## **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: 

- Digital inclusion and creativity as a force for change and route into education and employment. 

- Equipping young people with skills and tools to become the next generation of creatives and social justice campaigners. 

- Environmental action: building local awareness and actions that lead to positive global change. 

- Enterprise: developing opportunities for new businesses and employment. 

- Making new futures, through providing access to technology. 

- Experimenting with new ideas with citizens to shape how we could live in the future. - Celebrating the creativity of communities and providing opportunities for people to engage in cultural and arts activity. 

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: 

- Locally: through people becoming more skilled and confident to make social change at neighbourhood level; 

- Nationally: through our participation in national networks for social action on as renewable energy, climate change, housing, and culture-led regeneration. - Internationally: Learning from Knowle West has been taken across Europe the world through our EU research projects and membership of the European Network of Living Labs. 

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** 

- **Vibrant Tech** : Community workshops 

- Knowle West Fest 2022 

   - Nature Action Group: Linking people in Knowle West with an interest in green 

- spaces and wellbeing **Bristol and Bath Creative R&D** : Investigate inclusive spaces and how to improve 

- them 

- **Thriving Communities** : Strengthen the range of social prescribing activities 

   - **Equitable Privacy** : Workshops identifying potential areas for improvement of 

- privacy and how it is addressed in the digital technologies we use 

- **Co-Creating Change** - The Future: Co-designing the future Co-Creating Change 

- - Network 

- **Post-pandemic futures** : Test accessible, inclusive and fun hybrid practice 

   - **Healthy Ageing** : Workshops for co-researchers on digital cultural products and 

- services 

- Slow the Smoke - see below 

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** 

- Construction of the first two homes 

- **Community-led Homes** : Site surveys, design fees and support with application for 'registered provider' status 

- **We Can Fab Knowle West** : Early stage development of a project for homes to be built by local people at KWMC:The Factory, funded by Power to Change 

- **Social Infrastructure** : Development of a library of social infrastructure, funded by the National Lottery 

- **Home-grown Homes** : A system demonstrator of how Modern Methods of Construction can integrate English timber products into their design and delivery, funded by the Forestry Commission 

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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** 

- Factory commissions 

- Factory Membership Scheme 

- Factory re-development, funded by Bristol City Council's 'Open Programmable City Region' (OPCR) fund 

- **MADE in South Bristol** - A programme of support for new and potential businesses, funded by European Union and WECA 

- **Creative Freelancer** - Digitisation of learning materials and innovative approaches to in-person workshop delivery 

- **Future Makers** - see below 

- **Connector** - Digital making training programme, funded by West of England Combined Authority (WECA) 

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: 

- Building confidence and networks 

- Developing skills and ideas 

- Enabling innovation and change 

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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. 

16 



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. 

17 



## 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. 

- [Ensure the organisation’s sustainability: financial, environmental, programme and ] community. 

- [Achieve excellence and lead in the area of socially engaged arts and co-creation ] practices. 

- Ensure that community engagement, inclusion and co-design practice remains at the 

- - centre of the organisation’s work, and that local people are involved in all aspects of the organisation. 

- [Develop our work with young people, providing opportunities for them to participate ] in inspiring media, tech and arts projects. 

- [Provide a range of learning opportunities, ensuring that we value diversity and ] provide access for all to participate. 

- Tell the story of our work and demonstrate the difference KWMC makes. 

- Work collaboratively and build relationships across the city, regionally and 

- - internationally to ensure we share our practice with the aim of increasing the impact of our work. 

## **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 



- [A creative tech and arts programme that is place-based and prioritises homes, the ] high street and our green spaces. 

- Review of The Factory as our enterprise programmes come to an end. 

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

- and technology skills and learning projects, including leadership programmes and retreats. 

- [Establish new relationships with Bristol Partnership to provide creative tech ] opportunities for young people. 

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

- relationship between WCM CIC and KWMC going forward – including governance and programme collaboration. 

- Continue to develop our community based digital ecosystem and articulate what we 

- - mean by Community Tech through the Makers and Maintainers Programme funded by Power to Change. 

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

- Use citizen engagement and creative co-design approaches in all of our work. 

   - Contribute to city-wide initiatives such as the One City Plan and Culture Board and 

- contribute at international level through participation in the European Network of Living Labs. 

- [Share citizen-led housing practices including use of sustainable building materials ] and retrofitting. 

-[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: 

- Reviewing the long-term plan and advising the Management Committee on its approval. 

