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 2024 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; and We Can Make Knowle West Community Interest Company) Financial Statements For the Year Ended 31 March 2024 Contents Page Reportofthe Management Committee Auditor's report 26 Consolidated Statement of Financial Activities 30 Balance Sheets 31 Consolidated Cash Flow Statement 32 Notes forming part of the financial statements 33
3 I/o3/Lok¥ The Management Committee presents its report and audtted financial statements for the year ended 31 March 2024. 1 Our Pur ose 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 erther 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 capacty 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 mamber of a socially and economically disadvantaged communty. KWMC works to achieve these aims by delivering a programme that supports.. Digital inclusion and creativty 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 wrth new ideas wf(h citizens to shape how we could live in the future. Celebrating the creativty of communities and providing opportunrties for people to engage in cUural and arts acttvty. The charty is organised into 6 programmes: Arts and Neighbourhoods: Supporting creatNe enquiry and new ways of thinking and doing We Can Make: Working with the communty 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
KAowle West Leh¥r8 3 .f/g3/kg Knowle West Alliance: Building a collaborative partnership of local residents. businesses and organisations to support positive action in Knowle West. (Ajoint initiative with Fi00d 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.. Intagrlty.. behaving in a way that's honest and fair, and being prepared to be held accountable for your actions Imaglnation: 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 addittonal support Resilience: persevering with a task but having the flexibilty to adapt to change 3 Achievements and erformance 3.1 Key statistlcs The statistics below show the number of people we worked with or who used our services in 2023124.. Number of sessions - 380 (2023: 430) Number of attendances - 2,625 active participants. 7.160 including visitors (2023: 7.594) Number of unique attendees - 698 active participants. 3,623 including visitors (2023: 3,672) Number of sessions for people aged under 25 = 184 (2023.. 199) Number of attendances by people aged under 25 - 2,528 (2022: 1,931) Number of unique attendees aged under 25 = 268 active participants. 609 including visitors (2023: 258) Number of volunteers - 30 Number of volunteer hours = 420
3 l/o3/k4 3.2 Introduction 2023-24 was a busy year at Knowle West Media Centre. Through arts, tech and care we worked wtth almost 700 people in local green spaces. high streets and homes. We collaborated wrth communities and artists to co-create fairer and more thriving neighbourhoods for everyone. Each week we regularly welcome around 150 young people and adutts into our spaces to develop their creative. tech and social action skills, build their confidence and capacities and create new pathways. We continue to share our practice as part of global, national and local nelworks. We were an honorary attendee at the first Canadian Living Labs summit in November 2023, presenting our practice in Barcelona at the European NeOrk of Livings Labs (ENOLL) Open Lwing Lab Days, participating in the UK national Retrofit Reimagined Festival and working locally as founding members of the Knowle West Ajliance. We believe deeply in collaboration and partnerships and act as part of an eco-system of change makers. 3.3 Changes to our team and structure Our founder and Chief Executive Officer Carotyn Hassan announced her intention to retire at the end of March 2024. and we took this opportunty to review and re-create our leadership structure. We commissioned Practical Governance Collective to work with our board. staff team and others to help us transition towards a more distributed leadership model. A number of options were considered, all involving an element of co-leadership, a model where two or more people are in charge of a team or group. They share ownership of the goals of their team but divide the roles and responsibilities belween them. We see co- leadership as a collaborative way of working that shares power and democratises decision- making to a greater degree. The final recommendation. which was accepted by the KWMC board of trustees in February 2024. was for a structure led by two co-directors, a Creative Director and Business and Operation5 Director. These two posts are supported by five programme leads.. a Head of Finance, a Head of Creative Tech & IT Infrastructure, a Head of Adults Programme, a Head of Young People's Programme and a Head of Cu]ture, Buildings & People. This group forms a collaborative management team. From April 2024 we have worked to activate these plan5. We now have two Co-directors.. Martha King was promoted internally to Creative Co-Director, and Tom Newman was recruited to the post of Co-Director of Business Development and Operations in September 2024. The structure envisaged above is being revised and refined, but we continue to make steps on our journey towards a leaderful culture and more distributed ways of working.
31/eJ/24 3.3 Projects Young People's Programme Another successful year of the Young People's Programme resulted in a new year-group of young people feeling empowered to use their own voice to create change and embrace the informal learning environment offered by KWMC. We run 34 nights of after-school sessions for young people. aged from 10 to 17 every week. These include: Maker City Social Action and Making: As well as being upskilled on digital fabrication equipment and industry standard Soare young people worked with professionals on social action briefs and a special summer programme was led by Move and Code where they learned how to create immersive environments using physical computing, resulting in fantastical crazy golF courses. "I have made many friends, seen many future career choices such as engineering and technology.. If I wasny at Maker Cty on a Tuesday I would probably be at home bored and online too much." tyoung person] Soundwave Music and Sound: Through these weekly sessions aimed at empowering young people to express themselves and explore their voice through music and sound, young people have learned podcasting and composition skills whilst gaining confidence. Creative Hub Introduction to creative tech and media: Young people learned animatron, stop-motion. photography. coding and film making skills. We welcomed visiting artists Air Giants to play with inflatable robots. Bristol Mural collective and design consultancy Layerable to create digital graffrti worlds in AR. worked on photography with artist Kirsty Mackay, hosted a comedy session wtth local comedian Amy Mason, and developed short films with Pig Shadow Puppetry Workshops. "The programme is so fantastic. Wtth an absence of focus on the creatwe arts in schools, places like KWMC are incredibly important for our children's development. Thank you for doing such a great job and investing in our kS." [Parent] The Maker City programme develops young people's 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 communty.
