Company number: 01468164 Charity Number: 279184 ## Shape London Report and financial statements For the year ended 31 March 2021 Shape London ## Contents For the year ended 31 March 2021 Reference and administrative information ...................................................................................... 2 Trustees’ annual report .................................................................................................................. 4 Independent auditor’s report ....................................................................................................... 32 Statement of financial activities (incorporating an income and expenditure account) ................... 36 Balance sheet ............................................................................................................................... 37 Statement of cash flows ............................................................................................................... 38 Notes to the financial statements ................................................................................................. 39 Shape London ## Reference and administrative information For the year ended 31 March 2021 Company number 01468164 Country of United Kingdom incorporation Charity number 279184 Country of England and Wales registration Registered office Peckham Library, 2[nd] Floor and operational 122 Peckham Hill Street address London SE15 5JR Trustees Trustees, who are also directors under company law, who served during the year and up to the date of this report were as follows: Tony Heaton OBE Chair James Hodgson Vice Chair Jackie Freeman Treasurer Robert Davies Lois Keith OBE Adeolu Adesola Aidan Moesby Owen Kimm Appointed 22/9/20 Jennifer Clarke Appointed 22/9/20 Jon Tibbits-Smyth Appointed 18/11/20 Michelle Duxbury Appointed 17/3/21 Key management David Hevey Chief Executive personnel Jeff Rowlings Head of Programme Sally Yarwood Interim Head of Finance / Strategic Projects Bankers CAF Bank Ltd 25 Kings Hill Avenue Kings Hill West Malling Kent, M19 4TA HSBC Lion House 25 Islington High Street London, N1 9LJ 2 Shape London ## Reference and administrative information For the year ended 31 March 2021 Solicitor Bates, Wells and Braithwaite Cheapside House 138 Cheapside London EC2V 6BB Auditor Sayer Vincent LLP Chartered Accountants and Statutory Auditors Invicta House 108-114 Golden Lane LONDON EC1Y 0TL 3 Shape London ## Trustees’ annual report For the year ended 31 March 2021 The trustees present their report and the audited financial statements for the year ended 31 March 2021. Reference and administrative information set out on pages 1 and 2 form part of this report. The financial statements comply with current statutory requirements, the memorandum and articles of association and the Statement of Recommended Practice - Accounting and Reporting by Charities: SORP applicable to charities preparing their accounts in accordance with FRS 102. Foreword from Chair 2020/21 is the third year of the current four-year National Portfolio Organisation (NPO) operation plan 2018-2022. There is currently an extension year application in with Arts Council England for 2022/23. Working in a time without a template, this year has seen Shape continue our core work under difficult Covid-19 conditions, which meant isolation for many of our users and some of our staff, remote working for most of our staff most of the year, and a digital-first approach to delivery of our programme such as our exhibitions, which were all online in 2020/21. This meant that throughout the year we continued with our work to develop the creative talent and agency of disabled artists and creatives, and we continued to support those in all levels of arts, creative and cultural industries, from those new to the arts and creative industries to those leading the industries. The Covid-19 pandemic in 2020/21 resulted in Shape moving to digital-first models: remote working by Shape staff, remote-Board and management meetings, and a fully online and digital content plan including Programme and Projects delivered digitally in 2020/21. Pioneering, developing and impacting in digital work in all its forms is a significant contemporary approach that Shape is at the cutting edge of, was fully prepared for and able to successfully work within; the high quality, well resolved digital work impacted and kept Shape connected and relevant to our communities, users and audiences. This year saw our core NPO Programme stride ahead in digital innovation. From the Adam Reynolds Award (ARA) shortlist online exhibition, Unfolding Shrines, to our high impact Shape Open, it was a very impactful year for Programme in challenging times. ## Highlights of the NPO Programme year include: - Shape supported over 200 artists. - Shape pitched and secured our ARA awardee Jason Wilsher Mills into the Folkestone Triennial 2020 (postponed until 2021) as one of the 20+ major international artists exhibiting new work, which Shape produced. 4 Shape London ## Trustees’ annual report For the year ended 31 March 2021 - Our Shape Open: The Future Is Loading online exhibition achieved over a quarter of a million views and was toured to China by the British Council. - Our ARA Shortlist online exhibition – Unfolding Shrines – gained major reviews from the tech and arts press. The exhibition was featured in Time Out magazine as a “top ten activity” of the month and received critical praise in The Art Newspaper, where it was described as ‘ some of the most ambitious augmented reality art we have seen in the last year’. - Shape Open alumni Bella Milroy and Aidan Moesby (also a Shape trustee), were two of only ten creatives commissioned by Historic England to capture life in their regions during lockdown. - Our sponsors, schuh, have been wonderful at supporting artist trajectories through commissioning Shape artists like the Kirkwood Brothers and Ellie Harman-Taylor to create work for Disability History Month and Naomi Ronke for Black History Month. ## We also commenced several new projects in April 2020, such as the following projects. In 2020/21, led by CEO David Hevey, The National Disability Movement Archive and Collection (NDMAC) commenced its development phase as Shape’s second large scale heritage project, collecting and interpreting the disability rights movement heritage story, retelling it through disabled artists and creatives responding to its themes. And, in April 2020, our project Unlimited, on which we are the lead partner, received extension funding of two years to deliver another cycle of disabled-led artist’s commissions and will, in this iteration, develop into a separate organisation by 2022. A third new project – Shape’s Transforming Leadership – also commenced in April 2020 , also led by CEO David Hevey, saw Shape lead a partnership developing a cohort of some 35 mentors/mentees across three organisations -Autograph, Creative Folkestone and a-n The Artists Information Company, to help develop break-out creatives to sustain and lead their careers by understanding and developing contemporary cultural production models, including business theory and practice. Our other major heritage project, the National Disability Arts Collection and Archive (NDACA) saw some scaling back of its physical touring potential due to Covid-19 lockdown, but, as a counter balance, NDACA also saw a major rise in the take up of its digital online tools, with some animations gaining 10k views per month during this year. The financial losses due to touring closure were significant, but Shape successfully applied to both Arts Council England and the Heritage Fund for Round-1 Cultural Recovery Funds, which has both a contribution to rebuilding reserves and funding to develop new business models, particularly around Shape exploring the development of new service offers to the Creative and Heritage industries, offering digital services across those cultural landscapes, with these to be rolled out in the 2022/23 period. 5 Shape London ## Trustees’ annual report ## For the year ended 31 March 2021 Other Covid support funding came from the Big Lottery, City Hall and Southwark council, which respectively helped us support our artists online, ensure our office is Covid-19 fit for purpose and meet other organisational costs in this difficult Covid year. We continued to deliver a wide range of high-impact activity across arts and creative locations to reach and support our users’ needs, with this delivery predominantly online in this 2020/21 Covid-19 year. Despite the challenges we have all faced this year, Shape continues to influence widely and impact highly as we continue the fight to open up the creative sectors to talented disabled and marginalised creatives and artists; promoting Shape as a dynamic creative entity while promoting our creatives to increase their profile and help lead change. ## Shape’s future plans in 2021/22 include: Shape has come through the Covid-19 challenges – our users isolating, our staff remote working, our projects pivoting fast to online delivery – and we are ready to continue the digital-first success of 2020/21 into 2021/22. The NPO Programme will continue in 2021/22 to make break-out digital hits, but we also celebrate a return to physical works with our successful presence in the Folkestone Triennial between April – November 2021. All our projects will operate on the digital first approaches and we expect to see growth of impact, growth of development, growth of media coverage of Shape creative outputs and growth of our underlying financial strength. This will be supported by Transforming Leadership continuing to impact and develop its cohort of 35 mentors/mentees as we support their rebuild of their creative organisations with them and see them lead their organisational and individual careers more robustly and with greater success. NDMAC will also complete its Development Phase and submit its Delivery Phase application to funders, for which we expect a successful outcome. In addition, our second Cultural Recovery Grant (CRF) from ACE Round-2 CRF Funding sees Shape further develop our move into Services supply, modelling both Shape Creative Services and Shape Heritage Services in 2021/22, to go live 2022/23, among several ventures, projects and activities. On behalf of the Board, we thank and acknowledge the support of all our creatives, funders, partners, staff, freelancers, digital-estates builders, users and audiences without whom none of this work would be possible. The following sections of this report set out further details of our activities and financial performance. Tony Heaton OBE Chair 6 Shape London ## Trustees’ annual report For the year ended 31 March 2021 ## Objectives and activities Shape's main operational activities and those we aim to help are described below. All our charitable activities focus on the positive promotion of disabled people and are carried out to further our charitable purposes for the public benefit. ## Shape’s Vision – what we are working towards Inspiring and inclusive arts, creative and cultural sectors, accessible to all. ## Shape’s Mission – how we will make it happen By promoting great art, open culture and inclusive practices, knowledge and learning to ensure that disabled people have active and influential roles in arts and culture - as leaders, artists and creatives, participants and audiences, and as part of a skilled workforce. ## Shape’s Strategic Aims are to: Work with cultural sector organisations towards promoting greater accessibility and inclusion – opening talent and audience pathways. Raise the aspirations of disabled people wanting to work and lead in the cultural sector, providing high quality, accessible learning and development opportunities to support their careers. Support disabled artists and creatives to achieve excellence and inspire a new generation of artists to emerge. Improve the public perception of disabled artists and raise their profile across the UK and internationally, to diverse and growing audiences. Lead with landmark and influential “game-changer” projects to build our creative and cultural reach and continue to pioneer the way for disabled and diverse people who face barriers. We deliver these aims through focussing on the following key areas: Arts and Partnerships – developing opportunities for disabled artists, children and young people. Audiences and Engagement – broadening arts inclusion and engagement. Skills, Diversity and Leadership – including access, consultancy and training. We report on our activities under these headings. In working towards these aims, in 2020/21 we delivered a range of international work, which we also report on in the achievements and performance section. 7 Shape London ## Trustees’ annual report For the year ended 31 March 2021 ## Values – the foundation of our beliefs and guiding purpose: Inclusion - we value access, diversity, establishing the grounds for advocacy and taking part. Ambition - we value aspiration, growth, future, unlocking potential, the will to improve and be better, seek improvement. Creativity - we value innovation, seeing the world differently, expanding boundaries, taking risks, challenging convention, valuing beauty and lifting life above the ordinary. Excellence - we value inspiration, being the best you can be, being judged on merit, having an end point to work towards, doing things the right way, professionally. These values inform and drive our key strategic aims, detailed in their own section below. Our values are enshrined in all we plan, think and do. The main objectives and activities for the year were focussed upon delivery of our committed programme responding to disabled artists’ needs and the needs of the arts creative and cultural industries. Shape works with the Arts Council England (ACE) as a National Portfolio Organisation (NPO) and contributed to the ACE goals of supporting Great Art and Culture for Everyone. The financial statements do not include the intangible benefit from the hours given by the Trustees of the charity to its governance and management. Shape records its sincere appreciation of this benefit. The trustees review the aims, objectives and activities of the charity each year. This review looks at the charity’s achievements and the outcomes of its work in the reporting period. The trustees review the success of each key activity and the benefits the charity has brought to those groups of people that it is set up to help. The review also helps the trustees ensure the charity's aims, objectives and activities remained focused on its stated purposes. The trustees have referred to the guidance contained in the Charity Commission's general guidance on public benefit when reviewing the charity's aims and objectives and in planning its future activities. In particular, the trustees consider how planned activities will contribute to the aims and objectives that have been set. ## Achievements and performance The charity's main activities and those it tries to help are described below. All its charitable activities focus on delivering our strategic aims and are carried out to further Shape London’s charitable purposes for the public benefit. The report sets out key achievements delivered through the three main areas of activity identified above. ## Arts and Partnerships: Developing opportunities for disabled artists, children and young people We supported over 200 artists and creatives during the year, over 85% of whom identify as disabled. Artist profiles are a key feature of our website, social media and other outputs. 