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C O N S O L I D A T E D A C C O U N T S F I N A N C I A L R E P O R T 2 0 2 4 / 2 5 

_Annual Report and Financial Statements for the Year Ended 30 June 2025_ 



## STATEMENT 

## MARK LOVELL CHIEF EXECUTIVE OFFICER 

Season 2024/2025 has been an incredible year for Argyle Community Trust, as we continue to serve those most in need, our commitment to Devon and Cornwall has never been stronger. 

An exciting period of growth saw the new Hub at Foulston Park open its doors. This brandnew community space is already fulfilling its promise to be a beacon of sports, wellbeing, and community support, and is creating even more opportunities and inspiring even more people of all ages and abilities, in the heart of Devonport, and will for generations to come. We are 

thankful to all our partners and we are meeting the real-world funders in making this opportunity needs of the people we proudly come to life. serve. Whether it’s supporting mental health, helping people into Our reach into communities work, supporting young people across Devon and Cornwall is a with autism, or walking alongside collective effort. It is driven by those facing cancer diagnosis, the support from dedicated partners Trust is, and always will be, there. 

Our reach into communities across Devon and Cornwall is a collective effort. It is driven by support from dedicated partners and funders, our incredible staff who work tirelessly to support people regardless of age, gender, race, and socioeconomic status, the power of sport, and the brand of Plymouth Argyle. 

We look to the future with excitement. We have built a structure and culture to ensure we are ready to tackle any of the challenges that lay ahead. 

On behalf of everyone associated with Argyle Community Trust, thank you for being part of our journey and supporting our charity. 

We don’t just aim to provide; we also aim to sustain. I am proud that we have grown our impact in crucial areas, using data to ensure 

“WHETHER WE IT’S SUPPORTING MENTAL HEALTH, HELPING PEOPLE INTO WORK, SUPPORTING YOUNG PEOPLE WITH AUTISM, OR WALKING ALONGSIDE THOSE FACING CANCER DIAGNOSIS, THE TRUST IS, AND ALWAYS WILL BE, THERE” 

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## CONTENTS 

## **4** TRUSTEES AND STRUCTURE 

## **6** ACHIEVEMENTS AND PERFORMANCE 

- **8** KEY ACTIVITIES 

**10** COMMUNITY PROGRAMMES 

**16** TACKLING POVERTY WITH PROJECT 35 

**18** HEALTH AND WELLBEING 

**22** SPORTS AND SCHOOL PROVISIONS **28** EDUCATION AND EMPLOYABILITY **36** FACILITIES 

**40** EVENTS AND CAMPAIGNS 

**42** COLLEAGUES AND ENGAGEMENT 

**44** FUTURE DIRECTION 

**46** FINANCIAL TABLES 

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PLYMOUTH ARGYLE FOOTBALL IN THE COMMUNITY TRUST TRADING AS 

## REFERENCE AND ADMINISTRATIVE DETAILS 

## THE TRUSTEES 

Mrs I C Vosper 

Mr A Parkinson (resigned 19 September 2025) Mrs V H Howell Mr J P Morgan Mrs C L Beney Mr P G Steer (resigned 20 January 2025) Mr S Brownlow Mr J Evans Ms C A Dennerly Mr P M Berne Mr R T Ramsey (resigned 2 July 2025) Mr M A Lovegrove (appointed 18 September 2025) 

## Secretary 

Mrs J Yorke 

Charity Registration Number 1128906 

Company Registration Number 06797988 

The charity is incorporated in England and Wales. 

## Registered Office 

Home Park Plymouth Devon PL2 3DQ 

## Auditor 

Westcotts (SW) LLP Plym House 3 Longbridge Road Plymouth Marsh Mills Devon PL6 8LT 

## Structure, governance and management 

Plymouth Argyle Football in the Community Trust was incorporated as a company limited by guarantee registration number 06797988 on 21 January 2009 and is registered with the Charity Commission under Charity Number 1128906. It is governed by its Articles of Association and operates 

under the name “Argyle Community Trust”. 

## Organisational Structure 

The Trustees are responsible for the general control and management of the Trust. The Trustees give their time freely and receive no remuneration or other financial benefits, apart from expenses related to attendance at Trust Board meetings. 

The Trustees meet together as a body usually no less than bi-monthly and are responsible for all decisions taken in relation to running the Trust and the community facilities and activities provided by the Trust. 

## Recruitment and appointment of trustees 

The existing Trustees are responsible for the recruitment of new Trustees and invite new Trustees to the Board. Potential Trustees are invited to attend Trustees’ meetings as observers and are given more details of the Trust’s aims and activities and, if all agree, they are then proposed as new Trustees at the subsequent Trustees’ meeting. This process allows due consideration of the person’s eligibility, personal competence, specialist knowledge and skills. 

The day-to-day management of the Community Trust facilities, activities and projects are delegated to staff, under the leadership of Chief Executive Officer Mark Lovell. 

## Risk Management 

The Trustees confirm that exposure to risks is regularly reviewed, and appropriate and effective systems have been established to minimise them. 

The Trust have identified risks that might prevent the Charity from achieving strategic priorities, with the objective of bringing each risk down to an acceptable level at which it can be managed and controlled. A regularly maintained, comprehensive risk register sets out responsibility within 

the organisation for risk management, assigning risk managers and identifying measures that have been taken, or are yet to be taken, to mitigate each risk. 

The principal risks identified during 2024/25 related to lack of diversification of funding streams, staff recruitment and retention and succession planning to reduce single points of failure. Creation of a new funding department, introduction of a restructure and new salary policy have been key drivers in reducing the risks identified. 

## Financial review 

Net incoming funds from unrestricted sources for the year were £633,083 (2024: £549,718) which after a transfer of £44,218 (2024: £36,470) to restricted funds resulted in accumulated unrestricted funds of £3,482,510 (2024: £2,893,645) to be carried forward. When restricted funds are included, total funds at the year-end (excluding those of linked charity The Plymouth Argyle Training & Development Trust for Young People) were £8,003,100 (2024: £5,237,708). 

Unrestricted general funds at the year-end (excluding the Facility Funds of £1,000,000 and the Manadon Sink Fund of £175,000) were £2,307,510 (2024: £1,768,645) and the trustees are satisfied that the current level of reserves held is in accordance with the reserves policy outlined below. 

## Reserves Policy 

The Trustees acknowledge how changes in the level of reserves is a good indicator of the underlying financial health of the Trust and can be an indicator of potential problems. 

The level of reserves will be monitored throughout the year as part of the normal monitoring and budgetary reporting processes. In addition, financial reporting and analysis provides a financial control environment which assists the management of such reserves.. 

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In particular, Trustees will: by restricted income sources. prevention and detection of fraud ‘a re ~ ae CR This equates to a figure of £1.4m. “Ft ppm ee ae ze and other irregularities.. Pean ee ed ees ‘ wien —acntte : a ie a pe a — oe a = Se • identify when reserves — ' Unrestricted general funds are in ia r ja ee ath. ee Pai=— eelTY. a : ae ae | are drawn on so that they excess of this level. The Trustees Auditor understand the reasons and can have also prudently set aside a Each of the persons who is a trustee ia yale tebe Pe consider the corrective action, if any, that needs to be taken; ane ae ee fe. further £1,000,000 capital reserve fund for future use. | He ge a ool a sais at the date of approval of this report confirms that: re ee Sk i FP ye a SR a Niele pte ON ME eI Tea ake gn ye a Oe 4 icesee a i • eeeba Ss identify when reserve levels hu a ——TTe APetgae oa:a Trustees’ responsibilities statement afanece ci i’ ey?ooi * on F hongic:br i • Se so far as they are aware, there =ee ee olDg cedales aae | rise significantly above target The trustees, who are also directors is no relevant audit information a ts 5 Soe a ih a: ae a, 1 A ny Li) fees 4 ae ; —_— - so that they understand the for the purposes of company law, of which the charity’s auditor is reasons and can consider the are responsible for preparing the unaware; and sot Seen a a — aie inne: ; +5: oe = rat i 4 te pail erat ih im,a me Pa posr| corrective action, if any, that trustees’ report and the financial needs to be taken; statements in accordance with • they have taken all steps that applicable law and United Kingdom they ought to have taken as je • identify where the reserves ‘ ae eam - aa Accounting Standards (United Eats oa nie ee mm ae oe a trustee to make themselves Bad i ps es. 5 level is below target, consider Kingdom Generally Accepted aware of any relevant audit whether this is due to shortAccounting Practice). information and to establish term circumstance or longer that the charity’s auditor is =) ee tee pe Ped, ne ee gay = f aoe oF iF term reasons which might | =a hie a ne es a Company law requires the charity =. pe Es L = Ee ee Ae i = aware of that information. 5 i, = és =e —_ id - trigger a broader review of trustees to prepare financial finances and reserves; statements for each year which give Small company provisions a true and fair view of the state of This report has been prepared in # • Caaf regard the ongoing review of i a oF Ce Seta affairs of the charitable company _— — So a accordance with the provisions i - roe = | the reserves level, target and and the incoming resources and applicable to companies entitled to policy as part of managing the application of resources, including the small companies exemption. charity; the income and expenditure, for The trustees’ annual report that period. 

This report has been prepared in a i - roe accordance with the provisions applicable to companies entitled to the small companies exemption. The trustees’ annual report (incorporating the directors’ report) was approved by the trustees of the ea charity on 15th December 2025 and a Mt | ae . et ae signed on its behalf by: + a ee =P 

- ensure that the reserves policy continues to be relevant as the as ee : In preparing these financial ——_ charity develops or changes its statements, the trustees are 7 s : fo A Deg _ ' 

- strategy and activities; required to: 

- review the statement on reserves in the trustees’ annual report where there have been significant changes in the reserves policy or level of reserves held. 

- select suitable accounting policies and then apply them consistently; 

a ee “ae ; Mr M A Lovegrove = —— / i, = | j • observe the methods and Trustee principles in the applicable Charities SORP; 

It is the policy of the Trust to hold unrestricted funds to a level to provide sufficient funds to cover: 

   - make judgments and 

   - aa accounting estimates that are o tes - = ay= reasonable and prudent; 

- expectations of future committed expenditure; 

   - prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will 

   - ~ < a a continue in business. 

- the risk of unforeseen emergency or unexpected need F 

- for funds; and 

— • +. any future capital works to F. -- i The trustees are responsible for ty Po a the requirements of the Trust keeping adequate accounting where grant funding may not records that are sufficient to : Mh = be available. ie 7 j 5 ji hy show and explain the charity’s i wt ’ — — transactions and disclose with The target minimum level of reasonable accuracy at any time reserves has been set as 6 months’ the financial position of the charity ne worth of staffing costs and future : i a SUM TT and enable them to ensure that the ihe, 1 UE “ofa committed expenditure, based upon ark « , > Fee financial statements comply with SS ‘= j - latest forecasts and budgets (or the the Companies Act 2006. They are most recent 6 months of financial 5 — eee =3] also responsible for safeguarding ae ae J reports, where not available), where the assets of the charity and hence this expenditure is not to be met for taking reasonable steps for the a al Geer 5 7 =< pyes 

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## ACHIEVEMENTS AND PERFORMANCE 

The Trustees have had due regard to the guidance published by the Charity Commission in fulfilling public benefit. 

## Strategic update 

During the reporting period, our work continued to align with our core charitable purpose: to remove barriers to participation in sport and physical activity, with particular focus on underserved and isolated communities, underrepresented groups, and individuals assessed as being at risk. Our ethos remains: “Our Club is committed to our community.” 

Although our previous organisational strategy concluded in 2024, its priorities continued to guide delivery across 2025 while we undertook a strategic review and development process. Throughout this period, our mission remained to make a positive and sustainable difference to communities across Devon and Cornwall. 

Our activities during the year were structured around five strategic aims: 

## Empower people to 

overcome inequalities and raise aspirations by providing opportunities and accredited attainment. 

## Promote physical 

participation and wellbeing by encouraging healthier lifestyles and removing barriers to participation. 

Inspire supporters to engage with community outreach programmes. 

Improve our systems and structures to provide quality, efficient services that are value for money by supplying staff and communities with comprehensive and ongoing innovative leadership and support. 

Understanding and measuring impact of our programmes on the community. 

Our charitable work leverages the profile and reach of Plymouth Argyle Football Club to inspire, engage, and support people of all ages, genders, backgrounds, and socioeconomic circumstances. Our vision remained to _provide inclusive opportunities that inspire and empower individuals and communities through sport and related activities_ . 

## Recognition and impact 

During the year, our 

commitment to supporting those most in need received national recognition. Our Children Affected by Parental Imprisonment (CAPI) programme was shortlisted for Best Community Project of the Year at the Football Business Awards and went on to win Community Project of the Year at the EFL Awards. These honours highlight the significant and positive impact our work continues to have on young people across Devon and Cornwall. 

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## KEY ACTIVITIES OF THE TRUST 

During the 2024/2025 season, we supported 101,218 local people, ranging in age from 4 months to 100 years. Across the year, we delivered 1,049,688 contact hours through more than 50 sessions each week, all designed to meet local need. 

We remain committed to tackling inequality: 52% of our participants live in the region’s most deprived neighbourhoods, demonstrating our focus on providing impactful support to those who need it most. 

As we continue to create opportunities for all, we are proud that 39% of our participants identified as female, an increase from 35% the previous season. This reflects our ongoing commitment to equality, and we are proud to support people living in the most deprived communities throughout their journey. 

Our provisions are built around our five strategic pillars and, where appropriate, offer accredited qualifications, health benefits, and 

opportunities that promote positive, lifelong behaviour change. This includes ongoing facility development to enhance our delivery. 

Between July 2024 and June 2025, our income totalled £8,029,941, enabling us to deliver a wide range of programmes across Devon and Cornwall, covering the following themes: 


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SPORTS AND<br>COMMUNITY  HEALTH AND<br>SCHOOL<br>PROGRAMMES WELLBEING<br>PROVISIONS<br>SPORTS AND<br>INCLUSIVE  EDUCATION AND<br>SCHOOL<br>PROGRAMMES EMPLOYABILITY<br>PARTICIPATION<br>EVENTS AND<br>FACILITIES<br>CAMPAIGNS<br>8<br>**----- End of picture text -----**<br>


PLYMOUTH ARGYLE FOOTBALL IN THE COMMUNITY TRUST TRADING AS ARGYLE COMMUNITY TRUST 



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## COMMUNITY PROGRAMMES 

## Empowering local young people through community engagement 

Through the power of football, we aim to support those most in need by delivering programmes such as Premier League Kicks, Premier League Inspires, and other initiatives including OPCC and the Million Hours Fund. Across these programmes, we offer free football and sport sessions alongside educational workshops covering criminality, careers, discrimination, mental health, and sexuality. These activities are designed to promote both physical and social development and provide 

mentoring opportunities. Supported by Premier League Kicks funding, our work focuses on raising aspirations and reducing crime and antisocial behaviour within highpriority communities. 

## Complementing this, our Premier League Inspires programme supports 

11-18-year-olds who may be struggling with confidence, motivation, wellbeing, or engagement in education. Delivered in schools and community settings, the programme offers mentoring, workshops, and social action projects that help young people build resilience, develop key life skills, set positive goals, and feel more motivated, confident, and capable of achieving their potential. 