3//oJ/z* Our funders Comino Foundation. Arup, Mott McDonald, Arcadis and Bristol Cty 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. Young people were set a brief by our Bristol City Council's Strategic Partnership mentors (from Arup, Mott MacDonald & Arcadis) to develop ideas for inclusive green spaces being developed around the Bristol Temple Quarter area. Young people's innovative creations included a prototype for an eco-bench that collects and recycles rainwater. Atso as part of their Maker City activities, young people were briefed to design high street interventions to improve Fi00d Broadway. as it is transformed through the Levelling Up Funding. Young people were briefed by We Can Make to create something to help retrofrt a front garden; inspired by We Can Make's Front Garden Retrofft project (see below). Young people's creations included windowsill flowerboxes and a laser-cut chess board with 3D printed chess pieces for front garden community chess. "I wanted to have more nature and fiowers when I looked out my window.. oung person from Maker City] Through Soundwave, funded by Youth Music, we are able to offer opportunities in our music and recording studios at the Media Centre. This year we took our young participants out into local parks and allotments to immerse themselves in nature. Young people collected sounds, learned about local biodtversity and created their own soundscapes and stories, enhancing nature connection, wellbeing and creativity. 2023124 was the second year of Knowle West Media Centre's collaboration with the Bristol Strategic Partnership. This partnership of engineering and design companies has allowed our young people a unique insight into the working world. 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. Schools: Last year we delivered Maker City and Soundwave programmes in four local primary schools.. Holy Cross, Oasis Academy Connaught. Holy Cross Primary School and Parsons Street Primary. Connaught and Holy Cross received weekty after-school sessions over half a term. In Parsons Street Primary, we worked with all Year 6 classes across a term. All schools took part in trips to KWMC: The Factory, where pupils created digitally fabricated communty bunting for their classrooms. We also ran a ha term of Maker City activities in KnowleDG E for the Year 10 Art Class and 3 half-day sessions at The Factory for local home-educated young people and their home educators, introducing them to design and digital fabrication. °My daughter has been gnien her the resources, support and inspiration to be creative, letting her try out drfferent equipment and pursue her own eas. Its really got Leila inspired about a career in design and tech" [Parent]
le IV8st JI/23/R4 Work experience: We held two weeks of Maker Cty work experience in the summer. Over 10 days. we welcomed 25 young people (for 5 days each) from local south Bristol schools and colleges, from Years 10 and 12. The young people were offered a full, interactive week exploring STEAM skills. with a particular focus on the built environment and real-world application. Young people were given insights into the work of all three Bristol Cty Council Strategic Partnership partners (Arup, Mott MacDonald & Arcadis), which ranged from engaging in tasks around flood defences, consultation and ideas generation for the development of Castle Park and learning about the challenges of designing, project managing and building on an existing school site. The mentors offered powerful insights into the multiple job roles they have and also their personal journeys into their career. "It gave me confidence for my new role as Bristol City Youth Council. I was elected in February and one of my first things was realising, oh, I have access to a youth group who are like really creative, like-minded people. So, I was thinking maybe I can ask them to see what their issues were in the community". twork experience participant] Arts & Neighbourhoods We bring together arts. DIY tech and citrzen science to connect, value and access our local green spaces and high streets. Make your Mark: Through co-design sessions at Springfield Community Alotments and KWMC'S Factory local people got hands-on and created signage and flags to increase accessibility at the allotments. People learned digital fabrication skills, worked with artists and sowed seeds for more creative collaborations. "I think this {SpringfEld allotment) is an amazing place. It would be great rf we can come here more often wrfh the kids. I dnI realise they were going to be so happy and so interested. Especially the Ile ones. [Parent] Garden Lab Whispers Grow: Artists and local people explored how DIY tech, local, and more than human knowledges can be mixed together to further climate action. Through experiments wrth mud batteries. people co-designed robot snail cameras, and augmented mobility aids to build more connected relationships wfch nature. "This project made me look at the world around me drfferently. ° [Project participant] Collect to Connect: As part of an international movement of citizen science we supported artist residencies, community workshops, ecologist led walks and summer nature celebrations wtth Avon Wildlrfe Trust. We creatively collected data about our neighbourhood through nature diartes. explored how to connect green spaces and develop wildlife corridors through ecologist Fed walks.
3 f/o3/ky "The importance of having dwerse approaches is that not everybody has the same interest in nature [...] There are many ways we connect with nature. It's been great to let people see their agency in decIsn-maklng, knowing there are others locally who share their passA)n, allowing them to collectwely drive research questions and decIsns, making it more empowering than doing it alone. ILocal resident and ecologist] ' The act of engaging together as a family in community was very important for our wellbeing. [Neighbourhood scientist] Community Cllmate Action Plan: In partnership with the Knowle West Alliance. we held community conversations towards a co-designed Community Climate Action Plan to address local environmental priorities. Through surveys and events. residents contributed to shaping a strategy aligned with Bristol's carbon-neutral goals. Hlgh Streets Culture and Events Programme: Supported by Bristol Cty Council we worked wrth Filwood Communf(y Centre to produce a year of events and cultural activations on the Filwood Broadway. We held events including Easter trials, coronation celebrations and a larger than ever Knowle West Fest complete with parade. Talkaoke: As part of the national Futures Festival we commissioned artists The People Speak to bring their pop-up chat show 'Talkaoke' to the streets of KW. We created podcasts from these powerful conversations and shared them as a listening installation at Filwood Community Centre, abngside a heritage exhibition,. remembering our past to shape our future. "That's important, libraries and cutture. Over a lot of years it's been quite grey on the Broadway but rt's really nice to think about how we could bring colour in. I think art needs to be in the middle of what we're thinking about as well. becaus8 it can make peoples days better just by being colourful. alkaoke chat show participant] Noel West {Lights Lights Lights): We supported local artists Meg Clark-Bagnall and Claudia Collins to take their audio bus performance, Noel West. to the streets of Knowle West, celebrating the cultural signrficance of lights in the neighbourhood in style. We hosted their Camp as Christmas micro commission installations at KWMC and the artists ran What Lights You Up workshops for the communty at KWMC in the dark winter months. Future High Streets: As part of the Diverse Artists Network's Diaspora festival we commissioned photographer Myah Asha Jeffers to be in residence and explore the future of high streets. For the Diaspora festival she set up popup photo activities on Fi00d Broadway and continued her activities into 2024: working wtth local multicultural women to reflect on identty through storytelling, audio making and selr-portrart cyanotypes.
kn?wle W&J t C£h/e 3/1e3/L¥ "I feel like a sense of belonging in my neighbourhood now." ILocal resident] Creative Cuppa: We host a weekly creatwe session offering accessible arts and tech activities to local residents including clients and carers from Milestones and Silvacare. These sessions foster community connections and provide a safe space to develop creative skills and confidence. We provide hot meals and during holidays food bags were distributed, thanks to Feeding Bristol. "On behalf of Silva Care we would like to express how much we appreciate the friendly welcoming group that the Media Centre run for us. Our clEnts get a lot from the community spirit and the great variety of actiVitS on offer for them. Everyone looks forward to a Wednesday morning each week." Isilva Carel Living Lab KWMC is Bristol's Living Lab and an active member of the European NeOrk 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. 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 have been a part of for the last three years. The project has supported 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, some 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 supported wider learnings on how to create viable business models to do this on a larger scaFe. As part of Twinergy we have been using our Bristol Approach framework to work wtth the communty to design and develop digital information boards for some of the communty spaces in Knowle Wesl. These information boards communicate messages which can support visitors to think differentty about their energy use whilst navigating the space. Greengage: Engaging wrth citizens to co-create green initiatives and create 'citizen observatories, focussing on mobility. air qualty and healthy living. with the aim of helping to deliver the European Green Deal objectives for carbon-neutral cities. 10
