**Charity Registration Number: 1178239**
## **Highly Sprung Performance**
Trustees’ report and financial statements For the year ended 31 March 2025
## **Highly Sprung Performance (A charitable incorporated organisation)**
## **Contents**
||Page|
|---|---|
|Reference and administrative details of the CIO, its Trustees and advisers|1|
|Trustees’ report
|2 – 17|
|Independent examiner’s report
|18|
|Statement of financial activities
|19|
|Balance sheet
|20|
|Notes to the financial statements
|21 - 35|
## **Highly Sprung Performance (A charitable incorporated organisation)**
## **Reference and administrative details of the CIO, its Trustees and advisers For the period ended 31 March 2025**
|**Trustees**|S Godhill, Chair|appointed 14 July 2025|
|---|---|---|
||A Campbell|resigned 27 January 2025|
||C Singleton|resigned 14 July 2025|
||J Trowsdale||
||D Kaur||
||R Adams||
||E Gibbons||
||S Bunting|appointed 14 July 2025|
||S Lewis|appointed 14 July 2025|
||C Mee|appointed 14 July 2025|
|**Charity registered number**|1178239||
|**Principal address**|Daimler Powerhouse, Sandy Lane Business Park||
||Sandy Lane||
||Coventry||
||CV1 4DQ||
|**Senior Management Team**|M Worth, Artistic Director||
||S Worth, Executive Director||
|**Accountants**|Integritax Accountants Ltd||
||116 Yardley Road||
||Acocks Green||
||Birmingham||
||B27 6LG||
Page 1
## **Highly Sprung Performance (A charitable incorporated organisation)**
## **Report of the trustees For the period ended 31 March 2025**
The trustees are pleased to present their annual report together with the consolidated financial statements of the charity, for the year ending 31 March 2025.
## **Chair’s Statement**
As Highly Sprung has continued to develop and grow, details of which can be seen from the reports on its activities through the year set out below, it has gone through a period of significant change and renewal at the Board level.
Two of the founder Trustees, both of whom have served terms as Chair, stood down during the past year. Immense thanks go to Amanda Campbell and Claire Singleton for their time, insights, expertise and commitment through their Trusteeship.
Joining me, as the new Chair, are three individuals, Stephen, Sian and Carly, who, while new to the role of Trustee, add a real breadth of expertise and experience to the Board. With the four existing members, Jo, Dav, Emma and Ros, providing continuity as well as their own complementary areas of specialist knowledge and practice, I feel confident that we have a Board in place well able and dedicated to helping to guide Highly Sprung Performance through the next few years.
The challenges are significant. The charity is tremendously active, with performances and tours across the UK and internationally, its work in schools and with the Physical Fellowship, running workshops, training and Sprung Youth and constantly looking to develop new work. Funding needs to be secured in an environment where money seems to be increasingly tight. And while the Daimler Powerhouse provides an excellent base for operations (particular thanks again to Amanda and Claire for their work in securing this), it is about to find itself in the middle of a residential development of the current industrial park in which it is situated.
Together with the Sarah and Mark, as well as the staff and supporters of Highly Sprung Performance, we have a team in place that is well placed to meet the future. I look forward to working with them all and, I trust, reporting on the progress that has been made in the current year in my next report.
## **Simon Goldhill**
Chair of Trustees
Page 2
## **Highly Sprung Performance (A charitable incorporated organisation)**
## **Report of the trustees (continued) For the period ended 31 March 2025**
## **Objectives and Activities**
## **Our objectives and purpose:**
For the public benefit, to promote, improve and advance education in, and appreciation of, the arts of dance, drama, and physical performance in particular, but not exclusively among children and young people through the facilitation and management of educational workshops, participatory arts projects, group work, residencies, and events.
## **About us**
Highly Sprung is England’s physical theatre company for and with children and young people.
Performances and participatory projects are produced with and for new audiences of children and young people to invite collaboration, contribution, and discovery. By working together, our inclusive approach creates a physical language that enables children and young people to tell stories and explore global themes, using accessible, gestural, high-energy, and often risk-taking dynamic movement.
These stories through movement speak of the world our children and young people will create their futures in.
## **Public Benefit**
In shaping and delivering our strategy, objectives and activities, the Trustees have considered the Charity Commission’s guidance on public benefit, including guidance on public benefit and fee charging.
Highly Sprung relies on public funding, private giving and income from fees and charges to cover all operating costs. In setting the level of fees, charges and concessions, the Trustees consider the accessibility of the charity’s activities, especially for children and young people in areas of deprivation.
## **Summary of main activities**
Activities delivered:
- ∑ 48 workshop days for **3,325** children and young people across the UK & Internationally
- ∑ **31%** of state school and HAF workshops children and young people participants receive Free School Meals
- ∑ Physical Fellowship Festival 2024, with the theme **Power** , working with nearly 400 young people from 13 schools and 80 Sprung Youth members
- ∑ **HAF** (Holiday Activities and Food) Programmes in Easter & Summer holidays for 391 children and young people aged 7-16 years old
- ∑ **RAF Museums** , two performances created across Midlands & London Museums, 120 performances to audiences of 5,780
- ∑ Nearly **730** people from the local community attended the three Play Days/Game On
- ∑ Worked with 35 young people as **Young Producers/Co-Creatives** for the Physical Fellowship (CYPC), Anthology project and Accelerate Energy Summit
- ∑ The team worked internationally with 350 students in **four ISTA festivals** – Munich, Sicily, Hanoi and London
- ∑ Over 6350 audiences saw **CastAway** and **Accelerate** performances across outdoor touring and our schools tour.
- ∑ 12 third year Stage Management students from Birmingham City University supported on their final project
- ∑ 10 Associate artists took part in five days of Highly Sprung training
- ∑ 27 artists took part in Highly Sprung run pro-intensive workshops
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## **Highly Sprung Performance (A charitable incorporated organisation)**
## **Report of the trustees (continued) For the period ended 31 March 2025**
Activities delivered (continued):
- ∑ Highly Sprung worked with partners including Amy Butler, Birmingham City University, Coventry’s Strategic Energy Partnership, Coventry City Council, Coventry University, E.ON, ISTA, Jasmine Gardosi, John Bernard, Positive Youth Foundation, RAF, Sustainability West Midlands, University of Warwick, Warwickshire Libraries, WMG
- ∑ Continued Secondary school residency with Barr’s Hill, now into its fourth year, working with over 330 students
## **The figures:**
**177** performances including Bravo, Bravo, Trailblazers, CastAway, Accelerate and The Tempest
**Worked with 3,325** young people
Nearly **15,000** in person audiences
**98** children and young people took part in Sprung Youth
**Eight** Sprung Youth members supported by bursaries
## Achievements and Performance
HAF. Photograph by Hayley Salter
**Holiday Activity and Food (HAF) Programme** – Easter & Summer. This year’s HAF programmes over Easter and Summer were a great success, engaging a diverse group of children and young people, many of whom were new to our services. For the first time in the Summer, we incorporated an inspiring visit to the Herbert Art Gallery and Museum, where attendees engaged with a local exhibition by our partners, Vortex Creates. Across the two programmes hosted at the Daimler Powerhouse, we welcomed 240
participants with 63% attending through HAF provision (in receipt of Free School Meals). We introduced daily hot meals in
partnership with a new catering company and continued to offer enriching cultural experiences and creative activities, ensuring every young person felt supported, nourished, and inspired.
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## **Highly Sprung Performance (A charitable incorporated organisation)**
## **Report of the trustees (continued) For the period ended 31 March 2025**
**Anthology Pilot Project** - We piloted the Anthology project, bringing together 12 young people who really struggle at school but who all have the potential to do well. Partnering with regional Poet Laureates John Bernard (Coventry) and Jasmine Gardosi (Birmingham), the project provided a supportive space for participants to develop their voices as co-creators. This pilot not only developed participants’ confidence and expression but also laid the groundwork with the Research & Development phase for a future full-length touring production, previewed under the title Anthology.
