## **NOTTS COUNTY FC COMMUNITY PROGRAMME TRADING AS NOTTS COUNTY FOUNDATION FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020**
**Company Registration No. 04320737 (England and Wales) Charity No: 1091927**
## **NOTTS COUNTY FC COMMUNITY PROGRAMME FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020**
## **CONTENTS**
|Charity Reference and Administrative Details|1|
|---|---|
|Trustees Annual Report (Including Directors' Report and Strategic Report)|2-9|
|Independent Auditor's Report|10-13|
|Statement of Financial Activities|14|
|Balance Sheet|15|
|Statement of Cash Flows|16|
|Notes to the Accounts|17-23|
## **NOTTS COUNTY FC COMMUNITY PROGRAMME**
# **CHARITY REFERENCE AND ADMINISTRATIVE DETAILS FOR THE YEAR ENDED 31 DECEMBER 2020**
**Charity registration number Company registration number**
1091927
04320737
**Trustees**
Mrs Dianne Jackson Chair Mr Richard Posner (Resigned 20 July 2020) Mr Colin Slater MBE Ms Anne Rippon Mr Alan Rapley (Resigned 29 January 2020) Mr Thomas Walters Dr Zoe Rutherford (Resigned 29 January 2020) Ms Michelle North Mr Ian Roberts Mr Grant Turner (Appointed 29 January 2020) Dr Andrew Pringle (Appointed 1 May 2020) Mrs Juliet Bertie (Appointed 1 May 2020)
## **Chief executive officer**
Mr Ian Boyd
(Resigned 16 July 2021)
## **Registered office**
Meadow Lane Stadium Nottingham Nottinghamshire NG2 3HJ
## **Auditor**
## **Bankers**
Hobsons CA Limited Chartered Accountants Alexandra House 43 Alexandra Street Nottingham NG5 1AY Barclays Bank Plc Tudor Square West Bridgford Nottingham
Page 1
## **NOTTS COUNTY FC COMMUNITY PROGRAMME**
## **TRUSTEES ANNUAL REPORT (INCLUDING DIRECTORS REPORT AND STRATEGIC REPORT) FOR THE YEAR ENDED 31 DECEMBER 2020**
The trustees present their annual report and audited financial statements of the charity for the year ended 31 December 2020. The trustees have adopted the provisions of the Statement of Recommended Practice (SORP) "Accounting and Reporting by Charities" (FRS 102) in preparing the annual report and financial statements of the charity.
The financial statements have been prepared in accordance with the accounting policies set out in notes to the accounts and comply with the charity's governing document, the Charities Act 2011 and 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 published in October 2019.
## **Trustees of the charity**
The directors of the charitable company are its trustees for the purposes of charity law. The trustees who have served during the year and since the year end were as follows:
Mrs Dianne Jackson Chair Mr Richard Posner (Resigned 20 July 2020) Mr Colin Slater MBE Ms Anne Rippon Mr Alan Rapley (Resigned 29 January 2020) Mr Thomas Walters Dr Zoe Rutherford (Resigned 29 January 2020) Ms Michelle North Mr Ian Roberts Mr Grant Turner (Appointed 29 January 2020) Dr Andrew Pringle (Appointed 1 May 2020) Mrs Juliet Bertie (Appointed 1 May 2020)
## **Objectives and activities for the public benefit**
Notts County Football in the Community are an independent, regional sport development charity supporting the people of Nottinghamshire. We use the power of Sport and Notts County Football Club to engage and empower local communities and the individuals they serve. We are an award winning, independent charity; registered number 1091927.
We were established as a community organisation in 1989, meaning that in 2019 we proudly celebrated 30 years of operations.
We impact positively on Sport, Health, Inclusion, NCS and Educational outcomes (S.H.I.N.E). We also operate and manage the Portland Leisure Centre, our Community Hub located within the heart of the Meadows area of Nottingham city centre.
We aim to support the local community based around the three foundations of:
- Need
- Partnerships - Funding
The aims of the organisation as laid out in our constitution are to provide opportunities for people, especially children, to take part in football and other physical activity programmes. These aims are achieved through delivery of practical activities to schools and other community based facilities, working in partnership with appropriate local agencies and organisations.
A range of other sporting activities are also used to promote teaming and to improve social skills for children and adults living in our community.
In setting our objectives and planning our activities our trustees have given careful consideration to the Charity Commissions general guidance on public benefit.
Page 2
## **NOTTS COUNTY FC COMMUNITY PROGRAMME**
## **TRUSTEES ANNUAL REPORT (Continued) FOR THE YEAR ENDED 31 DECEMBER 2020**
## **Objectives and activities for the public benefit (continued)**
The charity carries out a wide range of activities in pursuance of its charitable aims. The Trustees consider that these activities, a selection which have been summarised below, provide benefit to the community. Projects fall within five main themes; Sport participation, Health, Inclusion, NCS and Education.
Delivery areas S.H.I.N.E. and Portland
Notts County FITC has a 60 strong team of staff, plus another 20 or so pool of volunteers who help deliver our work. We are fully embedded within our local community having been operating for the past 30 years. We deliver full time, across the year and our work focuses in on the following key S.H.I.N.E. themes:
**Sport Development:** positively engaging the local community in new opportunities through the power of sport and Notts County FC.
**Health:** delivering innovative Physical and Mental health projects.
**Inclusion:** empowering and providing opportunities for members of the local community regardless of ability or need.
**NCS:** delivering the largest and highest rated National Citizen Service programme to youngsters 15-17 yrs old within the East Midlands.
**Education:** supporting 14-25 yr olds through our established BTEC, traineeships and alternative provisions.
**Operating the Portland Leisure Centre** : offering a wide range of facilities including a sports hall, squash courts, gym, dance studio and a traditional swimming pool.
## **Our Sports Development work includes:**
KICKS project: Premier League Trust funded positive activities for young people.
Moving Meadows: local initiative aiming to get Nottingham residents to become more physically active.
Refugee project: physical activity and lifeskills sessions for Nottingham based refugees and asylum seekers – run in partnership with Nottingham College.
