Registered number. 11876428
Charity number.. 118S414
Metroland Culture Limited
Tnjstees. report and financial statements
Fly Ihe year ended 31 Mard) 2022
rfADAINS
ACCOVNT ANTS
*A8IZULNIB*
3111212022
COMPANIES HOUSE
111
A7
#175

Metroland Culture Llmlted
{A ¢ompany lirnited by guarantee)
Contents
Page
Reference and admrnlstratlve detall$ of the Charity, its Trustees and advisers
Chaimian's statement
Truste•s' r8POrt
4-12
Independent audltors. report on the financial sLitem•nts
Stalemont of financial activities
13-16
Balance sheet
18
Stslement of cash fl¢ws
19
Notes to the flnancial statements
20-32

Metroland Culture Llmited
{A campany limited by guarantee)
Reference and administrative details of the Charity. its Trustees and advisers
For the year ended 31 March 2022
Trustees
H Abrams
Z Alsukhny
l Dahir
R Dedman
E Donald
K Hirani. Chair
MHO
T James
S Mullings-JohnsL
L stonC￿k
A Zafirakou
J Williams
D Halsby
Company registèred
number
11876428
Charity registered
number
1185414
Registered office
Metroland Studios
91 Kilburn Sqaure
London
England
NW6 6PS
Borough Represeniative K Hirani
in year
Chief executive officer
L Stonock
Independent auditors
Dains Audit Limited
Suite 2. Abion House
2 Etruria Office Village
Forge Lane
Stoke on Trent
ST1 5Ra
Page 1

Metroland Culture Limited
IA company limited by guarantee)
Chairfs statement
For the year ended 31 March 2022
The chaiman presents his ststement for the ￿r.
As Chair of Metrdand Cultures, l am happy to report on the third year of the Chariws work. It has been a busy
period across toth govemance and the set-up of Ihe ieam and programmes to deliver on the objectives of the
Charity.
Tha fo¢us of the can be summarised acro&8 4 key areas we have delivered on."
1. Wrapping up ￿nI 2020. L(x)don Borough of Cuttu￿ fw Brent Council by leading. developing. writing. and
elivering all the evaluation for Brent's year of Cullure, balanang the final budget and closing off all
Partnerships and ￿pOrtS lo funders aThJ refiects.ng on vthat we have delNered with the artists and partners
who look part.
2. Taking Melroland on a new course posl Brent 2020 through the establishment of a Vision. Mission, Theory
of Change and evaluation framework to further support. develop and gain visibility for Brent's artists.
community.
3. Building a new team. establishing a new organwtional struclure with systems. policies. board members
and ftjndraising.
4. Deliver a pr￿raMMe to our beneficiary's as well as setting up the pro9rammes for the Summer of 2022-
Metroland's first significant project since the Borough of Culiure.
We can confidently articulate our Vision is that B￿nt is known globally for its arts and Cultu￿. and its people and
communities are rec(wJnised and celebrated for shaping it. Our missM)n is to build, share and support art and
Cultu￿ in Brent.. supporting cornmunrtses to amplify stories of B￿nt life. and wort¢ing wth artisis to tell new
stories. Our progr8mrne is 81 the interseclton of art and Gommunrty. testing and proneering new approaches that
centre partnership5. Strategies and approaches for community and artist c4JlaLx)ration. We do this through
music 8nd visual arts an annual festival, young people's programme. and artist (levelopmènt programme_
At the heart of eVer￿hIng is 8 culture of learning. devebpment. and transpareACy Wth our ¢onstiiuencies. Four
trojilding bhJcks inform ourapproach..
We start with Brent people and ￿lebrate what's already here. Our work is grounded in the stories, needs
and hislories of people. We listen. leam and act wlh OUT community. A big part of Brent cultural life is
people doing il for Ihemsefves. We find wayE to support people who are d￿n9 Ihis.
2. We connect artists with cornmunities. We bring artists and grassroots organisations together. lo hold
conversations atx)ut %￿21 the borough needs. and use art to make it happen.
3. We stand for social Justice. We make space foi difficult conversations, and work towards disfflanlling
inequality an￿here we find il including al hrtetroland. We wanl evewne lo be able to accéss the culture we
make.
4. We're on the side of the future. Brent has one of the youngest populations in London so our work has to
equip young peO￿e wlh the skills and confidence that they have the right lo make art anty cvllure.
Key achievements have includeil the delivery of Making Myself Visible programme. an inaugural programme in
the Metroland Studio building hosting 5 exhibitions. akjngshle a programme of talks and events with Studio
artists alongside other Brent based artisls. We ¢￿tinUed to host 14 Brent a￿$1$ in reshyence in the Kilburn
building. In January 2022 we announced the theme, tiue 'ln the House of My Love. and artists that would be
tsking part in the second iteration of the Brent Biennial to happen over the summer of 2022. We launched the
recruilmenl for Peer to Peer, our artist development programme targeted al Brent artists pro￿lding a bursary
and profeSs￿nal development to 10 artists and. Melroland Y(yJng Associates {MYAI. our paid programme for
young people aged 1& 25 living in Brent has recruiled 20 people tr) tske part in the progrdmme Ihal wll
begin in May 2022.
We have fundraised from John Ly)ns Charity and Nakn"onal Lottery Communities Fund. Jack Arts 8nd submitted
a Naknon81 Portlolio applicats.on lo the Arts Counal Eroland which, should we be succEssful wll Secu￿ 3 years
funding from 25126. In addition we developed partnerships with Young Brent FoundatK)n. Sufra. Young Roots.
Mosaic Trust. Action Space. Catholic Newman College, Young Brent Foundakn"on. Brent Cwncil Museum and
Libraries. Tin Tabernacle, TFL. GLA. Hadesden High Street and Sludio Vollaire.
Page 2

Metroland Culture Limited
IA company limited by guarantee)
Chairman's statement (continued)
For the year ended 31 March 2022
Further to this we refined and develLy)ed 6 progr8mme strands for Metroland to underpin a 4-year strategic and
financial plan supported by a Theory of Change and Evaluation framework. These programmes will be the focus
of Metroland's work over the nexi 5 ￿arS and indude..
An Annual summer Festival Programme which in 2022123 will be the Brent Biennial.
A programme of training and Leaming for Young People from Brent offering a suite of paid opportunities lo
le8m aboul the Creabve Industries.
An Artist development programme lor artists from and ¢onnecte(I to Brent offered through a residency
stheme, bur53ries and professional development 5UPPOrt.
A pr(￿rarnme of partnership and constituency wrth the cfjmmunity offering paid and voluntary work
opportunities abngside partiapation in our programmes.
A programme af research and leamiThJ to understsnd and share wth others our approach.
The Brent Hussle a business model and operational mcmjel Ihal is suitable for the borough.
The last year has seen the (wganising sdidify its ap￿0￿ and pri￿111e$ post the London Borough of Culture. It
has been a pivotal year for setting the organisation on course and has defined the way we want to work and the
prior41ies of who we will work Mth. And for this I want to send my sincere thanks go to all the committed
Trustees of Metroland Culture who a￿ generous in contributing guidance, experIe￿e, time and insight. To the
executive team l offer my thanks for their achievements. my admiration and Continued supw)rt. And to the
artists, communrties and partners who are generous wrth their team and feedback as we evolve into an ally
within the borough arvj seelor for the type of work we are striving io rnake.
Finally. we want to thank the funders who helped Metroland Cultures to deliver a programme thal has been
grounded and rooted in the borcmjgh. They are Brent Counul. Nats"onal Loliery Communities Fund and John
Lyon's Charity.
Thank yw.
K Hirani
Chair of Melroland Cullure Limited
Oate: 21 December 2022
Page 3