- Reviewing annually the funding and reserves position of the organisation. 

- Governance of the annual budget process. 

- Reviewing annually the organisation’s standing orders. 

- Advising the Management Committee on the financial impact of new accounting policies, laws and regulations. 

- Measuring the performance of the auditor and making an annual recommendation on reappointment. 

22 



- [Reviewing the annual report and accounts for consistency with financial information ] reviewed by the Committee during the year and advising the Management Committee on any differences. 

- Reviewing annually with management the efficiency and effectiveness of financial systems and controls. 

- Reporting to the Management Committee on governance and financial matters relating to trading activities and the trading subsidiary. 

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: 

- Arts and Neighbourhoods 

- We Can Make 

- Young People 

- Living Lab 

- KWMC: The Factory 

- Knowle West Alliance 

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; 

- observe the methods and principles in the Charities SORP; 

• 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 

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

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: 

- the information given in the trustees’ report, which includes the directors’ report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements; and 

- the directors’ report included within the trustees’ report has been prepared in accordance with applicable legal requirements. 

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: 

- adequate accounting records have not been kept by the parent chartable company, or returns 

- adequate for our audit have not been received from branches not visited by us; or 

- the parent charitable company financial statements are not in agreement with the accounting 

- records and returns; or 

- certain disclosures of trustees' remuneration specified by law are not made; or 

- we have not received all the information and explanations we require for our audit; or 

• 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**<br>**funds**<br>**Notes**<br>**2023**<br>**£**<br>**INCOME from:**<br>Donations<br>1,369<br>**Other trading activities**<br>Sales<br>46,527<br>Rent income<br>59,229<br>Grants and contracts<br>129,900<br>**Investment income**<br>3,598<br>**Total income**<br>11<br>240,623<br>**EXPENDITURE on:**<br>Fundraising<br>25,496<br>Trading<br>62,902<br>Charitable activities<br>255,636<br>Governance costs<br>19,761<br>Depreciation of building<br>-<br>**Total expenditure**<br>12<br>363,795<br>**Net incoming (outgoing)**<br>**resources before transfers**<br>(123,172)<br>**Reconciliation of funds**<br>Transfers between funds<br>11<br>180,358<br>**Net movement in funds**<br>57,186<br>Total funds brought forward<br>410,326<br>**Total funds carried forward**<br>467,512<br>Interest receivable<br>**Donations & legacies**<br>**Charitable activities**|**Restricted**<br>**funds**<br>**2023**<br>**£**<br>694<br>-<br>-<br>1,362,963<br>-<br>1,363,657<br>-<br>-<br>1,357,094<br>-<br>50,164<br>1,407,258<br>(43,601)<br>180,358<br>-<br>(223,959)<br>2,581,297<br>2,357,338|**Total funds**<br>**2023**<br>**£**<br>**2,063**<br>**46,527**<br>**59,229**<br>**1,492,863**<br>**3,598**<br>**1,604,280**<br>**25,496**<br>**62,902**<br>**1,612,730**<br>**19,761**<br>**50,164**<br>**1,771,053**<br>**(166,773)**<br>**-**<br>**(166,773)**<br>**2,991,623**<br>**2,824,850**|**2022**<br>**£**<br>1,026<br>64,063<br>41,915<br>1,598,764<br>387|
|---|---|---|---|
||||1,706,155|
||||22,175<br>76,244<br>1,565,571<br>15,484<br>50,230|
||||1,729,704|
||||(23,549)<br>-|
||||(23,549)<br>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<br>**Fixed assets**<br>Tangible assets<br>3<br>Long-term investments<br>**Current assets**<br>Debtors and prepayments<br>4<br>Stock<br>Cash at bank and in hand<br>**Current liabilities**<br>5<br>**Net current assets**<br>6<br>**Net assets**<br>**Funds**<br>**Unrestricted funds**<br>11<br>General fund<br>Designated funds<br>**Restricted funds**<br>Project grants<br>Depreciation reserve<br>**Restricted funds**<br>**Total funds**<br>Creditors: amounts falling due<br>within 12 months<br>Creditors: Amounts falling due<br>after more than one year|**2023**<br>2022<br>**£**<br>£<br>**2,336,638**<br>2,415,892<br>**50**<br>50<br>**306,143**<br>172,482<br>**3,795**<br>1,886<br>**533,452**<br>782,497<br>**843,390**<br>956,865<br>**(200,228)**<br>(226,184)<br>**643,162**<br>730,681<br>**(155,000)**<br>(155,000)<br>**2,824,850**<br>2,991,623<br>**277,988**<br>256,500<br>**189,524**<br>153,826<br>**467,512**<br>410,326<br>**349,349**<br>479,407<br>**2,007,989**<br>2,101,890<br>**2,357,338**<br>2,581,297<br>**2,824,850**<br>2,991,623<br>**The Group**|**2023**<br>2022<br>**£**<br>£<br>**218,631**<br>262,368<br>**51**<br>51<br>**599,409**<br>414,474<br>**-**<br>-<br>**386,270**<br>632,388<br>**985,679**<br>1,046,862<br>**(170,269)**<br>(158,579)<br>**815,410**<br>888,283<br>**-**<br>-<br>**1,034,092**<br>1,150,702<br>**276,588**<br>255,101<br>**189,524**<br>153,826<br>**466,112**<br>408,927<br>**349,349**<br>479,407<br>**218,631**<br>262,368<br>**567,980**<br>741,775<br>**1,034,092**<br>1,150,702<br>**The Charity**|**2023**<br>2022<br>**£**<br>£<br>**218,631**<br>262,368<br>**51**<br>51<br>**599,409**<br>414,474<br>**-**<br>-<br>**386,270**<br>632,388<br>**985,679**<br>1,046,862<br>**(170,269)**<br>(158,579)<br>**815,410**<br>888,283<br>**-**<br>-<br>**1,034,092**<br>1,150,702<br>**276,588**<br>255,101<br>**189,524**<br>153,826<br>**466,112**<br>408,927<br>**349,349**<br>479,407<br>**218,631**<br>262,368<br>**567,980**<br>741,775<br>**1,034,092**<br>1,150,702<br>**The Charity**|
|---|---|---|---|
||||414,474<br>-<br>632,388|
||||1,046,862|
||||(158,579)|
||||888,283|
||||-|
||||1,150,702|
||||255,101<br>153,826|
||||408,927<br>479,407<br>262,368|
||||741,775<br>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**<br>|(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 