_“This project helped me get 100% on a test. I showed my English teacher, and she nearly cried she was that proud.” – Participant, Anthology_
_“People need to feel that they're in control of the subject matter that they are that they are experiencing, but also young people need to have opportunities to become the creatives and leaders of the future. So who's going to give them their first steps if it's not organisations like Highly Sprung?”_ - Alison Vermee, Arts Council England
Anthology. Photograph by Hayley Salter
## **Coventry Young Producers Collective**
**(CYPC)** - This year, the Coventry Young Producers Collective (CYPC) brought together a dedicated cohort of 10 young people. While numbers were lower than anticipated due to reduced school engagement, the experience remained meaningful and impactful for those involved. The group played an active role in shaping and delivering activities and content for this year’s Physical Fellowship event, gaining valuable skills in creative production and event planning.
Say No More. Photograph by Andrew Moore
**Physical Fellowship 2024** – We welcomed 13 schools from across Coventry, Warwickshire, and Birmingham. Nearly 400 young people took part in this vibrant week-long festival of physical theatre, exploring the theme of POWER, chosen by our Youth Advisory Board (YAB). With workshops from visiting artists Infuse Dance, Fourth Monkey Actor Training Company, and Motionhouse Dance Theatre, and performances delivered to audiences of nearly 800, the festival once again provided high-quality, meaningful engagement. A standout highlight was the Sprung Advance Plus performance Say No More, which was
praised for its maturity and exceptional skill.
_“Highly Sprung empowers young people to speak their minds about the issues affecting their generation. Physical Fellowship consistently manages to blow me away and inspires me to inspire other young people.”_ – Audience member, Physical Fellowship
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## **Highly Sprung Performance (A charitable incorporated organisation)**
## **Report of the trustees (continued) For the period ended 31 March 2025**
_“Shows how important young voices are in determining future opportunities and challenges.”_ – Audience member, Physical Fellowship
_“I enjoyed the feeling of having a voice that you don’t normally have and feeling that you can do what you want without feeling judged.”_ – Participant, Physical Fellowship
**Barr’s Hill** - Highly Sprung continued to work with Barr’s Hill through their School’s residency (where 43% of pupils receive Free School Meals), working with Year 7s, the GCSE drama group and creating a Christmas and Easter celebration performances. In the Summer term, Highly Sprung were invited to co-create a brand-new festival for all secondary schools within the Futures Trust, the Futures Festival. This included two days of devising workshops inspired by a visit from celebrated poet John Agard and his reading of his poem Flag. The festival showcasing original work from students across the Trust. Highly Sprung is proud to be a key partner in this evolving and increasingly influential festival, which champions student voice, creativity, and collaboration.
**Bravo, Bravo & Trailblazers – RAF Museum Collaboration** . In an exciting new partnership with the RAF Museums (Midlands and London), we developed and delivered two brand-new full-length productions: _Bravo, Bravo and Trailblazers_ . These dynamic and engaging performances brought to life powerful stories of courage and innovation, captivating diverse audiences. This collaboration also allowed us to expand our performing team, welcoming three Bravo, Bravo talented male-identifying performers and providing sustained employment for five additional members of our artist pool—supporting both artistic development and professional opportunity within our creative community.
_“A fantastic addition from Highly Sprung. It was creatively and cleverly portrayed by the fantastic cast!”_ - Audience Member
**CastAway – Outdoor Touring Production** - Highly Sprung’s powerful outdoor production exploring the environmental impact of our throwaway society on waterways. Featuring a striking gyroscopic flying machine, the piece introduces a bold and innovative approach to aerial theatre. For the fourth year of touring, we visited eight venues over the summer. CastAway delivered visually stunning and thoughtprovoking performances to unexpectedly strong audiences. The tour was met with enthusiasm and
praise, confirming both the show’s creative impact and public relevance.
Play Days. Photograph by Andrew Moore
**Community Play Days & Game On** - Supported by Coventry’s Positive Youth Foundation through the Inclusive Communities Fund, Play Day and Game On offered three vibrant community events aimed at activating underused spaces and bringing local families together. Over the summer, events held in Cash’s Lane Park—just a short walk from the Daimler Powerhouse—welcomed 430 attendees across two days. While turnout was slightly
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## **Highly Sprung Performance (A charitable incorporated organisation)**
## **Report of the trustees (continued) For the period ended 31 March 2025**
lower than expected the response from the local community was overwhelmingly positive, with many requesting more activities in the park in future.
Our final event, Game On, took place in October at the Daimler Powerhouse and celebrated Coventry’s rich community spirit. Nearly 300 people attended, enjoying retro gaming, a dance machine, live DJ, family-friendly activities, face painting, and cultural performances by a local musical theatre group. The indoor venue provided a warm and inclusive space for residents to come together, regardless of the weather.
_“We were only meant to be here for an hour, I can’t believe how much has been on offer and all for free. Thank you. This whole day has been brilliant. This city would be a much worse place without people like you offering me and my children opportunities like this in this incredible building. Thank you.”_ – Attendee, Game On
## **Accelerate – Schools Tour & Youth Energy Summit.**
The project reached 2,353 young people across partner schools in Coventry and Rugby, using performance and youth-led advocacy to explore the global energy crisis. The project featured a powerful touring performance Accelerate that inspired learning, dialogue, and action, visiting six schools and culminating in a youth-produced Energy Summit. At the heart of the project were 13 young producers (aged 14–16) who developed and delivered the summit. Through a dedicated training programme, they gained skills in leadership, production, and environmental advocacy, with guidance from industry professionals.
Accelerate. Photograph by Andrew Moore
Youth Energy Summit. Photograph by Andrew Moore
The Energy Summit brought together 270 young people from 16 schools, aged 10–18, for a day of workshops and discussion. With contributions from Coventry’s Strategic Energy Partnership, E.ON, WMG, and the University of Warwick, the event sparked real conversations about energy, sustainability, and creating a better future— empowering young voices to lead change.
_“Our school is 500 metres from the Belgrade but getting these kids to the theatre would be impossible, asking them to even pay £1 for this would be impossible… what you have done today is given all of these kids their first arts experience and they will remember it for the rest of their lives!”_ - Head of Drama, Coventry
_“[One thing that I learned today] That energy strongly affects our future so we need to use less” –_ Attendee, Youth Energy Summit
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**Highly Sprung Performance (A charitable incorporated organisation)**
## **Report of the trustees (continued) For the period ended 31 March 2025**
**ISTA International Festivals (Munich, Sicily, Hanoi, London)** - Highly Sprung continued its successful partnership with the International Schools Theatre Association (ISTA), delivering creative leadership across multiple global festivals.
Our Executive Director, Sarah Worth, directed the ISTA Middle School Festival in Munich, earning high praise from the host school principal, who described the final performance as the best she had ever seen. In Sicily, Sarah led another international festival where 70 students collaborated on a performance inspired by local environmental change and ancient myths—receiving very positive feedback from participants.
In February, the core team Mark, Emily, and Sarah delivered ISTA projects at UNIS Hanoi’s inaugural physical theatre festival, engaging 60 students from across East Asia in a performance exploring climate change. Later, Mark led an ISTA festival in London for 90 students from the Marymount School Foundation, creating work around the theme ‘Pilgrimage of Hope.’
These international projects highlight the unique impact of our work on young people and will inform expanded teacher training initiatives both in the UK and abroad next year.
