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2021-06-30-accounts

Royal Navy Football Association

THE ROYAL NAVY FOOTBALL ASSOCIATION

REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 June 2021

THE ROYAL NAVY FOOTBALL ASSOCIATION

CONTENTS OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2021

Page
Report of the Trustees 1 - 11
Independent Examiners Report 12
Statement of Financial Activities 13
Balance Sheet 14
Notes to the Accounts 15 - 19

1

THE ROYAL NAVY FOOTBALL ASSOCIATION REPORT OF THE TRUSTEES

The trustees present their report with the financial statements of the charity for the period ended 30 June 2021. The trustees have adopted the provisions of the 2015 Charities Statement of Recommended Practice (SORP) that meets Financial Reporting Standard (FRS) 102.

LEGAL AND ADMINISTRATIVE INFORMATION

Charitable Company Name

The name of the Charitable Incorporated Organisation (“the CIO”) is “The Royal Navy Football Association”, often abbreviated to RNFA

Trustees John Lavery, MVO (2015) Chair Stephen G Vasey (2015) David McGarel (2019) Treasurer Ian Mulholland (2015) Retired 28[th] January 2021 Luke Pierce (2015) Retired 24[th ] June 2021 Elizabeth Smith (June 2021) Appointed 24[th] June 2021 Heather O’Connell (June 2021) Appointed 24[th] June 2021 Gavin Howe (June 2021) Appointed 24[th] June 2021

CEO

Mr S H Johnson

Registered Office Registered Charity Number Room G32 1164897 - First registered on 17 December 2015 HMS Temeraire Portsmouth Hampshire, PO1 2HB

Accountants

David Bailey, Chartered Accountants 28 Landport Terrace Portsmouth Hants PO1 2RG

Bankers

Nat West Bank 130 Commercial Road Portsmouth Hants PO1 1EJ

Legal Advisers

Charles Russell LLP 5 Fleet Place London EC4M 7RD

2

THE ROYAL NAVY FOOTBALL ASSOCIATION REPORT OF THE TRUSTEES

STRUCTURE, GOVERNANCE AND MANAGEMENT

Constitution

The Charity is a Charitable Incorporated Organisation (CIO). It was registered in its current legal form on 17 December 2015. The Charity was previously an unincorporated association but changed its legal form to a CIO. The assets and liabilities of the unincorporated association were transferred to the CIO on 7[th ] July 2016.

Organisational Structure

The governing body of the RNFA is the Board of Trustees, which comprises up to 6 members and meets three times a year to review charitable objectives, strategy, the risk registers, and performance. Trustees are elected or appointed for a three-year term, and may, subject to Board approval, serve for further three-year terms. The Chairman and CEO attend all Board of Trustees meetings.

The trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015).

All appointments of trustees are based on the principle of competency and to benefit from a broad spread of expertise. All appointments and re-appointment of trustees are based on the articles of the Constitution and will be decided by the members at the annual general meeting.

On appointment, all new Trustees will be provided with a copy of the Constitution and any amendments made to it, a copy of the CIO’s latest trustees’ annual report and statement of accounts. They will be briefed on their duties and responsibilities as a Trustee and will be offered training courses if required to improve their ability to perform their duties. The Register of Trustees is maintained with the Statutory Records of the RNFA by the CEO.

The trustees shall manage the affairs of the CIO in accordance with the articles of the Constitution and have delegated the day-to-day running of the Royal Navy Football Association to the Executive Committee, who are tasked with achieving the objectives set within the RNFA strategic plan (20212024).

Facility Management

The Charity does not own any specific facilities, as the RNFA utilises the facilities that are provided by the Ministry of Defence in pursuit of the combined objectives to promote physical efficiency by participating in sport. The current offices are situated within HMS TEMERAIRE, the centre for Navy sport in Portsmouth.

