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2023-03-31-accounts

Knowle West Media Centre

(A registered charity and a company limited by guarantee)

incorporating Leinster House Partnership (a company limited by guarantee)

and We Can Make Knowle West

(a Community Interest Company)

Report and Financial Statements for the Year Ended 31 March 2023

Charity number 1092375 Company number 04358350

Leinster House Partnership Limited Company number 04866786

We Can Make Knowle West CIC Company number 12779789

Knowle West Media Centre

(A registered charity and a company limited by guarantee, incorporating Leinster House Partnership , a company limited by guarantee)

Financial Statements For the Year Ended 31 March 2023

Contents Page
Report of the Management Committee 3
Auditor’s report 28
Consolidated Statement of Financial Activities 32
Balance Sheets 33
Consolidated Cash Flow Statement 34
Notes forming part of the financial statements 35

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The Management Committee presents its report and audited financial statements for the year ended 31 March 2023.

1 Our Purpose and Activities

Our mission is to benefit the people of Knowle West by delivering local social, cultural and economic development through creative opportunities in media arts. We believe that involving people in creative projects allows us opportunities to reach many who feel disempowered and unable to enact either personal or societal change.

The formal objects of Knowle West Media Centre in its Articles of Association are as follows:

a) To utilise the power of technology, media and the arts to develop the capacity and skills of people in socially and economically disadvantaged communities, with a focus on working directly with those living in Knowle West and South Bristol.

b) To promote social inclusion for the public benefit by preventing people from becoming socially excluded, and assisting them to integrate into society. For the purpose of this clause ‘socially excluded’ means being excluded from society, or part of society, as a result of being a member of a socially and economically disadvantaged community.

KWMC works to achieve these aims by delivering a programme that supports:

The charity is organised into 6 programmes:

Arts and Neighbourhoods : Supporting creative enquiry and new ways of thinking and doing

We Can Make : Working with the community to create affordable homes at ‘point of need’ by unlocking micro-sites for development.

Young People’s Programme: Equipping the next generation of creatives and campaigners

Living Lab : Harnessing the potential of technology to address local needs

‘KWMC: The Factory’ : Making new futures through manufacturing and business

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Knowle West Alliance : Building a collaborative partnership of local residents, businesses and organisations to support positive action in Knowle West. (A joint initiative with Filwood Community Centre, The Park, Re:work and Knowle West Health Park.)

2 Values

Our work is underpinned by five values, which guide our decision-making and behaviour as individuals and as a team:

Integrity : behaving in a way that’s honest and fair, and being prepared to be held accountable for your actions

Imagination : looking beyond the way things are or have been done, and imagining new, creative approaches

Collaboration : working together towards a common goal, valuing the contribution and expertise that each individual brings

Equity : recognising that in order for everyone to have an equal opportunity to succeed, some people may need additional support

Resilience : persevering with a task but having the flexibility to adapt to change

3 Achievements and performance

3.1 Key statistics

The statistics below show the number of people we worked with or who used our services in 2022/23:

Number of sessions = 430 Number of attendances = 7,594 (2022: 7,480) Number of unique attendees = 3,672 (2022: 4,345)

Number of sessions for people aged under 25 = 199 Number of attendances by people aged under 25 = 1,931 (2022: 1,634) Number of unique attendees aged under 25 = 258 (2022: 227)

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3.2 Introduction

Carolyn Hassan – CEO and founder of Knowle West Media Centre:

“The last year has been both exciting and challenging. Post-Covid recovery has been tough for us just as for others in our communities and in the arts and cultural sector. The challenges facing us all economically, socially, culturally – with the lack of public funding, cost of living crisis, and the huge uncertainty that this brings, plus the effects on our collective mental health have contributed to us re-thinking KWMC’s role in the world, and our work in the community. We understand we need fresh eyes, renewed commitment and focus, clarifying what we do and why. As I plan to step back after over 25 years, I am heartened by the enthusiasm, passion and creativity of the team and know that the future is exciting for KWMC. The next year will be exciting with collective planning, reimagining the future, and taking forward our values and mission, and I know this will be in safe hands. What a journey, and with so much more to do, with so many fantastic people, KWMC will be driving change where it matters.”

We have had a busy year at Knowle West Media Centre embedding our practices of arts, tech and care across our projects to help create thriving high streets, homes and green spaces.

Over the last year we have fully re-opened 'KWMC:The Factory' as a resource to the local community of makers, including running a training programme to upskill the community with digital design skills. The Young People's Programme has trained a new generation of young people in digital skills and empowered them to use their voice in local policy hearings at Bristol City Council.

Our Arts and Neighbourhoods Programme has achieved success locally, nationally and internationally:

The We Can Make housing programme has, along with local community members, successfully completed its first two affordable homes for rent in Knowle West. We Can Make also held a public launch for its 'Playbook' and is working to share its learnings across the country.

Throughout the last year the Knowle West Media Centre team has come together to review past work and map its positioning for the future. This has led to the creation of a KWMC playbook , an interactive document which helps explain what we do and how we do it.

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We organised a team away day at Folly Farm i n early 2023 to consider what our mission looks like in action. Here we created clear plans for the year ahead, as a whole team, and imagined an ambitious future for our arts and tech practice - woven into and driven by community priorities; set with the Knowle West Alliance.

In the last year we have also welcomed many new team members. We have taken the opportunity to bring them into the organisation through this thinking process, helping us understand and refine it to where it is now. Our growth across the organisation has led to new specialised skills which we have been able to bring to projects such as Slow the Smoke, our citizen science research project around air pollution.

3.3 Projects

Between 1 April 2022 and 31 March 2023 we delivered the following projects:

Young People’s Programme

Eight creative agency : film and web commissions After-school sessions Sound Wave music production sessions

Future Legacy project : a science club for young women aged 16-18

Making Spaces : developing maker spaces to widen access and promote STEM Kickstart apprentice programme Maker City : a learning programme encouraging young people to develop new skills around design, engineering, science, tech and maths

Holiday activities : Jump into…music, sound, photography and technology

Another successful year of the Young People’s Programme resulted in a new yeargroup of young people feeling empowered to use their own voice to create change and embrace the informal learning environment offered by KWMC.

The Maker City programme featured development of skills in digital fabrication, design and the built environment. Our work focuses on encouraging young people to learn how to use their art and technology skills for social action; finding innovative solutions to challenges in the present and future for their community.

Our funders Comino Foundation, Arup, Mott McDonald, Arcadis and Bristol City Council have enabled us to extend the reach of this programme to more schools, independent home-schooled young people and teachers. In offering digital fabrication training to more individuals we are proud to have been able to meet the need for these essential and exciting skills in technology where schools have been struggling. Over the next year, we will be continuing this programme and increasing our outreach to new schools in Knowle West and to home-schooled parents and young people.

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Through Soundwave , we are able to offer opportunities in our music and recording studios at the Media Centre. As part of the Women and Non-Binary People Music Day we were able to provide a unique opportunity for young people to explore different aspects of music-making and develop their skills and confidence in a safe and inclusive environment. The workshops and courses were led by experienced professionals, who provided valuable guidance and support. Young people were able to try out new things, experiment with different technologies and hardware, and have fun while learning. The event was a great success, and we hope to continue providing more opportunities like this for women and non-binary people in the music industry.

This was also the first year Knowle West Media Centre collaborated with the Bristol Strategic Partnership . This partnership of engineering and design companies has allowed our young people a unique insight into the working world. Our funder companies in the City Council’s Strategic Partnership opened their doors to the young people over two weeks, delivering live briefs on engineering, project management and live design challenges they are currently working on. Young people visited the offices of Arup, Mott McDonald and Arcadis and learned from mentors at these firms about a variety of jobs in STEM sectors.

In June 2022, KWMC’s Youth Council attended a Youth Conference hosted by Bristol City Council at City Hall. The conference was an opportunity for Youth Councils from all around Bristol to come together, use their voices to help direct current youth funding in the city and build the future of youth services in Bristol. KWMC Youth Council were lucky enough to meet the Youth Mayor of Bristol, Anika Mistry, and were given a tour of the Council Chamber.

Arts & Neighbourhoods

Over the last year we’ve continued to commission, support and collaborate with artists. Offering a space for artists to grow, experiment and work with the community of Knowle West has created community action groups, exclusive performances and a regular open drop-in space for creativity at the Media Centre.

