OpenCharities

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

2021-03-31-accounts

INSPIRING SCIENCE FOR ALL Annual Report 2020/21

----- Start of picture text -----
Charity Number: 294582
Company Number: 02014929
----- End of picture text -----

rii

“Science and discovery centres have a critically important role to play in engaging more young people with life-changing science and technology. Our Trustees are delighted to support Winchester Science Centre with their vision to inspire and empower young people, especially those who have previously had limited access to science.”

Philippa Charles, Director,

Garfield Weston Foundation

WHAT DO WE MEAN WHEN WE USE THE TERMS ACCESSIBILITY, INCLUSIVITY AND DIVERSITY?

Accessibility: Removing barriers to enable everyone to engage and take part in STEM (Science, Technology, Engineering and Mathematics) activities. We passionately believe that STEM is for everyone and we are committed to overcoming physical, intellectual, social and economic barriers to engagement.

Inclusivity: Creating an environment where everyone feels welcome, valued and respected and where all can thrive and succeed. We are committed to ensuring our staff, volunteers and visitors represent the diverse society in which we operate.

Diversity: Recognising and celebrating differences and ensuring all groups within society are represented. We are working to seek out and actively engage with underrepresented groups in STEM and our region to make opportunities available to all.

4

REPORT OF THE TRUSTEES AND STRATEGIC REPORT

The Board of Trustees are pleased to present their annual Trustees’ report together with consolidated financial statements of the charity and its trading subsidiary for the year ending 31 March 2021. The report is prepared to meet the requirements for a directors’ report and accounts for Companies Act purposes.

The financial statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association, and Accounting and Reporting by Charities: Statement of Recommended Practice, applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019).

CONTENTS

CHAIR AND CEO’S REPORT RESPONSE TO COVID-19 CHARIT Y IMPACT STRATEGY OBJECTIVES, ACHIEVEMENTS AND PERFORMANCE FUNDRAISING AND VOLUNTEERING FUTURE PL ANS FINANCIAL REVIEW ENERGY CONSUMPTION AND CARBON FOOTPRINT STRUCTURE, GOVERNANCE AND MANAGEMENT FINANCIAL STATEMENTS CHARIT Y INFORMATION IN MEMORIAM

----- Start of picture text -----
6
----- End of picture text -----

----- Start of picture text -----
8
----- End of picture text -----

----- Start of picture text -----
10
----- End of picture text -----

----- Start of picture text -----
13
----- End of picture text -----

----- Start of picture text -----
14
----- End of picture text -----

----- Start of picture text -----
42
----- End of picture text -----

----- Start of picture text -----
44
----- End of picture text -----

----- Start of picture text -----
46
----- End of picture text -----

----- Start of picture text -----
50
----- End of picture text -----

----- Start of picture text -----
52
----- End of picture text -----

----- Start of picture text -----
56
----- End of picture text -----

----- Start of picture text -----
77
----- End of picture text -----

----- Start of picture text -----
78
----- End of picture text -----

5

CHAIR AND CEO’S REPORT Welcome to our annual report

FIGHTING FOR THE FUTURE

We are delighted to be in a position to share the annual report for 2020/21, which has been without doubt the most difficult year our charity has ever faced. Thankfully, the support we have received from funders such as Garfield Weston Foundation and Enterprise M3 LEP, coupled with the government’s financial support for businesses, has enabled us to present this report with optimism and confidence for our future. Their support has not only enabled our survival but our ability to deliver our work with imagination and continue our mission ‘to build science capital for all’.

The pandemic has emphasised our strengths and our weaknesses; as a charity, a society, a nation and a global community. In the UK alone, it has drawn attention to the depth and breadth of inequality that exists based on our geography, race, ethnicity, age, health, wealth and education. The phrase ‘we’re all in this together’ has been used and shared countless times, but as we see the inequality gaps widen, we know this simply is not true.

We are resolute that our charity has an important role to play in overcoming inequality through STEM. Despite the need to close our science centre, we have not stopped. Our brilliant and agile team, determined to support families and schools, created new ways to excite and engage children in science.

Our digital Science@Home programme, which ran throughout the initial three-month national lockdown, reached over a million people. Through virtual classroom experiences, we have collaborated with STEM industry and academia, to provide schools in two of our priority communities, the Isle of Wight and Southampton, with stimulating real-life experiences that go beyond the limits of the classroom. We have supported our cohort of STEM Ambassadors who have continued to volunteer their time to engage and inspire children in STEM through digital means. At Christmas, we supported the development of a digital Coding Christmas Pantomime, created by social enterprise company Get With The Programme, which was distributed free to schools nationwide, and viewed by more than 250,000 school children.

Incredibly, our £1.1m transformational development project Inspiring Science For All (IS4A) was delivered on budget and completed in October 2020, in time to delight over 7,000 people who visited over half term. The project, which included the replacement of the planetarium and installation of a Changing Places toilet in 2019/20, included 600m2 of new exhibition, an indoor/ outdoor nature-based experimentation zone, a new demonstration area, remodelled welcome area, café and shop, integrated and aerial acoustic treatments and a recombobulation room. We are enormously grateful for the generosity, hard work and commitment of our team, our project partners and funders and take this opportunity to thank them wholeheartedly.

So, despite all the challenges that Covid-19 caused us, we have used this time wisely to transform our visitor experience, create a vibrant, exciting exhibition space and improve our accessibility, enabling us to welcome more, diverse visitors. We can also be proud of how our charity, through the most difficult of times, pivoted our activity so rapidly to ensure we were there to support those families whose curiosity still needed sparking.

Achieving all of this has come at a cost. The pressure on the charity has been immense. Rising to this challenge was no mean feat and required the complete dedication and hard work of our staff and trustees. We have remained fully focused on our strategy, our finances, our mission and have had to make difficult decisions in response to this unprecedented crisis.

The majority of science centres found themselves ineligible to apply for the Government’s Culture Recovery Fund, due to the conditions of the grant. As independent educational charities, we have an important role to play in supporting young people in STEM. Expert science communication and informal STEM experiences promote greater access, diversity and inclusion, and have a positive impact on the lives of young people. We will continue to work to raise awareness of our sector with government so that science centres are recognised for the important contribution they make.

6 CHAIR AND CEO’S REPORT

Thanks once again to the support we have received from our funders, and the investment we have been able to make in our science centre, we are confident we can focus on our future priorities as set out in this report. In 2021/22 we will be piloting and testing improved outdoor STEM experiences and undertaking a major digital development project Inspiring Science For All Digitisation (IS4AD), funded by Enterprise M3 LEP, which includes a new CRM, website and an online resource hub for schools and families.

