The Edge Theatre and Arts Centre (Waters Edge Arts Ltd)
Theatre and Arts Centre Company Number 6758847 Charity Number 1128608
Trustees’ Report 1st September 2020 - 31st March 2021
Background
Since its opening in 2011, The Edge has been a thriving and accessible cultural hub, creating and presenting high-quality theatre and performance, and delivering a rich programme of meaningful and potentially life-changing participatory activities.
‘
‘Alongside the excellent work on stage, there’s good stuff happening throughout the organization, with a participation programme as inclusive as it is ambitious’ Rob Martin, Time Out.
In 2021 The Edge celebrated its 10'* year as Manchester's Theatre for Participation. Our beautiful venue has entertained, captivated and enthralled audiences with some of the best small scale touring theatre in the country, alongside our own productions made by our wonderful in-house creatives.
Over the years we’ve worked with hundreds of fantastic actors and musicians; many are professional, some have learning disabilities, some have experience of homelessness, some are from our local community and all of them are brilliant!
As theatre makers we delight in creating shows which reflect the world that we live in, even if we’ve set them on the moon. They’re honest, relevant, and always full of hope.
As a Manchester Cultural Partner, we play a vital role in the cultural offer of the city. As leaders in participation, we provide a range of exciting opportunities for people to be creative. At The Edge you can act, sing, dance, play the ukulele, write, paint, draw or[just] be. Our café is known as one of the friendliest and most welcoming in Chorlton!
The Edge produces theatre that is inclusive, inspiring, irreverent, joyful, and full of hope. We engage audiences and participants from babies to elders and everyone in between. We create opportunities for vulnerable adults and children to improve their life chances by becoming active, creative citizens. We run classes and courses for Manchester’s residents to develop their creative skills and improve their health and wellbeing along the way. We also provide space for Manchester’s creative professionals to develop their craft and to create new work.
The work of the company is informed by a simple principle: that everyone should have access to the arts as a basic human right. We believe that the higher the quality of the work, the richer and more rewarding the experience, whether that's as spectator or participant.
The Edge takes a leading role in the social agenda of Chorlton and surrounding area, working with libraries, traders’ associations, the local authority, schools, housing
associations and outdoor spaces. We provide unique opportunities for community engagement.
In just ten years, and through a period of unequivocal economic uncertainty and a global pandemic, The Edge has established itself as an essential resource. During this reporting period, Edge staff were considered front line workers and an important part of the Greater Manchester Arts ‘map’. We are a Manchester City Council cultural partner: we’re small but ' significant alongside Manchester’s flagship venues.
Aims
In our business plan for the period September 2017 to August 2020 the principal aims of The Edge were to:
-
e Maintain and develop The Edge as a vibrant cultural resource by offering classes and_ - courses, at the same time as making participatory work with vulnerable and excluded people. We have aimed to concentrate on the existing programmes with homeless people and those at risk of being homeless; people with mental health, drug, and alcohol issues; people who are in and out of the criminal justice system and learning-disabled adults and children.
-
e Support the development of emerging and mid-career artists and companies through Made at the Edge.
-
e Present a programme of professionally produced theatre at The Edge, by hosting visiting small-scale touring theatre companies and by creating two professional inhouse theatre productions to be presented at The Edge and on tour.
-
e Maintain and develop the Dressing Room Café as a training resource for learning disabled adults.
-
e Deliver a programme of participatory theatre and promote attendance at cultural events for people living in Mersey Bank and Arrowfield (The Edge's focus for widening participation within a two-mile radius) as part of the On My Doorstep initiative.
e
Objectives
Between September 2019 and August 2020 our objectives were to:
-
e Maintain the high standards of planning, delivery, and evaluation of all of our existing work as we grow and develop as an organisation.
-
e Develop what is becoming our distinctive brand, recognisable by our encompassing reach and excellence.
-
e Establish The Edge clearly in people's minds as a multiple-activity venue: the producer and maker of high quality new and original musical theatre; a receiving house for the best small-scale touring, with a particular focus on new writing, theatre for children and new forms of musical theatre; providing ethically sound and creatively rich participatory theatre experiences for all ages and backgrounds.
-
e Develop new strategic partnerships, and strengthening existing ones, to expand our outreach work, enticing the best touring companies to The Edge and establishing ourselves nationally as a strong contributor to the development of new work.