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Lights, Lights, Lights : In the dark winter months of January and February local resident artists Claudia Collins and Megan Clark Bagnall ran creative drop-in workshops at KWMC exploring ‘what lights you up’, with adults and young people - as part of the KWMC welcome spaces offering. These workshops played an important part in kicking off a new regular drop-in space, providing an important place for residents to come together through these cold months.

Opal Fruits : We were proud to host the premier of Opal Fruits at KWMC, before it toured to the Edinburgh Festival. Bristol-based artist Holly Beasley Garrigan (previously artist in residence with KWMC for the 100 years of council housing project in 2019) brought her powerful show, all about her experiences of growing up on a similar estate in London, to Knowle West. Residents loved the performance and stayed afterwards for chips and chat.

Green Spaces : We worked with artist Emma Blake Morsi, the University of Bristol and local residents to explore how tech could increase access to nature and improve health and wellbeing. Through a series of creative workshops exploring people's needs, hopes and dreams a resident-led nature action group was formed. The group wanted to ensure green action across the neighbourhood was more joined up and use tech as a storytelling tool to shift stereotypes and increase access. Emma Blake Morsi helped co-design an at-home creative pack for people who couldn’t make it to the workshops, broadening access to the co-design experiences.

Slow the Smoke : KWMC worked with Bristol City Council and University of the West of England as engagement partner on Slow the Smoke, a research project about air pollution in the Ashley ward. Sharing our expertise in citizen science and through the Bristol Approach, our engagement framework, we supported creative ways for people to get involved to share their own lived experiences of air quality, learn more about air pollution and understand what the data means.

We held workshops with citizen scientists to build their own DIY low-cost air quality sensors to collect air quality data where they lived. The data collected from these sensors were explained to the scientists and used to inform workshops with families in St. Pauls and St. Werburghs. The interpretation of the data also supported the creation of a sonic artwork and a game design in Minecraft.

The sonic artwork was commissioned by KWMC with artist, Miriam Quick of Loud Numbers who created a music track, Bristol Burning, featuring Bristol artist T. Relly, which turned local air quality data into sound. The outputs from Slow the Smoke have allowed the project's data and the community’s message for action to be shared widely in an accessible creative format. Not only did the sonic artwork feature on Channel 4 news, but it has also been nominated for a Data is Beautiful award.

Living Lab

KWMC is Bristol’s Living Lab and an active member of the European Network of Living Labs. We are participants in EU Horizon research projects, working with other consortium members from across Europe. We bring our expertise in co-designing with communities and share our arts led engagement approaches using our Bristol Approach framework.

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ParCos : Participatory Communication of Science. Improving the communication of science by creating participatory science stories through broadcast media and VR/AR technologies and by using the 'Bristol Approach' to engagement.

Greengage : Engaging with citizens to co-create green initiatives and create 'citizen observatories' focussing on mobility, air quality and healthy living, with the aim of helping to deliver the European Green Deal objectives for carbon-neutral cities.

Twinergy : Creation of virtual models ('digital twins') of energy use at consumer, building and community levels.

Putting citizens at the heart of the energy market is the ambition of the Twinergy project which we’ve been a part of for the last year. Being one year into this threeyear EU funded research project we are working towards a technology solution which supports households to actively manage and adapt their energy use to market fluctuations through the help of data and automation; with the aim of saving energy, money and carbon emissions.

As part of the project, a few households in Knowle West not only reduced their energy use and made savings on their energy bills but were able to make an extra income from selling energy back to the grid. This research project also supports wider learnings on how to create viable business models to do this on a larger scale.

As part of Twinergy we have been using our Bristol Approach framework to work with the community to design and develop digital information boards for some of the community spaces in Knowle West. These information boards will communicate messages which can support visitors to think differently about their energy use whilst navigating the space.

Through a co-design process we have identified the energy vision for Knowle West and we showcased visual examples of the digital information dashboard at Knowle West Fest in 2022. We have continued our work with community spaces to ensure the digital information boards are the most beneficial for organisations and local community members. The digital information boards are now in development, and we will be supporting the effective delivery and management of this dynamic communication platform over the next year.

We Can Make

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We are in a housing crisis. There is an urgent need for new ideas about the change that is needed and how we make it happen, both in policy terms and how it gets delivered on the ground. Over the last few years, the Knowle West community has developed a creative response to this crisis – positively re-wiring the housing system and creating tangible signs of what a better future could look like.

In June 2022, We Can Make successfully completed two low-carbon, locally-made, living rent homes in Knowle West, with the land and homes held in the community in perpetuity. One of the We Can Make homes was co-designed, built and lived in by John, a local bricklayer who, after separating from his wife found himself homeless. John’s home is located in Bill’s back garden, which Bill and his son Liam were struggling to maintain due to ill health.

The second home was co-designed, built, and beautifully decorated by Toni, who was living with her young daughter Amancia in overcrowded conditions at Toni’s parents’ house. Toni was involved in the whole process, from making a wall in the Factory, to painting, laying the floor, grouting, varnishing, and adding the finishing touches to make the home her own.

Toni and John moved into their homes in the summer of 2022, and the Knowle West community celebrated with a ‘housewarming’ party at Toni’s.

We are now working with more Knowle West families in housing need to unlock land and build homes right where they’re needed in the community.

John: "We're literally building our community from the bottom up. That's the most important thing to come out of this - it's given me ownership of my community. It's giving people different choices, better choices about how things can be. And it feels like only the beginning."

Toni: "I'm so proud I've helped make a home for me and my daughter."

We Can Make official launch and 'Playbook ': After the successful completion of the first two homes, We Can Make began a process of sharing the model for community-led urban infill sites so that distributed and diverse communities have a common set of tools and methods to deliver homes on their own terms, where they are needed.

This included launching the We Can Make Playbook in February 2023, which sets out the working prototype, and shares how the approach could be replicated and scaled across the UK. The Playbook also included six key policy recommendations that aim to simplify and standardise the process, making it easier for more local communities and councils to adopt and adapt the We Can Make approach.

Alongside publishing the Playbook, We Can Make held a launch in partnership with Nationwide Foundation, attended by almost 300 people in-person and online. The event explored how we can create new housing futures – from the micro-site, to the neighbourhood, to the city, to the whole system – with fresh thinking on a range of issues from affordability and retrofit, to new approaches to achieving scale and impact.

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The event was chaired by housing policy expert Toby Lloyd and speakers included Immy Kaur (Civic Square), Nicholas Boys Smith (Create Streets and the Office for Place), Pooja Agrawal (Public Practice), Indy Johar (Dark Matter Labs) and We Can Make’s director, Melissa Mean.

KWMC: The Factory

We have opened the doors to the Factory again, welcoming in the local community of makers to our fabrication spaces. Our state-of-the-art equipment is now back in operation with some of our members using the machines to help with building projects in their home, run small businesses and be creative by trialling ways of making their ideas a reality.

Two of the most popular machines in the Factory are the vinyl cutter and heat press machines which have seen lots of use in the last year creating bespoke flags for community events. A new addition to the Factory this year has been a UV printer which prints onto almost any material by spraying ink through fine nozzles and then curing with an ultraviolet light. This has been well used in a number of different community workshops and is in high demand for producing event signage, promotional materials and for external commissions.

Luke Jerram 'Moon' commission : In spring 2023 we were approached by the multidisciplinary artist Luke Jerram whose practice involves the creation of sculptures, installations and live artworks, to create a scale replica of the moon to be installed outside an observatory on St Martin’s in the Isles of Scilly.

We downloaded hundreds of gigabytes of data direct from NASA and, using custom made software, converted this into a 3D model of the surface of the moon. This was split into 73 panels, machined using our CNC router, and assembled onto a laser cut plywood frame. The resulting 1 metre scale replica has mountains, valleys and craters created in extraordinary detail allow people to explore and touch the moon close-up, including the usually unseen dark side of the moon.

Future makers . We identified a gap in training locally in digital design skills and setup the Future Makers programme, supported by West of England Combined Authority. Running over 12 months, the programme supported 42 adults from diverse and marginalised backgrounds to develop digital design and making skills, gain confidence in their practice, be inspired by and receive mentoring from industry specialists and work on their own projects responding to briefs set by the team.

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The course has also had excellent outcomes for the people involved: 72% of those who completed the course went on to secure either a job or to access further education and training. Reflecting on the course two of the participants said:

“ It was a lovely space with my kind of people that made me comfortable learning and not embarrassed about asking daft questions."

