## Charity No 1129485 Report and Accounts of the Trustees of Leyland Band Year Ending 31[st] March 2024 ## **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 10th January 2025 ## **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** Income and Expenditure Account for Year Ending 31[st] March 2024 Balance Sheet as at 31[st] March 2024 Fixed Asset Schedule as at 31[st] March 2024 ## **Introduction** This is the fifteenth 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** Post Covid the band suffered loss of players. International players returned home, and several players retired. The band was still in the British Championships, but the September result posted an unacceptable position. This result could result in disqualification and having to qualify once again. That would be a long and hard struggle due to the arbitrary nature of competition in the lower divisions. The band had no supply of replacement players and attempts at a youth strategy had not borne the outcomes hoped. In December 2023 it was decided to recruit a young and vibrant Musical Director that had already developed a successful youth academy. Unfortunately, through no fault of the ability our Musical Director of the day was asked to terminate the relationship after eight years of good service. This was by no means a reflection upon his ability but the bands desire to maintain Championship status and have access to young players that would form the rebuild and sustain the long-term future. The Musical Director appointed is the Director of an established Music Academy and has ten-year track. record with the Elland Road Band organisation in bringing the band from Fourth to Championship section with home grown talent. The band had to act with haste to secure the services of the Musical Director and get access to potential new recruits. At the report date the Musical Director had managed to secure a talented Principal cornet and six other main players. The musical standard, drive and ambition from January 2024 was outstanding and bodes well for the future. The band looks forward to the next chapter with a new mix of youth and older experience and the future is looking bright. ## **Achievements** ## **Concerts** The bands workload was severely curtailed with the cancellation of several concerts and the unavailability of our usual hall for the matinee series. The series was successfully completed as usual. Other notable performances included. St Wilfred’s Grappenhall Prescott Festival Armed Forces Day Coronation Big Lunch The provision of a fanfare team for UCLAN degree ceremonies is a major fixture, a significant earner and provides a public platform for many people to enjoy our services. Hopefully this long term relationship can be maintained. ## **Competitions** The band qualified for the National Brass Band Championship Final in the previous reporting period, February 2024 obtaining fifteenth place. Although an honour to be represented the low placing was also consideration for a change in direction. The first competition with the new team was the Northwest Area Championships. The band obtained fourth place. Disappointing but encouraging considering wholesale changes to Musical Director and players alike. The main focus will be the British Open Championships in the next reporting period (September 2024) to firmly cement the strategy and directional changes. ## **CD Recordings** CD recordings are now virtually extinct. The band will be investigating innovative ways of making live performance available for sale. ## **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 was asked to terminate as Musical Director due to the reasons outlined in status update. This was an amicable separation, and we must reiterate it was a decision based on access to future potential players and an alternative direction. Daniel Brooks was appointed in January 2024 with a specific remit to revitalise playing personnel, achieve better contest results, and work with a new committee to revitalise concert performances and future vision. Professional Musical Director Daniel Brooks appointed January 2024 ## **Community** The band continued to have strong links with the community. Brass Attack is an annual event that combines the bands of Lancashire Youth, Lostock Hall High School, Lostock Hall senior and junior band and Leyland Band. The band has also established a working understanding with Red Admiral Music Academy that will be the catalyst for many future players of Leyland Band. Once again, the South Ribble Mayors Charity Concert was delivered for no charge in December 2023. Leyland continues to support local and national charitable organisations. ## **Patrons and Support** The band continue to be incredibly grateful to the members of the Patrons Scheme who continued to give financial support, attend the Matinee series concert, play the 100 club. The band also acknowledges and thanks Patrons for many donations and gifts throughout the period. Many of these are gift aided adding to the financial benefit. ## **Summary of Report Period** ## **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. Leyland Band is fully signed up to ‘Band safe’ and has several fully trained and accredited personnel. ‘Band Safe’ is the scheme championed by BBE ((Brass Bands England) to ensure minors are supervised and not subject to coercive or abusive behaviour. With an emphasis on developing young talent in the future this is the responsibility of all band members to ensure policies and procedures are adhered to. ## **Public Benefit** The Trustees have re-examined the statement of public benefit and have categorised into the following headings. 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. In the period Leyland Band has successfully: - 1) Through the new MD a link has been made to Red Admiral Music Academy. Leyland Band will be actively involved in training the young brass players and many joint ventures are planned to develop the talent of this organisation as a source for future players once progression in standard is obtained. 2) The Patrons support committee continues to work alongside the operational committee to support the ongoing objectives. This is made up of Patrons and supporters drawn from the community. ## **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** |Turnover
Concert Fees