- [i] Unrestricted funds are available for use at the discretion of the trustees in furtherance of the general objectives of the charity. 

- [ii] Designated funds are unrestricted funds earmarked by the Management Committee for particular purposes. 

- [iii] Restricted funds are subjected to restrictions on their expenditure imposed by the donor or through the terms of an appeal. 

## 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: 

- [i] Grants, donations and gifts are included in full in the Statement of Financial Activities when receivable. Grants, where entitlement is not conditional on the delivery of a specific performance by the charity, are recognised when the charity becomes unconditionally entitled to the grant. 

- [ii] Donated services and facilities are included at the value to the charity where this can be quantified. 

- [iii] The value of services provided by volunteers has not been included in these accounts. 

- [iv] Investment income is included when receivable. 

- [v] Incoming resources from charitable trading activity are accounted for when earned. 

35 



## **Knowle West Media Centre** 

## **Notes to the accounts for the year ended 31 March 2023** 

## **Principal accounting policies (continued)** 

   - [vi] Incoming resources from grants, where related to performance and specific deliverables, are accounted for as the charity earns the right to consideration by its performance. 

- d) Expenditure and irrecoverable VAT Expenditure is recognised on an accrual basis as a liability is incurred. Expenditure includes any VAT which cannot be fully recovered. 

   - [i] Expenditure on raising funds comprise the costs associated with attracting voluntary income and the costs of trading for fundraising purposes. 

   - [ii] Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them. 

   - [iii] Governance costs include those costs associated with meeting the constitutional and statutory requirements of the charity and include the reporting accountant's fees and costs linked to the strategic management of the charity. 

   - [iv] All costs are allocated between the expenditure categories of the SoFA on a basis designed to reflect the use of the resource. Costs relating to a particular activity are allocated directly, others are apportioned on an appropriate basis. 

- e) Tangible fixed assets 

   - [i] Office fittings and equipment are written off over the expected useful life of the asset, at 25% per annum on the reducing balance method for all items costing over £250. 

   - [ii] Improvements to leased property are depreciated on a straight-line basis over the remaining life of the lease. 

   - [iii] The affordable modular homes built by We Can Make Knowle West CIC are valued at historical cost and depreciated on a straight-line basis over 50 years. 

## 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. 

- g) Group financial statements These financial statements consolidate the results of the charity and its wholly owned subsidiaries Leinster House Partnership Limited and We Can Make Knowle West CIC on a line by line basis. 