In partnership with YMCA Plymouth and Plymouth Youth Service, and with support from the National Lottery Million Hours Fund, we engaged at-risk young people in Honicknowle through sustained support and structured physical activities. Through regular sessions, targeted mentoring, and themed workshops, participants developed confidence, improved their life skills, and gained access to positive pathways. They also built strong, trusting relationships with adults and local partners, including the police and youth services. 

## Sports Leaders Programme 

This year, we launched our Sports Leaders Programme to further support Year 11 students within our Premier League Inspires pathway and help prepare them for their future. The programme is a practical training course designed to develop leadership skills through sport. Aimed at young people aged 12–18, it teaches 

participants how to plan and deliver safe, fun, and inclusive physical activity sessions. 

The course focuses on key skills such as communication, teamwork, confidencebuilding, and the fundamentals of coaching. Learners take part in practical activities and are often required to complete volunteering or leadership 

hours to reinforce their development. 

Upon completion, participants receive a recognised leadership certificate, supporting future opportunities in coaching, teaching, and community sport. 

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## Safer Communities 

- 1,332 local young people engaged in 3,757 hours of community development work. 

- 65% of participants were from the most deprived 30% of neighbourhoods nationally. 

- 60% reported improved mental wellbeing, and 80% experienced increased confidence and self-esteem. 

- Over 100 hours of training and workshops delivered on culture and identity, racism, healthy relationships, and masculinity. 

- Through targeted youth work, we supported 15 young people at risk of offending, many of whom had experienced adverse childhood experiences. 

We have supported young people to: 

- Re-engage with education and gain qualifications. 

- Take up positive hobbies and activities. 

- Reduce offending rates by 15%. 

## Youth Zone 

We proudly launched our Youth Zone, providing vital open-access opportunities that empower local young people. Our staff deliver diversionary activities, particularly during periods of heightened anti-social behaviour and crime. Through Premier League Kicks, we offer free football sessions, mentoring, and educational workshops covering criminality, employment, racism, sexism, health, and sexuality. Our mission is to raise aspirations and build safer communities by reducing crime and anti- 

social behaviour in areas of greatest need. 

- 1,332 local young people engaged 

- 65% are from the most deprived 30% of neighbourhoods 

- 60% have improved mental wellbeing 

- 80% have improved confidence and self-esteem 

- 100% have improved physical wellbeing 

- 100% participate more in competitive sport and physical activity 

- 60% have progressed into employment, education, or training 

We also provide vital oneto-one mentoring for young people who have experienced childhood trauma. This focused support helps protect those vulnerable to exploitation or involvement in crime. 

- 154 hours of intensive oneto-one support delivered to 15 young people 

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## Project Focus: ACTing with Children 

Supporting young people in Cornwall with a parent in prison. 

## ACTing with Children 

earned us the Championship Community Project of the Season at the EFL Awards — a national recognition of our commitment to transforming the lives of vulnerable young people. This vital programme supports children and young people in Cornwall who have a parent in prison, addressing the well-documented adverse effects such as mental illhealth, trauma, low academic achievement, anti-social behaviour, and increased risk of involvement with the criminal justice system. 

Delivered in partnership with the Police and Crime 

## Commissioner, Chief 

Constable, and Safer Cornwall, the programme takes a child-centred approach, providing targeted one-to-one interventions and wraparound support that meets each young person’s social, physical, mental, and emotional needs. 

## Impact 

- 114 vulnerable young people supported 

- 38 were not previously known to any other service 

- 75% improved self-esteem 

- 75% improved resilience and confidence 

- 68 referrals made to specialist support and community activities 

• Three-fold increase in visits to imprisoned parents (a key factor in reducing parental reoffending) 

- 17 improved relationships with imprisoned parents 

- 46 parents, carers, and siblings engaged in wider support 

- 300+ hours of engagement in our broader provisions 

- School absenteeism reduced from 86% to 18% 

- 84% decrease in school isolation cases 

- 75% now attend school regularly 

## LM: A Journey of Transformation 

When LM joined our programme, he was attending school only two days a week. His volatile behaviour and difficulties regulating his emotions were causing significant concern both at home and in school. With low self-esteem, poor attendance, and a deep distrust of authority, his academic future felt increasingly uncertain. 

Over the past 14 months, LM has made exceptional progress. He has returned to full-time education, reengaged with learning, and completed his GCSEs — achievements that once felt 

far beyond reach. Through consistent, supportive mentoring, he has grown in confidence, developed emotional stability, and found a renewed sense of direction. We are incredibly proud that his hard work has led to him being accepted onto a construction course. 

## LM’s mum shared: 

“There has been a noticeable calming change at home with communication and attitude, with me and his siblings. We have seen a steady improvement since starting the programme, and his attendance 

at school has increased. LM and I would like to thank Wayne for the hard work he has put in.” 

## LM reflected: 

“I now understand how actions and consequences affect my day. I was confrontational before working with Wayne, but he’s helped me understand situations and how to manage the feelings I have during these situations. I didn’t think I would be stood here, having just sat my exams, before I started with him.” 

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## Project 35 

Through Project 35 — our award-winning social impact initiative delivered in partnership with Ginsters — we support local people experiencing poverty, social isolation, and loneliness. The project aims to relieve the immediate pressures of poverty while empowering individuals with the knowledge and confidence to exit it sustainably. 

Through Project 35 — our award-winning social impact initiative delivered in partnership with Ginsters — we support local people experiencing poverty, social isolation, and loneliness. The project aims to relieve the immediate pressures of poverty while empowering individuals with the knowledge and confidence to exit it sustainably. 

This year, we celebrated three years of Project 35 and the incredible impact it continues to have: 

- 4,160 Ginsters products donated to people living in temporary accommodation 

- 23,395 food items donated to children on holidayhunger programmes 

- 820 hours of volunteering contributed by Ginsters staff 

- 9 primary school classes engaged in healthy eating workshops and social action 

- 4,209 visits to our Manadon Food Club 

- 50,508 food items shared with families facing food insecurity 

- 32 students at risk of exclusion took part in a Ginsters enrichment day, developing cooking skills and understanding food production 

- 192 young people participated in dedicated holiday roadshows 

- 907 Christmas hampers delivered to families in need 

- 550 Argyle kits donated to primary school children in receipt of free school meals 

- 21 local people trained in simple, nutritious cooking through our Argyle in Aprons programme 

- 36 schools contributed £4,735 and 2,805 food items during Green Army Days 

A partner organisation shared the powerful impact of this work: 

“Pasties are a lifeline to our guests. Even the street homeless will come in and ask if they can take some. A lot of guests would not be able to eat most days if not for Project 35. Some families save them for the children’s packed lunch as they would not be able to afford to give the child a substantial meal. 

We are all extremely grateful for the food, and your kindness and generosity.” Jannice Carpenter, General Manager, Plymouth Central OYO Hotel 

Project 35 continues to combat poverty across Plymouth, Devon, and Cornwall. Our Food Clubs provide vital support to those facing food insecurity, our Christmas hampers ensure families are cared for during the toughest months, and our volunteers remain essential to everything we do. Through this work, we help individuals build confidence, develop new skills, and strengthen community spirit. 

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## HEALTH AND WELLBEING 

## Encouraging healthy lifestyles 

Our health and wellbeing team supported more than 1,500 local people to become more physically active and improve their overall health, delivering over 1,300 sessions throughout the year. 

We provided targeted healthy lifestyle programmes designed to create longterm improvements in weight management, diet, physical activity, and mental wellbeing. Each programme was 

tailored to individual needs and included initiatives such as Active Through Football, Argyle FIT, and our Extra Time provisions. 

## Active Through Football 

This year marked three years of delivery for our Active Through Football project, which supports people facing the greatest barriers to physical activity and helps them achieve long-term behaviour change. Funded by the Football Foundation and Sport England, the programme offers free and inclusive recreational football sessions, fitness classes, mums’ stayand-play fitness mornings, and wellbeing workshops. 

Key highlights from the 3-year funding period: 

- 78% reported increased activity levels 

- 95% improved mental wellbeing 

- 97% experienced reduced isolation 

- 73% improved their diet 

• 67% of participants identified as female, supported by expanded provision including a Women’s Walking Football team, female social football sessions, and Mums’ Stay & Play sessions where new mums can exercise alongside their child. 

“This initiative is so needed in our communities. It’s helped me rebuild strength and fitness, and I love the option to stay for a drink and a chat after. Getting back into exercise post-baby can be really tough—between childcare issues and the cost of gym memberships, it often feels impossible. But at Mum’s Stay & Play, I know my children have a safe space to play while I focus on myself. It’s more than just a class—it’s a lifeline.” 

_Mums Stay and Play participant_ 

- 546 participants engaged, with 56% living in the most deprived areas of Plymouth 

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## Supporting those facing loneliness and isolation 

Through our Extra Time initiatives, we supported 268 people of retirement age, helping them to stay active, build friendships, and reduce loneliness and social isolation. Our weekly provisions include: 

- Extra Time Hub 

- Dementia Football Café 

- Walk & Talk / Compassionate Café 

- Veterans Hub 

- Care home activity sessions 

- Walking Football 

Walking Football has been a particular highlight. With support from Classic Builders, we launched a third weekly session specifically for individuals living with or recovering from cancer. We now have four men’s teams and two women’s teams proudly representing Argyle 

in County, Regional, and National competitions. 

One participant shared: “It’s my only social access outside of my home, where I was becoming very isolated and depressed with ill-health troubles. The group has become a family and I look forward to seeing everybody each week. It is not as easy to socialise and find friends in my circumstances, and this group has become a lifeline.” 

## Argyle FIT – Health improvement and weight loss programme 

Argyle FIT is a weight-loss football league where goals are scored both on the pitch and through personal health achievements. Continued delivery of the Cornwall programme has been secured for the next five years thanks to funding from Cornwall Council. 

- 785 kg of total weight lost 

- 84% reported increased activity levels 

- 88% improved mental wellbeing 

- 94% experienced reduced isolation 

- 94% improved their diet 

proven to be the catalyst for re-energising my interest in sport, enabling me to engage further in other activities. The best part is that it’s been social, fun, and built a strong sense of community—led by outstanding individuals who show genuine care in supporting others.” 

Outcomes achieved in 2024/25 across Bodmin, Brannel, Penzance, and Camborne: 

- 383 people with a BMI of 25+ engaged 

A participant reflected: 

“I would never have imagined that being part of a community like this would make such a difference to my health and wellbeing. It has 

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## SPORTS AND SCHOOL PROVISIONS 

## School provisions 

As we seek to inspire engagement in physical activity, we offer local primary schools the opportunity to take part in the Premier League Primary Stars programme and the EFL in the Community’s Joy of Moving programme, funded by Ferrero. We also provide a full syllabus of physical education and teacher development sessions, lunchtime clubs, and after school clubs. Our mission is to fight local childhood health inequalities. 

As we seek to inspire engagement in physical activity, we offer local primary schools the opportunity to take part in the Premier League Primary Stars programme and the EFL in the Community’s Joy of Moving programme, funded by Ferrero. We also provide a full syllabus of physical education and teacher development sessions, lunchtime clubs, and after school clubs. Our mission is to fight local childhood health inequalities. 

- 58,856 local primary school children were encouraged to get physically active through our school provisions 

- We delivered 22,000 hours of fun and engaging physical activity 

- 420 teachers were supported by our coaches 

- 133 schools enhanced their sporting opportunities through our programmes 

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## Holiday programmes 

Through our Holiday Activities and Food, Time2Move, and Fit and Fed programmes, we provide children in receipt of free school meals with nutritious lunches and engaging activities to increase physical activity and prevent social isolation. Our daily enrichment sessions support local families in need of childcare and promote healthy lifestyle habits. With funding from Plymouth City Council, Devon County Council, Cornwall Council, and Torbay Council, we support people on free school meals. 

Our qualified coaches support the technical, physical, social, and psychological development of local players aged 2-16 as we look to inspire the next generation of footballers. 

- 2,642 players took part 

- 1,809 hours of training and development 

- 249 players progressed through our male talent pathway 

- 13 successfully joined the Argyle Academy. 

- As part of our dedication to providing equal opportunities for all, we also have a dedicated female-specific pathway. 

- 553 local female players took part 

The growth in our girls’ pathway has contributed to a 3% increase in female engagement across Trust provisions. 

“We are so impressed with the coaches at the Player Development Centre. They have welcomed, encouraged, 

and supported my daughter through her journey. We were really impressed with how you monitored and kept in touch with us about her development.” - Parent. 

- 1,058 young footballers from 96 teams across Devon and Cornwall travelled to Home Park to take part in the Babcock Community Cup 

- 571 goals scored 

- 93 clean sheets kept 

“The atmosphere and enjoyment our boys got from playing on the pitch was incredible! Scoring goals in front of the Babcock Devonport End was a dream come true. Recognition over the Tannoy for their magic moments was the perfect finishing touch” – Rich Vicary, local football coach 

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## Healthy lifestyle habits for a lifetime 

4,414 local primary school students took part in our Premier League Primary Stars programme and the EFL in the Community Joy of Moving programme, funded by Ferrero. 

54,597 students engaged in our Physical Education, Planning, Preparation, and Assessment lessons, lunchtime clubs, and after school clubs. Our mission is to fight local childhood health inequalities. 

Our holiday daily enrichment sessions support local families in need of childcare and promote healthy lifestyle habits. Through our Holiday Activities and Food, Time2Move, and Fit and Fed programmes, we provided 1,890 children in receipt 

of free school meals with 9,072 nutritious lunches and engaging activities to increase physical activity and prevent social isolation. 

## Inclusive sessions 

We are passionate about inclusion and ensuring that people with disabilities can access the same level of activity and sporting opportunities as their peers. 

   - 3,130 attendances 

- 

- 5,305 contact hours delivered 

We run tailored programmes that make the health, social, and mental wellbeing benefits of sport fully accessible. 

This year, we delivered 232 hours of physical activity through initiatives including Hearing Impaired Football, the Manadon Para Hub, Plymouth University sessions, Pan Disability sessions, Junior Ability Counts, and Adult Ability Counts. 

With funding from Children in Need, our Junior Ability Counts programme brought local players with disabilities and health conditions together to train and compete in structured leagues. Across our junior and adult programmes, 113 players took part in 115 hours of physical activity. 

## Project focus: Argyle4Autism 

We launched Argyle4Autism, a new players-led pilot project supported by the Premier League and the Professional Footballers’ Association. Designed in collaboration with firstteam players Joe Edwards and Julio Pleguezuelo, the programme aims to break down barriers faced by children with autism spectrum disorder, including those awaiting diagnosis. Through tailored sport and e-sports sessions, Argyle4Autism helps young people improve physical health, self-esteem, and social skills, while also providing their families with practical advice and support. 

“It’s a pleasure to have assisted with this project,” said Argyle Captain Joe Edwards. “Football is a great way for people, whatever their background or situation, to come together. We’ve done our best to create a programme which is educational, challenging, accessible and, most importantly, fun.’ 