-
e Build and diversify our audiences through our Audience Development Plan
Our Staff Team
During the reporting period our core team was made up of:
_
-
e Artistic Director (and Chief Executive Officer)
-
e Business Development Manager
-
e Café Learning Mentor (position open)
-
e Centre Manager
-
e Centre & Marketing Assistant
-
e Chef/Café Manager (position open)
-
e Musical Director
These people were supported by a freelance team made up of:
-
e An Accounts Manager
-
e A Fundraiser
-
e Arts facilitators
-
e Artists, Actors, Designers, Stage Managers, Technicians
-
e ACleaner
-
e Casual Baristas (not during this period)
-
e A Technical Manager
Volunteers
;
The Edge offers many opportunities for people to volunteer and support our work. Under normal operating conditions people help us by:
-
e Making up our front of house team (although not during this period, due to the COVID pandemic)
-
e Project support (learning disabled placements — although again not during this period)
-
e Undertaking gardening and woodwork
-
e Supporting others
-
e Making up our Board of Trustees
The Edge has had a dedicated team of around over 20 volunteers who carry out a range of duties to support the operation of the charity. This year the Booth Centre charity funded The Edge to create a new post of Volunteer Coordinator with responsibility of seeking out additional volunteers, especially those with complex needs, whom other organisations might not support.
)
:
|
Our Programme of Activity September 2020 to March 2021 during the COVID Lockdown The Edge is a thriving and accessible arts centre and reaches out to both its local community and the wider Greater Manchester audience. It also specifically targets people who are disadvantaged or hard to reach with bespoke participatory programmes of work. Prior to the COVID Pandemic that began in March 2020, 719 people regularly took part in an arts activity at The Edge every week.
)
As with all other cultural organisations The Edge was closed during this accounting period due to the National Lockdown. However, our courses and projects for at risk members of the community have continued both in person and on Zoom.
During this period we ran 117 sessions for 64 vulnerable adults and young people; 66.5 days’ work was created for freelance practitioners.
The Edge is proud to be part of the Manchester City Council Cultural Partnership portfolio (2018-2022)
Making and Presenting Original Theatre Productions
Under normal operating conditions, the company’s resident artists create and produce two original pieces of music theatre every three years, performed at The Edge and on tour. Our Artistic Director develops and promotes seasons of visiting theatre at The Edge; regular partners are Paines Plough, Little Angel, Horse and Bamboo and The People Show. The company is a member of Venues North and the Paines Plough strategic touring networks. This programme is augmented and complemented by a series of musical presentations and comedy nights based in and around The Dressing Room Café and Bar.
During this period, we worked with six professional performers and put out a general call for writers to develop That Sketch Show, resulting in over 100 submissions. A brand new topical, funny, and relevant production was subsequently staged in September/October 2021.
Professional Training and Development
Made at The Edge, our Theatre Maker’s Development Programme, provides opportunities for emerging and mid-career theatre companies to develop practice and make new work. We also provide professional creative development for participatory practitioners to develop their theatre making skills working with vulnerable adults and children.
During this period we supported three companies, who rehearsed and made work at The Edge under strict covid guidelines. ,
- .
The impact of Covid and our future plans
The seven months of this reporting period corresponded with the national lockdown, but whilst The Edge was closed to the general public, activities and support for our at-risk participants and customers continued throughout.
_
The work was seen asa frontline service, three staff members were prioritised along with key workers, to receive early vaccination. The Edge’s special relationship and partnership With the Booth Centre and work with people who are homeless and with poor mental health continued live even during the periods of lockdown. The level of separation and isolation caused by the pandemic has seen demand for these services increase significantly.
The Edge continued to deliver live, creative activities for people with learning disabilities on Zoom though it became apparent that many of our beneficiaries were not able to take advantage of the on-line offer as they had no access to the internet or insufficient resources to access sufficient broadband to participate. As an alternative, we mailed activity packs and kept in regular telephone contact and tried to communicate with participants and audiences to ensure, as much as possible, we were responding to their needs and wishes.
_
Our future planning focusses around financial management, returning to our original development plans and ensuring we can continue to deliver work for our most at risk groups in the event of a change in circumstances or government guidelines. It is difficult to plan for the unforeseen, as COVID 19 has shown us and we remain extremely vigilant to potential changes in the journey out of the pandemic.
Income streams are prudently calculated, based on previous performance. We are keeping our permanent staff contingent small, with additional arts-supporting posts being paid for through specific guaranteed restricted funding, maximising our flexibility and resilience. We continue to search for opportunities to generate unrestricted income to support our core costs and reduce the pressure on our financial management. As has been the case throughout the pandemic, we have prioritised our ability to maintain work with the most vulnerable at-risk groups even when we were closed to the general public. This remains a priority and our strategy will be informed, as necessary to the rapidly changing circumstances within our working environment, as the pandemic develops.