## **Our Health work includes:**
CARE project: cancer rehabilitation project for people living with cancer.
FFiT project: EFL funded Fit Fans in Training project.
Primary Stars project: Premier League Trust funded primary school engagement
Move and Learn project: EFL funded primary school engagement
## **Our Inclusion work includes:**
Right Mind project: mental health support via physical activity for females.
Primary Goals project: mental health support for primary school pupils.
The Twinning project: HMPS funded prison work for current and ex-offenders in Nottinghamshire.
On the ball project: Right Mind project: mental health support via physical activity for males.
## **Our NCS work involves:**
Supporting around 300+ young people through the UK government backed National Citizen Service programme.
## **Our Education work includes delivering:**
BTEC: we deliver post 16 Level 1, 2 and 3 qualifications.
Traineeships: employability project for NEET 16-25yr olds.
Heading for Goal (HFG) project: our alternative education provision.
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## **NOTTS COUNTY FC COMMUNITY PROGRAMME**
## **TRUSTEES ANNUAL REPORT (Continued) FOR THE YEAR ENDED 31 DECEMBER 2020**
## **Objectives and activities for the public benefit (continued)**
We operate and manage the Portland Leisure Centre in the heart of the Meadows, an inner-city area of Nottingham. Transferred as a community asset and located in a historically deprived area of the city, it is an integral part of the community which encourages local people to become active and positively engaged. We have around 400 members using our gym, plus another 400 members of our swimming school. The Portland Leisure centre has a large multi-use sports hall, 2 squash courts, cardio gym, studio, 2 weights rooms, and 33 yard swimming pool. You can find out more about our work here: https://www.nottscaountyfoundation.org.uk/ https://www.theportlandcentre.co.uk/
## **Fund-raising Standards Information**
In accordance with the Charities (Protection and Social Investment) Act 2016 (Charities Act 2016) we have a fundraising strategy in place which recognizes and takes account of risks, our values and our relationship with donors and the wider public, as well as our income needs and expectations. All fundraising is carried out in house with delegated authority to the fundraising team who have job descriptions and are overseen by the CEO and reviewed at quarterly board meetings. All fundraising is logged and monitored and used in accordance with the Trust’s objectives. Our fundraising approach is detailed in the strategy and includes partners. We are not aware of any failure by the charity or by any persons acting on our behalf to comply with fundraising standards and all fundraising activities of any person acting on our behalf is monitored through regular contact, financial recording and relationship meetings. There have to our knowledge been no complaints received by the charity or by a person acting on its behalf. We do not engage in any fundraising activity that intrudes a person’s privacy, is unreasonably persistent or puts undue pressure on a person to give money. Our fundraising strategy does not include any public cash collections or telephony.
## **Strategic Report**
## **Achievements and performance**
2020 was a year dominated by the coronavirus global pandemic. Alongside most other charities and businesses in the county the pandemic, lockdown and subsequent loss of income has had a major impact on us as a charity.
We started the year with certain plans including a planned restructured of our Sport and Inclusion departments, leading to a set of redundancies aimed at repositioning that work in the local community. These restructures began around Feb 2020, however within a month of this process starting, the county was in lockdown, the pandemic was upon us and it was clear that everything had changed.
Portland Centre was mandated for closure, schools were closed, staff were working from home and our regular face to face community projects were no longer possible. In those early days and weeks in March 2020 onwards it soon became clear that we would need to make some radical changes to the way we ran and delivered services in order to mitigate as best we could the effects of the pandemic, both financially, and delivery wise, whilst still aiming to fulfil local needs.
This led to us reviewing some urgent cost saving exercises: staffing levels, departmental structures, suppliers, contracts.
After a review of our structure and staffing levels/positions, a number of colleagues were unfortunately placed at risk of redundancy and we began consultations on their positions with this process being completed over the summer. In total we lost the equivalent of 20 full time staff.
During this ever changing and very challenging time we were indebted to the support of some of our larger and regular funders/commissioners who continued supporting us as planned. This included work through our PLCF backed funding as well as other Trust and Foundations i.e. The Big Lottery Reaching Communities, the National League Trust, the EFL Trust and smaller grant giving organisations. Although the pandemic was certainly a critical challenge for our NCS work, and there were moments when the entire programme of work across the country felt at risk, we delivered successful summer and autumn projects which enabled the young people to gather a clearer idea of what they want from the future, boost their confidence and support their transition into adult life.
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## **NOTTS COUNTY FC COMMUNITY PROGRAMME**
## **TRUSTEES ANNUAL REPORT (Continued) FOR THE YEAR ENDED 31 DECEMBER 2020**
## **Achievements and performance (continued)**
Across the course of 2020 there were 3 separate national lockdowns and a variety of national and local restrictions that severely affected the charities ability to deliver services and therefore trade:
- Lockdown 1 (4months) ran from 23/03/20 till 04/07/20 and included the enforced closure of schools, leisure facilities and the temporary ceasing of face to face community projects and with most colleagues working form home. - Lockdown 2 (1 month) ran from 05/11/20 till 02/12/20.
- Lockdown 3 (5 months) from the end of December 2020 through to May 2021. With the announcement at the end of December 2020, we knew we would be starting at least the first part of 2021 in lockdown with Portland closing and our trading ability affected.
In between these moments of forced national lockdown, there were also tier 3 regional restrictions to contend with. Despite this, wherever possible, we aimed to bring back a level of delivery and trading through a variety of creative means. In June 2020 when schools reopened, this meant that we could restart some of our schools based projects, whilst continuing with social distancing restrictions. And in August 2020 we were able to reopen Portland, on reduced hours and adhering to the national restrictions. This meant that a level of business and finance was able to return between June and Dec for schools and between Aug and Nov and then briefly again in Dec for a couple of weeks before lockdown 3 was imposed.
For the rest of our non schools, or non Portland based community projects, we were able to take the bulk of our work online whilst still delivering sessions for beneficiaries.
Once the governments Coronavirus Job Retention Scheme was announced we signed up in order to support staff and the charity as a whole. In total over the course of 2020 we received £229,709 in governmental support through this scheme. This without doubt went a long way towards safeguarding jobs across the charity.