- 27 local young people and their families engaged 

- 648 attendances across 24 sessions 

- 30 Argyle shirts donated by Classic Builders 

- 12 player visits since the programme launched 

## A parent shared: 

“Argyle4Autism is an inclusive programme where my child feels accepted, and physical activity is encouraged without shame when he gets it wrong. Staff have been encouraging, with lots of high fives and smiles.” 

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## EDUCATION AND EMPLOYABILITY 

## Post-16 BTEC Extended Diploma in Sport 

The 2024–25 academic year has been one of the most exciting and transformative yet for the Argyle Community Trust Post-16 Programme. With record student numbers, new curriculum pathways, and success both on and off the pitch, this year reflects our growing commitment to education, enrichment, and career pathways across Devon and Cornwall. 

Academic Achievement and Student Progress 

With over 220 students enrolled across our Plymouth, Camborne, and Newton Abbot hubs, our Post-16 programme 

continues to provide inclusive and high-quality education rooted in sport, esports, and personal development. 

We are proud to report a 96% retention rate and a 96% overall qualification achievement rate, surpassing national benchmarks. Our student satisfaction survey revealed that 93% of studentathletes rated their experience as good or outstanding, and 96% felt supported by tutors and pastoral staff and 95% said they would recommend the courses on offer to their friends. These outcomes are a testament to our dedicated education team and the 

tailored support provided at every stage. 47% gained the highest grade possible for their course and 85% of student-athletes surpassed their target grades. We delivered 6,597 hours of theory and football sessions. 

Our employability-focused curriculum offered students more than just their core qualifications. This year, students achieved over 120 additional certificates in areas such as first aid, safeguarding, fitness instruction, money matters, gambling awareness, mental health awareness, and digital skills – all helping to future-proof their progression. 

## Enrichment, Experiences, and Employability 

This year saw a major expansion of our enrichment provision. Students participated in residentials to Barcelona, Spain and Tampa in the USA as well as more local residentials including NCS activities across Dartmoor, all of this coupled with travelling many miles around the UK for the regular Wednesday fixtures. All designed to broaden horizons and raise aspirations. 

Our football and esports teams competed nationally through the National Youth Alliance League, The CEFA league and British College Esports Championships, with our Plymouth and Camborne squads earning top-three finishes and several players gaining trials with semiprofessional clubs. 

In esports, students competed in Overwatch, Valorant and 

Rocket League, all delivered from our brand-new esports hub at Foulston Park, supported by Babcock and in partnership with City College Plymouth. Several learners have since moved into esports coaching, streaming, or higher education. 

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## Community Engagement and Social Impact 

As a charitable organisation, giving back remains a core part of our identity. Our students helped raise over £2,400 for local charities, delivered school workshops to over 400 primary pupils, and completed over 1,500 hours of volunteering in their local communities. 

## Expanding Horizons 

This year also marked the introduction of two new curriculum pathways: 

- YMCA Level 2 & 3 Personal Training for our Newton Abbot students, our Plymouth and Cornwall students already received this offer. 

- BTEC Level 2 Esports in Plymouth 

We continue to develop our Post-16 Girls’ Football Programme, with competitive fixtures, strength & conditioning sessions, and pathways into coaching and volunteering. 

Post 16 students Sienna Gilbert and Shana Dolbel have both signed for the Argyle Women’s team this year. “ I am really happy that I made my debut this season for the first team, and for it to come so early, I feel I’ve put in a lot 

of hard work and effort over the last few months to get me in this position and making my debut at Home Park made it much better than I would have thought ever. I can’t thank the coaches at Argyle Community Trust enough. Obviously I feel I’ve put a lot of personal work in to get here but they have continued to drive me forward and help with my development which has allowed me to grow immensely as a player, but also off the pitch with my education’. Sienna Gilbert. 

“I moved over from Jersey around 3 months ago for more opportunities in my football as well as having the educational part, the Argyle Community Trust programme has given me amazing coaching as well as areas to improve both in football and studying, as well as getting me in contact with the under 18s Argyle team and 

Argyle women’s first team. The course has amazing flexibility as you are able to balance both the football side of it and the coursework side and I have made some amazing friends on the course who have been so welcoming in helping me move over.” Shana Dolbel. 

Our work experience placements grew significantly, with over 85 students undertaking placements in schools, leisure centres, gyms, and media organisations. These partnerships are vital in preparing our learners for life beyond education. 

One statistic that we are particularly proud of is the conversion rate from apprentice in the department to full time employment in the depart, to date 4 of our current full time members of staff were apprentices less than 12 months ago. 

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## Sporting Excellence 

In football, the Trust ended the year with four titles: 

- NFYL Premier League Champions 

- NFYL Division 1 League Champions 

- NFYL Cup Runners up (Narrowly losing to the Liverpool based Robbie Fowler Academy at QPR’s Loftus Road stadium) 

- CEFA South West 1 League Champions 

- CEFA South West 2 League Champions 

- CEFA South West 3 League Runners Up 

- CEFA National Cup semi finalists 

## Apprenticeships 

As an independent 

apprenticeship provider, we have continued to align our provision with regional workforce needs and national skills priorities. In 2024/25, our curriculum offer was broadened through the introduction of two new programmes: the Level 4 Corporate Responsibility & Sustainability Practitioner Apprenticeship, supporting organisational environmental compliance and ESG 

capacity, and the Level 2 Leisure Team Member. 

Apprenticeship, addressing operational workforce gaps across leisure and community facilities. Our strategic intent remains to ensure that every school across Devon and Cornwall can access an apprentice, with all learners deployed across diverse community settings to maximise employer engagement and applied 

learning hours. During the reporting period, we enrolled and supported 77 apprentices across multiple standards, delivering structured off-the-job training, robust progress monitoring, and tailored employer liaison. We have achieved an 85% achievement rate this year, this ranks us as number 1 in the South West for apprenticeship achievements. 

## Higher Education 

2024/25, was our 11th year of strategic collaboration with Plymouth Marjon University, integrating academic delivery with applied practice across sport, health, and community development. Our staff contributed to the university’s recruitment activity and supported progression pathways designed to increase local participation and attainment in higher education. As part of this partnership, we delivered targeted lectures, coordinated structured work-based learning opportunities, and provided access to casual employment across multiple operational areas. Across the reporting period, we supported 51 students and facilitated 1,350 hours of high-quality, employer-supervised placement activity within our sport and community programmes. 

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PLYMOUTH ARGYLE FOOTBALL IN THE COMMUNITY TRUST TRADING AS ARGYLE COMMUNITY TRUST 



## Skills 

Across our pre-employability programmes, our Skills team continued to expand and adapt provision in line with local needs. Through YEP!, funded by Cornwall Council, we supported 96 local people to develop foundational employability skills, alongside structured work-based learning opportunities totalling 1,413 hours of personal development. 

## During 2024/25 we 

strengthened our offer in Plymouth through the Shared Prosperity Fund Skills Builder Programme, designed to engage residents who are furthest from the labour market. This programme has delivered positive outcomes, supporting individuals to build confidence, increase employability, and progress towards sustainable education, training, or employment pathways. 

- 100% completed this work readiness programme 

- 86 hours of employmentrelated training and support delivered 

- 85% secured fulltime employment on completion of our support 

We also launched Skills Forward, a Cornwall-based project working intensively with six young people with Education, Health and Care Plans (EHCPs). The programme focuses on developing essential skills, improving personal confidence, enhancing readiness for further study or work, and supporting participants to transition into appropriate education or training destinations. Early outcomes have been highly successful, with participants demonstrating improved engagement, clearer progression pathways, and increased independence. 

Through the YEP programme, Brooke was referred for 1:1 mentoring with Argyle Community Trust, where support focused on rebuilding her confidence and creating a personalised plan. Exploring her interests, especially her love of surfing, her mentor helped Brooke re-engage and build self-confidence, which was supported by a gym membership and active mentoring sessions. A few months later, Brooke’s progress has been remarkable. She is now training for her Lifeguard and Surf Instructor Qualification, has built strong friendships, and recently started her first job as a waitress. As Brooke says, “I am so proud of how far I have come… I am planning my future and so excited for all the opportunities I now have.” Her mentor added, “It has been amazing to see how far Brooke has come… her independence is growing as well. 

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## FACILITIES 

This year, 229,500 visits were made across our three facilities to access community provisions delivered by ourselves and our valued local partners. Eighty-seven local people received dedicated support to combat social isolation and loneliness. Our Warm Space initiative continued to provide free breakfasts, hot showers, internet access, and a warm, safe environment for those struggling with the cost-of-living crisis. 

## Manadon Sports Hub 

Our Manadon Sports and Community Hub is home to grassroots adult and youth teams, supporting local people to get active and inspiring the next generation of sportspeople. During the 2024/25 season, the site hosted 392 matches, with 56 local men’s and women’s teams and 19 youth teams calling the facility their home. 

The site continues to offer positive interventions and activities, including football 

sessions and over-55s provisions. It is also home to Plymouth Civil Service and Roborough Cricket Club, providing a place to train, play, and socialise. Cricket activity has grown significantly, expanding from 2 to 4 adult teams, with more than 100 young people now registered as members of the cricket club. 

Every Friday, we deliver our Community Food Larder and Warm Spaces Café, offering essential support for those 

impacted by the cost-ofliving crisis. The site provides a welcoming community hub where people can socialise, access support, and connect with others. With the help of local partners and organisations, we ensure vulnerable residents receive year-round assistance. To date, over 320 people have accessed this provision, with around 40 individuals attending each week. 

## Pilgrim Pizza 

Our mobile Pilgrim Pizza van continued to provide catering at events, with all income reinvested into our charitable work. Although the van has faced some operational challenges, it remains a valuable tool for connecting with local communities, sparking conversation, and fostering social interaction. We recognise there is further potential to maximise this opportunity to better meet community needs. 

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PLYMOUTH ARGYLE FOOTBALL IN THE COMMUNITY TRUST TRADING AS ARGYLE COMMUNITY TRUST 



## The Hub @ Foulston Park 

In March 2025, the Trust proudly opened its new community centre in Devonport - The Hub at Foulston Park. This newly refurbished site represents over £4 million of investment to support the social, wellbeing, and developmental needs of communities in the west of the city. 

Funding was secured through a range of partners, including the Community Ownership Fund, Bernard Sunley, Youth Investment Fund, The Garfield Weston Foundation, The Clothworkers’ Foundation, and the Football Foundation. This collective investment has allowed us to create an accessible facility offering sports, leisure, wellbeing, and personal development opportunities for people of all ages, backgrounds, and abilities. 

Below outline our vision for the hub: 

- A new state-of-the-art community hub offering a welcoming space for fitness, wellbeing, education, connection, and a safe environment for all. 

- Our Community Café combats social isolation 

and provides vital cost-ofliving support. 

• A new hub launched offering all-weather pitches and tennis courts, as part of a vision for a vibrant, active community 

• More than a fitness centre, it was designed in consultation with our community as a welcoming space for all, whether people are looking to get fitter and healthier, connect with others, or simply enjoy a safe and supportive environment. 

This ambitious project has been delivered in partnership with Plymouth Argyle, Plymouth City Council, Plymouth Albion RFC, and Devonport Community Leisure Limited. 

The Hub offers a range of health and wellbeing opportunities as part of Plymouth’s network of Wellbeing Hubs, with a gym, sports hall, soft play, e-sports, café, and multi-use rooms that are open to all. Located in Devonport, a community facing significant deprivation, these spaces host physical activity programmes, mental 

health support, youth and veterans’ programmes, and life skills training. 

- 576 local people aged 1684 use our inclusive gym 

- 43% identify as female 

- 70% are from the top 10% most deprived postcodes 

- 85% are from the top 30% most deprived postcodes 

- 79% live within one mile as we create local opportunities for those in need 

Councillor Sue Dann said: “The Hub will be of such value to thousands of residents for years to come, and its opening marks a big moment for the promotion of active, healthy lives in Plymouth.” 

“I’m so proud of what we have been able to achieve by working in partnership with the city’s varied and eclectic sports community and governing bodies. Projects like this, where everyone works together for the benefit of Plymouth and its residents, are key to ensuring a healthy and active city for generations to come.” 

## Sherford Sports Site 

In 2024 we were delighted to officially open the Sherford Sports Hub. The need here was to ensure a new housing development on the outskirts of Plymouth had access to facilities which had been laid dormant to help improve community cohesion and develop community provisions for the new community. The site includes an all-weather sand-dressed astro turf pitch, full-size grass pitch, and tennis courts, the Hub is part of a broader vision to create a vibrant and active community, driven by the Sherford Consortium and supported by Plymouth City Council. 

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PLYMOUTH ARGYLE FOOTBALL IN THE COMMUNITY TRUST TRADING AS ARGYLE COMMUNITY TRUST 



## EVENTS AND CAMPAIGNS 

The Charity does not carry out significant fundraising activities targeted at individuals. However, building on the success of previous campaigns, we continued to engage both existing and new commercial partners and supporters. This helped raise the profile of the Trust, inspire wider community engagement, and further diversify our funding streams in line with our strategic aims. 

In 2024/25, we delivered the following fundraising and partnership activities: 

- Charity Golf Day, sponsored by SW Law, engaging 96 golfers from South West businesses and raising £12,605 for our Kick Off Grief programme, which supports children 

experiencing parental bereavement. 

- Green Army Fun Run, with 130 dedicated runners raising £7,307 for Project 35 and our ongoing work to combat food poverty. 

- Shirt Tile & Step 

Sponsorship, generating £19,200 to support costs associated with our new facility development. 

- Corporate Sponsorship, securing over £100,000 towards room design and setup at Foulston Park, ensuring the new community site meets local needs. 

- Five-a-Side Corporate Cup, raising £2,250 to fund a new men’s mental wellbeing project delivered in partnership with Devon Mind.needs. 

- Festive Food Hamper Appeal, supported by Babcock, Ginsters, and The Church of the Holy Spirit, providing Christmas hampers to 200 families in need. 

- Green Army Primary School Fundraisers, raising £2,311 to support Project 35. 

- Charity of the Year Partnerships, with donations totalling £4,846 from local businesses including Roam Brewery, Bright Solicitors, Friary Mill, and Practice Plus Group. These donations were used to purchase food stock for our Community Food Larder. 

## EDI 

65 hours of training and workshops exploring culture and identity, racism, healthy relationships, and masculinity hours of training and workshops exploring culture and identity, racism, healthy relationships, and masculinity. 

232 attendees across 21 sessions which were attended by local schools and organisations. We delivered workshops to West Country Schools Trust pastoral leads to educate staff on microaggressions and inclusive language. 

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At the heart of what we do, our staff are key to ensuring our work is delivered to support our local community and help us meet our strategic aims. This year has brought both challenge and opportunity and our staff have been more integral than ever, helping develop our new community site, sustaining it and delivering the operations that have been essential in ensuring stability and success across the Trust. 

The leadership team has helped support the growth of the business and diversify funding to support the workforce. 