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



37 



## **Knowle West Media Centre** 

## **Notes to the accounts for the year ended 31 March 2023** 

## **3. Tangible Fixed Assets** 

|**Housing**<br>**stock**<br>**Subsidiary**<br>**equipment**<br>**£**<br>**£**<br>**£**<br>COST<br>2,702,254<br>314,002<br>206,039<br>Additions in Year<br>-<br>21,354<br>-<br>Disposals in Year<br>-<br>-<br>-<br>2,702,254<br>335,356<br>206,039<br>DEPRECIATION<br>762,052<br>-<br>206,039<br>Charge for the Year<br>100,504<br>6,707<br>-<br>Disposals in Year<br>-<br>-<br>-<br>862,556<br>6,707<br>206,039<br>NET BOOK VALUE<br>**1,839,698**<br>**328,649**<br>**-**<br>1,940,202<br>314,002<br>-<br>**2023**<br>2022<br>**£**<br>£<br>**4.**<br>**Debtors and prepayments**<br>Sundry debtors and prepayments<br>81,448<br>70,062<br>Inter company<br>-<br>-<br>Grants receivable<br>224,695<br>102,420<br>**306,143**<br>172,482<br>**5.**<br>**Creditors**<br>**Falling due within 12 months**<br>Sundry creditors and accruals<br>114,856<br>90,519<br>Inter company<br>-<br>-<br>Deferred income (note 7)<br>85,372<br>135,665<br>**200,228**<br>226,184<br>At 1 April 2022<br>At 1 April 2022<br>At 31 March<br>At 31 March<br>**Land, building**<br>**and leasehold**<br>**improvements**<br>All tangible fixed assets are used to fulfil the charity's objects.<br>At 31 March<br>At 1 April 2022<br>**The Group**|**Office**<br>**fittings and**<br>**equipment**<br>**Total**<br>**£**<br>**£**<br>433,538<br>**3,655,833**<br>63,789<br>**85,143**<br>(2,567)<br>**(2,567)**<br>494,760<br>**3,738,409**<br>271,850<br>**1,239,941**<br>57,186<br>**164,397**<br>(2,567)<br>**(2,567)**<br>326,469<br>**1,401,771**<br>**168,291**<br>**2,336,638**<br>161,688<br>2,415,892<br>**2023**<br>2022<br>**£**<br>£<br>73,752<br>50,013<br>302,652<br>262,041<br>223,005<br>102,420<br>**599,409**<br>414,474<br>99,656<br>74,274<br>28,215<br>14,544<br>42,398<br>69,761<br>**170,269**<br>158,579<br>**The Charity**|**Total**<br>**£**<br>**3,655,833**<br>**85,143**<br>**(2,567)**|
|---|---|---|
|||**3,738,409**|
|||**1,239,941**<br>**164,397**<br>**(2,567)**|
|||**1,401,771**|
|||**2,336,638**|
|||2,415,892|
|||414,474|
|||74,274<br>14,544<br>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<br>principal<br>£<br>Bristol & Bath Regional Capital CIC<br>105,000<br>City Funds LP<br>50,000<br>**155,000**<br>**Deferred income**<br>131<br>675<br>21,068<br>47,887<br>**Sub-totals: Charity**<br>**69,761**<br>2,707<br>687<br>11,347<br>Barnardo's - Fee for<br>uncompleted work c/f<br>Barton Camp - Fee for<br>uncompleted work c/f<br>University of Bath - Fee invoiced<br>30/03/2022<br>**Opening**<br>**balance at 1**<br>**April 2022**<br>Comino Foundation - Proportion<br>(5/12) of grant covering April to<br>August 2022<br>Redcatch Community Garden -<br>Quarter page advert in summer<br>2022 issue of Knowledge<br>Badham Pharmacy - Half page<br>adverts in summer, autumn &<br>winter 2022 issues<br>National Foundation for Youth<br>Music - Funding received on<br>31/3/2022 for next financial year<br>Battersea Arts Centre - Fee for<br>incomplete commission c/f<br>University of Bristol - Fee for<br>incomplete commission c/f<br>Mufti Games Ltd - Fee for<br>incomplete commission c/f<br>Knowle Neighbourhood Planning<br>Group - Fee for administration of<br>grant of £3,000|Interest rate<br>6.5%<br>1.5%<br>**Amount**<br>**released to**<br>**income in**<br>**year**<br>131<br>-<br>675<br>-<br>21,068<br>-<br>47,887<br>-<br>**69,761**<br>**-**<br>2,707<br>-<br>687<br>-<br>7,564<br>-|Interest<br>payable<br>Repayment<br>date<br>£<br>35,480<br>01/09/2029<br>4,152<br>01/09/2029<br>**39,632**<br>**Deferred**<br>**in year**<br>**Closing**<br>**balance at**<br>**31 March**<br>**2023**<br>-<br>-<br>-<br>-<br>35,129<br>35,129<br>4,469<br>4,469<br>2,500<br>2,500<br>300<br>300<br>**42,398**<br>**42,398**<br>-<br>-<br>-<br>-<br>-<br>3,783|
|---|---|---|