We were eligible and successful in applying for a government backed £50k ‘Bounce Back’ loan through our bankers Barclays.
In some cases, we were able to work with suppliers and partners in order to defer or pause some costs during the pandemic. We took the decision to end early our car hire agreements meaning that our financial commitment for leased, pool cars dropped from 4 cars down to 1. Some emergency funding was sorted and gained through both Sport England, and the local authority as part of wider governmental support for the sector. In total we received £9.5k SE emergency funding as well as £40k business rates relief through Nottingham City Council for Portland itself.
We ended 2019 as a charity with a yearly turnover of just under £1.7million and we ended 2020 with a revised turnover as a result of the pandemic of around £1.1million, excluding the Coronavirus Job Retention Scheme grant.
Portland Centre alone made a loss of £137k in the year 2020, based on the previous years performance. This was down to a mixture of forced closure and the obvious loss of trade that this entailed, and the continuation of certain services and utilities that still needed paying even during lockdown.
Throughout 2019 and into the early stages of 2020 we had been consulting and planning a rebrand of the organisation including a name change, logo and general refresh of our profile, online presence and services. Although the pandemic and subsequent lockdown did alter the timing of some of these plans, we were able to relaunch ourselves as the Notts County Foundation in December 2020.
Notts County Foundations’ pandemic community response - Since the end of February 2020 to the present day, we have been adapting our community delivery in order to fit in with the ever-changing challenges and restrictions caused by the coronavirus pandemic. It was very important to us that we continued to deliver services throughout the pandemic and subsequent national lockdowns. Our services could roughly be themed into the four key areas of 1. Covid specific, 2. Adapted & Online delivery, 3. Meadows focused and 4. Face to Face delivery. Many of these initiatives were brand new as a direct response to the virus or its subsequent challenges, and some were an adapted, socially distanced version of previous services. This is the story of how we adapted and continued to support thousands of local Nottingham individuals and their communities throughout the pandemic as a direct response to our charitable work and Inspiring Active Change.
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## **NOTTS COUNTY FC COMMUNITY PROGRAMME**
## **TRUSTEES ANNUAL REPORT (Continued) FOR THE YEAR ENDED 31 DECEMBER 2020**
## **Achievements and performance (continued)**
We have selected a couple of examples from each area of work undertaken in 2020 – for a fuller description of our response in its totality please see our website or social media for more details.
Covid specific: NHS Mural: We teamed up with Notts County FC to celebrate the recent anniversary of the NHS with a designed & commissioned, mural in support of the our local NHS and Keyworker heroes: https://www.thenonleaguefootballpaper.com/latest-news/step-1/national-league/31005/notts-county-unveil-permanent-tributeto-pandemics-frontline-heroes/
Adapted delivery: (online delivery): Stay Safe Stay Active partnership with city council: we create a set of pre-recorded videos to support people with staying fit and active whilst staying at home: https://www.facebook.com/watch/395855963795243/2726314044157410/
Meadows focused: ‘Nott Lonely this Winter’ campaign: as a response to the isolation and loneliness we knew that people were suffering with on a very local level we launched a campaign to support isolated local folk: https://twitter.com/NCFCFoundation/status/1341753126316027906?s=20
Face to face delivery: Heading for Goal: NCF have delivered an alternative provision for excluded local pupils over the past 20 years. Our pupil referral unit continued its support and delivery for vulnerable pupils throughout the pandemic and various lockdowns, without any break in services: https://www.nottscountyfoundation.org.uk/programme/heading-for-goal/
## **Pandemic planning**
Agile budgeting and flexible delivery planning were key to our planning over the lockdown period and at the time of writing although things do feel much more positive than before, and the vaccine rollout appears to be successful in making a difference against the virus, we don’t believe the full coronavirus challenges are completely behind us yet. We retain a level of caution and flexibility when planning for the future.
At the start of 2020 we were able to welcome 2 new trustees into the organisation; Juliet Bertie joined with a focus on Equality, Diversity and Inclusion, and Andy Pringle joined with a focus on Evaluation, Monitoring and Impact.
Emma Trent was a national Finalist within the Football Blacklist Awards 2020 within the grassroots and community category.
The charity itself was ‘Highly Commended’ at the Active Notts Awards early 2020 in the ‘Community Group of the Year’ category. And we were really pleased that the following staff, or volunteers were also highlighted and commended:
- Claire Wilmott in the 'Community Coach of the Year' category
- Josie Stapleton in the 'Change4life' category
- Tony Judge in the 'Special recognition' category through his work on the CARE project.
Over the course of 2020 we were able to establish or deepen our work with a variety of different partners, most notably:
- The Magpies Circle podcast with whom we recorded a specific mental health focused episode
- The Notts County Women's Football Team through a variety of projects
- We signed up to the 'Time to Change' charter, focued on mental health in the work place
- Forged a partnership with 'Blokes' supporting male mental health
- Forged a partnership with 'This Girl' supporting female mental health
- Deepened our working relationship with the LGBTQ+ supporters club 'LGBT Pies'
- Deepened our working relationship with local Meadows based charity 'Bridges Community Trust'
- Delivered the successful launch of our new brand with the support of local creative agency and CSR partner 'The Dairy'
- Celebrated and delivered a variety of different themed days including black history month, kick it out, rainbow laces, stub it out and world mental health days
- Received funding and support thorugh the local 'Nottingham Building Society' for our education work
- Delivered a community hub focused workshop at the EFDN virtual conference in November 2020
- Deepened our working relationship with the Nottingham branch of the 'Canal and River Trust', and the University of Nottingham.
As part of our rebrand we were able to continue developing our relationship with the Football Club, its new ownership and board, as well as reengaging with members of the local community in the Meadows and beyond. We have plans for 2021 to include more community engagement as we look to develop our community offer, partners and charitable profile.