We would like to take this opportunity to thank our long-standing trustee Martin Read, who stepped down from the role at the AGM in December 2020. Martin will be missed, he has given unwavering support, encouragement and leadership and has been integral to the charity’s success.

In February 2020, our dear friend and patron, John Roundell Palmer, The 4th Earl of Selborne GBE FRS DL, passed away. We have included a dedication to Lord Selborne on the last pages of this report and thank him for the support he has provided our charity for so many years.

We hope you enjoy reading more about our endeavours of this past year and our plans for the future. The recovery from covid-19 will be long and hard. Our actions over the last year, however, have shown that we are ready, able and willing to embrace those challenges head on.

Thank you.

BEN WARD

Chief Executive Officer

DR TOBY KING

Chair of Trustees

“Despite all the challenges that Covid-19 caused us, we have used this time wisely to transform our visitor experience, create a vibrant, exciting exhibition space and improve our accessibility, enabling us to welcome more, diverse visitors.

CEO Ben Ward

7 CHAIR AND CEO’S REPORT

RESPONSE TO COVID-19 – SURVIVE TO THRIVE

Pre Covid-19 we were on track to deliver the final stage of our Science Centre’s strategic development plan, Inspiring Science for All (IS4A), and eager to embark on the next critical phase of our charity’s development - the growth and diversification of our programmes beyond the Science Centre, to build further resilience and have greater impact. The pandemic threatened to derail all our plans. But it hasn’t, and here’s why.

Diligent financial management

No stone has been left unturned in our bid to maintain the strongest position possible throughout the pandemic and to ensure our charity’s future. Years of prudent financial management and fundraising success had meant we started the financial year in a strong position. Although we fully understood the need to cut costs quickly to secure our future, we needed to find the right balance that enabled us to continue to make a difference at such a crucial time. Constant financial management and extensive scenario planning informed our every decision. We welcomed the government’s Job

Retention Scheme, although we still had to make painful decisions to reduce our team. We took a Coronavirus Business Interruption Loan (CBILS), a business rates holiday, deferred a VAT payment and with the support of our suppliers renegotiated and paused contracts whilst we closed the centre.

Nothing about 2020/21 has been easy but thankfully, we won support from several funders including two major funders, which has helped us remain focused not only on our finances but also on our mission to spark curiosity and build science capital for all.

8

RESPONSE TO COVID-19

Powerful strategic leadership

Strategic leadership has been central to the charity’s recent years of success. In 2020/21, in response to the pandemic, the Board of Trustees held 5 additional board meetings to understand the possible and likely ongoing impact of the pandemic on the charity, especially finances and risk.

Despite the challenges faced, we remain committed to delivering our four strategic objectives. To progress this, the Board of Trustees formed a Strategy Working Group to identify the future priorities integral to delivering our four strategic objectives. The group recommended three specific priorities: (1) to develop outdoor STEM experiences, (2) to restructure and evolve branding and (3) diversify and expand activities.

Covid-19 has reaffirmed that we all need to engage with science, but there is a massive inequality of access to high quality STEM opportunities. Over a quarter of children in England have low science capital - the ‘tool kit’ of science-related qualifications, interest, literacy and social contacts that influence how young people from all backgrounds engage with science - limiting their aspirations and life opportunities.

Our science centre and delivery of experiences beyond our centre provide a safe environment where people (especially children) are given the freedom to ask questions and to develop the confidence and ability to ignite change. These will be the children who will be there to solve the challenges we know we face and the ones we cannot yet foresee.

In parallel with this, the Board approved a Covid-19 Recovery Plan documenting a three-phase approach: Regroup, Recover and Rebuild.

Unwavering support from partners and funders

We received unwavering support from our project partners and funders to successfully complete the incredible transformation of our visitor experience in 2020 (see pages 26-31). Further support from Enterprise M3 LEP and Garfield Weston Foundation, transformed our charity’s outlook, helping to aid our recovery from Covid-19 and maintain our focus on the next critical stage of our strategic development (see Future Plans pages 44-45).

The strength of our stakeholder relationships has been evident by our ability to continue working throughout the pandemic. Our efforts to create mutually beneficial partnerships with others who share our passion for STEM, including universities, STEM companies, local teachers and national STEM providers have earned us strong, long-term support and opportunities for future developments.

We believe that all children should be given the opportunity to access and participate in STEM and that science centres have a unique ability to do this.

Over 150 leading voices from the UK’s STEM community signed an open letter to government urging them to support science centres through the Covid-19 crisis, highlighting the unique role they play in creating access to high quality STEM experiences across the UK.

Signatories included eight Nobel Prize winners, Professor Brian Cox, astronauts Major Tim Peake and Helen Sharman, Professor Sir Robert Winston, Sir Venki Ramakrishnan, Professor Alice Roberts and Professor Jim AlKhalili.

Science centres have an essential role in building

science capital

9 RESPONSE TO COVID-19

CHARITY IMPACT

Our charity is on a mission to inspire every child in

science...because all our futures depend on it.

Founded in 1986, Winchester Science Centre is a wellestablished independent educational charity with a strategic vision of Sparking Curiosity and a mission To Build Science Capital for All.

We strive to remove social, cultural and intellectual barriers to inspire and engage all children in STEM, particularly those with a disability or impairment, so that we might raise children’s aspirations and confidence, promote diversity and inclusion, and overcome inequality within the STEM sector.

By sparking and harnessing children’s curiosity in STEM, and by removing barriers to engagement, we believe we can give children the confidence, ambition and freedom to improve their own lives, the lives of others and ultimately life on Earth through STEM.

accessible. Reaching out to children in innovative ways through our Science Centre, in schools, in communities and online, and through connecting and collaborating with Universities and Industries. Evaluation helps to measure success and inform our development.

The Board of Trustees has complied with the duty in Section 17 of the Charities Act 2011 to have due regard to the Charity Commission’s general guidance on public benefit when reviewing the charitable company’s aims and objectives. The Trustees ensure that all activities either are directly in pursuit of the strategy or contribute towards it.

In spite of the challenges presented by Covid-19, we are immensely proud of how we have been able to adapt our delivery methods to ensure our mission remains at the forefront of everything we do.