8 Shape London ## Trustees’ annual report ## For the year ended 31 March 2021 Our artistic programme features a combination of talks, exhibitions, performances, networking and other participatory arts events, all run and planned with the highest standards of artistic quality and accessibility in mind, ensuring the sustainable development of our artists and creatives careers. In particular, in developing our visual arts programme, we aim to: - promote excellent, inspiring and creative work by disabled practitioners - provide mainstream showcasing opportunities for artists and other creatives who face disabling barriers which threaten to leave them marginalised - promote high quality artistic works that encourage debate and critical reflection around disability-related issues - provide opportunities for galleries and other locations to work with disabled artists and creatives and for those artists and creatives to be able to exhibit in accessible surroundings. We built on progress in establishing high quality opportunities for disabled artists, such as Shape Open, Adam Reynolds Award (ARA) and through bespoke commissions for artists to make new work, complete projects or receive small development bursaries. Across all these delivery areas we had a strong focus on working with digital tools, to take account of the widespread closures of cultural venues, galleries and museums, and ensure that disabled creatives could not only continue to develop their practices but were able to reach broad and diverse audiences as well. We continued to develop creative talent and careers through online conferencing in the form of workshops, mentoring, advice and guidance reaching over 190 people in that time. ## Adam Reynolds Award Activity for our flagship programme this year centred on two main areas: the main Adam Reynolds Award (ARA) and the Shortlist exhibition. We continued to support 2020 ARA awardee Jason Wilsher-Mills with his creation of a new sculpture to be exhibited at the Folkestone Triennial. The Triennial was due to take place in the summer of 2020 but was deferred owing to the Covid-19 pandemic until the summer of 2021. This will be the fifth Folkestone Triennial, entitled, “The Plot,” and is running from July to November 2021. Jason was one of 20 artists commissioned to create new works to be exhibited across Folkestone for one of the UK’s most ambitious art exhibitions. To show the top talent that Jason is working with, artists selected for Creative Folkestone Triennial 2020 include: Rana Begum, Sam Belinfante, Stephenie Bergman, Patrick Corillon, Shezad Dawood, Richard Deacon, Jacqueline Donachie, genuinefake, Gilbert & George, Helga Griffiths, Mariko Hori, Christopher Houghton Budd, Atta Kwami, Morag Myerscough, Jacqueline Poncelet, Pilar Quinteros, Mike Stubbs, Jason Wilsher-Mills, Winter / Hörbelt and HoyCheong Wong & Simon Davenport & Shahed Saleem / Makespace. Shape London ## Trustees’ annual report ## For the year ended 31 March 2021 The Plot invites visitors to discover new artworks whilst exploring the town and its urban narratives. The artworks will be sited along three routes associated with particular stories: the streets associated with physician William Harvey, noted for his “discovery” of the circulation of the blood; St Eanswythe’s Watercourse; and Folkestone’s industrial road “The Milky Way.” Encouraging viewers to question the gap between the tales and the urbanism of the town, The Plot invites consideration of the concept of “place-making”; everyone becomes aware at some point of the gap between our lived experience and what is narrated about it. Sometimes this gap is so extreme that we assume it is the result of malice—it’s a plot. With conspiracy theories becoming ever more popular, “it’s never been more urgent to think about the gap between the talk and the action, between our stories and our realities,” says Lewis Biggs, Curator of Creative Folkestone Triennial. One of the things which makes Jason’s sculpture unique is the embedded coding designed into the shell, which can trigger devices like smartphones or iPads to run an app in which pre-recorded animations or films show, some of which feature disabled participants or “Argonauts” Jason has worked with while developing his practice and delivering creative workshops. Jason has worked closely with digital agency Hotknife in recent years to develop his digital skills and artworks and this has included his virtual reality platform, first launched via an app named Jason Residential. With the traditional residency options being unavailable this year, we supported Jason’s ongoing work with Hotknife and other practitioners in order to realise and create the interactive sculpture, and the work with Hotknife continued as a digital residency, in effect, as we discussed with Jason ways of extending his platform for other disabled artists to use. “Being the Adam Reynolds Awardee is the biggest thing that has ever happened to me, and even with the fear and disruption that Covid-19 has caused, it is the thing that keeps me going, because throughout the lockdown I am making art for the Folkestone Triennial 2020 (which will now take place in 2021) as part of the Adam Reynolds Award. One of my main focuses right now is expanding my digital horizons and connecting with people - and connecting up others - through new technology. So keep a look out, I may be popping up unexpectedly here and there.” Jason Wilsher-Mills As a result, Jason generously extended this offer to provide a platform in which we could work to deliver this year’s Shortlist exhibition, which was to feature Jason’s work alongside three other disabled creatives’ as this year’s group show. The selected artists were to work in the same digital platform but each would be able to develop their own practice in a discrete digital space. This work was supported by Hotknife, to whom we are hugely grateful for sharing their expertise and creativity in order to help us realise this project and the making of an augmented reality app that formed the basis of the exhibition. The 2020 shortlisted artists were: Sophie Helf Writer (& self-described lapsed designer) Uma Breakdown Artist and writer – with a digital practice currently being developed through research 10 Shape London ## Trustees’ annual report ## For the year ended 31 March 2021 ## Rebekah Ubuntu Sound designer, mixed media performer, musician The exhibition, titled Unfolding Shrines, launched towards the end of March 2021. We addressed in our curatorial notes the disjointedness of our times that the artworks reflected: You’ve been surrounded by the same four walls for some time now. Outside, the structures of society are shaking. We have all had to adapt. We have had to evolve new and innovative ways of sharing, communicating, and experiencing connection in an unfamiliar and altered reality. It has become evident, too, that our new reality straddles both the physical and digital spaces in which we spend our time. For disabled people, so often marginalised by the structures and attitudes of the physical world, these online spaces can offer degrees of equality and freedom that are elsewhere prohibited. We have seized this opportunity to chronicle the worlds dreamed up through this time of discontent; the augmented realities of marginalised creatives. In these rooms of tender tribute, four artists have built unfolding shrines; to people, places, and ideas that have revealed their importance against a backdrop of disruption. The imagination of the marginalised has always tended toward the “radical,” steered by the palpable need to create something new where the old is unfit for purpose. Where outdated systems have failed, might these radical redesigns proffer alternative futures? The exhibition was featured in Time Out magazine as a “top ten activity” of the month and received critical praise in The Art Newspaper, where it was described as ‘ some of the most ambitious augmented reality art we have seen in the last year’ : https://www.theartnewspaper.com/review/unfolding-shrines-xr-panel-review The exhibition has been created as a film for those who cannot download the app, with BSL support and an audiobook. Link to the downloadable app https://qrco.de/bc0Z7t Link to Shape’s exhibition pages https://www.shapearts.org.uk/unfolding-shrines ## Shape Open Our planning for the Shape Open 2020 was significantly altered as the Covid-19 pandemic took hold and venues began to close. In the process of tracking the turn of events, we had a series of discussions with disabled artists about how “the new normal” might look when set against preexisting conditions, for them as creatives and for disabled people in society as a whole. From there, we began to plan out an exclusively online exhibition which could speak to the emerging situation, placing marginalised voices at its centre - something which felt all the more relevant with the Black Lives Matter movement drawing worldwide attention to issues around inequity and civil rights. 11 Shape London ## Trustees’ annual report ## For the year ended 31 March 2021 The exhibition title “The Future Is Loading” was informed by the medium of the exhibition as well as the situation it was addressing, aiming to distil and present a set of powerful artworks that captured the hope, precarity and concerns of that unique point in time. Capturing that time, we wrote: “ For many disabled and marginalised people, familiar with adversity, witnessing the world come to a halt in a matter of days has paradoxically generated hope. Hope that, for once, the world might take greater heed of what it means to be shut away, impoverished, and excluded. As the crisis has evolved and its shockwaves travelled, we find it acting as a catalyst for many other significant conversations, in the home, the workplace, or whilst, in the case of the Black Lives Matter movement, taking to the streets in an assertion of grief and outrage. In this time of reflection and learning, a plurality of realisations has occurred. With this, widespread unrest and demands for change have arisen. Set against this uncertain and restless backdrop, where risk of greater exclusion battles with unique opportunities for change, we at Shape are looking to the future as an act of hope.” The exhibition was formatted and shared on Instagram, with a subsite built to host its full range of artworks and the discussion pieces recorded by the contributing artists, listed below in alphabetical order: Andrew Omoding, Arts Emergency, Babeworld x Whinegums, Bobby Parker, Brothers Sick (Ezra and Noah Benus), Charlie J. Meyers, Christopher Samuel, Danielle Brathwaite-Shirley, Elise Broadway, Hayden Stern, Jeff Kasper, Kirkwood Brothers, Laura Lulika, Maral Mamaghani, Panteha Abareshi, Romily Alice Walden, Rudy Loewe, Sasha Saben Callaghan, Sam Jevon, Seren Metcalfe, Tobi Adebajo, Yasmeen Thantrey. Feedback from audiences was very positive: For the strange times we find ourselves in, I thought the format was great and reached out to a large and hopefully new audience but being able to see some of the work in a physical exhibition is always more engaging so I hope we can incorporate the two next year. Well done. The show had a really interesting and varied group of artists showing a diverse variety of subjects and mediums. The formats worked really well and accessibility was good. Appropriately for a time without a template, we made changes to other structures of the Open this year, making a shared award instead of awarding a prize to an individual winner. Artists were selected by our team instead of responding to an open call, permitting us to cast a wider net than usual, with the result that we exhibited a significant number of artists from the USA and Canada in addition to the UK. Owing to the digital format of the show, we reached over 400K views across all platforms, which included tours of the exhibition to cultural festivals in China and Japan. 12 Shape London ## Trustees’ annual report ## For the year ended 31 March 2021 ## Artist support and trajectories Every year, we support artists in a variety of capacities, including through project development and participation, one-to-one discussions, written and film based resources, mentoring, signposting, and residency, showcasing, and exhibition opportunities. It is a stimulating area of work that is centred on informal learning and enables us to engage with smaller organisations and creative partners with whom we continue to build links and share knowledge and best practice in the areas of curation, creative production, accessibility, engagement and audience development, and innovation, including technical innovation, across a variety of fields. Of note this year was the need to share these dialogues through online conferencing, which, while it took some to adjust to, helped us reach close to 200 individuals, many of which belonged to the 16 organisations we directly supported, including HOP Projects, arebtye on Screen, Leeds Beckett University, Artists’ Union England, Clore, UAL, dyspla, Blueprint Theatre Company, and posAbility magazine. A key focus of these discussions and forms of support centred on the ways that creatives use digital tools. Throughout the year, as we experimented with augmented reality and a variety of other digital media and platforms, we engaged in numerous discussions about how both artists and audiences alike can benefit from such tools, and related innovations. We shared insights and links through online resources such as “How to create your digital identity,” where we canvassed diverse disabled artists to obtain their views. ## Commissions Over the year we created 16 commissioning opportunities, ranging from micro awards for Instagram takeovers to support for projects centred on the making of new work. Artists included Abi Palmer, Raisa Kabir, Kirkwood Brothers, Alicia Radage, Naomi Ronke, Oriele Steiner, Ashok Mistry, and our ARA Shortlist artists. The new artworks are currently being exhibited across our programme, with some, such as Jack Haslam’s new artwork on sustainability, due to feature later in 2021. ## Collection With galleries, museums, and other arts spaces forced to close during the Covid-19 pandemic, we had to put on hold plans we had to exhibit Shape Collection works. However we used the time to commission new works to be made and be taken into the Collection in 2021, and were delighted that artist and Shape Chair Tony Heaton’s Gold Lamé sculpture transferred to Riverside Museum, Glasgow, following its huge exposure at Liverpool’s Fourth Plinth. We look forward to the work being back on display as venues reopen. 