Metroland Cutture Llmlted
IA company limited by guarantee)
Trustees. report
For the year ended 31 March 2022
The Trustees present their annual report together with the audited financial statements of the Charily for the
year 1 April 2021 to 31 March 2022. The Annual report seNes the purposes of both a Trustees, report and a
directors. report under company law. The Tnjstees confimi that the Annual report and financial statements of
the charitable company comply with the current slaiutory requirements. the ￿qu1￿ments of the charitable
companls goveming document and the t￿0VIsI￿5 of the Ststement of Recommended Practice ISORPI
applicable to charities preparing their accounts in accordance with the Finanual Repo￿ng Standard applicable
in the UK and Republic of Ireland IFRS1021 (effective 1 January 20191.
Obj•ctiv•s and activities
a. Policies and objectives
The Trustees have ￿ferred lo the guidance conlained in the Chaiity Commission's general guidance on public
benefit when reviewng the Charitys aims objeclives arKI in planning our future activities. The Charitable
Objectives of Melroland cultu￿ are for.
The benefit of the pvbli¢. the advancement of educab.on in the arts in pathcular but not exclusively by
developing and delivering educational projects Ihat build 13pa(aty and kno￿edge in the ¢ullural sector,
creative industries and in the arts generdlty.
For the benefit of the pu￿1C. the promotion of ihe arts, culiure and heritage of the London borough of Brent
by encouraging public partiupab.on in the arts, the presentation of concert. performan￿$. exhibitions and
fests'vals ar￿ by supporting and representing the arts and heritage Sector through promotion. represenlalio
and development provided thal the promotion of suth like is un¢Jertaken solely for the public benefit.
To adv8nce in life and relieve needs of young people through..
The provision of recxeational and leisu￿ b.me acb"vilies pro￿￿ed in the interest of soual weware,
designed to improve Iheir conditions of life.,
b. Prowding support and artiwties within the arts which develop their skills, capaoties and capabilities lo
enable them lo partiopate in sooety as mature and responsible individuals.
The year has seen board and leam collaboralion set our vision for Brent lo be known globally for ils arts and
culture. and its people and communities a￿ recognised and ￿lebrated for shaping it. hAetroland's mission
towards that VI￿On is to build, share and support art and cuhure in Brent.. supporting communities to amplify
stories of Brent life. and working wrth a￿"Sts to tell new stories. This has seen us focus on 6 programmes
strands=
Annual Fèstival Programme
This is Metroland's big annual visible moment for everyone to get invdved wlh across the borough. This stmnd
is bringing together research. relationships. projects & programmes that happen year round to showcase B￿nI.
In sumrller 2022, this is the Brent Biennial and in 2023 it wll be a summer Music Programme. This strand is
about aliracting people into Brent to wsit us and ueatsng a mc*nent that can mobilise th8 borough to showcase
artists. communilies and ￿al is most important.
Training and Leaming from and for Young People
This is about Metroland investing into the future of the creative industries. into the borough. and into the
development and fulure of our organisalion through tangible. paid and accessible programmes. It is about
equipping young people wth skn'lls and confidence to join the Creative industries. And it is about succession
planning our organiSat￿), in 10 years (hopefully SOLwerl our team wll represent the makeup of the borough.
Artist development
This is about Metrdand sharing Ihe relationships, experiences. partnerships and resources with the borough's
artists. particularfy those workn'ng in the visual arts ané music in their swdest senses. It is'about ensuring the
curators. programmers, partners and artists that (xjnlribule lo our programme can share their leaming and
expertise wilh those that are invested in the future of the borough. It recognises that artists need to be paid for
their contribution and is committed to deVelo￿ng a rA)hort of artists that wll be the future of the Festival
Programme
Page 4

Metroland Culture Limited
IA etsmpany limitèd'by guarantee)
Tru5tees' report Icontinuedl
For the year ended 31 March 2022
Objectives and activities {continuedl
Partnership and Constituency with the community
This is about a éeep commitment to our audiences. It is about ensuring we are listening to those that we work
with, cdlatrrt)rate with and Ihose that are leaders in oui community. 11 is ensuring that we are part of a netsvork
across the borough of Brent that works together to make Brent a better rAace lo live ané wo￿. It is also abcyjt
ensurin9 Melroland adds value and éoesn't ￿￿￿1¢ale work that is already happening across the vast grass roots
network in the borough_ This strand of Work sees our CL)ntribution lo working groups, supporting our audiences
to come closer into the heart of decision making and makes room for different approaches lo the vrfork we d
no matter where they come from.
Resear¢h and Learning
This is about researching. leaming and sharing the we do and the appraaches we take acros5 the
organisation, the Borough, London and the UK. This takes the form ol progfarnming lo open up the disujssion
aLK)ut the future ol the intersection of art. culture and c£)mmunity in Brent. 11 is also iterative and leams from and
with others that are lryr'ng similar approaches across the voluntsry sector boih in the borough and across the
globe and looks lo find learning. It is also about ensuring the team and organisation is cnnstanuy leaming and
reflecting on the work we do both together as a team and supporting individuals lo leam and grow their careers.
Brent Hussle
The Hussle'_ used by Brent (X8atives- meaning finding ways to be able to contsnue to be an artist be that
mulliple jobs, commercial work, fundraising. lobbwng the (x)uncil or just tuming vp for tO9ether. It is about
finding ways Eo get by in Ihis borough. B￿nt needs a new business model, one thal brings along all the
community over building a new instilution. It is about recognising the challenges of the community we serve and
being sensrtive to the we generate income and how and where we get our money from. Beyond this it is
aboul supporting the se¢tor to grow wth us and ensuring we are sharing the skills. ￿SoUrceS and knowledge we
have in the borough. 11 is abtxrt looking beyond transa¢tron81 pathership lowards long term investment into
relationships and ensu￿ we grow with Ihe Community and people. ￿anIsatIOnS and funders with us as
we pioneer this new approach.
This has translated into 3 areas over the last 12 n￿)nths.
Wrapping up Brent 2020. leading. developing and delivering all Ihe evaluation for Brent's year of Culture.
balancing the final budget and dosing off all partnerships and reports to funders.
Taking on the leaming of Brent 2020 to sei Melroland on a new course w)sl B￿nI 2020 to further support,
dèvelop and gain wsibilrty for Brent's artists, community. culture and hi8tory. Akjngside building 8 new leam,
establishing a new organisabonal stwclure systems. PK)liGies. board members and fundraising.
Setting up the programmes for the Summer of 2022- Metroland's firsl signrficant project since the borough
of cultu￿.
b. Publlc bengfit
The Trustees have referred lo the guidance contained in the Charity Commission's general guidance on publi
benefit when reviewng the Charitys aims and objeth.ves and in planning our future activities.
Page 5

Métrol8nd Culture Llmited
IA company limited by guarantee)
Trustees. report Icontinuedl
For thè year ended 31 March 2022
Objectives and activities {conlinuedl
Strategic report
Achievements and perforniance
. Main achievements of the Charity
Key Achievements for the charity and ils wblic benefit indude..
Establishiftg a yearfy cultural offer for residents and communities:
Metroland has established 3 annual programmes (Peer to Peer. Brent Biennial, Metroland Young Associates
that will be delivered every year in the borough and wll cxeate offers year on year for artists, ￿MMunitieS and
young people to access and get involved in. These programmes have all been estsblished and recruited for and
are due to begin in June 2022.
Establishing Brent as a plaeè. a visitor dèstination and as culturè centr• in London-
The Biennial is London's only Biennial and the wsion and mission of the organisation has been sèl to
ensure Ihal we attract Brent based, National and intemational audiences lo the borough.
We have established partnerships l(tslly. nab"onally and inlemalJ"onally lo ensure Ihal we attract new
audiences to Brent and establish it as a ojltural destinab.on in London.
We have built a new partnership with Ihe GLA and VICE to help us attract 1(K).000 visits lonh'ne and in
person) to the Biennial.
Building in job opportunities for Brent artists and frèelancèrs:
In this peri¢Xt we h8ve generated 12 job opportunities for hosls lo work with Melrdand on the delivery of the
Biennial which equates to 4 da￿ work a week at London Living Wage. This is alongside a programme of
training and development oprKJrtunilies of hosts.
We recruited 20 Metroland Young Assooates, aTr will WO￿ towards deliveiifjg the closing weekentl of
the Biennial through a series of events and public programmes. The programme is geared towards
supp)rting them lo ream about the arts and events programming then to deliver the final event. To get to
this stage they have 8 wofeSs￿nal developmenl day long sessN)ns. each have a menlor from the arts
sector and they work to host the Biennial at weekends.
Peer lo Peer
This programme sup￿rtS 10 Brenl based artists %wth a professional development
programme and VAII end in 8n exhibthn and series of events to collate their leamings to share with Brent
Audiences. Throughout their programme they meet professionals, leam how to build budgets and gel a
mentor tailored lo their c4reer aspirakn"ons.
73 pakl opportunities have been allocated since June 2021 and 60 of those h8ve been lo B￿￿t based or
connected artists and praditioners so that is 82% 01 all opportunities. And 800A of all opportunities have
been allocated lo Poc.
Establishing pathways and professional development opportunities:
We have 4 wogrammes that create pathways to jobs and rnfession￿ development, all which pri￿lt￿se the
Brent Communty.
Hosts - 12 job opportunibes lo wor* wilh Metroland the delivery of the Biennial which equates to 4 days
work a week al London LiMrvJ Wage. This is a]ongsitle a programme of training and development
opportunities of hosts.
Page 6