As experts in communicating STEM to children and families, we do this through creating ‘WOW!’ experiences that are fun, inclusive, immersive, interactive and

TIMELINE

----- Start of picture text -----
1986 2002 2008 2010 2013
Charity founded New award- Opened the Awarded STEM Changed name to
winning premises, planetarium Ambassador Winchester Science
funded by the contract for Centre
Millennium Hampshire
Commission
----- End of picture text -----

10 CHARITY IMPACT

----- Start of picture text -----
WIDENING PARTICIPATION
SCHOOL OUTREACH
WSC SCHOOL VISITORS
WSC REPEAT VISITORS
WSC PUBLIC DAY VISITORS
DIGITAL STEM ENGAGEMENT
MISSION / IMPACT
NUMBER OF PARTICIPANTS
----- End of picture text -----

2020

IS4A development plan phase 2 completed

2017

Published a new five-year strategic plan

New emphasis on live, people-led experiences for public and schools

Partnership in public engagement with University of Southampton

Awarded the STEM Ambassador contract for Central South England

2018

Opened major new exhibition, Explorer:Space

Launched the Ultimate STEM School Trip with new tiered pricing for schools

Established a Widening Participation programme and priority schools’ programme

2019

IS4A development plan fully funded and phase 1 completed

UKs most accessible Planetarium opened

Changing Places toilet installed

Bringing Research to Life, STEM research public engagement zone opened

Partnership in public engagement with University of Surrey

Complete transformation of the visitor experience

New sound, vibration and hearing exhibition

Bio:Space and Science Live! created Recombobulation Room created Remodelled welcome area, café and shop

Acoustic treatment installed

Science@Home launched

New digital engagement programme piloted

11 CHARITY IMPACT

STRATEGY

----- Start of picture text -----
To advance the education, knowledge and understanding of the public, in particular the young, in
basic technological and scientific principle and processes, particularly through the improvement of
links between industrial, commercial and educational bodies and institutions
TO BUILD SCIENCE CAPITAL FOR ALL
QUALITY TOGETHER MISSION CUSTOMERS SUSTAINABILITY
Work collaboratively with new Amazing people Use STEM to Diversification,
under-served communities delivering awe champion change sustainability and
removing barriers to inspiring STEM to protect and heal growth.
engagement particularly for experiences for all our planet and
those living with a disability or inspire others to
impairment do the same
Develop our outdoor Restructure group, evolve Diversify and expand
STEM engagement branding activities
REGROUP RECOVER REBUILD
13 STRATEGY
OBJECTS
OUR
VISION
OUR
MISSION
OUR
VALUES
STRATEGY
STRATEGIC OBJECTIVES
FUTURE
PRIORITIES
COVID-19
RECOVERY PLAN
----- End of picture text -----

OBJECTIVES, ACHIEVEMENTS AND PERFORMANCE

STRATEGIC OBJECTIVE 1

Work collaboratively with new under-served communities removing barriers to engagement, particularly for those living with a disability or impairment.

14

Our trademark science engagement is founded on direct interaction with inspiring STEM role models, live science demonstrations and hands on opportunities, both at our Science Centre and out in the community. When the global pandemic was declared and the country went into its first lockdown in March 2020 it became clear that we needed to find new ways of working in order to deliver on our mission.

Achieving greater diversity and inclusion is integral to our mission of building science capital for all. We were determined to continue to reach out to our priority communities to build upon the excellent progress made over the previous years and reopen our Science Centre with the new accessible experience we had promised our visitors.

The planned in-school workshops, pop-up community events and other activities would no longer be possible. Many events planned for 2020/21 were cancelled, including: the in-person repeat engagement activities planned for children who attended our Noel Turner Science Festival on the Isle of Wight in February 2020; the parent workshops that we had intended to trial in our priority schools in Southampton; our pop-up science festival, due to take place in Westquay Shopping Centre, Southampton; and co-delivered science activities at Portsmouth Pride with our partner Airbus.

Thanks to the support of our funders and partners and the dedication of our team, we were able to adapt our programme to include new digital school workshops in priority schools, and continue our development of the Science Centre to improve access.

As the year progressed, it became evident that there was a digital divide in our society. We launched a nondigital Science@Home activity pack – an inspirational, educational and, above all else, fun, space-themed activity - delivered to families receiving essential food parcels from Fareham and Gosport Basics Bank. The packs were designed to spark curiosity in STEM and raise aspirations for children whose families may be facing crisis. One hundred packs have reached families so far.

15 OBJECTIVES, ACHIEVEMENTS AND PERFORMANCE

DIGITAL CLASSROOM FOR PRIORITY AREAS

In summer 2020, with agreement from funders The Goldsmiths’ Company and The Ogden Trust, we diverted funds to develop and pilot a programme of free virtual classroom workshops for schools, which we offered to all primary schools on the Isle of Wight and to our priority schools in Southampton.

The three-part virtual classroom workshop included: live demonstrations, a ‘meet the scientist’ film showing inspiring STEM role models in their places of work, and a live Zoom call with the scientist for a Q&A session. Teachers received a worksheet to help facilitate the workshop.

The pilot programme reached 690 children through 23 workshops in 10 schools, many of these children would not have had the opportunity to take part in extracurricular science activities before.

Thanks to funding from NI, a further 12 workshops were put into development, featuring STEM Ambassadors from organisations such as the National Oceanography Centre, The Royal Engineers, Hampshire and Isle of Wight Wildlife Trust, NI and RFEL. Due to the third national lockdown and school closures, workshops set to take place from January to March 2021 are rescheduled for the next financial year.

“Being able to link with the Science Centre through Zoom with live interaction really engaged our children with minimal effort. Currently, our remote location on the Isle of Wight and area of disadvantage means this could not have happened otherwise. The pupils could ask questions directly, which gave more value to the questions the pupils produced and the answers given by the experts.”

“The pupils REALLY enjoyed the session and were able to write a reflection on the lesson which shows how much they learnt from it.”

Teachers from Nine Acres Primary School, Isle of Wight

“They thoroughly enjoyed it! The added excitement of the screen and asking questions to you over the internet gave it an extra special feel … they found it very thought provoking and inspiring.”

Teacher from Bembridge CE Primary, Isle of Wight

16 OBJECTIVES, ACHIEVEMENTS AND PERFORMANCE

4-.45 19-15 riggerfish. They're •s'_- --elves irLroc&E ;; OBJECTIVES. ACHIEVEMENTS AND PERFORMANCE

WINCHESTER SCIENCE CENTRE WINS GOLD FOR 2020/21 FOR THE BEAUTIFUL SOUTH’S, ACCESSIBLE AND INCLUSIVE TOURISM AWARD

This award recognises that Winchester Science

Centre provides a truly memorable visitor experience for everyone, particularly those with accessibility requirements. It is an award we are extremely proud to receive, having pledged through our strategic plan to make accessibility a priority.

acoustic panels in the shape of English oak leaves. These visually striking additions are all working to improve noise ‘hot-spots’ identified by acoustic consultancy Sustainable Acoustics and their organic forms bring a feeling of nature, reminiscent of the surrounding South Downs.