13 Shape London ## Trustees’ annual report ## For the year ended 31 March 2021 ## Trajectories One way we are able to measure the value of our support is to track the progress of the creatives we support in the time beyond their first encounter with us. For each artist, a significant next step may be different in kind to the next artist, but of value to them. Below is a sample of what Shape alumni and associates have achieved or gone or to do in the year: ARA shortlisted artist Anne Deeming exhibited throughout the year (dates limited by the pandemic) at London’s Wetland Centre, as part of a group show exploring the natural environment and human interventions; Shape supported the development of the exhibition with Unravelled curators Polly Harknett and Caitlin Heffernan. The exhibition continues until the autumn of 2021. Shape Open alumni Bella Milroy and Aidan Moesby (also a Shape trustee), were two of only ten creatives commissioned by Historic England to capture life in their regions during lockdown. Photographic works by the artists can be viewed here. During the summer of 2020, we were delighted that the Henry Moore Foundation gave awards to ARA alumnus Aaron McPeake, Shape Open alumnus James Lake, and Anna Berry (ARA shortlisted artist). The Henry Moore Foundation Artist Awards were provided to support artists working in the field of sculpture during this time of funding uncertainty. Shape was one of the nominating bodies. Open alumnus Andrew Omoding was awarded a six-week Residency at BAGT Studios. Open alumnus Jack Haslam was awarded The Royal Institute of Painters in Watercolours President’s Choice award 2021 and Sunday times Watercolour Show 2021 selection, as well as nominated for the David Shepherd Wildlife Foundation Artist of the Year. Our sponsors, schuh, have been wonderful at supporting artist trajectories through commissioning Shape artists like the Kirkwood Brothers and Ellie Harman-Taylor to create work for Disability History Month and Naomi Ronke for Black History Month. ## The National Disability Movement Archive and Collection (NDMAC) Led by Shape CEO David Hevey, NDMAC commenced its Development Phase (2020-2022) in April 2020. The Development Phase in year one (2020/21) covered recruiting key talent, such as Alex Cowan MA FRSA, who is also Shape’s National Disability Art Collection and Archive (NDACA) Head of Archives and Collections, to the post of NDMAC Head of Archives and Collections. We also recruited prominent heritage professionals including Dr Ellie Pridgeon (Digital Lead), Eva Eicker (researcher) and others. The Development Phase saw us also begin to gather the rights-based ephemera from over 30 disabled elder depositors, who were present in key moments of the fight for rights by disabled people, whose heritage stories we are re-telling. We also developed the creative interpretation elements of NDMAC, to be produced in time for its Going Live 2025 (on the 14 Shape London ## Trustees’ annual report ## For the year ended 31 March 2021 30[th] Anniversary of the Disability Discrimination Act passing into law), which will be around artistic and creative interpretations by younger disabled artists responding to the collection. ## The National Disability Arts Collection and Archive (NDACA) In 2020/21, NDACA saw a significant change in its modus operandi, with the physical touring element closing due to Covid-19 lock downs and subsequent gallery closures, but NDACA has experienced a subsequent (and in audiences terms, far larger) take up of the digital and online NDACA offers, particularly the NDACA Animations which reached over 50k in new views in the period. So, while the walk-in learning, for example, at the NDACA Wing for Learning in Buckinghamshire New University closed alongside the University closing under Covid-19 restrictions, and saw a fall off of bookings to the Wing from outside academics both national and international, the digital take up of the NDACA tools continued to grow, with a take up of the resources by such large scale digital platforms such as BBC’s Ouch, which used extensive NDACA resources to mark the anniversary of the passing of the Disability Discrimination Act; that profile reached 400k in audiences alone. NDACA also supported Shape blogs by our Chair Tony Heaton OBE and Trustee Aidan Moesby ## Unlimited Transition (ULT) After lobbying by Shape to Arts Council England (ACE), ACE agreed to an extension two year period to the Shape-led Unlimited agreements. This resulted in Unlimited Transition (ULT) – a two year extension with a proviso that Unlimited develop in this period to becoming an independent organisation, which is being commenced in parallel to the 2020-2022 commissioning rounds. In the period, we also delivered Unlimited going live events in 2020/21 which were severely altered by Covid-19 and delivered as digital events, such as at the Southbank which hosted the first ever fully digital Unlimited Conference in January 2021. The new organisation, in the meantime, is being modelled with the help of various consultancies and, led by Jo Verrent who moves from UL Senior Producer to the new organisation’s CEO. The new organisation will be based in Wakefield and aims to be fully operational and live by April 2022. Shape is proud to have incubated the development of the new Unlimited organisation and wish it every success as a new arts organisation supporting disabled artists ## Cultural Recovery Fund Round-1 – Arts Council England (CRF-ACE) for Shape Shape applied for and secured a significant grant from ACE under their CRF-ACE scheme Round-1. The funding was both to reflate reserves and to research and develop new Shape business services, for which the research was conducted in the funding period and beyond throughout 2020/21. As Covid-19 continues its effects on the economy, and other areas, in 2021/22, the resulting Shape Creative Services will be rolled out in 2022/23. 15 Shape London ## Trustees’ annual report ## For the year ended 31 March 2021 ## Cultural Recovery Fund Round-1 – The Heritage Fund (CRF-H) for NDACA Shape’s NDACA applied for CRF-Heritage funding and was also successful. This allowed NDACA, under the Shape umbrella, to stabilise having lost significant potential income from the closure of venues under Covid-19 lockdown conditions and to develop heritage service offers, the development of which continues into 2021/22 and goes live in 2022/23. ## Children and Young People Our work with children and young people aims to raise the aspirations of young disabled people who are contemplating their futures, and in helping them to formulate positive future plans, as well as to encourage wider arts and cultural engagement among young people. We prioritise engagements where young disabled people can connect with disabled artists who have a professional practice, and who can act as mentors and role models, and with arts organisations able to provide a high quality offer in terms of cultural education and career progression routes, or the opportunity to experience and enjoy great art. In all cases, we prioritise these quality principles in our work with young people: 1. Striving for excellence. 2. Being authentic. 3. Being exciting, inspiring and engaging. 4. Ensuring a positive, child-centred experience. 5. Actively involving children and young people 6. Providing a sense of personal progression. 7. Developing a sense of ownership and belonging This year, we undertook Arts Award delivery in three London schools within the SEN network: The Garden School, Queensmill School, and Woodfield School. 32 disabled children completed their Discovery level as a result, achieved due to the dedication of the schools and our lead artist Jason Wilsher-Mills in working together and adapting to the obstructions caused by the pandemic. One main obstruction was the closure of the schools for many weeks, meaning delivery was stretched between November 2020 and March 2021, instead of being for a few intensive days. Jason pre-recorded some sessions so they could be used in a more flexible and ad hoc way during the times the schools were open, as well as using remote delivery methods through zoom. Our approach to the sessions was to touch upon different elements that relate to or impact on the lives of the young people, and bring them together in a shared act of creative production. Jason laid the groundwork for this, as well as evaluation, by organising meetings with the teaching and support staff ahead of the student sessions. Throughout the sessions, Jason challenged the students to consider their own lives and how they had been shaped by what they love to do or take part in, and then merge into these ideas and thoughts, an idea of what they might be in the future, as someone active and able to make an impact on the world around them. Following discussions with our sponsors, schuh, we displayed the students’ artworks in their flagship Oxford Street store from July- August 2021. 16 Shape London ## Trustees’ annual report ## For the year ended 31 March 2021 ## Audiences - broadening arts inclusion and engagement This year we again increased the number and range of people attending our NPO programme, with 36,762 counted walk-in audiences, achieved through co-commissioning, in spite of the restrictions imposed by the Covid-19 Pandemic. In terms of online audiences, we exceeded our target for online audiences yet again, reaching over 4.2M views or hits across our website, social media platforms and directly related publicity. This was due to switching our focus to mainly online or digital-first programme, where we exhibited and profiled artists’ work through an augmented reality app as well as website and social media platforms. Through widespread sharing of our resources to support disabled artists during the first months of lockdown, we gained an additional 5.5 % website traffic, compared to the previous year, with over 6,000 visits to our resources pages, used heavily by disabled creatives during lockdown. In terms of PR, we achieved significant coverage for our ARA and Shape Open programmes, including tens of thousands of views of The Future Is Loading exhibition at online cultural festivals - - hosted in China and Japan, led by the British Council. https://www.britishcouncil.jp/uk japan 2019-20/ccu-online-festival/gallery-tours/shape-arts-the-future-is-loading ARA 2020 awardee Jason Wilsher-Mills was profiled by local, national and international media across the year, in particular during the summer of 2020 when interviewed about how he had adapted his creative practice using digital tools during the first lockdown period. The Guardian and German public broadcast station ZDF were among those profiling Jason and his work. https://www.theguardian.com/news/gallery/2020/jun/22/noctilucent-clouds-and-inflatable-artmondays-best-photos Our new sponsors, schuh, gave us a great boost in terms of profiling Shap supported artists, most notably during campaign periods such as Black History Month and Disability Awareness Month. Schuh’s commissioning new works by disabled creatives led to successful profiles and campaigns supporting greater awareness of issues around equality and inclusion, with views in the tens of thousands. We also received coverage as a result of the Arts Council end of year report, where we were highlighted in the section for Skills and Diversity, as successful leads for ACE’s Transforming Leadership programme. Shape continued to be associated with, and to promote, the #WeShallNotBeRemoved campaign to highlight existing inequalities in the sector as well as add pressure on the government to support (in particular) freelance creatives who make up such a large proportion of the cultural economy and whose situation is highly precarious owing to current (and arguably existing) conditions. This campaign has led to the creation and adoption of the Seven Inclusive Principles to ensure inclusive and representative recovery in the sector (supported and endorsed by Arts Council) https://www.artscouncil.org.uk/publication/7-principles-ensure-inclusive-recovery 17 Shape London ## Trustees’ annual report ## For the year ended 31 March 2021 In addition, we have supported the development of the BuildingBackForAll campaign. Supporting the Creative Case for Diversity, this initiative is aimed more at organisations than freelancers and individuals, towards encouraging them to think creatively and inclusively about disabled visitors and cultural workers as they build their way out from the pandemic. Altogether our wider coverage, carried by partner organisations and media outlets covering the impact of our work in the wider public sphere – what we refer to as The Shape Effect - reached at least ten million hits or views, underlining our capacity to continue to grow in influence through digital platforms. ## Access consultancy and training Improving access in the arts is one of Shape's fundamental objectives, and to this end we have run valuable access and disability equality training and consultancy services for the sector for more than four decades. In spite of the restrictions imposed upon us and partners by the pandemic, we were able to connect via remote conferencing tools and deliver bespoke training, some of which was tailored to the specific conditions that organisations found themselves in, having to make changes to procedures, programming, or buildings that were unforeseen. Through this work we made another strong contribution to Arts Council England’s Creative Case for Diversity and internationally supported ongoing strategic developments in wider Europe and Asia. We offer our services as tools for building inclusivity in the arts and cultural sectors, and for supporting organisational and regional change. Our training sessions and resources range across a number of areas, including disability confidence, working with equality legislation and the social model of disability, unconscious bias, accessible marketing, event management, and more. In all, we provided direct professional training to 144 UK cultural workers directly, and 36 overseas cultural workers over the year. In doing this work, we supported 47 organisations through access consultancy and training, with five of these interactions being access audits. Many of the settings in which we delivered this work were open to umbrella groups or clusters of cultural workers based in other cultural settings, so the impact of the sessions was able to ripple out across the sector at home and overseas. We provided informal advice to other cultural organisations via zoom and email. By such means we were able to provide informal advice, such as for example, suggesting ways of improving accessible engagement and curation using digital tools. ## Skills, Diversity and Leadership - This year we shared new online resources such as https://www.shapearts.org.uk/news/creating your-digital-identity which were widely shared in our sector by individuals and organisations wishing to improve accessibility and inclusion in cultural settings. Towards the end of the year we met the challenges of the pandemic through the provision of a new set of resources specifically targeting disabled creatives to help them and provide essential signposting in their time of need. We continued our multiskilling approaches to Shape employees, widening their range of skills 18 Shape London ## Trustees’ annual report ## For the year ended 31 March 2021 through engaging with leading digital innovators, such as Hotknife, and through project leadership such as on the Shape Open and Adam Reynolds Award programmes, which saw us launch The Future Is Loading and Unfolding Shrines exhibitions, the latter involving augmented reality tools. We continued to support a range of UK based organisations with the Creative Case for Diversity. For the fifth consecutive year we were proud to be Diversity Partner for The Literary Consultancy, supporting their aim to improve the presence and profile of talented disabled writers. Through the FreeReads and Chapter and Verse mentoring schemes, we supported eight disabled writers with professional critiques and advice on improving their work, the majority of whom were based outside of London. Addressing intersectional barriers faced by disabled people, we ensured that BAME and LGBTQ+ artists featured in all our programme project areas. ## Transforming Leadership (TL) We continued to lead change and innovation in this area, building an exciting series of partners in our Transforming Leadership project proposal to Arts Council England, which was successful; the partners are Baroness Campbell of Surbiton DBE, Autograph: Association of Black Photographers, Creative Folkestone, and others; Shape will help those organisations diversify, and those organisations will help Shape lead change (i.e. creating more diverse arts leaders) through other intersections, most notably disabled people from Black, Asian and Minority Ethnic communities. Led by Shape CEO David Hevey, this leadership mentoring programme commenced in April 2020 and built systems of new leadership for creative outsiders. The cohort of mentors/mentees of some 35+ people and organisations was created between Shape, Autograph and Creative Folkestone, with a-n The Artists Information Company boarding as part of the visibility and blogs. The programme is developing soft-skills (such as networking), hard skills (such as business plans creation) and visibility (how and why being seen can impact positively). Covid-19 saw the delivery of TL move to fully online with the mentees receiving monthly 1:2:1’s with project leader David Hevey. Covid-19 also hit the cohort hard with many losing incomes entirely, and their organisations threatened with imminent closure. TL pivoted to crisis-safety models and no organisations on the TL programme nor individuals ceased trading. Indeed, through business built around ‘solving a clients problem’, ‘problems are close to solutions’ and ‘fall in love with a problem’ models, the cohort began to turn around their positions and thrive again. TL continues into 2021/22 and has an end-date of September 2022, during which period we intend to approach the main funders – Arts Council England – to extend the funding to a new two-year