31/<3/29 KWMC.. The Factory Factory Membership.. At The Factory we are continuing to run a membership programme with 67 residents continuing to learn about and access digital fabrication equipment. The most popular machines in The Factory are the vinyl cutter. the heat press and the UV printer which prints onto almost any material by spraying ink through fine nozzles and then curing with an uttraviolet light. "I love The Factory. It Just makes things more possible. The climate doesnt have to be all doom and gloom. Ie had the kit and the support to deSn things and make things that improve my family s lrfe and the planet." [Factory member] Factory Commissions: This year we started working with the production team for Boomtown Fair Festival. This involved taking on design work, CNC cutting and fabrication for a number of elements including large scale signage, light boxes, decorative pieces and the entrance gates to the festival. With over 280 sheets of plywood cut in a very short time this really put our CNC machine. and team, to the test. Sustainabilty is taken very seriously by the festival and the plywood was made from pine, a quick growing timber from northern Europe. For a commission of this sort the majorty of pieces leave The Factory as bare plywood. to be transformed on site by a team of skilled set designers. 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 arOrkS, to create a scale replica of the moon to be installed outside an observatory on St Martin's in the Isles of Scilty. 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. Supporting artlsts: We continue to support artists and emerging creatives by providing space and community connections. Tomasin Cuthbert, Bristol Mural Collective AR Layerable and Pell Ensemble shared work through public exhibitions. workshops and events. We mentored an underrepresented SW based artist through Arbyte Gallery's Hotel Generation programme and supported a creatrve tech Myworld fellowship. "The people here have been so supportive, and it's really opened my eyes to the drfferent things I could do.. [Artist]
3//ps/z* Community-Tech: We have beneffted from being part of the national Community-Tech network. facilitated by Promising Trouble. We were pleased to be able to host the launch event for this communty of practice and have loved being part of the Power to Change funded Makers and Maintainers project, sharing knowledge and unpacking our long history of community tech. yworld Immersive tech training.. Through the Myworld programme we have provided training opportunities for local people to access high-end media production equipment. such as 360 cameras and professional development opportunities for emerging creatives. We Can Make We Can Make Knowle West is a Communty Interest Company which is currently wholly owned by Knowle West Media Centre, but is developing plans for independence. 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 communty in perpetuity. We are now working with more Knowle West families in housing need to unlock land and build homes where they are needed in the communty. Stewardship: Following completion of the construction of two homes, completed in summer 2022. We Can Make has undertaken the role of landlord to the two tenants living in the completed homes. Tenants participated in a Post Occupancy Review in February 2024. facilitsted by Arup, which demonstrated that tenants felt involved, secure, and happy in their homes. Constructlon: Progress has continued with other potential back-garden developments in Knowle West. with two homes having been submitted to BCC Planning. and continued engagement with other potential families within the neighbourhood. Weekly events were held on one of the small sites, secured through Bristol Cty Council. throughout the summer culminating in a cohort of local residents coming together for three co-design sessions to feed into the designs. Operations: We Can Make has grown from a project incubated by KWMC to becoming a CIC, asset holder and landlord, with a strong pipeline of development delivery. This growth has been supported by a Governance Roadmap which sets out its Journey from a subsidiary of KWMC to an independent organisation. The Roadmap has been regularly reviewed by the We Can Make board, and the Chair and Co-Directors of KWMC. We Can Make intends to become fully independent in 2025. Retrofit Reimagined Festival: We hosted a chapter of the national 'Retrofrt Reirnagined. festival. Over 500 people from all over the UK got the chance to be inspired by creative approache5 to retrofitting homes and neighbourhoods, exploring topics from social infrastructure to timber-based housing solutions.
//23/k 41 Home Grown Homes: As part of its research strand We Can Make launched its Home Grown Homes report, sharing the culmination of work exploring the question. "Can We Build Timber Neighbourhoods Across the UK?" The report concluded that timber is a scarce resource in the UK and rf the whole housing sector were to suddenly switch to timber framing, even more would need to be imported. Re-use of timber products was identtried as the best method of making the most of the timber resources we do have available in the UK. For this to happen an urgent step change is needed at the technical, policy, and cuttural mindset level and a shtft at scale towards 'retrofit first, and away from demolition, designing for deconstruction and capturing timber by-products for re-use. Multimax: Maximising the use of timber in multi-storey homes. Continuation of the research and development, funded by the Forestry Commission, of a systems design approach, using timber up to 4-storeys. which can be applied to the small sites secured by We Can Make. The findings of this research is due to be published in Spring 2025. Front Garden Retrofit Kit: Funded by the National Lottery, We Can Make collaborated with Better Block to design a front garden kit for communities to encourage neighbourliness and create space for nature in front gardens across the neighbourhood. The open-source kit, which can be cut on any CNC machine. features items including a bench. sharing library. bird box and planter, and has been installed in over 30 front gardens in Knowle West and elsewhere in the UK. °Since hosting the front garden retrofrt kit, we catch our neighbours more often... it's meant wetre engaged with people we havenl necessarity spoken to. which is really good." [Project participant] Andover Road Retrofit: Through an exciting new 'Retrofit Street, project, in collaboration with We Can Make. we are working with families on Andover Road to explore the question: What rf the climate transition and retrofrt of our homes and streets were designed, owned, and governed by the people who live there?, The street demonstrator project brings together residents. designers. researchers, and technical experts to explore ideas, try them out for real, and share the learning. Knowle West Alllance The Knowle West Alliance (KWA) is a network of local residents, organisations, groups and businesses. KWMC is a founder and host organisation and continues to collaborate with the Alliance in its 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 small grants programmes and connections. The bcal Food Neork came 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 Pr&Planning Protocol, which sets the expectation that developers will engage well with local residents as equal partners in creating change. 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 groupslorganisations 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. 4 How our activities deliver ublic benefit Trustees and staff are aware of the public benefrt requirement for charities and take this into account when developing strategy and planning activities. Knowle West Media Centre supports people to create posrtive change in their lives and communities, using technology and the arts to make it happen. Our vision for Bristol is a cty of inclusive growth, where different perspectives are valued and everyone has the opportunty 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 dtfferent ways: Building confidence and networks Developing skills and ideas Enabling innovation and change Knowle West Media Centre enables community-led change." using our resources and expertise to amplfy voices that arenl 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 Atliance, 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 Cty 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., 14
S//e3/a* We know that the challenges affecting Knowle West, such as unaffordable housing, barriers to accessing education and employment opportunities, digital and social exclusion, are not isolated issues.. they impact communf(ies 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 wfth many of the United Nations. Sustainable Development Goals (SDGS). including making cities 'inclusive, safe and resilient,, providing 'equitable quality education, and 'lffe-long learning opportunities, and Yostering innovation. 5 Financial Review 5.1 Summary Totsl income was £1,594,603 in 2023124, which was marginally down on the 2022123 figure of £1,604,280. Despite this, KWMC was able to increase expenditure by £97,376 (50/0) to £1,868.429. 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 £93,175 (60/0) to £1,399.688. KWMC has over 20 grant funders and there was no single reason for this. but there was a signtficant fall in funding from the two local authorities (Bristol City Council and West of England Combined Authority) from £323,607 to £120,062. Grant and contract income continued to be the overwhelming majority (87.8 % ) of total income in the year, though this was slightly down on 93.10/0 in 2022123. The National Lottery Communty Fund was the single largest funder at £222.963 (14 /0 of income). The other funders providing at least 10 % of total income were the Nationwide Foundation (£180,487) and the European Union (£158,875). Fourteen 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 There was a signtficant increase in rent income from room lettings of 330/0 from £59,229 to £78,516, which was due to higher occupancy. Six of the seven managed workspaces were let for the whole year. with one becoming vacant in January 2024, Income from Factory commissions doubled from £22,922 to £46,172. helped by larger commissions; manufacturing a one-metre diameter model of the moon for the artist Luke Jerram and gates, signs and merchandise stands for the Boomtown Festival. The Factory membership scheme. in ts second year of operation following r(s Covid shut-down, almost doubled in svze, generating income of £11,137 (2022123: £5,838).
