OpenCharities

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

2023-03-31-accounts

PiPA’s Annual Report and Financial Statements for the period to 31 March 2023

pipacampaign.org

Reference and Administrative Details

Registered Company number: CE022260 Registered Charity number: 1190045 Registered name: Parents and Carers in Performing Arts t/a PiPA Registered office: c/o Crucible Theatre, 55 Norfolk Street, Sheffield, S1 1DA

PiPA Trustees:

Sarah Jackson OBE, Chair (Appointed 12 August 2020) Vick Bain (Appointed 12 August 2020) Federico Bonelli (Appointed 2 October 2020) Daniel Buckroyd (Resigned 14 October 2022) Kirsty Doubleday (Appointed 12 August 2020) Laura Harvey (Appointed 5 July 2021) Shazia Mustafa (Appointed 5 July 2021) Constance Oak (Resigned 27 January 2023) James Preston, Treasurer (Appointed 5 July 2021) Deborah Sawyerr (Appointed 5 July 2021) Indy Vidyalankara (Appointed 2 October 2020) Natalie Williams (Appointed 12 August 2020)

Co-Founders & Joint CEOs

Anna Ehnold-Danailov Cassie October Raine

pipacampaign.org

TABLE OF CONTENTS

REPORT OF THE TRUSTEES

PiPA ACTIVITIES AND ACHIEVEMENTS 2022/23

LOOKING FORWARDS

PiPA Trustee Report: 2022/23

CHAIR'S STATEMENT

It has been an extremely challenging year for parents and carers in the performing arts, and for the organisations that employ them. The cost of living crisis has worsened working conditions for freelancers. Combined with expensive, inflexible and often inaccessible childcare, many parents are being driven to re-evaluate their life choices, with many feeling forced to give up established careers in the performing arts. For performing arts organisations, high inflation, cuts or standstill funding and the fact that the industry is still far from pre-Covid levels of attendance, impacts every area of business.

PiPA (Parents and Carers in Performing Arts) has never been more obviously needed, by parents and carers themselves, by our employer Partners and by the wider performing arts industry. We are proud to have retained 100% of our Partners over the past year. This is testament to their vital and ongoing commitment to support parents and carers, to ensure continuing diversity of talent across the industry.

This year, PiPA successfully achieved one of our longstanding goals and joined Arts Council England’s National Portfolio as an Investment Principles Support Organisation (IPSO). Our task now is delivering a first-class service to National Portfolio Organisations seeking to become more relevant and inclusive, as well as supporting the wider sector and organisations seeking to attract and retain a more diverse and flexible workforce through supporting parents and carers from across the four nations of the UK.

For PiPA therefore, 2022/23 was a year about building capacity to prepare for scaling up our activities. A focus on Music, Dance and Opera, saw the delivery of two major pieces of research including Bittersweet Symphony, and a Dance report to be published in 2023, which will inform the development of our programmes in the respective sectors. PiPA Foundations, a light-touch, entry level programme for smaller organisations, was funded by Creative Scotland and trialled with Scottish performing arts organisations, and will enable delivery of our ambition to reach organisations across the performing arts of all sizes and scales, regardless of resource and capacity.

We established robust new systems and processes across HR, training and Governance, including the appointment of Trustee Shazia Mustafa as Vice-Chair of the Board, whose remit will include leading our new Equalities, Diversity, Inclusion and Belonging Committee (EDIB) ensuring that inclusion and diversity continues to be the bedrock which underpins all our functions and activities.

For a national organisation with staff and Trustees across the UK, Trustees identified the importance of a more central GOVERNANCE location as our base. We were very pleased that the team at Sheffield Theatres shared our vision and have given us a new home, as well as providing opportunities to develop deeper place-based relationships that will build on our Return and retain support project for freelancers in Yorkshire.

This year we said goodbye to Trustee, Daniel Buckroyd, who has been involved with PiPA since 2016, initially as a Strategic Partner, then as a Company Director from 2018 and a Trustee from 2020 when we became a charity. Daniel has overseen a huge period of growth for PiPA and we owe him a debt of gratitude for his exceptional leadership and service. Constance Oak became the first PiPA Trustee to go on Maternity leave, formally stepping down from the Board on 8 November 2022, to be reappointed at the Board meeting held in October 2023.

I should like to thank and pay tribute to PiPA’s exceptional Co-Founders and now Co-CEOs, Anna Ehnold-Danailov and Cassie Raine, and their team, and also to my fellow Trustees, for their commitment and consistently positive contributions during a year of great change and exciting new opportunities for the Charity.

- Sarah Jackson OBE, Chair of Trustees

4

pipacampaign.org

PiPA Trustee Report: 2022/23

OBJECTIVES AND ACTIVITIES

PiPA believes that a truly WORLD-CLASS performing arts is inclusive of all talents and circumstances.

PiPA 'S WHY & HOW

PiPA believes that a truly world class performing arts is WHY inclusive of all talents and circumstances HOW We respect and value what everyone brings to PiPA We work together to strengthen the voices of parents & HOW carers We encourage a new mindset, that parents and carers HOW enrich the performing arts We show what’s possible by amplifying the successes HOW of our Partner organisations

PiPA is set up under its Constitution as a Charitable Incorporated Organisation.

The Objects of the CIO are:

To promote equality, diversity and inclusion for the public benefit by reducing, preventing and discouraging discrimination and the resulting barriers in both the workforce (in particular, but not exclusively, within the performing arts industry) and wider society; including by:

Promoting and advancing better working practices, and

5

pipacampaign.org

PiPA Trustee Report: 2022/23

OBJECTIVES AND ACTIVITIES CONTINUED

Our values are EMPOWER , COLLABORATE , TRANSFORM and AMPLIFY . And our behaviours are the bullet points below each value.

EMPOWER

We respect and value what everyone brings to PiPA

COLLABORATE

We work together to strengthen the voices of parents and carers.

TRANSFORM

We encourage a new mindset, that parents and carers enrich the performing arts.

AMPLIFY

We show what’s possible by amplifying the successes of our Partner organisations.

6

pipacampaign.org

PiPA Trustee Report: 2022/23

PUBLIC BENEFIT

PiPA ensures it delivers against these charitable objectives, in line with our vision, mission and values. The main activities carried out are set out in the ‘PiPA activities and achievements 2022/23’ section below.

PiPA is a CIO. The Trustees confirm that they have complied with the duty of Section 17 of the Charities Act 2011 to have due regard to the public benefit guidance published by the Charity Commission in determining the activities undertaken by the Charity. In particular, the Trustees consider carefully how future strategy and planned activities will contribute to the aims and objectives of the Charity.

Our work is organised into two key work areas in order to achieve our vision and objects. These are:

Research and Policy:

This includes Dance and Classical Music research, work that we do with our industry Partners around comms and influencing the development of public policy – an activity we will be further exploring in 23/24 and the role that PiPA could play in the wider political landscape.

Everything we do at PiPA is a direct response to need, evidenced by a programme of rigorous research. Our grassroots understanding of the needs of parents and carers - combined with our strategic work with trades unions, employers bodies, membership organisations and funders - as well as direct service provision to performing arts organisations, provides crucial insight across the cultural landscape, driving our core research agenda. We are then able to directly influence Union/ Employer Agreements, Monitoring and Evaluation criteria and Best Practice. Advocacy plays a key role in our work and PiPA’s reports have continued to inform industry policy making.