We have been successful in attracting emergency funding from the Culture Recovery Fund, HMRC Job Retention Scheme, Manchester City Council Emergency Response and Covid Relief funds which has enabled us to come through the pandemic to date without incurring a deficit or any loan funding. We were also granted capital funding from The National Lottery, Viridor and Veolia landfill trusts and the Gubay Foundation, enabling us to carry out some much-needed improvements to our building whilst we were closed. These included
the installation of a lift to improve access, and re-working foyer & box office areas, and increasing the capacity of workshop studios.
The resulting improvements have created more space including outdoor space, to facilitate social distancing and enable us to accommodate greater numbers of people and generally offer a more attractive environment for our users, which will also positively impact our potential for venue hire.
Evaluation
We use a variety of methods to measure and evaluate the impact and success of our work. This includes monitoring the following data:
-
e Number of attendances
-
e Number of repeat visits
-
e Press reviews — digitally, locally and nationally
-
e Audience comments from foyer comments books, Twitter, Facebook, other social media and through feedback given directly to operational staff
-
e Practitioner, artist, actor feedback
-
e Participants’ review, through end-of-project evaluation meetings and methods appropriate to each group.
-
e Peer Reviews
-
e Case studies, associated with specific pieces of work
-
e Review by board members and discussion of programme at board meetings.
-
We also work with the University of Manchester who provide us with MA and PHD students to evaluate individual projects.
Funding
For the seven-month period of these accounts, The Edge has been successful in attracting new funding from the Our Manchester Covid Recovery Fund, the Arts Council’s Covid Recovery Fund.
Review of Principal Risks
As a charity The Edge relies on the income from fees, room rental and café takings alongside grants to cover running costs. By charging those who can afford it, the charity is able to provide free or heavily subsidised activities and performances for those who can't.
Consequently, the charity can be vulnerable to a reduction in sales, both as a relatively new organisation, still developing its customer base, and because of the current financial downturn and precarious economic climate especially for arts provision. This is a long-term risk to the charity that has been further exacerbated by COVID-19. However, this risk has been mitigated in 2020-2021 and beyond by the emergency funding described above.
The charity's operations are reviewed on a monthly basis and expenditure is directly related to income. We continually review our participatory activities and theatre productions to ensure that we are providing a programme that will appeal to our regular customers, as well as widening participation and attendance through a commitment to diverse programming.
During the last three years of operation, the charity has been able to build its reserves and this trend continued in the period September 2020 through to March 2021. We have been . successful in establishing a reserve equivalent to three months core operating costs by March 2021.
The charity maintains its reliant on the continuing support of grant-awarding bodies and trusts and foundations and is aware that this funding may suffer a downturn considering the current economic crisis. The Business Develop Manager will continue to work with the CEO to diversify income streams and will aim to increase earned income from our café bar to further support our charitable activities.
The Edge is highly dependent on the skills and knowledge of a small number of senior staff and any departure of senior staff would present difficulties for the charity. The charity has worked to mitigate this risk by introducing a system of annual staff appraisals to ensure that staff are happy, and that there are appropriate opportunities for professional development. The charity introduced a pension scheme for staff for which there was a 100% take-up.
Over the next three years we aim to increase our capacity, utilising more fully all the potential income-generating aspects of our beautiful Victorian building and exploiting the talent and creativity of our workforce.
We anticipate our business will grow over the next three years through:
-
e Increased programming of events in the building, including comedy, music, cabaret and spoken word performance and the subsequent increased sales from the bar and café. This will be made possible through the newly acquired Premises License, which will enable us to sell alcohol for the first time and therefore programme the kind of night-time entertainment usually associated with it.
-
e Increased participatory activity with more and different people, which in turn provides stronger evidence of need for potential funders. We will be specifically focusing on local housing estates approximately two miles from The Edge, which sit within an area of low engagement, ranked 868 out of 32,844 and amongst the 3% most deprived neighbourhoods in the country (Indices of Deprivation 2018).
-
e Increased programming of fee-paying classes, by increasing progression routes within the organisation. Evidence suggests that this will in turn will increase the footfall to our café.
----- Start of picture text -----
,
----- End of picture text -----
,
|
,
-
e Proactively developing new fundraising initiatives: encouraging individual giving, developing existing and new relationships with trusts and foundations; exploring sponsorship opportunities.
-
e Developing our room rental portfolio through a concerted and targeted marketing campaign to appeal to those seeking space for conferences and. weddings and other events where catering is required.