Ilk/£ 14/641 3/1<3/24 Income generated by the Eight creative agency (from external clients) increased to £38.525 {2022123: £15,424), mainly due to larger commissions from the University of Bristol and Feeding Bristol. In line with the recommendations of the change cOnsuantS (PG Collective) KWMC has decided to move away from the Eight agency model. but the ethos of supporting pathways for people from underrepresented groups remains key to the organisation's mission. This will instead be delivered through providing paid entry-level opportunities for people from Knowle West and South Bristol throughout the organisation and on projects. Overall, the charity's trading arm Leinster House Partnership Ltd was able to achieve a surplus of £79,560 (2022123.. £70,615). 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 affordable homes totalled £14,469 in their first full year of occupation (2022123.. £11,203). Interest, insurance and repair costs totalled £8,361, giving a surplus before tax of £4,556. The maximum distributable surplus of £1,408, as calculated by our auditor Burnside. was transferred to the charty as permitted under UK tax law. Total Corporation Tax liabilty is £3,147, which includes liabilty of £1.872 for 2022123 and £1 ,274 for 2023124. There was no provision for Corporation Tax in the 2022123 accounts as the surplus had been transferred to the charity, but in fact a CT liabilty arose as the depreciation of the houses was disalk)wed as an expense for tax purposes. 5.5 Surplus and reserves KWMC recorded a deficit of £26,559 in 2023124 (2022123: surplus of £21,488). The deficit was due to one-off restructuring costs including the fee from the change consultants PG Collective (£16,302) and redundancy payments to two employees (£9,795). The deficit reduced unrestricted (free) reserves from £277,988 to £251,429. A further designated fund of £182,400 (reduced from £186,200) represents a grant from Bristol City Council which was loaned to We Can Make Knowle West cic to part-fund the construction of affordable homes. £3.800 of the loan was converted a grant in 2023124 and paid to We Can Make Knowle West CIC to part fund the depreciation of the homes. The grant is shown as an unrestricted fund as the funder's restriction has been met. It will be used to part-fund depreciation of the affordable homes over their 50-year lrfe. Restricted funds decreased by £248.022 to £2,109,316. Restricted funds are made up of the depreciation reserve (£1,882,385) and grant income carried forward (£226,931). The depreciation reserve was reduced by £150,054 during the year, as grant funding was released to cover future depreciation charges. Grant income carried forward decreased by £171,931, 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.
S//Q3/k9 6 Financial outlook and oin concem Committed expenditure for 2024125 is £1.74 million. Grants and contract income brought forward from 2023124 total £231 ,662, and secured income has reached £1.67 million as of November 2024, which is 96 % of the committed expenditure. Secured multi-year funding includes Arts Council England National Porffolio Organisation funding of £92,188 pa until March 2026. and an EU Horizon research grant (funded by UK Research & Innovation) of E223,218 over 3 years to December 2025. The Bristol Impact Fund 2 grant from Bristol Cty Council is worth £25,625 per annum until March 2026. The Andover Road Retrofrt project funded through the University of Bath is worth £195k to September 2025 and the related Transforming Energy Together fund of £100k extends the scope of this project. The 3-year £200k grant from the Comino Foundation for Maker City continues until August 2026. We Can Make Knowle West CIC is developing plans to become independent and leave the KWMC group from April 2025, althoLsgh this date is not yet confirmed. The financial impact for KWMC includes the loss of contribution to Core costs and the removal of cash balances currently held on behalf of the CIC in the charty's bank account. These impacts will be mitigated to some extent if WCMKW continues to buy in support services from KWMC, such as HR, IT and payroll. Financial management resources have already been adjusted in anticipation of the expected reduced workload. Financial management days were reduced from 8 to 5 per week following the resignation of the Director of Finance and Operations in December 2023, with the Charity Finance Manager stepping back into the role of Head of Finance. He has been supported by the new Co-Director of Business Development and Operations from September 2024. Having reviewed the charty's prospects for the remainder of 2024125 and the next financial year, the trustees take the view that the charity and group are a going concern. and will remain so after the planned separation of We Can Make Knowle West CIC. 7 Risk Mana ement 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 severty in the following categories: Governance, Operational. Financial, External and Regulatory risks. A Iraffic light, system of red, amber and green is used to indicate high. medium and low risks respectively. The main risks are described by the Co-Directors in their reports to trustee meetings. 17
Programme managers report using this 'redlamberlgreen' format to monthly management team meetings, highlighting the level of risk in specific aspects of their programmes, such as finance and delivery. 8 Reserves Polic 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 2024125 budgeted expendrture of £1.86 million, this gives a target of £465,000. As stated in the Financial Review above, reserves fell by £26,559 to £251,429 in 2023124, leaving the general fund approximately £214,000 below the reserves target. The policy states that the fund should rf possible be increased by £20,000 pa until the target is met. The reserves target is however based on the assumption that funding will be received quarterly in arrears, whereas in practice much funding is received in advance. The cash balance at the time of writing (November 2024) is £454,000. which is only just below the reserves tsrget. 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 Polic 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. The Bank of England lending rate of 5.25 /0 beeen August 2023 and August 2024 (a 16-year high) resutted in a signtficant increase in interest received from £3,598 to £9,220 in 2023124. 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, which has its UK headquarters in Bristol. Triodos frts KWMC'S ethical criteria as it onFy invests in organisations that benefit people and the environment, and publishes details of every organisation it lends to.
6</p3/kl 10 Our Plans for the Future The last year has been both exctting and chaIngIng. KWMC'S founder director, Carolyn Hassan, announced in 2023 that she would be stepping back after over 25 years in March 2024. Since then, we have gone through a process of collectwe planning, reimagining the future, revisiting our values and mission and clarfying what we do and why. We have taken time as an organisation to stop and think of what the future could and should look like, what changes we can make to the ways we work to ensure that we become more inclusive, sustainable and resilient. We now have a new Co-Leadership model in place. Martha King as Creative Co-Director will focus on co-developing the creative vision and strategic direction for KWMC, ensuring that our strategy and creative programme brings alive and progresses our renewed mission for the organisation, Making fair and thriving neighbourhoods. through arts tech and care,. Tom Newman as C(FDirector of Business Development and Operations. will work with our team and communty to co-shape the renewal, growth and future sustainabilty of the organisation. with a focus on building communty and generating wider social value, as well as financial resilience. Both Co-Directors are committed to building on KWMC'S track record of excellence in creativity, innovation, co-creation and artist development. The process of further distributing leadership across the organisation will continue and we plan to go even further in making it possible for community members. of all ages, to be at the heart of shaping, driving and participating in everything KWMC does. The coming year will see continued mission driven programming guided by community priorities. We will keep creating inclusive spaces for learning, for imagining and for making through our practices of co-creation. arts-led change making and care. We will be working across the Knowle West neighbourhood in homes, high streets and green spaces, and will continue to share our practice internationally as part of inspiring movements working towards more equitable futures. 