| Contents | ||||||
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| Page | ||||||
| Charity Reference and Administrative | Details | |||||
| Trustees' Annual Report |
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| Independent | Auditor's Report |
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| Consolidated | Statement of Financial |
Activities | (mcluding | Income and Expenditure | Account) | |
| Consolidated | and Charity Balance Sheets | 12 | ||||
| Consolidated | Statement ofCash Flows |
13 | ||||
| Charity Statement ofCash Flows |
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| Notes to the | Financial Statements | 15 |
| Charity registration | Charity registration | number | 244861 | |
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| Company | registration | number | 858029 | |
| Patron | HRH Prince of Wales | |||
| Honorary | President | Peter Blackburn | CBE | |
| Trustees | Joanna Fiona Armitage —Chairman |
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| Matthew Osbourne - Treasurer |
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| John Bywater | ||||
| Jenny Harris | ||||
| Lucy Hind —joined 5 October 2020 | ||||
| Craig Ratcliffe | ||||
| Susan Rumfitt | ||||
| Secretary | Sharon Canavar | |||
| Registered | office | 32 Cheltenham | Parade | |
| Harrogate | ||||
| North Yorkshire | ||||
| HG1 1DB | ||||
| Auditor | Murray Harcourt |
Limited | ||
| Registered Auditors |
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| 6Queen Street | ||||
| Leeds | ||||
| LS1 2TW | ||||
| Solicitor | McCormicks Solicitors |
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| Wharfedale House |
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| 37 East Parade | ||||
| Harrogate | ||||
| HG1 5LQ | ||||
| Bankers | HSBC | |||
| 7 Prospect Crescent | ||||
| Harrogate | ||||
| HG1 1RN | ||||
| and | ||||
| Scottish Widows | ||||
| 67 Morrison Street | ||||
| Edinburgh | ||||
| EH3 8YJ | ||||
| Staffing | ||||
| Chief Executive | Sharon Canavar | |||
| Head of | Events | Charlotte Woods | ||
| Head of | Development/Comms | Lizzie Brewster | ||
| Finance | Ruth Moody |
| YEAR ENDED 3 | YEAR ENDED 3 | YEAR ENDED 3 | 1 | O | C | T | OBE | R | 2 | 0 | 20 | |||||||||||||||
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| Risk Assessment | ||||||||||||||||||||||||||
| The Trustees | have | assessed the | major | risks | to | which | the | Charity is exposed, in particular those related to the operations |
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| and finances | ofthe | Charity. The | Trustees | are | satisfied | that | management and control systems are in place to mitigate the |
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| Charity's exposure |
to | the | major | risks | and | the Trustees | undertake to review those nsks and controls each year. |
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| Key principal | risks | and | plans and | strategies | for | managing | were: | |||||||||||||||||||
| Risk | Mana ament |
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| Financial: | -Budget linked to business planning and objectives, with |
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| -Weak Budgetary | Controls and | finance | reporting | timely & accurate monitoring & reporting, Management |
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| accounts provided for all Trustee meetings, monthly meet |
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| with Financial Controller. |
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| -System and | controls | not | operating | as intended | -Financial control procedures, defined responsibilities and |
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| authorisation limits. |
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| -New programming |
strands | and | more | sophisticated | -Annual review ofaims and objectives with budgets linked |
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| marketin | methods | ex | ose | rester | financial | disk | to business plannin and ob'ectives. |
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| -Inade uate |
insurance | cover | Annual review ofcover |
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| -Lack offinancial | supervision | by the Board | -Ongoing analysis and review, Treasurer's report at Board |