Services and Best Practice:

This includes the Charter Programme, PiPA Foundations and practical initiatives. Under skills development, this includes the work we do with individuals and the increasing signposting we are doing for job share opportunities and the freelancers toolkit.

We work in partnership with industry bodies and Partners to provide freely available resources including tools and training for the Performing Arts sector to support organisations to become more family friendly employers. The PiPA Best Practice Charter programme is a monitoring and evaluation framework designed to support employers working towards the PiPA Best Practice Charter. This deep dive programme is divided into three areas of focus: Policies, Working Practices and Resources. Through our programmes we can monitor, analyse and influence change across the Performing Arts as we support employers and industry bodies to implement targeted, practical, solutions and strategies.

7

pipacampaign.org

PiPA Trustee Report: 2022/23

KEY AIMS FOR 2022/23

The key aims for 2022/23 reflected the Charity’s aim to begin working at scale towards tackling the challenges facing carers and parents. In order to do this, three workstreams were identified:

To deliver the above the Charity had the following organisational priorities:

A key objective was to increase unrestricted funds and build reserves

Staffing development and training

HR policies and procedures

: Building Brand awareness

Developing and delivering Sales and Marketing strategy

Showcasing best practice

8

pipacampaign.org

PiPA Activities and Achievements 2022/23

9

pipacampaign.org

PiPA Trustee Report: 2022/23

RESEARCH AND POLICY

PiPA’s research is highly regarded and helps us to retain our reputation as thought leaders in inclusion and diversity in the industry. Our work advocating for collection of monitoring data across the performing arts has been hugely impactful this year. This financial year saw significant developments with Music and Dance research.

MUSIC

Notable achievements include working with Trustee, Indy Vidyalankara, to support UK Music with their annual Diversity Survey, which included for the first time a robust set of monitoring questions pertaining to caring responsibilities. CoCEO also participated in a steering committee for the inaugural Musicians Census, the results of which will be published in 2023.

We conducted the first piece of research ever investigating the challenges facing parents and carers in the Classical Music sector in partnership with Birkbeck, University of London and supported by Help Musicians and Musicians’ Union. The report revealed that, due to the prevalence of outdated working practices in the industry, parents and carers pay a significant penalty in terms of well-being and remuneration to maintain a career in Classical Music.

The findings highlighted:

Four out of 10 respondents are thinking of leaving their careers in Music

Additional findings reiterated the urgent need for positive change in employment culture in the sector:

With the majority of those working in Music self-employed, career barriers identified by respondents included: lack of flexibility and scheduling; lack of affordable, flexible, ad-hoc childcare; the logistical and financial demands of touring and working away; and the need to meet inflexible demands of additional work, such as teaching, in order to subsidise earnings as a musician. A dissemination event, hosted at Liverpool Philharmonic took place on 4th October 2022.

PiPA has subsequently convened a working group including Black Lives in Music, Help Musicians, Liverpool Philharmonic, Independent Society of Musicians, Musicians’ Union, Phonographic Performance Limited, Royal Opera House, Scottish Opera and SWAP’ra to develop a Music specific Best Practice Charter, to be published in 2023.

10

pipacampaign.org

PiPA Trustee Report: 2022/23

DANCE RESEARCH

Research into the challenges and barriers to work for freelance Dance artists who are mothers continued throughout 2022 in collaboration with Professor Angela Pickard, Professor of Dance Education, Canterbury Christ Church University (CCCU). Co-funded by CCCU, we conducted a further two round table discussions with choreographers, reflecting on the initial findings of the research, discussing challenges for choreographers, support strategies and existing models of good practice to inform the final report.

The key findings of the report were presented by Dr Angela Pickard (CCCU) at a live event at Northern Ballet in October 2022 with representatives of leading Dance institutions. Additionally, Professor Almuth McDowall of Birkbeck University shared insights from interviews with ballet dancers with caring responsibilities, where employment structures and challenges differ from the mostly freelance workforce within the contemporary or independent Dance sector, highlighting the need for further research into ballet.

The final report is due to be launched in summer 2023.

11

pipacampaign.org

PiPA Trustee Report: 2022/23

SERVICES AND BEST PRACTICE

OVERVIEW

During the year we delivered our services to 78 performing arts organisations through our Charter Programme and PiPA Foundations Pilot. We delivered 12 online learning events, with over 350 participants, including three public live webinars highlighting Charter Partners’ inclusive practices, which are now available to watch on PiPA’s YouTube channel.

The key areas of focus were:

PiPA FOUNDATIONS

----- Start of picture text -----
...just to say what a well
formatted and presented
learning/action planning
process the Foundations
programme is following the
first session, really enjoyed it
(spent a really useful morning
on my workbook!)
----- End of picture text -----

12

pipacampaign.org

PiPA Trustee Report: 2022/23

SERVICES AND BEST PRACTICE CONTINUED

CHARTER PROGRAMME

The PiPA Charter Partner Membership grew from 52 to 60 performing arts organisations and we retained 100% of our existing Partners. Conversations with performing arts organisations highlighted the longer-term effects of Covid on the industry, with resource strapped organisations often working at capacity and we are grateful for the ongoing commitment of our Partners and wider sector.

Charter Partners of over two years standing were invited to re-take the Baseline survey, providing PiPA with its first comparison data, which revealed a clear increase of policies and practices in place within key areas.

----- Start of picture text -----
Average at joining PiPA Average after two years
Areas of family friendly practices
(before 2020) or more with PiPA
----- End of picture text -----

Areas of family friendly practices Average at joining PiPA
(before 2020)		 Average after two years
or more with PiPA
Set of Caring Related Policies 37% 49%
External Communication of family
friendly ethos		 67% 76%
Internal Communication of family
friendly ethos		 39% 52%
Monitoring Caring Responsibilities 37% 39%
Identifying Needs of Parents and Carers 32% 45%
Inclusive Recruitment Practices 34% 50%
Rehearsals & Productions 37% 43%
Supportive Touring Practices 24% 31%
Family Friendly Welcome Pack 14% 33%
Offer of Training, Coaching, Mentoring 29% 47%

13

pipacampaign.org

PiPA Trustee Report: 2022/23

SERVICES AND BEST PRACTISE CONTINUED

SCOTLAND

The focus of the Creative Scotland -funded work in Scotland was centred on piloting the Foundations Programme and analysing the first impact data to finish the development of this new offer. As a direct result two of the participating organisations joined the Charter Programme.

Further funding from Creative Scotland was secured in the Autumn, supporting the continued development of our work in Scotland. Furthermore, it enabled us to recruit Matt Roe, former interim CEO of Dance Base as our Scotland Programme Manager in December 2022 to lead the work, increasing reach across the Scottish performing arts sector as well delivering the Charter Programme to Scottish organisations.

