The Edge Theatre and Arts Centre (Waters Edge Arts Ltd) Theatre and Arts Centre Company Number 6758847 Charity Number 1128608 Trustees, Report 1st April 2023 - 31st March 2024 Waters Edge Arts Ltd (TIA The Edge Theatre & Arts Centre} Company Llmlted by Guarantee Trustees Annual Report, incorporating the Dlrertorfs Report for the year ending 31rt March 2024 The trustees, who are also the directors for the purposes of company law, present their report and the financial statements for the year ended 31st March 2024 Reglstered Charlty Name Waters Edge Arts Ltd Charlty Reglstratlon Number 1128608 Company Reglstratlon Number 6758847 Re8lstered Office The Edge Theatre & Arts Centre Manchester Road Manchester M219JG Trustees and Dlrertors Jonathan Patric GILCHRIST- Chalr Akintayo Olutosin Ayoola AKINBODE Rupert Sinclair HILL Eve HOLT Paula Louise RABBirr Richard MORGAN (appointed 18141231 Philip Alan KOLVIN (appointed 818/231 Sacha LORD (appointed 8181231 Prlnclpal Staff Janine Waters - CEO / Artistic Director Hannah McAdam- Executive Director Company Secretary Janine WATERS (appointed 1/11131 Bankers Barclays Bank PLC 8ury Business Centre PO BOX 33 26 Silver Street Bury BL9 ODJ Independent Examiner Christina Hawley FCA Quickmere Consulting Ltd 2 Hudder5field Road Stalybridge, SK15 20A The Edge is a unique arts organi5ation rooted in Chorlton. South Manchester, and extending its reach through activity and partnership across Manchester and further afield. Misslon The Edge will be recognised as an invaluable arts resource for the people of Manchester and beyond. It will be known for providing high-quality. accessible, and relevant artistic activity for as wide a range of people as possible. bringing communities together in a welcoming and creative environment. The Edge will advance the education of the public in the arts, particularly theatre, by encouraging and promoting involvement in theatre and related artistic and creative activities by any member of the public, particularly those deemed to be disadvantaged, vulnerable. or hard to reach. Vlslon We believe theatre has the power to inspire, inform, improve health, connect communities and create lasting personal and 50cietal change. We aspire to positively affect every individual we engage, be it through the productions and events we make and stage or through the personal skills development integral to our ongoing programmes of creative projects and training schemes with communities and emerging practitioners. We are making strides in our ambition to build an inclusive, creative community. Our drive is always to be vibrant, collaborative. socially engaged community hub for artists, vulnerable communities, local residents, partner organisations, volunteers and audiences. Our vision is to be recognised as a centre of excellence both for high quality, ambitious theatre that is unashamedly entertaining, and for the skilful. inclusive and imaginative delivery of community activity and development programmes. A core part of our ethos and value5 15 our programme with individuals who are disenfranchised or disadvantaged, and our partnerships with organisations who support them. In all our work we aim to harne55 the incredible power of theatre and creativity for social change, but never more so than in this element of our work. Our vision is to help build a future that is more inclusive, sustainable and equal, and this is reflected in all our practice. Values Our Core value5 can be described throvgh the following key words that represent our defining feature5 and what matter5 most to U5 as a venue and company: Imagination Community Partnership Ambition Inclusivity Social Justice Sustainabilitv Oblectives Our principal objectives for the organisation are to.. Maintain and develop The Edge as a vibrant cultural resource in Chorlton, providing a range of opportunities for people to explore their creativity, learn new skills, make new frier)ds and support The Edge through an extensive and varied programme of arts-based workshops, courses, events and opportunities for volunteering. Present a programme of professionally produced theatre at The Edge, by hosting visiting small-scale touring theatre companies and by creating professional in- house theatre productions to be presented at The Edge and on tour. Deliver The Buzz, our programme of work with at risk adults and young people. Support the development of emergin8 and mid-career artists and companies through our A550Clate Artist Scheme, pra¢titioner-paid apprenticeships, and continuing professional development for actorslmu5icians