“We would like to express our sincere thanks to all of our staff, funders and partners who have been crucial to delivering these results.

Mike Parker - Chairman, Street League & Matt Stevenson-Dodd - Chief Executive, Street League

Thank you for taking the time to read our Annual Report.

We are really pleased to say we’ve had another great year at Street League.

  • We’ve seen the number of young people progressing from our programmes into work, education and training grow by 21% to 1553 from 1281 last year.
  • This 21% growth in outcomes was achieved with only 7% increase in expenditure (£5.28m to £5.65m), showing that we are scaling up our social impact efficiently.
  • We continued to support the majority (63%: 982/1553) of young people into an employment outcome, which is our ambition, and our six-month sustainment rate improved to 59% (579/982 vs. 55% last year) with more in-work support provided and strengthened employer partnerships.
  • We successfully piloted a new ‘fitness’ programme, which took a more individual approach and became our third sports offer in addition to football and dance-fit.
  • We’ve also opened a brand new Street League centre in Dundee, the region with the highest youth unemployment rate in Scotland with 1 in 5 young people out of work.
  • Our Scottish regions have also successfully achieved the second year of delivering over 1000 outcomes.


Street League re-branded in summer 2016, bringing our football, fitness and dance-fit programmes together under one united brand. By expanding into dance-fit and fitness, we are positioning ourselves as a sport for employment organisation, rather than just football. This will enable us to continue to increase the diversity of the young people that we support. We created a new clearer brand, including a new website, logo and social media presence which was well received by our young people, staff, and partners.


In our last annual report, we took the unusual step of talking about all of the young people that we weren’t able to help during the previous 12 months before going on to talk about all the young people that we did help. We were very encouraged by the positive reaction we received to this approach and the response to this more transparent way of reporting impact. Our subsequent #CallForClarity social media campaign and article in The Guardian received widespread support and praise from the sector.


This year we want to take this transparent approach further by focussing on two key themes – firstly the journeys young people take through Street League programmes, and secondly the key learning we can take from these journeys to improve what we are doing at Street League. All of this is working towards our goal of continuous improvement for the organisation.

That’s why we highlight the journeys young people took through Street League during the past twelve months. We look at their starting points (including what barriers to employment young people faced when they joined us) through to the outcomes they secured.

Once again we will start this report by talking up front about all the young people we weren’t able to help (183 in 2016/17), and this year we have progressed our analysis further into why they disengaged so we can work to reduce this number.

We are currently developing an online tool to facilitate analysis and sharing of our impact data on a quarterly basis that will enable us to make improvements more quickly and increase our social impact. We will also share the journeys of our participants in an interactive way that will allow users to filter the data to show the range of different ways young people come into and progress through Street League. 



In terms of learning, we realised last year that we had a lot of data about the progress of young people through our organisation, but we needed to better analyse the data in order to learn how to improve our programmes. As a result, in each section of this year’s report, we will share what we got right, what we didn’t get right and what we learned to highlight our theme of learning. We highlight regional variations in youth unemployment rates, showing the actual youth unemployment rate for the hotspots in which we are working rather than comparing all regions against the national average (which can sometimes be misleading). We also include more analysis of our financial performance compared to outcomes.



As we said last year, charity work should be difficult by its very nature. We had hoped that the number of young people we weren’t able to support through Street League would decrease this year but instead, it has increased slightly to 7.5% (183/2427) from 5% (109/2177) last year. We have gained more insight as to why young people disengage and are increasing our understanding of their starting point when they join. The number also shows that we are still prepared to take risks with young people coming onto our courses, and we aren’t simply supporting those who are most likely to go into positive outcomes. Click here to see reasons why our young people disengage from our programmes.

One key change from last year’s report is that every single outcome we achieved this year has evidence to back it up. Last year, we didn’t count 48 outcomes because we didn’t have enough evidence to meet our internal audit requirements. We learned from this and introduced a new procedure in which evidence must be submitted at the time of recording an outcome rather than collecting all the evidence at the end of the year. While this created a one-month time lag in our reporting, it meant that we were able to confidently report every one of the 1553 outcomes we achieved throughout the year.

Youth unemployment continues to be a big problem across the UK for young people living in disadvantaged communities, and who still need to gain the work experience and skills necessary to succeed in work. Sport is an incredible tool for engaging, retaining and developing young people, and Street League is committed to being the UK’s leading sport for employment organisation.


  • Looking to the future, we will focus on improving our financial sustainability and rebuilding reserves to above two months’ cover over the next 12 months, as the fundraising environment remains challenging.
  • We will continue to invest in our fundraising team and focus on using our data to become more efficient in supporting young people into sustainable work, education or training.
  • Over the next twelve months, we are aiming for an 8% increase in outcomes to 1676 from 1553 without any increase in operating expenses.

We would like to express our sincere thanks to all of our staff, funders, and partners who have been crucial to delivering these results in FY16/17.

Written by Chairman, Mike Parker (below right) and Chief Executive, Matt Stevenson-Dodd (below left).

CEO & Chairman receive prestigious Third Sector Award



Street League Annual Report 2016-17 CEO Chair Statement Street League Annual Report 2016-17 CEO Chair StatementStreet League Annual Report 2016-17 Impact DashboardStreet League Annual Report 2016-17 Financial DashboardStreet League Annual Report 2016-17 Year to RememberStreet League Annual Report 2016-17 Youth UnemploymentStreet League Annual Report 2016-17 Young PeopleStreet League Annual Report 2016-17 Success StoriesStreet League Annual Report 2016-17 Programme EvaluationStreet League Annual Report 2016-17 Sport Impact AnalysisStreet League Annual Report 2016-17 Outcome AnalysisStreet League Annual Report 2016-17 Sustainment AnalysisStreet League Annual Report 2016-17 Participant Journey ExplainedStreet League Annual Report 2016-17 Our TeamStreet League Annual Report 2016-17 Understanding our data