Metroland Culture Llmited
(A company limited by guaranteel
Trustees. report {continuedl
For the year ended 31 Mar¢h 2022
Strategic report {continuedl
A¢hrev•ments and perfomian¢e Icontinuedl
MYA- the 20 hAYA's all Work towards delivering the dosing weekend of the Bienni81 through a series of
events and public programmes. The programme is geared towards Suppo￿￿9 thern to leam about Ihe arts
and events programming then lo deliver the final event. To get to this stage they have 8 professional
development day Ic￿9 sessicns. eath have a menlor from the arts Se￿ and they work to host the Biennial
al weekends.
Peer lo Peer
programme supports 10 Brent based artists 8 professional development
programme and will end in an exhibition and series of events to collate their learnings to share with Brent
Audiences. Throughout their pr¢>Jramme they meet prOfe￿Onal$. leam how lo build budgets and gel
mentors.
Team development
each team member in Metroland has a tailored programme of professional
development. This year Ihis is done in partnership with Brent Citizens and is focused on Ihe theme of
community organising.
Promoting opportunities for Brent's Young People.
Metroland continues to acts as a v(xce. mobiliser and suprM)rter of the arts and culture in Brent to date they
have sat on=
Sal on B￿n1'S cuttural network arKY the Creative Education Pathership.
Bvill a programme with Young Roots lo deliver 8 wogramme for newly arrived young people in the borough.
This will be deliVe￿d in De¢8mber 2022.
Built a partnership with Young Brent FourKlation to supwrt the delivery of the Metroland Young Asswates
programme and have prowded us vmth a youth worker to provide pastoral support.
We are working wth Brent Citizens to get a broader understsnding of key issues being put forward by
young people in the borough
We have supported the Blueprint colleth.ve from Brent 2020 wth 3 spaces on the Metroland Board and
have reuuited from the wder po)1 to gain paid opportunities supporting as Mentors to the MYAS
We have established a new Critical Youth Neh¥ork vthich is aimed al ￿Ung people giving critical feedback
ireclly lo the trK)ard on Metroland's prc¥Jrammes.
Establishing an accessible platforni lo bring grass roots Culture organisations, stories and initiativès to
a national and international platfomi:
To date we have built our website and our socral media to access new audiences and have appointed a
press agency to support the wch ofthe ￿ennial.
We have also signed MOU'S 4 Brent organiSat￿nS to support them to reath new audiencAs nationally
and internationally." Young Roots. Asian Women's Resource Centre, Sufra Food Bank antl The Mosaic
LGBTQI'S Young Peoples. Trust
Supporting artlsts in the borough
In response to feedback from the Brent A￿'st Neh¥ork VR have estsblished prcgrammes that are specificalby
geared to 5UPPOrting Brent Arb'sts. This indudes..
Developing the Peer to Peei programme to provide 10 Brent based or c£Jnnected artists a £2.500 non-
resth.eled bursary. the space in Brent lo leam, collaborate and find support from peers," and the opportunity
to expand Iheir ne￿Ork and gain Msibility as a Metroland Cohort artisl in perpelvity. we wll offer an
infrastructure of tailored. meaningful support for a￿'SIs. the results of which we hope wll last beyond the
programme rtself. Running alongside the Brent Biennial 2022. the cohort ￿11 also have the opportunity for
Page 7

M•troland Culture Limitsd
{A company limited by guarantee)
Trustees, report l¢ontlnuedl
For the year el￿d 31 March 2022
Strategic report (continued)
Achievements and perfowmance {continued}
close engagemenl wth olher artists. curalors. writers and arts profession81s throughout the programme.
The 2022 8rts.sts a￿." Ocean Baulcombe-Toppin. Bill Oaggs., Heib8 L8mara. Yasmin Nicholas.. James
Jordan Johnson, Nilik Khimani, Bediah, Arsalan Isa, Dita Hashi
Providing free studio space to 14 Brent artists by ueating a new space in 8 disused building and sharing the
assets of the organisation.
Generating commissioning r4)fM)rtunities for Brenl Based artists across the programme.
To date 73 paid opportunities have been allocated since June 2021 and 60 of those have been to Brent
based or connecled artists and pra¢titi'oners so that is 82% of all opportunities. And 80% of all opportunities
have been allocated lo Poc.
b. Fundraislng, matching and leveraging m¢re m¢ney and partnerships Into Brenl for Brent
Communlties
Fundraising has been a priority for Metroland. To date this has induded=
Submitting an NPO application to the Arts Ccvjncil EThJland that would promde secure support for 3 years to
ver core costs.
Secured funding from the NaI￿al Lottery communiti.es S￿ supporting Metroland for the 3 years wth a
grant of £350k.
As of April 2022 we are weparing applications to the National Lottery Heritage Fund and the Paul Hamlyn
Foundation.
Developing the 8rent Hussle vthich indud8d vthile labet consultancy and a merchandising arm to generate
addib'onal income into the organisalion.
In summary our key programme achievements have induded:
Writing and delivering the fvll Brent 2020 evaluation {which has been the basis for the organisaliona1
devekjpment for 8renl 2020) to be used to ftjrther strategic Work.
Delivered interim 'sel up programme'_ Making m￿lf Visible
Hosted 14 Brent artists in residen￿ in the lQlbLTh buildiThJ
Prograwnmed 5 exhibitions
Recruited a rwi team and grown board
Developed 6 programme slrantJ5 for Metroland. a 4-ye8r strategic and financial plan unéerpinned by 8
Theory of Change and Evaluation framework wrth the team and board
Trustee Training programme delivered coverin9 legal. finance, responsibilities etc.
Developed 8nd ready lo launch our first major summer festival- ￿nI 8iennial
Launched anty in progress our 2 tjevelopment Programmes MYA and Peer to Peer
Submilled an NPO application for Metro￿nd which should we be successfvl will secure 3 yeats funding
from 25126
Fundraised from John L￿,$ Charity and National Lottery Communities Fund. Jack Arts
Developed partnerships wth Young Brent Foundation. Sufra, YouThJ Roots. Mosaic Trnst. Actlon Space, Tin
Tabemacle, TFL. GW HaAesden High Street & s￿di0 Voltaire
Page 8

Metroland Cultur• Limited
IA comparty limited by guarantee)
Trustees. report {continuedl
For the year ended 31 March 2022
Strategic report {continued}
a. Going concern
After making appropriate enquiries. the Twstees have a reasonable expectatson that the Charity has adequate
resources to continue in operational existence for the I0￿seeable future. For this reason, they continue to adopt
the going concern basis in preparing the financial ststements. Further details regarding the adoption of the
going ￿nCern basis can be fountl in the accwnting Wi(aes.
b. Reserves policy
The reserves. represents'ng funds available for projects. had an openry bala￿e of £71X).990 available funding
at the start of the year which has increased to £724.7T8 ￿presentIng the fLJnding reqUI￿d lo Complete delivery
of Ihe projects. All excess funds wll b8 invested in delivering Fwects that are in keeping with Metroland's
objectives and for the benefit of the Brent community.
As outlined in the RISK chapter. the Board wll seek to grow ils reserve5 until Éi is al ￿51 equal to 3 months,
operating costs in future ye8rs.
Flnan¢lal review
2021122 w8S the Ihird year of independent operavons for Lhe Melroland Culture team after its incorporation 88
stsnd alone charity. Metroland Cumure uses the Zero system and has estsblished controls which are supported
in knnd by the Counol. All expenditure over £25,(MX) and be￿nd what was agreed al board leve1.
Its activity focused on establishing Metroland's programme independenl of the Borough of Culture. The N8tional
Lottery Communities Fund contributed £130.000. Brent Counul contributed £4(KI.000 and additional funding
was utilised from reserves.
The costs lor managing the projects were all Ireated as reslricted expenditure linked direclly to the
commissioning of the agreed events arKI community interactions and were noted as incurred against the
revenue received within the year.
Total incoming resources amounted to £593.906 compared wth tolal expenditure of £570.118 and a surplus of
£23.788. This is largely explained by Ihe nature of ihe cash flow accounting system used for our projects which
recognised income and expenditure for projects at the time received or expended rather ¢x¢ an accruals basi5
and which was supported by Brent Counul.
Principal Funding Sour¢e and Furtdrai$ing
The third year has been delivered Ir￿ependen￿Y of B￿nt Counul who previously supported us with a team, HR
advice and Fin8n¢i81s systems in kind. They remain an important fvnder ar￿ we p￿sent regular updates on the
progmmme and hear suggestions from the funder5. The National Loltery Community Fund and John Lyons 8re
irnportanl corilribulors to the wc4ramme and we hold regular meetings with our relationship rnanagers.
Fundraising
Fundraising is led by the Director, 5UPPOrted by Fundraising consultant Batbara O'Brien. Metroland Culture is
not currently part of a voluntary fundraising regulatory scheme and has nol raise(I funds from individuals in Ihis
period. No compla￿ts have been received in the peri(xJ and Metroland has a robust Safeguarding policy to
otect children and wlnerabte adufts from behaviwr ift CA)nneclion with activities. including ftjndraising.
Page 9