ISTA Festival, Hanoi
_“I just want to say thank you. One of my students doesn’t fit in at school… What Highly Sprung have done this week is, accept his difference, and given him a platform to showcase it. You’ve shown him and his peers a way of accepting and celebrating him and I honestly think this will be the highlight of his school career.”_ - Teacher, Seoul
Bringing the Bard. Sprung Youth
**BCU Stage Management Project** - Twelve stage management students from Birmingham City University worked with Mark, Sarah, and Emily to develop an innovative interactive audience engagement piece. Completing their independent projects in February, the students created three ‘telephone box’ style installations across BCU’s campus. These installations offer audiences a unique storytelling experience celebrating Birmingham’s past, present, and future.
**Bringing the Bard – Shakespeare’s County Project** - Delivered across February and March, the Bringing the Bard project celebrated Shakespeare Week by offering three distinct performance opportunities across Warwickshire Libraries’ communities. Working with Anjna
Chouhan, author of Shakespeare’s First Folio of Plays adapted for children, Highly Sprung collaborated with Warwickshire College performing arts students to create a new touring piece performed at three primary schools and Stockingford Library.
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## **Highly Sprung Performance (A charitable incorporated organisation)**
## **Report of the trustees (continued) For the period ended 31 March 2025**
Additionally, members of our Sprung Youth groups developed a vibrant mash-up of Shakespeare’s characters and stories, presented at Nuneaton Library. A third performance was created by Mark in partnership with Warwickshire library staff and presented online. This project engaged diverse stakeholders, bringing Shakespeare’s work to life across the region in creative and accessible ways.
## **TRAINING & PROFESSIONAL DEVELOPMENT**
**Teach Make –** The Teach Make project with Imagineer came to an end with the participating teachers finishing the creation of their own bespoke schemes of work ready for delivery in Autumn 2024. The project shared Highly Sprung’s approach to embodied learning and inspired teachers to use more physical activities as part of classroom learning.
**Artist Training Days** - This year, 10 associate artists completed five days of intensive training in Highly Sprung’s methodology, focusing on storytelling to explore big issues. Each artist also engaged in three days of mentoring or shadowing, supporting their professional growth across projects like Physical Fellowship and Sprung Advance Plus.
**Pro-Intensives** - Between January and March 2025, we delivered three well-received pro-intensive CPD courses, sharing our narrative-driven aerial movement techniques with the wider sector. Participant feedback was positive, and demand for more courses is high, with plans to expand offerings in Autumn 2025.
Pro-Intensive Training
## **SPRUNG YOUTH**
RSC Open Stage. Sprung Youth
Sprung Youth continued to produce work of distinction, embracing new collaborative performance opportunities with creativity and dedication. Their talent and commitment were particularly evident in the outstanding pieces presented as part of the Physical Fellowship.
**RSC Open Stage Performance** - Sprung Advance and Advance Plus groups performed brilliantly at the RSC Open Stage, showcasing their energy, talent, and storytelling skills. Despite some performers working together for the first time, the group delivered a captivating performance that was highly praised.
**Sprungmas Shakespeare** - In December, Sprung Youth delivered a ticketed event outside of Physical Fellowship, at Draper’s Hall. The event featured four groups performing adaptations of Shakespeare plays inspired by Anjna Chouhan’s First Folio for children. With over 200 audience members and £300 raised in donations, the event was a
successful and joyful highlight to close the year.
_‘I had a wonderful time at the performances; the young people were incredibly memorable. I hope you are proud of them all!’_ - Anjna Chouhan
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## **Highly Sprung Performance (A charitable incorporated organisation)**
## **Report of the trustees (continued) For the period ended 31 March 2025**
## **FINANCIAL REVIEW**
## **Funding Strategy and Pricing Policy**
Highly Sprung’s funding is primarily project-based, drawing from diverse income streams that ensure financial resilience. Our income for 24/25 can be categorised as: Earned Income (30%), Public Funding (60%), and Corporate Funding & Donations (10%). Highly Sprung has consistently demonstrated flexibility and innovation in responding to economic challenges, ensuring sustainable income streams while maintaining high-quality delivery. This adaptive approach is increasingly vital amid sector-wide and economic uncertainties.
Our pricing policy prioritises broad access, reflecting a core objective of the charity and the 2030 strategy. We collaborate closely with partners to keep costs manageable and embed environmentally sustainable practices, such as recycling, to support financial sustainability.
We actively seek full project funding to offer our work at no or minimal cost to participants, ensuring inclusivity. While keeping prices low, we uphold professional standards by paying artists fairly, adhering to the Independent Theatre Council’s recommended rates.
## **Reserves:**
The Reserves at the beginning of the year were £59,115 by the year end £32,916 of which there is a designated fund of £5,000 set aside for major maintenance on assets. £20,000 of reserves was used in November 2024 to cover a cashflow deficit. This has a planned 2.5-year repayment into the Reserves fund, starting in May 2025, currently at £7,200 per annum, to be increased once the Bounce Back Loan has been repaid.
The Trustees have reviewed the Reserves Policy and decided that Designated Reserves should include 3 months operating expenditure (not including restricted project expenditure) calculated at £62,861. The Trustees have also considered the worst-case scenario of closure and consider that the maximum cash reserve required to meet closure costs is £101,674 for the financial year 2025/26. This comprises Statutory Redundancy costs, Bounce Back Loan Repayment and office space rental. This is not currently covered by General Reserves
## **Reserves Policy**
The Charity needs reserves to provide funds for:
## • **Contingency**
Unexpected expenditure in the event of an emergency or unexpected expenses.
## • **Continuity**
To bridge any possible delays in receiving promised grants or managing payment in arrears contracts; continue to deliver against objectives if there is a major shortfall in income or loss of a major source of funding.
## • **Commitment (Planned Maintenance)**
Occasional significant expenditure which cannot be covered by the annual income, to allow investment in/replacement of assets e.g. major items of maintenance of the fabric of assets, such as the van or flying rigs.
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## **Highly Sprung Performance (A charitable incorporated organisation)**
## **Report of the trustees (continued) For the period ended 31 March 2025**
## • **Dissolution (Orderly Closure)**
Where Highly Sprung Performance becomes financially unsustainable and must be wound up. This fund provides for the costs of dissolution should the charity be unable to continue. It is only to be used in the event of the Trustees' deciding the charity should cease to exist. It will be used to pay any debts, notice periods, redundancies, outstanding holiday pay and the expenses of running Highly Sprung Performance until closure of the organisation.
## **Risk Management:**
An annual risk review is carried out by the Trustees, led by the Chair with participation from the management team. It is reviewed and updated throughout the year by the management team and any significant changes advised to the Trustees quarterly. Mitigation is put in place to reduce and manage those risks by the management team, and this mitigation is reviewed by the Trustees.
**Governance** - Less effective board, destabilisation of charity, lack of representation, not representative of audience, charity objectives are not met, lack of growth, inability to effectively reflect on and support objectives, lack of understanding of stakeholder needs.
- ∑ Inability to retain and/or recruit and retain Trustees
- ∑ Management capabilities fail to evolve with charity
- ∑ Lack of diversity executive and trustee level
- ∑ Inconsistent and uneven involvement and active contribution of Trustees
- ∑ Lack of knowledge and understanding in Trustees
- ∑ Conflict of Interest
- ∑ Ineffective reporting to Trustees
**Financial** - Loss of core staff, premises, infrastructure, Inability to meet charity objectives, Loss of projects, Reduction in activity and staff, inability to take on new work/commissions
- ∑ Unable to secure funding for core costs.
- ∑ Loss of income
- ∑ Increased costs
- ∑ Climate Adaptation – loss of income (events)
- ∑ Fundraising
- ∑ Compliance with donor-imposed restriction
- ∑ Budgetary control and financial reporting
- ∑ Reserves policies
**Operations** - Unable to grow, reputational impact, reduction in activity or inability to deliver activity, Injury- serious & minor, lack of appropriate storage, no workspace, loss of key information, financial, reporting & data, lack of EDI understanding, failure to represent our audiences or meet funders needs.