and theatre-makers. Maintain and develop the Dresslng Room Café and Bar as a training resource for learning disabled adults. Our Programme of Actlvlty Aprll 2023 to March 2024 The Edge has had an incredible year with an ambitious participation programme running alon8side a varied and exciting theatre programme. We have done this throu8h: The Buzz: Our Pro ramme Of Work Wlth At Rlsk Adults And Youn Peo le. > We delivered projects for chlldren and adults with learnlng dlsabilities at The Ed8e in South Manchester and at the Shaw Centre in North Manchester. These projects comprise of 6 weekly acting and dance workshops and 2 week long residencies resulting in stage productions alongside professional performers. We have worked with 107 learning disabled dancers and actors over the year. > We have also continued our prevention work for those affected by homelessness. This includes people with drug and alcohol issues, who have been through the prison system and are experiencing mental health issues and chaotic lives. This 15 in partnership with The Booth Centre, where we deliver weekly Acting for Fun and Confidence workshops for extremely vulnerable adults in Cheetham Hill (north Manchester). We have also continued to develop our theatre company for those individua15 who are able to make a progression in their lives. During the year 138 individuals took part in the activities and in July 2023 The Booth Centre Theatre Company presented Alan Ayckbourn's Ernie's Incredible Illuclnotion5. Performance We produced our topical musical Sketch show That Sketch Show in April and September to sold out audiences. In February we staged the premier of In The Time of Dragons written and directed by Janine Waters, Artistic Director, whlch was a finalist in the Manchester Culture Awards for Best Performance. The production ran for 3 weeks to largely sold-out audiences and received excellent reviews. -seriously heortworming musicol mosterpiece" l Love MCR on In the Time of Dra ons We welcomed 24 visiting companies into our theatre over the year from acr055 the country, staging an eclectic programme of theatre, dance, comedy, spoken word and mLtsic. We welcomed 4658 audience members to these shows, with 61% of these people coming from outside Chorlton, and 6% coming from outside the North West. Artistlc Develo Our Associate Artists programme offered bespoke, practical support to theatre companie5. In 23124 it supported.. LIT Collective who are developing a new production of 1984 with a view to touring in 2025,, The Construct Theatre Company who produced a new adaptation of The Colour of Space: and SWITCH MCR who developed a show Incorporating new LGBTQ voices and storie5. > In 2024 we launched our Socially Engaged Theatre Makers Training Programme. 6 theatre graduates lor equivalentl were chosen from a Submission of over 40 emerging artists to take part in this 7-month paid internship. 6 trainees worked closely with our highly skilled practitioners includin8 our Artistic Director gaining invaluable hands-on experience workin8 Wlth some of our most vulnerable individuals. The training included an introduction to at.risk communities; safeguarding,. session plannin8,' delivery- conflirt resolutlon and theatre making With adults and children with complex needs. ment Communlt En ement We have continued to run our rich and rewarding programme of adult evenlng workshops, Including life drawing mornin85 and evenings, a ukulele club, Introduction to Acting courses. 2 community choir5, Dance and performance opportunities. We have hosted 4 exhibitions Sn our gallery.. Stanley Chow Presents G Random Selection of hi5 Illustration5 Featuring Peoplefrom Film, Stage & TV: Paintings In the Key of Life by Gary Steer, 38 Yeor5 of Privote Eye by Tony Husband and Breathing is Free by.Fleur Yearsley. > The Edge has a dedicated team of over 20 volunteers who carry out a range of duties to SUPPOrt the operation of the charity, contributing 802 hours of work over the year. They were supported by the Volunteers Manager, with responsibility of seeking out additional volunteers. especially those with complex needs, whom other organ15ations might not support. Our Staff Team Our staff team report directly to the board of trustees of the charity. During the reporting period our core team was made up of.. Artistic Director/Chief Executive Officer Executive Director Volunteers Manager/Duty Manager Café Bar Manager Learning MentorlDuty Manager Projects Manager Musical Director Technician/Duty Manager Cleaner Of these posts, the Artistic Director, Volunteers