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| meeting plus rigorous analysis within the Resources Sub- |
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| I'ou | ||||||||||||||||||||||||||
| -Dependency | on | income | sources | -Trustee engagement and commitment to fundraising, |
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| Regular identification of major dependencies and |
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| diversification lans. |
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| -Level of |
unrestricted | reserves | held | by | the | charity | -Adequate disclosures made in the reserves policy. |
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| detrimental | to obtainin | volunta | income | |||||||||||||||||||||||
| Reputationah | ||||||||||||||||||||||||||
| -Decline in | public | perception | of | the | charity | -Communication with supporters and beneficiaries, |
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| Quality financial, annual report and review reporting, PR |
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| training/procedures. | ||||||||||||||||||||||||||
| -Adverse publicity |
-Review complaints procedures, review procedures, |
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| cdises management strategy for handling consistency of |
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| ke messa es, nominated s okes erson etc. |
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| -Breakdown | in relationships | with | key | stakeholders | and | -Regular contact and briefings, meet T&F of funders, |
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| supporters | ongoing sponsor comms beyond the agreed term of |
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| support. Keep funders up to date on progress, issues and |
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| build good understanding of and relationships with similar |
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| organisations through collaborative working and sharing |
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| ood ractice. |
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| Talent: | -Review succession planning to identify skills gap, early |
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| -No succession |
planning | for | key | Board | or | senior | anticipation of Trustees/staff stepping down, open |
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| mana ement |
ositions | dialo ue. |
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| -Loss ofkey | members | of staff | or | trustees | -Effective HR policies and procedures. Acknowledge the |
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| risk for or anisations the size of HIF. |
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| -De endents | on ke | individuals | -Knowled e transfer. Em owerment and dele ation. |
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| Political/Regulatory: | ||||||||||||||||||||||||||
| -Failure to | comply | with | operational | regulations | (data, | H&S | -Monitor the legal and regulatory changes, membership |
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| Child Protection | of umbrella bodes/ artner or anisations. |
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| -Data breach | -Appraise systems and revise as appropriate, appraise |
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| security and authorisation procedures, implement |
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| measure to secure and protect data including secure back |
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| u and re ular review of rocedures. |
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| -Change in |
political | climate | regarding | culture/festivals | & | -Regular review with partners and shared information |
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| fundin | throu h umbrella bodies and national or anisations. |
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| -Failure to | meet statutory | report | requirements | -Identification and access to professional advice |
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| com lienee reviews. |