-
"The Edge has always had to operate within an environment of severe fiscal constraint. We opened our doors at the start of the current recession, with vastly increased competition from other charities, all chasing the same funding froma shrinking pool of Trusts and Foundations. Significant cuts to local authorities and to arts budgets have necessitated a creative approach to developing our income streams, including the opening of the awardwinning The Dressing Room café at The Edge in April 2015. We are working within the most _ testing of times for both the arts and the charity sectors, but The Edge has managed to establish itself as a going concern, despite these challenges.
Board of Trustees’ view:
it is the view of the Board of Trustees of Waters Edge Arts Ltd. that the activities carried out during the period 1st September 2020 to 31st March 2021 fulfilled the principal specific aims of the programme outlined above. The activity of the charity therefore offers public benefit as it advances appreciation of the performance and participatory events offeredto — beneficiaries during the year, provides diverse educational opportunities and facilitates social integration by providing opportunities for people from different backgrounds to participate in artistic activities together.
Public Benefit
In shaping our objectives for the year and planning our activities, the Trustees have considered the Charity Commission’s guidance on public benefit, including the guidance on public benefit and the charging of fees. The charity relies on the income from grants and from fees and charges accordingly to cover its operating costs.
In setting the level of fees and charges, principally the price of tickets for theatre shows, the Trustees give consideration to the accessibility to activities for those on low incomes, offering the majority of its tickets at discounted rates.
Analysis of Public Benefit
The types of benefit that these objects promote are to:
-
e Advance attendance at, and therefore advance appreciation of a variety of performance events, including drama, dance, and music-making by beneficiaries.
-
e Advance participation in, and therefore advance appreciation of participating in a variety of artistic forms, including drama, dance, writing, music-making, crafts, and digital arts by beneficiaries.
-
e Provide educational opportunities for beneficiaries through specific training programmes and through the offer of participation, or attendance at artistic events.
-
e Facilitate social integration and cohesion by providing opportunities for people from different backgrounds to participate in artistic activities together, fostering a better
-
. understanding of each other’s cultures.
Programmes of activity are open to the general public, but beneficiaries of The Edge programme and participatory work are usually resident in the North West region of England and predominantly live within City of Manchester.
Environmental Responsibility
The Edge is a member of MAST (Manchester Sustainability Team) and has a designated Environmental Sustainability Officer, who undertakes to minimise our environmental load as much as possible. The theatre has a policy of working with a high proportion of locally based suppliers, practitioners, and actors, minimising the environmental impact of transportation. It continues to monitor energy utilisation on site, making what adjustments are possible.
Statement of the Board of Trustees’ Responsibilities
The Board of Trustees are responsible for overseeing the preparation of the Annual Report and the financial statements in accordance with applicable law and regulations.
The Trustees are required to oversee the preparation of financial statements for each financial year in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). The financial statements are required by law to give a true and fair view of the state of affairs of the charity and of its incoming resources and application of the charity for that period. In preparing these financial statements, the trustees are required to:
-
e Select suitable accounting policies and apply them consistently
-
e Make judgements and estimates that are reasonable and prudent
-
e State whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements
-
e Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business
.
The Trustees are responsible for overseeing the filing of proper accounting records that disclose with reasonable accuracy, at any time, the financial position of the charity and to enable them to ensure the financial statements comply with the Companies Act 1985. They.
are also responsible for ensuring the safeguarding of the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
Maggie Gale Chair |
11
'
|
:
‘
|
|
Waters Edge Arts Ltd
Statement of Financial Activities - (including Income and Expenditure account) for the 7 months ended 31 March 2021
| Unrestricted | Restricted | 2021 | 2020 | ||
|---|---|---|---|---|---|
| funds | funds | (yearto date) | (Full Year) | ||
| Note | £ | £ | e | £ | |
| Incoming resources | 2 | ||||
| Donations | 17,806 | - | 17,806 | 3,421 | |
| _ Grants | 148,702 | 111,050 | 259,752 | 216,182 | |
| Fees and other income | 4,068 | - | 4,068 | 92,568 | |
| Bank interest | ff | - | 7 | 68 | |
| Total incoming resources | 170,583 | 111,050 | 281,633 | 312,239 | |
| Less Grant Income deferred to 2021/22 | (31,144) | (48,690) | (79,834) | - | |
| 139,439 | 62,360 | 201,799 | 312,239 | ||
| Expenditure | |||||
| Raising funds | 3 | 12,833 | 12,833 | 27,500 | |
| Expenditure on chantable activities | 59,842 | 66,907 | 126,749 | 283,725 | |
| ee | |||||
| Total expenditure | 72,675 | 66,907 | 139,582 | 311,225 | |
| Net incoming/(outgoing) | |||||
| resources for the year | 5 | 66,764 | (4,547) | 62,217 | 1,014 |
| Transfer between funds | - | - | - | - | |
| Net income/(expenditure) and net | |||||
| movement in funds for the year | 66,764 | (4,547) | 62,217 | 1,014 | |
| Reconciliation offunds | |||||
| Total funds brought forward | (1,915) | 31,276 | 29,361 | 28,347 | |
| Total funds carried forward | £64,849 | £ 26,729 | £91,578 | £ 29,367 | |
| = | .—————____} | GeO | SS |
All of the charity's operations are classed as continuing.