SUPPORT FOR INDIVIDUALS

INTERSECTIONAL CARING RESPONSIBILITIES PROJECT: RETURN AND RETAIN

The Return and Retain project was an 18-month Arts Council England funded action research project working with 15 Yorkshire-based freelance performing arts practitioners with intersectional barriers to employment, meaning that in addition to being parents or carers these participants faced another barrier, making them under-represented within the industry.

This work is especially important as the intersectional nature of these barriers means this group often faces challenges much greater than those encountered by any members of just one marginalised group, impeding the return to work or career progression in the performing arts. The aim of the project was to test strategies and develop toolkit resources to support career development or continuation.

We matched participants, where possible, with organisations who provided professional development opportunities. These included:

Balbir Singh Dance Company (BSDC), Sheffield Theatres, Arcade, Tutti Frutti, Theatre in the Mill, Pilot Theatre, Freedom Studios, Phoenix Dance, Burton Street, Aim to Dance

Additionally, we sourced mentoring sessions with key members of staff, including artistic and executive directors, from well-established theatres. Group learning seminars were also offered on:

Freelancers Rights - Equity

Creating an Effective Funding Strategy - Sheffield Theatres Building a Portfolio Career - Dance Mama

Creating and Touring a Theatre Production - Pilot Theatre

14

pipacampaign.org

PiPA Trustee Report: 2022/23

----- Start of picture text -----
RETURN AND RETAIN IMPACT
----- End of picture text -----

Impact data on the freelance cohort members was collected throughout the project through focus groups, interviews, and feedback forms. Upon completing the project:

Eight creative projects and productions with/ participants are now in development or on tour

Three project participants secured employment with the organisations they were matched with

Project Participant Feedback

‘PiPA kind of saved my life when I got onto the (Return and Retain) Programme, because Your paragraph text I was in a really bad place.’

‘I was struggling with a lot of self-doubt/imposter syndrome. Both mentors helped me to find I am not alone and that developing my own networks would help.’

‘We have found a new member of our freelance workforce who is skilled in fundraising, something we have found it impossible to recruit for over the last year.’ (Arcade Theatre)

15

pipacampaign.org

PiPA Trustee Report: 2022-2023

----- Start of picture text -----
COMMS AND MARKETING
----- End of picture text -----

COMMS AND MARKETING Advocacy and events are a key part of PiPA’s strategy to disseminate our research findings, promote best practice and consult with the wider workforce. During the year we participated in industry events including:

Online panel discussion with Equity , Northern Ireland

Musikcentrum – Swedish music industry panel discussion online

Joined Theatre Bristol’s Parents Network at Bristol Old Vic Theatre

----- Start of picture text -----
SOCIAL MEDIA AND WEBSITE STATS
----- End of picture text -----

PiPA continued to achieve good coverage across social media platforms and website throughout the year. There is substantial opportunity across the comms and marketing for growth and development. Marketing Consultant Jane Macpherson and Digital Strategist Haydn Corrodus have been appointed (spring 2023) to lead the strategic

development of the function to enable PiPA to maximise our service provision to members as well as achieve our wider aims for advocacy and policy work.

Total
Followers
April 22		 New
Followers
Mar 22
- April 22		 New
Followers
(%
increase)		 Total
Engagement		 Total
Engagement
(% increase)		 Total Reach/
Impressions		 Total Reach/
Impressions
(%increase)
Twitter 4.9K 213 6.1% 7,320 509% 274K 459%
Facebook 1.2K 57 16% 893 105% 32K -51%
LinkedIn 403 267 67% 333 516% 6.5K 886%

16

pipacampaign.org

PiPA Trustee Report: 2022/23

Developments from April 2022 to March 2023 –

Website views Website view (%
increase)		 Rescource Downloads Resource Downloads
(% Increase)
88.3K +25% 1,125 +64%

SUPPORTING FUNCTIONS

This year was a capacity building year. We made a significant investment in our people, including a meaningful collaboration between staff and Trustees to draw up PiPA’s values and behaviours as well as developing our programmes and infrastructure. Significant resource was focussed on our successful application to become an Arts Council England Investment Principles Support Organisation.

In preparation for scale and our successful application to become an IPSO, we have invested almost £35,000 in staff and infrastructure including:

----- Start of picture text -----
PEOPLE
----- End of picture text -----

Performance management, recruitment, creating a culture of learning and developing a feedback cycle across the Charity have been key areas of focus. The introduction of a phased onBoarding process, designed to set up new starters for success and focus on learning before expecting large outputs, formed part of the organisation’s wider work on its performance review process.

Jen Lawrence, Director TGI Monday, was engaged to provide ongoing monthly HR support. Co-CEOs have undertaken an intensive period of personal and professional coaching with Jen Lawrence and all staff and Trustees have participated in training opportunities throughout the year.

PiPA’s workforce grew and changed as we continue to develop our understanding of remote and flexible working. This included:

Increased capacity:

17

pipacampaign.org

PiPA Trustee Report: 2022/23

----- Start of picture text -----
FUNDRAISING
----- End of picture text -----

The fundraising landscape has become increasingly competitive and challenging for all charities and the arts, including FUNDRAISING PiPA. We are hugely grateful to the Actors’ Children’s Trust which continues to be a core financial supporter of PiPA and their long-term belief and commitment in supporting the Charity is invaluable. This year was the second year of a three- Esmée Fairbairn year core grant which has allowed PiPA to continue building our infrastructure, as well as a final year of the transformational Arts Council England Elevate grant.

PiPA is unrecognisable today from the organisation which applied for Elevate funding in 2019.

Thanks also to Creative Scotland, to Birkbeck University and Canterbury Christ Church University.

We were very pleased to receive confirmation of three-year funding from April 2023 of £200,000 per annum for the next three years from Arts Council England, and to join the National Portfolio as an Investment Principles Support Organisation.

An updated fundraising strategy is currently being reviewed by Cause 4 who will advise of viable options for diversifying income. Work with Trustees, led by PiPA Chair Sarah Jackson, is ongoing to develop our programme of individual giving. We are very grateful for the support given by all our donors. PiPA believes that fundraising should be an open, honest and respectful process. We aim to build and maintain solid partnerships with our supporters and donors, based on mutual understanding and shared values.

----- Start of picture text -----
INCLUSION AND DIVERSITY
----- End of picture text -----

This was the second year of the Trustee-led two-year Inclusion and Diversity strategy which is core to all PiPA activities. To best deliver our charitable objectives we must operate by the values we promote. PiPA aspires to be an open door to all parents and carers in the industry, enabling true inclusion of all backgrounds and perspectives in our work and how it develops. And we shall also create change across the full diversity of all performing art forms - Theatre, Opera, Orchestra, live Music, Dance - by engaging with the people who create and work in them.

Co-CEOs shared quarterly updates on the I&D Strategy with Trustees and will report against it in full and published on the PiPA website in the Autumn 2023. A summary of progress against each headline is as follows:

Who we talk to, engage with and deliver services to:

How we know what parents and carers need and want

How we influence, reach out externally

information.” Our own people - staff, Board, Ambassadors and others who give their time

Taking a structured approach to monitoring inclusion and diversity was a positive experience for Trustees and staff, find out what support was available to me” ensuring the discussion sits across all aspects of the PiPA agenda. In order to further embed this work into the fabric of the Charity, we set up an Inclusion, Equality, Diversity and Belonging Committee, led by PiPA Vice-Chair, Shazia Mustafa. The committee formally review progress against the 2021/23 strategy and set the next two-year strategy, as appropriate, to sit alongside PiPA’s IPSO deliverables.