3

THE ROYAL NAVY FOOTBALL ASSOCIATION REPORT OF THE TRUSTEES

Volunteers and Related Parties

The Trustees all give their services voluntarily and receive no remuneration for their activities, other than travel, training courses and incidental expenses. The serving members of the Board undertake their RNFA duties as volunteers in addition to their normal line duties and receive no remuneration for their services.

Management

Whilst the Trustees retain full responsibility for the CIO, the management and day-to-day running of the RNFA has been delegated to the Executive Committee and General Council within the conditions set out in the RNFA Handbook.

The Executive Committee consist of the following appointments:

Chairman Chairman of Referees Safeguarding Board Champion
Vice Chairman Head of Marketing and Sponsorship Inclusion Officer
CEO Head of Representative Football
Head of Strategy and Business Head of Women’s Football
Football Development Manager Head of Development Teams
PRO Head of Clubs, Leagues and Competitions

All RNFA Executive Committee officials are serving or reservist Royal Navy/Royal Marines personnel, who undertake the roles on a voluntary basis on top of their high-pressure military appointments, except for the CEO and the Football Development Manager who are funded by the Football Association. All vacancies within the RNFA area are advertised on the RNFA website inviting volunteers, both serving and civilians, to be considered for selection; all Executive Committee appointments are re-appointed at the AGM.

Employees

The RNFA employs the following personnel in a full-time capacity: The RNFA employs the following personnel in a full-time capacity:
CEO Mr Steve Johnson (2003) FA Funded post
Football Development Manager Ms Kim Stenning (2016) FA Funded post
The RNFA permanently employs the following personnel in a part time capacity:
Finance Officer & Mrs Hannah Okell (2016) FA & RNFA
Development Co-Ordinator Funded post
Royal Navy Secondment
Assistant Secretary Petty Officer Danny Kerr (2020) Royal Navy funded position

Petty Officer Kerr is provided by the Royal Navy (RN) in a permanently recognised role by the RN. He commenced his appointment January 2020 and his position forms part of the RNFA Business plan risk register. As part of Royal Navy Transformations & POPT Kerr’s promotion the position has been gapped since April 2021. Discussions are ongoing to resolve how any future replacement will be funded.

4

THE ROYAL NAVY FOOTBALL ASSOCIATION REPORT OF THE TRUSTEES

Chairman’s Overview

This report covers the period from 1 Jul 2020 to 30 June 2021.

The period of this report continues to be dominated by the COVID-19 pandemic and the associated impact on sport. The RNFA has remained fully aligned to government, Service and National Governing Body guidance and has welcomed back football in a safe and compliant manner in keeping with the wider ‘opening up’ agenda as the vaccine programme offered some light at the end of a very dark tunnel. Whilst several key events were curtailed in the autumn of 2020, we have reaped the rewards of careful planning that ensured we were prepared in every way for a return to sporting interaction in the late spring of this year.

Our commitment to Women’s football, grassroots and development opportunities ensured we were well placed for the delivery of the RNFA Strategic Plan to the FA National Game Board (NGB) in June, resultant in the award of the desired grant to support the delivery of the targets set out in the National Game Strategy (NGS), as agreed by the NGB, from 2021 to 2024. The Board members all commented on the quality of the plan presented and the high regard in which we are considered as a County Association. Our performance indicators that are being set by the FA, as part of the NGS, are being achieved at every level and importantly we continue to surpass them and generate novel ways of improving areas where we have lower targets based on our bespoke demographics. As the Royal Navy emerged from the Integrated Review of Defence and Security, our people remain the most important part of a Service that is transforming to meet the challenges of the 21[st] Century and within the RNFA we strive to keep up with the pace of change. We will continue to grow participation at every level regardless of location, quality, and quantity available to ensure the football as the most widely played sport in the Navy is available to all. Innovative ideas to broaden access continue to be developed and an exciting programme of outreach is planned for late 2021 and beyond.