Movements on reserves and all recognised surpluses or deficits are shown above.
12
.
Waters Edge Arts Ltd Company no. 5288784
Balance Sheet as at 31 March 2021
| Note | 2021 | 2021 | 2020 | |||||||
|---|---|---|---|---|---|---|---|---|---|---|
| £ | cy | £ | £ | |||||||
| Fixed assets | ||||||||||
| Tangible assets | 8 | 72,991 | 52,756 | |||||||
| Current assets | ||||||||||
| Debtors | 9 | 8,333 | 1,042 | |||||||
| Cash at bank and in hand | 115,081 | 38,415 | ||||||||
| 123,414 | 39,457 | |||||||||
| Creditors: amounts falling | ||||||||||
| due in less than one year | 10 | (24,989) | (51,022) | |||||||
| Deferred Grant Income | (79,834) | - | ||||||||
| Net current assets | 18,591 | (11,565) | ||||||||
| Total assets less current liabilities | £91,582 | £41,191 | ||||||||
| Creditors: amounts falling | ||||||||||
| due after morethan one year | 11 | £ - |
(£ 11,830) | |||||||
| SS | ee | SSS | ||||||||
| Total net assets | £91,582 | £ 29,361 | ||||||||
| —SSS==—= | SS | |||||||||
| The funds ofthe charity | ||||||||||
| Unrestricted funds | 64,849 | (£ 1,915) | ||||||||
| Restricted funds | 12 | 26,729 | £31,276 | |||||||
| £91,578 | 29,361 | |||||||||
| SSS SSS | SS | |||||||||
| Forthe year in question, the companywas entitled to exemption from an | audit undersection 477 ofthe | Companies | Act2006 relating to small | |||||||
| companies, | ||||||||||
| 7 | ||||||||||
| Directors’ responsibilities: | ||||||||||
| . The members have not required thecompany | companyto | obtain an auditof its accounts | forthe year in question | in accordance wth section 476, | ||||||
| . The directors acknowedge their responsibilities for complyingwith the requirements ofthe Act with | respectto accounting records andthe | |||||||||
| preparation ofaccounts | ||||||||||
| These accounts have been prepared in | accordance | wih the provisions | applicable | to companies subject to the small companies’ regime (of | ||||||
| the Companies Act 2006). | ||||||||||
| Approved b heDis t * } |
ign opiebehalfby: | heme | wathile | — +Tutee ( |
||||||
| Sigi ?/ |
DateSetimantaant |
a Crane |
=1 | signi Date3. |
. 3. |
dd |
7
|
:
Waters Edge Arts Ltd
Notes to the accounts for the 7 months ended 31 March 2021
1 Accounting policies
The principal accounting policies adopted in the preparation of the financial statements are set out below. They have been applied consistently during the year, and in the preceding year.
a Basis of preparation
- :
The financial statements have been prepared under the historic cost convention and in accordance with the Companies Act 2006, the Statement of Recommended Practice - Accounting and Reporting by Charities : FRSSE version (effective January 2015). b Going concern
The trustees consider that there are no material uncertainties about the charitable company's ability to continue as a going concern. The charity has experienced a challenging last few months, however it has and is undergoing a process of improving its systems. Income stream since 31 August 2016 indicate that the charity is able to generate revenue to be a going concern.
c Fund accounting
;
-
. Unrestricted funds are available for use at the discretion of the trustees in furtherance of the general objectives of the charity.
-
Restricted funds are subjected to restrictions on their expenditure imposed by the donor or through the terms of an appeal.
-
d_ Incoming resources
All incoming resources are included 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:
-
Voluntary income is received by way of grants, donations and gifts and is 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.
-
Donated services and facilities are included at the value to the charity where this can be quantified. The value of services provided by volunteers has not been included in these accounts.