11 Structure Governance and Mana ement 11.1 Governing Document The organisation is a charitable company limited by guarantee. incorporated on 2210112002 and registered as a charity on 1010612002. 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 charty trustees for the purposes of charty 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. The Management Committee seeks to ensure that the needs of all user groups are appropriate reflected through the diversty 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 wouEd be willing to become members of the centre and use their own experience to assist the charty. A broad range of skills are represented on the Management Committee, including expertise in regeneration, the arts. finance and marketing. 11.3 Trustee Induction and Training Many trustees are already familiar with the practical work of the charty having been encouraged to attend one of the 'open' events run by the charty annually to showcase work produced through the work undertaken by the centre, or having been a participant in one of the charty's projects. Prospecttve trustees are invrted 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. 20
XhrwZ£ 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 consKler 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. 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 Co-Directors. Martha King and Tom Newman. The Co-Directors are responsible for ensuring that the charity delNers the services spectfied in funding agreements and contracts and that key performance indicators are met. The Co-Directors also have 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 Young People Living Lab KWMC: The Factory We Can Make 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 sectron 3 above. The project programmes receive managerial. administrative and financial support from the 'core' central services department, which is managed by the Co-Director of Business Development and Operations, supported by the Head of Finance. 21
12 Related Parties There were no transactions with related parties during the year, other than between the charity and rts subsidiaries, Leinster House Partnership Limited (LHP Ltd) and We Can Make Knowle West Community Interest Company (CIC). LHP Ltd is a not-for-profrt 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 l<nowle West Media Centre, handling non primary purpose trading and rental income from the Media Centre. LHP Ltd donates its surpluses to the charity. We Can Make Knowle West CIC was registered with Companies House on 30 July 2020 as a vehicle for communty-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 2020121. These financial statements consolidate the resuts of Knowle West Media Centre. Leinster House Partnership Ltd and We Can Make Knowle West CIC on a line-by-line basis. 22
J</i?3/ki 13. R6ference and Administrative Inforniation Charf(y Name: Knowle West Media Centre Charity registration number: 1092375 Company registration number: 4358350 Registered Office and Operational Address: Leinster Avenue Knowle West Bristol BS4 1NL Management Committee Ms MA Venner Mr R Fisher Ms PA Davis Ms JR Bunyan Ms RA Laurence Ms K Paddy Ms JS Braithwaite Ms C Davies Chair Appointed 1411212023 Senior Managers Martha King and Thomas Newman Auditors Burnside Chartered Accountants, 61 Queen Square, Bristol BS14JZ Bankers Triodos Bank, Deanery Road. Bristol BS15AS Sollcitors Stephenson Law. 4 Colston Yard. Bristol BS15BD 23
31IP3/29 14. Res onsibilities of the Mana Statements ement Committee in Relation to the Financial 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 consistentty; 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 charty will continue on that basis. The Management Commtee 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 compty 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 detectron of fraud and other irregularfcies. The Management Committee are responsible for the maintenance and integrty 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 dtffer 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 wf(h preparing their report, of which the group's auditor is unaware, and 24
J//g3/k4 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 helshe 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 12 December 2024 and signed on its behalf by.. Ms M A Venner (Chair) £ TrbkSteL Date: /A/i£/£oL4 25
INDEPENDENT AUDITORS, REPORT TO THE TRUSTEES OF KNOWLE WEST MEDIA CENTRE (LIMITED BY GUARANTEE) FOR THE YEAR ENDED 31 MARCH 2024 (continued) OPINION We have audited the financial statements of Knowle West Media Centre (the "parent charitable company") and ts subsidiary (the "group.) for the year ended 31 March 2024 which comprise the consolidated Statement of Financial ActNities, 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: gwe a true and fair view of the state of the group's and of the parent charitable company's affairs as at 31 March 2024 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 responsibilty 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 wtth 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. 26
INDEPENDENT AUDITORS, REPORT TO THE TRUSTEES OF KNOWLE WEST MEDIA CENTRE (LIMITED BY GUARANTEE) FOR THE YEAR ENDED 31 MARCH 2024 (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 identtfied any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's abilty to continue as a going concern for a period of at least e1ve 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 explicrtly stated in our report, we do not express any form of assurance conclusion thereon. In connection with our audit of the financial statements. our responsibilty 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 identity 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 wf(hin the trustees, report has been prepared in accordance with applicable legal requirements. 27
INDEPENDENT AUDITORS. REPORT TO THE TRUSTEES OF KNOWLE WEST MEDIA CENTRE (LIMITED BY GUARANTEE) FOR THE YEAR ENDED 31 MARCH 2024 (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 rf, 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 vistied by us: or the parent charitable company financial statements are not in agreement with the accounting records and returns; or certain disclosures of trustees, rernuneration 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 responsib for assessing the group's and parent charitable company's ability to continue as a going concern, dtsclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees ef(her 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 aayS 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. 28
INDEPENDENT AUDITORS, REPORT TO THE TRUSTEES OF KNOWLE WEST MEDIA CENTRE (LIMITED BY GUARANTEE) FOR THE YEAR ENDED 31 MARCH 2024 (continued) Irregularities, including fraud. are instances of non-compliance with laws and regulations. We design procedures in line wtth 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 identfy non- compliance with such a framework. No signfficant instances of fraud. non-compliance with laws & regulations or other irregularf(ies 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 signfficant risks of material misstatement in respect of such irregularities. Due to the size & nature of the charitable company, its susceptibilty to material misstatement resuIng from fraud. non-compliance with laws & regulations. or other irregularrties 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.or .uklauditors res onsibilities. This description forms art of our audit report. STEPHEN BURNSIDE BA ACA (Senior Statutory Auditor) For and on behalf of Burnside Chartered Accountants & Statutory Auditor 61 Queen Square Bristol BS14JZ Date: 29