During this period our average staff numbers have increased from 178 to 184, including 120 contracted staff, 18 of which are undertaking an apprenticeship, and 64 sessional staff. Our gender 

employment ratio sits at 78:22 in favour of males but we have made a number of recent female appointments and encourage inclusivity in all areas of our work. Volunteering on key projects has continued with active engagement between the organisation and volunteers to help benefit local communities. 

We have provided pathways and training for our apprentices to enable them to move into contracted employment with us. Investment for staff training in safeguarding, first aid, coaching, challenging behaviour, qualified teacher status and mental health awareness took place during the year. Additionally, we ensured that all staff had access to a healthcare scheme in direct response to 

requests from the workforce to support their mental health and wellbeing. 

Our annual staff conference in September 24 enabled a celebration of the great work undertaken by staff and volunteers, with a continuation of our annual staff award presentation, recognising the achievements of ten members of staff in seven award categories. 

We’ve continued developing our People Plan and Staff Charter to clearly outline what the organisation expects from its team—and what our staff can expect in return. To strengthen communication and collaboration, we’re reintroducing the Staff Forum, giving employees a platform to share their voice—an essential element for building a cohesive and engaged workforce. 

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## FUTURE DIRECTION 

We are truly pleased with the performance of the Trust during this period. This is a testament to the hard work of our staff, the guidance of our Board, and the continued support of our partners. Throughout the year we have remained focused on our strategy, while also responding to societal changes to ensure we continue supporting local people effectively. 

Last year, we stated that we were shaping our new strategy. Although this process has taken longer than anticipated, the additional time has been beneficial. It has allowed us to pause, reflect, and ensure that the final strategy is informed by thorough insight and consultation. As a result, we look forward to launching our new strategy in early 2026, confident that it will 

enhance our impact within the communities we serve. 

We have successfully launched our second community hub, with further developments at the site planned for the near future. As we expand to two sites, careful financial management-both operationally and in terms of ongoing development-remains essential. Our focus will be on delivering our strategic aims across both locations, ensuring they provide meaningful opportunities for local people while also remaining financially sustainable and not a burden on the organisation. 

In addition, several government reviews are underway across the education and youth policy sectors. We will continue to monitor these developments closely to ensure our services align with 

emerging policy outcomes while also meeting our aims and objectives. 

We continue to enjoy a strong and collaborative relationship with our parent football club. Over the next 12 months, we will work together to further strengthen this partnership, including exploring shared services that can improve efficiencies, enhance delivery, and support the systems, operations, and promotion of the charity. 

Finally, a key priority for 2025/2026 will be enhancing our digital presence. This includes the development of a new website and improvements to our customer journey, ensuring we respond effectively and consistently to the needs of our communities. 

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## INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF PLYMOUTH ARGYLE FOOTBALL IN THE COMMUNITY TRUST 

## Opinion 

We have audited the financial statements of Plymouth Argyle Football in the Community Trust (the ‘charitable parent company’) and its subsidiaries (the ‘group’) for the year ended 30 June 2025, which comprise the Consolidated Statement of Financial Activities, , Consolidated Statement of Cash Flows and Notes to the Financial Statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is United Kingdom Accounting Standards, comprising Charities SORP - FRS 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’ and applicable law (United Kingdom Generally Accepted Accounting Practice). 

## In our opinion the financial statements: 

## 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 group’s ability to continue as a going concern for a period of at least twelve months from when the original financial statements were 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. 

- give a true and fair view of the state of the group’s and parent charity’s affairs as at 30 June 2025 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended; 

- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and 

- have been prepared in accordance with the requirements of the Companies Act 2006. 

## Basis for opinion 

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the auditor responsibilities for the audit of the financial statements section of our report. We are independent of the group 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. 

## Other information 

The trustees are responsible for the other information. The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. 

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether 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. 

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PLYMOUTH ARGYLE FOOTBALL IN THE COMMUNITY TRUST TRADING AS ARGYLE COMMUNITY TRUST 



## Opinion on other matter 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 and for the financial year for which the financial statements are prepared is consistent with the financial statements; and 

- the and have been prepared in accordance with applicable legal requirements. 

## Matters on which we are required to report by exception 

In the light of our knowledge and understanding of the group and the parent charitable company 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 where the Companies Act 2006 requires us to report to you if, in our opinion: 

- adequate accounting records have not been kept by the parent charitable company, or returns adequate for our audit have not been received from branches not visited by us; or 

- the parent charitable company 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. 

## Responsibilities of trustees 

As explained more fully in the (set out on page ), the trustees 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 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. 

The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below: 

- We identified areas of laws and regulations that could reasonably be expected to have a material effect on the financial statements from our general commercial and sector experience and through discussion with the directors and other management. We communicated identified laws and regulations throughout our team, and remained alert to any indications of non-compliance throughout the audit. 

- The company is subject to laws and regulations that govern the preparation of the financial statements, including financial reporting legislation, and other companies legislation. The company is also subject to other laws and regulations where the consequences of non-compliance could have a material impact on the amounts or disclosures within the financial statements, including employment, anti-bribery, antimoney laundering and certain aspects of companies legislation. 

- Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. In any audit, there remains a higher risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal controls. We are not responsible for preventing noncompliance and cannot be expected to detect noncompliance with all laws and regulations. 

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. 

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PLYMOUTH ARGYLE FOOTBALL IN THE COMMUNITY TRUST TRADING AS ARGYLE COMMUNITY TRUST 



- Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the directors. 

- Conclude on the appropriateness of the directors 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 company’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 company 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. 

A further description of our responsibilities is available on the Financial Reporting Council’s website at: www.frc.org. uk/auditorsresponsibilities. This description forms part of our auditor’s report. 

## Use of our report 

This report is made solely to the charitable parent company’s trustees, 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 group’s trustees 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 charitable parent company and its trustees as a body, for our audit work, for this report, or for the opinions we have formed. 

Adam Croney ACA (Senior Statutory Auditor) For and on behalf of Westcotts (SW) LLP, Statutory Auditor: 

Plym House 3 Longbridge Road Plymouth Marsh Mills Devon PL6 8LT 

Date: 24th February 2026 

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PLYMOUTH ARGYLE FOOTBALL IN THE COMMUNITY TRUST TRADING AS ARGYLE COMMUNITY TRUST 



## CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES (Including Consolidated Income and Expenditure Account and Statement of Total Recognised Gains and Losses) Year Ended 30 June 2025 

|Note<br>Income and endowments<br>Donations and legacies<br>3<br>Charitable activities<br>4<br>Other trading activities<br>5<br>Investment income<br>6<br>Total income<br>Expenditure on<br>Charitable activities<br>8<br>Costs of trading activities<br>10<br>Total expenditure<br>Net income<br>Transfers between funds<br>Net movement in funds<br>Reconciliation of funds<br>Total funds brought forward<br>Total funds carried forward 24|Unrestricted<br>Funds<br>£<br>188,599<br>4,537,764<br>384,301<br>39,110<br>5,149,774<br>(4,160,183)<br>(356,508)<br>(4,516,691)<br>633,083<br>(44,218)<br>588,865<br>2,893,645<br>3,482,510|Restricted<br>Funds<br>£<br>2,471,530<br>631,536<br>-<br>-<br>3,103,066<br>(970,757)<br>-<br>(970,757)<br>2,132,309<br>44,218<br>2,176,527<br>2,344,063<br>4,520,590|Total<br>2025<br>£<br>2,660,129<br>5,169,300<br>384,301<br>39,110<br>8,252,840<br>(5,130,940)<br>(356,508)<br>(5,487,448)<br>2,765,392<br>-<br>2,765,392<br>5,237,708<br>8,003,100|Total<br>2024<br>£<br>2,421,115<br>4,420,229<br>378,719<br>44,032|
|---|---|---|---|---|
|||||7,264,095|
|||||(4,737,057)<br>-|
|||||(4,737,057)|
|||||2,527,038<br>-|
|||||2,527,038<br>2,710,670|
|||||5,237,708|



All of the group’s activities derive from continuing operations during the above two periods. The funds breakdown for 2024 is shown in note 24. 

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PLYMOUTH ARGYLE FOOTBALL IN THE COMMUNITY TRUST TRADING AS ARGYLE COMMUNITY TRUST 



## CONSOLIDATED BALANCE SHEET 

Consolidated Balance as at 30 June 2025 

|Note<br>Fixed assets<br>Tangible assets<br>16<br>Current assets<br>Stocks<br>17<br>Debtors<br>18<br>Cash at bank and in hand<br>19<br>Creditors: amounts falling due within one year<br>20<br>Net current assets<br>Total assets less current liabilities<br>Creditors: amounts falling due after more<br>21<br>than one year<br>Net assets<br>Funds of the charity<br>Restricted income funds<br>Restricted funds<br>Unrestricted income funds<br>Unrestricted funds<br>Total funds<br>24|2025<br>£<br>5,413,028<br>2,304<br>851,031<br>2,377,970<br>3,231,305<br>(593,733)<br>2,637,572<br>8,050,600<br>(47,500)<br>8,003,100<br>4,520,590<br>3,482,510<br>8,003,100|2024<br>£<br>2,732,816<br>-<br>545,128<br>2,440,251|
|---|---|---|
|||2,985,379<br>(476,737)|
|||2,508,642|
|||5,241,458<br>(3,750)|
|||5,237,708|
|||2,344,063<br>2,893,645|
|||5,237,708|



The financial statements on pages 26 to 62 were approved by the trustees, and authorised for issue on 15th December 2025 and signed on their behalf by: 


Mr M A Lovegrove Trustee Company number 06797988 

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PLYMOUTH ARGYLE FOOTBALL IN THE COMMUNITY TRUST TRADING AS ARGYLE COMMUNITY TRUST 



## CONSOLIDATED BALANCE SHEET 

Balance Sheet as at 30 June 2025 

|Note<br>Fixed assets<br>Tangible assets<br>16<br>Investments<br>Current assets<br>Debtors<br>18<br>Cash at bank and in hand<br>19<br>Creditors: amounts falling due within one year<br>20<br>Net current assets<br>Total assets less current liabilities<br>Creditors: amounts falling due after more<br>21<br>than one year<br>Net assets<br>Funds of the charity<br>Restricted income funds<br>Restricted funds<br>24<br>Unrestricted income funds<br>Unrestricted funds<br>Total funds<br>24|2025<br>£<br>5,409,243<br>1<br>5,409,244<br>984,615<br>2,315,856<br>3,300,471<br>(525,506)<br>2,774,965<br>8,184,209<br>(47,500)<br>8,136,709<br>4,520,590<br>3,616,119<br>8,136,709|2024<br>£<br>2,732,816|
|---|---|---|
|||2,732,816|
|||545,128<br>2,440,251|
|||2,985,379<br>(476,737)|
|||2,508,642|
|||5,241,458<br>(3,750)|
|||5,237,708|
|||2,344,063<br>2,893,645|
|||5,237,708|



The financial statements on pages 26 to 62 were approved by the trustees, and authorised for issue on 15th December 2025 and signed on their behalf by: 


Mr M A Lovegrove Trustee Company number 06797988 

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PLYMOUTH ARGYLE FOOTBALL IN THE COMMUNITY TRUST TRADING AS ARGYLE COMMUNITY TRUST 



## CONSOLIDATED STATEMENT OF CASH FLOWS 

Year Ended 30 June 2025 

|Note<br>Cash fows from operating activities<br>Net cash income<br>_Adjustments for:_<br>Depreciation of tangible fxed assets<br>10, 16<br>Other interest receivable and similar income<br>6<br>Interest payable and similar charges<br>_Changes in:_<br>Increase in stocks<br>17<br>Trade and other debtors<br>18<br>Trade and other creditors<br>20<br>Increase in deferred income<br>21<br>Cash generated from operations<br>Interest paid<br>Interest received<br>6<br>Cash fows from investing activities<br>Purchase of tangible fxed assets<br>16<br>Sale of tangible fxed assets<br>Net cash fows from investing activities<br>Net (decrease)/increase in cash and cash equivalents<br>Cash and cash equivalents at 1 July<br>Cash and cash equivalents at 30 June|2025<br>£<br>2,765,392<br>53,285<br>(39,110)<br>6,549<br>2,786,116<br>(2,304)<br>(305,903)<br>136,941<br>23,805<br>2,638,655<br>(6,549)<br>39,110<br>32,561<br>(2,761,913)<br>28,416<br>(2,733,497)<br>(62,281)<br>2,440,251<br>2,377,970|2024<br>£<br>2,527,038<br>55,384<br>(44,032)<br>2,621|
|---|---|---|
|||2,541,011<br>-<br>(125,935)<br>89,406<br>14,212|
|||2,518,694|
|||(2,621)<br>44,032|
|||41,411<br>(2,400,100)<br>-|
|||(2,400,100)|
|||160,005<br>2,280,246|
|||2,440,251|



The notes on pages 30 to 62 form an integral part of these financial statements. 

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PLYMOUTH ARGYLE FOOTBALL IN THE COMMUNITY TRUST TRADING AS ARGYLE COMMUNITY TRUST 



## NOTES TO THE FINANCIAL STATEMENTS 

## Year Ended 30 June 2025 

## 1. Charity status 

## benefits from its activities. 

The charity is limited by guarantee, incorporated in England and Wales, and consequently does not have share capital. Each of the trustees is liable to contribute an amount not exceeding £Nil towards the assets of the charity in the event of liquidation. 

The address of its registered office is: Home Park Plymouth Devon PL2 3DQ 

The Trust is limited by guarantee and does not have share capital. The liability of the members is limited to £10 each. In the event of the winding up of the Trust any surplus assets that exist must be either directly applied to the objects of the Trust or transferred to another charity which has similar objects to those of the Trust. 

## 2. Accounting policies 

## Summary of significant accounting policies and key accounting estimates 

The principal accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated. 

## Statement of compliance 

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice (applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)) (issued in October 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006. 

## Basis of preparation 

The consolidated financial statements consolidate the financial statements of the ‘charity’ (Plymouth Argyle Football in the Community Trust) and its ‘subsidiary’ (ACT Trading Limited) undertakings drawn up to 30 June 2025. 

No statement of financial activities is presented for the charity as permitted by section 408 of the Companies Act 2006. The charity produced a surplus after tax for the financial year of £2,899,001 (2024 - surplus of £2,527,038). 

A subsidiary is an entity controlled by the charity. Control is achieved where the charity has the power to govern the financial and operating policies of an entity so as to obtain 

The results of subsidiaries acquired or disposed of during the year are included in the statement of financial activities from the effective date of acquisition or up to the effective date of disposal, as appropriate. Where necessary, adjustments are made to the financial statements of subsidiaries to bring their accounting policies into line with those used by the group. 

The purchase method of accounting is used to account for business combinations that result in the acquisition of subsidiaries by the group. The cost of a business combination is measured as the fair value of the assets given, equity instruments issued and liabilities incurred or assumed at the date of exchange, plus costs directly attributable to the business combination. Identifiable assets acquired and liabilities and contingent liabilities assumed in a business combination are measured initially at their fair values at the acquisition date. Any excess of the cost of the business combination over the acquirer’s interest in the net fair value of the identifiable assets, liabilities and contingent liabilities recognised is recorded as goodwill. 

Inter-company transactions, balances and unrealised gains on transactions between the charity and its subsidiaries, which are related parties, are eliminated in full. 