-
- Investment income is included when receivable. - Incoming resources from charitable trading activity are accounted for when earned.
-
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.
e Resources expended
Expenditure is recognised on an accrual basis when a liability is incurred. Expenditure includes any VAT which cannot be fully recovered, and is included as part of the expenditure to which it relates.
14
Waters Edge Arts Ltd
Notes to the accounts
for the 7 months ended 31 March 2021 (continued)
1 Accounting policies (continued)
f Operating leases
Rentals payable under operating leases, where substantially all the risks and rewards of ownership remains with the lessor, are charged to the Statement of Financial Activities in the year in which they fall due.
g Tangible fixed assets
Fixed assets are stated at cost less accumulated depreciation. Individual items costing less than £500 are not capitalised.
, Tangible fixed assets are depreciated ona straight line basis over their estimated useful lives as follows:
----- Start of picture text -----
||||||
|---|---|---|---|---|
|Asset Category|Annual|rate|
|Improvements|to|premises|10%|.|
|Office|furniture|&|equipment|25%|
|Computer equipment &|software|33.3%|
----- End of picture text -----
h Pensions
The charitable company contributes to defined contribution pension schemes on behalf of its employees. The assets of these schemes are entirely separate to those of the charity. The pension cost shown represents contributions payable by the charity on behalf of the employees.
i Cash flow statement
The charity has taken advantage of the exemption in Financial Reporting Standard 1 from preparing a Cash ~ Flow Statement on the grounds that it is a small charitable company.
15
_ Waters Edge Arts Ltd ;
.
:
:
Notes to the accounts
for the 7 months ended 31 March 2021 (continued)
2 Incoming resources
:
| Incoming resources | ||||||
|---|---|---|---|---|---|---|
| Unrestricted | Restricted | Total 2021 | Total2020 | |||
| £ | £ | £ | £ | |||
| Grants | : | |||||
| Arts Council England | 3,113 | 3,113 | 57,934 | |||
| Awards For All | - | . | - | |||
| Big Lottery - revenue | 3,139 | 3,139 | - | |||
| The Booth Centre | 9,456 | 9,456 | 2,280 | |||
| Booth Centre Volunteers Programme | 20,000 | 20,000 | ~ | |||
| The Co-op | 2,643 | 2,643 | 1,534 | |||
| DCMS (Arts Council) | 123,832 | - | 123,832 | . | ||
| D'Oyly Carte | - | - | 3,000 | |||
| Esmee Fairbairn | - | - | - | |||
| European Social Fund | 4,893 | 4,893 | - | |||
| Evan Cornish Foundation | 9,000 | 9,000 | . | © | ||
| The Foyle Foundation | - | - | 15,000 | |||
| Garfield Weston Foundation | - | - | 25,000 | |||
| Gubay Foundation | - | - | - | |||
| The Henry Smith Charity | - | - | 22,000 | |||
| HMRC Job Retention Scheme | 30,116 | 30,116 | 37,624 | |||
| Homeless People's Projects | - | = | ‘ | |||
| Hope Pilkington Trust | - | - | 1,000 | |||
| Manchester City Council | 24,870 | - | 24,870 | 28,310 | ||
| The Peter Kershaw Trust | - | - | - | |||
| Philanthropist | - | . | 17,500 | |||
| St James's Place Charitable Foundation | - | - | . | |||
| The Veolia Environmental Trust | 28,690 | 28,690 | - | |||
| Young Manchester -THRIVE | - | - | 5,000 | |||
| Other - needs classification | - | - | = | |||
| 148,702 | 111,050 | 259,752 | 216,182 | |||
| Donations | 17,806 | “ | 17,806 | 3,421 | ||
| Fees and other income | ||||||
| Arts based training | - | - | 1,800 | |||
| Box office income | - | - | 16,611 | |||
| Café income | 2,088 | 2,088 | 42,055 | |||
| Classes | 131 | 131 | 19,031 | |||
| Otherfees and income | 159 | 159 | 270 | |||
| Venue hire | 1,690 | 1,690 | 12,801 | |||
| 4,068 | - | 4,068 | 92,568 | |||
| Interest received | 7 | 7 | 68 | |||
| Totalincomingresources | £170,583 | £111,050 | £281,633 | £312,239 |
16
.
.