18

pipacampaign.org

PiPA Trustee Report: 2022/23

----- Start of picture text -----
IT
----- End of picture text -----

Developments in PiPA’s technical infrastructure include implementation of a new Customer Relationship Management system, digital development of PiPA Foundations programme, our new entry level programme for smaller organisation as well as working with Hiper, a managed service provider of IT solutions to ensure PiPA’s IT systems are updated, secured and maintained so our remote working staff are supported and able to work effectively and efficiently.

----- Start of picture text -----
LOOKING FORWARDS
----- End of picture text -----

1) 2023/24 marks PiPA’s first year as an IPSO. A key focus for the year will be the successful delivery of our IPSO programme as we support National Portfolio Organisations to deliver against the Arts Council England’s Investment Principles, whilst at the same time continuing our service provision for organisations who are not regularly funded across Theatre, Music and Dance as well as delivering the first year of PiPA Foundations.

2) PiPA started as a campaign group advocating for inclusive working practices in the performing arts to enable parents and carers to continue working at every stage of their life and work. We have made considerable impact towards achieving our goal in the Theatre sector particularly and we aim to replicate that in the Music, Dance, Opera and the performing arts more broadly, across the whole of the UK.

PiPA works closely to support the campaigning activity of key Partners such as trades unions and industry/trade bodies. We have identified the need to further develop our own public policy asks to campaign for change otherwise the onus will remain on the individual, supported by their employer, to mitigate the impact of caring responsibilities on their careers.

The UK has seen considerable campaigning to review childcare, family-friendly policies across the workforce such as“The coaching session . . . made such a difference to my mindset as I got ready flexible working, Shared Parental Pay, maternity rights and the extension of rights to same-sex partners. PiPA needs to to return to work after a year’s maternity leave. (...) I felt reassured after speaking maintain its position as a leading voice for the performing arts sector on behalf of individuals and its Partners. to (the coach) and importantly, came away with action points to take forward. I

Researching and identifying our key policy asks (such as flexible childcare provision/ a gender neutral parental leaveknow others could benefit hugely from her coaching and I would thoroughly policy/ paternity allowance for self-employed fathers ) and developing a strategy for policy work will be a focus of recommend her to any parent returning from leave.” 2023/24.

3) The cost-of-living crisis and high inflation in a post-Covid world is presenting relentless challenge to parents and carers. Poor working conditions for freelancers, expensive, inaccessible childcare are forcing parents to re-evaluate their life choices and present a risk of talent haemorrhage.

The question of PiPA’s direct relationship with the workforce has been debated ever since the inception of the organisation. We have much learning from the initiatives, research and pilot projects that we will continue to explore with a view to developing a PiPA offer to individuals.

SUPPORTING FUNCTIONS

19

pipacampaign.org

PiPA Trustee Report: 2022/23

Structure, governance and management

As set out in PiPA’s Constitution, a Board of Directors (the Charity Trustees) governs PiPA. The Board is responsible for overall policies and strategic direction of the Charity, along with its financial and legal probity.

The five Ss in Governance

PiPA’s Board of Trustees subscribes to Julia Unwin’s 5 Ss to ensure a self-aware and robust approach to decision making and governance:

Support

There are times when the function of the Board is to support. Not just to encourage the executive, but also to enable the executive team to work by ensuring that the infrastructure of the organisation works, that staff are employed, that systems work, and also that they are encouraged and enabled to do their work.

Stretch

Equally there are times when the Board needs to stretch the organisation. It needs to challenge and improve what is put to it.

Scrutiny

Boards in scrutiny mode examine the propositions put to them, challenging them and holding them to account.

Stewardship

Boards in stewardship mode guard the assets of the organisation. They are concerned to protect the money, the good name, the long term functioning of the organisation.

Strategy

Boards also make strategy. They listen to what others have to say, they consult the experts, and their stakeholders, but in the end they make the big decisions that affect the future direction of the organisation.

Trustee recruitment and induction

Trustee recruitment is based on an annual assessment, led by the chair and the governance committee, to identify gaps in representation, both in terms of professional and lived experience, to ensure the PiPA Board has the requisite skills to enable PiPA to deliver its objectives and is representative of the communities we serve, as identified by our Inclusion and Diversity strategy. Candidates are required to complete a formal application process by submitting either a written, video or voice application. All applicants are scored against the recruitment criteria using a standard PiPA recruitment matrix. If successful at application stage, prospective candidates attend an interview, in person or online depending on the individual's circumstances. Interviews are carried out by the Chair, at least two other Trustees and one or both of the Co- Chief Executive Officers. The panel prepares a shortlist and conducts a second interview, if necessary, after which they will make their recommendations to all Trustees for discussion at the next Board Meeting. Successful candidates are invited to observe a Board meeting after which a formal offer will be made.

Trustees receive an induction pack that includes:

PiPA Constitution Policies and Procedures Annual Report and Accounts Business Plan and Budget Board Calendar and Contact Details

Successful candidates are ‘buddied’ with an existing Board member for two informal discussions about the Charity and the work of PiPA Trustees. New Trustees have an on-Boarding meeting with the Chair. All Trustees have an annual review with the Chair.

Decision making

The Board of Trustees meets on a quarterly basis, and also holds an annual strategy away-day. Ahead of each meeting, the Co-CEOs provide a meeting agenda and papers to support the Trustees’ decision making. Minutes are recorded of each meeting. The Constitution provides for meetings to be held virtually or in person.

Trustees and staff are expected to always conduct the business of PiPA with integrity. Trustees are required to disclose all relevant interests and to register them in accordance with PiPA’s policy and to withdraw from decisions where a conflict of interest arises. Any relevant gift or hospitality received by Trustees and staff is also recorded in the Register of Interests.

The Board of Trustees is supported by a number of committees who advise and make recommendations on key areas of PiPA’s work. Consideration is given to the composition of the committees in terms of collective skills and experience required to support PiPA’s operational strategy and to ensure its charitable aims are delivered. To allow for greater focus, discussion and scrutiny, each committee has a clear Terms of Reference and is made up of Trustees supported by relevant staff members.

20

pipacampaign.org

PiPA Trustee Report: 2022/23

Finance Committee: the role of this Committee is to ensure the integrity of the financial reporting process and to oversee the maintenance of sound internal control and risk management systems.

Governance committee: the remit of this Committee is to review the composition of the Board annually to ensure that the Board has an appropriate balance of independent Board members and to ensure an appropriate balance of expertise, skills, attributes and ability among the Board members.

Remuneration committee: the role of this committee is to ensure that the CEOs and staff team are provided with appropriate incentives to encourage enhanced performance and are, in a fair and responsible manner, rewarded for their individual contributions to the success of the Charity.

HR committee: the remit of this committee is to protect PiPA’s values and culture, ensuring that the Charity’s employment policy and practices are in line with its values.

Key management personnel

The Trustees, together with the Co-CEOS, comprise the key management of the Charity in charge of directing and controlling, running, and operating the Charity on a day-to-day basis. The Trustees receive no remuneration.