Intra-group losses are also eliminated but may indicate an impairment that requires recognition in the consolidated financial statements. 

Accounting policies of subsidiaries have been changed where necessary to ensure consistency with the policies adopted by the group. Non-controlling interests in the net assets of consolidated subsidiaries are identified separately from the group’s equity therein. Non-controlling interests consist of the amount of those interests at the date of the original business combination and the non-controlling shareholder’s share of changes in equity since the date of the combination. Total comprehensive income is attributed to non-controlling interests even if this results in the noncontrolling interests having a deficit balance. 

## Going concern 

The trustees consider that there are no material uncertainties about the group’s ability to continue as a going concern nor any significant areas of uncertainty that affect the carrying value of assets held by the group. 

## 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 

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are based on experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. The carrying amount is £- (2024 -£-). 

## Fund structure 

Unrestricted income funds are general funds that are available for use at the trustees discretion in furtherance of the objectives of the group. 

## _Donated services and facilities_ 

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. 

## _Contracts_ 

Designated funds are unrestricted funds set aside for specific purposes at the discretion of the trustees. 

Restricted income funds are those donated for use in a particular area or for specific purposes, the use of which is restricted to that area or purpose. 

## Income and endowments 

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: 

## _Donations and legacies_ 

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. 

## _Grants receivable_ 

Grants are recognised when the group has an entitlement to the funds and any conditions linked to the grants have been met. Where performance conditions are attached to the grant and are yet to be met, the income is recognised as a liability and included on the balance sheet as deferred income to be released. 

## _Deferred income_ 

Deferred income represents amounts received for future periods and is released to incoming resources in the period for which, it has been received. Such income is only deferred when: 

- The donor specifies that the grant or donation must only be used in future accounting periods; or 

- The donor has imposed conditions which must be met before the charity has unconditional entitlement. 

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. 

## _Deferred income_ 

Deferred income represents amounts received for future periods and is released to incoming resources in the period for which, it has been received. Such income is only deferred when: 

- The donor specifies that the grant or donation must only be used in future accounting periods; or 

- The donor has imposed conditions which must be met before the charity has unconditional entitlement. 

## _Investment income_ 

Dividends are recognised once the dividend has been declared and notification has been received of the dividend due. 

## Expenditure 

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: 

## _Raising funds_ 

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

## _Charitable activities_ 

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. 

## _Gifts in kind_ 

Deferred income represents amounts received for future periods and is released to incoming resources in the period for which, it has been received. Such income is only deferred when: 

- The donor specifies that the grant or donation must only be used in future accounting periods; or 

- The donor has imposed conditions which must be met before the charity has unconditional entitlement. 

## _Other expenditure_ 

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

## Support costs 

Support costs include central functions and have been allocated to activity cost categories on a basis consistent with the use of resources, for example, allocating property costs by floor areas, or per capita, staff costs by the time spent and other costs by their usage. 

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## _Direct costs_ 

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. 

## Governance costs 

These include the costs attributable to the charity’s compliance with constitutional and statutory requirements, including audit, strategic management and trustees meetings and reimbursed expenses. 

## 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 fixed 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 and amortisation 

Depreciation is provided on tangible fixed assets so as to write off the cost or valuation, less any estimated residual value, over their expected useful economic life as follows: 

|Asset class|Depreciation method and rate|
|---|---|
|Long leasehold property|4% straight line|
|Fixtures and fttings<br>Motor vehicles<br>Computer equipment<br>Assets under construction|30% reducing balance<br>25% straight line<br>40% reducing balance<br>not depreciated|



## 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. 

## Taxation 

The charity is considered to pass the tests set out in Paragraph 1 Schedule 6 of the Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes. Accordingly, the charity is potentially exempt from taxation in respect of income or capital gains received within categories covered by Chapter 3 Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992, to the extent that such income or gains are applied exclusively to charitable purposes. 

## Business combinations 

Business combinations are accounted for under the purchase method. Where necessary, adjustments are made to the financial statements of subsidiaries to bring the accounting policies used into line with those used by the group. All intra-group transactions, balances, income and expenses are eliminated on consolidation. In accordance with Section 35 of FRS 102, Section 19 of FRS 102 has not been applied in these financial statements in respect of business combinations effected prior to the date of transition. 

## Fixed asset investments 

Fixed asset investments, other than programme related investments, are included at market value at the balance sheet date. Realised gains and losses on investments are calculated as the difference between sales proceeds and their market value at the start of the year, or their subsequent cost, and are charged or credited to the Statement of Financial Activities in the period of disposal. 

Unrealised gains and losses represent the movement in market values during the year and are credited or charged to the Statement of Financial Activities based on the market value at the year end. 

## Stock 

Stock is valued at the lower of cost and estimated selling price less costs to complete and sell, after due regard for obsolete and slow moving stocks. Cost is determined using the first-in, first-out (FIFO). 

## Cash and cash equivalents 

Cash and cash equivalents comprise cash on hand and call deposits, and other short-term highly liquid investments that are readily convertible to a known amount of cash and are subject to an insignificant risk of change in value. 

## Borrowings 

Interest-bearing borrowings are initially recorded at fair value, net of transaction costs. Interest-bearing borrowings are subsequently carried at amortised cost, with the difference between the proceeds, net of transaction costs, and the amount due on redemption being recognised as a charge to the Statement of Financial Activities over the period of the relevant borrowing. 

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Interest expense is recognised on the basis of the effective interest method and is included in interest payable and similar charges. 

Borrowings are classified as current liabilities unless the charity has an unconditional right to defer settlement of the liability for at least twelve months after the reporting date. 

## Financial instruments 

## _Classification_ 

Financial assets and financial liabilities are recognised when the group becomes a party to the contractual provisions of the instrument. 

Financial liabilities and equity instruments are classified according to the substance of the contractual arrangements entered into. An equity instrument is any contract that evidences a residual interest in the assets of the group after deducting all of its liabilities. 

## _Recognition and measurement_ 

All financial assets and liabilities are initially measured at transaction price (including transaction costs), except for those financial assets classified as at fair value through profit or loss, which are initially measured at fair value (which is normally the transaction price excluding transaction costs), unless the arrangement constitutes a financing transaction. If an arrangement constitutes a financing transaction, the financial asset or financial liability is measured at the present value of the future payments discounted at a market rate of interest for a similar debt instrument. 

Financial assets and liabilities are only offset in the statement of financial position when, and only when there exists a legally enforceable right to set off the recognised amounts and the group intends either to settle on a net basis, or to realise the asset and settle the liability simultaneously. 

Financial assets are derecognised when and only when a) the contractual rights to the cash flows from the financial asset expire or are settled, b) the group transfers to another party substantially all of the risks and rewards of ownership of the financial asset, or c) the group, despite having retained some, but not all, significant risks and rewards of ownership, has transferred control of the asset to another party. 

Financial liabilities are derecognised only when the obligation specified in the contract is discharged, cancelled or expires. 

## _Debt instruments_ 

Debt instruments which meet the following conditions are subsequently measured at amortised cost using the effective interest method: 

(a) The contractual return to the holder is (i) a fixed amount; (ii) a positive fixed rate or a positive variable rate; or (iii) a combination of a positive or a negative fixed rate and a positive variable rate. 

(c) The contract may provide for a determinable variation of the return to the holder during the life of the instrument, provided that (i) the new rate satisfies condition (a) and the variation is not contingent on future events other than (1) a change of a contractual variable rate; (2) to protect the holder against credit deterioration of the issuer; (3) changes in levies applied by a central bank or arising from changes in relevant taxation or law; or (ii) the new rate is a market rate of interest and satisfies condition (a). 

(d) There is no contractual provision that could, by its terms, result in the holder losing the principal amount or any interest attributable to the current period or prior periods. 

(e) Contractual provisions that permit the issuer to prepay a debt instrument or permit the holder to put it back to the issuer before maturity are not contingent on future events, other than to protect the holder against the credit deterioration of the issuer or a change in control of the issuer, or to protect the holder or issuer against changes in levies applied by a central bank or arising from changes in relevant taxation or law. 

(f) Contractual provisions may permit the extension of the term of the debt instrument, provided that the return to the holder and any other contractual provisions applicable during the extended term satisfy the conditions of paragraphs (a) to (c). 

Debt instruments that are classified as payable or receivable within one year on initial recognition and which meet the above conditions are measured at the undiscounted amount of the cash or other consideration expected to be paid or received, net of impairment. 

With the exception of some hedging instruments, other debt instruments not meeting these conditions are measured at fair value through profit or loss. 

Commitments to make and receive loans which meet the conditions mentioned above are measured at cost (which may be nil) less impairment. 

## _Investments_ 

Investments in non-convertible preference shares and nonputtable ordinary or preference shares (where shares are publicly traded or their fair value is reliably measurable) are measured at fair value through profit or loss. Where fair value cannot be measured reliably, investments are measured at cost less impairment. 

Investments in subsidiaries and associates are measured at cost less impairment. For investments in subsidiaries acquired for consideration including the issue of shares qualifying for merger relief, cost is measured by reference to the nominal value of the shares issued plus fair value of other consideration. Any premium is ignored. 

(b) The contract may provide for repayments of the principal or the return to the holder (but not both) to be linked to a single relevant observable index of general price inflation of the currency in which the debt instrument is denominated, provided such links are not leveraged. 

57 



## 3. Income from donations, legacies and grants 

|3. Income from donations, legacies and grants||||
|---|---|---|---|
|Donations<br>50/50 Lottery<br>Care Support SW Ltd<br>Charities Trust<br>Persimmon Homes<br>Other donations<br>Grants<br>EFL Trust: Core Funding<br>ELS - Joy of Moving<br>Youth Investment Fund - Brickfelds<br>Other grants<br>Household Support Grant<br>ERF Delivery Company Ltd - PV<br>FL Community Shield<br>Morrisons Foundation<br>Arcadis<br>PLCF Core<br>The Football Foundation<br>Donations<br>PAFC Ladies donations<br>Appeals and donations<br>Yelverton Golf Club<br>St Austell Brewery<br>Other donations<br>Grants<br>EFL Trust: Core Funding<br>Youth Investment Fund - Brickfelds<br>Community Ownership Fund<br>Household Support Grant<br>Garfeld Weston Grant<br>The Football Foundation|Unrestricted<br>Funds<br>General<br>£<br>10,000<br>3,000<br>1,000<br>3,000<br>41,815<br>38,766<br>23,153<br>-<br>-<br>-<br>-<br>15,000<br>8,000<br>24,865<br>20,000<br>-<br>188,599<br>Unrestricted<br>Funds<br>General<br>£<br>80,520<br>-<br>6,500<br>3,500<br>44,486<br>34,637<br>-<br>-<br>-<br>-<br>-<br>169,643|Restricted<br>Funds<br>£<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>994,669<br>2,662<br>3,400<br>40,000<br>-<br>-<br>-<br>-<br>1,430,799<br>2,471,530<br>Restricted<br>Funds<br>£<br>-<br>50,000<br>-<br>-<br>-<br>-<br>1,071,794<br>1,000,000<br>2,720<br>50,000<br>76,958<br>2,251,472|Total<br>2025<br>£<br>10,000<br>3,000<br>1,000<br>3,000<br>41,815<br>38,766<br>23,153<br>994,669<br>2,662<br>3,400<br>40,000<br>15,000<br>8,000<br>24,865<br>20,000<br>1,430,799|
||||2,660,129|
||||Total<br>2024<br>£<br>80,520<br>50,000<br>6,500<br>3,500<br>44,486<br>34,637<br>1,071,794<br>1,000,000<br>2,720<br>50,000<br>76,958|
||||2,421,115|



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PLYMOUTH ARGYLE FOOTBALL IN THE COMMUNITY TRUST TRADING AS ARGYLE COMMUNITY TRUST 



## 4. Income from charitable activities 

|4. Income from charitable activities||||
|---|---|---|---|
|Premier League Primary Stars<br>Premier League Kicks<br>Premier League Police Pilot Fund<br>Rank Foundation<br>The FA Emerging Talent<br>Premier League Inspires<br>Football and health related courses and activities<br>Marjon foundation degree<br>Education services<br>Apprenticeship programme<br>Fit & Fed<br>Ancillary trading<br>Premier League Fans Fund<br>Sport England<br>Premier League Fans Referral Pilot Fund<br>National Lottery<br>Active Through Football<br>PCC - Community Recovery Fund<br>Miscellaneous income<br>National Citizen Service<br>Premier League Primary Stars<br>Premier League Kicks<br>Premier League Core<br>Rank Foundation<br>The FA Emerging Talent<br>Children in Need<br>Premier League Inspires<br>Football and health related courses and activities<br>Armed Forces Covenant Fund Trust<br>Street Games UK|Unrestricted<br>Funds<br>General<br>£<br>-<br>-<br>-<br>-<br>-<br>-<br>2,319,001<br>65,000<br>1,176,473<br>497,373<br>358,649<br>121,268<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>4,537,764<br>Unrestricted<br>Funds<br>General<br>£<br>43,755<br>-<br>-<br>20,000<br>-<br>-<br>-<br>-<br>1,937,986<br>-<br>-|Restricted<br>Funds<br>£<br>100,000<br>115,000<br>39,000<br>30,992<br>27,200<br>35,000<br>-<br>-<br>-<br>-<br>-<br>-<br>25,000<br>34,800<br>12,500<br>45,942<br>109,534<br>42,000<br>14,568<br>631,536<br>Restricted<br>Funds<br>£<br>-<br>100,000<br>115,000<br>-<br>59,180<br>24,500<br>1,000<br>35,000<br>-<br>500<br>7,200|Total<br>2025<br>£<br>100,000<br>115,000<br>39,000<br>30,992<br>27,200<br>35,000<br>2,319,001<br>65,000<br>1,176,473<br>497,373<br>358,649<br>121,268<br>25,000<br>34,800<br>12,500<br>45,942<br>109,534<br>42,000<br>14,568|
||||5,169,300|
||||Total<br>2024<br>£<br>43,755<br>100,000<br>115,000<br>20,000<br>59,180<br>24,500<br>1,000<br>35,000<br>1,937,986<br>500<br>7,200|