In line with the guiding principle, ‘no decision made about me, without me’, we established the Accessibility Advisory panel in 2018, to inform the decision-making process regarding accessibility improvements. The panel, who represent a wide range of disability and impairment, has played a key role in the charity’s development strategy by providing valuable advice on new initiatives. In particular, they have helped to inform the Science Centre’s development plan IS4A.

In 2019/20 we completed the first phase of our redevelopment, which included the installation of a Changing Places toilet and a new Planetarium system able to provide greater access. This year, 2020/21, we completed the final phase, which included the creation of a Recombobulation Room - a sanctuary for anyone who needs a break from the hustle and bustle of the Science Centre.

Our fabulous Airbus Zephyr 6, an unmanned solar powered aircraft that had previously been watching over our welcome area, moved to a new location against a striking backdrop of the South Downs National Park. It’s suspended amongst 30 fluffy white and grey clouds, handmade in Somerset by The Woolly Shepherd, an industry leader in sustainable acoustic treatments. These clouds aren’t just visually impressive pieces of scenery, they are Sound Clouds and play an important part in helping to solve some of the noise issues that can be overwhelming for some of our visitors. We have also been able to fill the tip of our sonic rocket exhibit and new internal dividing walls with wool off-cuts to provide an additional acoustic benefit.

Further acoustic treatment gifted by Ecophon, can be seen suspended from the pyramid-shaped ceiling, taking the form of abstract waves, colourful art installations and even an acoustic ‘tree’, complete with birch ply trunk and

Not all our accessibility developments are as visible as those included above. When we set out to build an exhibit about British Sign Language, we contacted d/Deaf charity Chloe’s and Sophie’s Special Ears Fund (CSSEF) to bring real-life experience to the exhibit. The exhibit features embedded videos of a young BSL user Tianna that guide visitors through a fun series of questions that help visitors learn a bit of BSL for themselves.

Prior to reopening in October 2020, we invited CSSEF to come and experience the Science Centre firsthand and feedback about their visit.

“It was an absolute pleasure to attend. I’m so thankful that you asked us along and to know that Tianna is going to be on computer is just incredible. The impact this will have for many is unmeasurable. We’ll definitely be returning when you are open to see it all in action.”

The thought that has gone into everything will be missed by many but so appreciated by so many SEN families.”

Karen Jackson, Founder, CSSEF

18 OBJECTIVES, ACHIEVEMENTS AND PERFORMANCE

----- Start of picture text -----
SINCE 1986
----- End of picture text -----

“All of the staff were amazing! We loved the live science shows. And thank you so much for making a recombobulation room. You go above and beyond with your accessibility - thank you!”

Visitor Survey Response, October 2020

All our activities are created to be accessible and are delivered by a well-trained, disability confident team. We are enormously proud of our team who consistently deliver a professional, friendly and welcoming service.

A post-visit survey sent to families who visited the Science Centre in October 2020, recorded that 15% of visitors said that they or a member of their party had a disability or impairment that significantly impacted on their lives, an increase of 25% on the previous year. Significantly, the Net Promoter Score for these respondents was 66, an increase of 9 points compared to the previous year. When compared with the Net Promoter Score for all respondents we recorded an increase of only 4 points.

19 OBJECTIVES, ACHIEVEMENTS AND PERFORMANCE

STRATEGIC OBJECTIVE 2

Amazing people delivering awe-inspiring STEM experiences for all

20

On 29 March 2020, at the start of the first national lockdown, we launched Science@Home, a series of weekly STEM challenges to help families and schools spark curiosity in STEM, for what was initially expected to be a three-week lockdown. We’re proud to have been able to sustain the programme for the remainder of the academic year, finishing with six ‘summer sizzles’ to provide families with fun STEM activities for the summer holiday.

Whilst we moved our experiences online, we proceeded with the final phase of IS4A, the £690k redevelopment of the Science Centre. Despite some initial disruption, we worked with our suppliers to a revised timetable and delivered a total transformation to the upper exhibition floor on time and to budget, ready for our relaunch and reopening in October 2020. Work included the redesign of the welcome area, café and shop, creation of a major new exhibition about sound, vibration and hearing and Bio:Space, a new inside/outside nature-themed experimentation zone – as well as a creation of the Recombulation Room and live science demo area on the lower level.

Following a successful October launch, we were forced to close our doors once again for a second lockdown in November, and following a short reopening in December, we closed for the remainder of the year for a third national lockdown.

We opened for a total of 23 days in 2020/21, compared to a normal year when we would have been open for over 360 days. We were overwhelmed by the incredible response of our visitors to changes we had made and despite the third closure, were able to feel confident that families were keen to return.

21 OBJECTIVES, ACHIEVEMENTS AND PERFORMANCE

SCIENCE@HOME

Our digital Science@Home campaign reached over one million people during the first lockdown and illustrated the incredible potential of digital activity to start a conversation about science with a wide audience.

As families and schools faced huge challenges responding to enforced school closures, we were able to provide tangible support for 5 – 12 year olds, their families and teachers. Over three phases (phase 1 - Curiosity Challenges, phase 2 – STEM career profiles and phase 3 – Science Sizzles) we aimed to maximise engagement in STEM but also build support for our charity whilst our Science Centre remained closed.

Social media was the primary tool used for the promotion of Science@Home and activity relating to the programme reached over 1.4 million people. The programme was promoted widely through third parties and media.

CHRISTMAS CODING PANTOMIME

We were delighted to support Hampshire-based social enterprise company Get With The Programme to develop a digital Christmas Coding Pantomime for primary schools.

We used STEM Learning’s national schools’ network to distribute the twenty-minute digital pantomime and accompanying classroom resources to nearly 2,500 schools,

reaching approximately 250,000 children across the UK

The pantomime delivered a much-needed fun Christmas activity whilst also providing a great introduction to coding, STEM enrichment and inspiration.