“What a brilliant course! So well organised, covered so much material, learned so many new skills, physical, creative and digital. Very excited about all the possibilities the wonderful team at KWMC The Factory have taught and supported me with. Thank you.”

This course was a learning experience for the KWMC team as well. This was our most ambitious course to date in terms of scale and length and has resulted in the creation of an array new skills, tools and resources that can and have been used in following workshops and for community benefit.

Knowle West Alliance

Planning Communications - Create a Community Communication Co-ordinator post to share information about planning and development with residents of Knowle West

Community Champions - Raising awareness of Covid vaccinations and supporting post-pandemic community activity The Knowledge community newsletter

Bristol Welcome Spaces - A programme of regular activities in warm spaces across Knowle West

Cost of Living Community Hubs - Co-ordination of a local network response to the cost of living crisis for and with residents of Knowle West

The Knowle West Alliance is a network of local residents, organisations, groups and businesses. KWMC is a Founder Organisation and we continue to collaborate with the Alliance in their mission to build and support positive action in Knowle West. This has enabled us to bring our practice of arts, tech and care into the wider community ecology.

The Alliance partners on projects across the estate, offering support (via our Small Grants Scheme) and connections. A recent example is the local Food Network coming together to co-create a Food Action Plan, with residents and workers sharing ideas and pragmatic steps. KWA is building confidence and skills via a programme of training workshops for local volunteers, activists and workers. The Alliance continues to encourage resident voice and influence via the Knowle West PrePlanning Protocol, which sets the expectation that developers will engage well with local residents as equal partners in creating change.

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The Alliance is helping to keep people informed about what is happening and how to get involved, knowing that better outcomes are achieved when residents are at the centre of change. KWA is working with over 40 local groups/organisations around themes, ideas, challenges and opportunities that matter to them. It is bringing people together and believes that these many actions are the catalyst for the deeper changes that people want to see.

Lucy Holburn, Network Development Manager of Knowle West Alliance:

“Carolyn Hassan [CEO of KWMC] was instrumental in setting up the Knowle West Alliance, holding a vision for working together better, being proactive in building local relationships. She has made a significant personal contribution towards building a new way of collaborating in the area. Her generous leadership has been a critical factor in the getting the Alliance to where it is today. The wider organisation of KWMC has not only hosted the Alliance team, but warmly welcomed us to connect, understand and work together for the greater good of the local community.

"A lovely example is the Springfield Community Allotment – an emerging, resident led partnership, a food growing green space, and whilst food growing is not what KWMC does, through listening and participating the team were able to spot ways to support this project, connecting with KWMC’s mission. We now have some beautiful signs that were co-designed as part of Make Your Mark and made using equipment and expertise at The Factory. An example of using Art, Tech and Care whilst adding value to work that is already happening.

"I’m grateful the whole team at KWMC – people from every single department contribute to the Alliance’s work, collaborating on a range of projects, for example the finance team administering our Small Grants; the Arts team working on the Community Climate Action Plan, the comms team supporting our communication tools and the tech team on the To/Fro app. Gail Bevan [KWMC Front of House] volunteers to support our social media work and she personally set up a pre-loved uniform exchange under the Alliance banner, providing much needed free clothing to local families. We are very lucky to work alongside such a committed and kind group of people”

4 How our activities deliver public benefit

Trustees and staff are aware of the public benefit requirement for charities and take this into account when developing strategy and planning activities.

Knowle West Media Centre supports people to create positive change in their lives and communities, using technology and the arts to make it happen. Our vision for Bristol is a city of inclusive growth, where different perspectives are valued and everyone has the opportunity to develop their skills, creativity and confidence, so they can take the next step in their own journey and work collectively with others to create a fair, diverse and inclusive society.

Knowle West Media Centre supports people in three different ways:

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Knowle West Media Centre enables community-led change: using our resources and expertise to amplify voices that aren’t often heard in decision-making processes, bring people together, and supporting them to develop creative solutions to the challenges that affect them.

Locally, we are an active member of the local Knowle West Alliance, a collective of organisations and local people working together to create positive change through shared projects and endeavours and by supporting residents to have greater influence in the decisions affecting their area. Our work supports many of the aspirations outlined in the Bristol One City Plan, such as ensuring everyone is ‘well connected with digital services,’ ‘can play their part in powerful, connected, inclusive neighbourhoods’ and gain ‘the support and skills they need to thrive and prosper.’

We know that the challenges affecting Knowle West, such as unaffordable housing, barriers to accessing education and employment opportunities, digital and social exclusion, and now the COVID-19 pandemic, are not isolated issues: they impact communities around the UK and the world.

As the Bristol Living Lab, we are committed to sharing our experiences, tools and processes with others regionally, nationally and globally, as part of a movement that values local knowledge and expertise, and practices collaboration to tackle the enormous challenges we face. Our aims align with many of the United Nations’ Sustainable Development Goals (SDGs), including making cities ‘inclusive, safe and resilient,’ providing ‘equitable quality education’ and ‘life-long learning opportunities’ and ‘fostering innovation.’

5 Financial Review

5.1 Summary

The 2022/23 financial year was the first since 2018/19 to be free of Covid restrictions, but it was also the first year without additional support for post-pandemic recovery. For example, grant funding from Arts Council England declined from £401,000 in 2021/22 to £92,000 in 2022/23.

Total income was £1,604,280 in 2022/23, a decrease of £101,875 (6%) compared with 2021/22. Despite this, KWMC was able to increase expenditure by £42,210 (2%) to £1,771,685. This was achieved by utilising grant funding received in advance and brought forward from the previous financial year.

5.2 Grant funding

Grant and contract income fell by £105,900 (6.5%) to £1,492,863, as post-Covid recovery funding was largely but not completely replaced. Grant and contract income continued to be the overwhelming majority (93.1%) of total income in the year (2021/22: 93.7%).

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The Nationwide Foundation was the single largest funder at £204,918 (15% of income). The other funders providing at least 10% of total income were the West of England Combined Authority (£171,516), Bristol City Council (£152,091), the National Lottery Community Fund (£145,344) and the European Union (£141,217). Twenty separate funders provided grants exceeding £10,000. Note 11 to the accounts contains a complete list of all restricted funds and grant funders.

5.3 Trading income

Rent income from room lettings recovered significantly in the year, increasing by 41% from £41,915 to £59,229. Three empty units were let during the year, leaving six of the seven managed workspaces occupied the year end. The final unit has also been re-let since the year-end.

Income from Factory commissions declined from £35,554 to £22,922 as the Factory focussed on grant-funded activities. The Factory membership scheme was however re-launched during the year following its Covid shut-down, and generated income of £5,838 (2021/22: £0).

Income generated by the Eight creative agency (from external clients) reduced from £34,478 in 2021/22 to £15,424 in 2022/23. The main factor behind the reduction was a higher proportion of internal work for grant-funded projects within KWMC, which generated income of £24,552.

Overall however, the charity’s trading arm Leinster House Partnership Ltd was able to achieve a surplus of £70,615 (2021/22: £40,957). The surplus was transferred to the charity in the form of a distribution, as permitted under UK tax law.

5.4 We Can Make Knowle West CIC

The results of We Can Make Knowle West CIC, of which KWMC is the sole shareholder, are consolidated within the KWMC group accounts. Rental income from the two affordable homes, which were completed and occupied in the year, totalled £11,203. Interest and insurance costs totalled £7,880, giving a surplus before tax of £3,323. The surplus was transferred to the charity in the form of a distribution, as permitted under UK tax law.

5.5 Surplus and reserves

KWMC achieved a surplus of £21,488 in 2022/23 (excluding the surplus achieved by We Can Make Knowle West CIC), which increased unrestricted (free) reserves from £256,500 to £277,988. The previous year's surplus was much higher at £125,519, but this was due to a one-off Arts Council grant awarded specifically to strengthen reserves. The 2022/23 surplus met the target set in the Reserves Policy of £20,000 per annum.

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A designated fund of £18,826, made up of advance receipts for contracts still in progress, was used during the year as the contracts were completed. A further designated fund of £186,200 (increased from £135,000) represents a grant from Bristol City Council which was loaned to We Can Make Knowle West CIC to partfund the construction of two affordable homes. The grant is shown as an unrestricted fund as the funder's restriction has been met. The fund will be used to part-fund depreciation of the affordable homes over their 50-year life.