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| -Failure to | operate | within | charitable | objects of | powers | -Annual review of charitable objectives, access to |
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| rofessional advice. |
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| -Charity lacks direction, | strategy | and | forward | planning | -Annual review ofaims and objectives, timely and accurate |
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| financial and project reporting, regular contact between |
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| Board and staff. | ||||||||||||||||||||||||||
| -Trustees | insufficiently | aware | of | the | charity's | objectives | -Induction training and appraisals. |
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| and le al | owers | |||||||||||||||||||||||||
| -Ineffective | contribution | from | trustees | -Attendance, contribution and action at Board, |
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| engagement in fundraising, annual appraisal, recruitment |
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| and a pointment recess. |
| Unrestricted | Restricted | Operational | Unrestricted | Total | Total | ||||
|---|---|---|---|---|---|---|---|---|---|
| operational | funds | total | designated | 2020 | 2019 | ||||
| funds | Future 50 | ||||||||
| fund | |||||||||
| 6 | |||||||||
| Income: | |||||||||
| Donations and |
legacies | 2 | 181,104 | 7,267 | 188,371 | 52,313 | 240,684 | 372,847 | |
| Charitable activities |
3 | 157,654 | 157,654 | 157,654 | 770,011 | ||||
| Other trading | activities | 4 | 10,437 | 10,437 | 2,685 | 13,122 | 17,522 | ||
| Investments | 5 | 392 | 392 | 500 | 892 | 1,317 | |||
| Total income | 349,587 | 7,267 | 356,854 | 55,498 | 412,352 | 1,161,697 | |||
| Expenditure | on: | ||||||||
| Raising funds | 25,447 | 25,447 | 25,447 | 22,372 | |||||
| Charitable activities |
6 | 409,759 | 1,797 | 411,556 | 411,556 | 1,072,853 | |||
| Total expenditure | 435,206 | 1,797 | 437,003 | 437,003 | 1,095,225 | ||||
| Net income | (85,619) | 5,470 | (80,149) | 55,498 | (24,651) | 66,472 | |||
| Transfer | |||||||||
| Net movement | in funds | (85,619) | 5,470 | (80,149) | 55,498 | (24,651) | 66,472 | ||
| Reconciliation | offunds: | ||||||||
| Total funds | brought | 193,672 | 3,094 | 196,766 | 340,228 | 536,994 | 470,522 | ||
| f0iward | |||||||||
| Total funds | carried | 16 | 108,053 | 8,564 | 116,617 | 395,726 | 512,343 | 536,994 | |
| forward |
| 2020 | 2019 | 2020 | 2019 | ||||
|---|---|---|---|---|---|---|---|
| Note | Groupf | Group | Charity 6 |
Charity 6 |
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| Fixed assets | |||||||
| Investments | |||||||
| Current assets | |||||||
| Debtors | 12 | 65,986 | 80,878 | 65,986 | 70,251 | ||
| Cash at bank | and in | hand | 682,288 | 663,715 | 682,288 | 663,715 | |
| 748,274 | 744,593 | 748,274 | 733,966 | ||||
| Creditors: amounts | falling due within | 13 | (235,931) | (207,599) | (235,933) | (196,974) | |
| one year | |||||||
| Net current assets | 512,343 | 536,994 | 512,341 | 536,992 | |||
| Total assets | less current liabilities | 512,343 | 536,994 | 512,343 | 536,994 | ||
| Charity Funds | |||||||
| Restricted funds | 16 | 8,564 | 3,094 | 8,564 | 3,094 | ||
| Unrestricted | funds | 16 | 503,779 | 533,900 | 503,779 | 533,900 | |
| Total charity | funds | 512,343 | 536,994 | 512,343 | 536,994 |
| EAR ENDED 31OCTOB | E | R 2020 | |||
|---|---|---|---|---|---|
| 2020 | 2019 | ||||
| Note | 6 | 6 | |||
| Net cash flow from operating | activities | 18 | 17,681 | 149,140 | |
| Cash flow from investing | activities | ||||
| Interest received | 892 | 1,317 | |||
| Net cash flow from investing | activities | 892 | 1,317 | ||
| Net increase in cash and cash equivalents |
18,573 | 150,457 | |||
| Cash and cash equivalents | brought forward | 663,715 | 513,258 | ||
| Cash and cash equivalents | carried forward | 682,288 | 663,715 | ||
| Cash and cash equivalents | consists of: | ||||
| Cash at bank and in hand | 682,288 | 663,715 |
| EAR ENDED 31 OCTOB | E | R 2020 | |||
|---|---|---|---|---|---|
| 2020 | 2019 | ||||
| Note | 9 | 6 | |||
| Net cash flow from operating | activities | 18 | (106,713) | 143,427 | |
| Cash flow from investing | activities | ||||
| Interest received | 892 | 1,317 | |||
| Loans with subsidiary undertaking |