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## 4. Income from charitable activities (continued) 

|4. Income from charitable activities (continued)||||
|---|---|---|---|
|Sponsorships<br>Other trading income<br>Gym memberships<br>Softplay<br>Food and beverage<br>Facilities<br>Other revenue<br>Facilities management fee<br>Sponsorships<br>Hire of function rooms<br>Other trading income<br>5. Income from other trading activities<br>Marjon foundation degree<br>Safer Streets<br>Education services<br>Apprenticeship programme<br>Fit & Fed<br>Ancillary trading<br>Premier League Fans Fund<br>Sport England<br>Clothworker’s Foundation<br>Premier League Fans Referral Pilot Fund<br>National Lottery<br>Community Allotment - National Grid<br>Miscellaneous income|Unrestricted<br>Funds<br>General<br>£<br>65,000<br>-<br>1,045,937<br>385,067<br>293,289<br>92,299<br>-<br>-<br>-<br>-<br>-<br>-<br>12,090<br>3,895,423|Unrestricted<br>Funds<br>General<br>£<br>40,863<br>163,531<br>43,161<br>18,270<br>49,894<br>55,767<br>12,815<br>384,301<br>Unrestricted<br>Funds<br>General<br>£<br>10,000<br>204,671<br>14,987<br>149,061<br>378,719<br>Restricted<br>Funds<br>£<br>-<br>25,000<br>-<br>-<br>-<br>-<br>25,000<br>9,500<br>50,000<br>15,000<br>47,427<br>4,500<br>5,999<br>524,806|Total<br>2024<br>£<br>65,000<br>25,000<br>1,045,937<br>385,067<br>293,289<br>92,299<br>25,000<br>9,500<br>50,000<br>15,000<br>47,427<br>4,500<br>18,089|
||||4,420,229|
||||Total<br>2025<br>£<br>40,863<br>163,531<br>43,161<br>18,270<br>49,894<br>55,767<br>12,815|
||||384,301|
||||Total<br>2024<br>£<br>10,000<br>204,671<br>14,987<br>149,061|
||||378,719|



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PLYMOUTH ARGYLE FOOTBALL IN THE COMMUNITY TRUST TRADING AS ARGYLE COMMUNITY TRUST 



## 6. Investment income 

|6. Investment income||||
|---|---|---|---|
|Note<br>Charitable activities<br>8<br>Support costs<br>9<br>Costs of trading activities<br>10<br>7. Expenditure on charitable activities by fund type<br>Bank interest receivable<br>Bank interest receivable<br>Note<br>Charitable activities<br>Support costs<br>9|Unrestricted<br>Funds<br>General<br>£<br>3,646,818<br>513,365<br>356,508<br>4,516,691<br>Unrestricted<br>Funds<br>General<br>£<br>3,415,540<br>522,559<br>3,938,099|Restricted<br>Funds<br>£<br>846,877<br>123,880<br>-<br>970,757<br>Unrestricted<br>Funds<br>General<br>£<br>39,110<br>39,110<br>Unrestricted<br>Funds<br>General<br>£<br>44,032<br>44,032<br>Restricted<br>Funds<br>£<br>476,140<br>322,818<br>798,958|Total<br>2025<br>£<br>39,110|
||||39,110|
||||Total<br>2024<br>£<br>44,032|
||||44,032|
||||Total<br>2025<br>£<br>4,493,695<br>637,245<br>356,508|
||||5,487,448|
||||Total<br>2024<br>£<br>3,891,680<br>845,377|
||||4,737,057|



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PLYMOUTH ARGYLE FOOTBALL IN THE COMMUNITY TRUST TRADING AS ARGYLE COMMUNITY TRUST 



## 8. Expenditure on charitable activities 

|8. Expenditure on charitable activities||||
|---|---|---|---|
|Wages and coaching fees<br>Social security costs<br>Pension costs<br>Hire of halls and pitches<br>Footballs, sports wear, gifts and prizes<br>Football tours, games and trips<br>Training and qualifcations<br>Motor and travel expenses<br>Lunches and refreshments<br>Tickets<br>Wages and coaching fees<br>Social security costs<br>Pension costs<br>Hire of halls and pitches<br>Footballs, sports wear, gifts and prizes<br>Football tours, games and trips<br>Training and qualifcations<br>Motor and travel expenses<br>Lunches and refreshments<br>Tickets|Unrestricted<br>Funds<br>General<br>£<br>2,304,719<br>204,029<br>59,330<br>304,094<br>334,994<br>21,233<br>80,249<br>108,450<br>181,572<br>48,148<br>3,646,818<br>Unrestricted<br>Funds<br>General<br>£<br>2,374,132<br>172,207<br>54,615<br>297,598<br>138,506<br>26,248<br>68,276<br>135,255<br>110,714<br>37,989<br>3,415,540|Restricted<br>Funds<br>£<br>669,449<br>43,026<br>9,897<br>49,075<br>30,873<br>4,529<br>1,032<br>14,490<br>24,506<br>-<br>846,877<br>Restricted<br>Funds<br>£<br>272,875<br>36,315<br>9,111<br>46,669<br>54,289<br>5,329<br>6,439<br>26,876<br>18,237<br>-<br>476,140|Total<br>2025<br>£<br>2,974,168<br>247,055<br>69,227<br>353,169<br>365,867<br>25,762<br>81,281<br>122,940<br>206,078<br>48,148|
||||4,493,695|
||||Total<br>2024<br>£<br>2,647,007<br>208,522<br>63,726<br>344,267<br>192,795<br>31,577<br>74,715<br>162,131<br>128,951<br>37,989|
||||3,891,680|



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## 9. Analysis of governance and support costs 

|Analysis of support costs<br>Administration wages<br>Telephone<br>Postage and stationery<br>Advertising and marketing<br>Computer expenses and support<br>Repairs, renewals and<br>refurbishments<br>Registration and afliation fees<br>Sundries<br>Depreciation<br>Rent and rates<br>Legal and professional fees<br>Bank and credit card charges<br>DBS and safeguarding<br>Bad debts<br>Light and heat<br>Insurance<br>Irrecoverable VAT<br>Staf Training<br>Travelling<br>Staf Welfare<br>(Proft)/loss on disposal<br>Recharges<br>Loan interest<br>Governance costs<br>Auditors remuneration<br>Admin and safeguarding<br>Total expenditure|Unrestricted<br>Funds<br>£<br>-<br>6,788<br>26,356<br>-<br>30,766<br>21,612<br>66,489<br>11,479<br>52,982<br>(11,504)<br>85,275<br>22,542<br>6,549<br>2,733<br>25,490<br>25,901<br>100,766<br>-<br>-<br>-<br>28,416<br>-<br>975<br>503,615<br>9,750<br>-<br>513,365|Restricted<br>Funds<br>£<br>56,873<br>-<br>-<br>4,116<br>-<br>-<br>-<br>1,424<br>-<br>-<br>-<br>-<br>-<br>-<br>18,510<br>7,113<br>-<br>4,852<br>-<br>-<br>-<br>30,992<br>-<br>123,880<br>-<br>-<br>123,880|Total<br>2025<br>£<br>56,873<br>6,788<br>26,356<br>4,116<br>30,766<br>21,612<br>66,489<br>12,903<br>52,982<br>(11,504)<br>85,275<br>22,542<br>6,549<br>2,733<br>44,000<br>33,014<br>100,766<br>4,852<br>-<br>-<br>28,416<br>30,992<br>975<br>627,495<br>9,750<br>-<br>637,245|Total<br>2024<br>£<br>231,707<br>8,387<br>25,025<br>35,302<br>18,984<br>27,305<br>51,864<br>13,205<br>55,382<br>32,747<br>109,696<br>28,960<br>2,621<br>7,034<br>82,371<br>19,176<br>70,609<br>3,274<br>6,677<br>700<br>-<br>-<br>-|
|---|---|---|---|---|
|||||831,026|
|||||8,200<br>6,151|
|||||845,377|



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PLYMOUTH ARGYLE FOOTBALL IN THE COMMUNITY TRUST TRADING AS ARGYLE COMMUNITY TRUST 



## 10. ACT Tradiing Activities 

ACT Trading Activities Limited is a trading subsidiary of the charity, audited accounts are filed with the Registrar of Companies. A summary of the trading results is shown below: 

||2025|2024|
|---|---|---|
||£|£|
|Turnover|179,907|-|
|Cost of sales|(93,089)|-|
|Gross proft|86,818|-|
|Administrative expenses|(263,418)|-|
|Other operating income|42,992|-|
|Proft / (loss) before tax|(133,608)|-|
|Assets|152,110|1|
|Liabilities|(289,502)|-|
|Capital|1|1|
|Reserves|(133,608)|-|



|11. Net incoming/outgoing resources|||
|---|---|---|
|Net incoming resources for the year include:|||
||2025|2024|
||£|£|
|Depreciation of fxed assets|53,285|55,384|



64 



## 12. Trustees remuneration and expenses 

During the year the group made the following transactions with trustees: 

## Mr R T Ramsey 

£Nil (2024: £996) of expenses were reimbursed to Mr R T Ramsey during the year. 

## 13. Staff costs 

The aggregate payroll costs were as follows: 

|Staf costs during the year were:<br>Wages and salaries<br>Social security costs<br>Pension costs|2025<br>£<br>3,299,493<br>257,749<br>74,419<br>3,631,661|2024<br>£<br>2,878,714<br>208,522<br>63,726|
|---|---|---|
|||3,150,962|



The average head count of employees during the year was 190 (2024: 178). 

The number of employees whose emoluments fell within the following bands was: 

|£80,001 - £90,000<br>Audit of the fnancial statements<br>14. Auditors’ remuneration|2025<br>No.<br>1<br>2025<br>£<br>9,750|2024<br>No.<br>1|
|---|---|---|
|||2024<br>£<br>8,200|



## 15. Taxation 

The charity is a registered charity and is therefore exempt from taxation. 

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PLYMOUTH ARGYLE FOOTBALL IN THE COMMUNITY TRUST TRADING AS ARGYLE COMMUNITY TRUST 



## 16. Tangible fixed assets 

|Group<br>Cost<br>At 1 July 2024<br>Additions<br>Disposals<br>Transfers<br>At 30 Jun 2025<br>Depreciation<br>At 1 July 2024<br>Charge for the year<br>Eliminated on<br>disposals<br>At 30 Jun 2025<br>Net book value<br>At 30 June 2025<br>At 30 June 2024<br>Charity<br>Cost<br>At 1 July 2024<br>Additions<br>Disposals<br>Transfers<br>At 30 June 2025<br>Depreciation<br>At 1 July 2024<br>Charge for the year<br>Eliminated on<br>disposals<br>At 30 June 2025<br>Net book value<br>At 30 June 2025<br>At 30 June 2024|Long<br>leasehold<br>property<br>£<br>191,840<br>5,904<br>(14,708)<br>4,424,658<br>4,607,694<br>48,069<br>7,322<br>(1,177)<br>54,214<br>4,553,480<br>143,771<br>Long<br>leasehold<br>property<br>£<br>191,840<br>5,904<br>(14,708)<br>4,424,658<br>4,607,694<br>48,069<br>7,322<br>(1,177)<br>54,214<br>4,553,480<br>143,771|Fixtures<br>and<br>fttings<br>£<br>211,918<br>7,283<br>(78,059)<br>704,463<br>845,605<br>153,305<br>14,704<br>(64,258)<br>103,751<br>741,854<br>58,613<br>Fixtures<br>and<br>fttings<br>£<br>211,918<br>3,196<br>(78,059)<br>704,463<br>841,518<br>153,305<br>14,402<br>(64,258)<br>103,449<br>738,069<br>58,613|Motor<br>vehicles<br>£<br>40,387<br>-<br>-<br>-<br>40,387<br>23,107<br>5,760<br>-<br>28,867<br>11,520<br>17,280<br>Motor<br>vehicles<br>£<br>40,387<br>-<br>-<br>-<br>40,387<br>23,107<br>5,760<br>-<br>28,867<br>11,520<br>17,280|Computer<br>equipment<br>£<br>192,170<br>26,818<br>(66,265)<br>-<br>152,723<br>154,159<br>25,499<br>(65,181)<br>114,477<br>38,246<br>38,011<br>Computer<br>equipment<br>£<br>192,170<br>26,818<br>(66,265)<br>-<br>152,723<br>154,159<br>25,499<br>(65,181)<br>114,477<br>38,246<br>38,011|Assets<br>under<br>construction<br>£<br>2,475,141<br>2,721,908<br>-<br>(5,129,121)<br>67,928<br>-<br>-<br>-<br>-<br>67,928<br>2,475,141<br>Assets<br>under<br>construction<br>£<br>2,475,141<br>2,721,908<br>-<br>(5,129,121)<br>67,928<br>-<br>-<br>-<br>-<br>67,928<br>2,475,141|Total<br>£<br>3,111,456<br>2,761,913<br>(159,032)<br>-|
|---|---|---|---|---|---|---|
|||||||5,714,337|
|||||||378,640<br>53,285<br>(130,616)|
|||||||301,309|
|||||||5,413,028|
|||||||2,732,816|
|||||||Total<br>£<br>3,111,456<br>2,757,826<br>(159,032)<br>-|
|||||||5,710,250|
|||||||378,640<br>52,983<br>(130,616)|
|||||||301,007|
|||||||5,409,243|
|||||||2,732,816|



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17. Stock 

Finished goods 

|Group|Charity|
|---|---|
|2025|2025|
|£|£|
|2,304|-|



## 18. Debtors 

|18. Debtors|||||
|---|---|---|---|---|
|Trade debtors<br>Due from group undertakings<br>Prepayments<br>Accrued income<br>VAT recoverable|Group<br>2025<br>393,832<br>-<br>96,339<br>197,617<br>163,243<br>851,031|2024<br>334,531<br>-<br>47,726<br>110,990<br>51,881<br>545,128|Charity<br>2025<br>£<br>337,345<br>221,276<br>83,729<br>179,022<br>163,243<br>984,615|2024<br>£<br>334,531<br>-<br>47,726<br>110,990<br>51,881|
|||||545,128|



## 19. Cash and cash equivalents 

|Group<br>2025<br>Trade creditors<br>279,216<br>Other taxation and social security 67,154<br>Other creditors<br>32,086<br>Accruals<br>77,045<br>Deferred income<br>138,232<br>593,733<br>20. Creditors: amounts falling due within one year<br> Group<br>2025<br>Cash at bank<br>2,377,970|2024<br>243,214<br>50,923<br>24,214<br>43,959<br>114,427<br>476,737<br>2024<br>2,440,251|Charity<br>2025<br>£<br>241,755<br>60,639<br>32,085<br>62,179<br>128,848<br>525,506<br> Charity<br>2025<br>£<br>2,315,856|2024<br>£<br>2,440,251|
|---|---|---|---|
||||2024<br>£<br>243,214<br>50,923<br>24,214<br>43,959<br>114,427|
||||476,737|



## 21. Creditors: amounts falling due after one year 

|||Group|||Charity||
|---|---|---|---|---|---|---|
||2025||2024|2025||2024|
|||||£||£|
|Other creditors|47,500||3,750|47,500||3,750|



67 



## Deffered income 

|Defered income|||
|---|---|---|
|Deferred income at 1 July 2024<br>Resources deferred in the period<br>Amounts released from previous periods<br>Deferred income at year end|2025<br>£<br>114,427<br>128,848<br>(114,427)<br>128,848|2024<br>£<br>100,215<br>114,427<br>(100,215)|
|||114,427|



## 22. Obligations under leases and hire purchase contracts 

## Operating lease commitments 

Total future minimum lease payments under non-cancellable operating leases are as follows: 

|Other<br>Within one year<br>Between one and fve years<br>After fve years|Group<br>2025<br>68,704<br>274,815<br>4,212,351<br>4,555,870|2024<br>11,933<br>13,336<br>-<br>25,269|Charity<br>2025<br>£<br>68,704<br>274,815<br>4,212,351<br>4,555,870|2024<br>£<br>11,933<br>13,336<br>-|
|---|---|---|---|---|
|||||25,269|



## 23. Pension and other schemes 

## Defined contribution pension scheme 

The group operates a defined contribution pension scheme. The pension cost charge for the year represents contributions payable by the group to the scheme and amounted to 71,822 (2024 - £63,726). 

