OpenCharities

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

2023-03-31-accounts

Charity No 1129485

Report and Accounts of the Trustees of Leyland Band

Year Ending 31[st] March 2023

Charity Principal Address 75 River View Tarleton PR4 6ED

Chris Doran Chairman

Andrew Blackledge

Treasurer

Jan Doran Assistant Treasurer/Patrons Officer

Independent Examiner

Eric Rigby

Type of Organisation

Association

Type of Governing Document

Constitution

Trustees Report prepared by Andrew Blackledge For and on behalf of the Trustees of Leyland Band 23rd January 2023

CONTENTS

Report of the Trustees

Introduction Aims and Objectives Trustees Status Achievements Corporate Governance and Risk Management Ethics Accessibility Child Protection Public Benefit Financial Appraisal Reserves Policy Conclusion and Future Objectives

Appendices

Independent Examiner’s Report Income and Expenditure Account for Year Ending 31[st] March 2023 Balance Sheet as at 31[st] March 2023 Fixed Asset Schedule

Introduction

This is the fourteenth Report of the Trustees of Leyland Band. Charitable status continues to develop a disciplined approach to management of the organisation and the Trustees acknowledge this to be a positive outcome of the process. This Report summarises the status, activities, and financial status of the organisation in the reporting year.

Aims and Objectives

The object of the band is to advance the education of the public in the United Kingdom and throughout the World, in the art and science of British Brass Band Music through the provision of public band concerts and recitals and training in Brass Band Music

Trustees

Trustees of Leyland Band are appointed ‘ex officio’ (virtue of office) as outlined in the constitution. As members of the committee, Trustees are actively engaged in the normal running of the organisation. In addition to normal management meetings the Trustees meet independently on a regular basis to review the strategic direction of the organisation, monitor cash flow and approve specific items of expenditure outside normal operational requirements. This is reported at management meetings and appropriate decisions taken considering the experience and advice of the Trustees. This allows the management committee and Trustees to ensure that both short term and long-term objectives and issues are being dealt with to time and cost.

The following Trustees were active during the reporting Period.

Name Office
Chris Doran Chairman
Andrew Blackledge Treasurer
Jan Doran Patrons Officer/Assistant Treasurer

Trustees have been appointed by the committee based on professional experience and added value to the organisation. The Trustees are minded of the need to ensure any new Trustees appointed at AGM are fully aware of their responsibilities.

Status

This financial year the band resumed a full year ‘normal’ activity post COVID restrictions. Previous report

‘On resumption of activity in September 2021 the band had lost a significant number of players due to reassessment of life values, job changes and the returning of students to home countries. The band needed to recruit c12 players and embark on careful rebuilding following enforced absence. Recruitment was gradual but full complement was reached by beginning of January 2022. This is a credit to the individuals who continued to support the organisation and the concerted effort to recruit players of the necessary calibre. This was done with the objective of being competitive at the Northwest Area Championship in March 2022’.

In the reporting period the band is pleased to report a full complement and a successful year on the contest and concert stage.

Achievements

Concerts

The bands much loved ‘Matinee Concert’ series was completed in full and enjoyed keen and growing audience. The Patrons Concert was re-established enjoyed by many of the members of the support organisation. There was a long-distance trip to ‘Stroud’ and other local appearances to fill the calendar. A notable development was the addition of four ten-piece engagements to take music into communities that may have been neglected in the pandemic. This was because of successful funding provided in the previous year by the ‘Queens Platinum Jubilee Fund’.

Competitions

The band is happy to report that it was successful in qualifying for the National Finals held at the Royal Albert Hall London for a second successive year. A credit given the rebuilding process after COVID restrictions. In addition the band competed at the British Open Championships in Birmingham in September of reporting PERIOD.

CD Recordings

The band were unable to complete any new CD recordings but made a number of online sales of previous recordings.

World Rankings

The band continue to hold their position as one of the top twenty-five brass bands in the world (sources – www.4barsrest.com/rankings and www.brassstats.com). The rankings aim to grade competing brass bands in an aggregate score. This is an enviable position for a self-funded organisation maintaining a proud tradition within the community.

Musical Direction

Thomas Wyss continued as Musical Director. The ethos is very much sustainable development focusing on a mix of young talent supported by older more experienced players. Unfortunately our Musical director Emeritus passed away during the period bringing to an end over 60 years association with the Band. This position will now be reconsidered.