Sound financial management and oversight by our Trustees has ensured wider NGB funding reductions across the County Football Associations has not resulted in any impact to our outputs or workforce. The financial management of our current resource and our investment portfolio provides us with a sustainable programme with sensible reserves to ensure long term stability and ensures that as soon as practicable, we will reinstate training camps and team building events for our people.

The RNFA will continue to improve, learn from experience, and most importantly deliver our charitable objectives to the best interests of our football family. This will be achieved through the support of our permanent and voluntary staff, the Royal Navy, our Trustees, and the FA.

Commander John Gordon RN (Executive Chair)

5

THE ROYAL NAVY FOOTBALL ASSOCIATION REPORT OF THE TRUSTEES

CEO – Steve Johnson

The Royal Navy (RN) Football Association has accomplished a great deal over the last four years, and we are very proud of our achievements, but remain hungry and ambitious to achieve even more. It is now time for us to build on these successes and continue shaping the future of football in the Royal Navy.

Football is the most participated sport within the RN, and we want everyone to have a positive experience when engaged with the beautiful game. The ambitions set out in the plan will require a continuously evolving organisation, that will require a commitment from our volunteers, along with the cooperation and support from the RN, Sponsors, and our partner County FA’s.

We want to be inclusive and embrace diversity in everything we do and in doing so remove any barriers for those wanting to join our football family. Encouraging and promoting differences in our backgrounds and experience will make us healthier and stronger.

While the previous four years have seen the Association make solid progress, the next three will present new challenges but I am confident that with the support and goodwill of all stakeholders in the game, the future, can be a very bright one.

Our objectives will include increasing male and female participation through flexible formats of the game that must fit in with a changing service lifestyle and a transformational Navy. We want to make the game more accessible to females within the Royal Navy to improve the female player pathway, as well as increasing the number of coaches and referees.

We will prioritise our work in the following areas:

Whilst the day-to-day management is delegated to the Executive and the paid workforce; the Trustee Board retains oversight of matters of strategic importance including finance and delivery of the plan

Successful delivery of our plan will help to improve the mental wellbeing, develop the power of teamwork, whilst enhancing the resilience and resourcefulness of Royal Navy personnel and their commitment to each other and the Service.

Steve Johnson (Chief Executive Officer)

6

THE ROYAL NAVY FOOTBALL ASSOCIATION REPORT OF THE TRUSTEES

OBJECTIVES AND ACTIVITIES :

Strategic Objectives 2021-24

• Retain

3,066 male players through flexible formats of competition.

• Equal Opportunities

Provide equal opportunities for women and grow participation by 39 players.

• Recruit

Recruit 11 new referees, convert 7, retain 35 and progress 2 referees.

• Diversity

Support a diverse, high performing workforce and inclusive culture.

• Governance

Establish trusted, progressive regulation, administration & governance.

• Safeguarding

Cultivate a safe and inclusive football pathway & environment.

• Status

Strong reputation and clear brand identity.

• Discrimination

Promote a game free from discrimination.

• Health & Well Being

Through Football activities support the delivery of the health and wellbeing plan form the Royal Navy.

Covid 19

The Coronavirus pandemic has caused significant disruption to footballing activity. A limited amount of affiliated football was achieved, although more success was attained through delivery of the grassroots programme. No Football competitions were delivered throughout this reporting period. The impact of Covid-19 on the FA has had a significant impact on its revenue streams including a 14% reduction in grants to County FA’s. Due to the inability of honouring sponsorship SLA’s it was agreed to extend all current agreements by one calendar year, irrespective of received monies. The Board also made the decision that although funding grants from the FA had been reduced there would be no restructure to the contracted workforce during this period and reserves would be utilised to meet the financial shortfall.

THE ROYAL NAVY FOOTBALL ASSOCIATION REPORT OF THE TRUSTEES

7

Remuneration

The Charity does not remunerate its Trustees, although training and travel expenses are funded. All Trustees and members of the Executive give their services voluntarily and receive no remuneration for the activities other than incidental expenses. The Executive undertake their association duties as volunteers in addition to their full-time service duties. The RNFA continues to develop and expend its group of volunteers to assist in all areas of the charity. These volunteers are supported by the full-time staff members, as well as specific policies contained within the staff handbook.