The Co-CEOs are appraised annually by the Chair and HR Committee, and staff are appraised annually by the CoCEOs. Salaries are offered in line with market and industry rates and are reviewed on a regular basis by the Remuneration and HR Committees with changes signed off by the Finance Committee.

Remuneration

When setting remuneration for its staff, PiPA takes account of market rates and other relevant data relating to charities of a similar size, operational activity and workplace location. The remuneration of the Senior Management is the responsibility of the Trustees and is set in the light of the skills and competencies required for particular roles and within the constraints of affordability.

Risk Management

The Trustees have a duty to identify and review the risks to which the Charity is exposed and to ensure appropriate controls are in place to provide reasonable reassurance against fraud and error.

PiPA Trustees have identified key strategic risks which are reviewed regularly by the Co-CEOS and Chair. These are maintained on a risk register along with PiPA’s operational and project risks. The full Risk Register is reviewed by the whole Board of Trustees annually, along with the measures taken to mitigate and manage these risks. PiPA Trustees are satisfied systems are in place to minimise exposure to risks whilst understanding the organisation’s appetite for risk.

Co-CEOs are tasked to alert Trustees to significant new or increased risks identified in any category so that mitigating actions can be agreed and implemented as appropriate. Risk assessment of all new activities is fully undertaken by way of Trustee discussions and, where necessary, expert advice is sought and followed.

21

pipacampaign.org

PiPA Trustee Report: 2022/23

Key strategic risks or immediate operational risks are reported monthly to the Chair and quarterly to the full Board under the following headings:

Risk Area Risk Area
Impact Impact for PiPA means change as a direct result of our activities within specific
organisations as well as across industry sectors and across the performing arts as a whole.
This means being able to demonstrate a direct or indirect link between a PiPA intervention
and an outcome, as well as being cited or referenced by policy makers, organisations and
individuals in the media.
Reputation PiPA has a good reputation among peers and industry. A key challenge for PiPA is striking
the balance between parents and carers and employers, and equally between employers’
bodies and Unions. PiPA is one of the few organisations that invites these organisations to
sit round the same table and work towards a shared goal.
Compliance Our key regulators are: Health and Safety Executive, HM Customs and Excise, Information
Commissioners Office, Charity Commission
Financial RISK MANAGMENT
Remuneration, impact on recruitment and retention
Reserves falling below agreed minimum
Charter artner income targets/ development
Expansion into new sectors
Fundraising
Business plan (striking a balance between ambition and overstretched)
PiPA Specific Growing too fast/ not fast enough

Legal

Trustees take PiPA’s legal compliance in all aspects of our work extremely seriously and seek to mitigate any significant risks that might arise. We have reviewed our organisational policies and sought external support to ensure these are all compliant with the latest legislation. Where necessary we have consulted with legal advisors to ensure we are always acting within the law. More recently we have reviewed our performance management framework to support our human resources work and the HR committee has undertaken a review all organisational policies.

Financial position

This year marks the successful shift between PiPA as a project funded organisation to becoming a regularly funded organisation as an Arts Council England Investment Principles Support Organisation (IPSO).

The statement of financial activities for the year ended 31 March 2023 shows a deficit of income over expenditure for the year totalling £50,936 compared to a surplus of £72,105 for 2020/21. This is because grants accounted for in the previous year have been released for use as planned for projects in the year reported here. Therefore, in summary, the expenditure this year is in excess of the income as the income was shown prior to the start of this year.

Free reserves are maintained and stable at £ 40,404 compared to £40,367 in 2021/22.

£

22

pipacampaign.org

PiPA Trustee Report: 2022/23

Reserves policy

It is PiPA’s policy to review the reserves policy annually. Our previous reserves policy was based on a blunt calculation of three months of overhead costs and did not include any liability for staff redundancy. Several factors were considered STRUCTURE, GOVERNANCE AND MANAGEMENT when reviewing the policy including:

Consequently, Trustees identified a need to calculate and provide for our liability to employees in more detail (including redundancy costs) and to provide breathing space in case of a significant problem that requires the Board to intervene and make a decision on the future viability of the Charity.

A new reserves calculation was agreed at the April 2022 Board meeting as follows:

one-quarter of annual administrative overhead costs to be spent during a wind-down scenario

The recommended calculation takes better account of the length of staff service, redundancy costs and allows a buffer period for Trustees to take decisions within. A steep increase in reserves will be required to meet the aims of this policy and the principles of a plan are in place to achieve this by the end of the first Investment Principles Support Organisation (IPSO) period in 2026. PiPA’s successful application to become an IPSO includes a robust strategy for building our reserves position over the period.

Unrestricted reserves have been preserved throughout the year and stand at £40,404 which is below the new target reserves of £65,422, based on the revised calculation.

Principle financial management policies

An annual budget is approved by the Board before the beginning of the financial year. All expenditure is checked against budget and authorised by the budget holder who is responsible for ensuring that the expenditure remains within the agreed limits. Financial and management reports are analysed at the monthly Finance Committee and presented quarterly to the Board of Trustees.

23

pipacampaign.org

PiPA Trustee Report: 2022/23

STATEMENT OF TRUSTEE RESPONSIBILITIES

The Trustees are responsible for preparing the Trustees' Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). The law applicable to charities in England and Wales requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the Charity and of the incoming resources and application of resources of the Charity for that year.

In preparing these financial statements, the Trustees are required to:

about the Charity and the work of PiPA Trustees. New Trustees have an on-Boarding meeting with - observe the methods and principles in the Charities SORP; Chair. All Trustees have an annual review with the Chair.

FINANCE AND FUNDRAISING The Trustees are responsible for keeping sufficient accounting records that disclose with reasonable accuracy at any time the financial position of the Charity and enable them to ensure that the financial statements comply with the Charities Act 2011, the Charity (Accounts and Reports) Regulations 2008 and the provisions of the trust deed. 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 irregularities.

The Trustees' report was approved by the Board of Trustees and signed on their behalf by:

.............................. ....................................
26 July 2023
CHAIR
Sarah Jackson		 DATED
.............................. ....................................
26 July 2023
TREASURER
James Preston		 DATED

24

pipacampaign.org

Financial Statements at 21 June 2023 at 12:11:01 Parents and Carers in Performing Arts (PiPA)

Charity registration number 1190045

PARENTS AND CARERS IN PERFORMING ARTS (PiPA) ANNUAL REPORT AND UNAUDITED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2023

Financial Statements at 21 June 2023 at 12:11:01 Parents and Carers in Performing Arts (PiPA)

LEGAL AND ADMINISTRATIVE INFORMATION

Trustees V Bain
F Bonelli
I Vidyalankara
K Doubleday
N Williams
S Jackson OBE (Chair)
J Preston (Treasurer)
S Mustafa
L Harvey
D Sawyerr
D Buckroyd (Resigned 14th October 2022)
C Oak (Resigned 27th January 2023)
Charity number 1190045
CIO number 011955
Principal address
To mid-May 109A High Street
London
SE20 7DT
From mid-May c/o Crucible Theatre
55 Norfolk Street
Sheffield
S1 1DA
Independent examiner Begbies Chartered Accountants
9 Bonhill Street
London
EC2A 4DJ
Joint Chief Executives Cassie Raine
Anna Ehnold-Danailov

Financial Statements at 21 June 2023 at 12:11:01 Parents and Carers in Performing Arts (PiPA)

STATEMENT OF TRUSTEES' RESPONSIBILITIES

FOR THE YEAR ENDED 31 MARCH 2023

The Trustees are responsible for preparing the Trustees' Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

The law applicable to charities in England and Wales requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the Charity and of the incoming resources and application of resources of the Charity for that year.

