|
At 31 Dec 2020
|
|
£
|
£
|
£
|
Cash at bank and in hand
|
375,894
|
334,526
|
710,420
|
|
---------
|
---------
|
---------
|
|
|
|
|
22.
Operating lease commitments
The total future minimum lease payments under non-cancellable operating leases are as follows:
|
2020
|
2019
|
|
£
|
£
|
Not later than 1 year
|
11,712
|
13,389
|
Later than 1 year and not later than 5 years
|
8,298
|
20,010
|
|
--------
|
--------
|
|
20,010
|
33,399
|
|
--------
|
--------
|
|
|
|