Metroland Culture Limited
IA company limited by guarantee)
Trustees. report l¢ontinuedl
For the year ended 31 March 2022
c. Financial risk management objectives and policies
The Board of Trustees has conducted a review of the major risks to which the tharity is exposed. this review is
presented to the Board. A risk register has been established and is updated bi-annually and reviewed in each
TDJstees meeting. Where appropriate. sWems or procedures have been established to mitigate Ihe risks.
The Risk management strategy comprises..
annual review by the Tnjstees of the risks the c*arity may face".
quarterty meeting of a Finan￿. Audrt 8nd RISK Committee to review RISK Register and financial and
operational risks to the organisalion
annual review of the chariws finances."
annual review of the genernl purposes of the charity and of the charitys business continuity plan.
establishment ar￿ ongoing review of the Charitvs risk ￿giSter.
implementation of procedures designed lo minimise any polential impact on the charity should those risks
rnaleriali5e.
A key elemenl in the management of finanaal risk is the creation and expansion of a general unrestricted
reserves pdicy and its regular review by Trustees. The Trustees have an ambition to accumulate general
reserves, until these reserves ￿present at least 3 months, worth of core operaling costs, which is in line with
Charity Commission recommendations for an organisalion of this size.
Thg main risk to the charity ¥￿VId be failure by the management team to syoduce successful programmes that
attract audiences and parti¢ipants from Ihe prioritised dem(wJraphi¢ sector in Brent leading to the loss of
sponsors or funders. To that end, the Board requires regular and comprehensive reporting and evaluation of the
executive team's efforts at board meetings. As part of lis assessment of risk. it is the Board's expectation Ihat
projects could fail and it encourages Ihe experimental and enterprising approach tsken by the leadership team.
The Board consisls of individuals who bring extensive experience in the obje¢ts'ves of the Charity and support
the delivery team to navigate Ihese risks.
The Board is deeply grateful lo the London Borough of Brent that conb.nues lo support our efforts, and has
supported the charity to e5tsblish itself. However. we do recognise the need for Metroland Culture to continue to
support and promote their individual and collective inits"atives in the cultural field if we are to ensure their support
In years to come. This area of risk is subjed io ￿9￿L￿r re￿eW by the BoarL1.
Structur•* govwnance and management
a. Constitution
IAetroland Culture chartty is a wmpany limited by guarantee wlh no share capital. None of the Trustees has
any beneficial interest in the ¢omp8ny. Melroland Culiure charity business is conducted under the fr8m&work of
ils goveming Memorandum and Artides of Associats"on. prepared under the Companies Act 2CQ6. The Trustees.
as charity trustees. have control of the Charity arKJ its property and funds.
Page 10

IAetroland Culture Limlted
IA company limited by guarantee)
Trustees. report (continued)
For the year ended 31 March 2022
Structure, governance and management Iconlinuedl
b. Methods of appointment OT election of Trustees
The Trustees when complete ￿sISt of up lo 15 indN+duals over the age of 18. all of whom must support the
charitable companls Obj'ects. All other trustees shall be 'Appoinled Tru￿ee$. selected by the Trustees from
time to time. They may be a rewesenlative of or for a Local Authority or funders. are apF)oinled for a fixed term
(such as the dLJration of a significant grant) or of on8 year and retire automatically gt that time bul may offer
themselves up lor reappointment.
A trustee may not act as a TnTStee unless helshe ha5 sNJned a vnrtten dedaration of wllingness to act as a
Charty trustee of the Ch8nty and Ihe Parti¢ipab"ng Local Aulhority has the right from time to time ané al any lime
to appoint one Trusiee for 8 fixed lerrn of one year, or such other period as may be set by the relevanl
Participating Local Authority prior to their appointment. A Nominaled Trustee may b8 removed al any lime by
the Participating Local Authority who appointed himther.
Inducts"on and training of Truslees is undertaken by providing new Trustees wth copies of the Memorandum and
Articles of Association, policies of the organisation. risk register. the last available annual report and accounts.
current management accounts. budgets and relevanl Fundraising and other reports as well as a copy of the
Charity Commission's Charitable Purposes and Public Benefits documents together wth the guide to the role
and responsibililbes of tharily Iwstees.
The induclion programme is designed to ensure that Board hlembers are familiar with their responsibilities, both
legally and opeotionally, that they understand the constitutional an¢J financial framework within which Metroland
Culture operates. 8nd that they have a good ￿r￿erStandIng of the Companys strategic objectives. The D1￿Clor
provides irilr(%Juctions to other Tnjstees. Metrojand staff. policies and procedLJres as required.
c. Oryanisational structure
Metroland Culture maintsins a small staff all jear rwnd induding the D1￿ctor and 7 additional roles across
Curatorial, Producing, operati￿$, Marf(eling & Comrnunicalions and Administration. During Metroland's key
a¢tSVity periods, temporary Staff members may be engaged lo support the delivery and management of the
programme.
The Bo8rd delegates da￿t￿daY running of the organisakn.on and the achievement of its strategic inlervenlions to
the Executive Director and the Head of Programrnes. The Board also prowdes support through ad-hoc advisory
on marketing, programming. youn9 people. furHJraising, govemance and HR from lime to lime.
Plans for future periods
Going into 2022123 a key objective of Metroland wll be to grow and maintsin relationships and firmly establish
Brent as a visitor attraction and culiural capital in London. It will work to a 4-year plan to secure a successful
legacy of Brenfs year as the Borough of Culture by buikYiNJ on the projects and relationships built over 2021. 11
- will fvndraise, maximise and leverage new partnerships with ar)d for the community and Council to celebrate
Brent's cultural heritage and grow ils creative futu￿. Through a Visual Arts and Music Bbennial it will present
outward faang programmes to plarform stories and artists to local. nab.onal and international aLTrdience5 In
addition, Metroland Young Associates wll continue to offer a 5-monih ski11s and careers development
programme to young people from B￿nt who want to work in the arts and the creative industries. In order to
achieve this as a sustainable offer in the boiough. Metroland needs investment while it establishes itself as a
viable model. The next finanoal year will focus on the development of Metrdand's programme and offer lo
Brenl communities over the 4 years. Proposed acts.vity over the nexi 4 years cover iwo Visual Arts Biennial.
one Music Biennial and 4 cohcrfts of Metrcland Young Asswates and Peer to Peer.
Page 11