- ∑ Executive team capacity
- ∑ Staffing – loss of key staff
- ∑ Staffing – inability to retain/recruit talent
- ∑ Staffing - Diversity – lack of representation across projects
- ∑ Staffing – Illness and injury
- ∑ Use of AI
- ∑ Property appropriate to needs
- ∑ IT – Equipment
- ∑ IT – Security – disaster recover planning
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## **Highly Sprung Performance (A charitable incorporated organisation)**
## **Report of the trustees (continued) For the period ended 31 March 2025**
- ∑ ESG – costs, lack of ESG plan
- ∑ Security of assets
**Legal** - Serious safeguarding implications, inability to deliver activity, fines, loss of charitable status, threat from other organisations to steal or copy our work, reputational impact, competition.
- ∑ Non-compliance with legislation
- ∑ Safeguarding insufficient policy and procedure in place
- ∑ Regulatory reporting requirements
- ∑ IP Protection
**External** - Loss of income, increased competition, lack of opportunity for funding, reputational impact, compromised delivery of objectives, loss of key members of staff due to absence, less freelance talent, less opportunity to deliver in schools.
- ∑ Climate Adaptation – project cancellation or adaptation
- ∑ Government policies
- ∑ Economy
- ∑ Pandemic ∑ Competition
**Reputation** - Loss of staff, lack of staff, inability to deliver activity, loss of key and new partnerships, Reputation/Quality- Impact in funding and retaining and recruiting talent, lose charitable status, charitable objectives not met.
- ∑ Health & Safety issue
- ∑ Copyright Infringement
- ∑ Relationship with funders
- ∑ Employment issues
- ∑ Customer satisfaction
## **Structure, Governance and Management**
Highly Sprung is a Charitable Incorporated Organisation.
The board of Trustees, which can have up to 8 members, administers the charity. The board meets quarterly and coordinates interim calls or additional meetings where deemed necessary. An Executive Director is appointed by the Trustees to manage the day-to-day operations of the charity. To facilitate effective operations the executive and management team have delegated authority, within terms of delegation approved by the Trustees, for operational matters including finance, employment, artistic performance, and administrational activity. There is a trustee with specific responsibility for safeguarding.
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## **Highly Sprung Performance (A charitable incorporated organisation)**
## **Report of the trustees (continued) For the period ended 31 March 2025**
## **Appointment of Trustees:**
As set out in the constitution, a trustee is appointed for a term of three years by a resolution passed at a properly convened meeting of the charity Trustees. They may be eligible for further terms of three years up to a maximum of three terms. Trustees are selected following a fair and transparent recruitment process which seeks to reach under-represented communities, and which is aimed at ensuring that the board of Trustees has a broad range of skills and viewpoints necessary for the proper running of the Charity.
## **Trustee induction and training:**
All new Trustees undergo a formal board induction to brief them on their legal obligations under charity laws, Charity Commission guidance on public benefit, the charity’s constitution, committee and decisionmaking process, the business plan and recent financial performance. They also receive a pack of appropriate information including policies, procedures and are invited to an induction day to meet Highly Sprung staff. All new Trustees are also offered the opportunity to observe a Board meeting prior to their formal appointment and a face-to-face meeting with the Chair.
Trustees are encouraged to attend appropriate external training events and are updated by the Secretary of any relevant developments in Charity or other appropriate regulation or best practice. All Trustees undertake Safeguarding training.
## **Governance**
Good governance is a key part of how we operate, and our compliance is regularly reviewed by the Board of Trustees and the Management team. Financial reporting and control are an important part of this and our performance against Budgets and Forecasts is reviewed and presented to the Trustees. Our Risk Register plays a vital part in how the business of the Charity is monitored, and risks are categorised according to their severity, and mitigating action is taken wherever possible.
Our Chair Amanda Campbell resigned from the Board in January, after many years of work for Highly Sprung from becoming a CIO in 2018, with the Board and Management team extending their huge thanks to Amanda for all her work as a founder trustee and her time as Chair.
Highly Sprung undertook consultancy work with The Engine Room (funded as part of the Hello project, with Arts Council organisational development funding) for organisational development against our 7- year strategy, which included business modelling, organisational structuring, value exercise and accountability plan. The final report was presented to the Board in October, the findings reinforced the significance of our work and made clear recommendations to secure our future. These include strengthening our business model, reducing dependence on senior leadership, and developing more sustainable income streams.
Following a review of employment status, Highly Sprung ensured that all contracts for artists, performers and stage managers are contracts of service, with worker status, in line with ITC’s Fair Work best practice.
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## **Highly Sprung Performance (A charitable incorporated organisation)**
## **Report of the trustees (continued) For the period ended 31 March 2025**
## **Youth Advisory Board**
Our YAB continued to have input into Highly Sprung’s strategic direction and artistic vision. With the cohort year running September – July, in line with academic dates, 2024/25 spanned two YAB cohorts, working with 17 young people across the two groups, between the ages of 15 and 21.
_“YAB is such a brilliant opportunity to gain knowledge and experience of how Sprung works, but also to give inputs that can really make a change.”_ – Nell, YAB member (2023/24 & 2024/25 Cohort)
YAB Cohort 24/25
## Our Youth Advisory Board had input into:
- Playing a key role in steering the design for the Accelerate energy summit
- The design and advertising of our community Play Days
- How to build trust with our audiences and participants
- Opinions about the arts in school as a valued part of learning
- Youth voice suggestions around Highly Spung’s use of TikTok to reach more young people
- A safeguarding review and audit by the YAB of Highly Sprung’s code of conduct, safeguarding poster and how Highly Sprung are sharing messages to young people (This was an action following the NSPCC safeguarding audit)
_“I think that the Youth Advisory Board is my way of giving back. It’s one of the most fulfilling feelings knowing that I have power, and have used it, to influence the experiences young people get out of physical theatre.”_ – Kian, YAB member (2023/24 & 2024/25 Cohort)
## **Sustainability**
Continuing to be a key strand of Highly Sprung’s work, both within performance themes and projects (like Castaway, Accelerate, the Youth Energy Summit), production design and operational planning.
Some achievements from 2024/25: • Creation of a Green Champion role, taken on by an existing team member
• The Green Champion completed Aston University’s Green Advantage Course, which culminated in the creation of a draft Sustainability roadmap for Highly Sprung.
CastAway. Photograph by Khanography
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## **Highly Sprung Performance (A charitable incorporated organisation)**
## **Report of the trustees (continued) For the period ended 31 March 2025**
- The Board subsequently approved the sustainability roadmap and signed off the action plan for 25/26
• Environmental emissions data was gathered for Anthology & Physical Fellowship projects. Both projects met the Basic standard of the Theatre Green Book, and almost meeting Intermediate (available green accredited accommodation limits meeting the standard completely)
- Making sustainable production choices – creating new performances like Bravo, Bravo and Trailblazers for the RAF by using our existing retired flying rig and stored truss rig, to enable Highly Sprung to create spectacle that is more environmentally friendly
- Highly Sprung continued to share environmental messages through outdoor touring performances. CastAway shares a message around plastic pollution in waterways, and Accelerate, promotes reducing energy use, and clean and renewable energy sources
- Youth Energy Summit • Accelerate was also part of a wider project which included working
- Panel. Photograph by with young people and bringing them together for the Youth Energy Andrew Moore Summit.
_“I loved how we were in charge and spreading the word ‘child to child.’ I will remember the Energy Summit for the rest of my life 100%”_ ’ – Young Producer, Accelerate project
## **Remuneration**
At the end of each financial year a remuneration fund will be defined based on the financial performance of the charity. All salary adjustments will be made from this fund. The remuneration fund will be proposed by the executive team, reviewed by the Appraisal and Remuneration Committee and agreed by the board. The salaries that are to be paid to executives and employees at all levels of the charity shall be compatible with internal balances, strategic targets, and market conditions.