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## **NOTTS COUNTY FC COMMUNITY PROGRAMME**
## **TRUSTEES ANNUAL REPORT (Continued) FOR THE YEAR ENDED 31 DECEMBER 2020**
## **Financial Review**
2020 was dominated by the the global pandemic and we faced many unprecedented, key challenges, beyond the charities direct control. This led the charities turnover to drop from £1.7 million down to £1.1 million, however, due to a number of cost saving exercises, agile and prudent planning, we were able to end the year with a £75,535 suplus.
## **Reserves policy**
The trustees have adopted a policy of aiming to hold reserves equivalent to six months expenditure. The trustees consider that reserves at this level will ensure that, in the event of a significant drop in funding, they will be able to continue the charity's current activities while consideration is also given to ways in which additional funds can be raised or failing that costs can be reduced.
## **Plans for future periods**
The trustees are encouraged by the charity's resilience to the financial challenges brought about by Covid-19 but will be working with the SLT and the wider workforce to further develop the financial sustainability of the charity. The charity's development plan will be placing an emphasis on quality over quantity and will enable us to enhance our existing programme portfolio whilst also assessing opportunities for expansion within our agreed programme development priority areas. Our priority will be on developing projects which improve mental health, help support people from special populations i.e weight management, and help develop employment pathways for young people.
The charity also intends to continue to engage and consult with community stakeholders with the intention of working with them to develop projects which further improve their health and wellbeing.
## **Structure, governance and management**
## **Governing Document**
Notts County FC Community Programme is a company limited by guarantee governed by its Memorandum and Articles of Association dated 1 November 2001. It is registered as a charity with the Charity Commission.
## **Appointment of trustees**
As set out in the Articles of Association, new trustees are appointed by the existing trustees and serve for three years after which they may put themselves forward for re-appointment. The Articles provides for a minimum of three trustees but shall not be subject to any maximum, with one third of the trustees due to retire in any one year.
No person other than a trustee retiring by rotation shall be appointed or reappointed as a trustee at any general meeting unless they are recommended by the trustees or proposed by a member qualified to vote at the meeting.
## **Trustees induction and training**
As part of our renewed Trustees Induction process the following stages we agreed and rolled out for any new starters:
1. Send out JD and application form to potential trustee – ask to complete
2. Attend an ‘interview’ or informal chat with CEO and Chair (or deputy) – if possible at least 2 people
3. Obtain 2 references, Complete a self declaration form, Fit and Proper persons test
4. Induction to FITC
- A) receive and read the updated trustees handbook
- B) Understand the history of FITC
- C) Run through the organisational structure, understand where they fit in
- D) Understand their commitment to the charity
- E) Complete their details on BreatheHR
- F) Understand which sub committee they are supporting
- G) Arrange a project visit
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## **NOTTS COUNTY FC COMMUNITY PROGRAMME**
## **TRUSTEES ANNUAL REPORT (Continued) FOR THE YEAR ENDED 31 DECEMBER 2020**
## **Trustees induction and training (continued)**
5. Attend board meetings, sub group activity and buddy with staff
6. Probation / review meeting
## **Workforce and organisation**
As a result of the pandemic and its financial impact, there were a number of enforced staff changes within the charity across 2020. This led to a restructure and number of redundancies. Across the year we said goodbye to the equivalent of 20 FTE colleagues.
Richard Posner stepped down from the board after many years’ service in July 2020.
Internal sub committees had previously been established to support the CEO and Board in making decisions and achieving outcomes; these included:
- Financial, Remuneration and Workforce committee (Led by Dianne Jackson)
- Business Development committee (Led by Ian Roberts)
- Branding committee (Led by Tom Walters)
- Programmes committee (Led by Anne Rippon)
- Workforce committee an internal staff group.
## **Related parties and co-operation with other organisations**
None of our trustees receive remuneration or other benefit from their work with the charity. Any connection between a trustee or senior manager of the charity with related parties must be disclosed to the full board of trustees in the same way as any other contractual relationship with a related party.
## **Pay policy for senior staff**
The directors consider the board of directors, who are the Trust’s trustees, and the senior management team comprise the key management personnel of the charity in charge of directing and controlling, running and operating the Trust on a day to day basis. All directors give of their time freely and no director received remuneration in the year. Details of directors’ expenses and related party transactions are disclosed in the accounts.
The pay of the senior staff is reviewed annually and normally increases in accordance with average earnings. In view of the nature of the charity, the directors benchmark against pay levels in other community schemes of a similar size. If recruitment has proven difficult in the recent past a market addition is also paid with the pay maximum no greater than the highest benchmarked salary for a comparable role.
## **Risk Management**
The trustees have a risk management strategy which comprises:
- An annual review of the principal risks and uncertainties that the charity faces;
- The establishment of policies, systems and procedures to mitigate those risks identified in the annual review; and
- The implementation of procedures designed to minimise or manage any potential impact on the charity should those risks materialise.
This work has identified that financial sustainability is the major financial risk for the charity. A key element in the management of financial risk is a regular review of available liquid funds to settle debts as they fall due, regular liaison with the bank, and active management of trade debtors and creditors balances to ensure sufficient working capital is held by the Trust.
Attention has also been focussed on a non-financial risks arising from fire, health and safety of staff and participants. These risks are managed by ensuring accreditation is up to date, having robust policies and procedures in place, and regular awareness training for staff working in these operational areas. We will ensure appropriate and sufficient insurances are in place.
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## **NOTTS COUNTY FC COMMUNITY PROGRAMME**
## **TRUSTEES ANNUAL REPORT (Continued) FOR THE YEAR ENDED 31 DECEMBER 2020**
## **Trustees' responsibilities**
The trustees (who are also directors of Notts County FC Community Programme for the purposes of company law) are responsible for preparing the Trustees' Annual Report including the Strategic 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 trustees to prepare financial statements for each financial year. 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 these 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 2019 (FRS 102);
- Make judgements and estimates that are reasonable and prudent;
- State whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
- Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation.
The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company 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 charitable company and hence for taking reasonable steps for 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 auditor is 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 auditor is aware of that information.