Waters Edge Arts Ltd
Notes to the accounts
for the 7 months ended 31 March 2021 (continued)
3 Expenditure
| Expenditure | |||||
|---|---|---|---|---|---|
| Total 2021 | Total 2020 | ||||
| £ | £ | ||||
| Raisingfunds | |||||
| Staffcosts | 7,000 | . | 12,000 | ||
| External consultants | 5,833 | 15,500 | |||
| ~ | Charitable activities | ||||
| Staffcosts | 59,911 | 116,484 | |||
| Freelance and actors' fees | 10,272 | 29,860 | |||
| In-house production costs | ~ | 8,895 | |||
| Visiting company fees | 1,950 | 10,664 | |||
| That Sketch Show | 4,770 | 3,760 | |||
| Marketing and publicity | 4,000 | 1,942 | |||
| Equipmentand furniture | 1,986 | 2,449 | |||
| Café costs including casual workers | 3,711 | 33,053 | : | ||
| Depreciation | 10,176 | 15,869 | |||
| Premises costs | 13,602 | 39,878 | |||
| Insurance | 1,634 | 2,764 | |||
| Office costs | 3,245 | 5,824 | |||
| Party&event hosting | zs | “ | |||
| Miscellaneous costs | 911 | 637 | |||
| Professional fees | 7,126 | 9,193 | |||
| Accountancy& payroll | 4,168 | 5,551 | |||
| Interest payable | 2,287 | (2,498) | |||
| Total expenditure on charitable activities | 126,749 | 283,725 | |||
| Totalexpenditure | 139,582 | 311,225 |
4 Corporation tax
The charity is exempt from tax on income and gains falling within S505 of the Income & Corporation Taxes Act 1988 (ICTA 1998) or S256 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects. No tax charges have arisen in the charity.
5 Net incoming/(outgoing) resources
This is stated after charging/(crediting) the following:
| This is stated after charging/(crediting) the following: | ||||
|---|---|---|---|---|
| 2021 | 2020 | |||
| £ | £ | |||
| Independent Examiner's remuneration | 3,600 | 4,800 | ||
| Depreciation | 10,176 | 15,869 | ||
| = | _ | |||
| Independent Examiner’s remuneration comprised: | ||||
| Independent examination | 600 | 800 | ||
| Accountancy | 3,000 | 4,000 | ||
| 17 | £3,600 | - | £4,800 |
----- Start of picture text -----
‘
----- End of picture text -----
Waters Edge Arts Ltd
‘Notes to the accounts
for the 7 months ended 31 March 2021 (continued)
6 Staff costs
Staff costs during the year were as follows:
| 2021 | 2020 | |||
|---|---|---|---|---|
| £ | : | £ | ||
| Wages and salaries | 61,424 | 118,044 | ||
| : | Social security costs | 4,115 | 7,845 | |
| Pension contributions | 1,090 | 2,077 | ||
| Stafftraining | 240 | - | ||
| Travel & entertainment | 42 | 518 | ||
| Freelance staff | 15,042 | 37,887 | ||
| £81,953 | £166,371 |
The average number of employees during the year calculated on the basis of full-time equivalents was as
| Chief executive | 1.0 | 1.0 |
|---|---|---|
| Business Development manager | 0.5 | 0.5 |
| Centre manager | 1.0 | 1.0 |
| Other staff | 4.2 | 4.5 |
| Total | 6.7 | 7.0 |
The number of employees earning over £60,000 per annum excluding pension contributions was nil (2020: nil).
7 Trustees’ remuneration and expenses
No trustees received reimbursed travel expenses during the period (2020: nil).
No trustee or other person related to the charity had any personal interest in any contract or transaction entered into by the charity, including guarantees, during the period (31 August 2020: nil).
18
_ Waters Edge Arts Ltd ; Notes to the accounts for the 7 months ended 31 March 2021 (continued)
8 Fixed assets: tangible assets
| Leasehold | Leasehold | Fixtures& | |||||||
|---|---|---|---|---|---|---|---|---|---|
| improvements | Software | - | fittings | Total | |||||
| £ | £ | £ | £ | ||||||
| Cost | |||||||||
| _ | At1 September2020 Additions |
86,541 19,461 |
9,000 . |
21,934 10,950 |
117,475 30,411 |
||||
| At31 March 2021 | 106,002 | 9,000 | 32,884 | £ 147,886 | |||||
| Accumulated depreciation | |||||||||
| At 1 September 2020 | 48,703 | 5,417 | 10,599 | 64,719 | |||||
| Charge forthe year | 5,439 | 1,750 | 2,987 | 10,176 | . | ||||
| At 31 March 2021 | 54,142 | 7,167 | 13,586 | £74,895 | |||||
| Netbookvalue | in | ** | |||||||
| At 31 March 2021 | 51,860 | £1,833 | £19,298 | £72,991 | |||||
| At31 August 2020 | £37,838 | 37,838 | £3,583 | 3,583 | £11,335 | £52,756 | |||
| 9 | Debtors | 2021 | 2020 | ||||||
| £ | £ | ||||||||
| Accounts receivable | - | - | |||||||
| Prepayments | 8,333 | 1,042 | |||||||
| Accrued income | “ | " | |||||||
| £8,333 | £ 1,042 | ||||||||
| 10 | Creditors: amounts falling due in less than one year | ||||||||
| 2021 | 2020 | ||||||||
| £ | £E | ||||||||
| Accounts payable | 1,430 | - | |||||||
| Accruals | 13,949 | 22,953 | |||||||
| Social security and othertaxation | 1,610 | 19,673 | |||||||
| CAF Loan | 8,000 | 8,000 | |||||||
| Loans - Directors | & Employees | - | 396 | ||||||
| £ 24,989 | £51,022 | ||||||||
| 19 |
Waters Edge Arts Ltd
.