## **Safeguarding**
Two young people were flagged as having cause for concerns and were monitored. No further action was required.
Four internal safeguarding reports were made, all assessed by the DSL as at the early help stage, requiring monitoring and offered appropriate support where needed.
Page 15
## **Highly Sprung Performance (A charitable incorporated organisation)**
**Report of the trustees (continued) For the period ended 31 March 2025**
## **Training and Safeguarding Actions:**
- ∑ NSPCC Safeguarding training for trustees undertaken in May, to be repeated annually
- ∑ The Designated Safeguarding Lead, Mark Worth and Safeguarding Trustee, Claire Singleton revisited the safeguarding review and implemented recommendations.
- ∑ Mark ran a mental health and wellbeing workshop with Sprung Launch, Advance and Advance Plus as their first session back to provide signposting for support and offer ways for young people to better communicate about problems they might be experiencing.
- ∑ All associate artists have undertaken a Level 2 Safeguarding qualification in advance of their training with Highly Sprung in April. At the training session the DSL delivered further training to compliment the qualification exploring Highly Sprung’s code of conduct and safeguarding procedures/policies specific to our work
- ∑ Highly Sprung’s Executive Director completed a Level 2 safeguarding qualification and as a result made some recommendations to the DSL about new documents we should be sharing across the team and a change of procedure for making all documents more readily available to team members.
- ∑ Designated Safeguarding Lead, Mark Worth has successfully renewed his level 3 DSL qualification.
- ∑ The responsibility of safeguarding trustee moved to Ros Adams. As a result, Ros has successfully completed her level 3 Designated Safeguarding Lead qualification.
Page 16
Highly Sprung Perfonnanc•
IA charitable Incorporated organisation
Report of Iho tru•togs (contlnugdl
For tho perfod •nded 31 Alarch 2025
TrusteO8' Responsibilities in r•lalion to th• financial 8ts¢oments:
The charrty trustees are responsible for pparing a Trustees, report and financial statements in
aCrdanCe with applicable law and Unrted lfj'ngth)m ACUnting Standards (Uniled Kingdom General
Accepted Accounting Practice).
The law applicable to chatities in Engknd and Wales requires the Trustees to prepare finanaal
statements for each financi81 period whh give a tnje and fair VI of the slate of affair5 of the CIO and
ils income resources, induding its income and expendrture. for that peri¢>J. In preparing these financial
statements, the Trustees are required to".
Select su118b accountWKJ F¢JlK¥es and then appty them (>)nsistenty.
Observe the metho(ts and principles of the Charitles SORP IFRS 1021.
Make judgements and estimates that are reasonab and prudent.
stste whether applicable aCu.ng standards have been followed, subject to any material
departures disclosed and explained in the financial Ststements.
Prepa the financial statements on the gryng Con[ basis unkn rt is inappropriatg to
presume that the Cto will continue in business.
The Trustees are responsible for keeping alequate accounting remrds that are sufficient to show and
explain the CIO'S transactions and dOse with reasonable accuracy at any timo the financial position
of the CIO and enable them to ensure that the financial statements u)mpty with the Companies Act
2011, the Charty (Aceounts and Reports) ReguLgtions 21)08 and the provisions of the trust deed. They
are also responsible for safeguarding the assets of the CIO and hence taking reasonable Steps for the
prevention and detectK*n of fraud and other iagulaie$.
Approvod by order of th& members of the trx)ard of Twstees on 20 Octob&r 2025 and signed on their
behalf by:
Slmon Goldh
Chair of Trustees
Page 17
Hlghly Sprung Perforniance
IA Charitsblo in¢orpornted oryanlsaoonl
Independent examinerfs rnport
For the period ended 31 March 2025
I report on the accounts of Htqhty Sprury PerforrrHnce forthe year endad 31 March 2025. whth are
set out on pages 19 to 35.
Respe¢tlve responslbllltles of the Trusteos and the Independent Examlner and the b•$is of the
report
The chanty's Trustees are responsibl& for the preparatbjn of the ffinanckgl statements. The chanty's
trustee5 consider that an audti is not required for lh year under the Charities Act 2011. s 144121 (the
Chariiies Act 20111 and that an independent exaMI1t1 is needed.
It 1$ rny responsibilty to..
examine accounts under s. 145 ofthe 2011 Act:
folh)w the procedu laid dchwn in the general Direcli0 given by the Ch8rity Commission under
s.145{51{b) of the 2011 Act and-
state whether partular matters haNE ccrfne to my attention
Basls of Independent Examlnerfs Statement and 0pe of TAY>rk undertaken
My examination was canied oul in COrdartt with the ger*ral DI11$ gNen by the Charity
Commission. An exaMinatft includes a review il the 0nting recor(fs kept by the charity and
comparOn to the accounts presented with Ihose rgcord$. It also include5 cxjnsideration of any unusual
rtems or discbjsures in the accounts. and seth.ng explanatbjns from YCAJ as trustees conceming any
such matters. The prdureS urnleftsken not Pfowde all the eviden Ihal would be required in an
aud and consquentty no opinion is gNen as to whether the accounts present a Irue and fair viwrf and
the report is limthed to those rrMtter5 Set out in the sL*anent belNT.
Indepondent Examlnerfs Statemènt
In cOnnectn wrth my exarnination. no has c4)me to ry attertion..
{11 vthich gNes me reasonabte cause to bete that in any m*rHI respert the requiranents:
to keep accounting reccKds in accothnce w*h s. 130 ofthe 2011 Act.. and
to prepare accounts which wilh the tntIng rec£*rds and c¢ynply with the
accounting requirements of the 2011 Act.
have not been r. or
12) to which. my opinion. attentKJn shwkl be drawn in orderto en&)le a proper understsnding of the
counts lo be ached.
Adnan Khalid
Chartered Certrf*d Accountant
Inte9ritax Accountants Ltd
116 Yardley Roaj
Acocks Green
Bimiingham
B27 8LG
Page 18
## **Highly Sprung Performance (A charitable incorporated organisation)**
## **Statement of Financial Activities For the period ended 31 March 2025**
|**Note**
**Income from:**
Donations and Legacies
3
Charitable Activities
4
Other Trading Activities
5
Investments
6
**Total income**
**Expenditure on:**
Charitable activities
7
**Total expenditure**
**Net income/(expenditure)**
Transfers Between Funds
16
**Net Movement in Funds**
**Reconciliation of funds:**
Total funds brought forward
16
Net movement in funds
Total funds carried forward
16|**Unrestricted**
**funds**
**Year ended**
**31 March**
**2025**
**£**
**1,471**
**268,154**
**42**
**578**
**270,245**
**262,842**
**262,842**
**7,403**
**-**
**-**
**13,082**
**7,403**
**20,485**|**Restricted**
**funds**
**Year ended**
**31 March**
**2025**
**£**
**6,261**
**196,319**
**-**
**-**
**202,580**
**220,418**
**220,418**
**(17,838)**
**-**
**-**
**55,870**
**(17,838)**
**38,032**|**Total**
**funds**
**Year ended**
**31 March**
**2025**
**£**
**7,732**
**464,473**
**42**
**578**
**472,825**
**483,260**
**483,260**
**(10,435)**
**-**
**-**
68,952
(10,435)
**58,517**|**Total**
**funds**
**Year ended**
**31 March**
**2024**
**£**
**2,022**
**265,986**
**20**
**892**|
|---|---|---|---|---|
|||||**268,930**|
|||||**352,441**|
|||||**352,441**|
||||||
|||||**(83,511)**|
|||||-|
|||||-|
|||||152,463
(83,511)|
|||||**68,952**|
The notes on pages 18 to 32 form part of these financial statements.