In preparing these financial statements, the Trustees are required to:

The Trustees are responsible for keeping sufficient accounting records that disclose with reasonable accuracy at any time the financial position of the Charity and enable them to ensure that the financial statements comply with the Charities Act 2011, the Charity (Accounts and Reports) Regulations 2008 and the provisions of the trust deed. 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 irregularities.

Financial Statements at 21 June 2023 at 12:11:01 Parents and Carers in Performing Arts (PiPA)

INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF PARENTS AND CARERS IN PERFORMING ARTS (PiPA)

I report to the Trustees on my examination of the financial statements of Parents and Carers in Performing Arts (PiPA) (the Charity) for the year ended 31 March 2023.

Responsibilities and basis of report

As the Trustees of the Charity you are responsible for the preparation of the financial statements in accordance with the requirements of the Charities Act 2011 (the 2011 Act).

I report in respect of my examination of the Charity’s financial statements carried out under section 145 of the 2011 Act. In carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.

Independent examiner's statement

Your attention is drawn to the fact that the Charity has prepared financial statements in accordance with Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) in preference to the Accounting and Reporting by Charities: Statement of Recommended Practice issued on 1 April 2005 which is referred to in the extant regulations but has now been withdrawn.

I understand that this has been done in order for financial statements to provide a true and fair view in accordance with Generally Accepted Accounting Practice effective for reporting periods beginning on or after 1 January 2015.

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the financial statements to be reached.

Katherine Dee (FCA) Begbies Chartered Accountants

9 Bonhill Street London EC2A 4DJ

Dated: 26[th] July 2023

Financial Statements at 21 June 2023 at 12:11:01 Parents and Carers in Performing Arts (PiPA)

STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 MARCH 2023

Unrestricted Restricted Full Year Unrestricted Restricted Full Year
funds funds Total funds funds Total
2023 2023 2023 2022 2022 2022
Notes £ £ £ £ £ £
Income from:
Donations and grant
income 3 94,350 79,359 173,709 93,130 134,510 227,640
Charitable activities 4 31,526 - 31,526 45,349 - 45,349
Other income 5 5,000 - 5,000 4,000 - 4,000
Total income 130,876 79,359 210,235 142,479 134,510 276,989
Expenditure on:
Raising funds 6 9,127 - 9,127 9,820 - 9,820
Charitable activities 7 132,103 119,941 252,044 111,736 83,328 195,064
Total resources
expended 141,230 119,941 261,171 121,556 83,328 204,884
Net
(outgoing)/incoming
resources before (10,354) (40,582) (50,936) 20,923 51,182 72,105
transfers
Fund balances at 1 April
2022 55,853 51,182 107,035 34,930 - 34,930
Fund balances at 31
March 2023 45,499 10,600 56,099 55,853 51,182 107,035

The statement of financial activities includes all gains and losses recognised in the year.

All income and expenditure derive from continuing activities.

Financial Statements at 21 June 2023 at 12:11:01 Parents and Carers in Performing Arts (PiPA)

BALANCE SHEET AS AT 31 MARCH 2023

2023
Notes
£
£
Fixed assets
Tangible assets
13
5,095
Current assets
Debtors
14
26,956
Cash at bank and in hand
48,387
75,343
Creditors: amounts falling due within
one year
15
(24,339)
Net current assets
51,004
Total assets less current liabilities
56,099
Income funds
Restricted funds
18
10,600
Unrestricted funds
Designated funds
19
-
General unrestricted funds
45,499
45,499
56,099
The financial statements were approved by the Trustees on 10thJuly 2023
.............................
26thJuly 2023
.............................
26thJuly 2023
Sarah Jackson
James Preston		 2022
£
7,820
115,185
123,005
(21,652)
9,804
46,049		 £
5,682
101,353
107,035
51,182
55,853
107,035

Financial Statements at 21 June 2023 at 12:11:01 Parents and Carers in Performing Arts (PiPA)

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

1 Accounting policies

PiPA was granted charitable status as a Charitable Incorporated Organisation (CIO) on 22 June 2020.

1.1 Accounting convention

The financial statements have been prepared in accordance with the Charity's constitution the Charities Act 2011 and "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 2019)". The Charity is a Public Benefit Entity as defined by FRS 102. The Charity has taken advantage of the provisions in the SORP for charities applying FRS 102 Update Bulletin 1 not to prepare a Statement of Cash Flows.

The financial statements 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 Statement of Recommended Practice for charities applying FRS 102 rather than the version of the Statement of Recommended Practice which is referred to in the Regulations but which has since been withdrawn.

The financial statements are prepared in sterling, which is the functional currency of the Charity. Monetary amounts in these financial statements are rounded to the nearest £.

The financial statements have been prepared under the historical cost convention. The principal accounting policies adopted are set out below.

1.2 Going concern

At the time of approving the financial statements, the Trustees have a reasonable expectation that the Charity has adequate resources to continue in operational existence for the foreseeable future. Thus the Trustees continue to adopt the going concern basis of accounting in preparing the financial statements.

1.3 Charitable funds

Unrestricted funds are available for use at the discretion of the Trustees in furtherance of their charitable objectives.

Designated funds are unrestricted funds which have been set aside by the Trustees for a specific purpose.

Restricted funds are subject to specific conditions by donors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements.

1.4 Income

Income is recognised when the Charity is legally entitled to it after any performance conditions have been met, the amounts can be measured reliably, and it is probable that income will be received.

Cash donations are recognised on receipt. Other donations are recognised once the Charity has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation. Strategic Partnership income is in substance a donation, and is recognised on receipt.

Charter Partner contributions are recognised in line with the membership subscription. Income received in advance is deferred.

Financial Statements at 21 June 2023 at 12:11:01 Parents and Carers in Performing Arts (PiPA)

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2023

1 Accounting policies

(Continued)

1.5 Expenditure

Liabilities are recognised as resources expended where there is a legal and constructive obligation committing the Charity to the expenditure. All expenditure is accounted for on an accruals basis and includes attributable value added tax which cannot be recovered.

All other expenditure is charged on an accruals basis and is analysed between direct charitable and other expenditure as detailed in the Statement of Financial Activities.

Costs of raising funds comprise those costs directly attributable to raising voluntary income.

Charitable activities is divided into two categories - Research and Policy, and Services and Best Practice. Costs directly attributable to each category are allocated to that category, including direct staff time. Each charitable activity includes an apportionment of support costs based on the proportion of direct staff time dedicated to that charitable activity.

Support costs include the general overheads of the Charity, not attributable to direct charitable activities such as the website, office overheads and the finance function.