22 OBJECTIVES, ACHIEVEMENTS AND PERFORMANCE

Straws Cardboard PVA glue or seLlotape Plastic cup Blu Tac Scissors Balloons Wooden dowling sticks 23 OBJECTIVES. ACHIEVEMENTS AND PERFORMANCE

WINCHESTER SCIENCE CENTRE AND PLANET/￿tIum 24

*ACK 25 OBJECTIVES. ACHIEVEMENTS AND PERFORMANCE

“Really does spark curiosity! Great new exhibits and wonderful variety

Following a two-and-a-half-year programme from design to construction, the £1.1m redevelopment of the Science Centre, which included the upgrade of the planetarium and installation of a Changing Places in 2019/20, was finally completed and open for visitors to experience in October 2020.

Extensive care and planning had gone into creating a safe and welcoming environment for visitors.

We were delighted with the number of visitors we welcomed in the opening two weeks, with more than 1,000 people visiting over the opening weekend and more than 7,000 visiting during the 11 days of half term, with most days reaching full capacity.

26 OBJECTIVES, ACHIEVEMENTS AND PERFORMANCE

19,459 video views on social media.

The most popular of which was our live stream of the Science LIVE giant lightbulb demo with over 1,400 views.

VISITOR SURVEY RESPONSES:

The incredible response from families who visited in October provided a huge boost to the team. Not only did the redevelopment receive glowing reviews, the feedback also showed how confident visitors felt regarding the Covid-19 safety measures put in place and how much they valued the warm welcome and enthusiasm of our staff.

The post visitor survey was completed by 241 respondents. The Net Promoter Score, which measures how likely visitors are to recommend the Science Centre to friends increased to 62 from 58 (603 respondents) the previous year, a significant improvement.

----- Start of picture text -----
“Great team, brilliant shows
and such a great venue to
have on our doorstep. Thank
you for all the efforts put into
reopening!”
Visitor survey feedback - October 2020
----- End of picture text -----

27 OBJECTIVES, ACHIEVEMENTS AND PERFORMANCE

Visitors felt their senses come alive as they explored the sights and sounds of the exciting new interactive exhibition themed around sound, hearing and vibration.

The redesigned entrance area and team of smiling staff present a warm and inviting welcome. From the entrance you get a glimpse of the exhibition within the enormous pyramid shaped building, and the promise of the excitement that awaits. The exhibition features five iconic installations, including a huge 10m long playable guitar believed to be the largest in Europe, an acoustic sonic rocket that blasts you off to select locations to experience what they sound like and a massive human ear that’s large enough to crawl through.

28

Look up and you’ll see the new aerial acoustic panels suspended from the pyramid, look out and you’ll see the Airbus Zephyr 6 in amongst acoustic clouds and stunning views of the rolling hills of the South Downs. We set out to create an inspirational space that can excite and engage all our visitors, and we’ve done it.

29

As you walk through the exhibition you’ll see people gather around the central atrium, overlooking the lower level. Look down, and you’ll meet the gaze of an energetic presenter who encourages you to come closer and even invites your participation. This is a space for big bold demonstrations - a spectacle of flaming bubbles, coloured smoke rings or socks fired like missiles from an air canon.

30

Head to the south east corner of the exhibition floor and you’ll find Bio:Space, a brand new inside/outside zone dedicated to nature-based activities and experimentation. Guided by an Inspirer, it’s a great space for children and families to think about our natural world from a scientific perspective, and explore nature first-hand by heading out into the South Downs.

People inspire people. The exhibits, live science shows, demos, planetarium shows, activities and trails spark curiosity, give children and adults the freedom to ask questions, start conversations and even change behaviours. Our live science programme has grown out of continuous evaluation and our understanding of the significance of these moments. Our Inspirers are regularly mentioned by name by visitors leaving reviews and responding to postvisit surveys because of the impact they have and the lasting impression they leave.

31 OBJECTIVES, ACHIEVEMENTS AND PERFORMANCE

We love to bring inspiring STEM role models to children. As you explore the exhibition, you’ll find full-height people profiles, showcasing diverse people in diverse STEM roles, what inspired them, the journey they took, what they love about their jobs and what they would say to their own young self. Two areas within the exhibition have been created to allow for regular guest appearances from STEM researchers and professionals, something we’re really excited to build upon as confidence levels around face-to-face contact grows.

Every child who visits the Science Centre is given a new Humphrey the Humpback Whale Trail, linked to one of the feature exhibits that explores underwater sounds and their effect on marine life, it’s filled with activities to complete during their visit. Upon completion of the trail, children are presented with a sustainable medal to take home as a reward for taking part.

32 OBJECTIVES, ACHIEVEMENTS AND PERFORMANCE

The masterplan for the upper floor was created by renowned exhibition and narrative designers Houghton Kneale Design Ltd (HKD) and its construction was completed by experienced exhibition fabricators, The Moule Partnership (TMP). The acoustic treatment was designed by Sustainable Acoustics and delivered by Ecophon and The Woolly Shepherd, and lighting design by Designs for Lighting.

The redevelopment has been made possible by the generosity of our funders: Enterprise M3 LEP, Biffa Award, The Garfield Weston Foundation, Hampshire County Council, Winchester City Council and others.

33 OBJECTIVES, ACHIEVEMENTS AND PERFORMANCE

STRATEGIC OBJECTIVE 3

Use STEM to champion change to protect and heal our planet and inspire others to do the same

34

No corner of the globe is immune from the devastating consequences of climate change […] While science tells us that climate change is irrefutable, it also tells us that it is not too late to stem the tide.

United Nations, The Climate Crisis – A Race We Can Win

Located in the South Downs National Park, combined with over 35 years’ experience in science communication, Winchester Science Centre is uniquely positioned to play a lead role within our region to address the climate emergency. Our strategic objective is therefore to inspire and empower the next generation of STEM professionals who will be able to take on this monumental challenge.

Through our Science Centre, we have ambition to use our rural yet prominent setting, our passion for science, and our network to facilitate an ongoing conversation and spark curiosity about environmental sustainability, biodiversity loss and climate change. This new strategic objective puts the environment at the forefront of our programme and development, demonstrating our commitment to taking responsibility for our own actions and empowering others to do the same.

In 2020, we opened Bio:Space at Winchester Science Centre, a major step forward in establishing an environmental programme for visitors. Further planned developments for the zone include a schools’ experience and extending activity to incorporate our own green spaces as well as our location in the South Downs National Park. Seed funding from Garfield Weston Foundation is enabling us to further explore and develop our plans in 2021/22.

The Board continues to recognise our impact on the environment and strives to reduce our environmental footprint. We intend to drive down our non-recyclable waste and prioritise the ongoing reduction of our Scope 1 emissions.