Metroland Culture Limited
IA company limited by guarantee
Trustees, report (continued)
Foff the year ended 31 Ma￿h 2022
ststement of Trustees. r8sponsibilities
The Trustees Iwho are also the ¢Jireclors ol the Charity for the purposes of company lawl are responsible for
preparirvJ the Twslees, report induding the Strategic report and the financial slalemenls in ac¢ordan¢e with
applicab￿ 18w and United Kingdom Accounb"ng Standards {Unite(l Kingdom Generally Aceepled Accounting
Pr8Cticel.
Company law requires the Trustees to prepare financAal statements for each finanoal year. Under company law.
the Trustees must r￿1 approve the finanaal statements unless they are satisfied that they give a true and fair
view of Ihe stale of affairs of the Charity and of its incoming resources and applicati￿ of resources. including its
income and expendilure. for that period. In preparing these financial statements, the Trustees are required to..
seled suitable accounting poliues and then apply them consistently..
observe the methods and prinuples of the Charities SORP IFRS 102):
make judgments and acc(yJnling e51imales that a￿ ￿asOnable and prudent-
state whether applicable UK A(tounting Slandards {FRS 1021 have been folbwed, subje¢l to any
material departures disdosed explained in the finanaal statements.,
wepare the finanual ststements on Ihe going concern basis unless it ts inaprwate to presume thal the
Charity wll continue in bjsiness.
The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain
the Charity's transactions and disclose wth reasonable accuracy at any time thè fin3nLial position of the Charity
and enable them lo ensure that the financial statements comply wth the Companies Act 2006. They are also
responsible for safeguarding the assets of the Charity and hence for taking reasonable steps for the prevention
and detection of fraud and other i￿egUlaritIeS.
in preparing this report, the Trustees have taken advantage of the sman cDmpanies exemptions.
Disclosure of infonnation to auditors
Each of the persons who are Tnjstees at the time when this Trustees. report is approved has eonfimed that..
so far as that Trustee is aware. there is no relevant audit information of vthich the charitys auditors are
unaware, ané
that Trustee has tsken all the steps that ought to have been t8ken as a Truslee in order lo be 8ware of
any relevant au(Jit infomiation and to establish that the chartys auditors a￿ aware of that infomialion.
Approved by order of the members of the b)ard of Trustees and signed on their behalf by.
K Hirani
Chair of Tnjslees
Dale.. 21 DecÈmber 2022
Page 12

Metroland Culture Limited
IA company limited by guarantée)
Indeyndent auditors. report to the Members of Metroland Culture Llmited
Opinion
We have audited the financial statements of Metroland Cullure Limited Ith8 'charitll for the year enLYed 31
March 2022 which comprise the Statement of finanual actiwties. the Balance sheet, the Statement of cash
flows and the related notes, including a summary of signtfi¢ant awunting policies. The finanaal reporting
framework that has been applied in their preparation is applic2bl@ law and United Kingdom Accounting
Standards, induding Financi81 Reporting Standard 102 The Finanaal Reporting Standard applicable in the UK
and Republic of Ireland. {Uniled Kingdom Generally Accepted AcLounting practi￿).
In our ¢Jpinion the finanaal slalements..
gwe a Irue and fair wew of the stale of the chanlable c4npanls affairs as al 31 hAarch 2022 and of its
in¢oming ￿SoUrceS and application of resources, induding its inccmne and expenditLJre for the year then
ended.,
have been propedy prepared in accordance United KingdLNm Generally Accepted Accounling
Practice.. and
have been prepared in accordance with the requirements of the Companies Ad 2006.
Basis for opinion
We conducted OLbr audit in acccydance wth Intemational Standards Auditing IUKI {ISAs IUKII and applicable
law. Our responsibililies under those standards are fitrrther describeij in the Auditors. responsibilities for the audit
of the financial statements section of our report. We are independent of the charitable company in accordance
with the ethical requirements that are relevant to our audil of the financial statements in the United Kingdom.
including the Finanaal Reporting Council's Ethical Standard. an(J we have fulfilled our other ethical
responsibilib'es in accordance with these requirements. We believe thal the audit evidence we have obtained is
sufficient and appropriate to prowde a basis for our wnK)n.
Concluslons r•latSng to going conurn
In auditing the finan(#al statements. ¥￿ have ￿nduded that ihe Trustees, use of the going concern basis of
accounting in the preparation of the financial ststements is appropriate.
Based on the work we have performed, we have not identified any material unCertaint￿S ￿lating to events or
conditions that, individually or collectively, may cast significant doubt on the charitable companls ability to
continue as a going concem for a period of al ￿a$1 fv*lve months from when the finanaal statements a
8Uthorised for issue.
Our responsibilities and the respon￿bIlItieS of Ihe Trustees wth respect lo wng eoncem are destxbed in the
relevant sections of this report.
Page 13

Metroland Culture Limited
{A ¢ompany limited by guarantee)
Independent auditors. report to the Members of Metroland Culture Limited Icontinuedl
Other information
The other information comprises the informab.on induded in the Annual report other than the financi81
statements and our Audiiors. report thereon. The Trustees are responsible for the other infomation contsined
within the Annual report. Our ow'nion on the finanaal statements does not cover the other infomalion and.
except to the extent olhemse expliatly stated in our report. we do not express any form of assurance
conclusion thereon. Our responsI￿'11ty is to read Ihe other information aThl. in doing so, consider whether the
other informalion is materially inconsistent wlh the finanaal ststements or our knowledge obtained in the course
of the audil. ly othe￿ise appears to be materially misslaled_ If we identify such material In￿nsistenC1eS or
apparent malerial misslatements, we are requir811 lo determine whether thi5 gives rise to a material
misstatement in the financial statements themselves. If. based on the work we have perforrned. we conclude
that there is a material mi5Stalement of this other infomiation. we are required to report th* fact.
We have nothing to report in this regard.
OpSnlon on other matters prescrlbed by the Companies Act 2006
In our opinion. based on the wod( urKlertaken in the c(xJrse of the audit..
the infom)8tion given in the Trustees. rewrt including Ihe Strategic report for the financial year for which
the finan(ial statements are prepared is tX)nsislent vthh the financial stslements.
the Trijstees. report and the Strategic ￿port have been p￿Pared in accx)rdan¢e wth applicable legal
requirements.
Matt•rs on which we are requlred to report by excÈption
In the I￿ht of our knowledge and underslanding of the charilable company and ils enwronment obtained in the
course of the audit. ￿ have kfjents'fied material misstatements in the Trustees, report including the Strategic
report.
We have nothing lo report in respect of the following matters in relation to whith Companies Act 2006 ￿quIreS
us to report to you rf. in our opinK)n-.
adequale accounting records have r￿1 been kept. ￿ retums adequate for Ouf audit have not been
received from branches not visitety by us", or
the financial siatements are not in agreement ￿t￿ thè a¢rxJunting records and retums-, or
¢ertain disdosures of Trustees. remuneration specified by law are not made", or
we have not received all the infomiation and explanations we require for our audit.. or
the Trustees were not entiued to prepare the financial statements In accordance with the srnall
companies regime.
Page 14

Metroland Culture Limlted
IA ¢ompany limited by guarantse)
Indep8ndent auditors. report to the Mèmbors of Mètroland Culture Limited Icontinuedl
Responsibilities of trustses
As explained more fully in the Trustees. responsibilities statement. the Tru51ees (who are also the directors of
the charitable company for the purposes of company law) are responsib￿ for the preparation of the finan¢i81
statements and for being satisfied that they give a true and fair wew. and for Such intemal control 8$ the
Tnjstees detemiine is necessary to enable the preparation of finanaal statements that are free from malerlal
misslalement, whether due to fraud or error.
In preparing the financial slatemenls. the Trustees are responsible for assessing the Charitable companls
ability to continue as a g(yng con¢em, disdosing. as applicable. matters related to going cOn￿M and using the
going wncern basis of accounting unless the Trustees either intend to liquidate the ¢harrtable company or to
cease opwations, or have no realistic altemative but to do so.
Auditors. responsibilities for the audit of the financial ststements
Our obje¢lives are to obtain reasonable assurance ab￿t wthether the financial slatemenls as a th)le are tree
from material misstaternenl, whether due to fraud or error, arKI to rssue an Auditors, report that includes our
opinion. Reasonable assurance is a high level of assurance. but is not a guarantee thal an audit conducted in
accordance with ISAS {UKI wll a￿ayS ¢Yetect a material misststèment when it exists. Misstatements can arise
from fraud or error and are considered maierial rf. indiwdu8lly or in the aggregate. they could ￿aSOnablY be
expected to influence the economic decisions of user5 iaken on the basis of these financial statemenls.
Irregularities, including fraud, are instsn¢es of non-compliance with laws and regulations. We design
procgdures in line with our respofisibilities, ouuined aljove, to ¢Jele¢l material misststements in respect of
irregularities, induding fraud. The extent to which our pr(￿d￿reS are capable of dotecb.ng tr￿g￿lantIeS.
including fratKI is detailed below..
Our approach to itjenttfw'ng ancl assessing the risks of material misststement in ￿SpeCt of irregularities.
including fraud and non-compliance wth laws and re9ulab"ons. was as follows".
Ihe senior statLrtory auditor ensured Ihat the engagement team ￿￿leCtive[Y had Ihe appropriale competeno,
capabilities and skills to identify or recognise non-complian￿ wth applicable laws and regulations..
we identified the laws and regulations applicable to Ihe company through discUss￿nS with directors and
other management. and from our commercial knowledge and experience of the tharity 5eclor,'
we focused on specific laws and regulab.ons which we wnsidered may have a ￿1￿ct materièl effect on the
financial statements or the operations of the company. including the financial reporting legislation.
Companies Acl 2(K16, tsxation legislati￿. anti-bFibery. employment, and enmronmental and heallh and
safety legislati¢)n-
we assessed the extent of compliance ￿th the laws and regulations identified aiK)ve through making
enquiries of management and inspecting legal correspon¢Jence' and
identsfied laws and regulations were communicated ￿thin the audit team regularty and the leam remained
alert to instances of non-compliance throughout the audit.
We assessed the SUS￿p￿bIIty of the companls finanaal ststements to material misstslemenl. induding
obtaining an understsnding of how fraud miohl occur. by.
making enouiries of management as lo Whe￿ they cL)nsidered there was su$￿pIlbIlity to fraud, Iheir
knowledge of aciLJal. suspected and alleged fraud.. and
nsidering the inlemal controls in place lo mitigate risks of fral￿ and n￿-cOmpliance wlh laws and
regulations.
Page 15