This report was approved by the board of trustees on …...................................... and signed on its behalf by:6th September 2021
## **Mrs Dianne Jackson Chair**
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## **NOTTS COUNTY FC COMMUNITY PROGRAMME**
## **STATEMENT OF FINANCIAL ACTIVITIES (including income and expenditure account) FOR THE YEAR ENDED 31 DECEMBER 2020**
|**Note**
**INCOME AND ENDOWMENTS FROM:**
Donations and legacies
**2**
Charitable activities
**3**
Other trading activities - Portland LC
**4**
- Fundraising
Investments
**5**
Other incoming resources
**6**
**TOTAL INCOME AND ENDOWMENTS**
**EXPENDITURE ON:**
Raising funds - Portland LC
**7**
- Fundraising
Charitable activities
**8**
**TOTAL EXPENDITURE**
**NET INCOME/(EXPENDITURE)**
Transfer between funds
**NET MOVEMENT IN FUNDS**
**RECONCILIATION OF FUNDS**
TOTAL FUNDS BROUGHT FORWARD
**TOTAL FUNDS CARRIED FORWARD**|**Unrestricted**
**Restricted**
**Restricted**
**Funds**
**Funds**
**Asset Funds**
**2020**
**2019**
**£**
**£**
**£**
**£**
36,322
-
-
36,322
29,834
577,835
343,733
-
921,568
1,144,939
183,464
-
-
183,464
385,884
14,665
-
-
14,665
17,118
142
-
-
142
405
229,709
-
-
229,709
-
**TOTAL FUNDS**|
|---|---|
||1,042,137
343,733
-
1,385,870
1,578,181|
||389,959
-
15,594
405,553
457,367
8,583
-
-
8,583
2,576
658,238
237,961
-
896,199
1,288,718|
||1,056,780
237,961
15,594
1,310,335
1,748,661|
||(14,643)
105,772
(15,594)
75,535
(170,480)
-
-
-
-
-|
||(14,643)
105,772
(15,594)
75,535
(170,480)
98,961
43,874
320,482
463,317
633,797|
||84,318
149,646
304,888
538,852
463,317|
All income and expenditure derive from continuing activities
Page 14
## **NOTTS COUNTY FC COMMUNITY PROGRAMME**
## **BALANCE SHEET FOR THE YEAR ENDED 31 DECEMBER 2020**
|**Note**
**FIXED ASSETS**
Tangible assets
**12**
**CURRENT ASSETS**
Closing stock
Debtors
**13**
Cash at bank and in hand
**CURRENT LIABILITIES:**
Creditors: Amounts falling due within one year
**14**
**NET CURRENT ASSETS**
**TOTAL ASSETS LESS CURRENT LIABILITIES**
Creditors: Amounts falling due after more than one year
**NET ASSETS**
**CHARITY FUNDS**
**20**
Unrestricted funds
Restricted funds
Restricted asset funds
**TOTAL CHARITY FUNDS**|**2020**
**£**
366,872
79
60,334
241,650
302,063
(74,141)|366,872
227,922
594,794
(55,942)
538,852
84,318
149,646
304,888
538,852|**2019**
**£**
391,449
453
79,990
78,634
159,077
(76,544)|391,449
82,533|
|---|---|---|---|---|
|||||473,982
(10,665)|
|||||463,317|
|||||98,961
43,874
320,482|
|||||463,317|
6th September 2021 The financial statements were approved and authorised for issue by the board on ….............................................
Signed on behalf of the board of Trustees
Mrs Dianne Jackson **Chair**
The notes on page 17 to 23 form part of the financial statements
**Company Registration No. 04320737**
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## **NOTTS COUNTY FC COMMUNITY PROGRAMME**
## **STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 DECEMBER 2020**
|**Note**
**Net cash flow from operating activities**
**21**
**Cash flow from investing activities**
Payments to acquire tangible fixed assets
Receipts from sales of tangible fixed assets
Interest received
**Net cash flow from investing activities**
**Cash flow from financing activities**
Interest paid
New borrowings
**Net cash flow from financing activities**
**Net increase / (decrease) in cash and cash equivalents**
**Cash and cash equivalents at 01 January 2020**
**Cash and cash equivalents at 31 December 2020**
**Cash and cash equivalents consists of:**
Cash at bank and in hand
**Cash and cash equivalents at 31 December 2020**|**2020**
**£**
121,903
(8,625)
-
142
(8,483)
(404)
50,000
49,596
163,016
78,634
241,650
241,650
241,650|**2019**
**£**
(52,366)
(21,011)
-
405|
|---|---|---|
|||(20,606)|
|||(236)
-|
|||(236)|
|||(73,208)
151,842|
|||78,634|
|||78,634|
|||78,634|
Page 16
**NOTTS COUNTY FC COMMUNITY PROGRAMME**
## **NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 DECEMBER 2020**
## **1 Summary of significant accounting policies**
## **a) General information and basis of preparation**
The charity constitutes a public benefit entity as defined by FRS 102. The financial statements have been prepared in accordance with Accounting and Reporting by Charity's: 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) issued on 16 July 2014 (as updated through Update Bulletin 1 published on 2 February 2016), the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the Charities Act 2011, the Companies Act 2006 and UK Generally Accepted Practice.
The financial statements are prepared on a going concern basis under the histrorical cost convention, modified to include certain items at fair value. The financial statements are prepared in sterling which is the functional currency of the charity and rounded to the nearest £.
The significant accounting policies applied in the preparation of the financial statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated.
## **b) Funds**
Unrestricted funds are available for use at the discretion of the trustees in furtherance of the general objectives of the charity and which have not been designated for other purposes.
Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charity for particular purposes. The cost of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements.
## **c) Income recognition**
All incoming resources are included in the Statement of Financial Activities (SoFA) when the charity is legally entitled to the income after any performance conditions have been met, the amount can be measured reliably and it is probable that the income will be received.
Income from trading activities includes income earned from fundraising events and trading activities to raise funds for the charity. Income is received in exchange for supplying goods and services in order to raise funds and is recognised when entitlement has occurred.
The charity receives government grants in respect of the Coronavirus Job Retention Scheme. Income from government and other grants are recognised at fair value when the charity has entitlement after the performance conditions have been met, it is probable that the income will be received and the amount can be measured reliably. If entitlement is not met then these amounts are deferred.
Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity: this is normally upon notification of the interest paid or payable by the bank.
## **d) Expenditure recognition**
All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category. Expenditure is recognised where there is a legal or constructive obligation to make payments to third parties, it is probable that the settlement will be required and the amount of the obligation can be measured reliably. It is categorised under the following headings:
Cost of raising funds comprise the cost of commercial trading from the facilities provided at Portland Leisure Centre.
Expenditure on charitable activities includes costs of health, educational and social activities undertaken to further the purposes of the charity.
Irrecoverable VAT is charged as an expenses against the activity for which expenditure arose.
## **e) Tangible fixed assets**
Tangible fixed assets are stated at cost less accumulated depreciation and accumulated impairment loss. Cost includes costs directly attributable to making the asset capable of operating as intended.
Depreciation is provided on all tangible assets, at rates calculated to write off the cost, less estimated residual value, of each asset on a systematic basis over its expected useful life as follows:
Property improvements 25 years straight line basis Motor vehicles 4 years straight line basis Coaching equipment 3 years straight line basis Classroom equipment 3 years straight line basis Office equipment 3 years straight line basis
## **f) Leases**
Assets acquired under finance leases are capitalised and depreciated over the shorter of the lease term and the expected useful life of the asset. Minimum lease payments are apportioned between the finance charge and the reduction of the outstanding lease liability using the effective interest mething. The related obligations, net of future finance charges, are included in creditors.
Rentals payable and receivable under operating leases are charged to the SoFA on a straight line basis over the period of the lease.
- **g) Debtors and creditors receivable / payable within one year**
Debtors and creditors with no stated interest rate and receivable or payable within one year are recorded at transaction price. Any losses arising from impairment are recognised in expenditure.
Page 17
**NOTTS COUNTY FC COMMUNITY PROGRAMME**
## **NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 DECEMBER 2020**
## **h) Employee benefits**
The charity operates a defined contribution plan for the benefit of its employees. Contributions are expensed as they become payable.
## **i) Tax**
The charity is an exempt charity within the meaning of Schedule 3 of the Charities Act 2011 and is considered to pass the tests set out in Paragraph 1 Schedule 6 Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes.
## **j) Going concern**
The financial statements have been prepared on a going concern basis as the trustees believe that no material uncertainties exist. The trustees have considered the level of funds held and the expected level of income and expenditure for 12 months from authorising these financial statements. The budgetted income and expenditure is sufficient with the level of reserves for the charity to be able to continue as a going concern.
The trustees are confident that current funding levels will be maintained for the foreseeable future regardless of whether Notts County FC remain in, or are relegated from, the English Football League. In addition, a change in control of the swimming pool facility at the charity's Prtland Centre is expected to increase core revenue with affect from 1 February 2019 onwards. This has arisen because the charity has taken back over management of the swimming pool, that had previously been sub-let to an alternative provider.
## **k) Stock**
Stock is valued at the lower of cost and net realisable value.
## **l) 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 for assets and liabilities as at a balance sheet date and the amounts reported for revenues and expenses during the year. However, the nature of estimation means that actual outcomes could differ from those estimates. The following judgements (apart from those involving estimates) have had the most significant affect on amounts recognised in the financial statements.
Revenue recognition on performance related grant funding - these involve judgements and estimates as to the extent that these income streams can be recognised depending on the Charity's attainment of the performance criteria.
## **2 Income from donations and legacies**
|**2**
**Income from donations and legacies**
Donations
Gift Aid
Grant Income
**3**
**Income from Charitable activities**
Holiday Camps
Football League Trust
Heading for Goal
Primary Goals
Nottinghamshire Football for the Disabled
On The Ball including Right Mind
Kickz
Sport Apprenticeship
Goals For Life
BTEC
Traineeship Income
Gung and Gang
PL4S
Move and Learn
Women & Girls
PL School Sport
CARE
National Citizen Service
Coach Core
CIPS Income
Development Centre Income
Twinning project
Reaching Communities
Fit Fans
RTWC
Misc income|**2020**
**2019**
**£**
**£**
23,850
20,930
3,219
8,904
9,253
-|
|---|---|
||36,322
29,834|
||**2020**
**2019**
**£**
**£**
3,000
25,453
16,646
36,246
88,286
66,765
-
800
940
11,311
3,727
4,662
187,655
108,395
-
-
1,155
-
14,636
10,393
14,424
-
4,166
6,709
-
5,000
6,000
20,000
-
12,500
121,230
104,980
103,628
86,035
271,989
604,682
-
3,750
9,311
30,932
800
900
2,500
1,469
46,912
-
10,980
-
5,084
-
8,500
3,957|
||921,568
1,144,939|
Income from charitable activities was £921,568 (2019 - £1,144,939) of which £343,733 (2019 - £201,709) was attributable to restricted and £577,835 (2019 - £943,230) was attributable to unrestricted funds.