FINANCIAL REVIEW

Grants

The RNFA receives annual grants from:

The association received a grant £83,087 during this financial period.

The focus of the RNFA remains on financing the operating costs of football throughout the Royal Navy. Through the grants above and locally generated sponsorship the association operates and funds:

The finance function of the RNFA is undertaken by the part time Finance Officer along with the full time CEO. Financial reporting is a standing agenda item at every Trustee Board meeting. A major change as a CIO is that budget approval is now recommended at Executive level and is now approved by the Trustees at the beginning of each financial year.

THE ROYAL NAVY FOOTBALL ASSOCIATION REPORT OF THE TRUSTEES

8

Investments and Reserves Policy

Reserves are in place to bridge the gap between spending and receiving income and to cover unplanned emergency expenditure. The minimum level of reserves deemed to be required is reviewed periodically by the Trustees and adjusted as perceptions of risk and other factors change. The Trustees believe that it remains reasonable to maintain a level of free reserves equivalent to 12 months operating costs of charitable activities and thus enable the charity to continue its business for at least one year in the event of significant loss of income (Risk 1 – Highest Priority Risk Register). Approx. £100K. Investments which are now under the management of Sarasin, total £104k year ending June 30[th] , 2021.

Staff Redundancy Policy

Should the Charity be unable to continue as a going concern, the financial forecast for staff redundancy payments as of the 30 June 2021 would be £19,041.50.

THE ROYAL NAVY FOOTBALL ASSOCIATION REPORT OF THE TRUSTEES

9

Risk Management

The Executive Committee maintain the Risk Matrix to enable them to examine the principal areas of the charities operations and consider what other risks may arise. The Trustees review the risks to the organisation as part of the business plan process, which is done at the beginning of each financial year or when there has been, or likely to be a significant change to risk. In the opinion of the Trustees, the charity has established systems that allow the risks to be mitigated to an acceptable level.

RNFA Risk Register June 30[th] , 2021

Risk ID PESTLE Cause Event Effect Severity Risk Category
1 Economic Reduction in FA Funding Inability to sustain current
levels of RNFA Civilian staff.		 RNFA inability to achieve FA Key
Performance indicators (KPIs) due
to insufficient staff resource		 Significant Med/High
2 Political RN Branch Review - Hecate Unavailabilty of RN Staff. RNFA inability to achieve FA Key
Performance indicators due to
insufficient staff resource		 Significant High
3 Sociological Effects of COVID-19 and/or restrictions due
to causes in Risk ID 1&2		 Long term unavailability of
RNFA Staff		 Limitations on the ability to support
training camps, competitions and
Representative fixtures		 Moderate Med/High
4 Economic Reduction in Non-FA Funding Reduction in available
Sponsorship and non-public
funds due to restrictions from
COVID-20		 Limitations on the ability to support
training camps, competitions and
Representative fixtures.		 Moderate Med/High
5 Legal Safeguarding incident at RNFA event or
involving RNFA Representative Personnel		 Safeguarding Incident at RNFA
organised event or within
RNFA area of responsibility		 RNFA reputational damage and
culpability leading to possible legal
challenges		 Minor Low/Medium
6 Technological
Legal		 Insufficient IT and Data Protection A breach of GDPR legislation Reputational risk and potential
legal action		 Minor Low/Medium
7 Political
Sociological		 Lack of Suitably Qualified & Experienced
Personnel (SQEP)		 Reduction in output and
support		 Inability to meet FA Key
Performance indicators and meet
the required level of support to
RNFA Representative, Region and
Unit Football		 Moderate Medium
8 Political Reduction in size of Royal Navy Reduction in output and
support. Required restructure
of competitions and
grassroots participation.		 Inability to meet FA Key
Performance indicators and meet
the required level of support to
RNFA Representative, Region and
Unit Football		 Minor Low/Medium
9 Political
Economic		 Unavailability of HQ facilities Short term and long term
reduction in output and
support .		 Inability to achieve FA Key
Performance indicators (KPIs) due
to insufficient staff resource.		 Minor Low
10 Political
Economic		 Reduction in access to playing facilities Reduction in output and
support. Required restructure
of competitions and
grassrootsparticipation.		 Limitations on the ability to support
training camps, competitions and
Representative fixtures.		 Minor Low