Knowle West Media Centre Consolidated Statement of Financial Activltles [including Income and Expenditure Account] for th8 year ended 31 March 2024 Unrestricted funds 2024 Restricted funds 2024 Total funds 2024 Notes 2023 INCOME from: Donations & legacies Donations 2,822 8,593 11,415 2,063 Other trading activities Sales Rent income 95.764 78,516 95,764 78,516 46,527 59.229 Charitable activities Grants and contracts 285.654 1,114,034 1,399,688 1,492,863 Investmenl In¢ome Interest receivable 9,220 9.220 3,598 Total income 471,976 1 122,627 1,594,603 1,604 280 EXPENDITURE on: Fundraising Trading Charitable activities Govemance costs Depreciation of building 25,914 107.281 353,658 21,407 25,914 107,281 1,663,663 21,407 25,496 62,902 1.612,730 19,761 50,164 1,310.005 50.164 Total expenditure 508.260 1,360.169 1 868 429 1,771,053 Net Incoming (outgolng) resources before tsx (36,284) (237,542) (273,826) (166,773) Corporatlon Tax payable 3,147 3,147 Net incoming (outgolng) resources before transfers (39.431) (237.542) 276,973 (166,773) Reconclliation of funds Transfers between funds 10,480 10.480 Net movement in funds (28,951) (248,022) (276,973) 1166,773) Total funds brought forward 467,512 2.357,338 2,824,850 2,991,623 Total funds carri8d forward 438.561 2,109,316 2 547 877 2,824,850 All of the above resutts are derived from continuing aGtivitie5. 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. 30
Knowle West Medla Centre Company no 4358350 Balance sheet as at 31 March 2024 The Group 2024 The Charity 2024 2023 2023 Notes Fixed assets Tangible assets Long-tenn investments 2,204,327 50 2,336,638 50 143,191 51 218,631 51 Current assets Debtors and prepayments Stock Cash at bank and in hand 378,935 1,513 384,764 306,143 3,795 533.452 721,785 599,409 132,006 386,270 765 212 843,390 853 791 985 679 Current liabilities Creditors: amounts falling due within 12 months 294216 200,228 244 751 170,269 Net current assets 470 996 643,162 609 040 815,410 Creditors.. Amounts falling due after more than one vear 6 127 496 155,000 Net assets 2 547 877 2 824 850 752 282 1 034 092 Funds Unrestricted funds General fund Designated funds 251,429 187,132 438,561 277,988 189.524 467.512 250,029 187 131 437,160 276,588 189,524 466,112 Restrlcted funds Project grants Depreciation reserve Restrlcted funds 226,931 1,882,385 2,109,316 349,349 2.007,989 2.357,338 171,931 143,191 315,122 349,349 218,631 567,980 Total fvnds 2 547 877 2 824 850 752 282 1 034 092 The financial statements have been prepared in accordance with the special provisions applicable to companies subject to the small companies, girne. These financial statements were approved by the trustees on 12 Dember 2024 Signed on behalf of the trustees by.. Miriam Venner (Chair) £ T/vuS teL Date 31
Knowle West Media Centre Company no 4358350 Consolidated Cash Flow Slatement for the year ended 31 March 2024 Notes 2024 2023 Cash used in operating activities (124,238) 163,902 Cash flows fmm invesling activities." ProedS from sale of red assets Purchase of fixed assets 24,450 85,143 Increasel(decrease) in cash and cash equrvalents 148,688 249,045 Cash & cash equivalents at start of year 533,452 782,497 Cash & cash equivalents at end of year 384 764 533,452 Reconclliation of net Incomel(expenditure> to net cash flow from operatlng activities Notes 2024 2023 Net incomel(expenditurel for the reporting period (as per the Statement of Financial Adivities) {276,973) (166.773) Adjustments for Depreciation charges 156,761 164,397 Decreasel{increase} in debtors 172,792) (133,661) Decreasel(increase) in stock 2,282 (1,909) Increasel{decrease) in Creditors 66,484 25,956 Net cash used in operating activities 124 238 163902 32
Knowle West Media Centre Notes to the accounts for the year ended 31 March 2024 Principal accounting poll¢ies The principal accounting policies adopted in the preparation of the financial statements are set out below and have remained unchanged from the pViouS year. a) Basis of accounting The financial statements have been prepared in accordance wth Accounting & Reporting by Charities.. Statement of Recommended Practice applicable to chaTities preparing Iheir accounts in accordance wth 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 IFRS 1021 and the Companies Act 2006. Knowle West Media Centre meets th8 definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at h istorical cost or transaction value unless otherwise stated in the relevant a¢¢ounling policy note (s). Prepatn of the accounts on a going concom basis In prepartng 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 concem. b) Fund accounting [11 Unrestricted funds are available for use at the discretion of the trustees in furtherance of the qeneral obiectives of the charity. lill Designated funds a unrestricted funds eamiarked by the Management Committee for particular purposes. [111] Restricted funds are subjected to restrictions on their expenditure imposed by the donor or through the tems 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 Gan be quantffied with r8asonab18 accuracy. The following specrfic policies are applied to particular categories of income: lil Grants, donations and grfts are included in full in the Statement of Financial Activities when receivable. Grants, where enlttlement is not conditional on the delivery of a specific performance by the charity, are recognised when the charity becomes unconditionally entitled to the qrant. [111 Donated seNices and facilities are included at the value to the charity where Ihis can be quantified. liiil The value of seNices provided by volunteers has not been included in these accounts. [iv] Investment income is included when receivable. 33
Knowle West Medla Centre Notes to the accounts for the year ended 31 March 2024 Principal accounting policies (continued) Ivl Incoming resources from charitable trading activity are accounted for when eamed. Ivil Incoming resources from grants, where related to perfomance and specific deliverables, are accounted for as the Charity eams the right to consideration by its perfoTmance. d) Expenditure and IeCoVerable VAT Expenditure is recognised on an accrual basis as a liability is incu rr8d. Expenditure includes any VAT which cannot be fully recovered. [11 Expenditure on raising funds comprise the costs associated with attracting voluntary income and the costs of trading for fundraising purposes. lill Charitable expend iture comprises those costs incurred by the charity in the delivery of its activities and seNices for its beneficiaries. It includes both costs that Can be allocated directly to such activities and those costs of an Indi¢t nature neSSary to support them. lili] Govemance costs include those costs associated wth 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. livl All costs are allocated belween the expenditure categories of the SOFA on a basis designed to reflect the use of the resou rce. Costs relating to a particular activity are allocated d irectly, others are apportioned on an appropriate basis. e) Tangible fixed assets lil Office fittings and equipment are written off over the expected useful lrfe of the asset, at 250 per annum on the reducing balance method for all items costing over £250. [111 Improvements to leased property are depreciat8d on a straigh14ine basis over the remaining lrfe of the lease. [iili The affordable modular homes built by We Can Make KnOe West CIC are valued at historical cost and depreciated on a straiqht4ine 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 carying value plus accTued interest less repayments. The financing charge to expenditure is at a constant te calculated using the effective interest method. gl 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 KnOe West CIC on a line by line basis. 34