35 OBJECTIVES, ACHIEVEMENTS AND PERFORMANCE

BENEATH THE BLUE

Our Memorandum of Understanding with the University of Southampton has led to many exciting collaborations, including Beneath The Blue with Professor Martin Solan, Professor in Marine Ecology within Ocean and Earth Science, National Oceanography Centre Southampton at the University of Southampton. Beneath The Blue is a new large interactive exhibit which now dominates the Science Centre’s Bringing Research to Life zone.

The exhibit communicates the importance of sediment under the sea, how humans interact with it and its importance to the environment.

The theme is continued within the main exhibition itself, with a whole new suite of exhibits and family trail that explores many aspects of marine conservation, from plastic waste to noise pollution designed to engage visitors with environmental sustainability and STEM.

BIO:SPACE

Our new inside/outside nature-based experimentation zone, which came to fruition as part of the Science Centre’s redevelopment plan IS4A, opened in October 2020. Children are encouraged to explore and discover the surrounding South Downs National Park, through nature-themed challenges that look at the birds, butterflies and bees as well as native plants and the ecology of the area.

The Science Centre is situated in the South Downs National Park and directly connected to the important Butterfly Conservation Reserve, Magdalen Hill Down. The rewilding of the Science Centre’s own land has been taking place for several years, and is carefully managed to promote the biodiversity of the area. New interpretation panels have been developed with Butterfly Conservation and now line the footpath from the car park to the Science Centre to raise awareness of this unique landscape. Students from Winchester College, under supervision from school staff, have created and established a pond to further encourage wildlife to thrive.

Bio:Space, which encompasses all the Science Centre’s green space, marks a new strategic initiative for our charity and a testbed for environmental sustainability programmes that will support long-term development in this area.

36 OBJECTIVES, ACHIEVEMENTS AND PERFORMANCE

“Drain away the ocean and you will reveal the largest and most diverse habitat on Earth – the seafloor.”

Professor Martin Solan BSc Hons, PhD

37 OBJECTIVES, ACHIEVEMENTS AND PERFORMANCE

STRATEGIC OBJECTIVE 4

Diversification, sustainability and growth

38

Over the last four years we have mitigated the major risks facing our charity. Replacing the lower exhibition in 2018, the planetarium in 2019 and the upper exhibition in 2021, and building digital channels has dramatically improved our visitor experience and increased our charity’s reach.

At the start of 2020, we were looking forward to beginning a new phase of development, to diversify and improve our charity’s long-term impact and position. The pandemic has reinforced what we know, that diversification is critical to the long-term sustainability of our charity and ability to deliver on mission.

Prior to 2020/21, the Science Centre would have welcomed visitors for 360 days of the year, closing only for Christmas Day and Boxing Day, and three days of annual maintenance. In 2020/21, the Science Centre only opened for general admission for a total of 23 days. Yet the need for our charity did not disappear overnight, we needed to find new ways deliver our commitments and to continue to engage with our priority audiences, families and schools, particularly those involved in our Widening Participation programmes on the Isle of Wight, Southampton and Gosport.

39 OBJECTIVES, ACHIEVEMENTS AND PERFORMANCE

DELIVERING CONTRACTS IN NEW AND INNOVATIVE WAYS

Our STEM NOW Team continued to deliver the STEM Ambassador Hub Central South England contract, coordinating the volunteer programme for the region. By finding new and innovative ways to bring together STEM Ambassadors, schools and children, our team attracted the attention of the national Ed Tech Demonstrator Programme and in December 2020, at their national summit, delivered a workshop on how to support the curriculum using digital methods.

Examples of the types of engagement the team facilitated, are: STEM Masterclasses for STEM Ambassadors and educators, Digital Ambassadors Programme for priority schools, facilitating STEM Clubs and activities for Cubs, Scouts and Brownies via Zoom, and providing online careers fairs and mentoring.

The number of active STEM Ambassadors for the year was 928, versus a target of 842, which amounted to a total of 13,901 volunteer hours, versus a target of 11,395. The STEM NOW team also coordinates the BSA CREST Awards for eight counties in England and is uniquely positioned to bid for further regional and national STEM engagement contracts. These contracts not only support our charitable aims, they provide necessary regular guaranteed income.

THE START OF A NEW DIGITAL ERA

Technology has saved the day during the pandemic, enabling us to quickly find new ways of engaging with our audiences virtually through virtual classroom workshops and our Science@Home programme. This rapid test demonstrated that digital activity can be a powerful tool in helping us to increase our reach and complement our other activities.

We are delighted to have received funding from Enterprise M3 LEP to invest in our digital infrastructure and develop new digital content that will both support the visitor experience and help us to provide STEM engagement opportunities nationally. The project began in 2020/21 and will be ready to launch in 2021/22.

Digital has become a recognised stream of engagement for our charity that will run alongside and complement our onsite experiences delivered at the Science Centre and our outreach activities offered in schools and through our Widening Participation programme. We will seek further funding and partnerships to develop and grow this channel of engagement.

THE ULTIMATE STEM SCHOOL TAKEOUT

Winchester Science Centre welcomes in the region of 40,000 school children annually to take part in The Ultimate STEM School Trip. But with the Science Centre’s doors firmly closed for most of the year and schools not expected to recommence school visits until September 2021, the team accelerated plans to develop an equally brilliant outreach experience – The Ultimate STEM School Takeout!

The new all-you-can-eat buffet of at-school activities, aimed at primary aged students, is now complete and ready for launch in summer 2021. Schools can choose from four exciting topics all linked to the current curriculum, forces, sound, coding and material properties. They can choose to structure the day in a typical classroom style or as a themed journey of discovery, where all activities are linked through a story. Pre-visit resources linked to the chosen topic, on-the-day workshops and a post-visit project are all included.

A 20-minute optional show, filled with explosive demos and interactive experiments can be used for a whole or partial school assembly, aimed at exciting students, reinforcing the scientific method and leaving students talking about the show’s wow moments afterwards. And to complete the legacy of learning, resources with teacher notes will be left to help support the delivery of the scientific method in future lessons.

40 OBJECTIVES, ACHIEVEMENTS AND PERFORMANCE

FUNDRAISING

Fundraising has been instrumental to our charity’s ability to weather the tumultuous storm of the global pandemic. The support from existing funders is testament to our team and the relationships we have cultivated. It is only from the support given by our partners, funders and stakeholders, that we have been able to continue working throughout the year and remain committed to delivering our long-term strategic objectives.