Page 18
## **NOTTS COUNTY FC COMMUNITY PROGRAMME**
## **NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 DECEMBER 2020**
|**4**
**Other trading activities**
Sales of goods
Vending drinks
Squash
Badminton
Table Tennis
Coached activities
Sports & Ancil Hall Hire Block Bookings
Training Suite Hire Block Bookings
Studio Block Bookings
Group exercise
Fitness Membership
Fitness Room Pay and Play
Swim Club Block Booking
Swim PAYG Adult
Swim PAYG Junior
Swim Membership
Swim Schools
Misc income|**2020**
**2019**
**£**
**£**
819
2,250
1,284
2,741
9,180
16,891
10,157
18,855
924
2,587
-
1,572
24,576
71,025
5,750
27,079
135
-
1,961
5,861
48,340
112,553
1,947
7,318
23,669
67,080
9,633
29,639
521
-
28
365
40,562
18,082
3,978
1,986|
|---|---|
||183,464
385,884|
||Income from other trading activities, including fundraising was £198,129 (2019 - £411,906) of which £Nil (2019 - £Nil) was|Income from other trading activities, including fundraising was £198,129 (2019 - £411,906) of which £Nil (2019 - £Nil) was||
|---|---|---|---|
||attributable to restricted and £183,464 (2019 - £385,884) was attributable to unrestricted funds.|||
|**5**|**Income from Investments**|**2020**|**2019**|
|||**£**|**£**|
||Bank interest|142|405|
|**6**|**Other incoming resources**|**2020**|**2019**|
||Government grants - Coronavirus Job Retention Scheme|229,709|-|
||Other income was £229,709 (2019 - £Nil) all of which was attributable to unrestricted funds.|||
|**7**|**Expenditure on raising funds**|**2020**|**2019**|
|||**£**|**£**|
||Opening stock|453|453|
||Salesable stock purchases|-|568|
||Closing stock|(79)|(453)|
||Staff salaries and social security|226,442|241,317|
||Light and Heat|51,674|60,316|
||Rates|9,214|3,270|
||Marketing|188|6,352|
||General repairs and equipment|39,150|38,622|
||Gym equipment - lease|18,504|24,776|
||Insurance|21,700|21,668|
||Postage and Telephone|2,079|2,348|
||Licences|3,695|7,920|
||Sundry expenses|1,998|7,209|
||Staff development|-|240|
||Bank charges|1,467|1,188|
||Cleaning|2,693|5,953|
||Swim Expenditure|7,769|11,950|
||Swim Expenditure - Swim Schools|1,111|5,977|
||Recruitment|-|199|
||Depreciation|17,494|17,494|
|||405,553|457,367|
|**8**|**Expenditure on Charitable activities**|**2020**|**2019**|
|||**£**|**£**|
||Staff salaries and social security|748,723|783,731|
||Insurance|6,708|7,916|
||Printing, postage and stationery|3,861|3,174|
||Telephone|8,603|8,256|
||Vehicle rental costs|12,698|9,645|
||Motor expenses|8,318|10,936|
||Travel and subsistence|558|1,611|
||Facility hire|1,653|7,641|
||Staff development|713|2,442|
||Legal fees|4,673|15,157|
||Audit fees|12,492|12,398|
||Sundry expenses|3,988|9,623|
||Equipment leasing and maintenance|27,832|23,422|
||Consumable equipment|5,305|4,727|
||Holiday Coaching direct expenses|1,879|-|
||Heading for Goal direct expenses|1,900|4,556|
||National Citizen Service|21,138|356,856|
||CARE|1,556|4,777|
||Marketing & Media|1,787|-|
||National Heritage|-|(498)|
||Project travel|2,104|6,662|
||Bad debts written off|3,354|-|
||Bank charges and interest|241|944|
||Hire purchase interest|404|236|
||Fixed asset depreciation|15,710|14,506|
|||896,199|1,288,718|
Page 19
## **NOTTS COUNTY FC COMMUNITY PROGRAMME**
## **NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 DECEMBER 2020**
## **9 Net income/(expenditure) for the year**
|**Net income/(expenditure) for the year**|||
|---|---|---|
||**2020**|**2019**|
||**£**|**£**|
|**This is stated after charging:**|||
|Depreciation of tangible fixed assets|33,204|30,392|
|Operating lease - Motor|12,698|8,599|
|Operating lease - Equipment|23,498|29,666|
|Auditors remuneration:|||
|Audit fees|5,250|5,250|
|Accountancy services|7,242|7,148|
## **10 Trustees' and key management personnel remuneration and expenses.**
Trustees received no remuneration and were not reimbursed for any of their expenses in the year (2019 - £Nil)
The total amount of employee benefits received by key management personnel is £55,983 (2019 - £48,875). The total amount of other benefits received by key management personnel is £54 (2019 - £501)
The key management personnel of the Trust, comprises the trustees and the Community Director.
## **11 Staff costs and employee benefits**
The average number of employees and full time equivalent during the year was as follows:
|Raising funds
Charitable activities
The total staff costs and employees benefit's was as follows:
Salaries and wages
Social Security costs
Defined contribution pension costs|**2020**
**2020**
**Number**
**FTE**
38
18
30
29|**2019**
**2019**
**Number**
**FTE**
30
17
53
50|
|---|---|---|
||68
47|83
67|
|||**2020**
**2019**
**£**
**£**
896,472
943,477
62,913
66,770
15,781
14,801|
|||975,165
1,025,048|
## **11 Staff costs and employee benefits (continued)**
The number of employees who received total employee benefits excluding employer pension costs of more than £60,000 is as follows:
|£60,001 - £70,000|**2020**
**2019**
**Number**
**Number**
0
0|
|---|---|
## **12 Tangible fixed assets**
|**Cost**
As at 1 January 2020
Additions
Disposals
As at 31 December 2020
**Depreciation**
As at 1 January 2020
Charge for the year
Eliminated on disposals
As at 31 December 2020
**Net Book Value**
As at 1 January 2020
As at 31 December 2020|**Property**
**Office**
**Motor**
**Coaching**
**Improvements**
**Equipment**
**Vehicles**
**Equipment**
**Classroom**
**Total**
**£**
**£**
**£**
**£**
**£**
**£**
437,357
50,144
51,767
16,951
57,911
614,131
-
8,625
-
-
-
8,625
-
-
-
-
-
-|
|---|---|
||437,357
58,769
51,767
16,951
57,911
622,756|
||74,789
35,480
40,510
15,894
56,009
222,682
-
17,494
10,535
2,814
457
1,902
33,202.00|
||92,283
46,015
43,324
16,351
57,911
255,884|
||362,568
14,664
11,257
1,057
1,903
391,449|
||345,074
12,754
8,443
600
0
-
366,872|
Page 20
## **NOTTS COUNTY FC COMMUNITY PROGRAMME**
## **NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 DECEMBER 2020**
|**13**
**Debtors**
Trade debtors
Other debtors
Prepayments and accrued income
**14**
**Creditors:**
**Amounts falling due within one year**
Bank loan
Trade creditors
Accruals and deferred income
Taxation and Social Security
Obligations under hire purchase contracts
Other creditors
**15**
**Creditors:**
**Amounts falling due after more than one year**
Bank loan
Obligations under hire purchase contracts
**16**
**Operating lease commitments**
There were annual commitments under operating leases expiring as follows:
Within one year
2 to 5 years
**17**
**Deferred income**
Balance at 1 January 2020 (2019)
Additions during the year
Amounts released to income
Balance at 31 December 2020 (2019)
Deferred income comprises advanced invoicing of hall hire at Portland Leisure Centre.