## 24. Funds 

|Group<br>Unrestricted funds<br>_General_<br>General Funds<br>Facility Funds<br>_Designated_<br>Manadon Sink Fund<br>Total unrestricted funds|At 1 July<br>2024<br>£<br>1,768,645<br>1,000,000<br>2,768,645<br>125,000<br>2,893,645|Incoming<br>resources<br>£<br>5,149,774<br>-<br>5,149,774<br>-<br>5,149,774|Resources<br>expended<br>£<br>(4,516,691)<br>-<br>(4,516,691)<br>-<br>(4,516,691)|Transfers<br>£<br>(94,218)<br>-<br>(94,218)<br>50,000<br>(44,218)|At 30 June<br>2025<br>£<br>2,307,510<br>1,000,000<br>3,307,510<br>175,000<br>3,482,510|
|---|---|---|---|---|---|



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## 24. Funds (continued) 

|24. Funds (continued)|||||
|---|---|---|---|---|
|Restricted funds<br>Premier League 4 Sport<br>4,888<br>Premier League Kicks<br>22,022<br>Premier League Primary Stars<br>-<br>Table tennis<br>4,071<br>Big Lottery - Family Health<br>4,361<br>EFL Trust Innovation Fund<br>4,167<br>Street Games<br>-<br>Active Through Football<br>-<br>Migrant Fund<br>934<br>Football Foundation Playzone<br>-<br>Household Support Grant<br>-<br>Brickfelds (pre-construction)<br>2,072,207<br>PL Inspires<br>12,235<br>Rank: FIT<br>21,838<br>Premier League Fan Referral Pilot 2,307<br>Sports England<br>5,731<br>National Lottery - Million Hours<br>18,649<br>Fund (Positive Youth Plymouth)<br>National Lottery - Food Club<br>12<br>Community Allotment -<br>3,779<br>National Grid<br>FA Para Football Talent Hub<br>-<br>Premier League Fans Fund<br>-<br>Clothworkers’ Foundation<br>50,000<br>Rank Foundation -<br>16,862<br>Time 2 Shine Marketing<br>The FA Emerging Talent<br>-<br>Bernard Sunley<br>50,000<br>Garfeld Weston<br>50,000<br>ports England- Multi-Sports<br>-<br>Activity Fund<br>Multiply<br>-<br>PCC - Community Recovery Fund -<br>Sports England -<br>-<br>Active Youth Plymstock<br>Rank Foundation -<br>-<br>Time 2 Shine Facilities<br>Premier League PFA<br>-<br>Players Project Pilot<br>The Football Association-<br>-<br>Innovation Project<br>Sports England- Ability Counts<br>-<br>Football Foundation - Plymouth  -<br>PlayZone Programme Project<br>Development Grant -Grant G-207858<br>ERF Delivery Company Ltd -<br>-<br>PV Gran<br>Premier League Police Pilot Fund -<br>Total restricted funds<br>2,344,063<br>Total funds<br>5,237,708|-<br>115,000<br>100,000<br>-<br>-<br>-<br>800<br>109,534<br>-<br>1,430,800<br>3,400<br>994,668<br>35,000<br>-<br>-<br>-<br>45,942<br>-<br>-<br>4,500<br>25,000<br>-<br>-<br>27,200<br>-<br>-<br>9,800<br>3,449<br>42,000<br>10,000<br>30,992<br>12,500<br>5,820<br>15,000<br>2,661<br>40,000<br>39,000<br>3,103,066<br>8,252,840|(4,888)<br>(126,431)<br>(122,870)<br>(4,071)<br>(4,361)<br>(4,167)<br>(1,000)<br>(119,257)<br>(934)<br>-<br>(3,470)<br>(265,338)<br>(45,979)<br>(21,898)<br>(3,707)<br>(11,798)<br>(62,183)<br>(12)<br>-<br>(4,585)<br>(23,073)<br>-<br>(19,610)<br>(27,558)<br>-<br>-<br>(9,907)<br>(3,882)<br>(10,780)<br>(10,097)<br>(30,992)<br>(9,904)<br>(4,864)<br>(1,487)<br>(2,661)<br>-<br>(8,993)<br>(970,757)<br>(5,487,448)|-<br>-<br>22,870<br>-<br>-<br>-<br>200<br>9,723<br>-<br>-<br>70<br>-<br>-<br>60<br>1,400<br>6,067<br>-<br>-<br>-<br>85<br>-<br>-<br>2,748<br>358<br>-<br>-<br>107<br>433<br>-<br>97<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>44,218<br>-|-<br>10,591<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>1,430,800<br>-<br>2,801,537<br>1,256<br>-<br>-<br>-<br>2,408<br>-<br>3,779<br>-<br>1,927<br>50,000<br>-<br>-<br>50,000<br>50,000<br>-<br>-<br>31,220<br>-<br>-<br>2,596<br>956<br>13,513<br>-<br>40,000<br>30,007|
|||||4,520,590|
|||||8,003,100|



69 

PLYMOUTH ARGYLE FOOTBALL IN THE COMMUNITY TRUST TRADING AS ARGYLE COMMUNITY TRUST 



## **24. Funds (continued)** 

|Unrestricted funds<br>_General_<br>General Funds<br>Facility Funds<br>_Designated_<br>Manadon Sink Fund<br>Total unrestricted funds<br>Restricted funds<br>Premier League 4 Sport<br>Premier League Kicks<br>Premier League Continuous<br>Improvement<br>Premier League Primary Stars<br>EFL Trust infrastructure grant<br>Table tennis<br>Big Lottery - Family Health<br>FIT Fans<br>EFL Trust Extra Time<br>EFL Trust Innovation Fund<br>Armed Forces Covenant Fund<br>Children in Need<br>Street Games<br>Loneliness Fund<br>Active Through Football<br>Migrant Fund<br>Football Foundation Playzone<br>Household Support Grant<br>Community Led Local Development<br>EFL - Every player counts<br>Workplace travel grant<br>Brickfelds (pre-construction)<br>PL Inspires<br>Rank: FIT<br>Safer Streets<br>Premier League Fan Referral Pilot<br>Sports England<br>National Lottery - Million Hours<br>Fund (Positive Youth Plymouth)<br>National Lottery - Food Club<br>Community Allotment -<br>National Grid<br>FA Para Football Talent Hub<br>Premier League Fans Fund<br>Clothworkers’ Foundation<br>Rank Foundation - Time 2<br>Shine Marketing|At 1 July<br>2023<br>£<br>1,380,397<br>1,000,000<br>2,380,397<br>-<br>2,380,397<br>4,888<br>57,471<br>2,574<br>-<br>2,085<br>4,071<br>4,361<br>21,747<br>9,625<br>4,167<br>7,362<br>-<br>8,216<br>15,438<br>77,840<br>9,160<br>-<br>9,470<br>189<br>4,935<br>1,431<br>413<br>9,154<br>25,126<br>50,550<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-|Incoming<br>resources<br>£<br>4,487,817<br>-<br>4,487,817<br>-<br>4,487,817<br>-<br>115,000<br>-<br>100,000<br>-<br>-<br>-<br>-<br>-<br>-<br>500<br>1,000<br>7,200<br>6,000<br>58,744<br>-<br>18,214<br>2,720<br>-<br>-<br>-<br>2,071,794<br>35,000<br>29,805<br>25,000<br>15,000<br>9,500<br>22,971<br>24,455<br>4,500<br>4,500<br>25,000<br>50,000<br>29,375|Resources<br>expended<br>£<br>(3,938,099)<br>-<br>(3,938,099)<br>-<br>(3,938,099)<br>-<br>(150,449)<br>(2,574)<br>(116,384)<br>(2,085)<br>-<br>-<br>(22,137)<br>(9,625)<br>-<br>(8,240)<br>(1,000)<br>(15,509)<br>(21,455)<br>(143,923)<br>(8,226)<br>(21,779)<br>(12,247)<br>(189)<br>(6,841)<br>(1,431)<br>-<br>(31,919)<br>(33,093)<br>(75,639)<br>(12,693)<br>(3,769)<br>(4,322)<br>(24,443)<br>(721)<br>(4,505)<br>(27,608)<br>-<br>(12,513)|Transfers<br>£<br>(161,470)<br>-<br>(161,470)<br>125,000<br>(36,470)<br>-<br>-<br>-<br>16,384<br>-<br>-<br>-<br>390<br>-<br>-<br>378<br>-<br>93<br>17<br>7,339<br>-<br>3,565<br>57<br>-<br>1,906<br>-<br>-<br>-<br>-<br>89<br>-<br>-<br>-<br>-<br>-<br>5<br>2,608<br>-<br>-|At 30 June<br>2024<br>£<br>1,768,645<br>1,000,000<br>2,768,645<br>125,000<br>2,893,645<br>4,888<br>22,022<br>-<br>-<br>-<br>4,071<br>4,361<br>-<br>-<br>4,167<br>-<br>-<br>-<br>-<br>-<br>934<br>-<br>-<br>-<br>-<br>-<br>2,072,207<br>12,235<br>21,838<br>-<br>2,307<br>5,731<br>18,649<br>12<br>3,779<br>-<br>-<br>50,000<br>16,862|
|---|---|---|---|---|---|



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|Charity<br>Unrestricted funds<br>_General_<br>General Funds<br>Facility Funds<br>_Designated_<br>Manadon Sink Fund<br>Total unrestricted funds<br>Restricted funds<br>Premier League 4 Sport<br>Premier League Kicks<br>Premier League Primary Stars<br>Table tennis<br>Big Lottery - Family Health<br>EFL Trust Innovation Fund<br>Street Games<br>Active Through Football<br>Migrant Fund<br>Football Foundation Playzone<br>Household Support Grant<br>Brickfelds (pre-construction)<br>PL Inspires<br>Rank: FIT<br>Premier League Fan Referral Pilot<br>Sports England<br>National Lottery - Million Hours)<br>Fund (Positive Youth Plymouth<br>National Lottery - Food Club<br>Community Allotment -<br>National Grid<br>FA Para Football Talent Hub<br>Premier League Fans Fund<br>Clothworkers’ Foundation<br>Rank Foundation - Time 2<br>Shine Marketing<br>The FA Emerging Talent<br>Bernard Sunley<br>24. Funds (continued)<br>The FA Emerging Talent<br>Bernard Sunley<br>Garfeld Weston<br>Total restricted funds<br>Total funds|At 1 July<br>2024<br>£<br>1,768,645<br>1,000,000<br>2,768,645<br>125,000<br>2,893,645<br>4,888<br>22,022<br>-<br>4,071<br>4,361<br>4,167<br>-<br>-<br>934<br>-<br>-<br>2,072,207<br>12,235<br>21,838<br>2,307<br>5,731<br>18,649<br>12<br>3,779<br>-<br>-<br>50,000<br>16,862<br>-<br>50,000<br>-<br>-<br>-<br>330,273<br>2,710,670|Incoming<br>resources<br>£<br>4,926,875<br>-<br>4,926,875<br>-<br>4,926,875<br>-<br>115,000<br>100,000<br>-<br>-<br>-<br>800<br>109,534<br>-<br>1,430,800<br>3,400<br>994,668<br>35,000<br>-<br>-<br>-<br>45,942<br>-<br>-<br>4,500<br>25,000<br>-<br>-<br>27,200<br>-<br>20,000<br>50,000<br>50,000<br>2,776,278<br>7,264,095|Resources<br>expended<br>£<br>(4,160,183)<br>-<br>(4,160,183)<br>-<br>(4,160,183)<br>(4,888)<br>(126,431)<br>(122,870)<br>(4,071)<br>(4,361)<br>(4,167)<br>(1,000)<br>(119,257)<br>(934)<br>-<br>(3,470)<br>(265,338)<br>(45,979)<br>(21,898)<br>(3,707)<br>(11,798)<br>(62,183)<br>(12)<br>-<br>(4,585)<br>(23,073)<br>-<br>(19,610)<br>(27,558)<br>-<br>(23,639)<br>-<br>-<br>(798,958)<br>(4,737,057)|Transfers<br>£<br>(94,218)<br>-<br>(94,218)<br>50,000<br>(44,218)<br>-<br>-<br>22,870<br>-<br>-<br>-<br>200<br>9,723<br>-<br>-<br>70<br>-<br>-<br>60<br>1,400<br>6,067<br>-<br>-<br>-<br>85<br>-<br>-<br>2,748<br>358<br>-<br>3,639<br>-<br>-<br>36,470<br>-|At 30 June<br>2025<br>£<br>2,441,119<br>1,000,000<br>3,441,119<br>175,000<br>3,616,119<br>-<br>10,591<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>1,430,800<br>-<br>2,801,537<br>1,256<br>-<br>-<br>-<br>2,408<br>-<br>3,779<br>-<br>1,927<br>50,000<br>-<br>-<br>50,000<br>-<br>50,000<br>50,000<br>2,344,063<br>5,237,708|
|---|---|---|---|---|---|



71 



## 24. Funds (continued) 

|Garfeld Weston<br>50,000<br>Sports England- Multi-Sports<br>-<br>Activity Fund<br>Multiply<br>-<br>PCC - Community Recovery Fund -<br>Sports England -<br>-<br>Active Youth Plymstock<br>Rank Foundation - Time 2<br>-<br>Shine Facilities<br>Premier League PFA<br>-<br>Players Project Pilot<br>The Football Association-<br>-<br>Innovation Project<br>Sports England- Ability Counts<br>-<br>Football Foundation - Plymouth<br>-<br>PlayZone Programme Project<br>Development Grant -Grant G-207858<br>ERF Delivery Company Ltd<br>-<br>PV Grant<br>Premier League Police Pilot Fund -<br>Total restricted funds<br>2,344,063<br>Total funds<br>5,237,708|Garfeld Weston<br>50,000<br>Sports England- Multi-Sports<br>-<br>Activity Fund<br>Multiply<br>-<br>PCC - Community Recovery Fund -<br>Sports England -<br>-<br>Active Youth Plymstock<br>Rank Foundation - Time 2<br>-<br>Shine Facilities<br>Premier League PFA<br>-<br>Players Project Pilot<br>The Football Association-<br>-<br>Innovation Project<br>Sports England- Ability Counts<br>-<br>Football Foundation - Plymouth<br>-<br>PlayZone Programme Project<br>Development Grant -Grant G-207858<br>ERF Delivery Company Ltd<br>-<br>PV Grant<br>Premier League Police Pilot Fund -<br>Total restricted funds<br>2,344,063<br>Total funds<br>5,237,708|-<br>9,800<br>3,449<br>42,000<br>10,000<br>30,992<br>12,500<br>5,820<br>15,000<br>2,661<br>40,000<br>39,000<br>3,103,066<br>8,029,941|-<br>(9,907)<br>(3,882)<br>(10,780)<br>(10,097)<br>(30,992)<br>(9,904)<br>(4,864)<br>(1,487)<br>(2,661)<br>-<br>(8,993)<br>(970,757)<br>(5,130,940)|-<br>107<br>433<br>-<br>97<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>44,218<br>-|50,000<br>-<br>-<br>31,220<br>-<br>-<br>2,596<br>956<br>13,513<br>-<br>40,000<br>30,007<br>4,520,590<br>8,136,709|
|---|---|---|---|---|---|
|Unrestricted funds<br>_General_<br>General Funds<br>Facility Funds<br>_Designated_<br>Manadon Sink Fund<br>Total unrestricted funds<br>Restricted funds<br>Premier League 4 Sport<br>Premier League Kicks<br>Premier League Continuous<br>Improvement<br>Premier League Primary Stars<br>EFL Trust infrastructure grant<br>Table tennis<br>Big Lottery - Family Health<br>FIT Fans|At 1 July<br>2023<br>£<br>1,380,397<br>1,000,000<br>2,380,397<br>-<br>2,380,397<br>4,888<br>57,471<br>2,574<br>-<br>2,085<br>4,071<br>4,361<br>21,747|Incoming<br>resources<br>£<br>4,487,817<br>-<br>4,487,817<br>-<br>4,487,817<br>-<br>115,000<br>-<br>100,000<br>-<br>-<br>-<br>-|Resources<br>expended<br>£<br>(3,938,099)<br>-<br>(3,938,099)<br>-<br>(3,938,099)<br>-<br>(150,449)<br>(2,574)<br>(116,384)<br>(2,085)<br>-<br>-<br>(22,137)|Transfers<br>£<br>(161,470)<br>-<br>(161,470)<br>125,000<br>(36,470)<br>-<br>-<br>-<br>16,384<br>-<br>-<br>-<br>390|At 30 June<br>2024<br>£<br>1,768,645<br>1,000,000<br>2,768,645<br>125,000<br>2,893,645<br>4,888<br>22,022<br>-<br>-<br>-<br>4,071<br>4,361<br>-|