Page 19
Highly Sprung Perft>rnianca
(A eharlt*blo incorporated oryani8atSon}
Balance Sheet
Forth• Period ended 31 March 2025
2025
2024
Flxed a88ets
Tangible Assets
Cutrgnt assots
Debtors
Cash at bank and in hand
12
3,727
13
12.7f2
56.501
69273
7.327
88.030
.357
Credrtors.. amounts falling due within o
year
14
(9.807)
(22,180)
Nèt curront a88018
61.015
73.177
Creditors". amounts falling due after mo
one yèar
15
{2N98)
17.952)
Total n•t ass•ts
58.517
66.952
harlty Funds
Restricted Funds
Unrestricted Funds
38,032
55.870
13,082
16
T¢)tal ndS
58.517
68.952
The finanaal statements were apwoved and authori5 for issue by the Trustee8 on 20 October 2025
and gned on their behalf by..
Slmon Goldhlll
Trustee
The notes on pagos 21 to 35 foryn Kert ofthese financial statements.
Page 20
## **Highly Sprung Performance (A charitable incorporated organisation)**
## **Notes to the financial statements For the period ended 31 March 2025**
## **1. General information**
Highly Sprung Performance is a Charitable Incorporated Organisation (CIO) registered with the Charity Commission in England and Wales, 1178239. The address of the registered office is detailed on Page 1. The objects and activities of the charity are included in the Trustee’s Report beginning on Page 2.
## **2. Accounting policies**
## **2.1 Basis of preparation and assessment of going concern**
The financial statements have been prepared in accordance with the Charities SORP (FRS 102) - Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Charities Act 2011.
The financial statements have been prepared to give a ‘true and fair’ view and have departed from the Charities (Accounts and Reports) Regulations 2008 only to the extent required to provide a ‘true and fair’ view. This departure has involved following the Charities SORP (FRS 102) published on 16 July 2014 rather than the Accounting and Reporting by Charities: Statement of Recommended Practice effective from 1 April 2005 which has been withdrawn.
Highly Sprung Performance meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy.
The financial statements are presented after rounding numeric values to the nearest £1.
## **2.2 Going concern**
The financial statements have been prepared on a going concern basis. The trustees consider that there are no material uncertainties about the charity’s ability to continue as a going concern and that the charity has adequate funds to meet anticipated future objectives.
## **2.3 Income**
All income is recognised once the CIO has entitlement to the income, it is probable that the income will be received and the amount of income can be measured reliably.
Grants are included in the Statement of financial activities on a receivable basis. The balance of income received for specific purposes but not extending during the period is shown in the relevant funds on the Balance sheet. Where income is received in advance of entitlement of receipt, its recognition is deferred and included in creditors as deferred income. Where entitlement occurs before income is received, the income is accrued.
Other income is recognised in the period in which it is receivable and to the extent that goods have been provided or on completion of the services.
Page 21
## **Highly Sprung Performance (A charitable incorporated organisation)**
## **Notes to the financial statements For the period ended 31 March 2025**
## **2.4 Expenditure**
Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefit will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is classified by activity. The cost of each activity is made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attribute to a single activity are apportioned between those activities on a basis consistent which the use of resources. Central staff costs are allocated on the basis on time spent, and depreciation charges allocated on the portion of the asset’s use.
Expenditure on charitable activities is incurred on directly undertaking the activities which further the CIO’s objectives, as well as any associated support costs.
## **2.5 Interest receivable**
Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the CIO.
## **2.6 Tangible fixed assets and depreciation**
Tangible fixed assets are capitalised and recognised when future economic benefits are probable and the cost or value of the asset can be measured reliably.
Tangible fixed assets are initially recognised at cost. After recognition, under the cost model, tangible fixed assets are measured at cost less accumulated depreciation and any accumulated impairment losses. All costs incurred to bring the tangible asset into its intended working condition should be included in the measurement cost.
Depreciation has been provided at the following rates in order to write off the assets to their anticipated residual value over their estimated useful lives.
Performance equipment 20% straight line Trailer 20% straight line Office equipment 33% straight line
## **2.7 Debtors**
Trade and other trade debtors are recognised at the settlement amount after any discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.
Page 22
## **Highly Sprung Performance (A charitable incorporated organisation)**
## **Notes to the financial statements For the period ended 31 March 2025**
## **2.8 Cash at bank and in hand**
Cash at bank and in hand includes cash and short term highly liquid investments which a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.
## **2.9 Liabilities**
Liabilities are recognised where there is an obligation at the Balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably.
Liabilities are recognised at the amount that the CIO anticipates it will pay to settle the debt or the amount it has received as advanced payments for the goods or services it must provide.
## **2.10 Pensions**
The CIO operates a defined contribution scheme and the pension charge represents the amounts payable by the CIO to the fund in respect of the period.
## **2.11 Fund accounting**
General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the CIO and which have not been designated for other purposes.
Designated funds compromise unrestricted funds that have been set aside by the Trustees for particular purposes. The aim and use of each designated fund is set out in the notes to the financial statements.
Restricted funds are funds which are used in accordance with specific restrictions imposed by donors or which have been raised by the CIO for particular purposes. The costs of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements.
Page 23
## **Highly Sprung Performance (A charitable incorporated organisation)**
## **Notes to the financial statements For the period ended 31 March 2025**
## **3. Income from donations and legacies**
|Donations
**Total 2025**
Donations
**Total 2024**|**Unrestricted**
**funds**
**Year ended**
**31 March**
**2025**
**£**
**Restricted**
**funds**
**Year ended**
**31 March**
**2025**
**£**
1,471
6,261
1,471
6,261
**Unrestricted**
**funds**
**Year ended**
**31 March**
**2024**
**£**
**Restricted**
**funds**
**Year ended**
**31 March**
**2024**
**£**
1,445
577
1,445
577|**Total**
**funds**
**Year ended**
**31 March**
**2025**
**£**
**7,732**|
|---|---|---|
|||**7,732**|
|||**Total**