Governance costs include those incurred in the governance of the Charity and its assets are primarily associated with constitutional and statutory requirements.

Irrecoverable VAT is allocated to the expenditure category on which it arises.

1.6 Tangible fixed assets

Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.

Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:

Office equipment 5 years Computers 5 years

The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the statement of financial activities.

1.7 Impairment of fixed assets

At each reporting end date, the Charity reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any).

1.8 Cash and cash equivalents

Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.

Financial Statements at 21 June 2023 at 12:11:01 Parents and Carers in Performing Arts (PiPA)

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2023

1 Accounting policies

(Continued)

1.9 Financial instruments

The Charity has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments.

Financial instruments are recognised in the Charity's balance sheet when the Charity becomes party to the contractual provisions of the instrument.

Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.

Basic financial assets

Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method. Financial assets classified as receivable within one year are not amortised.

Basic financial liabilities

Basic financial liabilities, including creditors are initially recognised at transaction price. Financial liabilities classified as payable within one year are not amortised.

Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities.

Derecognition of financial liabilities

Financial liabilities are derecognised when the Charity’s contractual obligations expire or are discharged or cancelled.

1.10 Employee benefits

The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.

Termination benefits are recognised immediately as an expense when the Charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits.

1.11 Retirement benefits

Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.

2 Critical accounting estimates and judgements

In the application of the Charity’s accounting policies, the Trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.

Financial Statements at 21 June 2023 at 12:11:01 Parents and Carers in Performing Arts (PiPA)

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2023

3 Donations and grant income

Unrestricted
Restricted
funds
funds
2023
2023
£
£
Donations and gifts
600
-
Grants and Strategic
Partner donations
93,750
79,359
94,350
79,359
Grants receivable for
core activities
Department of Work and
Pensions Access to Work
-
-
Actors' Children's Trust
50,000
-
Strategic Partner
donations
7,750
-
Coronavirus Job
Retention Scheme –
furlough
-
-
Arts Council England
-
54,984
Creative Scotland
-
23,125
Esmee Fairbairn
Foundation
36,000
-
Dance Professionals
Fund
-
-
Help Musicians
-
1,250
Canterbury Christ Church
University
-
-
93,750
79,359		 Total
Unrestricted
Restricted
funds
funds
2023
2022
2022
£
£
£
600
212
-
173,109
92,918
134,510
173,709
93,130
134,510
-
995
-
50,000
50,000
-
7,750
8,750
-
-
3,173
-
54,984
-
94,860
23,125
-
18,750
36,000
30,000
7,650
-
-
8,000
1,250
-
3,750
-
-
1,500
173,109
92,918
134,510		 Total
2022
£
212
227,428
227,640
995
50,000
8,750
3,173
94,860
18,750
37,650
8,000
3,750
1,500
227,428

Financial Statements at 21 June 2023 at 12:11:01 Parents and Carers in Performing Arts (PiPA)

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2023

4 Charitable activities

Services & Services &
Best Best
Practice Practice
2023 2022
£ £
Charter Partner contributions 46,599 41,433
Less: deferred Charter Partner income (17,447) (12,059)
Provision of research 1,800 12,500
Training income 574 3,475
31,526 45,349

5 Other income

Unrestricted Unrestricted
funds funds
2023 2022
£ £
Employment Allowance 5,000 4,000
6 Raising funds
Unrestricted Unrestricted
funds funds
2023 2022
£ £
Fundraising and publicity
Consultancy 2,973 5,919
Staff costs 4,822 3,453
Governance costs 89 36
Support costs 1,243 412
9,127 9,820

Financial Statements at 21 June 2023 at 12:11:01 Parents and Carers in Performing Arts (PiPA)

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2023

7 Charitable activities

Services
and Best
Practice
2023
Research
and Policy
2023
£
£
Staff costs
116,440
47,148
Depreciation
88
-
IT Software and
consumables
12,011
-
Subscriptions
110
-
Access- British Sign
Language, captioning etc.
-
255
Consultancy fees
6,932
15,993
Training and recruitment
-
-
Events
885
931
Office costs
3,967
2,102
140,433
66,429
Share of support costs (see
note 9)
30,011
12,152
Share of governance costs
(see note 9)
2,149
870
172,593
79,451
Analysis by fund
Unrestricted funds
95,699
36,404
Restricted funds
76,894
43,047
172,593
79,451		 Total
2023
Services
and Best
Practice
2022
Research
and Policy
2022
£
£
£
163,588
108,627
36,136
88
48
-
12,011
6,134
-
110
53
-
255
-
-
22,925
4,860
5,580
-
5,868
-
1,816
585
800
6,069
1,241
587
206,862
127,416
43,103
42,163
19,414
3,190
3,019
1,667
274
252,044
148,497
46,567
132,103
73,036
38,700
119,941
75,461
7,867
252,044
148,497
46,567		 Total
2022
£
144,763
48
6,134
53
-
10,440
5,868
1,385
1,828
170,519
22,604
1,941
195,064
111,736
83,328
195,064

8 Description of charitable activities

Services and Best Practice

Working with employers to assist them in introducing a framework that provides the organisation with the tools, resources and policies to implement family-friendly working practices.

Research and Policy

Research carried out into the disadvantages faced by those in the performing arts who have caring responsibilities. Influencing policy at a sectoral and Government level is a key focus for PiPA as we seek to embed change across the creative landscape.

Financial Statements at 21 June 2023 at 12:11:01 Parents and Carers in Performing Arts (PiPA)

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2023

9
Support costs
Support Governance
costs
costs
£
£
Staff costs
6,004
-
Depreciation
1,368
-
Bookkeeping and
accountancy
20,642
-
Office costs
5,391
-
Travel and recruitment
938
-
Staff training
4,557
-
Freelance and
consultancy costs
3,175
-
Sundry
1,331
-
Independent Examiner
fees
-
1,800
Legal and professional
-
90
Trustee travel and
expenses
-
446
Trustee training and
meetings
-
772
43,406
3,108
Analysed between
Fundraising
1,243
89
Charitable activities
42,163
3,019
43,406
3,108		 2023
Support Governance
costs
costs
£
£
£
6,004
8,242
-
1,368
904
-
20,642
11,171
-
5,391
982
-
938
1,614
-
4,557
-
-
3,175
-
-
1,331
103
-
1,800
-
1,800
90
-
35
446
-
142
772
-
-
46,514
23,016
1,977
1,332
412
36
45,182
22,604
1,941
46,514
23,016
1,977		 2022
£
8,242
904
11,171
982
1,614
-
-
103
1,800
35
142
-
24,993
448
24,545
24,993

The Independent Examiner received £2,600 plus VAT for accounting and examination services (2022: £3,180 plus VAT).

Increased bookkeeping an accountancy costs reflect a move from a PAYE role to an external accountancy company to manage the increasingly robust financial procedures.

Significant investment was made in staff training in preparation for scaling the Charity.

10 Trustees

None of the Trustees (or any persons connected with them) received any remuneration or benefits from the Charity during the year (2022: none) in connection with their responsibilities as Trustees. Two Trustees received travel expenses totaling £446 (2022: 3: £142). Donations from Trustees without restrictions totaled £500.