period to cover 2022-2024. ## International work We built on our strong and long-standing relationship with the British Council in a number of ways this year, with The Future Is Loading exhibition (2020 Shape Open) touring to China and Japan for key cultural festivals. We also delivered, through a British Council commission, a course of bespoke training to cultural teams in Azerbaijan, composed of leaders in the museum sector. The training, delivered in a Zoom format, focused on support for their arts inclusion policy 19 Shape London ## Trustees’ annual report ## For the year ended 31 March 2021 development and museums sector development respectively. The 36 participants attended a series of learning sessions. ## Feedback was very positive: “I would like to thank Nick and his team once again for their great and productive work which was highly recognised on a ministerial level. Just to mention again that we had a new Minister of Culture with whom we met in October last year and we received the Ministry's full support for the equality and accessibility training to be organised for cultural venue representatives. Certificate presentation was held at the Carpet Museum, attended by Summer, our Country Director, James Sharp, British Ambassador and Anar Kerimov, The Minister of Culture. During the official speeches, the Minister highlighted the important role of such training for museum and cultural venue representatives, he acknowledged British Council’s commitment to Access and Inclusion as well as was very grateful for involving museum specialists across Azerbaijan. As part of the legacy for this work, we created documents to be submitted to the Ministry of Culture and shared with all museums across Azerbaijan in Azerbaijani; also a roadmap document to be submitted to the Ministry of Culture team.” Arts Manager, British Council Azerbaijan ## Financial review Shape reports overall income of £2,063,770 in 2020/21 compared with £923,006 in 2019/20 and overall expenditure of £1,686,031 compared to £1,062,636 in 2019/20. The overall result for the year reports net incoming resources of £377,739 (2019/20 net outgoing resources £139,630) as shown in the charity’s Statement of Financial Activities (SOFA). The overall financial performance reflects the following key aspects: Arts and Partnerships’ financial performance reports income of £1,537,416 (2019/20 £598,898) and expenditure of £1,550,705 (2019/20 £964,512). This includes the final Unlimited 3 and new Unlimited Transition commissioning projects, the start of the development phase for National Disabilty Movement Archive and Collection (NDMAC), Adam Reynolds Award and Shortlist, Shape Open, Cultural Recovery funds (CRF) and other arts activities. The increase of £938,518 in 2020/21 income relates mainly to the new Unlimited Transition commission funding being receivable in March 2021 together with other grants in 2020/21 for NDMAC, ARA and CRF. Programme delivery expenditure includes a range of commission awards, grants, bursaries, fees and other payments to disabled artists, disabled delivery partners and other disabled service providers. The financial performance of Audience and Engagement reports income of £24,188 (2019/20 £34,462) and expenditure of £54,583 (2019/20 £75,291). Activity includes consultancy, access and training activity as described in the 2020/21 performance. 20 Shape London ## Trustees’ annual report ## For the year ended 31 March 2021 The financial performance for Skills, Diversity and Leadership (formerly known as Employment and Leadership) reports income of £130,930 (2019/20 £0) reflecting Transforming Leadership and work with schools, and expenditure of £80,098 (2019/20 £16,966) which includes delivery, management time and support providing the range of activity described in the 2020/21 activity. During the year Shape secured a total of £408,926 (2019/209 £30,037) of contributed income from Trusts, Foundations, other organisations and individuals which contributed financial support to the delivery of the programme and added value through specific project funding. As in previous years, Shape also benefits from ‘in kind’ support from a range of partners. Expenditure attributed to generating new voluntary and charitable funds was £645 (2019/20 £5,867). This continues to reflect that Shape does not have a separate fundraising team and allocates income generation responsibilities across the whole organisation and portfolio of activity. More resources were invested internally last year as shown by the successful new projects secured to start from 1 April 2020. Total expenditure attributed to governance costs associated with meeting the charity’s strategic administration and statutory requirements was £26,865 (2019/20 £25,451). There was no exceptional expenditure in 2020/21 compared to last year where exceptional expenditure of £83,462 was incurred in respect of the backdated rent increase for the previous office from January 2018 to June 2019 and the various costs incurred moving into our new offices on the Second Floor, Peckham Library in September 2019. During 2020/21 the Peckham Library was closed due to Covid-19 restrictions which meant Shape’s office also had to close for several months – in recognition of this, the rent charge was reduced. Overall funds stand at £520,725 at 31 March 2021 compared to £142,986 at 31 March 2020. Unrestricted reserves stand at £219,933 (2019/20 £43,665) comprising of designated reserves of £87,353 (2019/20 £5,090) and general reserves of £132,580 (2019/20 £38,575). The increase in total reserves of £377,739 comprises of unrestricted funds net incomings of £176,268 (2019/20 net outgoings of £44,614) and restricted funds net incomings of £201,471 (2019/20 net outgoings of £95,016). The performance of unrestricted funds is very closely monitored through monthly and quarterly management accounts and rolling cashflow forecasts. The Board had approved a Rebuilding Reserves Plan in September 2019 to address the rebuilding of funds following the depletion arising from the exceptional expenditure in 2019/20 and good progress was being achieved in reaching targets, particularly on earned income and contributions to core and unrestricted reserves. However, the adverse change in economic climate arising from Covid-19 in March 2020 meant that these new opportunities could not be developed and Shape had to refocus its income generation into securing Covid–19 recovery grants from various funders, including Cultural Recovery Funds for Shape and NDACA, Mayor’s Office and LB Southwark. Cost efficiency savings were achieved through remodelling delivery from a physical focus to online and. Shape also made 21 Shape London ## Trustees’ annual report ## For the year ended 31 March 2021 rent savings of £15,000 due to Peckham Library’s enforced closure. The combination of Covid-19 recovery grants and reduction in costs together with robust financial management has ensured that Shape has been able to steadily rebuild its unrestricted reserves and meet the Rebuilding Reserves Plan. The Board agreed to designate £80,000 to support Programme delivery costs from April 2022 as risk mitigation in case new income or projects are delayed as a result of uncertainties from the post Covid-19 economy. Restricted funds report net incomings of £201,471 (2019/20 net outgoings £95,016) and, as in previous years, this represents timing differences between grants already received and held in Restricted funds at the beginning of the year and the actual delivery over the life of the programme, primarily for Unlimited. Unlimited, NDMAC, Transforming Leadership and CRF projects are fully funded from secured funding sources and made positive contributions to core costs in 2020/21. Overall financial performance comprises separate funds and further details on the financial position can be gained by reference to the balance and movements on each fund which are described in the Reserves Policy and Note 15. ## Principal Funding Sources During the year Shape continued to be funded by the ACE with 2020/21 being the third year of the National Portfolio Organisation (NPO) business plan for the period 2018-2022, (now extended to 2023). Because of the Covid-19 impact, ACE extended the current NPO period from 2022 to 2023 to allow NPOs time to recover and better meet their performance targets and to develop new business models, if relevant, to take forward in the next NPO period from 2023. We also received ACE funding for Transforming Leadership and Culture Recovery Funds; Heritage Lottery Funding for the NDMAC project and Culture Recovery Funds- NDACA; and the Unlimited Projects received funding from ACE, Arts Council of Wales, Creative Scotland, Paul Hamlyn Foundation, British Council, Wellcome Trust and other co-commissioning partners. Our funding continues to come from a diverse range of sources including statutory, Lottery, and a range of charitable trusts and foundations, corporate and individual supporters. Earned income is derived from a range of services including consultancy, training and access reviews and touring Shape and NDACA Collections, however as noted, this was adversely impacted during 2020/21 due to Covid-19 restrictions to develop opportunities. Shape would like to take this opportunity to record its immense appreciation to all its funders and stakeholders for their continued funding support and partnership. Shape also records its grateful thanks for all ‘in kind’ support provided from a wide range of partners. 22 Shape London ## Trustees’ annual report ## For the year ended 31 March 2021 ## Investment Policy Apart from aiming to retain a prudent amount in reserves each year most of the charity’s funds are intended to be spent in the short term so there are few cash funds for long-term investment. As and when funds become available the Board of Trustees will seek professional advice on the most appropriate and financially beneficial policy. ## Fundraising Most of Shape’s income comes from statutory and major grants with small amounts coming from Trusts and donations. We undertake very little public fund raising and do not use professional fundraisers or commercial participators. Shape nevertheless observes and complies with the relevant fundraising regulations and codes. During the year there was no non-compliance of these regulations and codes and Shape received no complaints relating to its fundraising practice. ## Reserves Policy and Going Concern The Board of Trustees considers the aim of holding of general reserves, in conjunction with relevant designated and restricted reserves available to support Shape’s delivery, equivalent to a range of between three to six months (2019/20: three months) of key operating costs to be a prudent financial policy. Shape’s current general reserves of £132,580 represent nearly 4 months. The Board has extended the range up to six months to allow for risk management whilst the post Covid-19 financial environment and its implications for Shape are further clarified. It is hoped that once the financial outlook is more stable and predictable, the target and level of general reserves can be reduced back to three months. This will be monitored and controlled by long term forecasts which advise on the level of committed funds compared to funds to be raised and reported quarterly to the Board. Where there have been shortfalls in general income, Shape has used appropriate designated and general reserves to support its activities. The Board of Trustees regularly consider Shape’s financial position and future funding position. Strategic reviews are continuously monitored and developed to ensure that sufficient reserves are replaced and then sustained on an on-going basis. Management maintain the Rebuilding Reserves Plan and present quarterly update reports. An overview and update of this plan is covered under Plans for the future below. The Trustees have reviewed Shape’s financial forecast for the 18 months to March 2023 and are confident that Shape is a going concern and financially viable up to that date and beyond. This opinion is based on an assessment of the likely income and expenditure profile and the impact on the reserves position. Details of the various reserves are as follows and are set out in more detail in Note 15 Movement of Funds. 23 Shape London ## Trustees’ annual report ## For the year ended 31 March 2021 ## Restricted Income Funds These funds represent grants and donations provided to fund specific expenditure in agreed areas of work. Restricted funds at 31 March 2020 of £99,321 were received and held ahead of delivery in 2020/21. Incoming resources were £1,653,080, outgoing resources were £1,451,609 leaving a balance of funds to carry forward of £300,792 at 31 March 2021 (2019/20 £99,321). ## Unrestricted Funds Designated Funds: These are funds which the Board of Trustees has designated to meet future liabilities and commitments as part of their strategic vision and risk assessment for sustainability. The funds currently include investment in office fixed assets and a new strategic fund for future Programme costs as risk management in the event of any delays in new funding being secured post April 2022. Net transfers of £82,263 (2019/20 £(9,961)) were made during the year to support fixed assets and the new strategic Programme fund. The balance of these funds at the end of the year was £87,353 (2019/20 £5,090). General Funds: These funds represent the free reserves available to the charity which can be used for any purpose within its charitable objects. Such costs can include programme, fund-raising, management and administration as well as the cost of meeting any future shortfalls in restricted fund activities. At 31 March 2021 General Funds at the end of the year showed a balance of £132,580 compared to funds of £38,575 at 31 March 2020. The performance on Shape’s General Funds reflects the additional contributions to core from new funded projects and exceptional donations and legacies in 2020/21. Despite the difficult economic and funding climate, the commitment to strong financial management operated by the Board and Executive has resulted in a steady performance on General Funds. ## Principal risks and uncertainties The Board of Trustees has examined external risks to Shape in considerable detail during the past year and has updated its risk register to reflect the new four-year business planning period starting in April 2018. The Board considers that Shape continues to progress towards securing a stable financial and operational structure for the charity, taking account of ongoing changes in the operating environment. The risk register is regularly reviewed by the Senior Management Team, Finance, HR and Risk Committee and the Board of Trustees. The register includes both strategic and operational risks. Key risks identified and their management are:- - Financial: Post Covid-19 impact:- risks are perceived from the uncertain economic environment in terms of income availability and restrictions in funding. Shape is managing these through careful planning of programme delivery with established funders with whom we have excellent relationships and working closely with delivery partners to share resources. Shape is developing sustainability through the development of new business models and earned income streams. Post Covid-19 uncertainty may also adversely impact on delivery costs including staffing. Shape is managing these risks through robust financial 24 Shape London ## Trustees’ annual report ## For the year ended 31 March 2021 - monitoring of carefully set budgets and seeking cost efficiencies and value for money in delivery, including online, digital and strategic partnership working. - Financial: Unrestricted reserves and Cashflow:- uncertainties in income generation and cost levels present a risk for Unrestricted reserves and cashflow. These risks are managed through monitoring management accounts and updated reserve and cashflow forecasts which are reported quarterly. - Financial: Failure to realise at least one major new project during 2018-2022:- economic uncertainties may risk Shape securing multi year major