A grant of £488,500 from The Garfield Weston Foundation in February 2021 transformed our charity’s fortunes. It has helped support our recovery and enabled us to focus on the future. The seed funding provided through this grant allows us to begin to implement long-held plans to reduce risk, build resilience and grow impact. We believe the leadership shown by the Foundation is an endorsement of our charity that will encourage others to give and support our fundraising efforts going forward.

We started the year with full funding in place, banked and pledged, to complete IS4A and are delighted to report that we retained and realised 100% of this income, enabling us to deliver a new visitor experience for our reopening in October 2020. Our thanks go to Enterprise M3 LEP, Biffa Award, The Garfield Weston Foundation, Hampshire County Council, Winchester City Council and others for supporting this important development championing accessible STEM experiences for all.

Further support from Sustainable Acoustics, Ecophon, The Woolly Shepherd, Designs for Lighting and Enterprise M3 LEP allowed for the design and installation of a striking aerial acoustic treatment and lighting. Managing known noisy hotspots and improving ambient noise levels throughout the Science Centre has created a much more welcoming and inclusive experience for visitors and better working environment for our staff.

Funders’ response to the pandemic has largely focused on support for front line charities. Despite lobbying at National level, the science centre sector has been largely overlooked. Fortunately, two of our existing funders Enterprise M3 LEP and The Garfield Weston Foundation reached out to offer their support.

Early discussions with Enterprise M3 LEP about further funding to ‘digitise’ IS4A were accelerated as the first lockdown emphasised the need for alternative ways to engage with our audiences. A grant of £260,000 was agreed in autumn 2020 for the complete overhaul of our digital infrastructure. A new CRM and ticketing system, websites and accessible online STEM content will improve and enhance our visitor experiences, extend our reach and enable us to connect with new audiences and improve business efficiencies.

Although the doors of the Science Centre have been closed for nearly all of the year, we have retained our focus on mission. Existing grants held for Widening Participation community-based activities were reassigned to new, digital science communication activities with the permission of The Goldsmiths’ Company and The Ogden Trust. We welcomed new support from NI to provide off-line STEM packs to families who have been unable to access digital learning during the pandemic.

Our efforts to create mutually beneficial partnerships with others who share our passion for STEM, including universities, STEM companies, local teachers and national STEM providers have earned us strong, longterm support and opportunities for future developments. In particular we have continued to work collaboratively with the Universities of Southampton, Surrey and other research organisations to maximise opportunities for public engagement exhibits and activities. Whilst our progress has been slowed down by the pandemic, we look forward to resuming these initiatives in the coming year.

The funding landscape has changed considerably as a result of the pandemic and consequently we have put our plans for an Individual Giving scheme and roll out of a Corporate Friends scheme on hold for now. We look to build upon our existing corporate partnerships where mission aligns and mutual benefits can be explored.

If you would like to help us inspire every child in science, we would love to hear from you. Please contact: fundraising@winchestersciencecentre.org or call 01962 863791 and ask to speak to the Fundraising Team.

42 FUNDRAISING AND VOLUNTEERING

OUR SUPPORTERS

£419,000

We would like to take this opportunity to say thank you to the following organisations for the incredible support they have given our charity.

PLEDGED FOR 2021/22

£675,326

Winchester Science Centre is registered with the Fundraising Regulator and is compliant with the Code of Fundraising Practice. All fundraising activity is undertaken by the Fundraising Team, in accordance to the Fundraising Policy and Procedures, with support and oversight from the Fundraising Committee. Funding is sought from trusts and foundations, government, corporate sponsorship and through partnership agreements with industry and universities. All donations are given freely from individuals, including the invitation to Gift Aid admission. Winchester Science Centre does not use any third-party fundraiser or seek funding from vulnerable people. No complaints have been made in relation to fundraising activities.

VOLUNTEERING

The Trustees and staff thank all our volunteers who have given their time, skills and expertise to support our charity. STEM Ambassadors have donated 13,901 volunteer hours through the STEM Ambassador programme. Volunteers make a huge contribution to the Science Centre.

Student interns enrich our visitor experience through the development of workshops and shows while engaging visitors in STEM activities. STEM Ambassadors and participate at special events at the Science Centre and within school and community settings across the region.

We would also like to thank our industry partners who encourage, enable and fund their staff to participate in the STEM Ambassador programme.

43

FUNDRAISING AND VOLUNTEERING

FUTURE PLANS

The Trustee Strategy Working Group, set up in response to the pandemic, has set out three future priorities in order to improve the resilience of our charity and its income streams, and increase our impact.

1. DEVELOP OUR OUTDOOR STEM ENGAGEMENT

The pandemic has temporarily shifted society’s focus from the climate emergency. The UN predict that we have just one decade within which to take action and begin to reverse our planet’s decline. We are committed to using our science communication expertise to help protect and heal our planet and inspire others to do the same. Utilising the land immediately surrounding our Centre, within the South Downs National Park, to expand our visitor offer to communicate urgent climate change messages and create powerful agents for change of our visitors is an urgent priority. A key thrust underpinning our ambition is building partnerships with organisations that share our environmental aims.

Thanks to seed funding from The Garfield Weston Foundation, project scoping for a new outdoor school offer has already begun and will pilot and test in 2021/22. A new outdoor building, planned to be built in summer 2021, will provide a valuable new resource to grow our schools capacity and widening our audiences.

2. RESTRUCTURE GROUP, EVOLVE BRANDING

As well as the science experiences that we offer through our Science Centre, we engage children and families across the region through outreach activities. Digital activities delivered during the pandemic have highlighted the potential to remove geographical barriers and extend our reach, particularly through schools, nationally.

A new group structure and development of a non-geographic, accessible and inclusive umbrella brand for the charity will broaden our reach and build resilience through the development of national programmes and partnerships. We seek to retain existing brand capital and associations, whilst creating a new efficient framework within which current and future activities can thrive.

3. DIVERSIFY AND EXPAND ACTIVITIES

Existing and piloted activities have shown the potential to generate additional income that can build the charity’s resilience. With investment to develop, we can take these initiatives from good to great so that they develop a surplus to be reinvested in charitable activity. Activities will include but are not limited to: develop and deliver national programmes, enhance school outreach and pop-up science centre experiences, and create and distribute digital STEM content for schools and families.

Whilst schools have been unable to visit the Science Centre, the team prioritised the development of a new schools’ outreach programme for launch in 2021. New digital STEM experiences will be created for schools through IS4AD and provide exciting new funding and partnership potential.

