## **Trustees’ Annual Report for the period**
## **From** 01.05.23 **Period start date To** 30.04.24 **Period end date**
**Charity name:** Buxton Football Club Foundation
## **Charity registration number:** 1199080
## **Objectives and Activities**
||SORP
reference||
|---|---|---|
|Summary of the purposes of
the charity as set out in its
governing document|Para 1.17|The Buxton Football Club Foundation aims to increase access to football for children and young people in
our locality, who are facing financial hardship, by subsidising fees and kit costs.
Beyond this, the Foundation supports initiatives that align with its objectives, including promoting
community participation in sport, improving access to sports facilities for disadvantaged groups, supporting
physical and mental health and advancing education.
By fostering strong links with the local community, the charity identifies potential areas for support to
ensure its work has the greatest possible impact. As it has begun to establish itself locally, the focus
remains on ensuring that funds spent are done so in a way that most benefits the need.|
|Summary of the main
activities in relation to those
purposes for the public
benefit, in particular, the
activities, projects or services
identified in the accounts.|Para 1.17
and 1.19|The Buxton Football Club Foundation fulfils its charitable objectives primarily through grant making.
Funding requests typically fall into two categories:
•
Support for junior football participation – applications from local families seeking assistance with
subscription and/or kit costs for children wishing to play. These are assessed based on household
income measured against a set threshold for financial support.|
|||•
Ad hoc financial support requests – requests from individuals or organisations for one-off grants or
project funding. These are evaluated on a case-by-case basis, considering alignment with the
charity’s objectives, overall mission, potential impact, feasibility and budgetary constraints.
For the first time, the charity also coordinated and delivered community projects, with the financial support
of the National League Trust, aimed at providing an offering for several specific groups where a clear need
had been identified. For the reporting period in question, this included specialised sessions for local
schools at the Tarmac Silverlands Stadium, men's mental health football and walking football, all of which
were delivered at nil-cost to participants.|
|---|---|---|
|Statement confirming
whether the trustees have
had regard to the guidance
issued by the Charity
Commission on public
benefit|Para 1.18|In accordance with our responsibilities as trustees, we confirm that we have given due regard to guidance
issues on public benefit as outlined in the Statement of Recommended Practice (SORP) reference 1.18.
All requests for funding and suggestions for projects received during the reporting period were reviewed and
assessed, both against the charity objectives, and with regards to their impact and therefore to the public
benefit.
With the charity still being in its relative infancy during the period under review, the Trustees’ focus remained on
establishing positive links both with groups that we work alongside to support (particularly schools) and with
local businesses, who were felt to be an excellent prospective target for fundraising, given the community nature
of much of the work that the charity does. The plans and projects were subject to regular review and
assessment, to ensure all activities sat firmly within the scope of our objectives and were delivered in the most
efficient way possible. As in the year before, this was possible thanks to regular meetings, both informal and
formal, of Trustees involved in day-to-day operations, which sat alongside the formal Board meetings attended
by all Trustees.
Charity activities, along with the grant application and funding allocation processes, were reviewed at the end of
the season. Changes to operational practices made the previous reporting year, specifically the adjustment of
household income thresholds for financial support, contributed to a positive number of applications received for
junior football subscription assistance.
We actively engaged with stakeholders, including potential beneficiaries, donors, and community groups, to
obtain feedback and ensure our charitable initiatives remain responsive to the evolving needs of the
communities we serve. Additional feedback gathered from families and volunteers also led to a redesign of the
application form itself, making it more streamlined and user-friendly (both for the applicant and in terms of
processing and administering the grants), whilst ensuring that all necessary information was collected.
As a charity, we are aware of the responsibility we hold to spend funds raised wisely and recognise the
paramount importance of ensuring that our activities align with our charitable objectives, to effectively serve the
public benefit. Factors including our reach, the diversity of beneficiaries served, and the long-term sustainability
of our charitable activities underpinned all discussions that took place as part of our on-going review processes.|
In conclusion, the trustees of Buxton Football Club Foundation affirm that our duty to have due regard to guidance issues on public benefit as set out in SORP reference 1.18 has been upheld for the period to which this review applies.
## **Achievements and Performance**
||SORP
reference||
|---|---|---|
|Summary of the main
achievements of the charity,
identifying the difference the
charity’s work has made to
the circumstances of its
beneficiaries and any wider
benefits to society as a
whole.|Para 1.20|The charity began this year in a positive position financially, having exceeded our reserve target the previous
year, putting us in a strong position as we proceeded with grant making and other activities.
Applications for financial support with junior football were strong, however it was still felt (following the collection
of anecdotal feedback from partner organisations) that there are more families out there who are eligible but not
applying for help.
There was initial concern that this could be due to some over-complexities of the application process and/or the
thresholds being set at the wrong level, therefore a review of both was undertaken at the end of the season.
However, the Trustees, supported by other stakeholders consulted, felt that to simplify the form any further
would result in critical information needed to assess eligibility being lost, and the process would not stand up to
due diligence testing were it to have anything further removed from it. The form remains relatively short (2 A4
pages), and the thresholds are felt to be at the right levels, although will continue to be reviewed every year and
may be amended in future. Additional consideration was given to marketing and promotional approaches to
ensure the reach and awareness-raising is as strong as it can be.