Restricted funds decreased by £223,959 to £2,357,338. Restricted funds are made up of the depreciation reserve (£2,008,032) and grant income carried forward (£349,349). The depreciation reserve was reduced by £93,901 during the year, as grant funding was released to cover future depreciation charges. Grant income carried forward decreased by £130,000, as less advance funding was carried forward than at the previous year-end. See the ‘Carried forward’ column of Note 11 for a full breakdown.

6 Financial outlook and going concern

Budgeted expenditure for 2023/24 is £1.858 million. Grants and contract income brought forward from 2022/23 total £386,333, and secured income has reached £1,573,476 as of November 2022, which is 85% of the fundraising target.

Multi-year funding has been secured, including Arts Council England National Portfolio Organisation funding of £92,188 pa until March 2026, and an EU Horizon research grant (funded by UK Research & Innovation) of €223,218 over 3 years to December 2025.

The Bristol Impact Fund 2 grant from Bristol City Council is worth £25,625 per annum until March 2026. Knowle West Alliance has a National Lottery Community Fund grant of £376,732 over 3 years to March 2025. A grant of £200,000 has been awarded by the Forestry Commission over 2 years to March 2025.

Having reviewed the charity’s prospects for the remainder of 2023/24 and the next financial year, the trustees take the view that the charity and group are a going concern.

7 Risk Management

Risks are managed through the Media Centre’s risk policy alongside further policies that address risk in specific areas, such as the health and safety guidance, the child protection policy and the manual of financial procedures. Policies are reinforced by staff training.

A risk register is maintained which evaluates risks according to likelihood of occurrence and severity in the following categories: Governance, Operational, Financial, External and Regulatory risks. A ‘traffic light’ system of red, amber and green is used to indicate high, medium and low risks respectively. The main risks are described by the CEO in her reports to trustee meetings.

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Programme managers report using this ‘red/amber/green’ format to monthly management team meetings, highlighting the level of risk in specific aspects of their programmes, such as finance and delivery.

8 Reserves Policy

The Reserves Policy states that the unrestricted general fund should be equivalent to one quarter of total expenditure planned in the current year’s budget, to allow the charity to fund its day-to-day activities without recourse to short-term borrowing. Based on the 2023/24 budgeted expenditure of £1.86 million, this gives a target of £465,000.

As stated in the Financial Review above, reserves increased by £21,488 to £277,988 in 2022/23. Despite this, the general fund is still approximately £187,000 below the reserves target, and the policy states that the fund should if possible be increased by £20,000 pa until the target is met.

The reserves target is however based on the assumption that all funding will be received quarterly in arrears, whereas in practice most funding in received in advance. The cash balance at the time of writing (November 2023) is £628,000, which exceeds the reserves target.

This indicates that the reserves policy target is likely to be over-cautious, but does not imply that the actual level of reserves is excessive. The Head of Finance will carry out a review of the policy using a risk-based approach to determine the appropriate level of reserves, and a revised policy will be drafted for the consideration of trustees.

9 Investment Policy

Cash flow fluctuations prevent the Media Centre from making use of long-term investments, and funds are held in instant access, interest- bearing deposit accounts. Bank interest rates increased significantly during the year and interest received increased by 800% (from £387 to £3,598). The Investment Policy requires the Head of Finance to seek the best terms that are available from a bank that shares the charity’s ethical principles.

Knowle West Media Centre’s current banker is Triodos Bank, a Bristol-based ethical bank. Triodos fits KWMC’s ethical criteria as it only invests in organisations that benefit people and the environment, and publishes details of every organisation it lends to.

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10 Our Plans for the Future

Looking forward we know that KWMC, like many organisations in the cultural and voluntary sectors, is experiencing a challenging period and we need to make changes. We continue to face a cost-of-living crisis, climate change and growing inequality of opportunity alongside public funding cuts and austerity. We will need to consider changes in leadership as the founder and CEO prepares to step down after over 25 years. Therefore, in the next year we will be focussing on planning for longer term sustainability and making necessary changes to our organisational structure and delivery plans.

We continue to commit to listening to our community, building our programme collaboratively and sharing our learning and tools with others with an approach that focusses on working locally but sharing our work globally. We will refocus, simplifying our objectives under the banner of ‘Making Thriving Neighbourhoods with Art, Tech and Care'.

10.1 Strategic aims

We will work towards our existing strategic aims, while reviewing the work of the organisation, continuing to embed a strong sense of purpose and set of intentions.

10.2 Objectives for the next year

We intend to focus our efforts over the next year on the realising our refreshed strategic aim of 'Making Thriving Communities with Art Tech and Care' through:

18

Continue to deliver a young people’s programme that includes a wide range of arts

Continue to deliver the We Can Make Homes programme and explore the

-[Explore the role of artists in communities and provide opportunities for artists at all ] stages of their career.

-[Make visible the cultural and creative wealth of communities through events such as ] Knowle West Fest.

10.3 Specific programme objectives

Arts and Neighbourhoods Programme

The arts programme will continue to test new ideas exploring social change and the challenges and opportunities communities such as Knowle West face.

The 2023/24 arts programme is focusing on the following themes:

Modelling new ways of living better together, for example through the Collect to Connect project, developing a new plant/wildlife/people sensor network.

Embedding diverse storytelling

Continuing to deliver projects which focus on increasing digital inclusion, wellbeing, and connection to local built and natural environments to amplify the voices from communities that experience high levels of deprivation and are often underrepresented.

19

Continuing to support local artists from under-represented groups to develop their practice, such as Megan Clarke Bagnall's and Claudia Collins’ 'Lights, Lights, Lights' project.

Working with Filwood Community Centre to develop an exciting programme of celebratory events to take place on Filwood Broadway

Young People’s Programme: Jump Studios

We will engage young people aged 10 - 30 through our work with our partners, in schools and other provision for children, young people and families in South Bristol.

We will provide an informal programme to support young people to build confidence in themselves and develop creative, social action and leadership skills.

We will continue to strengthen our networks with schools by delivering our making and social action programme, Maker City, and music taster workshops as part of Sound Wave.

We will expand our work experience programme building on relationships with the Bristol Strategic Partnerships.

As part of our longer-term R&D work with universities we will deepen our understanding of how to make STEM and Maker Spaces more equitable for young people, showing them that their voice matters and will be listened to.

KWMC: The Factory

Membership - develop a staged offer of facilities, equipment and community.

Host a series of events, workshops, talks and meet-ups linking to the programme.

Build partnerships with academics, collaborating on research projects, targeting the intersection between technologies and communities.

Develop new adult skills programmes.

Explore collaborative research i.e. prototyping new building methods and processes with We Can Make

We Can Make

For 2023/24 We Can Make is focusing on delivery and strengthening the model, including:

Securing planning and finance for the second batch of micro-sites and developing the pipeline for further micro-sites.

20

Scaling and diversifying the We Can Make offer for serviced plots and larger developments.

Developing the methodology for growth and replication through partnerships locally and nationally.

Exploring how our neighbourhoods might be “retrofitted” and adapted to meet the growing challenges and demonstrating this through public engagement.

Knowle West Alliance

Increase engagement of residents in planning the future of Knowle West.

Include more local residents of all ages in media arts, and cultural activities, including supporting the Creative Civic Change and Priority High streets programme managed by Filwood Community Centre and facilitating the Public Art Working group.

Achieve greater adoption and inclusion of people in using digital technologies to enable better access online services, co-design purposeful digital services and tools, and increase employment opportunities.

Explore barriers to community empowerment and sustainability and work with Bristol City Council and the voluntary sector to address this issue. This includes working with Bristol City Council to develop and strengthen the Levelling Up Round 2 funding application.

Encourage community pride and be a catalyst for civic action.

11 Structure, Governance and Management

11.1 Governing Document

The organisation is a charitable company limited by guarantee, incorporated on 22/01/2002 and registered as a charity on 10/06/2002. The company was established under a Memorandum of Association, which established the objects and powers of the charitable company and is governed under its Articles of Association. In the event of the company being wound up members are required to contribute an amount not exceeding £1.

11.2 Recruitment and Appointment of Management Committee

The directors of the company are also charity trustees for the purposes of charity law and under the company’s Articles are known as members of the Management Committee. Under the requirements of the Memorandum and Articles of Association, the members of the Management Committee are elected to serve for a period of three years after which they must be re-elected at the next Annual General Meeting.

21

The Management Committee seeks to ensure that the needs of all user groups are appropriately reflected through the diversity of the trustee body. To enhance the potential pool of trustees, the charity has, through networking with local people and locally-based organisations, and media and arts organisations across the city, sought to identify individuals who would be willing to become members of the centre and use their own experience to assist the charity.