Professional Musical Director Thomas Wyss Musical Director Emeritus Richard Evans (Deceased May 2022)

Community

The band continued to have strong links with the community and were overwhelmed with the good wishes on commencement of concerts once more.

Patrons and Support

The band continue to be incredibly grateful to the members of the Patrons Scheme who continued to give financial support despite not being able watch the band perform in person.

Summary of Report Period

In summary a sustained year of building personnel, concerts and repertoire. Concert bookings are reduced with many factors, COVID, cost of living and changing habits. However by continuing to look outside traditional boundaries it is anticipated Leyland Band will continue to grow and maintain its place in the proud heritage of the town.

Corporate Governance and Risk Management

Corporate Governance is the internal procedure that ensures the organisation operates within the boundaries and rules of the constitution and requirements of the Charities Acts. Risk Management is the process of adopting policies that protect the assets and the people of the organisation. Corporate Governance and Risk Management are therefore considered under the same category. The Trustees recognise the need for Corporate Governance to ensure correct appropriation of finance, maintenance of assets and protection of people to maintain a compliant organisation. As part of the management structure the Trustees recognise a responsibility to ensure advice is obtained in each particular professional field required. The greatest risks to the organisation are financial control, protection of assets and people related issues including Health and Safety and Child Protection.

Financial control is maintained by adopting the constitutional procedures. In addition, all expenditure outside ‘normal’ operating expenditure requires the consent of the Trustees and Management Committee. The financial function is a joint role allowing cross checking and authorisation of each individual role. This provides transparency of income collected and payments made.

The ‘people’ issues are equally as important to the organisation. All members undertake a duty of care to act responsibly when travelling, performing, and rehearsing with the band. Leyland Band is involved in educational workshops and therefore each event is risk assessed prior to implementation. Advice is sought from the many CRB cleared Teachers within the band. The policy is stated in the constitution of the organisation.

Ethics

The Trustees acknowledge the necessity to always maintain an ethical code of conduct. In our activity this relates mainly to the negotiation of fee related performance and the management of people. The Committee must manage the people aspects of the organisation. In the world at large the Trustees recognise the importance of maintaining credible business relations and professional integrity in all undertakings.

Accessibility

Leyland Band has an open membership and is represented without prejudice of race, gender or sexual orientation. Membership is drawn from the local community, the United Kingdom at large and has included members from Australia, Japan and Switzerland. Young people are encouraged to join the band to aspire to reach their full potential with the North West’s premier brass band.

Child Protection

The band continues to admit and develop members under the age of eighteen. This is testament to the ability of brass players as young as fourteen to attain the high standards required. The band is also involved with youth development workshops. The band is fully aware of its obligations to ensure the welfare and protection of minors. The band maintains a child protection policy and takes advice and guidance from the many CRB cleared teachers within the band.

Public Benefit

The Trustees have re-examined the statement of public benefit and have categorised into the following headings.

a) Benefits to playing members

To attain the standards of competence to perform with a championship section brass band takes dedication, personal practice, and self-development. Membership of Leyland Band may be the culmination of many years of study and the band provides the outlet to perform at the highest level to a wide cross section of audience throughout the United Kingdom and the world at large. The benefits to the individual may be expressed as a vehicle to perform at the highest level, continue self-development and become a role model for the many hundreds of brass musicians in the lower sections.

b) Benefits to non-playing members

Members who cannot commit to the dedication and standard of playing membership are encouraged to be actively involved in the organisation and administration of the band. Non-playing administrative functions include band marketing, library, transport, and CD sales. Non-playing members have a pride in supporting Leyland Band and are integral to the long-term growth of the organisation.

c) Benefits to supporters and Patrons

Leyland band enjoys an enthusiastic following of Patrons. Patrons subscribe annually supporting the band. Patrons are spread through a wide geographical area and receive a quarterly newsletter including news and special features such as player profiles. Patrons have their own concert series and obtain discounts on tickets and purchases of CDs. Many Patrons are now actively involved promoting the concerts and organising fundraising activities. The Patrons have become integral to the ongoing success of the organisation providing many retired members with an ongoing interest and focus.

d) Benefits to the local community

Leyland Band was formed as Leyland Motors in 1946. Whilst associated with the vehicle works the band enjoyed a high profile within the local community. With the demise of the motor works, Leyland Band had to leave the area to seek support and rehearsal premises. The last few years has seen the band return to the town of Leyland and the Trustees have placed great importance on the establishment of community links and strategic partnerships to encourage development of local brass band talent, mentor youth and provide accessibility opportunities for members of the community who may be restricted due to physical disadvantage.