**18**
**Accrued funding commitments**
Balance at 1 January 2020 (2019)
Additions during the year charged to income
Amounts paid during the year
Balance at 31 December 2020 (2019)|**2020**
**2019**
**£**
**£**
19,022
24,109
26,680
200
14,632
55,681|
|---|---|
||60,334
79,990|
||**2020**
**2019**
**£**
**£**
3,333
-
29,576
44,396
20,136
5,750
17,038
20,665
1,390
1,390
2,667
4,343|
||74,141
76,544|
||**2020**
**2019**
**£**
**£**
46,667
-
9,275
10,665|
||55,942
10,665|
||**2020**
**2019**
**£**
**£**
21,442
38,887
7,491
33,228|
||28,933
72,115|
||**2020**
**2019**
**£**
**£**
-
550
-
-
-
(550)|
||-
-|
||**2020**
**2019**
**£**
**£**
52,999
92,495
14,632
52,999
(52,999)
(92,495)|
||14,632
52,999|
Accrued funding commitments totalling £14,632 (2019 - £43,896) were attributable to restricted funds.
|**19**
**Fund reconciliation**
**Unrestricted funds**
Unrestricted|**Balance B/F**
**Balance C/F**
**at 01/01/20**
**Income**
**Expenditure**
**Transfers**
**at 31/12/20**
**£**
**£**
**£**
**£**
**£**
98,961
1,042,137
(1,056,780)
-
84,318|
|---|---|
||98,961
1,042,137
(1,056,780)
-
84,318|
Page 21
## **NOTTS COUNTY FC COMMUNITY PROGRAMME**
## **NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 DECEMBER 2020**
## **19 Fund reconciliation (continued)**
## **Restricted funds**
|**Restricted funds**||
|---|---|
|Goals for life
Gung & Gang
Premier League Kicks
Premier League Primary Stars
The National Lottery Community Fund RC Midlands
Muslim Women Reaching Communities
**Restricted Asset funds**
Portland asset funds|**Balance B/F**
**Balance C/F**
**at 01/01/20**
**Income**
**Expenditure**
**Transfers**
**at 31/12/20**
**£**
**£**
**£**
**£**
**£**
43,874
-
(29,242)
-
14,632
-
4,166
(4,166)
-
-
-
187,655
(101,902)
-
85,753
-
105,000
(58,333)
-
46,667
-
44,318
(44,318)
-
-
-
2,594
-
-
2,594|
||43,874
343,733
(237,961)
-
149,646|
||320,482
-
(15,594)
-
304,888|
||320,482
-
(15,594)
-
304,888|
## **Fund description**
## a) Unrestricted fund
The general reserve represents the free funds of the charity which are not designated for particular purposes.
## b) Restricted funds
Goals for life is a football-based, mental health project aimed at 10 to 14 year old boys
Gung & Gang is a diversionary project delivered to young people at risk of offending.
Premier League Kicks is a project delivered by us at 5 different local areas across Nottingham. It provides free football sessions for 8 to 18 year olds on a weekly basis during term-time.
Premier League Primary Stars is a programme designed to inspire children to learn, be active and develop important life skills. The programme helps to enhance the provision of PE and support pupils' educational atainment in other curriculum areas.
The National Lottery Community Fund RC Midlands Region is a project to aim support around 2000 unique individuals. The overarching aim of the project is to support the physical and emotional wellbeing of participants through physical activity and mental health workshops that develop coping strategies and equip participants to better manage their mental health and wellbeing.
## **20 Analysis of net assets between funds**
|**Analysis of net assets between funds**||
|---|---|
|Tangible Fixed Assets
Stock
Debtors
Creditors
Cash and bank
Total Assets|**Restricted**
**Restricted**
**Unrestricted**
**Asset funds**
**Funds**
**Funds**
**2020**
**2019**
**£**
**£**
**£**
**£**
308,154
-
58,718
366,872
391,449
-
-
79
79
453
-
14,632
45,702
60,334
79,990
-
-
(130,083)
(130,083)
(87,209)
(3,266)
135,014
109,902
241,650
78,634
**TOTAL FUNDS**|
||304,888
149,646
84,318
538,852
463,317|
## **21 Reconciliation of net income / (expenditure) to net cash flow from operating activities**
|Net income / (expenditure) for year
Interest receivable
Interest payable
Depreciation and impairment of tangible fixed assets
(Profit) / loss on disposal of tangible assets
(Increase) / decrease in stock
(Increase) / decrease in debtors
Increase / (decrease) in creditors
Net cash flow from operating activities|**2020**
**2019**
**£**
**£**
75,535
(170,480)
(142)
(405)
404
236
33,204
32,000
-
-
374
0
19,654
76,334
(7,126)
9,949|
|---|---|
||121,903
(52,366)|
Page 22
## **NOTTS COUNTY FC COMMUNITY PROGRAMME**
## **NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 DECEMBER 2020**
## **22 Pensions and other post retirement benefits**
Defined contribution pension plan
The charity operates a defined contribution pension plan for its employees. The amount recognised as an expense in the period was £15,781 (2019 - £14,801). The defined contribution liability is allocated to unrestricted funds.
## **23 Liability of members**
The charitable company is limited by guarantee and has no share capital. Every member of the charity undertakes to contribute such amount as may be required (not exceeding £10) to the charity's assets if it should be wound up whilst he or she is a member or within one year after he or she ceases to be a member, as stated in the Memorandum and Articles of Association.
## **24 Related party transactions**
The trustees consider that Notts County Football Club ("the football club") is a related party of the charity by virtue of its significant influence.
The charity receives financial support from the football club to the extent that premises are provided free of any charges. During the year transactions amounting to £640 (2019 - £79) were incurred which relate to room hire at the football club, and stationery.
All transactions were carried out at arms length.
Page 23