72 



## 24. Funds (continued) 

|EFL Trust Extra Time<br>EFL Trust Innovation Fund<br>Armed Forces Covenant Fund<br>Children in Need<br>Street Games<br>Loneliness Fund<br>Active Through Football<br>Migrant Fund<br>Football Foundation Playzone<br>Household Support Grant<br>Community Led Local Development<br>EFL - Every player counts<br>Workplace travel grant<br>Brickfelds (pre-construction)<br>PL Inspires<br>Rank: FIT<br>Safer Streets<br>Premier League Fan Referral Pilot<br>Sports England<br>National Lottery - Million Hours<br>Fund (Positive Youth Plymouth)<br>National Lottery - Food Club<br>Community Allotment -<br>National Grid<br>FA Para Football Talent Hub<br>Premier League Fans Fund<br>Clothworkers’ Foundation<br>Rank Foundation - Time 2<br>Shine Marketing<br>The FA Emerging Talent<br>Bernard Sunley<br>Garfeld Weston<br>Total restricted funds<br>Total funds|9,625<br>4,167<br>7,362<br>-<br>8,216<br>15,438<br>77,840<br>9,160<br>-<br>9,470<br>189<br>4,935<br>1,431<br>413<br>9,154<br>25,126<br>50,550<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>330,273<br>2,710,670|-<br>-<br>500<br>1,000<br>7,200<br>6,000<br>58,744<br>-<br>18,214<br>2,720<br>-<br>-<br>-<br>2,071,794<br>35,000<br>29,805<br>25,000<br>15,000<br>9,500<br>22,971<br>24,455<br>4,500<br>4,500<br>25,000<br>50,000<br>29,375<br>20,000<br>50,000<br>50,000<br>2,776,278<br>7,264,095|(9,625)<br>-<br>(8,240)<br>(1,000)<br>(15,509)<br>(21,455)<br>(143,923)<br>(8,226)<br>(21,779)<br>(12,247)<br>(189)<br>(6,841)<br>(1,431)<br>-<br>(31,919)<br>(33,093)<br>(75,639)<br>(12,693)<br>(3,769)<br>(4,322)<br>(24,443)<br>(721)<br>(4,505)<br>(27,608)<br>-<br>(12,513)<br>(23,639)<br>-<br>-<br>(798,958)<br>94,737,057)|-<br>-<br>378<br>-<br>93<br>17<br>7,339<br>-<br>3,565<br>57<br>-<br>1,906<br>-<br>-<br>-<br>-<br>89<br>-<br>-<br>-<br>-<br>-<br>5<br>2,608<br>-<br>-<br>3,639<br>-<br>-<br>36,470<br>-|-<br>4,167<br>-<br>-<br>-<br>-<br>-<br>934<br>-<br>-<br>-<br>-<br>-<br>2,072,207<br>12,235<br>21,838<br>-<br>2,307<br>5,731<br>18,649<br>12<br>3,779<br>-<br>-<br>50,000<br>16,862<br>-<br>50,000<br>50,000|
|---|---|---|---|---|---|
||||||2,344,063|
||||||5,237,708|



73 



## Purpose of restricted funds 

## Premier League 4 Sport: 

Funding to encourage more young people into sport. 

## Premier League Kicks: 

A project with the aim of using football to bring communities together and engage with young people. It involves football and other sports sessions and the encouragement of volunteering. 

## PL Inspires: 

Premier League Inspires empowers participants to develop persona;, social, employability and life skills, through a series of regular face-to-face group sessions, mentoring, workshops and social action projects, providing pupils with the help they need now and supporting them to plan for their future. 

## Rank - FIT: 

## Premier League Primary Stars: 

Funding for a programme which uses the appeal of the Premier League and professional football clubs to inspire primary school children to learn, be active and develop important life skills. 

A weight management programme designed to achieve long term improvements in weight loss, increased physical activity, diet, and psychological wellbeing through workshops and physical activity sessions. 

## FA Emerging Talent: 

## Table Tennis: 

A Sport England funded initiative, using table tennis as a means of introducing a sporting habit for life, whilst raising aspirations through sport. 

Funding provided to allow greater accessibility to the player pathway and more inclusivity for female players to enhance player development. 

## Community Ownership Fund (COF): 

## Big Lottery - Family Health: 

Big Lottery funding to support the running of a dementia café. 

Government funding to take ownership of assets that are at risk of loss in the community. 

## Youth Investment Fund (YIF): 

## Sports England - Extra Time: 

A project designed to engage retired and semi-retired people and ultimately aimed at combatting loneliness and inactivity. 

Government funding to improve the health and wellbeing of young people. It will equip young people with skills for work and life, empowering them to be active members of their community and society as a whole. 

## EFL Trust - Innovation Fund: 

Funding used for the delivery of the Prison Programme - Alternative Lives project. 

## Street Games: 

Estate-based multi-sport provisions for young people who have been referred by an external organisation to the police, and then guided into our delivery as a mechanism of life improvement. 

## Active Through Football: 

A project which aims to increase activity levels amongst inactive adults aged between 30 and 50 years of age. 

## Bernard Sunley: 

Support with Brickfields Capital development and ensuring the site provides health and well-being for participants, reducing social isolation, helping raise education standards and also ensuring the site is accessible for all. 

## Garfield Weston: 

Support with Brickfields Capital development and ensuring the site provides health and well-being for participants, reducing social isolation, helping raise education standards and also ensuring the site is accessible for all. 

## Premier League Fans Fund: 

## Migrant Fund: 

The central migrant fund is a project funded by MHCLG and its sole purpose is to support a network of organisations trying to use events and programmes to improve levels of social harmony in four key highlighted wards of Plymouth. 

## Football Foundation - Playzone 

Community engagement grant to undertake local research across Cornwall and Plymouth in respect of new capital investment opportunities. 

## Household Support Grant: 

A fund to provide support for families living with low incomes/long-term unemployment struggling with increased bills and caring for family members. 

## Rank: Time 2 Shine: 

A programme designed to address organisational development needs within a social enterprise or charity and to enable a leader with the right skills mix, talent and work ethic to experience a 12 month full-time paid position within a supportive work environment. 

Strengthen of fan engagement, inclusion, and community connections in football, working in partnership with the Football Club. 

## Premier League Fan Referral Pilot: 

Encourages fans to invite new supporters, growing communities, enhancing experiences, and rewarding loyalty. 

## FA Para Football Talent Hub: 

Identifies and develops talented para footballers, providing pathways to progress within England’s national disability teams. 

## National Grid’s Community Grant: 

To fund a community allotment-that boost sustainability, education, and community wellbeing. 

## National Lottery - Million Hours Fund: 

A youth-work funding opportunity aimed at reducing youth ASB in targeted areas of UK. ACT, in partnership with 4GCT and YMCA Plymouth, aim to deliver a youth hub 

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PLYMOUTH ARGYLE FOOTBALL IN THE COMMUNITY TRUST TRADING AS ARGYLE COMMUNITY TRUST 



programme (Kicks style) across multiple sites and evenings mirroring our previous Pathfinder project. 

## National Lottery - funded Food Club: 

Provides affordable food and community support to tackle food insecurity and strengthen local connections. 

## PCC - Community Recovery Fund: 

This project aims to create community cohesion and celebrate diversity among young people aged 11-18 in Plymouth as we look to create a welcoming and inclusive future for the city of Plymouth. 

## Devon Multiply - Winning with Numbers: 

This project will provide support to parents who want to improve their numeracy skills and confidence so that they can help their children and also their own progress. 

## Premier League PFA Players Project Pilot: 

Adults (18-64). Whilst the project will facilitate fun and engaging football sessions for children with Autism. Sessions will also empower parents with knowledge and confidence around Autism, and the wider services and support available. 

## ERF Delivery Company Ltd - PV Grant: 

## Clothworkers Foundation: 

Redevelopment of sports centre into a community hub for a charity which works with the local community affected by economic disadvantage in Devon. 

## Sports England - Active Youth Plymstock: 

A multi-sport community programme will support young people ages 11-18 who are in Plymstock and surrounding areas. The programme will encompass a multi-sport offer as well as youth work provision. 

## Premier League Police Partnerships Pilot: 

This project will support young people aged 8 to 18 in Plymouth and Torbay who are at risk of engaging in antisocial behaviour (ASB), drug misuse and violence. Our targeted approach will enhance police insight, strengthen community relationships and expand our one-to-one targeted mentoring. 

## Sports England - Multi Sports Activity Fund: 

The programme will encompass a multi-sport offer as well as youth work provision. 

Blended grant, 60% grant, 40% loan for energy efficiency PV at Brickfields Changing Room Block. 

## Sports England - Ability Counts: 

Sport England Movement Fund to support Ability Counts launch from Foulston Park. Funding will support children with disabilities to access multi-sport from FPP, including purchasing a powerchair. 

## The Football Association - Innovation Project: 

Fund closely associated with the FA’s Girls Emerging Talent Centres, aimed at fostering innovation and boosting girls’ football participation across England. 

## Fund Transfers 

Transfers to the general fund were made where the funds in question had been fully utilised in previous years and the appropriate support costs had not been charged to the fund. Transfers from the general fund were made to various funds either where their had been an overspend on the activity or an element was match funded from reserves. 

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PLYMOUTH ARGYLE FOOTBALL IN THE COMMUNITY TRUST TRADING AS ARGYLE COMMUNITY TRUST 



## 25. Analysis of net assets between funds 

## Group 

|||||
|---|---|---|---|
|Group<br>Tangible fxed assets<br>Current assets<br>Current liabilities<br>Total net assets<br>Tangible fxed assets<br>Current assets<br>Current liabilities<br>Total net assets<br>Charity<br>Tangible fxed assets<br>Fixed asset investments<br>Current assets<br>Current liabilities<br>Total net assets<br>Tangible fxed assets<br>Current assets<br>Current liabilities<br>Total net assets|Unrestricted<br>Funds<br>General<br>£<br>1,030,691<br>2,846,528<br>(364,702)<br>3,512,517<br>Unrestricted<br>Funds<br>General<br>£<br>658,178<br>2,689,360<br>(417,422)<br>2,930,116<br>Unrestricted<br>Funds<br>General<br>£<br>1,026,906<br>1<br>2,706,117<br>(86,898)<br>3,646,126<br>Unrestricted<br>Funds<br>General<br>£<br>658,178<br>2,689,360<br>(417,422)<br>2,930,116|Restricted<br>Funds<br>£<br>4,382,337<br>384,777<br>(276,531)<br>4,490,583<br>Restricted<br>Funds<br>£<br>2,074,638<br>296,019<br>(63,064)<br>2,307,593<br>Restricted<br>Funds<br>£<br>4,382,337<br>-<br>594,354<br>(486,108)<br>4,490,583<br>Restricted<br>Funds<br>£<br>2,074,638<br>296,019<br>(63,064)<br>2,307,593|At 30 June<br>2025<br>£<br>5,413,028<br>3,231,305<br>(641,233)|
||||8,003,100|
||||At 30 June<br>2024<br>£<br>2,732,816<br>2,985,379<br>(480,486)|
||||5,237,709|
||||At 30 June<br>2025<br>£<br>5,409,243<br>1<br>3,300,471<br>(573,006)|
||||8,136,709|
||||At 30 June<br>2024<br>£<br>2,732,816<br>2,985,379<br>(480,486)|
||||5,237,709|



76 

PLYMOUTH ARGYLE FOOTBALL IN THE COMMUNITY TRUST TRADING AS ARGYLE COMMUNITY TRUST 



## 26. Related party transactions 

## Group 

Mr J Morgan, Mr P Berne and Mr A Parkinson were directors of Plymouth Argyle Football Club Limited (“PAFC”) throughout the year. 

During the year sales invoices totalling £294,215 (2024: £132,320) were raised by the Trust to PAFC, principally in respect of facilities hire, salary recharges and recharged project delivery costs. Purchases of kit, equipment, tickets and other recharged amounts from PAFC totalled £318,267 (2024: £243,635). A net balance of £11,825 (2024: £26,481) was due from the Trust to PAFC at the year end in respect of trading account balances. 

## Charity 

Mr J Morgan, Mr P Berne and Mr A Parkinson were directors of Plymouth Argyle Football Club Limited (“PAFC”) throughout the year. 

During the year sales invoices totalling £294,215 (2024: £132,320) were raised by the Trust to PAFC, principally in respect of facilities hire, salary recharges and recharged project delivery costs. Purchases of kit, equipment, tickets and other recharged amounts from PAFC totalled £318,267 (2024: £243,635). A net balance of £11,825 (2024: £26,481) was due from the Trust to PAFC at the year end in respect of trading account balances. 

## 27. Commitments 

## Group 

## Capital commitments 

The total amount contracted for but not provided in the financial statements was £2,450,000 (2024 - £Nil). 

## Charity 

## Capital commitments 

The total amount contracted for but not provided in the financial statements was £2,450,000 (2024 - £Nil). 

77 



PLYMOUTH ARGYLE FOOTBALL IN THE COMMUNITY TRUST TRADING AS 



ARGYLECOMMUNITYTRUST.CO.UK 

PLYMOUTH ARGYLE FOOTBALL CLUB, HOME PARK, PLYMOUTH, DEVON, PL2 3DQ. REGISTERED CHARITY NUMBER 1128906. 

78