A broad range of skills are represented on the Management Committee, including expertise in regeneration, the arts, law and marketing. The treasurer position is currently vacant and we are seeking to recruit a trustee with finance experience to strengthen the Management Committee.

11.3 Trustee Induction and Training

Many trustees are already familiar with the practical work of the charity having been encouraged to attend one of the ‘open’ events run by the charity annually to showcase work produced through the work undertaken by the centre, or having been a participant in one of the charity’s projects.

Prospective trustees are invited to attend Management Committee meetings prior to joining, and meet both the Chair and CEO to gain awareness of the charity’s aims, organisation, strategy, financial position and programme of work. New trustees are also mentored by more experienced Management Committee members during their first year.

11.4 Organisational Structure

The Knowle West Media Centre has a Management Committee which meets 6 times a year, and which is responsible for the strategic direction and policy of the charity.

A Human Resources working group, made up of management committee members and appropriate staff, meets when required and makes recommendations on issues within its remit. All recommendations made by the working group are discussed and must be ratified by the management committee itself.

A Finance Sub-Committee, made up of two trustees (the Chair and treasurer), the CEO and the Finance Director, meets before Management Committee meetings to consider financial issues, reports and budgets in depth. The Sub-Committee’s terms of reference include the following:

22

Eight authorised signatories are registered with the bank, including trustees and senior employees. Any two of the signatories may make payments on behalf of the company in accordance with the financial limits set out in the Financial Standing Orders.

A scheme of delegation is in place and day-to-day responsibility for the provision of the services rests with the CEO, Carolyn Hassan. The CEO is responsible for ensuring that the charity delivers the services specified in funding agreements and contracts and that key performance indicators are met. The CEO has responsibility for the day-to-day operational management of the Media Centre, individual supervision of the staff team and ensuring that the team continue to develop their skills and working methods in line with good practice.

The staff team was organised into six programmes during the year:

Each programme is led by a Programme Director or Programme Manager. The activities of the programmes during the year are summarised in section 3 above. The project programmes receive managerial, administrative and financial support from the 'core' central services department, which is managed by the CEO, supported by the Finance Director and Operations Manager.

12 Related Parties

There were no transactions with related parties during the year, other than between the charity and its subsidiaries, Leinster House Partnership Limited (LHP Ltd) and We Can Make Knowle West Community Interest Company (CIC).

LHP Ltd is a not-for-profit company limited by guarantee and has been controlled by KWMC since 22 September 2006. The trustees of the Media Centre, are all also directors of LHP Ltd, and vice versa.

Leinster House Partnership was formed for the purpose of redeveloping Leinster House. Since the completion of the new Media Centre in 2008, LHP Ltd has acted as the trading arm of Knowle West Media Centre, handling non primary purpose trading and rental income from the Media Centre. LHP Ltd donates its surpluses to the charity.

23

We Can Make Knowle West CIC was registered with Companies House on 30 July 2020 as a vehicle for community-led housing development in Knowle West and South Bristol. Knowle West Media Centre is initially the sole shareholder, holding 10 shares with an aggregate nominal value of £1. The CIC began trading in 2020/21.

These financial statements consolidate the results of Knowle West Media Centre, Leinster House Partnership Ltd and We Can Make Knowle West CIC on a line-by-line basis.

24

13. Reference and Administrative Information

Charity Name: Knowle West Media Centr Charity registration number: 1092375 Company registration number: 4358350 Registered Office and Leinster Avenue Operational Address: Knowle West Bristol BS4 1NL

Management Committee

Ms MA Venner Chair
Mr R Fisher
Mr M Little Resigned 09/02/2023
Ms I Partridge Resigned 09/02/2023
Ms PA Davis
Ms JR Bunyan
Ms RA Laurence
Ms N Paddy-Okafor Appointed 09/05/2022
Ms JS Braithwaite Appointed 15/11/2022

Senior Manager Carolyn Hassan

Auditors

Burnside Chartered Accountants, 61 Queen Square, Bristol BS1 4JZ

Bankers

Triodos Bank, Deanery Road, Bristol BS1 5AS

Solicitors

Stephenson Law, 4 Colston Yard, Bristol BS1 5BD

25

14. Responsibilities of the Management Committee in Relation to the Financial Statements

The Management Committee (who are also the directors of Knowle West Media Centre for the purposes of company law) are responsible for preparing a trustees’ annual report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the Management Committee to prepare financial statements for each year which give a true and fair view of the state of affairs of the charitable company and the group and of the incoming resources and application of resources, including the income and expenditure, of the charitable group for that period. In preparing the financial statements, the management committee are required to:

• select suitable accounting policies and then apply them consistently;

• make judgements and estimates that are reasonable and prudent;

• state whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements;

• prepare the financial statements on the going concern basis unless it is inappropriate to assume that the charity will continue on that basis.

The Management Committee are responsible for keeping proper accounting records that 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 the Companies Act 2006. They are also responsible for safeguarding the assets of the charity and the group and hence taking reasonable steps for the prevention and detection of fraud and other irregularities.

The Management Committee are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Statement as to disclosure to our auditors

In so far as the management committee are aware at the time of approving our management committees’ annual report:

• there is no relevant information, being information needed by the auditor in connection with preparing their report, of which the group’s auditor is unaware, and

26

• the trustees, having made enquiries of fellow directors and the group’s auditor that they ought to have individually taken, have each taken all steps that he/she is obliged to take as a director in order to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information.

Approved by the Management Committee on 14 December 2023 and signed on its behalf by:

Ms M A Venner (Chair)

Date:

27

NDEPENDENT AUDITORS’ REPORT TO THE TRUSTEES OF KNOWLE WEST MEDIA CENTRE (LIMITED BY GUARANTEE) FOR THE YEAR ENDED 31 MARCH 2023

OPINION

We have audited the financial statements of Knowle West Media Centre (the “parent charitable company”) and its subsidiary (the “group”) for the year ended 31 March 2023 which comprise the consolidated Statement of Financial Activities, the consolidated Balance Sheet, the charitable company Balance Sheet, the consolidated Statement of Cashflows and the notes to the financial statements. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

· give a true and fair view of the state of the group’s and of the parent charitable company's affairs as at 31 March 2023 and of the group’s 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

This report is made solely to the company's members, as a body, in accordance with Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the company's members 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 parent charitable company and the parent company's members as a body, for our audit work, for this report, or for the opinions we have formed.

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’s responsibilities for the audit of the financial statements section of our report. We are independent of the group and the parent charitable company 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.

28

INDEPENDENT AUDITORS’ REPORT TO THE TRUSTEES OF KNOWLE WEST MEDIA CENTRE (LIMITED BY GUARANTEE) FOR THE YEAR ENDED 31 MARCH 2023 (continued)

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 charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are 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.

OTHER INFORMATION

The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information. 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.

OPINIONS ON OTHER MATTERS PRESCRIBED BY THE COMPANIES ACT 2006

In our opinion, based on the work undertaken in the course of the audit:

29

INDEPENDENT AUDITORS’ REPORT TO THE TRUSTEES OF KNOWLE WEST MEDIA CENTRE (LIMITED BY GUARANTEE) FOR THE YEAR ENDED 31 MARCH 2023 (continued)

MATTERS ON WHICH WE ARE REQUIRED TO REPORT BY EXCEPTION

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:

• the trustees were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies’ exemptions in preparing the trustees’ directors’ report and from the requirement to prepare a strategic report.

RESPONSIBILITIES OF TRUSTEES

As explained more fully in the trustees’ responsibilities statement set out on page 23, the trustees (who are also the directors of the parent charitable company for the purposes of company law) 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 directors 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 group’s and parent charitable company’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 group or the parent charitable company or to cease operations, or have no realistic alternative but to do so.

AUDITOR’S 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 aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

30

INDEPENDENT AUDITORS’ REPORT TO THE TRUSTEES OF KNOWLE WEST MEDIA CENTRE (LIMITED BY GUARANTEE) FOR THE YEAR ENDED 31 MARCH 2023 (continued)

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

An understanding of the legal and regulatory framework applicable to the charitable company was obtained from management and those charged with governance of the charitable company, and the audit engagement team was confirmed to have the appropriate competence and capabilities to identify non-compliance with such a framework.