Manager and Learning Mentor work full- time. These people were supported by a freelance team made up of.. An Accountant A Fundraiser Arts facilitators Artists, Actors, Designers, Stage Managers, Technlcians Casual Baristas Volunteers The Edge offers many opportunities for people to volunteer and support our work. People help us by.. Making up our front-of-house team Prolect support Undertakin8 8ardenin8 and woodwork Supporting others Makin8 up our Board of Trustees Envlronmental Responslblllty The Edge is a member of GMAST (Greater Manchester Sustainability Teaml and ha5 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. Revlew of Prin¢lpal Risks As a charity The Edge relie5 on the income from fees, ticket sales, room rental and café takings alongside grants to cover running costs. By charging those who can afford it, the charity is able to provide f ree or heavily subsidised activlties and performances for those who can't. Consequently, the charity can be vulnerable to a reduction in sales, especially in the current financial downturn and precariou5 economic climate especially for arts provision. The charity's operations are reviewed monthly, and expenditure 15 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 programmin8. The charity maintain5 Its reliance on the continuing support of grant-awarding bodies and trusts and foundations and is aware that thls fundin8 may suffer a downturn considerlng the current economic crisis. The Executive Director will continue to work with the CEO to diversify income streams and will aim to increase earned income to further support our charitable activitie5. 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 charlty has worked to mitigate this risk by Introducing a system of annual staff appraisals to ensure that staff are happy, and that there are approprlate opportunlties for professional development. We contlnue to aim to increase our capacity, utilising more fully all the potential income- generatlng aspects of our beautiful Victorian building and exploitin8 the talent and creatlvity of our workforce. We antlclpate our business wlll continue to 8row through.. Increased programming of events in the buildln8, including comedy, music, cabaret and spoken word performance and the subsequent increased sales from the bar and café. Increased participatory activity with more and different people, which in turn provides stronger evidence of need for potential funders. Increased programming of fee-paying classes, by Increasing progression routes within the or8anisation. Evidence suggests that this has increased the footfall to our café. Proactively developing new fundraising inltlatives: encouraglnB individual giving, developSng existing and new relationships wlth trusts and foundations; exploring sponsorship opportunities. 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. Board of Trustees, vlew: It is the view of the Board of Trustees of Waters Edge Arts Ltd. that the activities carried out during the period 1st April 2023 to 31st March 2024 fulfilled the principal specific aims of the programme outlined above. The activity of the charity therefore offer5 public benefit as it advances appreciation of the performance and participatory events offered to beneficiaries during the year, provides diverse educational opportunities and facilitates social integration by providing opportunitie5 for people from different backgrounds to participate in artistic activities together. Publlc Beneflt In shaping our objectives for the year and plannin8 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 operatin8 Costs. In setting the level of fees and charges, principally the price of tickets for theatre shows, the Trustees consider the accessibility to activities for those on low incomes, offerin8 the majority of its tickets at discounted rates, Analysls of Public Beneflt The types of benefit that these object5 promote are to.. Advance attendance at, and therefore advance appreclatlon of a variety of performance events, including drama, dance, and music-making by beneficiarles, Advance particlpation in, and therefore advance appreciation of participating in a variety of artistic forms. including drama. dance, writin8, music-making, crafts, and di8ltal arts by beneficiaries. Provide educational opportunlties for beneficlaries through specific training programmes and through the offer of participation, or attendance at artistic events. Facilitate social integration and cohesion by providing opportunities for people from different backgrounds to participate in artlstic activities together, fosterin8 a better understandin8 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 En813nd and predominantly live within Greater Manchester. Statement of the Board of Trustee5' Responslbllltles The Board of Trustees 15 responsible for overseeing the preparation of the Annual Report and the financial statements in accordance with applicable law and regulation5. The Trustee5 are required to oversee the preparation of financial statements for each financial year in accordance with United Kingdom Generally Accepted Accounting Practice Iunited Kingdom Accounting Standards and applicable lawl. 