new projects. Shape is managing this through dedicated fundraising from the CEO and Head of Programme alongside programme delivery. New projects were secured in 2020/21 up to 2022 and new funding applications are well in progress to secure further funding for major projects including NDMAC delivery and DAM in Venice. - Financial: Government Spending reviews – risk perceived if adverse reviews impact on arts funding. Shape is managing this through its application for renewed NPO status in 2023 which would provide four years of secured core funding. Other risk managements outlined above will also enable the Board to monitor the impact of any adverse changes. - Strategic: Unlimited leaving Shape’s remit:- risk pertains to the Unlimited project leaving Shape’s programme in order to become an independent organisation. Risks relate to the immediate loss of turnover income and contribution to core and overheads; loss of a significant staff base who will transfer to the new organisation; and the potential for Unlimited not to succeed as independent and the reputational management consequence for Shape. Risks are being carefully managed with the new organisation having received dedicated funding from ACE and Lottery to ensure it is properly supported from a range of external expertise as well as support from Shape and Artsadmin as delivery partners and ACE. Long term forecasts have factored in the financial impact of Unlimited leaving and Shape is developing its programme and budgets to fill the gap and create new opportunities in the medium term. - Political reputation: Insufficient representation of disabled artists on our Board and staff :- risk is that as a disabled led organisation, Shape must ensure sufficient representation. Shape will be recruiting new trustees to maintain the Board’s disabled artists representation and extends its reach with staff by working with disabled freelancers and delivery partners. ## Plans for the future Shape will continue to deliver our Programmes and Projects to high impact levels measured against funders key performance indicators, such as NPO Programme working along the Arts Council England Let’s Create Principles with this measuring extended in the 2021/22 year, and for NDMAC, measured against the Outcomes models of the Heritage Fund. For ACE NPO, which is a 2018-2022 four year programme (with a fifth year extension due in 2022/23), we completed year three very successfully in difficult conditions within a year which had no template, was a fast pivot to digital delivery, and yet within which we grew impact, audiences and finances. 25 Shape London ## Trustees’ annual report ## For the year ended 31 March 2021 In 2021/22, our Programme and Projects look solid on all fronts. NDMAC will complete its Development Phase and apply for its Delivery Phase funding from the Heritage Fund, submitting all 20+ Development Phase Plans in March 2022. Transforming Leadership will continue to drive a cohort of organisations and individuals in financial and creative turnaround, and with the 2021/22 period seeing them not only survive but thrive in terms of projects secured, outputs grown and visibility up, too, so leading their own careers into empowered and positive futures. NDACA, operating on a digital-first approach under Covid, has shown major online impact in 2021/22, with some online tools, such as the NDACA Social Model Animations, gaining over 100k in views. The NDACA Wing re-opened in May 2021 and has physical bookings of academics studying the works on site once again. The above shows our projects performing solidly in 2021/22, but perhaps the shining star of our portfolio is the performance of Programme in 2020/21 and continuing in 2021/22. Programme led all of Shape’s projects into the digital-first approach in 2020/21 and in innovating new models of online exhibiting, reaching significant audiences, such as 300k for the Shape Open in 2020/21, which then toured to China with the British Council where it shared over 12m+ in audiences. Programme’s Shape Open also achieved a major (and very positive) review BBC Radio Four’s Front Row in 2021/22, the Daily Telegraph review for the ARA in Folkestone Triennial, also in 2021/22, and much other media. And, for other media coverage for Shape projects, in 2021/22, we also saw NDACA appear in ELLE.US (estimated reach of 2.5m), our artists carried by schuh through digital posters in London’s Oxford Street, our artists appear on ITV Idents (achieving 4m views per day) and so on: 2021/22 shows Shape is going big in digital and media. This digital and media impact means our Shape Programme and Projects online and digital audiences continue to grow, but 2021/22 will also see significant physical footfall, with our ARA 2020 artist Jason Wilsher Mills exhibiting in the Folkestone Triennial in 2021 expected to be seen by 140k in walk-by audiences, with the online figures being far higher than that too. Our Programme (and other projects) growth across impact, development and finances will also see us more than compensate for the loss of Unlimited by the end of the 2021/22 period. Unlimited has been a flagship project for Shape for several years, but with the Shape Open, NDMAC due to come, NDACA impacting well, TL doing large-take-up blogs, our artists on ITV idents, and much more, we are more than growing our impact and relevance and we feel the loss of Unlimited in 2021/22 will not be significant in terms of audiences, impact and income. In 2021/22, as a response to the uncertain economic future in terms of long Covid-19 and the economy, Shape is developing two new ventures around services. The first is SHAPE HERITAGE SERVICES which will roll out in 2022/23 and offer a series of diverse/digital services based on new-production-models-for-heritage approaches, using much of our learning from NDACA and NDMAC to show other heritage organisations how diversity and digital combinations can help grow audiences and help cut costs too. The twin-element of this is SHAPE CREATIVE SERVICES, which is also being developed and will take a consultancy+services model into the wider creative 26 Shape London ## Trustees’ annual report ## For the year ended 31 March 2021 industries, helping organisations adapt to the new combinations of new tech + new digital + new audiences = new success and sustainability. A microsite carrying the Services offers will go live in late 2021/22. But Shape is not abandoning the physical world. We are aiming to be more present in large-scale walk-in locations, as we are in the Folkestone Triennial in 2021, so we have ambitions to produce and host an arts pavilion in the Venice Art Biennale in 2024, which could achieve .5M in walk-by, walk-in and online. This project is in development in 2021/2 with a full bid for £450k+ submitted to Arts Council England in September 2021. Shape has adjusted well to Covid-19 but we are also mindful that there are several undercurrents the effects of which are perhaps too early to tell, such as the long term re-entry of disabled people into the creative communities and whether or not those wider communities will continue to be open, accessible and engage with disabled creatives and users. Added to that, is the potential long-economic Covid-19 effect, with the result of funding the Covid-19 pandemic may mean lesser funds available for the creative industries and arts from Government in the near-future, a situation which Shape is watching closely. One other longer term Covid-19 effect is the permanent presence of digital-first approaches, but with high-end bespoke physical events also in the picture. Again, Shape is monitoring cultural trends and we will continue to make interventions, commissions creatives and build projects which respond to the way we live now, which is again one of the secrets of our success – we remain relevant by holding up the creative mirror to the modern world. As referred to in the Financial review and Reserves Policy, we will continue to focus on improving our financial sustainability and maintaining our general reserves. The Reserves Plan requires that all delivery commitments are fully funded from the diverse range of income sources which Shape has access to, rather than being partly funded from general reserves. It will set out new income generating prospects developed from the Culture Recovery Plans for Shape and NDACA services which will contribute towards maintaining general reserves in the longer term. Shape plans to return to developing income generating opportunities from its office on Second Floor at Peckham Library which is fully accessible and offers a large floor plan with three spaces at a cost effective rent. The office base in Southwark, which is part of a large ACE/Southwark cultural zone regeneration, will enable us to enhance existing local partnerships, such as Tate Modern and develop new relationships with other arts and cultural organisations in the borough and surrounding area. The office is situated below Peckham Library and this close proximity offers opportunities for joint cultural diversity events and development of new audiences from the Library’s footfall, either physical or online. The wide range of significant local arts partners will give new opportunities for providing earned services and contribute to sustainable delivery through ‘in kind’ and other forms of joint delivery. We will also look to develop new partnerships with local education and commercial organisations who could be interested in Shape’s range of services and artistic work. 27 Shape London ## Trustees’ annual report ## For the year ended 31 March 2021 Shape will continue to develop and apply for new project funding taking into account how our delivery might take place in the future creative world including e-commerce and a range of digital delivery. We will be looking to invest in our infrastructure to ensure we have appropriate IT and other digital resources to support this direction. All new bids include full cost recovery and charging for services delivered by Shape. It is expected that these future plans will support Shape to maintain its general reserves and consolidate its sustainability and future resilience. ## Structure, Governance and Management ## Governing Document The organisation is a charitable company limited by guarantee, incorporated on 20 December 1979 and registered as a charity on 20 December 1979. The company was established under a Memorandum of Association which established the objects and powers of the charitable company and is governed under its Articles of Association. The company's registered name is Shape London. The Articles of Association have been reviewed during the year. The trustees are aware that the Charity Governance Code has recently been updated. They will review the Code in 2021/22 and report on compliance in next year’s accounts. All trustees give their time voluntarily and receive no benefits from the charity. Any expenses reclaimed from the charity are set out in note 6 to the accounts. ## Appointment of trustees Members are Trustees for the purpose of charity law and Directors for the purpose of company law and under the company’s Articles are known as members of the Board of Directors. Under the requirements of the Memorandum and Articles of Association, at each Annual General Meeting, one-third of the Directors for the time being shall retire from the office. A retiring Director shall then be eligible for re-election. Due to the nature of Shape’s programme and the involvement of disabled people, the charity aims to ensure that the Board of Trustees is as diverse as possible in terms of disability, gender, and ethnicity. In order to ensure a broad representation of skills and experience across the Board an annual Skills Audit is carried out. This is used as a tool in providing training and recruiting new members to ensure a broad balance is maintained and the Board is able to sustain quality decision making. 28 Shape London ## Trustees’ annual report ## For the year ended 31 March 2021 In order to further support the development of Shape’s work and to ensure the direct involvement of artists, people who use our services and other professional expertise, Shape has established a committee structure. Each department head and their team benefit from the support of a committee as follows: - Programme and Development - Finance, HR and Risk Management The Programme Committee and the Finance, HR and Risk Committee each meet four times a year. Both have appropriate delegated authorities. Minutes of these meetings are provided to the Board. A written report is also made to the Board on any specific delegated tasks or work undertaken. Terms of reference are available and reviewed at regular intervals. Day to day management of operations is delegated to the Senior Management Team. In 2020/21 this comprised: Chief Executive David Hevey Head of Programme Jeff Rowlings Interim Head of Finance/Strategic Projects Sally Yarwood ## Trustee induction and training All new Trustees are given a Board Trustees' Handbook with background information about Shape, including the Memorandum and Articles of Association, and information regarding the role of being a charity Trustee. They also attend briefing sessions with the Chair and Chief Executive and are offered other induction support. In 2020/21 new trustees and staff members attended Disability Equality Training provided by Shape’s training partner, Goss Consultancy. Board members are kept up to date with key business and compliance issues, the operating environment and any relevant key changes in company and charity regulations and are offered training opportunities as they arise. ## Related parties and relationships with other organisations For the Unlimited Projects, Shape works in partnership with Artsadmin. Shape is the lead partner for grant accounting and reporting purposes. ## Remuneration policy for key management personnel Remuneration for key management personnel is based on attracting suitably qualified people for the roles whilst taking account of available funding. All salaries are reviewed on an annual basis and the Board decides whether any uplift should be applied. Salaries were last uplifted in April 2020. All staff are automatically enrolled into a pension scheme, unless they chose to opt out or remain under the previous scheme. Shape does not operate a bonus scheme. 29 Shape London ## Trustees’ annual report For the year ended 31 March 2021 ## Statement of responsibilities of the trustees The trustees (who are also directors of Shape London for the purposes of company law) are responsible for preparing the trustees’ annual report including the strategic report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company law 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 charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to: - Select suitable accounting policies and then apply them consistently. - Observe the methods and principles in the Charities SORP. - Make judgements and estimates that are reasonable and prudent. - State whether applicable UK Accounting Standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements. - Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation. The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. In so far as the trustees are aware: - There is no relevant audit information of which the charitable company’s auditors are unaware. - The trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information. The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. Members of the charity guarantee to contribute an amount not exceeding £1 to the assets of the charity in the event of winding up. The total number of such guarantees at 31 March 2021 was 11 (2020/21:7). The trustees are members of the charity but this entitles them only to voting rights. The trustees have no beneficial interest in the charity. Members of the Board of Trustees, who are Directors for the purposes of company law and Trustees for the purposes of charity law, who served during the year and up to the date of this report are set out on the Reference and Administrative page. 30 Shape London ## Trustees’ annual report For the year ended 31 March 2021 ## Auditors Sayer Vincent LLP was re-appointed as the charitable company's auditor during the year and have expressed their willingness to continue in that capacity. The trustees’ annual report has been prepared in accordance with the special provisions applicable to companies subject to the small companies' regime. The trustees’ annual report has been approved by the trustees on 22 September 2021 and signed on their behalf by Tony Heaton Chair 31 Independent auditor’s report ## To the members of ## Shape London Independent auditor’s report to the members of Shape London ## Opinion We have audited the financial statements of Shape London (the ‘charitable company’) for the year ended 31 March 2021 which comprise the statement of financial activities, balance sheet, statement of cash flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). In our opinion, the financial statements: - Give a true and fair view of the state of the charitable company’s affairs as at 31 March 2021 and of its incoming resources and application of resources, including its income and expenditure for the year then ended - Have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice - Have been prepared in accordance with the requirements of the Companies Act 2006 ## Basis for opinion We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. ## Conclusions relating to going concern In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on Shape London's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report. 