Leyland Band has successfully: -

e) Benefits to the world at large

Leyland Band performs throughout the country and has previously performed in countries as far away as USA, Korea, and Japan. The language of music has no boundary and our role in this sphere can be summarised as ‘entertainment, education and enjoyment’.

Financial Appraisal

This is the first ‘normal’ period of activity since year ending 31[st] March 2020 therefore comparisons should be made between the years 2020 and 2023. The years 2021/2022 were skewed by our enforced breaks and therefore are not a reliable measure.

INCOME

INCOME
Turnover
Concert Fees
Patrons Activity
Grants
Gift Aid
Other		 2023
2020
+/-
51634
54103
-2469
26613
25375
+1238
14464
20211
-5747
9450
83
+9367
0
4494
-4494
1107
3940
-2833
51634
54103
-2469

Overall turnover was down slightly but very encouraging to see our activities return to a ‘normal’ level.

It was encouraging to see direct Concert Fees rise. This includes the UCLAN fanfares including a double award ceremony catch up. However still this remains a very important element in turnover and my thanks go Gary and those participating in continuing to do such a professional job.

Patrons Income is reduced and reflects a reducing membership and reduction in seat sponsorships. Ticket prices have been held since inception (2010) and therefore will be revised from January 2024. Although reduced in 2020 this is still a very important income stream that hopefully will grow again with increased members. Thanks go to all our volunteers on the support committee for making this happen.

We were fortunate enough to obtain funding from the Queens Platinum Jubilee Fund (9450). This was used to organise three 10-piece community-based concerts and funding of our participation in Brass Attack. Therefore, the net income from the grant were in effect concert fees. This exercise opened the possibilities of doing expanding this principle of low cost 10-piece concerts with minimum effort for a good return. The successful conclusion of the project should also open up other funding opportunities with some good evidence of community participation. It is aimed to open the whole funding issue in the next FY regarding long term aim of providing future rehearsal facilities etc. This would require external input and suggestion would be to form a specific working group co-opting SME’s (Subject Matter Experts) and proposed partners e.g., Lostock Hall band, Lancashire Youth Band (or whoever wants to partner)? Now ‘normality’ has returned it is opportune to make this a measured goal for the next period.

Gift Aid is reduced in the period due to the reduced activity in the break. However, a claim has been made in FY 2023 that will add c3k to cashflow.

EXPENDITURE expeNDITVRe 2,023 9.378 17.11% 6,936 12.66% 9.510 17.35% 12,980 23.68% 4.531 8.27% 846 1.54% 2.288 4.18% 2,135 3.90% Pkyer Expenses Ilndude5 UCLANI 10,192 17 3496 6,928 1178% 11.140 18 9596 9,346 15 90% 3.415 581% 2,939 s.oo% 2.428 413% 3.14% Mu51cal DI[￿t0 Evgnts (Bnbsh OpeNNabonal Finals) Coathe5 Borrow&J Play8rs Hall Hires & blwRehèarsal Faulth"es Vans F-1111 Insuiance StsknonarylpnntlpasvE￿ra¥8 725 192 1.32% 0.3596 2.10% 3.3296 0.73% 1.3596 0.03% 2.0996 0.00% 0.0096 775 1,086 132% 1.85% 119% 1.50% 246% 0.52% 024% 0.51% 328% 5.0996 m￿c9118n80U5 Fees & Regslralions (Indud￿ web hoglingldevdopmenll Instruments & A¢x85SOll85 & mU￿e Meichartise SICK 100 Club Unifomis & Inslmmenl Rewrs CD Costs 1,820 403 742 1.449 1,145 1.926 2,995 54,802 100.00% Sg,7W2 11M).OD AS p8rtumov8rthe b8st m8asur8 15 to cornpai8 the last'nortnal, p8￿￿ wrth 2023. Player Expenses This Includes payments lo players doing UCLAN fanfares an¢J Is a go￿ result consclering the double ￿rernonY. Athough expensos foi those travelling ai8 small it is noted that many players do not claim and thi￿sS￿ k8op (x)sk to inirnum Lease costs will ris8 2023 although still good value. R￿j￿￿ iemains biggest thieal as out of lease and ￿n(￿rtaInty suttounding future of busines5 park. As outlined In grants Stiat8gy wll be outlined to try to so￿& on a ￿ basis. I believe there is a path through thi5 bLrt will require ensuring we develop a plan on a whole cotntnunty ba515. MD Costs Thanks to Torn foi tnaintaining tx>st b8S8. W8 ackn￿edg8 what value th8 band g8ts from thLS (x)n51St8nt Input. Events Represents rising cost of Uotols and tiansport. Holl Hires Cost base held bul ￿11 rL8e for nexl season al Chorfey ficket pr￿e$ to be adjusted Coach88 and Vans SlvJM Increase in cotnpan50n ￿riod. The 2024 peri￿ will shi)w signrficant rise. Summary A good return to'normal. activty. A position is ok but doesnl allow any ad(Jitions 01 lop1a￿MentS If we can retain the work we have. g8t some 8ddibonal and expand our community srn811 COn(￿rt 8nt8rpns8 W8 should be able to finish the 2024 year in a belter p051tK)n and tnake 50rne prov15ion for repla￿ng 50tne worn out unrfortns and krt