124,394 | 5,713 | |||
| Net cash flow from investing | activities | 125,286 | 7,030 | ||
| Net increase/(decrease) | in | cash and cash equivalents | 18,573 | 150,457 | |
| Cash and cash equivalents | brought forward |
663,715 | 513,258 | ||
| Cash and cash equivalents | carried forward | 682,288 | 663,715 | ||
| Cash and cash equivalents | consists of: | ||||
| Cash at bank and in hand | 682,288 | 663,715 |
| ncome from donatio | ns and le |
gacies | |||
|---|---|---|---|---|---|
| 2020 | 2019 | ||||
| 6 | 6 | ||||
| Arts Council England | - Revenue | 25,000 | 15,500 | ||
| Harrogate Borough |
Council —Revenue | 24,000 | 24,000 | ||
| Harrogate Borough |
Council —UCI | 184,000 | |||
| Arts Council England | -Touring | 44,130 | 18,160 | ||
| Future 50 (including | gift aid) | 52,313 | 57,244 | ||
| NYMAZ | 7,267 | 10,471 | |||
| Other donations and |
legacies | 60,299 | 63,472 | ||
| UK Government Job |
Retention | Scheme Grant | 17,675 | ||
| UK Government Small Business |
Support Grant | 10,000 | |||
| 240,684 | 372,847 |
| ncome from charitable | activitie | s | |||
|---|---|---|---|---|---|
| 2020 | 2019 | ||||
| E | E | ||||
| Ticket and programme | sales | 36,360 | 343,602 | ||
| Income from commercial | trading | operation | 121,294 | 426,409 | |
| 157,654 | 770,011 |
| Income from other tra | ding ac |
tivities | ||
|---|---|---|---|---|
| 2020 | 2019 | |||
| E | E | |||
| Income from commercial | trading | operation | 6,899 | 14,030 |
| Other trading | 6,223 | 3,492 | ||
| 13,122 | 17,522 |
| ncome from | investment | s | ||||||
|---|---|---|---|---|---|---|---|---|
| 2020 | 2019 | |||||||
| E | E | |||||||
| Interest —deposits | 392 | 743 | ||||||
| Interest - Future 50 | 500 | 574 | ||||||
| 892 | 1,317 | |||||||
| ncome from investments | was E892(2019 - E1,317)ofwhich | E392(2019-E743)was | attributable to |
unrestricted | ||||
| nds and E500(2019 —E574)was attnbutable | to unrestricted | designated | funds. | |||||
| nalysis ofexpenditure | on charitable | activities | ||||||
| Festivals | Total | Total | ||||||
| and Events | Education | 2020 | 2019 | |||||
| E | E | E | E | |||||
| Direct costs | 309,597 | 1,797 | 311,394 | 980,643 | ||||
| Support costs | ||||||||
| Staff costs | 50,397 | 50,397 | 46,766 | |||||
| Other support | costs | 42,925 | 42,925 | 38,604 | ||||
| Governance | costs | 6,840 | 6,840 | 6,840 | ||||
| 409,759 | 1,797 | 411,556 | 1,072,853 |
| Summary Profit and Loss Account |
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|---|---|---|---|
| 2020 | 2019 | ||
| 6 | 6 | ||
| Turnover | 128,193 | 440,439 | |
| Cost ofsales | |||
| Gross profit | 128,193 | 440,439 | |
| Administrative expenses |
(18,013) | (44,413) | |
| Profit on ordinary activities before taxation |
110,180 | 396,026 | |
| Tax on profit on ordinary activities |
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| Profit for the year | 110,180 | 396,026 | |
| Turnover is disclosed as: |
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| Turnover as above Less other trading income Income from charitable activities |
128,193 ~8,899 121,294 |
440,439 ~34,030 426,409 |
|
| Resources expended disclosed as: |
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| Cost ofsales | |||
| Festivals Interest payable and similar charges Eliminated on consolidation Trading subsidiary costs |
18,013 ~3,000 5,013 |
44,413 ~3,390 1,018 |
|
| The assets and liabilities ofthe subsidiary Current assets Current liabilities |
were: | 118,189 ~1~,18 |
16,832 ~0.830 |
| Total net assets | |||
| Called up share capital | |||
| Profit and loss account | |||
| Shareholders' funds |
| 2020 | 2019 | |||
|---|---|---|---|---|
| Number | Number | |||
| Charitable | activities | |||
| Raising funds | ||||
| 10 | ||||
| The total staff costs and employee | benefits were as follows: | |||
| 2020f | 2019 f |
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| Wages and | salaries | 224,378 | 229,900 | |
| Social security | 17,653 | 15,736 | ||
| Other related staff costs | 21,274 | 19,441 | ||
| 263,305 | 265,077 |
| Debtors | ||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| 2020 | 2019 | 2020 | 2019 | |||||||||
| Group | Group | Charity | Charity | |||||||||
| 5 | 6 | |||||||||||
| Trade debtors | 28,107 | 37,620 | 28,107 | 20,788 | ||||||||