Knowle West Media Centre Notes to the accounts for the year ended 31 March 2024 Prior period comparison Consolidated Statement of Financial Activities [including Income and Expenditure Account] for the year ended 31 March 2023 Unreslricted funds 2023 Restrictsd funds 2023 Total funds 2023 INCOME from: Donallons & legacles Donations 1.369 694 2,063 Other trading activities Sales Rent income 46,527 59.229 46,527 59,229 Charltable actlvltles Grants and contracts 129,900 1,362,963 1,492,863 Investment Income Interest re1vable 3,598 3,598 Total income 240.623 1 363,657 1 604 280 EXPENDITURE on: Fundraising Trading Charitable activities Govemance costs Depreciation of building 25,496 62.902 255.636 19,761 25,496 62,902 1,612,730 19,761 1.357,094 50,164 Total expenditure 363 795 1,407,258 1,771,053 Net outyoing resources before transfers (123,172) (43,6011 (166,773) Reconciliation of funds Transfers belween funds 180.358 180,358 Net movement in funds 57.186 223,959 166773 35
Knowle West Media Centre Notes to the accounts for the year ended 31 March 2024 Tangible Fixed Assets Land, building and leasehold Office fittings and equipment Housing stock Subsidiary equipment Total COST At 1 April 2023 Additions in Year Disposals in Year 2.702,254 335.356 206,039 494,760 24.450 960 3,738,409 24,450 960 At 31 March 2024 2.702,254 335,356 206,039 518,250 3 761,899 DEPRECIATION At 1 April 2023 Charge for the Year Disposals in Year 862,556 100,504 6,707 6,707 206,039 326,469 48,830 240 1,401,771 156,041 240 At 31 March 2024 963,060 13,414 206,039 375,059 1 557,572 NET BOOK VALUE At 31 March 2024 1739,194 321,942 143 191 2 204 327 At 1 April 2023 1,839,698 328,649 168,291 2.336,638 All tanq ible fixed assets are used to fulfil the charitv's obiects. The Group 2024 The Charity 2024 2023 2023 Deblors and prepayments Sundry debtors and prepayments Inter company Grants receivable 103,546 81,448 75,594 374,207 271,984 73,752 302,652 223.005 275.389 224,695 378 935 306 143 721 785 599.409 Creditors Falling due within 12 months Sundry creditors and accruals Intercompany Defeed income (note 7} 225,359 114,856 182.724 19.812 42,215 99.656 28,215 42.398 68,857 85,372 294,216 200,228 244,751 170.269 36
Knowle West Media Centre Notes to the accounts for the year ended 31 March 2024 Creditors: Amounts falling due after more than one year Subsidiary company We Can Make Knowle West CIC has secured two long-tem loans for the purpose of constructinq two affordable modular homes. Loan principal Interest rate Remaining interest payable Repayment date Bristol & Bath Regional Capital CIC City Funds LP 97,711 50,000 18,772 2,303 0110912029 0110912029 147.711 21,075 Deferred income Opening balance at 1 April 2023 Amount released to income In year Deferred in year Closing balance at 31 March 2024 Battersea Arts Centre - Fee for incomplete commission clf Un iversity of Bristol - Fee for incomplete commission clf Mufti Games Ltd - Fee for incomplete commission clf Knowle Neighbouthood Planning Group - Fee for administration of grant of £3,000 Bristol City Council - 750A of uplrft {£5,492.40) foryears 3 & 4- prepaid element is for April 2024 to September 2025 Bristol Cty Council - 500/0 of Steering Group income {£450) for Year 3. Prepaid element is for April to September 2024 Brrstol City Council - Fee for incomplete commission clf Battersea Arts Centre - Fee for incomplete commission clf Bristol City Council - Fee for 2024125 Bristol Waste Company- Prepaid advert in spring issue of Knowledge newsletter Arcadis (UK) LLP - Fee for 2024125 35,129 35,129 4,469 4,469 2,500 2,500 300 300 4.119 4,119 225 225 2,032 2,032 7.856 7,856 12,500 12,500 500 500 14,983 14,983 Sub4otals: Charity 42,398 42,398 42,215 42,215 37
Knowle West Media Centre Notes to the accounts for the year ended 31 March 2024 Opening balance at 1 April 2023 Amount released to income In year Deferred in Closing balance at 31 March 2024 year Bamardo's- Fee for uncompleted work clf Un iversity of Bristol - Fee for incomplete commission clf {LE089 Vibrant Film) Active Travel Bristol - Fee for incomplete Commission clf University of the West of England Room hire and catering for event on 13 July 2023 Control Shifl- Fee for incomplete commission df (LE091 Feeling Machines Film) Circle of Two - Fee for uncompleted work clf Un iversity of Bristol - Fee for uncompleted work Glf Bristol Cty Council- Fee for uncomplet8d work clf Brislol City Council - Fee for uncompleted work clf National Lottery Community Fund Payment for work still to be deliVed Bristol City Council - Grant deferred to cover future committed project costs 3,783 3.783 1,161 1.161 2,952 2.952 847 847 710 710 229 229 700 700 1,573 1,573 2,785 2,785 33,521 33,521 21,355 21.355 Group totals 85,372 85.372 68,8S7 Capltal Commitments and contingent liabilities There are no capital commitments or contingent liabilities at the year end. Employee informatlon 2024 32.0 2023 34.4 Number of employeas 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. 38
Knowle West Medla Centre Notes to the accounts for the year ended 31 March 2024 2024 2023 Salaries and wages Social secunty costs Employer pension contributions 990,587 86,041 31,267 1,015,756 90,995 29,093 1 107,895 1.135.844 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 employ88 benefits of the key management personnel of the group were £377,337 {2023: f 22q 19Rl. 10. Trustee information 2024 2023 Trustees remuneration and expenses The trustees received no remuneration in the year. 11. Movements in Funds At 1 Aprll Received In 2023 year Utilised In year Transfers In year At 31 March 2024 Restrlctsd Funds: Core Nationwide Foundn Power to Change Thrive Renewables Watershed 596 20,000 3,304 5,000 (596) {30,000) 20,000 10,000 (3.304) 5,000 Arts & Neighbourhoods & Llvlng Lab Bristol C Council Bristol Gre8n Capital Ptnrship DLUHC European Union Feeding Bristol Innovale UK Univ of Bath Univ of Bristol 82,349 (79.099) 3.250 6,250 (6,250) (5,807) (66,437) (8,900} (92.437) (18,000) {15,000) 5,807 11.937 54.500 8.900 92,437 18,000 15,000 We Can Make (Homes) Bristol C Council Forestry Comm National Lottery Nationwide Foundn Rowntree Foundn (3.800} (205.456) (33,522) {176,392) 3.800 {3,980) 209,436 33,522 77,518 55.000 105.758 44,157 (3,498} 3,386 99,157 Young PeoplelEducation BBC Childr in Need Comino Foundation HMRC Univ Coll London Youth Music 2,083 (2.083) (61.173) {7,277) (30,271) (55,089) 61,507 7,277 25,585 52,216 {334) 8,950 6,222 4,264 (3.3491 39
Knowle West Media Centre Notes to the accounts for the year ended 31 March 2024 At 1 April Received in 2023 year Utilised in year Transfers in yoar At 31 March 2024 The Factory Bristol City Council Powerto Change Univ of Bath West of England Combined Auth 9,240 {7,857) 18,184) (34.217) (1,383) (816) 12,000 36,217 3,000 2,000 17,833 (13,534) (4,299) Knowle West Alliance Bristol City Council KW Health Park National Lottery Open University Places for People Quartet CF Square Food Fdn Sustain Redland Univ of Bristol 38,708 1.750 61.772 900 25.680 1,062 199,244 149,710) {1,689) {189,441) {126) (1 .000) (18.574) (405) 14,273 1,123 71,575 774 1,000 21,508 2,934 1,500 1,500 239 1,318 (2391 (61} 1,257 Rest¢d donations 100 349,349 8.594 1,122.627 5,256 (1.227,477) 3.438 226,931 {17,568) Depreciation resrv Inter company Total Restrlctsd Funds 2.007,989 (150,054) 17,362 24,450 17,362 1,882,385 2,357 338 1 122,627 1,360,169 2,109.316 Unrestrlcted Funds: Designated fund Arts Council England NPO Designated fund BCC grant loaned to WCMKW Designated fund We Can Make General fund General fund in LHP Ltd General fund in WCMKW CIC Inter company transactions 92,188 (89,583) (2,605) 186,200 (3,800) 182,400 3,324 276,589 171,266 111.089 (167,995) (139,035) (1,8631 1,386 4,732 250,029 1,399 190,374 (190.374) 1,399 17,527 (17,526} 110,468 93,106 17,362 Total Unrestricted Funds 467512 471 976 511407 10.480 438,561 Total Funds 2 824 850 1,594 603 1 871 576 2,547,877 The purpose of the funds is detailed in the achievements and perfomiance section of the Trustees, Report 40