Reserves Policy

The organisation has no restricted funds. It is revenue based and must ensure that it operates within the confines of cash generation. Expenditure outside normal operating requirements is identified during the cash cycle and funds raised or allocated appropriately. Fortunately, the organisation runs at break even. Players do not get paid other than for legitimate travel expenses. Travel and rehearsal facility costs are a major consideration, and the band can be justifiably proud of maintaining its national position. This is a credit to the dedication of players and back-room staff to continue this proud tradition. One of the biggest challenges in the future will be to try to make provision for worn out instruments and uniforms. Funding streams are being investigated and this is an area that the support group will be able to assist with.

Conclusion and Future Objectives

The Trustees acknowledge the long-term stability and maintenance of a Championship Brass Band cannot rely solely on the ‘traditional’ activity of fee generation. Although this aspect of the band’s activity needs to be maintained as much as possible the survival of performance based organisations will depend on the continual development of partnerships and maximisation of use of resources. Although the band still seeks to obtain sponsorship it is widely acknowledged that this form of funding will cease in the future. The Trustees are confident of developing this approach and look forward to being innovative and forward thinking. Development of community initiatives must remain a prime objective and the continued development of internal commercial activity will maximise the potential to ring fence elements of the income stream. From a playing perspective the band must strive to continue to be ranked in the top twenty in the world rankings. Educational initiatives will continue to develop and mentoring of local talent will continue to open opportunities of succession planning. The Trustees conclude that whilst obtaining Charitable status places responsibilities on an organisation it opens unforeseen opportunities that will help sustain the organisation for public benefit.

Charity No 1129485 Income and Expenditure Accounts Year Ending 31st March 2023

INCOME
Concert Fees (Including UCLAN/Recordings)
Patrons Concerts
Patrons Membership/Donations
100 Club
Prize Money
Sponsorship
Gift Aid
CD Sales
Fundraising
Donations
Grants
Interest
Other Income
Player Contributions Hotel Open/National
Total Income
EXPENDITURE
Vans
Fees & Registrations (Includes web hosting/development)
Insurance
Coaches
Borrowed Players
Miscellaneous
Musical Directors
Player Expenses (Includes UCLAN)
Uniforms & Instrument Repairs
Stationery/Print/Post/Engrave
Bandroom Rent
100 Club
CD Costs
Instruments & Accessories & Music
Utilities
Hall Hires & Misc Rehearsal Facilities
Events (British Open/National Finals Accomm and Facilities)
Merchandise Stock
transfers
Total Expenditure
Total Income Less Total Expenditure		 £
2023
26,612.55
5,190.70
4,980.90
626.00
100.00
0.00
0.00
952.68
55.48
3,666.10
9,450.00
0.00
0.00
2,913.00
2,135.33
402.50
725.03
4,531.00
846.00
1,820.42
9,510.00
9,378.36
0.00
192.00
7,566.42
364.50
0.00
742.36
1,152.74
2,438.20
12,979.60
17.43
0.00		 £ £
-254.48		 £
£
2022
2021
15,832
0
5,757
0
3,459
3,091
444
0
125
0
0
0
3,848
0
625
309
0
0
2,290
803
12,783
5,965
0
0
0
0
0
0
54,547.41
54,801.89		 45,162
10,168
895
0
476
98
750
767
1,600
0
1,227
0
524
40
5,355
0
7,118
0
40
0
666
99
7,004
5,054
120
0
0
0
271
174
617
717
1,165
0
4,398
389
140
140
32,366
7,478
12,796
2,690