32 Independent auditor’s report To the members of Shape London ## Other Information The other information comprises the information included in the trustees’ annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. ## Opinions on other matters prescribed by the Companies Act 2006 In our opinion, based on the work undertaken in the course of the audit: - The information given in the trustees’ annual report, for the financial year for which the financial statements are prepared is consistent with the financial statements; and - The trustees’ annual report has been prepared in accordance with applicable legal requirements. ## Matters on which we are required to report by exception In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ annual report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion: - Adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or - The financial statements are not in agreement with the accounting records and returns; or - Certain disclosures of trustees’ remuneration specified by law are not made; or - We have not received all the information and explanations we require for our audit; or - The directors were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies’ exemptions in preparing the trustees’ annual report and from the requirement to prepare a strategic report. ## Responsibilities of trustees As explained more fully in the statement of trustees’ responsibilities set out in the trustees’ annual report, the trustees (who are also the directors of the charitable company for the purposes of 33 Independent auditor’s report ## To the members of ## Shape London company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so. ## Auditor’s responsibilities for the audit of the financial statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud are set out below. ## Capability of the audit in detecting irregularities In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, our procedures included the following: - We enquired of management, and trustees, which included obtaining and reviewing supporting documentation, concerning the charity’s policies and procedures relating to: - Identifying, evaluating, and complying with laws and regulations and whether they were aware of any instances of non-compliance; - Detecting and responding to the risks of fraud and whether they have knowledge of any actual, suspected, or alleged fraud; - The internal controls established to mitigate risks related to fraud or non-compliance with laws and regulations. - We inspected the minutes of meetings of those charged with governance. - We obtained an understanding of the legal and regulatory framework that the charity operates in, focusing on those laws and regulations that had a material effect on the financial statements or that had a fundamental effect on the operations of the charity from our professional and sector experience. 34 Independent auditor’s report ## To the members of ## Shape London - We communicated applicable laws and regulations throughout the audit team and remained alert to any indications of non-compliance throughout the audit. - We reviewed any reports made to regulators. - We reviewed the financial statement disclosures and tested these to supporting documentation to assess compliance with applicable laws and regulations. - We performed analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud. - In addressing the risk of fraud through management override of controls, we tested the appropriateness of journal entries and other adjustments, assessed whether the judgements made in making accounting estimates are indicative of a potential bias and tested significant transactions that are unusual or those outside the normal course of business. Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation. A further description of our responsibilities is available on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report. ## Use of our report This report is made solely to the charitable company's members as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed. Noelia Serrano (Senior statutory auditor) 29 September 2021 for and on behalf of Sayer Vincent LLP, Statutory Auditor Invicta House, 108-114 Golden Lane, LONDON, EC1Y 0TL 35 ## Shape London ## Statement of financial activities (incorporating an income and expenditure account) ## For the year ended 31 March 2021 |Note
Income from:
2
3
3
3
4
4
4
4
5
Reconciliation of funds:
Total funds carried forward
Transfers between funds
Net movement in funds
Total funds brought forward
Arts and Partnerships
Audiences and Engagement
Raising funds
Net income / (expenditure) for
the year
Total expenditure
Charitable activities
Skills, Diversity & Leadership
Donations and legacies
Charitable activities
Activities for generating funds
Skills, Diversity & Leadership
Investments
Total income
Expenditure on:
Arts and Partnerships
Audiences and Engagement|Unrestricted
£
371,103
-
13,836
24,188
1,430
133|Restricted
£
-
-
1,523,580
-
129,500
-|2021
Total
£
371,103
-
1,537,416
24,188
130,930
133|Unrestricted
£
289,462
-
4,110
34,462
-
184|2020
Restricted
Total
£
£
-
289,462
-
-
594,788
598,898
-
34,462
-
-
-
184
594,788
923,006
-
5,867
695,743
964,512
-
75,291
-
16,966
695,743
1,062,636
(100,955)
(139,630)
5,939
-
(95,016)
(139,630)
194,337
282,616
99,321
142,986| |---|---|---|---|---|---| ||410,690|1,653,080|2,063,770|328,218|| ||645
160,230
54,583
18,964|-
1,390,475
-
61,134|645
1,550,705
54,583
80,098|5,867
268,769
75,291
16,966|| ||234,422|1,451,609|1,686,031|366,893|| ||176,268
-|201,471
-|377,739
-|(38,675)
(5,939)|| ||176,268
43,665|201,471
99,321|377,739
142,986|(44,614)
88,279|| ||219,933|300,792|520,725|43,665|| All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in Note 15a to the financial statements. 36 Shape London ## Balance sheet |Balance sheet||||| |---|---|---|---|---| |As at 31 March 2021|||Company no. 1468164|| |Note
Fixed assets:
10
Current assets:
11
Liabilities:
12
14
15
Total unrestricted funds
Total assets less current liabilities
Restricted income funds
Unrestricted income funds:
Designated funds
Debtors
The funds of the charity:
Creditors: amounts falling due within one year
Net current assets
Total net assets
Cash at bank and in hand
Tangible assets
General funds
Total charity funds|£
305,524
694,292|2021
£
7,353|£
151,677
274,086|2020
£
5,090| |||7,353
513,372||5,090
137,896| ||999,816
(486,444)||425,763
(287,867)|| ||87,353
132,580||5,090
38,575|| |||520,725||142,986| |||520,725||142,986| |||300,792
219,933||99,321
43,665| |||||| |||520,725||142,986| Approved by the trustees on 22 September 2020 and signed on their behalf by Tony Heaton Chair Jackie Freeman Treasurer 37 Shape London ## Statement of cash flows ## For the year ended 31 March 2021 |Net income / (expenditure) for the reporting period
(as per the statement of financial activities)
Depreciation charges
(Increase)/decrease in debtors
Increase in creditors
Loss on disposal of fixed assets
Net cash (used in) investing activities
Cash flows from investing activities:
Purchase of fixed assets
Reconciliation of net income / (expenditure) to net cash
flow from operating activities
Cash and cash equivalents at the beginning of the year
Cash and cash equivalents at the end of the year
Change in cash and cash equivalents in the year|£
£
377,739
4,792
(153,847)
198,577
-
427,261
(7,055)
(7,055)
420,206
274,086
694,292
2021|£
£
377,739
4,792
(153,847)
198,577
-
427,261
(7,055)
(7,055)
420,206
274,086
694,292
2021|£
£
(139,630)
3,991
156,784
43,736
2,950
67,831
(1,440)
(1,440)
66,391
207,695
274,086
2020|£
£
(139,630)
3,991
156,784
43,736
2,950
67,831
(1,440)
(1,440)
66,391
207,695
274,086
2020| |---|---|---|---|---| ||(7,055)||(1,440)|| |||(7,055)||(1,440)| |||||| |||420,206
274,086||66,391
207,695| |||694,292||274,086| 38 Shape London Notes to the financial statements ## For the year ended 31 March 2021 ## 1 Accounting policies ## a) Statutory information Shape London is a charitable company limited by guarantee and is incorporated in the United Kingdom. The registered office address is 2nd Floor, Peckham Library, Peckham Hill Street, SE15 5JR. ## b) Basis of preparation The financial statements have been prepared in accordance with 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) - (Charities SORP FRS 102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006. Assets and liabilities are initially recognised at historical cost or transaction value. ## c) Public benefit entity The charitable company meets the definition of a public benefit entity under FRS 102. ## d) Going concern The trustees have reviewed budgets and forecasts taking into account the impact of Covid 19 and consider there to be no material uncertainties about Shape’s ability to continue as a going concern. The trustees do not consider that there are any sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next reporting period. ## e) Income Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the income have been met, it is probable that the income will be received and that the amount can be measured reliably. Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred. For legacies, entitlement is taken as the earlier of the date on which either: the charity is aware that probate has been granted, the estate has been finalised and notification has been made by the executor(s) to the charity that a distribution will be made, or when a distribution is received from the estate. Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably and the charity has been notified of the executor’s intention to make a distribution. Where legacies have been notified to the charity, or the charity is aware of the granting of probate, and the criteria for income recognition have not been met, then the legacy is a treated as a contingent asset and disclosed if material. Income received in advance of the provision of a specified service is deferred until the criteria for income recognition are met. 39 Shape London Notes to the financial statements ## For the year ended 31 March 2021 - 1 Accounting policies (continued) ## f) Donations of gifts, services and facilities - Donated professional services and donated facilities are recognised as income when the charity has control over the item or received the service, any conditions associated with the donation have been met, the receipt of economic benefit from the use by the charity of the item is probable and that economic benefit can be measured reliably. In accordance with the Charities SORP (FRS 102), volunteer time is not recognised so refer to the trustees’ annual report for more information about their contribution. On receipt, donated gifts, professional services and donated facilities are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt. - g) Interest receivable Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the bank. - h) Fund accounting Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure which meets these criteria is charged to the fund together with a fair allocation of management and support costs. Unrestricted funds are donations and other income received or generated for the charitable purposes. Designated funds are unrestricted funds earmarked by the Trustees for particular purposes. ## i) Expenditure and irrecoverable VAT Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings: - Costs of raising funds relate to the costs incurred by the charitable company in inducing third parties to make voluntary contributions to it, as well as the cost of any activities with a fundraising purpose - Expenditure on charitable activities includes the costs of delivering projects and services to further the purposes of the charity and their associated support costs Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred. 40 Shape London Notes to the financial statements ## For the year ended 31 March 2021 - 1 Accounting policies (continued) ## j) Allocation of support costs Resources expended are allocated to the particular activity where the cost relates directly to that activity. However, the cost of overall direction and administration of each activity, comprising the salary and overhead costs of the central function, is apportioned on the following basis which are an estimate, based on staff time, of the amount attributable to each activity. Where information about the aims, objectives and projects of the charity is provided to potential beneficiaries, the costs associated with this publicity are allocated to charitable expenditure. - Raising funds 0% - Arts and Partnerships 74%  Audiences 9%  Skills, Diversity and Leadership 2%  Support costs 12%  Governance costs 3% Support and governance costs are re-allocated to each of the activities on the following basis which is an estimate, based on staff time, of the amount attributable to each activity: - Arts and Partnerships 79% - Audiences 5%  Skills, Diversity and Leadership 16% Governance costs are the costs associated with the governance arrangements of the charity. These costs are associated with constitutional and statutory requirements and include any costs associated with the strategic management of the charity’s activities. ## k) Operating leases Rental charges are charged on a straight line basis over the term of the lease. ## l) Tangible fixed assets Items of equipment are normally capitalised where the purchase price exceeds £250. Depreciation costs are allocated to activities on the basis of the use of the related assets in those activities. Assets are reviewed for impairment if circumstances indicate their carrying value may exceed their net realisable value and value in use. Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows: - IT equipment and software - Furniture, fittings and equipment 3 years 4 years ## m) Debtors Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due. 41 Shape London Notes to the financial statements ## For the year ended 31 March 2021 ## 1 Accounting policies (continued) ## n) Cash at bank and in hand Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account. ## o) Creditors and provisions Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due. ## p) Financial instruments The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value. ## q) Pensions The charity provides an auto-enrolment pension scheme to which all employees are enrolled unless they choose to opt out. The charity previously offered a defined contribution scheme where employees could contribute either an amount or percentage of salary. ## 2 Voluntary income |2
Voluntary income||| |---|---|---| |Grants receivable
ACE - NPO
Donations
Other grants and donations
Mayor's Office - Culture at Risk