THE ROYAL NAVY FOOTBALL ASSOCIATION

10

REPORT OF THE TRUSTEES

Statement of Trustees Responsibilities

The trustees are responsible for preparing the Report of the Trustees and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Charitable law requires the trustees to prepare financial statements for each financial year that give a true and fair view of the charitable company and of the outgoing resources and application of resources, including the income and expenditure, of the charity for that period. In preparing those financial statements, the trustees are required to:

The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charity and to enable them to ensure that the financial statements comply with Charity regulations. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In so far as the trustees are aware:

The trustees declare that they have approved the trustees’ report for the period ended 30[th] June 2021.

Signed on behalf of the Trustees on 27[th] January 2022

Captain John Lavery MVO – Trustee (Chairman)

11

INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES

OF THE ROYAL NAVY FOOTBALL ASSOCIATION

I report to the trustees on my examination of the accounts of the Royal Navy Football Association for the period 1 July 2020 to 30 June 2021, which is set out on Pages 12 to 19.

Responsibilities and basis of report

As the trustees of the charity, you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 (‘the Act’).

I report in respect of my examination of the Trustee’s accounts carried out under section 145 of the 2011 Act and in carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.

Independent examiner’s statement

I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:

  1. Accounting records were not kept in respect of the Trust as required by section 130 of the Act; or

  2. The accounts do not accord with those records; or

  3. The accounts do not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounting and Reports) Regulations 2008 other than and requirement that the accounts give a ‘true and fair view’ which is not a matter considered as part of an independent examination.

I have no concern and have come across no other matters in connection with the examination to which attention should be drawn in the report to enable a proper understanding of the accounts to be reached.

MARTIN PIERCE FCCA

28 Landport Terrace Portsmouth PO1 2RG

28[th] January 2022

12

ROYAL NAVY FOOTBALL ASSOCIATION

INCOME AND EXPENDITURE ACCOUNT

For the year ended 30 June 2021

Note
INCOMING RESOURCES
Incoming Resources from generated funds:
Voluntary Income - Grants and
Sponsorship
1
Investment Income
Incoming resources from charitable activities:
Football Development Income
Competition Income
2
Referees' Income
3
Other Income
4
TOTAL INCOMING RESOURCES
RESOURCES EXPENDED
Costs of generating funds:
Costs of generating voluntary income
% Admin costs re Grants/Bids
Sponsors Servicing
Charitable Activities
Football Development Expenses
5
Representative Match Expenses
6
Competition Expenses
Referees Expenses
Subscriptions and Donations
Governance Costs:
Administration Expenses
7
Depreciation
8
Profit on Sale of Vehicle
TOTAL RESOURCES EXPENDED
NET INCOMING RESOURCES
NET GAINS(LOSSES) ON INVESTMENT ASSETS
SURPLUS FOR THE YEAR
Funds brought Forward 1 July 2020
Funds Carried Forward 30 June 2021		 Unrestricted
Funds
2021
£
21,200
2,508
2.963
24
1,221
3
27,919
1,815
2,286
392
559
982
1000
22,720
6,286
(1,846)		 Restricted
Funds
2021
£
104,825
-
-
-
-
-
104,825
-
48,601
-
-
-
-
44,060
-
-		 Total
Funds
2021
£
126,025
2,508
2,963
24
1,221
3
132,744
1,815
50,887
392
559
982
1000
66,780
6,286
(1,846)		 Total
Funds
2020
£
242,524
3,945
8,891
483
1,240
408
257,491
4,953
57,330
95,723
1,767
621
2,810
62,576
1,698
-
34,194
(6,275)
11,635
5,360
198,188
203,548		 92,661
12,164
-
12,164
54,462
66,626		 126,855
5,889
11,635
17,524
252,650
270,174		 227,478
30,013
(8,835)
21,178
231,472
252,650