Notes to the accounts
for the 7 months ended 31 March 2021 (continued)
11 Creditors: amounts falling due after more than one year
:
Loans - Directors & Employees
| 2021 | 2020 | |
|---|---|---|
| £ | £ | |
| ~ | 11,830 | |
| £ | - | £11,830 |
| 12 | Restricted funds | |||||||||
|---|---|---|---|---|---|---|---|---|---|---|
| As at | 1 | |||||||||
| September | Incoming | Outgoing | Asat31 | 31 | ||||||
| 2020 | resources | resources | Transfers | March 2021 | ||||||
| £ | £ | £ | £ | 5 | ‘ | |||||
| Arts Council England | 21,306 | 3,113 | (7,660) | 16,759 | ||||||
| Awards For All | 9,970 | - | ~ | 9,970 | ||||||
| Big Lottery - revenue | - | 3,139 | (3,139) | - | ||||||
| The Booth Centre | - | 9,456 | (9,456) | ~ | ||||||
| Booth Centre Volunteers Prog | - | 20,000 | - | 20,000 | ||||||
| TheCo-op | - | 2,643 | (2,643) | - | ||||||
| D'Oyly Carte | - | - | - | - | ||||||
| Esmee Fairbairn | - | - | - | - | ||||||
| European Social Fund | - | 4,893 | (4,893) | - | ||||||
| Evan Comish Foundation | - | 9,000 | (9,000) | - | ||||||
| The Foyle Foundation | - | . | - | - | ||||||
| Garfield Weston Foundation | - | - | - | - | ||||||
| Gubay Foundation | - | - | - | - | ||||||
| The Henry Smith Charity | - | - | - | - | ||||||
| HMRC Job Retention Scheme | - | 30,116 | (30,116) | - | ||||||
| Homeless People's Projects | - | - | - | - | ||||||
| Hope Pilkington Trust | - | - | - | - | ||||||
| Manchester City Council | - | - | - | - | ||||||
| The Peter Kershaw Trust | . | . | ~ | - | ||||||
| StJames's Place Charitable Fi | . | - | ~ | - | ||||||
| Thomas Bailey Foundation | - | - | - | - | ||||||
| The Veolia Environmental Trus | - | 28,690 | - | 28,690 | ||||||
| Young Manchester -THRIVE | - | . | - | . | ||||||
| Other - needs classification | - | - | - | - | ||||||
| £31,276 | £111,050 | £(66,907) | £ | - | £75,419 |
20
Waters Edge Arts Ltd
,
‘Notes to the accounts
for the 7 months ended 31 March 2021 (continued)
13 Analysis of net assets between funds
| Fund balances at 31 March 2021 are represented by: | Unrestricted | Restricted | ||
|---|---|---|---|---|
| funds | funds | Total | ||
| £ | £ | £ | ||
| Fixed assets | 72,991 | - | 72,991 | |
| : | Netcurrent assets | (56,828) | 75,419 | 18,591 |
| Long-term liabililities | - | - | - | |
| Totalnetassets | £16,163 | £75,419 | £91,582 |
14 Lease commitments
| Lease commitments | . | ||||||
|---|---|---|---|---|---|---|---|
| The charity had the following annual commitments undernon-cancellable operating | leases: | ||||||
| Land | and | buildings | Equipment | ||||
| 2021 | 2020 | 2021 | 2020 | ||||
| £ | £ | £ | £ | ||||
| Leases expiring in: | |||||||
| One year | - | - | - | - | |||
| Two to five years | - | - | - | - | |||
| Over5years |
The charity had the following annual commitments under non-cancellable operating leases:
21