No significant instances of fraud, non-compliance with laws & regulations or other irregularities were communicated to the engagement team by management or those charged with governance, and no particular audit areas or legislation were identified that gave rise to any significant risks of material misstatement in respect of such irregularities.

Due to the size & nature of the charitable company, its susceptibility to material misstatement resulting from fraud, non-compliance with laws & regulations, or other irregularities is considered to be low, and the audit approach was appropriately planned so as to address this risk.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at www.frc.org.uk/auditors responsibilities. This description forms part of our audit report.

MARK POOLEY (Senior Statutory Auditor)

For and on behalf of Burnside Chartered Accountants & Statutory Auditor 61 Queen Square Bristol BS1 4JZ

Date:

31

Knowle West Media Centre

Consolidated Statement of Financial Activities [including Income and Expenditure Account] for the year ended 31 March 2023

Unrestricted
funds
Notes
2023
£
INCOME from:
Donations
1,369
Other trading activities
Sales
46,527
Rent income
59,229
Grants and contracts
129,900
Investment income
3,598
Total income
11
240,623
EXPENDITURE on:
Fundraising
25,496
Trading
62,902
Charitable activities
255,636
Governance costs
19,761
Depreciation of building
-
Total expenditure
12
363,795
Net incoming (outgoing)
resources before transfers
(123,172)
Reconciliation of funds
Transfers between funds
11
180,358
Net movement in funds
57,186
Total funds brought forward
410,326
Total funds carried forward
467,512
Interest receivable
Donations & legacies
Charitable activities		 Restricted
funds
2023
£
694
-
-
1,362,963
-
1,363,657
-
-
1,357,094
-
50,164
1,407,258
(43,601)
180,358
-
(223,959)
2,581,297
2,357,338		 Total funds
2023
£
2,063
46,527
59,229
1,492,863
3,598
1,604,280
25,496
62,902
1,612,730
19,761
50,164
1,771,053
(166,773)
-
(166,773)
2,991,623
2,824,850		 2022
£
1,026
64,063
41,915
1,598,764
387
1,706,155
22,175
76,244
1,565,571
15,484
50,230
1,729,704
(23,549)
-
(23,549)
3,015,172
2,991,623

All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in Note 10 to the financial statements.

32

Knowle West Media Centre

Company no 4358350

Balance sheet as at 31 March 2023

Notes
Fixed assets
Tangible assets
3
Long-term investments
Current assets
Debtors and prepayments
4
Stock
Cash at bank and in hand
Current liabilities
5
Net current assets
6
Net assets
Funds
Unrestricted funds
11
General fund
Designated funds
Restricted funds
Project grants
Depreciation reserve
Restricted funds
Total funds
Creditors: amounts falling due
within 12 months
Creditors: Amounts falling due
after more than one year		 2023
2022
£
£
2,336,638
2,415,892
50
50
306,143
172,482
3,795
1,886
533,452
782,497
843,390
956,865
(200,228)
(226,184)
643,162
730,681
(155,000)
(155,000)
2,824,850
2,991,623
277,988
256,500
189,524
153,826
467,512
410,326
349,349
479,407
2,007,989
2,101,890
2,357,338
2,581,297
2,824,850
2,991,623
The Group		 2023
2022
£
£
218,631
262,368
51
51
599,409
414,474
-
-
386,270
632,388
985,679
1,046,862
(170,269)
(158,579)
815,410
888,283
-
-
1,034,092
1,150,702
276,588
255,101
189,524
153,826
466,112
408,927
349,349
479,407
218,631
262,368
567,980
741,775
1,034,092
1,150,702
The Charity		 2023
2022
£
£
218,631
262,368
51
51
599,409
414,474
-
-
386,270
632,388
985,679
1,046,862
(170,269)
(158,579)
815,410
888,283
-
-
1,034,092
1,150,702
276,588
255,101
189,524
153,826
466,112
408,927
349,349
479,407
218,631
262,368
567,980
741,775
1,034,092
1,150,702
The Charity
414,474
-
632,388
1,046,862
(158,579)
888,283
-
1,150,702
255,101
153,826
408,927
479,407
262,368
741,775
1,150,702

The financial statements have been prepared in accordance with the special provisions applicable to companies subject to the small companies' regime.

These financial statements were approved by the trustees on 14 December 2022

Signed on behalf of the trustees by:

Miriam Venner (Chair)

Date

33

Knowle West Media Centre

Company no 4358350

Consolidated Cash Flow Statement for the year ended 31 March 2023

Notes 2023 2022
£ £
Cash used in operating activities (163,902) 535,727
Cash flows from investing activities:
Proceeds from sale of fixed assets - -
Purchase of fixed assets 2 (85,143) (509,062)
Increase/(decrease) in cash and cash equivalents (249,045) 26,665
Cash & cash equivalents at start of year 782,497 755,832
Cash & cash equivalents at end of year 533,452 782,497
Reconciliation of net income/(expenditure) to net cash flow from operating activities
Notes 2023 2022
£ £
Net income/(expenditure) for the reporting period (166,773) (23,549)
(as per the Statement of Financial Activities)
Adjustments for:
Depreciation charges 2 164,397 161,705
Decrease/(increase) in debtors 3 (133,661) 130,129
Decrease/(increase) in stock - 1,909
 (781)
Increase/(decrease) in creditors 4 - 25,956 268,223
Net cash used in operating activities (163,902) 535,727

34

Knowle West Media Centre

Notes to the accounts for the year ended 31 March 2023

1. Principal accounting policies

The principal accounting policies adopted in the preparation of the financial statements are set out below and have remained unchanged from the previous year.

a) Basis of accounting

The financial statements have been prepared in accordance with Accounting & 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 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

Knowle West Media Centre meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note (s).

Preparation of the accounts on a going concern basis

In preparing the accounts, the trustees have considered the next 12 months from the date of signing the accounts, and based on budget projections we believe that the charity is a going concern.

b) Fund accounting

c) Income

Income is recognised in the statement of financial activities when the charity is entitled to the income and the amount can be quantified with reasonable accuracy. The following specific policies are applied to particular categories of income:

35

Knowle West Media Centre

Notes to the accounts for the year ended 31 March 2023

Principal accounting policies (continued)

f) Financial instruments

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instrument are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are measured at the carrying value plus accrued interest less repayments. The financing charge to expenditure is at a constant rate calculated using the effective interest method.

36

Knowle West Media Centre

Notes to the accounts for the year ended 31 March 2023

2. Prior period comparison

Consolidated Statement of Financial Activities [including Income and Expenditure Account] for the year ended 31 March 2022

INCOME from:
Donations & legacies
Donations
Other trading activities
Sales
Rent income
Charitable activities
Grants and contracts
Investment income
Interest receivable
Total income
EXPENDITURE on:
Raising funds
Charitable activities
Governance costs
Depreciation of building
Total expenditure
Net outgoing resources
before transfers
Reconciliation of funds
Transfers between funds
Net movement in funds		 Unrestricted
funds
2022
£
926
64,063
41,915
192,913
387
300,204
98,419
169,703
15,484
-
283,606
16,598
262,747
279,345		 Restricted
funds
2022
£
100
-
-
1,405,851
-
1,405,951
-
1,395,868
-
50,230
1,446,098
(40,147)
262,747
-
(302,894)		 Total funds
2022
£
1,026
64,063
41,915
1,598,764
387
1,706,155
98,419
1,565,571
15,484
50,230
1,729,704
(23,549)
-
(23,549)

37

Knowle West Media Centre

Notes to the accounts for the year ended 31 March 2023

3. Tangible Fixed Assets

Housing
stock
Subsidiary
equipment
£
£
£
COST
2,702,254
314,002
206,039
Additions in Year
-
21,354
-
Disposals in Year
-
-
-
2,702,254
335,356
206,039
DEPRECIATION
762,052
-
206,039
Charge for the Year
100,504
6,707
-
Disposals in Year
-
-
-
862,556
6,707
206,039
NET BOOK VALUE
1,839,698
328,649
-
1,940,202
314,002
-
2023
2022
£
£
4.
Debtors and prepayments
Sundry debtors and prepayments
81,448
70,062
Inter company
-
-
Grants receivable
224,695
102,420
306,143
172,482
5.
Creditors
Falling due within 12 months
Sundry creditors and accruals
114,856
90,519
Inter company
-
-
Deferred income (note 7)
85,372
135,665
200,228
226,184
At 1 April 2022
At 1 April 2022
At 31 March
At 31 March
Land, building
and leasehold
improvements
All tangible fixed assets are used to fulfil the charity's objects.
At 31 March
At 1 April 2022
The Group		 Office
fittings and
equipment
Total
£
£
433,538
3,655,833
63,789
85,143
(2,567)
(2,567)
494,760
3,738,409
271,850
1,239,941
57,186
164,397
(2,567)
(2,567)
326,469
1,401,771
168,291
2,336,638
161,688
2,415,892
2023
2022
£
£
73,752
50,013
302,652
262,041
223,005
102,420
599,409
414,474
99,656
74,274
28,215
14,544
42,398
69,761
170,269
158,579
The Charity		 Total
£
3,655,833
85,143
(2,567)
3,738,409
1,239,941
164,397
(2,567)
1,401,771
2,336,638
2,415,892
414,474
74,274
14,544
69,761
158,579

38

Knowle West Media Centre

Notes to the accounts for the year ended 31 March 2023

6. Creditors: Amounts falling due after more than one year

Knowle West Media Centre has secured two long-term loans for the purpose of constructing two affordable modular homes.