## **7. Deferred income** 

39 



## **Knowle West Media Centre** 

## **Notes to the accounts for the year ended 31 March 2023** 

|-<br>-<br>-<br>-<br>51,163<br>-<br>**Group totals**<br>**135,665**<br>**Opening**<br>**balance at 1**<br>**April 2022**<br>DLUHC - Payment for work still<br>to be delivered<br>National Lottery Community Fund<br>- Payment for work still to be<br>delivered<br>University of Bristol - Fee for<br>incomplete commission c/f<br>(LE089 Vibrant Film)<br>Active Travel Bristol - Fee for<br>incomplete commission c/f<br>University of the West of England<br>- Room hire and catering for<br>event on 13 July 2023<br>Control Shift - Fee for incomplete<br>commission c/f (LE091 Feeling<br>Machines Film)|**Amount**<br>**released to**<br>**income in**<br>**year**<br>-<br>-<br>-<br>-<br>51,163<br>-<br>-<br>**131,882**<br>**-**|**Deferred**<br>**in year**<br>1,161<br>2,952<br>847<br>710<br>-<br>33,521<br>**81,589**|**Closing**<br>**balance at**<br>**31 March**<br>**2023**<br>1,161<br>2,952<br>847<br>710<br>-<br>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<br>Employer pension contributions<br>Social security costs|**2023**<br>**£**<br>1,015,756<br>90,995<br>29,093<br>1,135,844|2022<br>£<br>966,234<br>80,482<br>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|-|<br>-|20,000|
||Quartet Comm Fdn|-|2,380|(2,380)|-|-|
||Thrive Renewables|-|3,304|-|<br>-|3,304|
||Watershed|-|5,000|-|<br>-|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**<br>**2022**<br>Go Fund Yourself<br>-<br>1,000<br>HMRC<br>-<br>426<br>Univ Coll London<br>43,296<br>19,189<br>Youth Music<br>-<br>47,487<br>**KWMC:The Factory**<br>Bristol City Council<br>126,525<br>-<br>European Union<br>-<br>79,797<br>Local Trust<br>1,039<br>-<br>Power to Change<br>100<br>-<br>2,321<br>4,920<br>170,166<br>**Knowle West Alliance**<br>Bristol City Council<br>55,402<br>14,008<br>Go Fund Yourself<br>7,800<br>HMRC<br>743<br>KW Health Park<br>2,000<br>Local Trust<br>412<br>400<br>National Lottery<br>128,866<br>Open University<br>900<br>-<br>8,094<br>30,531<br>Sustain Redland<br>479<br>-<br>1,318<br>Youth Music<br>400<br>Restricted donations<br>100<br>694<br>479,407<br>1,363,657<br>2,101,890<br>-<br>-<br>-<br>**2,581,297**<br>**1,363,657**<br>**Unrestricted Funds:**<br>18,826<br>125,018<br>135,000<br>General fund<br>255,101<br>79,806<br>1,399<br>151,630<br>-<br>(115,831)<br>**410,326**<br>**240,623**<br>**Total Funds**<br>**2,991,623**<br>**1,604,280**<br>NatWest<br>(Project North<br>Quartet CF<br>West of<br>England<br>Inter company<br>Inter company<br>transactions<br>**Total**<br>**Unrestricted**<br>Designated fund -<br>We Can Make<br>General fund in<br>subsidiaries<br>**Restricted Funds**<br>**Total**<br>**Received in**<br>**year**<br>Depreciation resrv<br>Designated fund -<br>BCC grant loaned<br>to WCMKW<br>Univ of Bristol|**Utilised in**<br>**year**<br>(1,000)<br>(426)<br>(52,835)<br>(40,973)<br>(32,397)<br>(78,621)<br>(8)<br>(100)<br>(2,321)<br>(173,912)<br>(30,093)<br>(7,800)<br>(743)<br>(250)<br>(812)<br>(66,743)<br>-<br>(16,765)<br>(240)<br>-<br>(400)<br>(694)<br>(1,287,461)<br>(157,690)<br>37,893<br>**(1,407,258)**<br>(114,693)<br>(175,411)<br>(151,629)<br>77,938<br>**(363,795)**<br>**(1,771,053)**|-<br>-<br>(700)<br>(292)<br>(84,888)<br>(1,176)<br>(1,031)<br>-<br>-<br>(1,174)<br>(609)<br>-<br>-<br>-<br>-<br>(351)<br>-<br>(352)<br>-<br>-<br>-<br>-<br>(206,254)<br>63,789<br>(37,893)<br>**(180,358)**<br>(25,827)<br>51,200<br>117,092<br>-<br>37,893<br>**180,358**<br>**-**<br>**Transfers in**<br>**year**|**At 31**<br>**March 2023**<br>-<br>-<br>8,950<br>6,222<br>9,240<br>-<br>-<br>-<br>-<br>38,708<br>-<br>-<br>1,750<br>-<br>61,772<br>900<br>21,508<br>239<br>1,318<br>-<br>100|
|---|---|---|---|
||||349,349<br>2,007,989<br>-|
||||**2,357,338**|
||||3,324<br>186,200<br>276,588<br>1,400<br>-|
||||**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<br>Subsistence<br>Telephone/mobile<br>Training and workshops<br>Travel<br>Venue hire<br>**Sub-total: Other direct costs**<br>**Total resources expended**|**2023**<br>**£**<br>7,364<br>13,889<br>9,193<br>13,494<br>12,559<br>5,314<br>**635,209**<br>**1,771,053**|2022<br>£<br>6,309<br>6,904<br>7,365<br>2,788<br>5,089<br>1,193|
|---|---|---|
|||**655,886**<br>**1,729,704**|