**Funds**
**Year ended**
**31 March**
**2024**
**£**
**2,022**|
|||**2,022**|
Page 24
## **Highly Sprung Performance (A charitable incorporated organisation)**
## **Notes to the financial statements For the period ended 31 March 2025**
## **4. Income from charitable activities**
|Educational workshops, projects and events
**Total 2025**|**Unrestricted**
**funds**
**Year ended**
**31 March**
**2025**
**£**
**Restricted**
**funds**
**Year ended**
**31 March**
**2025**
**£**
268,154
196,319
268,154
196,199|**Total**
**funds**
**Year ended**
**31 March**
**2025**
**£**
**464,473**|
|---|---|---|
|||**464,473**|
|Educational workshops, projects and events
**Total 2024**|**Unrestricted**
**funds**
**Year ended**
**31 March**
**2024**
**£**
**Restricted**
**funds**
**Year ended**
**31 March**
**2024**
**£**
125,826
140,160
125,826
140,160|**Total**
**funds**
**Year ended**
**31 March**
**2024**
**£**
**265,986**|
|---|---|---|
|||**265,986**|
## **5. Income from other trading activities**
||||**Total**|
|---|---|---|---|
||**Unrestricted**|**Total**|**Funds**|
||**Funds**|**Funds**|**Year**|
||**Year ended**|**Year ended**|**ended**|
||**31 March**|**31 March**|**31 March**|
||**2025**|**2025**|**2024**|
||**£**|**£**|**£**|
|Box office and merchandise|42|**42**|**20**|
Page 25
## **Highly Sprung Performance (A charitable incorporated organisation)**
## **Notes to the financial statements For the period ended 31 March 2025**
## **6. Investment Income**
|**Unrestricted**|||
|---|---|---|
|**funds**|**Total funds**|**Total funds**|
|**Year ended**|**Year ended**|**Year ended**|
|**31 March**|**31 March**|**31 March**|
|**2025**|**2025**|**2024**|
|**£**|**£**|**£**|
|578|578|892|
Bank Interest
## **7. Analysis of expenditure on charitable activities**
## **Summary by fund type**
|Educational workshops, projects and events
Governance
**Total 2025**|**Unrestricted**
**funds**
**Year ended**
**31 March**
**2025**
**£**
**Restricted**
**funds**
**Year ended**
**31 March**
**2025**
**£**
259,256
220,418
3,586
-
262,842
220,418|**Total**
**funds**
**Year ended**
**31 March**
**2025**
**£**
**479,674**
**3,586**|
|---|---|---|
|||**483,260**|
|Educational workshops, projects and events
Governance
**Total 2024**|**Unrestricted**
**funds**
**Year ended**
**31 March**
**2024**
**£**
**Restricted**
**funds**
**Year ended**
**31 March**
**2024**
**£**
243,414
105,644
3,383
-
246,797
105,644|**Total**
**funds**
**Year ended**
**31 March**
**2024**
**£**
**349,058**
**3,383**|
|---|---|---|
|||**352,441**|
Page 26
## **Highly Sprung Performance (A charitable incorporated organisation)**
## **Notes to the financial statements For the period ended 31 March 2025**
## **8. Analysis of expenditure by activities**
|Educational workshops, projects and events
Governance
**Total 2025**
Educational workshops, projects and events
Governance
**Total 2024**|**Activities**
**undertaken**
**directly**
**Year ended**
**31 March**
**2025**
**£**
**Support**
**costs**
**Year ended**
**31 March**
**2025**
**£**
418,559
61,115
-
3,586
418,559
64,701
**Activities**
**undertaken**
**directly**
**Year ended**
**31 March**
**2024**
**£**
**Support**
**costs**
**Year ended**
**31 March**
**2024**
**£**
281,621
67,437
-
3,383
281,621
70,820|**Total**
**funds**
**Year ended**
**31 March**
**2025**
**£**
**479,674**
**3,586**|
|---|---|---|
|||**483,260**|
|||**Total**
**funds**
**Year ended**
**31 March**
**2024**
**£**
**349,058**
**3,383**|
|||**352,441**|
Page 27
## **Highly Sprung Performance (A charitable incorporated organisation)**
## **Notes to the financial statements For the period ended 31 March 2025**
## **8. Analysis of expenditure by activities (continued)**
## **Analysis of direct costs**
|Staff Costs
Depreciation
Projects
Space hire
Supplies and equipment
Conferences and further education|**Total funds**
**Year ended**
**31 March 2025**
**£**
**158,866**
**1,558**
**248,793**
**6,856**
**1,310**
**1,176**
**418,559**|**Total funds**
**Year ended**
**31 March 2024**
**£**
**106,506**
**3,453**
**159,472**
**6,338**
**3,143**
**2,709**|
|---|---|---|
|||**281,621**|
## **Analysis of support costs**
|Staff Costs
Depreciation
Insurance
Professional fees
Computer and website
Travel and Subsistence
Telephone
Interest Paid
Rent
Subscriptions
Motor costs
Bad debts
**Total 2025**|**Workshops,**
**projects &**
**events**
**Year ended**
**31 March**
**2025**
**£**
25,472
620
4,421
-
1,179
4,073
2,093
397
6,723
2,297
1,411
6,681
61,115|**Governance**
**Year ended**
**31 March**
**2025**
**£**
-
-
-
3,586
-
-
-
-
-
-
-
3,586|**Total funds**
**Year ended**
**31 March**
**2025**
**£**
**25,472**
**620**
**4,421**
**3,586**
**1,179**
**4,073**
**2,093**
**397**
**6,723**
**2,297**
**1,411**
**6,681**|
|---|---|---|---|
||||**64,701**|
Page 28
## **Highly Sprung Performance (A charitable incorporated organisation)**
## **Notes to the financial statements For the period ended 31 March 2025**
## **8. Analysis of expenditure by activities (continued)**
## **Analysis of support costs (continued)**
|Staff Costs
Depreciation
Insurance
Professional fees
Computer and website
Travel and Subsistence
Telephone
Interest Paid
Rent
Subscriptions
Motor costs
Bad debts
**Total 2024**|**Workshops,**
**projects &**
**events**
**Year ended**
**31 March**
**2024**
**£**
37,648
620
4,217
-
1,216
4,256
1,728
466
11,667
2,062
1,200
2,357
67,437|**Governance**
**Year ended**
**31 March**
**2024**
**£**
-
-
-
3,383
-
-
-
-
-
-
-
3,383|**Total funds**
**Year ended**
**31 March**
**2024**
**£**
**37,648**
**620**
**4,217**
**3,383**
**1,216**
**4,256**
**1,728**
**466**
**11,667**
**2,062**
**1,200**
**2,357**|
|---|---|---|---|
||||**70,820**|
## **9. Net income/ (expenditure)**
This is stated after charging:
|||||**Year**|
|---|---|---|---|---|
||**Year**|**ended**||**ended**|
||**31**|**March**|**31**|**March**|
|||**2025**||**2024**|
|||**£**||**£**|
|Independent examiner’s remuneration- independent examination||**650**||650|
Page 29
## **Highly Sprung Performance (A charitable incorporated organisation)**
## **Notes to the financial statements For the period ended 31 March 2025**
## **10. Staff costs**
||**Year ended**|**Year ended**|
|---|---|---|
||**31 March**|**31 March**|
||**2025**|**2024**|
||**£**|**£**|
|Wages and salaries|**172,182**|**133,025**|
|Social security costs|**8,926**|**7,983**|
|Pension costs|**3,230**|**3,146**|
||**184,338**|**144,154**|
|e average number of persons employed by the CIO during the period were as follows:|||
||**Year ended**|**Year ended**|
||**31 March**|**31 March**|
||**2025**|**2024**|
||**No.**|**No.**|
|Education and administration|**10**|7|
The average number of persons employed by the CIO during the period were as follows:
No employee received remuneration amounting to more than £60,000 in either a year.
The charity’s key management personnel consist of the Trustees and the Artistic Directors. The total amount of employee benefits, including employer pension contributions, paid to the key management personnel totalled £75,166 in the year (period ended 31 March 2024 - £79,586).
## **11. Trustees’ renumeration and expenses**
During the period, no Trustees received any renumeration or other benefits (2024 - £nil).