Loan
principal
£
Bristol & Bath Regional Capital CIC
105,000
City Funds LP
50,000
155,000
Deferred income
131
675
21,068
47,887
Sub-totals: Charity
69,761
2,707
687
11,347
Barnardo's - Fee for
uncompleted work c/f
Barton Camp - Fee for
uncompleted work c/f
University of Bath - Fee invoiced
30/03/2022
Opening
balance at 1
April 2022
Comino Foundation - Proportion
(5/12) of grant covering April to
August 2022
Redcatch Community Garden -
Quarter page advert in summer
2022 issue of Knowledge
Badham Pharmacy - Half page
adverts in summer, autumn &
winter 2022 issues
National Foundation for Youth
Music - Funding received on
31/3/2022 for next financial year
Battersea Arts Centre - Fee for
incomplete commission c/f
University of Bristol - Fee for
incomplete commission c/f
Mufti Games Ltd - Fee for
incomplete commission c/f
Knowle Neighbourhood Planning
Group - Fee for administration of
grant of £3,000		 Interest rate
6.5%
1.5%
Amount
released to
income in
year
131
-
675
-
21,068
-
47,887
-
69,761
-
2,707
-
687
-
7,564
-		 Interest
payable
Repayment
date
£
35,480
01/09/2029
4,152
01/09/2029
39,632
Deferred
in year
Closing
balance at
31 March
2023
-
-
-
-
35,129
35,129
4,469
4,469
2,500
2,500
300
300
42,398
42,398
-
-
-
-
-
3,783

7. Deferred income

39

Knowle West Media Centre

Notes to the accounts for the year ended 31 March 2023

-
-
-
-
51,163
-
Group totals
135,665
Opening
balance at 1
April 2022
DLUHC - Payment for work still
to be delivered
National Lottery Community Fund
- Payment for work still to be
delivered
University of Bristol - Fee for
incomplete commission c/f
(LE089 Vibrant Film)
Active Travel Bristol - Fee for
incomplete commission c/f
University of the West of England
- Room hire and catering for
event on 13 July 2023
Control Shift - Fee for incomplete
commission c/f (LE091 Feeling
Machines Film)		 Amount
released to
income in
year
-
-
-
-
51,163
-
-
131,882
-		 Deferred
in year
1,161
2,952
847
710
-
33,521
81,589		 Closing
balance at
31 March
2023
1,161
2,952
847
710
-
33,521
85,372

8. Capital commitments and contingent liabilities

There are no capital commitments or contingent liabilities at the year end.

9. Employee information

Employee information
2023 2022
Number of employees 34.4 33.8

The average weekly number of employees during the year was calculated on the basis of full time equivalents. No employee received emoluments of more than £60,000.

No employee received emoluments of more than £60,000.
Salaries and wages
Employer pension contributions
Social security costs		 2023
£
1,015,756
90,995
29,093
1,135,844		 2022
£
966,234
80,482
27,102
1,073,818

The key management personnel of the group comprises the trustees, the Chief Executive Officer, the Head of Finance, the Operations Manager, the Development Manager and six Programme Managers. The total employee benefits of the key management personnel of the group were £339,136 (2022: £309,599).

40

Knowle West Media Centre

Notes to the accounts for the year ended 31 March 2023

10. Trustee information

**10. ** Trustee information
2023 2022
£ £
Trustees remuneration and expenses - -
The trustees received no remuneration in the year.
**11. ** Movements in Funds
At 1 April Received in Utilised in Transfers in At 31
2022 year year year March 2023
Restricted Funds: £ £ £ £ £
Core
Dept for Work
and Pensions - 1,740 (1,740) - -
Go Fund Yourself - 200 (200) - -
Nationwide Foundn 1,596 - (1,000) - 596
Power to Change 20,000 -
-		 20,000
Quartet Comm Fdn - 2,380 (2,380) - -
Thrive Renewables - 3,304 -
-		 3,304
Watershed - 5,000 -
-		 5,000
Arts & Neighbourhoods & Living Lab
Arts Council
England (NPO) - 92,188 (53,944) (38,244) -
Bristol C Council - 66,066 (52,253) (13,813) -
Bristol Ideas 500 - (500) - -
DLUHC - 7,992 (2,185) - 5,807
European Union 116,089 61,420 (160,416) (5,156) 11,937
Innovate UK - 17,625 (17,625) - -
Local Trust 5,350 2,600 (7,950) - -
National
Academy Social
Prescribing 3,619 2,000 (5,619) - -
Univ of Bristol - 17,632 (17,632) - -
Univ of the WoE - 10,000 (10,000) - -
We Can Make (Homes)
Bristol C Council - 55,000 (3,800) (51,200) -
DLUHC - 51,164 (51,164) - -
Forestry Comm - 37,074 (37,074) - -
National Lottery - 16,478 (16,478) - -
Nationwide Foundn 74,220 201,749 (166,877) (3,334) 105,758
Power to Change - 24,900 (24,900) - -
Rowntree Foundn 50,000 (5,843) - 44,157
WECA 1,350 (1,350) - -
Young People/Education
Arup 3,000 - (3,000) - -
BBC Childr in Need 4,473 19,967 (22,357) - 2,083
Bristol C Council 20,750 (20,750) - -
Comino Foundation - 49,679 (49,679) - -
Crown Comm Serv 29,079 - (29,079) - -
DWP - 18,153 (14,219) (3,934) -
Ernest Cook Trust 314 - (314) - -

41

Knowle West Media Centre

Notes to the accounts for the year ended 31 March 2023

At 1 April
2022
Go Fund Yourself
-
1,000
HMRC
-
426
Univ Coll London
43,296
19,189
Youth Music
-
47,487
KWMC:The Factory
Bristol City Council
126,525
-
European Union
-
79,797
Local Trust
1,039
-
Power to Change
100
-
2,321
4,920
170,166
Knowle West Alliance
Bristol City Council
55,402
14,008
Go Fund Yourself
7,800
HMRC
743
KW Health Park
2,000
Local Trust
412
400
National Lottery
128,866
Open University
900
-
8,094
30,531
Sustain Redland
479
-
1,318
Youth Music
400
Restricted donations
100
694
479,407
1,363,657
2,101,890
-
-
-
2,581,297
1,363,657
Unrestricted Funds:
18,826
125,018
135,000
General fund
255,101
79,806
1,399
151,630
-
(115,831)
410,326
240,623
Total Funds
2,991,623
1,604,280
NatWest
(Project North
Quartet CF
West of
England
Inter company
Inter company
transactions
Total
Unrestricted
Designated fund -
We Can Make
General fund in
subsidiaries
Restricted Funds
Total
Received in
year
Depreciation resrv
Designated fund -
BCC grant loaned
to WCMKW
Univ of Bristol		 Utilised in
year
(1,000)
(426)
(52,835)
(40,973)
(32,397)
(78,621)
(8)
(100)
(2,321)
(173,912)
(30,093)
(7,800)
(743)
(250)
(812)
(66,743)
-
(16,765)
(240)
-
(400)
(694)
(1,287,461)
(157,690)
37,893
(1,407,258)
(114,693)
(175,411)
(151,629)
77,938
(363,795)
(1,771,053)		 -
-
(700)
(292)
(84,888)
(1,176)
(1,031)
-
-
(1,174)
(609)
-
-
-
-
(351)
-
(352)
-
-
-
-
(206,254)
63,789
(37,893)
(180,358)
(25,827)
51,200
117,092
-
37,893
180,358
-
Transfers in
year		 At 31
March 2023
-
-
8,950
6,222
9,240
-
-
-
-
38,708
-
-
1,750
-
61,772
900
21,508
239
1,318
-
100
349,349
2,007,989
-
2,357,338
3,324
186,200
276,588
1,400
-
467,512
2,824,850

42

Knowle West Media Centre

Notes to the accounts for the year ended 31 March 2023

The purpose of the funds is detailed in the achievements and performance section of the Trustees' Report

Transfers

£38,244 - £1672 funding from Arts Council England was transferred to the depreciation reserve to cover future depreciation of MacBook Air laptop and a Metabones Speed Booster lens; £36,572 of NPO funding for whole organisation transferred to the general fund.