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 f inancial statements, the trustee5 are required to.. Select suitable accounting policies and apply them consistently Make judgements and estimates that are reasonable and prudent State whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements Prepare the financial statements on the going concern basis unless it is inappropriate to 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 Companles 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 irregularlties. Future Strategy Building on the success of 2023124, we will nurture and champion our existing work, as we further develop our model as follows.. > On our Stage. The Edge creative team will increase the visibility and ambition of our in-house theatre productions and develop relationships wlth more Manchester based theatre companles makin8 new work. The Buzz. The Edge will develop the 8uzz by expanding our work to broker relatlonships with homeless charities and cultural or8anisations further afield, helping them to build relationships and make work together. This work will start in St Helen's. The Edge Communlty Clnema. It Is our hope that we will establish a community led cinema, where seasons of films are curated by learning disabled people, people accessing the Booth Centre, local school children and families and local older people through our partnership with Chorlton library. > Training. Following the success of our f irst Socially Engage Theatre Makers Training programme, we will invite 3 emerging artists a year to develop their practice, alongside 3 existing trainees, graduating into their second year. Jon Gilchrist Chair Waters Ed8e Arts Ltd ststement of Flnancial Actlvltles Ilncluding Intome and Expenditure a¢countl for the 12 months ended 31 March 2024 Unrestricted funds Restricted funds 2023124 202¥23 Incoming Resources Show Income Earned Income Project Income Other Restricted Income Unrestricted Income Café Income Other Income 48,146 37,400 3,018 48,146 37.400 167,284 77.520 39.536 163,598 43,321 60,874 68,340 164,266 88,157 71,201 32.234 88,157 71,201 32.234 Total incoming resource5 280,156 164,266 444,422 453,252 Direct Expenses Show Costs Trading Expenses Project Costs Café Expenses Other Direct Expenses 58,549 13,090 14,929 73,478 13,090 47.462 50,308 52,578 10.768 45.087 49,298 47,462 50,308 121,948 62,391 184.338 157.731 Operating Overheads Employee Costs Freelancers Marketing & Promotion Premises Costs Office & IT expenses Legal & Professional Costs Financial & Other Expenses 47,408 22,539 13,325 39.923 4,635 12,254 25,221 108,442 155,850 22,539 13,325 39.923 4.635 12,254 25,221 157,863 17,122 11,785 45.104 5.963 8.217 50,190 Total expendlture 287,252 170,832 458.085 453.975 Net incoming/loutgoin81 resources for the year 17,0971 16,5661 {13,6631 17231 Total fvnds brought forward 167,109 12,066 179.176 179.899 Total funds Carrled forward 160.012 5.500 165,513 179,176 io Waters Edge Arts Ltd Company no. 5288784 Balanco Sh••t as at 31 March 2024 31-Mar-24 31-Mar-23 Flx8d aslets Tangible assets 41,771 66, 625 Curront assots Debtors Cash at bank and in hand 28,445 104.415 3,333 118.621 132,859 121.955 Cr•dltor8: amounts falllng du• In less than on• ￿lf 19,1181 (9,404) D•f•rrod Grant In¢om• N•t curr•nt assets 123,741 112.551 TotJl tt88•t81•88 curront114bllltl•¥ 165,513 179.IT6 Credltorn: amount• falllng du• aft•r moro than on• year Total net a8•et8 165,513 179.IT6 The funds of tho charlty: Unrestrlcted reserves brought forward Restricted reserve5 brought forward Current year surplus/deficit- unrestricted Current year surplu5/deficit- re5tritted Current year surplu51 Idefi¢itl 167,109 12,066 737,925 41.974 17,097) f6,5661 29,184 (29,908) 113,6631 17231 Total fund$ 165.513 179,178 li WAt•MEdyArts Ltd Nore5to theiwiunts l*th¢yeirended JIM•rth Z014 CC￿ntI￿lP0l1d Theprlncipèlaccountlng polk￿5 adt)pted In th* w*paration 01t￿lInanCIal￿tatl￿•Ntsar￿ outbelow.Thty have been ap￿led