The notes on pages 14 to 19 form part of this Account

ROYAL NAVY FOOTBALL ASSOCIATION 13

BALANCE SHEET For the year ended 30 June 2021

Note
FIXED ASSETS
Tangible
9
Investments
- RNRMC Investment Fund
10
CURRENT ASSETS
Stock of Equipment
Sundry Debtors and Prepayments
11
Cash at Bank
- NatWest Reserve Account
- NatWest Current Account
Travelex Card
Cash in Hand
CURRENT LIABILITIES
Grants Received in Advance
Income Received in Advance
Sundry Creditors
NET CURRENT ASSETS
NET ASSETS
Financed by :
ACCUMULATED FUND
Unrestricted Funds
Restricted Funds		 2021
£
867
18,262
84,586
71,265
774
______174
175,928
12,000
1,528
3,389
16,917		 £
6,383
104,780		 2020
£
867
18,330
149,856
3,000
856
______214
173,123
8,000
5,290
2,151
15,441		 £
1,823
93,145
111,163
159,011		 94,968
157,682
270,174 252,650
203,548
66,626		 198,188
54,462
270,174 252,650

The financial statements on pages 12-19 were approved by the trustees on 27[th] January 2022 and signed on their behalf by:

Captain John Lavery MVO – Trustee (Chairman)

ROYAL NAVY FOOTBALL ASSOCIATION 14

NOTES TO THE ACCOUNTS

For the year ended 30 June 2021

1. BASIS OF PREPARATION

2. ACCOUNTING POLICIES

NOTES TO THE ACCOUNTS

For the year ended 30 June 2021

ACCOUNTING POLICIES - continued

ROYAL NAVY FOOTBALL ASSOCIATION 16

SCHEDULES TO THE INCOME AND EXPENDITURE ACCOUNT

For the year ended 30 June 2021

1.
GRANTS AND SPONSORSHIP
RN Sports Charity Grant
FA Development Plan Grant
Other FA Grants
Sports Lottery Grants
FA Salary Grants
Sponsorship:
- Ivor Dewdney Pasties
- Trinity Insurance
- ESS
- Carbon 60
- Lockheed Martin
Donations:
- RNFA Supporters Club
- Consolite
Other Income
- Goodwill Gesture
2.
COMPETITION INCOME
Navy Cup
Inter Command Cup
Administration Charge - Cautions and
Sending Off
3.
REFEREES' INCOME
Registrations
Course Fees
4.
OTHER INCOME
Surplus(Deficit) on Sale of Football
Tickets		 Unrestricted
Funds
2021
£
-
-
-
-
-
-
-
-
11,000
10,000
-
-
200
21,200
-
-
24
24
1,221
-
1,221
3
3		 Restricted
Funds
2021
£
8,000
2,794
6,167
12,766
74,126
-
-
972
-
-
-
-
-
104,825
-
-
-
-
-

-
-
-
-




Total
Funds
2021
£
8,000
2,794
6,167
12,766
74,126
-
-
972
11,000
10,000
-
-
200
126,025
-
-
24
24
1,221
-
1,221
3
3		 Total Funds
2020
£
8,000
18,230
8,000
93,103
78,718
3,000
2,500
7,500
11,650
10,000
1,323
500
-
242,524
340
-
143
483
400
840
1,240
408
408