Metroland Culture Limited
IA company limited by guarantee)
Indepèndènt auditors. report to the Mam￿rS of Metroland Culture Limited (continued)
To address the risk of fr8ud through managernenl bi8s and override of cthitrols, we..
perforned analytical [￿edureS to ￿entify any unusual or unexpected relationships..
tested joumal entries to identrfy unusu81 transa¢tions-.
assessed whether judgements and assumptions made Nl detem)ining the ac£ountsng estimates were
indicalive of potential trAas" and
investigaled the rationale behind signifi¢xnt (w unusual transacti(￿$.
In response lo the risk of irregularities and rvJn-LxJmpliance with laws and regulations. we designed prwjutgs
which induéed. but were not limited to..
agreeing financial statement disdosures to undety'ng supporting ￿0￿m￿ntall0rt,'
reading the minul¢s of meetings of those ¢harged with govemancE'.
enquiring of management as to actual and potential litigatson and claims., and
reviewing correspondence %wth HMRC. relevarbt re9￿￿torS and the companls ￿gaI advisors.
A further descripts'on of our responsitm'lities for the audii of the financial statements is located on the Financial
Reporting Council s website al: www.frc.
klaudilorsr
onsibilities. This description forms part of our
Audilors. report.
Use of our report
This report is made solely to the charrtable cornpanys members, as a body. in accordance wth Chapter 3 of
Part 16 of ihe Companies Act 2006. Our audil work has been undertaken so that we ffl￿h1 Stale to the
charitable companls members Ihose matters we are required to state to them in an Auditors. report and for no
other purpose. To the f¢Jllest extent pemiitted by law. we do nol accept or assume responsibility lo anyone olher
than the charitable company and its members, as a body. for our audit work, for this report, or for the opinions
we have fomed.
Jonathan Dudley Isenior Ststutory auditor)
for and on behalf of
Dains Audit Limited
Sialulory Auditor
Chartered AceA)untants
Suite 2. Albv)n House
2 Etruria Office Village
Forge Lane
Stoke on Trent
ST1 5RQ
21 Oecember 2022
Page 16

Metroland Culture Llmtted
IA company limited by guarantee)
Statement of finan¢ial activities (incorporating income and expenditure account)
For the year ended 31 Mar¢h 2022
Unrestri￿td
funds
2022
Restrl¢ted
nds
2022
Total
funds
2022
Total
funds
2021
Incom• from:
Donations and legacies
Charitable activities
Other income
1.814,789
627,533
291.669
121.930
471.976
593.906
Total income
121.930
471.976
593,906
2.733.991
Expènditure on-
Raising funds
Charitable aclivilie5..
Arty'sli¢ Programmes and Events
Other Community Engagement
17,450
17.450
800.711
82.940
432.932
36.796
515.872
36.796
1,261.319
36.768
Totsl expenditure
100.390
469.728
570.118
2.098,798
Net movem•nt in funds
21,540
2,248
23.788
635,193
Re¢on¢iliation of funds-
Totsl funds brought forward
Net movement in fjjnds
700.990
21.540
700.990
23.788
65.797
635.193
1248
Total funds carried forward
722.530
2,248
724,778
7CK),990
The Statement of finanoal activit* includes all gaffts and losses rewgnised in the ￿al.
The noles on pages 20 to 32 form part of these finanaal statements.
Page 17

Metroland Culture Limited
IA company limited by guaranlee).
Company number: 11876428
Balance sheet
As at 31 March 2022
2022
2021
Note
Fixed a$set$
Tangible assets
12
8.107
8.107
Current assets
Debtors
Cash al bank and in han(J
13
319.354
991.109
720.￿7
519.591
1.310.463
1.240.498
Credrtors.. amounts falling due within one
year
14
{593.7921
1539.508)
Net current assets
716.671
7¢￿,990
Totsl assets less current liabilltS8$
724,778
700,9
Total n•1 assets
724,778
700,990
Charityfunds
Restricted funds
Unrestrrcled fvnds
15
2.248
722.530
15
700.990
Total funds
724.778
700.990
The financial statements have been wepared in 8eLordance the proviwns applicable to entities subjecl to
the small companies regime.
The financial statements We￿ approved and aulhorised for issue by the Tnjstees and slgned on their behall by..
K Hirani
Chair of Trustees
Date.. 21 Decembèr 2022
The notes on pages 20 to 32 form part of these ffinancial statemenls.
Page 18

Metroland Culture Limltsd
IA company limited by guarantee)
Statement of cash flow$
For the year ended 31 March 2022
2022
2021
Cash flows from operating activities
Net cash provided by operating actiwties- see note 16
482.328
449.323
Cash flows from Inv8Sting a¢tlvitles
Purchase of tsngible fixed assets
{10,810)
Net cash (used inllpr¢)vided by investing activities
{10,810)
Net cash provided by financing activities
Change in cash and cash equivalents in the year
Cash and cash equivalents at the beginniro of the year
471,518
449,323
70.268
519.591
Cash and cash equivalents at the end of the year
991,109
519.591.
The notes on pages 20 10 32 form part of these financial statements
Page19

Metroland Culture LIM￿ad
(A Company limited by guarantsel
Notes to th¢ finan¢ial statements
For the year ended 31 Mar¢h 2022
Gen•ral infomiation
Metroland Culture Limtte¢J is a company limited by guarantee in the United Kingdom_ In the event of the
Chairty being wound up, the liability in respect of the guarantee is limited to £10 per member of the
Charity. The address of the resisted office is given in Ihe charity information on page 2 of these financial
stalements. The nature of the Chaiitls operations and principal activities are sel oul in the Report of the
Trustees.
Accounting policies
2.1 Basis of preparation of financial ststements
The financial ststemenls have been prepared in ac£ordance &￿th the Charities SORP IFRS 1021-
Accounting and Repo￿n9 by Charities.. Slatement of Recofflmended Practice applicable to charities
preparing their accounts in accordanGe with the Financial Repo￿ng Stsndard applicable in the UK
and Republi¢ of t￿land IFRS 1021 leffeGb"ve 1 January 20191, the Financial Reporting Standard
applic8lJe in the UK and RepublK of Irelancl {FRS 102} and the Cornpanies Act 2006.
Metroland Culture Limited meets the definits.on of a public benefrt entity under FRS 102. Assets and
liabilities are initially recognised at historical cost or transaction value unless olhervJise slated in the
relevant acc￿nting w)li¢y.
2.2 Going concem
The Tnjstees assess whether the use of going concern is appropriate i.e. whether there are any
material uncertainties related to events or conditions that may CASt significant doubt on the ability of
the charity lo continue as a going cOn￿M. The Truslees make this assessment in respecl of a
peri¢)J of at least one year from the date of authorisation fr)r issue of the financial statements and
have conduded that the academy trust has adequale resources to continue in operational existence
for the foreseeable futu￿ and the￿ are no material uncertainties about the academy trust's ability to
)ntinue as a going CA)ncem, thus they ￿ntinue to adopt the going Concem basis of accounting in
preparing the finanaal statatements.
Page 20