Southwark - Covid 19 Community Fund
Legacies|2021
Total
£
291,824
15,000
4,000
13,165
47,114
371,103|2020
Total
£
286,551
-
-
2,911
-| |||289,462| All income above is unrestricted 42 Shape London ## Notes to the financial statements ## For the year ended 31 March 2021 - 3 Income from charitable activities |3
Income from charitable activities|3
Income from charitable activities|||||| |---|---|---|---|---|---|---| |Unrestricted
£
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
11,550
813
1,473
-
-
-
13,836
-
24,188
24,188
-
1,430
1,430
39,454
Other grants and donations
Partner Commission grants - Unlimited Transition
Arts Council of Wales - The Space
British Council - Unlimited Transitions
Culture Recovery Fund NDACA
ACE - Transforming Leadership
Sub-total for Audiences
Sub-total for Arts and Partnerships
Other income
Sales and fees charged for services
Sub-total for Audiences
Arts Council of Wales / Lottery - UL3 Connects
Arts Council of Wales - Unlimited Transition
ACE - Unlimited Transition
Creative Scotland - Unlimited Transition 2019/20
Creative Scotland - Unlimited Transition 2020/21
Paul Hamlyn Foundation - Unlimited Transition
Arts and Partnerships
ACE - Unlimited 3
Spirit 2012 Trust - Unlimited 3 Impact Continuation
Audiences and Engagement
Contract delivery expenses reimbursed
Total income from charitable activities
Skills, Diversity and Leadership
Sales and fees charged for services
National
Heritage
Lottery
Fund
-
NDMAC
development
Heritage Lottery Fund - NDACA delivery
Pop up galleries
Contract delivery expenses reimbursed
Donated services and facilities in kind
Culture Recovery Fund ACE
Lottery = Disabled Artists under Covid 19
Garfield Weston Foundation
Other grants and donations
Heritage Compass||£
203,376
-
3,000
456,000
60,000
80,000
20,000
200,000
110,667
15,000
78,500
-
77,079
1,750
69,834
58,970
9,900
25,000
-
26,929
-
-
27,575
-
Restricted|2021
Total
£
203,376
-
3,000
456,000
60,000
80,000
20,000
200,000
110,667
15,000
78,500
-
77,079
1,750
69,834
58,970
9,900
25,000
11,550
27,742
1,473
-
27,575
-|Unrestricted
£
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
2,126
1,092
1,256
-
-
(364)|£
401,864
70,556
27,000
-
-
-
-
-
-
-
-
44,219
-
-
-
-
-
25,000
-
16,124
-
332
9,250
443
Restricted|2020
Total
£
401,864
70,556
27,000
-
-
-
-
-
-
-
-
44,219
-
-
-
-
-
25,000
2,126
17,216
1,256
332
9,250
79| ||13,836|1,523,580|1,537,416|4,110|594,788|598,898| ||-
24,188|-
-|-
24,188|1,162
33,300|-
-|1,162
33,300| ||24,188|-|24,188|34,462|-|34,462| ||-
1,430|129,500
-|129,500
1,430|-
-|-
-|-
-| ||1,430|129,500|130,930|-|-|-| ||39,454|1,653,080|1,692,534|38,572|594,788|633,360| 43 Shape London Notes to the financial statements ## For the year ended 31 March 2021 - 4a Analysis of expenditure (current year) |Analysis of expenditure (current year)||||||||| |---|---|---|---|---|---|---|---|---| |Staff costs (Note 6)
Recruitment, training and other staff costs
Rent, insurance and services
Depreciation and loss on disposals
Communications and IT
Printing, stationery and postage
Sundry administration costs (* see below)
Auditor's fees
Other professional fees
Banking, financial and bad debt provisions
Services provided - Artists, trainers and interpreters
Programme materials, delivery, access and marketing
Unlimited Commissions and R&D awards
Unlimited Delivery grants to Delivery Partner (Artsadmin)
Exceptional costs (Note 19)
Support costs
Governance costs
Total expenditure 2021
Total expenditure 2020|Cost of
raising
funds
£
-
595
-
-
50
-
-
-
-
-
-
-
-
-
-
645
-
-
645
5,867|Charitable activities|||Governance
costs
£
13,016
114
-
-
-
-
-
9,532
2,426
86
-
1,691
-
-
-
26,865
-
(26,865)
-
-|Support costs
£
13,114
654
16,619
4,791
16,753
2,783
15,602
-
149
152
-
4,295
-
-
-
74,912
(74,912)
-
-
-|2021
Total
£
311,156
1,701
16,619
4,791
34,674
2,783
11,506
9,532
6,186
544
26,534
588,709
491,503
179,793
-|2020
Total
£
268,272
525
28,942
3,990
39,513
2,562
3,763
9,527
1,385
515
15,393
270,054
140,604
194,129
83,462| |||Arts and
partnerships
£
223,362
308
-
-
17,871
-
-
-
3,611
300
6,904
546,231
491,503
179,793
-
1,469,883
59,488
21,334
1,550,705
964,512|Audiences
£
34,323
-
-
-
-
-
(4,098)
-
-
6
19,630
180
-
-
-
50,041
3,343
1,199
54,583
75,291|Skills, Diversity
and Leadership
£
27,341
30
-
-
-
-
2
-
-
-
-
36,312
-
-
-
63,685
12,081
4,332
80,098
16,966||||| ||||||||1,686,031
-
-|1,062,636
-
-| ||||||||1,686,031|-| ||||||||-|1,062,636| - £ (4,098) refers to a contribution to costs from the Mayor’s Office grant ( Note 2) in lieu of lost earned income caused by Covid-19. 44 Shape London ## Notes to the financial statements ## For the year ended 31 March 2021 - 4b Analysis of expenditure (prior year) |Analysis of expenditure (prior year)|||||||| |---|---|---|---|---|---|---|---| |Staff costs (Note 6)
Recruitment, training and other staff costs
Rent, insurance and services
Depreciation and loss on disposals
Communications and IT
Printing, stationery and postage
Sundry administration costs
Auditor's fees
Other professional fees
Banking, financial and bad debt provisions
Artists, trainers, interpreters and other fees
Programme materials, delivery and marketing costs
Unlimited Commissions and R&D awards
Unlimited Delivery grants to Delivery Partner (Artsadmin)
Exceptional costs (Note 19)
Support costs
Governance costs
Total expenditure 2020|Cost of
raising
funds
£
-
-
-
-
245
130
35
-
-
-
-
5,457
-
-
-
5,867
-
-
5,867|Charitable activities|||Governance
costs
£
11,824
-
365
-
-
-
3,709
9,527
-
26
-
-
-
-
-
25,451
-
(25,451)
-|Support costs
£
26,941
525
28,577
3,990
20,113
2,432
(731)
-
1,385
(34)
-
1,147
-
-
83,462
167,807
(167,807)
-
-|2020
Total
£
268,272
525
28,942
3,990
39,513
2,562
3,763
9,527
1,385
515
15,393
270,054
140,604
194,129
83,462| |||Arts and
partnerships
£
178,602
-
-
-
19,155
-
750
-
-
456
11,495
253,276
140,604
194,129
-
798,467
144,178
21,867
964,512|Audiences
£
39,015
-
-
-
-
-
-
-
-
67
3,898
10,174
-
-
-
53,154
19,222
2,915
75,291|Skills, Diversity
and Leadership
£
11,890
-
-
-
-
-
-
-
-
-
-
-
-
-
-
11,890
4,407
669
16,966|||| ||||||||1,062,636
-
-| ||||||||1,062,636| 45 Shape London Notes to the financial statements ## For the year ended 31 March 2021 - 5 Net income / (expenditure) for the year This is stated after charging / (crediting): |This is stated after charging / (crediting):||| |---|---|---| ||2021|2020| ||£|£| |Depreciation|4,792|3,991| |Loss on disposal of fixed assets|-|2,950| |Trustees' reimbursed expenses|-|2,563| |Operating lease rentals:||| |Property - Deane House Studios|-|6,010| |Property - Peckham|9,087|12,363| |Printer / photocopier|1,100|1,100| |Auditors' remuneration (excluding VAT):||| |Audit fee 2020/21 ( Previous year 2019/20)|7,500|7,400| - 6 Analysis of staff costs, trustee remuneration and expenses, and the cost of key management personnel Staff costs were as follows: |Staff costs were as follows:||| |---|---|---| |Social security costs
Redundancy and termination costs
Pension costs
Contract / temporary staff
Salaries and wages|2021
£
234,394
-
54,676
15,911
6,175|2020
£
216,399
-
32,546
12,652
6,675| ||311,156|268,272| The following number of employees received employee benefits (excluding employer pension costs) during the year between: |£60,000 - £69,999|2021
No.
1|2020
No.
-| |---|---|---| Pension contributions of £784 (2020: £1,797 ) were made to a defined contribution scheme for the above member of staff during the year. The staff member left the pension scheme in September 2020. The total employee benefits including pension contributions and employer's national insurance of the key management personnel were £123,403 (2020: £121,756). Key management personnel comprise of the Chief Executive and the Head of Programme on the grounds that they hold significant decision-making and delegation control. The charity trustees were not paid or received any other benefits from employment with the charity in the year (2020: £nil). No charity trustee received payment for professional or other services supplied to the charity (2020: £nil). Trustees' expenses represents the payment or reimbursement of travel, overnight accommodation and subsistence costs totalling £0 (2020: £2,563) incurred by 0 (2020: 2) members relating to attendance at meetings of the trustees. 46 Shape London Notes to the financial statements ## For the year ended 31 March 2021 ## 7 Staff numbers The average number of employees (head count based on number of staff employed) during the year was as follows: |2021|2020| |---|---| |No.|No.| |8.0|8.0| The average weekly number of staff (expressed as full-time equivalents) during the year was as follows: |Skills, Diversity and Leadership
Raising funds
Audiences and Engagement
Arts and Partnerships
Support
Governance|-
5.1
0.6
0.2
0.8
0.2|-
5.0
0.6
0.2
0.8
0.2| |---|---|---| ||6.9|6.8| ## 8 Related party transactions Trustee, Aidan Moesby, received an Unlimited 3 documentation grant award £450; Unlimited Transition participation fee £300 for British Council focus groups and a fee £356 for providing a Shape Blog ' Language of Disability - Cultural review'. The Chair, Tony Heaton, received a fee of £250 for providing a Shape Blog 'International Day of Disabled People 2020'. The Chief Executive rents space in Folkestone, part of which provides storage for specific NDACA and NDMAC archive material and Shape artworks due to unavailable suitable storage held elsewhere by Shape. Shape's Programme contributed £2,400, being 50% of the total rent charge in respect of the storage area for the period from 1 April 2020 - 31 March 2021 (2020 £2,400). The Chief Executive's son, Liam Roden, is a freelancer who Shape engaged on various projects during the year on flexible contracts (total fees £6,834). He was awarded a fixed project contract for Cultural Recovery Funds ACE and NLHF £9,000. There are no donations from related parties which are outside the normal course of business and no restricted donations from related parties. ## 9 Taxation The charitable company is exempt from corporation tax as all its income is charitable and is applied for charitable purposes. ## 10 Tangible fixed assets |Tangible fixed assets|||| |---|---|---|---| |Disposals
Net book value
At the start of the year
At the start of the year
Charge for the year
Depreciation
At the end of the year
Disposals
At the end of the year
Cost or valuation
At the start and end of the year
At the end of the year
Additions|Computers &
Software
£
66,024
7,055
(32,802)|Other
equipment &
furniture
£
27,742
-|Total
£
93,766
7,055
(32,802)| ||40,277|27,742|68,019| ||60,934
4,792
(32,802)|27,742
-
-|88,676
4,792
(32,802)| ||32,924|27,742|60,666| ||7,353|-|7,353| ||5,090|-|5,090| 47 Shape London ## Notes to the financial statements ## For the year ended 31 March 2021 ## 11 Debtors |11
Debtors||||| |---|---|---|---|---| |12
13
Balance at the beginning of the year
Amount released to income in the year
Amount deferred in the year
Balance at the end of the year
14a
14b
Net assets at the end of the year
Analysis of net assets between funds (prior year)
Net current assets
Tangible fixed assets
Taxation and social security
Other creditors
Deferred income ( Note 13)
Analysis of net assets between funds (current year)
Deferred income
Creditors: amounts falling due within one year
Other debtors
Accruals
Trade debtors
Grants receivable
Prepayments
Accrued income
Trade creditors
Tangible fixed assets
Net current assets
Net assets at the end of the year
Deferred income comprises :-|General
unrestricted
£
-
132,580|Grants in
advance
155,000
(155,000)
45,000|2021
£
116,044
13,712
17,278
158,490
-|2020
£
4,236
37,615
15,579
82,847
11,400| ||||305,524|151,677| ||||2021
£
40,993
5,986
48,467
345,998
45,000|2020
£
33,866
4,458
55,360
39,183
155,000| ||||486,444|287,867| ||||2021
£
155,000
(155,000)
45,000|2020
£
-
-
155,000| |||45,000|45,000|155,000| |||£
7,353
80,000
Designated|Restricted
£
-
300,792|Total funds
£
7,353
513,372| ||132,580|87,353|300,792|520,725| ||General
unrestricted
£
-
38,575|£
5,090
-
Designated|Restricted
£
-
99,321|Total funds
£
5,090
137,896| ||38,575|5,090|99,321|142,986| 48 Shape London ## Notes to the financial statements ## For the year ended 31 March 2021 ## 15a Movements in funds (current year) |15a
Movements in funds (current year)|||||| |---|---|---|---|---|---| |Total restricted funds
Total designated funds
General funds
15b
Total restricted funds
Total designated funds
General funds
Total funds
Skills, Diversity and Leadership
Movements in funds (prior year)
Total unrestricted funds
Restricted funds:
Total funds
Designated funds:
Total unrestricted funds
Premises commitments
Unrestricted funds:
Tangible fixed assets
Tangible fixed assets
Arts and Partnerships
Restricted funds:
Designated funds:
Arts and Partnerships
Programme - Strategic delivery and
development
Unrestricted funds:|At 1 April
2020
£
99,321
-
99,321|Income and
gains
£
1,523,580
129,500
1,653,080|Expenditure
and losses
£
(1,390,475)
(61,134)
(1,451,609)|Transfers
£
-
-
-|At 31 March
2021
£
232,426
68,366
300,792| ||5,090
-|-
-|-
-|2,263
80,000|7,353
80,000| ||5,090|-|-|82,263|87,353| ||38,575|410,690|(234,422)|(82,263)|132,580| ||43,665|410,690|(234,422)|-|219,933| ||142,986|2,063,770|(1,686,031)|-|520,725| ||At 1 April
2019
£
194,337|Income and
gains
£
594,788|Expenditure
and losses
£
(695,743)|Transfers
£
5,939|At 31 March
2020
£
99,321| ||194,337|594,788|(695,743)|5,939|99,321| ||10,591
4,460|-
-|-
-|(5,501)
(4,460)|5,090
-| ||15,051|-|-|(9,961)|5,090| ||73,228|328,218|(366,893)|4,022|38,575| ||88,279|328,218|(366,893)|(5,939)|43,665| ||282,616|923,006|(1,062,636)|-|142,986| 49 Shape London Notes to the financial statements ## For the year ended 31 March 2021 - 15 Movements in funds (continued) ## Purposes of funds Restricted funds - £300,792 are funds which represent monies given for specific purposes and projects as described below: Arts and Partnerships - £232,426 includes funds for the Shape Exhibitions and Collaboration programme in 2021 (£17,316); funds for Unlimited Transition (£204,904); DAM in Venice Pilot project (£8,458); and National Disability Movement Archives and Collection ( NDMAC) (£1,538) and others (£210). Skills, Diversity and Leadership £68,366 - relates to the Transforming Leadership project. Designated funds - £87,353 are funds which the Board of Trustees has designated to meet future commitments and liabilities as part of their vision and risk assessment for sustainability: Tangible fixed assets - £7,353 represent funds for office tangible fixed assets. Transfers in respect of associated depreciation and loss on disposal of fixed assets will be made to General Funds. Programme - Strategic delivery and development - the Board has designated £80,000 to ensure the strategic delivery and development of the Programme after 1 April 2022 whilst new projects and their funding are being secured. It aims to provide 'going concern' assurance that internal resources are designated to support any funding shortfalls during 2022/23 and 2023/24 due to any future economic uncertainties. General Funds £132,580 - these are free reserves of the charity which can be used for any purpose within its charitable objects. The Reserves Policy is set out in the Trustees' annual report. ## Heritage Lottery Fund - funding disclosure statement |Delivery Phase :
Heritage Lottery Fund (receivable)
Heritage Lottery Fund (to be claimed)
Heritage Compass
Match funds contribution
Expenditure to be met by Match funds
Match funds to meet eligible Expenditure
In Kind - Volunteers
In Kind - Other
National Disability Movement Archive and Collection
(NDMAC)
Other project delivery - Non cash
Total Project delivery|At the start of
the year
£
-
-
-
-
-
-|Income
£
55,279
21,800
1,750
-
-
-|Expenditure
£
(55,279)
(21,800)
(212)
-
(2,718)
2,718|At the end of
the year
£
-
-
1,538
-
(2,718)
2,718| |---|---|---|---|---| ||-|78,829|(77,291)|1,538| ||-
-|-
4,172|-
(4,172)|-
-| ||-|83,001|(81,463)|1,538| 50 Shape London Notes to the financial statements ## For the year ended 31 March 2021 - 15 Movements in funds (continued) Arts Council England - Unlimited 3 - funding disclosure statement |Other income
Wellcome Trust Grant Round 2 Research and
Development grant awarded on 14 March 2018.