## **13. Analysis of expenditure by programme** 

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



## **14. Analysis of group net assets between funds** 

|Fixed Assets<br>Current Assets<br>Current Liabilities<br>Long-term Liabilities<br>**Net Assets at 31 March 2023**|**General**<br>**Funds**<br>**£**<br>-<br>277,988<br>-<br>-<br>**277,988**|**£**<br>-<br>189,524<br>-<br>-<br>**189,524**<br>**Designated**<br>**Funds**|**£**<br>2,336,688<br>375,878<br>(200,228)<br>(155,000)<br>**2,357,338**<br>**Restricted**<br>**Funds**|**Total Funds**<br>**£**<br>**2,336,688**<br>**843,390**<br>**(200,228)**<br>**(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**<br>**£**<br>**Income from:**<br>Donations<br>-<br>**Other trading activities:**<br>Rent receivable<br>52,093<br>Other income<br>84,352<br>**Charitable activities:**<br>Grants and contracts<br>-<br>**Investment income:**<br>Interest receivable<br>415<br>**Total incoming resources**<br>**136,860**<br>**Resources expended**<br>Administrative expenses<br>66,245<br>**Total resources expended**<br>**66,245**<br>**Net incoming / (outgoing)**<br>**resources before transfers**<br>70,615<br>**Reconciliation of funds**<br>Transfers between funds<br>-<br>(70,615)<br>**Net movement in funds**<br>-<br>Total funds brought forward<br>1,399<br>**Total funds carried forward**<br>1,399<br>**Unrestricted**<br>**funds**<br>Distribution to parent company charity|**Restricted**<br>**funds**<br>**2023**<br>**£**<br>-<br>-<br>-<br>-<br>-<br>**-**<br>50,164<br>**50,164**<br>(50,164)<br>-<br>-<br>(50,164)<br>1,839,522<br>1,789,358|**Total funds**<br>**2023**<br>**£**<br>-<br>52,093<br>84,352<br>-<br>415<br>**136,860**<br>116,409<br>**116,409**<br>**20,451**<br>**-**<br>**(70,615)**<br>(50,164)<br>**1,840,921**<br>**1,790,757**|**2022**<br>**£**<br>-<br>41,916<br>90,108<br>-<br>13|
|---|---|---|---|
||||132,037|
||||141,310|
||||141,310|
||||(9,273)<br>-<br>(40,957)|
||||(50,230)<br>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