Metroland Culture Llmlted
(A ¢ompany limited by guarantee}
Notes to the financial statements
For the year ended 31 Mar¢h 2022
Accountin9 policies {continuedl
2.3 Income
All income is rectsJnised once the Charity has entitlement to the in(x)me. it is probable that the
income wll be received and the amount of in¢ome receivable can be measured reliably. Such
income is only deferred where the donor has speufied that the grant or donation must be used in a
future accounting period.
Grants are irduded in the Statement of financial activities on a receivable basi5. The balance of
income received for specific purposes but nol expended during the period is shown in the relevant
funds on the Balance sheet. Where income is received in advance of entitlement of receipt. its
cognition is deferred and induded in creditors as deferred income. Where entitlement occurs
before income is received, the income is accnjed.
Donated semces facilities. inctuding amounted funded d1￿CtlY by the London Borough of Brent.
are recognised at their estimated value lo the Charity where Ihe value is measurable and
quantifiable. Where a basis of valualion is required. this is the price the Charity estimates It would
pay in Ihe apèn market for a service or facility of equivalent utslity.
whe￿ a grant has been m8de for the Chartys benefrt by another grant funder to London Borough
of Brent. a gift in kind is reu)gnised for these services th* granl ha5 fundeé.
Other ineome is ￿¢(￿nised in the per￿1 in whith it is receivable and lo the extent the 9oods have
been provided or on cornpletion of the servi￿.
2.4 Expenditure
Expenditure is recognised once there is a legal or (x)nstructive obligation to transfer economic
benefit Io 8 third party, it is probable thal a transfer of economic benefits will be required in
settlement and the amount of the oblMJath)n can be measured reliabty. Expenditure is classified by
activity. The cosls of each actNity are made up of the total of dwect costs and shared costs.
including support costs invdved in undertaking each activity. Direct costs attributable to a single
activity are allocated direcdy to Ihat activity. Shared costs which contribute to more than one activity
and SUPFM)rt costs which a￿ not attributable to a single actiwty are apportioned between those
activities on a basis consistent with the use of resources. Central staff costs are allocated the
basis of time spent. and de￿ciatiOn tharges allocated on the portion of the asset's use.
Expenditure on rnising funds indude5 all expendilure incurred by the Charity to raise funds for ils
chariialAe purposes and indudes costs of all fundraising activits.es events aNJ non-tharitsble Iradin9.
Expenditure on ¢h8rttable activities rs incJJrred on dir&tly undertaking the actrvifres which further the
Charitys objectives. as wdl as any asscmiated support costs.
SuprM)rt costs represent ￿ntral funcb.on costs. governan￿ (x)sts and ovetheads and have been
allocated between activtbes using an apportr"onment percentage ol(yJlaled by comp8ring ihe direct
costs 8ttributsble lo eath of those categories in the year.
Page 21

Metroland Culture Limited
{A company limited by guarantee)
Note5 to the financial statements
For the year ended 31 March 2022
Accounting polt¢ias {continued)
2.5 Taxation
The Charity is ￿nSIdered to pass the tests sel cMJt in Paragraph 1 Schedule 6 of the Finance Act
2010 and therefore it meets the definiknon of a charitable company for UK CL)rporalion lax purposes.
AGGordingly, the Charity is potentially exempt from taxats.on in respect of income or capitsl gains
received within categories covered by Chapter 3 Part 11 of the Corporation Tax Act 2010 or Section
256 of the Taxation of Chargeable Gains Act 1992, to the extent Ihal such income or gains are
applied exdusively to charitable p￿r￿seS.
The Charity ts registered for Value Added Tax (VATI: iffecoverable VAT {where applicablg) is
induded in the Cost of those items lo which it relates.
2.6 Tangible fixed assets and depreciation
Tangible fixed 8ssels costiNJ £1.(￿7 or more a￿ Caprtalised 8nd ￿¢(gniSed when futu￿ economic
benefits are probable and the cost orvalue of the asset can be measured reliably.
Tangible fixed assets are initialty rec¥Jgnised 81 eost. After recognition, under the cost model.
tangible Iixed assets are measured at cosl less accumulated depreciation and any accumulaled
irnpairment losses. Al costs inojrred to bring a tangible fixed asset into its intended working
C￿n(jrt10n should be induded in the measurement of cost.
Depreciation is tharged so as to althate the cost of tangible fixed assets less their residual value
over Iheir eslirnated LFseful lives. using the straight-line method.
Deprecialion is provhled on the following basis..
Computer equipment
25% * cA)st
2.7 Debtors
Trade and other debtors are recognised at the settlement amount after any trade discount offered.
Prepayments are valued at the amount prepaid net of any trade discounts due.
2.8 Llabllltles and provisi¢>n$
Liabiliti"es are recognised when the￿ is an oblNJalion at the Balanca sheet date as a result of a past
event, it is probable that a Iransfer of economic benefit will be required in settlement, and the
amount of the setuwnent be estimated reliabty.
Liabilities are recogniseil al the amount that the Charity antiupales it wll pay lo settle the debt or the
amount il has received as advanced pa￿nents for the goods or services it must provide.
2.9 Financial instruments
The Charity only has finanoal assets an¢J financial liabilities of a kind that qualify as basic financial
instruments. Basi¢ finanual instruments are initially recognised al transaction value and
subsequenuy measured al their settlement value wth ihe exception of bank loans which are
subsequenly measured at amortised cost u&ng the effective interest method.
Page 22

Metroland Culture Llmited
IA company limited by guarantee)
Notés to thè financial ststements
For the year ended 31 March 2022
Accountin9 policies (continu8dl
2.10 Pensions
The Charity operates a defined u)ntritNJbon pension scheme and the Pensi￿ charge represents the
amounts payable by the Charity to Ihe ftjnd in ￿SpeCt of the year.
2.11 Fund accounting
General funds are unrestricted furKls whhth are available for use al the discretion of the Trustees in
furtherance of the general objectives of the Charity and vthich have not been desunated for other
purposes.
Restricled funds are funds whith are to be used in accordance vrth specific restrictions imposed by
donors or which have been raised by Ihe Charity for particular purposes. The costs of raising and
adminislefing such funds are charged against th8 spèufi¢ fund. The aim and use of each restricted
fund is set out in the notes lo the finanoal stslemenls.
Critical accounting èstimatès and areas of judgment
Estimates and judgments are ￿ntinUallY evaluated and are bdsed on hislorical experience 8nd olher
factors, induding expectati￿$ of futu￿ events thai a￿ believed to be reasonable under the
ar￿1￿$tanceS.
Cn"tical accounting estimates and 8ssumpb"ons:
The Chafity rnakes estimates and assuinplions Con￿mIng the future. The resulting accounting estimates
8nd assumptions will. by deffinilion, seldom equal the relateil actual results. There are no esiimales or
judgements th81 have a material effect on amounts recognised in the financial statements.
Income from donations and legacies
Unrestricted
funds
2022
Totsl
funds
2022
In kind funding from London Borough of Brent
Grant funding r￿1Ved by London B¢ycwgh of Brent
Page 23

Metroland Cufture Limtted
IA company limited by guarantee)
Note5 to the financial statem¢fits
For the year ended 31 March 2022
Income from donation$ and legacies Icontinuedl
Unrestricted
funds
2021
Total
funds
2021
Grant funding r¢¢eiv¢d by London Borough of Brent
Greater London ALJihority
Paul Hamlw) Foundation
NLHF
Quintain
Infosys
450,000
193,000
250.000
200,000
125.(￿)0
450,000
193,000
250,000
200,000
125,000
1.218.000
1,218,000
In kind funding from London Borcyjgh of Brent
596.789
596.789
1,814.789.
1.814.789
Incomè from charitsble activities
Unrestricted Restricted
funds
funds
2022
2022
Total
funds
2022
N8tion81 Art Gallery
Quinlain
Arts Council
London Borough of Brent
Art Fund
John Lyon's Charity
National Lottery Communty Fund
Other grants
120.000
400.000
520,000
20.000
51.976
20,000
51,976
1.930
1.930
121.930
471.976
593,906
Page 24