£13,813 transferred to the general fund.

£5,156 transferred to the depreciation reserve to cover future depreciation of 2 x MacBook Pro, 2 x MacBook Air laptops and a Pico 4 VR headset.

£51,200 funding from Bristol City Council towards the costs of building two affordable modular homes for rent was loaned to We Can Make Knowle West CIC, which has built the homes. The grant has been transferred to an unrestricted designated fund as the funder's conditions have now been met.

£3,334 transferred to the depreciation reserve to cover future depreciation of 2 x MacBook Pro laptops

£3,934 transferred to the depreciation reserve to cover future depreciation of 22 x Sofia adjustable lumbar operators chairs.

£700 transferred to the depreciation reserve to cover future depreciation of 3 x Lenovo M10 tablets and a GoPro Hero 8 video camera.

£292 transferred to the depreciation reserve to cover future depreciation of 3x Focusrite Scarlett Solo audio interfaces.

£84,888 - £44,828 transferred to the depreciation reserve to cover future depreciation of fittings, equipment and furniture at KWMC:The Factory; £40,060 transferred to the general fund, the funder's conditions having been met.

£1,176 transferred to the depreciation reserve to cover future depreciation of a MacBook Pro laptop.

£1,031 transferred to the general fund.

£1,174 transferred to the depreciation reserve to cover future depreciation of 6 x Wacom graphic tablets, filters for PrintPro 3 extraction unit, LED lights and stands

£609 transferred to the depreciation reserve to cover future depreciation of a refurbished MacBook Air laptop.

£351 & £352 transferred to the depreciation reserve to cover future depreciation of 2 x Lenovo ThinkPad X390 laptops.

£63,789 is the total transfer to the depreciation reserve to cover the cost of future depreciation of all capital assets purchased in the financial year.

43

Knowle West Media Centre

Notes to the accounts for the year ended 31 March 2023

£37,893 was transferred from KWMC to its subsidiaries to purchase services including room hire, Factory memberships, management and overhead costs.

£25,827 - Includes a transfer of £212 to the depreciation reserve to cover the future depreciation of a Vodex laser cutter filtration unit, and the surplus on unrestricted funds of £25,615 transferred to the general fund.

£51,200 - Funding of £55,000 from Bristol City Council towards the costs of building two affordable homes was loaned to We Can Make Knowle West CIC, which has built the homes. The grant, net of £3,800 used to cover depreciation of the homes, was transferred to an unrestricted designated fund as the funder's conditions have now been met.

£117,092 is the transfer of surpluses to the General Fund.

12. Resources expended

Resources expended
2023 2022
£ £
Wages and salaries 1,135,844 1,073,818
Other direct costs
Audit costs 12,095 10,044
Bad debt 61 18
Bank charges 356 287
Catering costs (for resale) 1,341 255
Depreciation 164,397 161,705
Equipment rental 1,838 506
Expensed equipment 11,430 10,381
Freelance associates 134,916 171,719
Fundraising 479 485
Grants to groups 10,540 13,879
Healthcare for staff 2,843 -
Heat and light 12,854 10,896
Insurance 14,811 12,826
Interest on loan capital 7,575 -
IT consumables and repairs 29,575 17,441
Legal and professional fees (projects) 73,504 125,937
Materials 20,786 27,459
Miscellaneous 69 242
Other project costs 292 1,158
Postage 50 513
Printing (commissions) 7,245 7,878
Project premises 14,673 16,563
Publicity 2,470 3,694
Rates and water rates 4,228 4,638
Recruitment and DBS fees 640 1,570
Recycling and waste collection 1,385 1,275
Redundancy payments 22,262 -
Refreshments 5,492 4,078
Repairs and maintenance 8,960 15,555
Security 2,694 3,434
Selling fees 113 230
Stationery and photocopying 3,422 1,572

44

Knowle West Media Centre

Notes to the accounts for the year ended 31 March 2023

Subscriptions
Subsistence
Telephone/mobile
Training and workshops
Travel
Venue hire
Sub-total: Other direct costs
Total resources expended		 2023
£
7,364
13,889
9,193
13,494
12,559
5,314
635,209
1,771,053		 2022
£
6,309
6,904
7,365
2,788
5,089
1,193
655,886
1,729,704

13. Analysis of expenditure by programme

Expenditure on raising funds
Fundraising
Trading
Charitable activities
Core
Arts & Neighbourhoods
We Can Make (Homes)
YP/Education
Living Lab
KWMC:The Factory
Knowle West Alliance
Total charitable activities
Governance costs
Subsidiary activities (building fund)
Total resources expended		 Direct
staff costs
2023
£
25,017
22,388
40,067
135,523
194,417
250,252
159,100
197,710
103,370
1,080,439
8,000
-
1,135,844		 2023
£
479
40,514
210,130
53,347
126,587
26,454
22,101
59,936
33,736
532,291
11,761
50,164
635,209
Other direct
costs		 2023
£
25,496
62,902
250,197
188,870
321,004
276,706
181,201
257,646
137,106
1,612,730
19,761
50,164
1,771,053
Total direct
costs		 2022
£
22,175
76,244
362,713
282,225
266,463
236,905
152,252
192,340
72,673
Total direct
costs
1,565,571
15,484
50,230
1,729,704

14. Analysis of group net assets between funds

Fixed Assets
Current Assets
Current Liabilities
Long-term Liabilities
Net Assets at 31 March 2023		 General
Funds
£
-
277,988
-
-
277,988		 £
-
189,524
-
-
189,524
Designated
Funds		 £
2,336,688
375,878
(200,228)
(155,000)
2,357,338
Restricted
Funds		 Total Funds
£
2,336,688
843,390
(200,228)
(155,000)
2,824,850

45

Knowle West Media Centre

Notes to the accounts for the year ended 31 March 2023

15. Group companies

Leinster House Partnership Ltd is a subsidiary company of the charity. A summary of its operations follows:

Statement of Financial Activities [including Income and Expenditure Account] for the year ended 31 March 2023

2023
£
Income from:
Donations
-
Other trading activities:
Rent receivable
52,093
Other income
84,352
Charitable activities:
Grants and contracts
-
Investment income:
Interest receivable
415
Total incoming resources
136,860
Resources expended
Administrative expenses
66,245
Total resources expended
66,245
Net incoming / (outgoing)
resources before transfers
70,615
Reconciliation of funds
Transfers between funds
-
(70,615)
Net movement in funds
-
Total funds brought forward
1,399
Total funds carried forward
1,399
Unrestricted
funds
Distribution to parent company charity		 Restricted
funds
2023
£
-
-
-
-
-
-
50,164
50,164
(50,164)
-
-
(50,164)
1,839,522
1,789,358		 Total funds
2023
£
-
52,093
84,352
-
415
136,860
116,409
116,409
20,451
-
(70,615)
(50,164)
1,840,921
1,790,757		 2022
£
-
41,916
90,108
-
13
132,037
141,310
141,310
(9,273)
-
(40,957)
(50,230)
1,891,151
1,840,921

46

Knowle West Media Centre

Notes to the accounts for the year ended 31 March 2023

16. Charges on property of subsidiary company

Charges on the building are held by the South West of England Regional Development Agency (SWERDA) and Bristol City Council, with SWERDA ranking higher according to a deed of priorities dated 4 July 2007. SWERDA was dissolved in 2011 and its assets inherited by the Homes and Communities Agency, which was in turn replaced by Homes England in January 2018.

The charges would be enforced in the event of the insolvency of Leinster House Partnership Ltd, and are equivalent in value to the grants made to the Archimedia project by the above organisations.

The values of the charges are:

£ Homes England 1,320,000 Bristol City Council 500,000

47