ROYAL NAVY FOOTBALL ASSOCIATION 17

SCHEDULES OF RESOURCES EXPENDED For the year ended 30 June 2021

5.
FOOTBALL DEVELOPMENT EXPENSES
Coaching and other Course Expenditure
Football Development Wages and Expenses
Football Development Staff Pensions
Grassroots Development Expenses
Equipment Expenses
6.
REPRESENTATIVE MATCH EXPENSES
RNFA Senior XI
RNFA Development XI
RNFA Women’s XI
Tours
7.
ADMINISTRATION EXPENSES
Office Supplies
Telephone

Motor Vehicle Expenses
Sundry Expenses
Committee Expenses and Meetings
Trustees' Training Expenses
Staff Training Expenses
Insurances
Staff Wages
Staff Pensions
Secretary's Expenses
Accountancy
8.
DEPRECIATION
Office Equipment
Motor Vehicle		 Unrestricted
Funds
2021
£
1,983
303
-
-
-
2,286
108
284
-
-
392
625
589
770
734
44
60
189
443
14,805
-
244
4,217
22,720
286
6,000
6,286		 Restricted
Funds
2021
£
3,000
38,645
2,584
3,098
1,274
48,601
-
-
-
-

-
-
-
972
-
-
-
-
39,505
3,583
-
-
44,060
-
-
-		 Total
Funds
2021
£
4,983
38,948
2,584
3,098
1,274
50,887
108
284
-
-
392
625
589
1,742
734
44
60
189
443
54,310
3,583
244
4,217
66,780
286
6,000
6,286		 Total Funds
2020
£
8,755
41,954
2,729
2,295
1,597
57,330
2,103
4,309
1,445
87,866
95,723
221
349
492
999
284
-
12
466
50,925
3,341
1,366
4,121
62,576
541
1,157
1,698

ROYAL NAVY FOOTBALL ASSOCIATION 18

NOTES TO THE ACCOUNTS

For the year ended 30 June 2021

9. TANGIBLE ASSETS

At 1 July 2020
Additions in the year
LessDisposals in the year

LessAccumulated Depreciation
Net Book Value at 30 June 2021		 Total
£
16,627
12,000
28,627
(11,564)
17,063
(10,680)
6,383		 Equipment
£
5,063
-
5,063
-
5,063
(4,680)
383		 Motor
Vehicle
£
11,564
12,000
23,564
(11,564)
12,000
(6,000)
6,000

In line with the Royal Navy accounting policy, tangible fixed assets are capitalised and depreciated as follows:

Equipment -- 50% per annum on cost in the first year

10. INVESTMENTS

INVESTMENTS 2021 2020
£ £
RNRMC 104,780 93,145

The RNRMC Investment valuation is taken from Cazenove Capital's Investment Fund Schedule as at 30 June 2021.

11. SUNDRY DEBTORS

Sports Lottery re Secretary
Sports Lottery re FDO
Sports Lottery re Salaries and Pensions
Monies owing for Ticket Sales
Coaching Course Fees
Prepayments
Others		 2021
£
4,766
-
8,000
-
132
3,144
2,220
18,262		 2020
£
5,802
1,283
8,000
90
-
3,115
40
18,330

ROYAL NAVY FOOTBALL ASSOCIATION 19

NOTES TO THE ACCOUNTS

For the year ended 30 June 2021

12 DETAILS OF CERTAIN TYPES OF EXPENDITURE

a
Accountancy
Independent Examiners Fees
Other Accounting Services
b
Staff Costs
Salaries and Wages
Social Security Costs
Pension Costs (Defined Contribution Scheme)
Other Employee Benefits		 2021
3,300
917
4,217
88,424
4,531
6,167
212
99,334		 2020
3,240
881
4,121
86,716
4,994
6,070
336
98,116

No employee received employee benefits (excluding employer pension costs) for the reporting period of more than £60,000. The total amount paid to key management personnel for their services to the Charity was £72,707 (2020 - £71,075).

13. TRANSACTIONS WITH TRUSTEES AND RELATED PARTIES

There were no transactions with related parties.