Payable to Artsadmin to manage artist's contracts
ACE Grant paid to Shape as Lead Partner (LP)
Unlimited costs delivered by Shape in period
British Council Grant paid to Shape as LP
Other Partnership grants paid to Shape as LP
Attendance contributions to UL Symposium 2018
Wales Arts Council Round 1 Research and
Development grant awarded on 20 March 2017 .
Payable to Artsadmin to manage artists' contracts
ACE Round 1 Research and Development grants
awarded on 20 March 2017. Payable to Artsadmin to
manage artists' contracts
Wales Arts Council Round 2 Research and
Development grant - not awarded on 14 March
2018. Accrued to be carried forward to Round 3
(March 2019) and paid to Artsadmin to manage
artists' contracts
Grant payments due to Artsadmin ( Joint Delivery
Partner) for Unlimited delivery costs in period
ACE Round 2 Research and Development grants
awarded on 14 March 2018. Payable to Artsadmin to
manage artists' contracts
Wales Arts Council Grant paid to Shape as LP
Donated, other goods & services in kind - Income
Donated, other goods & services in kind- Spend
Round 4 ACE Co-commissioning grants. Payable to
Artsadmin to manage artists' contracts
*ACE Round 3 Commissions (50% + 40%+10%)
awarded on 26 March 2019. Payable to Artsadmin to
manage artists' contracts
ACE Round 3 Research and Development grants
awarded on 26 March 2019. Payable to Artsadmin to
manage artists' contracts
Arts Council of Wales Lottery Grant paid to Shape as
LP for Wales Connects programme
Wales Arts Council Round 3 Commission and
Research and Development grant - awarded on 26
March 2019. Payable to Artsadmin to manage artists'
Wellcome Trust Grant Round 3 Commission and
Research and Development grants awarded on 26
March 2019. Payable to Artsadmin to manage artist's
contracts
Other Partnership Grants Round 3 Commission and
Research and Development grants awarded on 26
March 2019. Payable to Artsadmin to manage artist's
contracts
Wellcome Trust Grant paid to Shape as LP
ACE Round 1 Commissions grants awarded on 20
March 2017. Payable to Artsadmin to manage artists'
contracts|At the start of
the year
£
1,618,960
197,600
56,500
77,223
27,500
28,227
34,500
775
(562,432)
(491,139)
(300,000)
(50,000)
(10,000)
(50,000)
(10,000)
(10,000)
(270,000)
(50,000)
(60,000)
(55,823)
(22,500)
(25,000)
30,750
(30,750)|Income
£
203,376
-
-
21,900
-
-
3,000
5,000
-
-
-
-
-
-
-
-
-
-
-
-
-
-
14,125
-|Expenditure
£
-
-
-
-
-
-
-
(5,000)
(188,430)
(84,237)
-
-
-
-
-
-
(30,000)
-
-
-
-
-
-
(14,125)|At the end of
the year
£
1,822,336
197,600
56,500
99,123
27,500
28,227
37,500
775
(750,862)
(575,376)
(300,000)
(50,000)
(10,000)
(50,000)
(10,000)
(10,000)
(300,000)
(50,000)
(60,000)
(55,823)
(22,500)
(25,000)
44,875
(44,875)| |---|---|---|---|---| ||74,391|247,401|(321,792)|-| 51 Shape London ## Notes to the financial statements ## For the year ended 31 March 2021 ## 15 Movements in funds (continued) |-
-
-
-
Unlimited Transition (ULT) - funding disclosure statement
At the start of
the year
£
Unlimited Transition - Commissions and Artistic delivery :-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Donated, other goods & services in kind - Income
ACE Grant paid to Shape as Lead Partner - New
organisation development
Partner Commissions grants (£ 210,657 awarded as
part of the above Panel awards).Payable to Artsadmin to
manage artists' contracts
Total ACE Round 3 awards
Strategic Commissions awards delivered by Shape
ACE Grant paid to Shape as Lead Partner - Delivery
Emerging Commissions grants (£101,218 awarded on
16/3/21).Payable to Aa to manage artists' contracts
R&D Commissions grants (£125,851 awarded on
18/3/21).Payable to Aa to manage artists' contracts
Main Commissions grants ( £450,421 awarded on
17/3/21).Payable to Aa to manage artists' contracts
Grant payments due from / (to) Artsadmin (Aa) Joint
Delivery Partner in period for ULT delivery costs
ULT delivery costs delivered by Shape in period
Other grants
Strategic Commissions grants.Payable to Aa to manage
artists' contracts
ULT costs delivered by Shape in period
Donated, other goods & services in kind - Spend
Donated, other goods & services in kind - Income
Donated, other goods & services in kind- Spend
Unlimited Transition - New organisation development :-
Overall Unlimited Transition
10% due during 2020-2021
Wales Arts Council
Creative Scotland - 2019/20
Creative Scotland - 2020/21
British Council - Festival panels and micro awards
Partner organisations - Commission awards
Wales Arts Council - The Space
Paul Hamlyn Foundation
50% paid in 2018-19
*ACE Round 3 awards for Commissions:-
40% paid in 2019-20|-
-
-|-
-
-|150,000
120,000
30,000|-
-
-| |---|---|---|---|---| ||-|-|300,000|-| |||Incoming
resources
£
356,000
60,000
80,000
20,000
110,667
78,500
200,000
15,000
-
-
-
-
-
-
-
-
-
7,500
-|Outgoing
resources
£
-
-
-
-
-
(14,013)
(188,500)
(8,000)
-
(105,319)
(9,000)
(95,556)
(155,000)
(18,750)
(18,750)
(110,667)
(33,334)
(7,500)|At the end of
the year
£
356,000
60,000
80,000
20,000
110,667
64,487
11,500
7,000
-
(105,319)
(9,000)
(95,556)
(155,000)
(18,750)
(18,750)
(110,667)
(33,334)
7,500
(7,500)| ||-|927,667|(764,389)|163,278| ||-
-
-
-
:-|100,000
1,778|-
(58,374)
(1,778)|100,000
(58,374)
1,778
(1,778)| ||-|101,778|(60,152)|41,626| |||||| ||-|1,029,445|(824,541)|204,904| 52 Shape London Notes to the financial statements ## For the year ended 31 March 2021 ## 16 Unlimited 3 (November 2016 - January 2021) Unlimited 3 (UL3) - In 2016/17 Arts Council England (£1,800,000), Wales Arts Council (£77,600) and Spirit of 2012 Trust (£475,000) awarded Unlimited 3 grants to Shape and Artsadmin working as Joint Delivery Partners, with Shape as Lead Partner for grant award purposes. UL3 ACE funding is over 4 years to October 2020; Wales Arts Council over 2 years to October 2018 and Spirit of 2012 Trust over 3 years to October 2019. In 2018/19, Wales Arts Council approved a further £120,000 grant to extend their involvement from October 2018 - October 2020. ACE agreed to an agreed extension of Unlimited 3 from October 2020 to January 2021 due to the rescheduling of the Southbank Centre Unlimited Festival caused by Covid 19. ## Unlimited Transition (ULT) (April 2020 - March 2022) Arts Council England (£1,000,000 ) , Wales Arts Council (£60,000 ) and Creative Scotland ( 2019/20 £80,000 and 2020/21 £20,000) awarded Unlimited Transition grants to Shape and Artsadmin working as Joint Delivery Partners, with Shape as the Lead Partner for grant award purposes. Wales Arts Council ( £60,000) and Creative Scotland ( £20,000) have committed to further grants in 2021/22. Partner organisations awarded grants of £110,667 to Unlimited Transition in respect of their partner funding for main, R&D and Emerging commissions. Further partner grants £99,989 are committed in 2021/22. The ACE grant of £1,000,000 is allocated £900,000 to the Commissions and artistic delivery programme and £100,000 towards the costs of the new Unlimited organisation development costs. Other funding is awarded from time to time for grant funded delivery or delivery services provided to both Unlimited 3 and Unlimited Transition. Grant is passed by Shape to Artsadmin on a quarterly basis, or as agreed, in accordance with the agreed delivery budgets. Fees are payable by Shape to the Senior Producer on a quarterly basis in accordance with a Schedule of Fee Payments. Monthly budget monitoring and regular liaison meetings are held between the Joint Delivery Partners and Senior Producer. Agreed financial protocols and budget management principles provide the framework for financial management. ## 17 Pop Up Galleries Shape holds one year leases for a number of properties which operate under a management agreement with Avire (UK) LLP and a reverse premium agreement with the property landlords. There is no financial obligation arising to Shape which is not covered by these agreements. The leases have short notice periods of under one month which can be served by the landlord or by Shape. The properties are used to meet charitable objectives of supporting high quality practice by disabled artists through exhibits of art posters, art work and performances by disabled artists. 53 Shape London Notes to the financial statements ## For the year ended 31 March 2021 ## 18 Operating lease commitments The charity's total future minimum lease payments under non-cancellable operating leases is as follows for each of the following periods |the following periods||| |---|---|---| |Less than one year
One to five years
Over five years|2021
£
26,100
63,875
-
Property|2020
£
15,683
89,975
-
and other| ||89,975|105,658| Property - Shape's Deane House Studio office was due for a rent review in January 2018; notice was issued in August 2018 and negotiations with the landlord regarding the increase were agreed in September 2019. The amount included above for this property lease is based on the new rental and is for the period from 1 April to 21 June 2019 when Shape exited these offices. The backdated rent increase has been charged in 2019/20 following final negotiations taking account of relevant service charge and other refunds due to Shape - the net charge was £22,813. The rent deposit held by Shape's solicitors was released to the landlord. The landlord has agreed the amount outstanding can be repaid in equal instalments over twenty four months ( to December 2021). Property - Peckham office - Shape signed a five year lease with LB Southwark for offices at Second Floor, Peckham Library and took occupation on 19 September 2019. Rent refunds have been granted by the landlord in respect of various periods during April 2020 to March 2021 in recognition of the office being closed as a consequence of the closure of Peckham Library due to the Covid-19 lockdown. Other - Shape signed a 60 month lease agreement with BNP Paribas for a printer / photocopier from June 2018. ## 19 Exceptional Costs Exceptional costs were incurred during 2019/20 relating to backdated rent and the exit costs of leaving Shape's offices in Deane House Studios ( 21 June 2019) ; the costs of interim office and storage facilities during June to September 2019 and the set up costs incurred moving into new offices in Second Floor, Peckham Library on 19 September 2019. |Set up costs of moving into Second Floor, Peckham Library ( from 19 September
2019) - general
Set up costs of moving into Second Floor, Peckham Library ( from 19 September
2019) - IT
Costs associated with Interim office facilities
Deane House Studios - final rent back-date charge (net of adjustments)
Exit costs of leaving Deane House Studios ( 21 June 2019)
Temporary storage costs
Deane House Studios - leasehold improvements written off|2021
£
-
-
-
-
-
-
-|2020
£
22,813
22,338
2,950
7,493
1,580
13,326
12,962| |---|---|---| ||-|83,462| ## 20 Legal status of the charity The charity is a company limited by guarantee and has no share capital. The liability of each member in the event of winding up is limited to £1. 54