Page 30
## **Highly Sprung Performance (A charitable incorporated organisation)**
## **Notes to the financial statements For the period ended 31 March 2025**
## **12. Tangible fixed assets**
|**Cost**
At 31 March 2024
Additions
At 31 March 2025
**Depreciation**
At 31 March 2024
Charge for the period
At 31 March 2025
**Net book value**
At 31 March 2025
At 31 March 2024|**Performance**
**equipment**
**£**
**18,834**
**-**
**18,834**
**17,276**
**1,558**
**18,834**
**-**
**1,558**|**Office**
**equipment**
**£**
**3,073**
**-**
**3,073**
**3,073**
**-**
**3,073**
**-**
**-**|**Trailer**
**£**
**3,409**
**3,409**
**1,240**
**620**
**1,860**
**1,549**
**2,169**|**Total**
**£**
**25,316**|
|---|---|---|---|---|
|||||**25,316**|
|||||**21,589**
**2,178**|
|||||**23,767**|
|||||**1,549**|
|||||**3,727**|
## **13. Debtors**
|Trade debtors
Prepayments
**editors: Amounts falling due within one year**
Taxation and social security
Accruals and deferred income
Bank loan
Other creditors|**2025**
**£**
**9,832**
**2,940**
**12,772**
**2025**
**£**
**2,258**
**2,200**
**5,349**
**-**
**9,807**|**2024**
**£**
**4,556**
**2,771**|
|---|---|---|
|||**7,327**|
|||**2024**
**£**
**3,183**
**2,200**
**5,349**
**11,448**|
|||**22,180**|
## **14. Creditors: Amounts falling due within one year**
Page 31
## **Highly Sprung Performance (A charitable incorporated organisation)**
## **Notes to the financial statements For the period ended 31 March 2025**
## **15. Creditors: Amount falling due after more than one year**
|Bank loan|**2025**
**£**
**2,498**
**2,498**|**2024**
**£**
**7,952**|
|---|---|---|
|||**7,952**|
## **16. Statement of funds Statement of funds- current period**
|**Unrestricted funds**
**Designated funds**
Fixed assets
**General Funds**
General Funds
**Total unrestricted funds**
**Restricted funds**
Accelerate
ACE Funded Project - Hello
Anthology
Backstage Trust Funding
Grow
Holiday Clubs and Activities
Inclusive Communities Fund
Paddling Light
Positive Youth Foundation
RAF
ReNEW Cultural Conference
Spring HAF 2025
Teach Make
The Big Give
The D'Oyly Carte Charitable Trust
Warwickshire Libraries
**Total Restricted funds**
**Total of funds**|**Balance at 1**
**April 2024**
**£**
**3,727**
**9,355**
**13,082**
**-**
**38,450**
**-**
**10,000**
**-**
**-**
**-**
**5,420**
**-**
**2,000**
**-**
**55,870**
**68,952**|**Income**
**£**
**-**
**270,245**
**270,245**
**35,061**
**48,482**
**33,000**
**5,000**
**9,452**
**30,000**
**1,355**
**19,560**
**151**
**3,300**
**4,429**
**3,150**
**6,140**
**3,500**
**202,580**
**472,825**|**Expenditure**
**£**
**(2,178)**
**(260,664)**
**(262,842)**
**(35,061)**
**(86,932)**
**(6,108)**
**(10,000)**
**-**
**(9,452)**
**(30,000)**
**(6,775)**
**(19,560)**
**(151)**
**(3,300)**
**(4,429)**
**(3,150)**
**-**
**(2,000)**
**(3,500)**
**(220,418)**
**(483,260)**|**Transfers**
**in/out**
**£**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**|**Balance**
**at**
**31 March**
**2025**
**£**
**1,549**|
|---|---|---|---|---|---|
||||||**18,936**|
||||||**20,485**|
||||||**-**
**-**
**26,892**
**-**
**5.000**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**6,140**
**-**
**-**|
||||||**38,032**|
||||||**58,517**|
Page 32
## **Highly Sprung Performance (A charitable incorporated organisation)**
## **Notes to the financial statements For the period ended 31 March 2025**
## **16. Statement of funds (continued)**
**Statement of funds – prior period**
|**Unrestricted funds**
**Designated funds**
Fixed assets
**General Funds**
General Funds
**Total unrestricted funds**
**Restricted funds**
Accelerate
ACE Funded Project - Hello
Anniversary Gala
Backstage Trust Funding
Blue, Brown and Green
CastAway Project
Coventry City Council
Foyle Foundation
Holiday Clubs and Activities
Infrastructure Grant
Paddling Light
Play Day 2023
The D'Oyly Carte Charitable Trust
Warwickshire Performances
**Total Restricted funds**
**Total of funds**|**Balance at**
**1 April 2024**
**£**
**7,800**
**123,886**
**131,686**
**-**
**-**
**-**
**-**
**-**
**-**
**5,372**
**11,500**
**3,905**
**-**
**-**
**20,777**
**152,463**|**Income**
**£**
**-**
**128,193**
**128,193**
**36,870**
**39,100**
**802**
**10,000**
**3,276**
**8,380**
**12,240**
**20,000**
**649**
**-**
**5,420**
**2,000**
**2,000**
**140,737**
**268,930**|**Expenditure**
**£**
**(4,073)**
**(242,724)**
**(246,797)**
**(36,870)**
**(650)**
**(802)**
**-**
**(3,276)**
**(8,380)**
**(12,240)**
**(20,000)**
**(6,021)**
**(11,500)**
**-**
**(5,905)**
**-**
**(105,644)**
**(352,441)**|**Transfers**
**in/out**
**£**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**|**Balance at**
**31 March**
**2025**
**£**
**3,727**|
|---|---|---|---|---|---|
||||||**9,355**|
||||||**13,082**|
||||||**-**
**38,450**
**-**
**10,000**
**-**
**-**
**-**
**-**
**-**
**-**
**5,420**
**-**
**2,000**
**-**|
||||||**55,870**|
||||||**68,952**|
Page 33
## **Highly Sprung Performance (A charitable incorporated organisation)**
## **Notes to the financial statements For the period ended 31 March 2025**
## **17. Summary of funds**
**Summary of funds – current period**
|Designated funds
General funds
Restricted funds|**Balance at**
**1 April 2024**
**£**
**3,727**
**9,355**
**55,870**
**68,952**|**Income**
**£**
**-**
**270,245**
**202,580**
**472,825**|**Expenditure**
**£**
**(2,178)**
**(260,664)**
**(220,418)**
**(483,260)**|**Transfers**
**in/out**
**£**
**-**
**-**
**-**
**-**|**Balance at**
**31 March**
**2025**
**£**
**1,549**
**18,936**
**38,032**|
|---|---|---|---|---|---|
||||||**58,517**|
**Statement of funds – prior period**
|Designated funds
General funds
Restricted funds|**Balance at**
**1 April 2023**
**£**
7,800
123,886
20,777
152,463|**Income**
**£**
-
128,193
140,737
268,930|**Expenditure**
**£**
(4,073)
(242,724)
(105,644)
(352,441)|**Transfers**
**in/out**
**£**
-
-
-
-|**Balance at**
**31 March**
**2024**
**£**
3,727
9,355
55,870|
|---|---|---|---|---|---|
||||||68,952|
## **18. Analysis of net assets between funds**
## **Analysis of net assets between funds- current period**
|Tangible fixed assets
Current assets
Creditors due within one year
Creditors due in more than one year
|**Unrestricted**
**funds**
**2025**
**£**
1,549
31,241
(9,807)
(2,498)
20,485|**Restricted**
**Funds**
**2025**
**£**
-
38,032
-
-
38,032|**Total**
**funds**
**2025**
**£**
**1,549**
**69,273**
**(9,807)**
**(2,498)**|
|---|---|---|---|
||||**58,517**|
**Total**
Page 34
## **Highly Sprung Performance (A charitable incorporated organisation)**
## **Notes to the financial statements For the period ended 31 March 2025**
## **18. Analysis of net assets between funds (continued)**
**Analysis of net assets between funds- prior period**
|Tangible fixed assets
Current assets
Creditors due within one year
Creditors due in more than one year
**Total**|**Unrestricted**
**funds**
**2024**
**£**
3,727
39,487
(22,180)
(7,952)
13,082|**Restricted**
**Funds**
**2024**
**£**
-
55,870
-
-
55,870|**Total**
**funds**
**2024**
**£**
**3,727**
**95,357**
**(22,180)**
**(7,952)**|
|---|---|---|---|
||||**68,952**|
## **19. Pension commitments**
The charity operates a defined contributions pension scheme. The assets of the scheme are held separately from those of the charity in an independently administered fund. The pension cost charge represents contributions payable by the charity to the fund and amounted to £3,230 in the year (period ended 31 March 2024 - £3,146) in the year.
The pension liability and expense is allocated between restricted and unrestricted funds by identifying individual staff members involved in delivering restricted projects.
## **20. Related party transactions**
The charity did not receive financial support from any related parties.
Page 35