Metroland Culture LSmited
IA company limited by guaranlee)
Notes to the financial statements
For the year ended 31 March 2022
Income from charitable activities (continued)
Unrestrlcted Restrlctsd
funds
funds
2021
2021
Total
funds
2021
National Art Gallery
Quinlain
Arts Counul
London Borough of Brent
Art Fund
John Lyon's Charity
9.000
125.(
9,0
125.000
60.000
330.533
63,000
40,000
330.533
63.000
40,000
524,533
103,0(K)
627.533
Other in¢oming resources
Total
funds
2022
Sponsorship contracts
Interest
Unrestricted
funds
2021
Total
funds
2021
SFonsorship cwtrac15
Quintain
St Georges
Network Homes
150,CKK)
83,335
16,666
41,666
150,000
83,335
16.666
41.666
Wates
Inlerest
291,669
291,669
Page 25

Metroland Culture Llmited
.{A company limited by guarantee)
Notès to the financial statements
For the year Ènded 31 March 2022
Expenditur• on raising funds
Ralslng fvnd$ expenses
Unrèstrictèd
funds
2022
Total
funds
2022
Raising fvnds
17,450
17,450
Unrestricted
funds
2021
Total
funds
2021
Rai￿n9 fun¢Js
800.711
800.711
Analysis of expenditure by actsvities
Support
¢ost$
2022
Total
funds
2022
Direct costs
2022
Other Community Engagement
Artistic Programmes and Events
36.796
390.844
36.796
515,872
125.028
427.640
125.028
552,668
Page 26

Metroland Cullure Llmited.
IA company limited by guarantse)
Notes to the financial statements
For the year ended 31 March 2022
Analysis of expenditure by activities {continuedl
Support
Costs
2021
Totsl
funds
2021
Direct costs
2021
other Community Engagement
Artistic Programmes and Events
11.250
385.934
25,518
875.385
36,768
1.261,319
397.184
900,903
1.298,087
Analysis of Support C¢sts
Raising Charitable
funds
activities
2022
2022
Tatal
funds
2022
Costs of intliwduals ern￿Oyed by the C￿￿￿1
Consultancy
Overheads
Audit
17.450
33.413
82,515
9.100
50,863
82,515
9,100
17.450
125.028
142.478
Raislng Charitable
funds
Activities
2021
2021
Total
funds
2021
Cost of individuals employed bythe Council
Consultancy
Overheads
Audit
473,426
47,908
34.378
765,908
77.206
47,259
10.530
1,239.334
125.114
81.637
10,530
555.712
900.903
1,456.615
Support costs are allocated on a basis consistent with the use of resources.
Page 27

M8troland Culture LimSt8d
(A company limited by guarantee)
Notes to the financial statements
For thè year ended 31 March 2022
10.
Staff costs
2022
2021
Wages and salgries
Social seuJrity costs
Contribution to defined contn"bution ￿nsion schemes
89,865
4.324
1,073
3,590
95,262
3.590
The aver8ge number of per%)ns emplo￿ by the Charity during the Jear was as follows..
2022
No.
2021
No.
Employees
No employee received remuneration amounting to more than £60,(M)O in either year.
Trustees. remuneration and expensès
During the year. no Trustees receive(l any ￿M￿neratIOn or other benefits12021 - £NIL).
During the year ended 31 March 2022, expenses lotslling £Nil were reimbursed or paid directly lo no
Truslees {2021- £Nill.
12. Tanglble fixed assets
Computer
equipment
Cost or valuation
Additions
10,810
At 31 March 2022
10,810
Oèpreclatlon
Chafge for the year
2,703
At 31 March 2022
2.703
Page 28

Melroland Culture Llmlted
IA Company limited by guarantee)
Notes to the financial statements
For the year ended 31 March 2022
11 Tangible fix￿ assèts Icontinuedl
Computer
equlpm8nt
Net book value
At 31 March 2022
8,107
At 31 Marth 2021
13. Debtors
2022
2021
Due wlthin one year
Amount due fr(Nn Brent c￿n¢11
Othèr debtors
Prepayments and accrued inccrtne
.32A,107
179,600
213,200
149,600
169.754
319,354
720,907
14.
Crèditors: Amounts falling due within one yèar
2022
2021
Trade creditors
192,039
83.786
196.003
121.964
149.805
71,533
207,933
110,237
Othèr taxation and social secAJrity
Other Creditors
Aceruals and deferred in¢£Jme
593.792
539,508
Page 29

Metroland Culture L'imited
IA ¢ompany limited by guarantee)
Notes to the financial statements
For the year ended 31 March 2022
15. Statement of funds
Statsment of fund$ - Current year
Balance at
31 Mar¢h
2022
Balance at 1
April 2021
Income Expenditure
Unrestricted funds
Unrestricted lunds
700,990
121.930
1100,3901
722,530
Restri¢ted fvnds
John Lyons
National Lottery Community Fund
Legacy of Brenl Cullure Fund
20.000
51.976
400.000
{20,0001
{51,9761
(397,7521
2,248
471,976
1469,7281
2,248
Totsl of fund5
700,990
593,906
{570,1181
724.778
Unrèstricted funds
The general fvnds represent the unresiricte¢J funds of the c*arity that are not designated for particular
purposes.
Restricted funds
John Lyons - Funds received speafically for supportiThJ Metroland w)ung asswates programme.
National Lottery Communily Fund - Fund ￿Ceived speciffi¢xlly for SUp￿lIng community engagement
work and development opportunities across Ihe programme.
Legacy of B￿nt cultu￿ Fund - Fund receiwj speufically for supporting Metroland estsblish a cultural
offer in Brent post the Borough of Culture.
Page 30

Metroland Culture Limited
IA company limited by guarantee)
Notes to the financial statements
For the year ended 31 March 2022
15. Statement of funds {¢ontinuedl
Statement of funds - prior year
Balance at
31 March
2021
Balance at
1 April 2020
Transfers
inlout
In¢ome Expenditur¢
Unrestricted funds
Unrestricted funds
65.797
2.630.991
{1.852,0441 (143.7541
700,9
Restrictèd funds
Biennial (Arts Fund)
Blueprint (John Lyons Charity)
1207,051 }
(39,7031
144,051
{2971
40,000
103.000
{246.7541
143.754
Totsl oflunds
65.797
2.733.991
12.098,798)
700,990
16.
R•conclllation of net movement in fvnds to not cash Ilow from opèrating activitiès
2022
2021
Net income for the year (as per Stsiemenl of Finan081 A¢b"vilies)
23.788
635,193
Adjuslments for:
Deprecaation charges
Decreasellinrxeasel in debto
Increase in creditors
2,703
401,553
54,284
{719.4981
533,628
Net cash provided by operallng activities
482.328
449,323
Page 31

Metroland Cuhvre Lrmited
IA ¢ompany limited by guarantee)
Notes to the financial statements
For the year ended 31 March 2022
17. Analysis of cash and cash equtvalents
2022
2021
Cash in hand
991.109
519,591
Total ¢ash and cash equivalents
991.109
519,591
18. Analysls ¢f ¢hanges In net debt
At 1 April
2021 Cash flows
At 31 March
2022
Cash al bank and in hand
519.591
471.518
991,109
19.
Pénsion commitments
The eharity operates a defined Contribut￿n pension scheme. The pension Cost charge represents
contributions payable by the thanty to the fund and amounted to £1.073 12021 £nil). There were no
outstanding contributions at the year end.
20.
Related party transactions
A trustee is an employee of London Borough of B￿n1_ The Borough met costs and provided services to
the charitable company during the year totalling £Nil (2021.. £596,7891. Al the year entj, £Nil 12021..
£328,107) was due from the L(￿don 8￿￿9h of Brent in ￿lation lo these costs and services.
During the year. £117.(K)O was paid to a company in whth a Iru51ee of this Charity is Ihe sole director for
services prowded. At the year end. £Nil was (Ktstanding in relation to this balan￿.
During the year. £23,600 was paid to a trvslee of this Charity for serwces prowijed. At the year end, £Nil
was outstsnding in relation to this balance.
During the year, £200 was paid to a trustee of this Charity for servic£s provided. Al the year end. £Nil was
outstanding in relation to this balance.
During the year, £200 was paid a company in which a tnjstee of this Charity is a director for services
promded. At the year end. £Nil was outstanding in relation to this balance.
Page 32