The reporting period saw a strong increase in income, largely thanks to work done to obtain higher levels of
corporate sponsorship and donations, as well as the charity’s first grant application.
The Foundation made a meaningful impact by expanding its scope during the reporting year to deliver a range
of community-focused projects, with the support of the National League Trust, who were instrumental in
providing funding that allowed the BFCF to deliver range of extremely well-received programmes:
•
Men’s Mental Health Sessions – providing a safe and supportive space for men to connect, improve
well-being, and reduce social isolation.
•
On-Site School Football Sessions – encouraging physical activity, teamwork, and confidence among
young people, promoting healthier lifestyles and engagement in sport.
•
Walking Football Sessions – enabling older adults and those with limited mobility to stay active, socially
connected, and engaged in the community.
By broadening its reach, the Foundation has enhanced well-being, inclusivity, and participation in sport,
reinforcing its commitment to making a lasting difference in the lives of its beneficiaries and the wider
community.|
## **Financial Review**
|Review of the charity’s
financial position at the end
of the period|Para 1.21|Financial statements show that the charity raised £18,958 in the reporting year.
As is charity policy, costs were kept as low as possible and no salaries or expenses were taken out, as all
fundraising and operational activity was undertaken by trustees.
Where external staffing or equipment resources were required, these were funded by a successful grant
application that allowed us to deliver a number of community projects at nil-cost to attendees, all of which
were extremely well received.
At the end of the period, the Foundation remains in a strong financial position, with reserves well-protected
and managed responsibly. All spending on current and future projects is carefully assessed to ensure
sustainability and maximum community impact. The charity continues to operate with financial stability,
enabling ongoing support for its initiatives and future growth.|
|---|---|---|
|Statement explaining the
policy for holding reserves
stating why they are held|Para 1.22|At the time it was set up, BFCF set its desired reserves’ figure at £10,000. This was following discussion
amongst the Trustees as to what a sensible figure would be, based on our projected income and
expenditure. £10,000 was agreed by Trustees based on the following factors:
-
it was felt to be a suitable amount in terms of providing financial stability; with predicted levels of
fundraising being only projections at the time the charity was created, Trustees agreed that
£10,000 would give a strong financial buffer against unforeseen circumstances, such as economic
downturn, a higher than expected level of applications for financial support or fluctuations in
donations, and would ensure our ability to continue operations, even during potentially challenging
times.
-
in maintaining this level of reserves, the charity can better navigate periods of instability or
uncertainty and £10,000 was thought to be a strong figure to help mitigate possible risks.
-
strategic usage to invest in long-term sustainability and growth initiatives, such as expanding
programs, possible investments in infrastructure, or developing new fundraising strategies, as well
as providing the flexibility to pursue opportunities for positive impact and organisational
advancement.
-
building and maintaining reserves demonstrates financial prudence and responsibility, which
enhances the charity's credibility and reputation with donors, stakeholders, and regulatory
authorities.
-
although not an emergency-service charity, the Covid-19 pandemic highlighted the key role that
smaller, local charities can play in responding swiftly to emergencies, disasters, or urgent needs
within the communities they serve. Should any such emergency arise again, having funds readily
available would allow us to provide immediate assistance when required, without having to wait for
additional donations or external support.
In summary, Trustees agreed with the previously-agreed stance that establishing strong reserves was
essential for ensuring the financial stability, resilience, and sustainability of the charity. That being said,|
|||the decision to set the figure at £10,000 was always made with a view to reassessing the amount on an
on-going basis, taking into account the funds raised each year and the level of requests for financial
support the charity received. The Trustees have always been in agreement that the desire to ensure
financial stability should be balanced with ensuring that the charity’s activities can have a real impact on
the communities we serve. If at any point the level of reserves is felt to be too high, i.e. if the amount could
be lowered without compromising financial prudence and some of the money could be better-used in
delivering charity activities and meeting our objectives, the figure of £10,000 would of course be reduced.|
|---|---|---|
|Amount of reserves held|Para 1.22|£10,000|
|Reasons for holding zero
reserves|Para 1.22|N/A|
|Details of fund materially in
deficit|Para 1.24|N/A|
|Explanation of any
uncertainties about the
charity continuing as a going
concern|Para 1.23|N/A|
|**Additional information (optional)**
You may choose to include further statements where relevant about:|**Additional information (optional)**
You may choose to include further statements where relevant about:|**Additional information (optional)**
You may choose to include further statements where relevant about:|
|---|---|---|
|The charity’s principal
sources of funds (including
any fundraising)|Para 1.47|Buxton Football Club Foundation’s principal sources of funds are donations (both corporate and
individual), grants and fundraising events.|
|A description of the principal
risks facing the charity|Para 1.46|Buxton Football Club Foundation still faces very little risk moving forward in terms of its continuation.