| Amounts | owed by subsidiary | 6,205 | ||||||||||
| Other debtors | 16,099 | 26,016 | 16,099 | 26,016 | ||||||||
| Tax recoverable | on gift aid | 7,398 | 5,386 | 7,398 | 5,386 | |||||||
| Prepayments and accrued income |
14,382 | 11,856 | 14,382 | 11,856 | ||||||||
| 65,986 | 80,878 | 65,986 | 70,251 | |||||||||
| Creditors: amounts | falling | due within one year | ||||||||||
| 2020 | 2019 | 2020 | 2019 | |||||||||
| Group | Group | Charity | Charity | |||||||||
| 6 | 6 | 6 | ||||||||||
| Trade creditors | 25,975 | 35,416 | 25,975 | 35,416 | ||||||||
| Amounts | owed to subsidiary | 118,189 | ||||||||||
| Other tax | and social | security | 4,757 | 5,310 | 4,757 | 5,310 | ||||||
| Other creditors | 28,557 | 77,571 | 28,557 | 76,546 | ||||||||
| Accruals | and deferred income | 176,642 | 89,302 | 58,455 | 79,702 | |||||||
| 235,931 | 207,599 | 235,933 | 196,974 | |||||||||
| Operating | leases | |||||||||||
| Total future | minimum | lease payments | under non-cancellable | operating | leases are as | follows: | ||||||
| 2020 | 2019 | |||||||||||
| 6 | 6 | |||||||||||
| Not later | than one year | 1,644 | 2,178 | |||||||||
| Later than one and not later than five years | 2,737 | 4,382 | ||||||||||
| 4,381 | 6,560 | |||||||||||
| Deferred | income | |||||||||||
| 2020 | 2019 | 2020 | 2019 | |||||||||
| Group | Group | Charity | Charity | |||||||||
| 6 | 6 | 6 | 6 | |||||||||
| Amounts | brought | forward | 89,302 | 72,992 | 79,702 | 63,792 | ||||||
| Amounts | released to income | (89,302) | (72,992) | (79,702) | (63,792) | |||||||
| Incoming | resources | deferred | in the year | 164,637 | 89,302 | 50,450 | 79,702 | |||||
| Deferred | income at | 31 October | 164,637 | 89,302 | 50,450 | 79,702 | ||||||
| Deferred | income | within the group relates to grants | and | ticket income received in advance. |
| nalysis | ofnet assets between funds | ||||
|---|---|---|---|---|---|
| Group | Charity | ||||
| Restricted | Unrestricted | Restricted | Unrestricted | ||
| 6 | 8 | 6 | F | ||
| Fixed assets | 2 | ||||
| Current | assets | 65,986 | 65,986 | ||
| Cash and current investments | 8,564 | 673,724 | 8,564 | 673,724 | |
| Current | liabilities | (235,931) | (235,933) | ||
| Total | 8,564 | 503,779 | 8,564 | 503,779 |
| Group | 2020 | 2019 | |||
|---|---|---|---|---|---|
| 6 | 6 | ||||
| Net (loss)/ income for | the year | (24,651) | 66,472 | ||
| Interest receivable | (892) | (1,317) | |||
| Decrease | in debtors | 14,892 | 25,239 | ||
| Increase | in creditors | 28,332 | 58,746 | ||
| Net cash | flow from operating | activities | 17,681 | 149,140 | |
| Charity | 2020 | 2019 | |||
| 6 | |||||
| Net (loss)/ income for | the year | (24,651) | 66,472 | ||
| Interest receivable | (892) | (1,317) | |||
| Decrease | / (increase) | in debtors | (1,940) | 19,951 | |
| Increase | / (decrease) | in creditors | (79,230) | 58,321 | |
| Net cash | flow from operating | activities | (106,713) | 143,427 |
| he carrying amou |
nts |
o | fthe g | roup's |
finan | cial i |
nstruments | are as follows. | ||
|---|---|---|---|---|---|---|---|---|---|---|
| 2020 | 2019 | |||||||||
| 6 | 6 | |||||||||
| Financial assets | ||||||||||
| Debt instruments | measured | at amortised | cost: | |||||||
| -Trade debtors (note | 12) | 28,107 | 37,620 | |||||||
| 28,107 | 37,620 | |||||||||
| Financial liabilities | ||||||||||
| Measured at amortised |
cost | |||||||||
| -Trade creditors | (note | 13) | 25,975 | 35,416 | ||||||
| - Other creditors | (note | 13) | 28,557 | 18,293 | ||||||
| - Accruals (note | 13) | 12,005 | 59,278 | |||||||
| 66,537 | 112,987 | |||||||||
| he carrying amounts |
ofthe charity's | financial | instruments | are as follows: | ||||||
| 2020f | 2019 6 |
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| Financial assets | ||||||||||
| Debt instruments | measured | at amortised | cost: | |||||||
| -Trade debtors | (note | 12) | 28,107 | 20,788 | ||||||
| -Amounts owed |
from | group | undertakings | (note 12) | 6,205 | |||||
| 28,107 | 26,993 | |||||||||
| Financial liabilities | ||||||||||
| Measured at amortised |
cost | |||||||||
| -Trade creditors | (note 13) | 25,975 | 35,416 | |||||||
| - Amounts owed to group undertakings |
(note | 13) | 118,189 | |||||||
| - Other creditors | (note | 13) | 28,557 | 17,268 | ||||||
| - Accruals (note | 13) | 8,005 | 59,278 | |||||||
| 180,726 | 111,962 |