Knowle West Media Centre Notes to the accounts for the year ended 31 March 2024 Transfers £3,304 funding from Thrive Renwables was transferred to the depreciation SerVe to cover futu depCiatIon of LED lighting. £3,980 funding from the Forestry Commission was transfeed to the depreciation reserve to cover future depreciation of a vacuum clean8r, an impact wrench, an electric stacker, a nail gun and a pallet tNck. £3.498 funding from the Nationwide Foundation was transferTed to the depcIatIon reserve to cover future depreciation of a Christiania electric cargo bike £334 funding from the Comino Foundation was transferred to the depreciation reserve to cover future depreciation of an Explorer pop-up gazebo £3.349 funding from the Youth Music Foundation was transferred to the depre¢ialion reseNe to cover futu depreciation of 3 x Akai mini controller keyboards, a CPR Ensemble EDU gaming-style music making instrument, 3 x Roland Aira T8 beat machines. 3 x Roland Aira J6 chord synths and 6 x Scarfett Solo audio interfaces. £1,383 funding from Brfstol City Council was transferred to the depreciation reserve to cover future depCIatIon of 5 x Curys headphones and 2 x Pico G2 4K virtual reality headsets. £816 funding from Power to Change was transferred to the depreciation reserve to cover future depreciation of 2 x workbenches with MDF tops and ¢aslors. £4,299 funding from the West of England Combined Authority was transferred to the depreciation reserve to cover future depreciation of a 60W laser cutter tube and a pair of Curys headphones. £405 funding from Bristol City Council was transferred to the depreciation reseNe to Cover future depreciation of a Toucan Connect Video System 360. £17.362 was transferr&d from KWMC to its subsidiary Leinster House Partnership Ltd to purchase services including room hir8. £2,605 funding from Arts Council England was transferred to the depreciation reserve to cover future depreciation of a MacBook Air. a refurbished iPhone 12 Pro, a lead acid baltery for the alam system back-up power supply and a WD Gold 8TB hard disk drive. £3,800 {2 % l of the Bristol City Council unrestricted fund transferred to subsidiary We Can Make Knowle West cic to cover depreciation of the first two homes in 2023124. £1,863 is the transfer of surpluses on unrestricted funds to the General Fund. £1 ,386 is the balance of £477 transferred to the depreciation reserve to cover future depreciation of a Behringerx Air XR16 16-channel digital mixer. and £1,863 transferred from unrestricted funds (see line above). £24,450 15 the total transfer to the depreciation reserve to Cover the cost of future depreciation of all capital assets purchased in the financial year. 41
Knowle West Medla Centre Notes to the accounts for the year ended 31 March 2024 12. Resources exp8nded 2024 2023 Wages and salaries 1,107,895 1.135,844 other direct costs Audit costs Bad debt Bank charges Catering costs (for resale) Corporation Tax Depreciation Equipment rental Expensed equipment Freelance associates Fundraising Goods for resale Grants to groups Healthcare for staff Heat and light Insurance Interest on loan capilal IT consumables and repairs Leoal and professional fees (projects) Losses on disposal of assets Materials Miscellaneous Other project costs Postage Printinq (commissions) Project premises Publicity Rates and water rates Recruitment and DBS fees Recycling and waste Gollection Redundancy payments Refreshments Repairs and maintenance Security Selling fees stationery and photo¢opying Sub5CriPtions Subsistence Telephonelbroadband Training and workshops Travel Venue hire Volunteer expenses 14,021 137 337 2,601 3,147 156,041 2,033 7,702 89,636 914 98 91,000 5,696 18,440 17,562 7,464 24,799 128,213 719 57.531 83 1100 1,236 4.431 16,980 5.423 5,890 1,035 1,656 9,795 12,626 10.049 3.011 465 4,283 7,608 6,252 8,037 19,846 14,385 719 680 12,095 61 356 1,341 164,397 1,838 11,430 134,916 479 10,540 2,843 12,854 14,811 7,575 29,575 73,504 20,786 69 292 50 7,245 14.673 2,470 4.228 640 1.385 22,262 5,492 8,960 2,694 113 3,422 7,364 13,889 9,193 13,494 12.559 5,314 Sub4otal: Other direct costs 763.681 635,209 Total resources expended 1,871,576 1,771,053 42
Knowle West Medla Centre Notes to the accounts for the year ended 31 March 2024 13. Analysis of expenditure by programm8 Direct staff costs 2024 Other direct costs 2024 Total direct costs 2024 Total direct costs 2023 Expenditure on raislng funds Fundraising Trdding 25,000 54,363 914 52,918 25,914 107,281 25,496 62,902 Charitable activities Core Arts & Neighbouthoods We Can Make {Homes) YPIEducation Living Lab KWMC:The Factory Knowle West Alliance Total charitable activities 73,903 177,373 240,389 212,931 129,956 47.642 137,838 1,020,032 155,192 131,202 182,708 20.347 12.233 17,372 124,577 643,631 229,095 308,575 423,097 233,278 142,189 65,014 262,415 1,663,663 250,197 188,870 321,004 276,706 181,201 257,646 137,106 1,612.730 Govemance costs Subsidiary activities (building fund) Corporation Tax 8,500 12,907 50.164 3,147 21,407 50.164 3.147 19.761 50,164 Totsl resources expended 1 107,895 763,681 1,871,576 1,771,053 14. Analysls of group net assets between funds General Funds Deslgnated Funds Restrlcted Funds Total Funds Fixed Assets Current Assets Cu rrent Liabilities Long-temi Liabilities 2,204,377 326,651 (294,2161 127 496 2,204,377 765,212 (294,216) 127,496 251,429 187,132 Net Assets at 31 March 2024 251,429 187.132 2 109 316 2.547,877 43
Knowle West Medla Centre Notes to the accounts for the year ended 31 March 2024 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 2024 Unrestrlcted funds 2024 Restrlcted funds 2024 Total funds 2024 2023 Income from: Donations Other trading activitles: Rent receivable Other income 89.524 97.994 89,524 97,994 52,093 84,352 Charitable activities: Grants and contracts Investment Income: Interest receivable 2,856 2,856 415 Total incoming resources 190,374 190 374 136,860 Resources expended Administrative expenses 110.813 50,164 160,977 116,409 Total resources expended 110813 160,977 116,409 Net incomlng l (outgoing) resources before transfers 79.561 (50.164) 29.397 20.451 Reconciliation of funds Transfers between funds Distribution to parent company charity 9,561 70,615 Net movement In funds (50,164) (50,164) (50.164) Total funds brought forward 1.399 1,789.358 1,790 757 1,840,921 Total funds carried forward 1,399 1,739.194 1,740,593 1.790,757 We Can Make Knowle West Community Interest Company is a subsidiary company of the charity. A summary of its operations follows.. Statement of Financial Actlvilies [including Income and Expenditure k¢ount] for the year ended 31 March 2024 44
Knowle West Medla Centre Notes to the accounts for the year ended 31 March 2024 Unrestricted fvnds 2024 Restricted funds 2024 Totsl funds 2024 2023 INCOME from: Donations & legacies: Donations Other trading activities: Rent receivable Other income 14.469 14,469 11,203 Charitable activities: Grants and contracts 1,793 95,229 97,022 78,847 Investment income: Interesl receivable 1,265 1,265 398 Total Income 17,527 95.229 1127S6 90,448 EXPENDITURE on: Administrative expenses 12,971 40.229 53,200 87,125 Totsl expenditure 12,971 40,229 53,200 87,125 Net incoming l (outgoing) resources before tax 4,556 55,000 59,556 3,323 Corporallon Tax payable 3,147 3,147 Net incomlng l (outgolng) resources before transfers 1,409 55,000 56,409 3.323 Reconclllatlon of funds Transfers between funds Distribution to parent company charity 1,408 3,323 Net movement In funds 55,000 55,001 3.323 Total funds brought forward Total funds Carrled forward 45
Knowle West Media Centre Notes to the accounts for the year ended 31 March 2024 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 prioiities dated 4 July 2007. SWERDA was dissolved in 2011 and its assets inherited by the Homes and Communities Agency, which was in tum 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 Bristol City Council 1.320,000 500,000 46