Indypendent PR, a company owned by the Trustee I Vidyalankara, was paid £700 for PR and comms support around the publication of Bittersweet Symphony music research.

Financial Statements at 21 June 2023 at 12:11:01 Parents and Carers in Performing Arts (PiPA)

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2023

11 Employees

The average monthly number of employees during the year was:

Actual
Full-time equivalent
Employment costs
Wages and salaries
Social security costs
Other pension costs		 2023
Number
6
5
2023
£
156,038
14,966
3,410
174,414		 2022
Number
6
4
2022
£
141,663
11,755
3,040
156,458

The above full-time equivalent staff members is based on a 37.5 hour week. Employee time was increased. Both CEOs increased hours from .8 to full-time and we created a new Ops Manager post also at 0.8 FTE, to strengthen management and delivery.

There were no employees whose annual remuneration was £60,000 or more.

The Trustees consider key management personnel to include the joint Chief Executives. Key management salaries total £96,448 during the year (2022: £84,395), which includes employer's pension and national insurance contributions.

12 Taxation

The Charity is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988 or section 252 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects.

Financial Statements at 21 June 2023 at 12:11:01 Parents and Carers in Performing Arts (PiPA)

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2023

13
Tangible fixed assets
Office
equipment
Computers
£
£
Cost
At 1 April 2022
1,535
5,420
Additions
260
1,454
Disposals
-
(845)
At 31 March 2023
1,795
6,029
Depreciation
At 1 April 2022
317
957
Depreciation charged in the year
337
1,146
Eliminated in respect of disposals
-
(28)
At 31 March 2023
654
2,075
Carrying amount
At 31 March 2023
1,141
3,954
At 31 March 2022
1,219
4,463
14
Debtors
2023
Amounts falling due within one year:
£
Trade debtors
13,083
Other debtors
9,984
Prepayments and accrued income
3,889
26,956
15
Creditors: amounts falling due within one year
2023
Notes
£
Other taxation and social security
1,665
Deferred income from Charter Partners
16
17,224
Trade creditors
1,467
Accruals
3,983
24,339		 Total
£
6,955
1,714
(845)
7,824
1,274
1,483
(28)
2,729
5,095
5,682
2022
£
7,820
-
-
7,820
2022
£
-
12,059
3,396
6,197
21,652

Financial Statements at 21 June 2023 at 12:11:01 Parents and Carers in Performing Arts (PiPA)

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2023

16 Deferred income

2023 2022
£ £
Movements in the year:
Deferred income at 1 April 2022 12,059 10,133
Released from previous periods (12,059) (10,133)
Resources deferred in the year 17,224 12,059
Deferred income at 31 March 2023 17,224 12,059

The Charter Partner year is not coterminous with the financial year. Income is deferred to the extent that it related to a future time period.

17 Retirement benefit schemes

Defined contribution schemes

The Charity operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the Charity in an independently administered fund.

The charge to the Statement of Financial Activities in respect of defined contribution schemes was £3,410 (2022 - £3,040).

Financial Statements at 21 June 2023 at 12:11:01 Parents and Carers in Performing Arts (PiPA)

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2023

18 Restricted funds

The income funds of the Charity include restricted funds comprising the following unexpended balances of donations and grants held on trust for specific purposes:

Movement in funds Movement in funds Movement in funds Movement in funds
Incoming Resources Balance at Incoming Resources Balance at
resources expended 1 April 2022 resources expended 31 March 2023
£ £ £ £ £ £
Arts Council England – Elevate 50,000 (50,000) - 54,984 (54,984) -
Arts Council England – Intersectional Caring Responsibilities 44,860 (8,446) 36,414 - (36,414) -
Creative Scotland 18,750 (9,365) 9,385 23,125 (21,910) 10,600
Dance Professionals Fund 8,000 (6,105) 1,895 - (1,895) -
Esmee Fairbairn Foundation- Impact Report 7,650 (7,650) - - - -
Help Musicians 3,750 (262) 3,488 1,250 (4,738) -
Canterbury Christ Church University 1,500 (1,500) - - - -
134,510 (83,328) 51,182 79,359 (119,941) 10,600

Financial Statements at 21 June 2023 at 12:11:01 Parents and Carers in Performing Arts (PiPA)

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2023

18 Restricted funds

(Continued)

The restricted funds are intended to be used for the following purposes:

Fixed asset fund

Arts Council England – Elevate

Arts Council England – ICR parents and carers from underrepresented communities, who are also based in Yorkshire

Creative Scotland

Dance Professionals Fund - grant for dance research to identify barriers to career progression, specifically faced by independent dance artists (dancers, choreographers, and other dance professionals) working in the contemporary dance industry with caring responsibilities

Help Musicians - grant for music research and the Bittersweet Symphony report, investigating the impact of caring responsibilities on career progression in Classical Music

Canterbury Christ Church University - grant for dance research to identify barriers to career progression, specifically faced by independent dance artists (dancers, choreographers, and other dance professionals) working in the contemporary dance industry with caring responsibilities

Financial Statements at 21 June 2023 at 12:11:01 PARENTS AND CARERS IN PERFORMING ARTS (PiPA)

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2023

19 Designated funds

The income funds of the Charity include the following designated funds which have been set aside out of unrestricted funds by the Trustees for specific purposes:

Movement in funds Movement in funds
Balance at Incoming Resources Resources Balance at
1 April 2021 resources expended expended 31 March 2023
£ £ £ £ £
Best Practice 1,986 - (1,986) - -
Match Funding for ACE Elevate grant 14,488 5,000 (9,684) (9,804) -
16,474 5,000 (11,670) (9,804) -

The designated funds are intended to be used for the following purposes:

Best Practice - to invest in the expansion of the Charter Programme Match Funding for Elevate Grant - reserves set aside to meet our match funding commitments which, on this occasion, enabled us to access the Elevate grant

Financial Statements at 21 June 2023 at 12:11:01 PARENTS AND CARERS IN PERFORMING ARTS (PiPA)

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2023

20
Analysis of net assets between funds
Unrestricted
funds
Designated
funds
Restricted
funds
2023
2023
2023
£
£
£
Fund balances at 31 March 2023 are represented
by:
Tangible assets
5,095
-
-
Current assets/(liabilities)
40,404
-
10,600
45,499
-
10,600		 TotalUnrestricted
funds
Designated
funds
Restricted
funds
Total
2023
2022
2022
2022
2022
£
£
£
£
£
5,095
5,682
-
-
5,682
51,004
40,367
9,804
51,182
101,353
56,099
46,049
9,804
51,182
107,035

At the balance sheet date the free reserves stood at £40,404.

Financial Statements at 21 June 2023 at 12:11:01 PARENTS AND CARERS IN PERFORMING ARTS (PiPA)

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2023

21 Contingent liabilities

The Charity received the assets of Parents in Performing Arts, a company Limited by guarantee, company number 10949206, on 30th September 2020, and took over the activities, contracts and intellectual property of the not for profit company.

As part of the agreement to transfer the assets, the Charity undertook to indemnify Parents in Performing Arts against future costs which may arise as a result of the transfer. At the date of approval of these accounts, no further costs are known or expected.