Reserves were established in the previous reporting year (our first year of operation) and are protected at
the level agreed by Trustees. This ensures that, even if fundraising efforts were to fall short of predicted
levels in coming years, there remains a comfortable level of funds for Trustees to call upon, should this be
needed to continue with the charity’s planned activities.
Out-goings are kept as low as possible; wherever possible, Trustees ensure that costs are met through
gifts in-kind. This includes examples such as the decision not to create a stand-alone website for the
charity, but rather to host all information about us on the Buxton Football Club website, which BFC kindly
pays for in order to ensure no charge is payable for IT/site hosting services.|
## **Structure, Governance and Management**
|Description of charity’s
trusts:|||
|---|---|---|
|Type of governing document
(trust deed, royal charter)|Para 1.25|The charity’s governing document is its Constitution (‘The Buxton Football Club Foundation Constitution’).|
|How is the charity
constituted?
(e.g unincorporated
association, CIO)|Para 1.25|BFCF is a Charitable Incorporated Organisation (CIO), whose only voting members are its charity trustees
(‘Foundation’ model constitution).|
|Trustee selection methods
including details of any
constitutional provisions e.g.
election to post or name of
any person or body entitled
to appoint one or more
trustees|Para 1.25|The charity’s Constitution sets out the eligibility criteria for Trusteeship as follows:
•
All charity trustees must be natural persons.
•
An individual cannot be appointed as a charity trustee of the CIO if they are under 16 years old
or if they would automatically be disqualified under sections 178-180 of the Charities Act 2011.
•
No one may act as a charity trustee, whether newly appointed or reappointed, until they have
formally acknowledged their acceptance of the role in a manner determined by the charity
trustees.
•
At least one trustee must be 18 years or older. If no trustee meets this age requirement, the
remaining trustees may only act to convene a meeting or appoint a new trustee.
The charity must have a minimum of three trustees. If the number falls below this, the remaining
trustees may only take action to convene a meeting or appoint a new trustee. The maximum number of
trustees permitted is 12, and no further appointments may be made if this limit is reached.
With the exception of the initial trustees, all subsequent trustees must be appointed for a three-year
term through a resolution passed at a properly convened trustees’ meeting.
When selecting new trustees, the charity trustees must consider the skills, knowledge, and experience
required for the effective management of the CIO.|
## **Reference and Administrative details**
|Charity name|Buxton Football Club Foundation|
|---|---|
|Other name the charity uses|BFCF|
|Registered charity number|1199080|
|Charity’s principal address|The Tarmac Silverlands Stadium, Silverlands, Buxton, SK17 6QH|
## **Names of the charity trustees who manage the charity**
|1
2
3
4|**Trustee name**|**Office (if any)**|**Dates acted if not for**
**whole year**|**Name of person (or body)**
**entitled to appoint trustee**
**(if any)**|
|---|---|---|---|---|
||Jennifer McBain||||
||David Hopkins||||
||Lorraine Kilvert||||
||Daniel Hopkins||||
– Corporate trustees names of the directors at the date the report was approved
**Director name** N/A – no corporate trustees
## Name of trustees holding title to property belonging to the charity
|**Trustee name**|**Dates acted if not for**
**whole year**||
|---|---|---|
|N/A – no title topropertyheld|||
## **Funds held as custodian trustees on behalf of others**
|Description of the assets
held in this capacity|N/A – no funds held as custodians on behalf of others|
|---|---|
|Name and objects of the
charity on whose behalf the
assets are held and how this
falls within the custodian
charity’s objects|N/A|
|Details of arrangements for
safe custody and
segregation of such assets
from the charity’s own assets|N/A|
**Exemptions from disclosure**
## Reason for non-disclosure of key personnel details
N/A – information provided as required
## **Declarations**
**The trustees declare that they have approved the trustees’ report above.**
**Signed on behalf of the charity’s trustees**
**----- Start of picture text -----**
Signature(s)
David Hopkins
Full name(s) Jennifer McBain
Position (eg Secretary, CEO Trustee
Chair, etc)
Date
19.02.25
**----- End of picture text -----**
Charity Registration Number: 1199080 Charity Financial Statements & CC16a for the Year Ended 30 April 2024
**CHARITY FINANCIAL STATEMENTS FOR THE YEAR TO 30 APRIL 2024**
|**CONTENTS**|**PAGE**|
|---|---|
|Statement of financial activities for the year ended 30/04/2024|2|
|CC16a Receipts & Payments Accounts|3|
1
## **Buxton Football Club Foundation**
**Statement of Financial Activities for the year end 30th April 2024**
|**Income**
Donations and legacy
Charitable activities
Other trading activities
Investments
Separate material item of income
Other
**Total**
**Expenditure**
Raising Funds
Grants
Charitable activities
Separate material expense item
Other
Total
**Net Income/(expenditure)**
**Net movement in funds**
**Total Funds brought forward**
**Total funds carried forward**|**30th April**
**2024**
**£**
18,958
0
0
0
0
0|
|---|---|
||18,958|
||-
2,503
-
547
5,721|
||**8,770**|
|||
||**10,188**|
|||
||**10,188**|
||-|
||**10,188**|
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