Charity No 1129485 Balance Sheet as at 31st March 2023

Fixed Assets
Music
Musical Instruments
Current Assets
Bank Current Account
Bank Community Account
Cash
Total Current Assets
Current Liabilities
Creditors
Loans
Accruals
Net Current Assets
Total Assets
Represented By
General Fund b/f
Excess Income Over Expenditure for Year
Movement on Cash
Bank b/f
Net Cash Movement
Closing Bank
Prepared by
Date
Signed
Examined by
Date
Signed		 £

3449.42
14635.98
0
0
0
0
Andrew Blackledge
30th June 2023		 £
18340
-254		 31 March 2023
£
22656
7239
29895
18085
47981
48235
-254
47981


18085		 31 March 2022
31 March 2021
£
£
22656
22656
7239
7239
29895
29895
11887
1332
6453
4212
0
0
18340
5544
0
0
0
0
0
0
0
0
18340
5544
48235
35439
35439
32749
12796
2690
48235
35439
5544
2854
12796
2690
18340
5544
Eric Rigby
10th July 2023

Charity No 1129485

Charity No 1129485
Note 1 Generated Income Analysis
Concert Fees (Including UCLAN/Recordings)
FEES
Patrons Concerts
PATRONS
Patrons Membership
PATRONS
100 Club
PATRONS
Donations
PATRONS
Prize Money
OTHER
Sponsorship
OTHER
Gift Aid
OTHER
CD Sales
OTHER
Fundraising
OTHER
Grants
GRANTS
Miscellaneous
OTHER
Total Generated Income
Income generated from Patrons associated activity accounted for of band g
Note 2 Expenditure Analysis
Player Expenses (Includes UCLAN)
Bandroom Rent
Musical Directors
Events (British Open/National Finals)
Coaches
Borrowed Players
Hall Hires & Misc Rehearsal Facilities
Vans
Insurance
Stationary/Print/Post/Engrave
Utilities
Miscellaneous
Fees & Registrations (Includes web hosting/development)
Instruments & Accessories & Music
Merchandise Stock
100 Club
Uniforms & Instrument Repairs
CD Costs		 £
£
%
2023
26,613
26,613
5,191
4,981
626
3,666
14,464
100
0
0
953
55
9,450
9,450
0
1,108
51,634
51,634
enerated turnover.
14,464
51,634
9,378
7,566
9,510
12,980
4,531
846
2,438
2,135
725
192
1,153
1,820
403
742
17
365
0
0
54,802
Notes to the Accounts for Year Ending 31s		 £
£
2022
15,832
15,832
5,757
3,459
444
2,290
11,949
125
0
3,848
625
0
12,783
0
19,670
t March 2023		 %

33.36%

25.18%

41.45%

100.00%
21.99%
21.64%
16.55%
13.59%
4.94%
3.79%
3.60%
2.76%
2.32%
2.06%
1.91%
1.62%
1.47%
0.84%
0.43%
0.37%
0.12%
0.00%
100.00%		 £
£
2021
0
0
0
3,091
0
803
3,894
0
0
0
309
0
5,965
0
7,077		 %

0.00%

35.50%

64.50%
45,162
47,452


28.01%
7,118
7,004
5,355
4,398
1,600
1,227
1,165
895
750
666
617
524
476
271
140
120
40
0
32,366		 10,168 10,971
0
5,054
0
389
0
0
0
0
767
99
717
40
98
174
140
0
0
0
7,478		 100.00%
0.00%
67.59%
0.00%
5.20%
0.00%
0.00%
0.00%
0.00%
10.26%
1.32%
9.59%
0.54%
1.30%
2.33%
1.87%
0.00%
0.00%
0.00%
100.00%

Fixed Asset Schedule as at 31st March 2023

----- Start of picture text -----
bf ADisposals Net Additions cf
Fixed Assets
Music 22656 22656
Musical Instruments 76239 76239
98895 0 0 98895
Depreciation Balance b/f
Music 0 0
Musical Instruments 69000 69000
29895 0 0 29895
Net Book Value
Music 22656
Musical Instruments 7239
29895
Accounting Policies
Revaluation/Depreciation Policy Revalue periodically and adjust balance sheet/reserves
----- End of picture text -----

Charity No 1129485

Report and Accounts of the Trustees of Leyland Band

Year Ending 31[st] March 2023

I have examined the Accounts and Report of the Leyland band for Year Ending 31[st] March 2023. In my opinion I have found no material errors and, in my opinion, form a true and accurate position and statement of affairs of the organisation.

Examined by Eric Rigby Date 23[rd] January 2024