Patrons Activity
Grants
Gift Aid
Other|2024
2023
40494
54547
17641
26613
12933
10172
0
9450
4679
0
5241
8312
40494
54547|+/-
-15053
-8972
+2761
-9450
+4679
-4071
-15053| |---|---|---| Paid concert work continues to decline. Due to this reduction in workload cash reserves were used to sustain normal operations. Therefore, the main reliance is on self-promoted concerts, support from Patrons and ad hoc engagements such as UCLAN fanfares and small group work. The continued reduction in turnover cannot be sustained. With the change in Musical Direction new and innovative ways of generating larger scale returns will be developed in line with returning higher value of return. This will be reported in the next period. ## **EXPENDITURE** Vans and Travel With reduced workload transport costs were lower than previous period. Statutory Fees and Insurance Increases relect hardening market Musical Director Costs remained the same Events Competeting at both the British Open and the National Championships reflected increased travel and accommodation costs ## **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. In addition, the new Musical Direction should result in innovative ways of bringing our music to new audiences with popular themes and new ways of presentation. The results of this strategy will be reflected and reported in the next reporting period. The Trustees and forward thinking. Development of community initiatives must remain a prime objective and the new links with Red Admiral Academy will begin to contribute to the long-term success and sustainability of the band. 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 remain in The British Championships, qualify for the National Brass band Championships be ranked in the top twenty in the world rankings. These are objectives for the next reporting period. 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. EXPEMDITURE Vsns Feps & Re9lStralions OtKludes Y￿b hostintydevglopmenll 1,602.79 2.135 403 T25 4.531 895 476 750 1.600 1.227 $24 5355 Coaches Bottowed P13yers Miscellaneous (Bandroom supplieslcard chargeslsocial MediaAthert51 1065.00 484.82 9.530.00 663640 152349 587.12 7 566.42 286.50 41.85 379.32 1.Q16 75 1.820 9.510 9.378 PI3y9r Exp9n59s Iln¢ludes UCLANI Unrforms & IDslwrnenl Rewirs SlatioTreryIP￿n1Ip0SuXerOxlETrgrWe Bandroom Rent 40 666 7.004 120 192 7.566 365 CD Costs Music & Accèssoriès T42 271 617 2438 12.980 17 Events (Bnlish OpenlNatlOll31 Finals Accomm and F3cilrtieslCoachl Merchandise Stock tra￿sfer3 Tothl Expendltllre 18.2T1.20 0.00 0.00 4.398 140 55.6%.05 54,802 32,366 Total Income LessTotal ExpeTrdiwre -15 201.33 .254 Balance Sheet as at 31st March 2024 31 March 2024 31 Maich 2023 Fixed Assets Music Musical Insttuments 22656 7239 22656 7239 Currant As￿ts Bank Cuirent Account Bank Communrty Account Cash Total Curr•nt Assets 797.27 2086 80 3449 14636 18085 Currènt LIabIll￿&S Creditors Loans Accruals Net Current Assets 2884 18085 Total Assets 327T9 47981 Represented By General Fund tlf Exces5 Income (knr EX￿ndit￿le tDI Year 47981 -15201 48235 -254 32Tf9 47981 Movemènt on Cash Bank blf Net Cash Movement 18085 -15201 18340 -254 Closing Bank 2884 18085 Prepared by Date Andrew Blackledge 04 June 2024 Signed Examined ty Date Eric Flgby 05 June 2024 Siqned Fix•d Ass•t Sch•dul• as at 31st March 2024 Addilions Disposals N•t Additions Fixed Assets Music Musical Instruments 22656 76239 98895 22656 76239 98895 Depreciation Balance bff Music Musical Instruments 69000 69000 29895 29895 N•t Book Valu• Music Musical Instruments 22656 7239 29895 Accountln Pollci•s R•valuatlonlD•prnclatlon Pollcy Revalue periodicalty and adjust balance sheeuresetves ## **Charity No 1129485** ## **Income and Expenditure Accounts Year Ending 31st March 2024** |**INCOME**
Concert Fees (Including UCLAN/Recordings)
Patrons Concerts/Matinee Concerts
Patrons Donation
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 (Bandroom supplies/card charges/Social Media Adverts)
Musical Directors
Player Expenses (Includes UCLAN)
Uniforms & Instrument Repairs
Stationery/Print/Post/Xerox/Engrave
Bandroom Rent
100 Club
CD Costs
Music & Accessories
Utilities
Hall Hires & Misc Rehearsal Facilities
Events (British Open/National Finals Accomm and Facilities/Coach)
Merchandise Stock
**transfers**
**Total Expenditure**
**Total Income Less Total Expenditure**|£
**2024**
17,641.46
8,263.61
4,670.30
484.50
0.00
0.00
4,679.52
338.38
0.00
0.00
0.00
0.00
43.53
4,373.42
1,602.79
1,316.15
1,017.14
1,160.00
1,065.00
484.82
9,530.00
6,636.40
1,523.49
587.12
7,566.42
286.50
41.85
379.32
1,016.75
3,211.10
18,271.20
0.00
0.00|£
**40,494.72**
**55,696.05**|£
**-15,201.33**|£
£
**2023**
**2022**
26,613
15,832
5,191
5,757
4,981
3,459
626
444
100
125
0
0
0
3,848
953
625
55
0
3,666
2,290
9,450
12,783
0
0
0
0
2,913
0| |---|---|---|---|---| |||||**54,547**
**45,162**
2,135
895
403
476
725
750
4,531
1,600
846
1,227
1,820
524
9,510
5,355
9,378
7,118
0
40
192
666
7,566
7,004
365
120
0
0
742
271
1,153
617
2,438
1,165
12,980
4,398
17
140
0| |||||**54,802**
**32,366**| |||||**-254**
**12,796**| **Total Income Less Total Expenditure** **Charity No 1129485 Balance Sheet as at 31st March 2024** I have examined the records, procedures and accounts of Leyland Band. I have found no material descrepancies. I have attended committee meetings and AGM and am satisfied that the organisation is compliant with Charity Commission Regulations. Prepared by Andrew Blackledge Date 04 June 2024 Signed Examined by Eric Rigby Date 05 June 2024 Signed