44 FUTURE PLANS

FINANCIAL REVIEW

OVERVIEW

In this, the most challenging and unprecedented year the charity has ever faced, we are reporting income of £1,488k and expenditure of £1,849k resulting in a deficit of £361k. Throughout 2020/21 the Trustees have kept a near constant eye on the evolving developments of Covid-19 and monitoring the impact on the charity’s finances throughout.

Over recent years our charity has recorded a surplus, while continuing to deliver on our objectives, reduce risks and invest in our infrastructure. It is expected, through strong financial management that the charity will return to a stable position once the effects of the pandemic have subsided. Therefore, the 2020/21 financial statements, like that of most organisations around the world, cannot be read in isolation and without understanding the impact of Covid-19.

INCOME

The charity contracted heavily as a result of the pandemic with income being down on the prior year by 53% (£1,692k). There is an expectation that for this charity and many like us, 2020/21 will be the anomaly and our charity is planning for a rapid recovery from Covid-19. It is encouraging that areas such as fundraising, sponsorship and our work through STEM NOW continues to provide reliable and much needed income, even throughout the pandemic.

Income from charitable activities - note 4

The science centre admission income for the year was £141k, clearly demonstrating the scale of the lost revenue through closure as, against prior year, income was down £1,198k (89%). For the first time in our history the charity is recording no revenue from schools, one of our most important of audiences, down £260k on prior year. The charity is looking forward to the return of school visitors later in 2021.

Donations and legacies - note 3

The accounts show that Donations and Legacies increased in the year by £278k (42%) against the prior year as these funds include Coronavirus Job Retention Scheme (£415k) and support for the charity (£24k) and the trading subsidiary (£24k) from Winchester City Council in response to Covid-19. This one-off and critical support for the charity has been vital to the success of the last 12 months and our long-term survival.

The charity’s fundraising strategy continues to support our transformation as reported earlier and these accounts recognise the significant restricted fundraising income for the capital projects allowing the charity to continue and complete these essential projects. The charity continues to receive the vast majority of its fundraising as restricted funds which are not available for use by the charity except for these specified purposes.

The Trustees are encouraged though by the continued work of the STEM NOW team throughout the crisis as the contribution made to the charity from our work in this area was maintained. Whilst income was down 23% against the previous year, the majority of this was due to an agreed reduction in the STEM ambassador contract and is offset by a concurrent reduction in expenditure.

Income from trading activities - note 5

As expected with such limited trading through this difficult year, the charity received no income from fundraising events, a fall of £173k against prior year. Trading operations, when able to, performed admirably although we are posting a drop in revenue against prior year of £537k (89%).

The Trustees are also exceptionally grateful to our funders especially Garfield Weston Foundation, Enterprise M3 LEP and Airbus for their continued investment in our work through these challenging times.

46 FINANCIAL REVIEW

EXPENDITURE

RESERVES POLICY

The charity is reporting expenditure of £1,849k which against the prior year is down £834k (31%). All areas of the charity are reporting lower than prior year expenditure with the one exception being spend of restricted funds investing in our new exhibition, ongoing engagement projects and digital resources.

Our charity’s reserves policy is set to manage unforeseen financial difficulties. The level of unrestricted reserves required is set based on forecast income and expenditure and the likelihood of material risks crystallising which would not be covered by future income or insurance.

The reserves policy is set with regard to the:

People costs - note 11

Our charity took the difficult decision to restructure early in the pandemic once the scale of the challenge we faced became apparent. As a result of this prudency, delayed pay rises and a recruitment freeze, people costs, including furlough payments, were down against prior year by £198k (16%). It is vitally important to the Trustees that despite the challenges we have faced this year that the staff team be resilient and ready for recovery, so investment in schemes to support wellbeing and good mental health has continued through the year. There is confidence that as the charity begins to open its doors once more that our strongest asset, our people, are ready to continue our impactful work.

Expenditure on charitable activities - note 7

The charity has continued to deliver activities such as Science@Home and has achieved targets set for the ambassador programme throughout the pandemic. Despite this work continuing unabated, expenditure on charitable activities has reduced by £397k (20%) against prior year.

Expenditure on raising funds - note 6

Restrictions on trading through the year resulted in a decrease of costs associated with trading to raise funds of £421k (64%). Fundraising costs for obtaining donations and grants also decreased by £15k (37%) as the team was restructured.

Fundraising costs represent 6% of the £419k received in fundraised income in the year.

Governance and support costs - note 8

The government’s rate relief scheme and savings from mothballing the building for the majority of the year has enabled the charity to reduce premises costs by £239k (76%) against the prior year.

The Trustees have assessed the impact and likelihood of uninsured risks to create an expected value, which is reduced by the assessment of mitigating controls, to set the appropriate level of short-term reserves to be held. This value is formally reviewed on an annual basis with the opportunity for any material changes to be picked up within the risk review process.

Previously we aimed to hold unrestricted free reserves of £600k - £800k, equivalent to four months expenditure, however the past year has demonstrated that we were able to react quickly to reduce our cost base and deliver our charitable aims without access to our building, therefore this range has been revised to £250k - £300k to support up to 3 months of scaled back operations.

Reserves outcome:

Following a year of closure due to Covid-19, unrestricted reserves were £1,834k, of which £150k were designated and £1,683k were general unrestricted. These reserves are not readily available to Trustees being more than represented by fixed assets of £2,088k. The Trustees are committed to rebuilding the levels of unrestricted free reserves over the coming years by ensuring a consistently outstanding visitor offer, securing new and diverse income streams, further enhancing the profitability of our trading subsidiary and by maintaining close financial controls across all activities.

47 FINANCIAL REVIEW

PRINCIPAL RISKS AND UNCERTAINTIES

Covid-19 has dramatically changed the risk profile of our organisation and forced us to re-evaluate the risks facing our charity. The investment in our Science Centre through IS4A has removed key risks, such as, investing in a new planetarium system has reduced the risk of critical failure; and investment in our visitor experience reduces the risk of a decline in visitor numbers due to an ageing poor-quality visitor offer.

The relaunch and reopening of our Science Centre in October 2020, demonstrated that people did want to visit and were confident in the experience we provided, although further lockdowns prevented us from testing this over a sustained period, and therefore remains an ongoing concern.

In response to the crisis, Trustees have met regularly to discuss risk and evaluated the work of the Senior Management Team closely.

operational risks the charity is, and could be, exposed to.

The Chief Executive operates and maintains a comprehensive risk register for the organisation, which feeds current and potential risks from the departments into the wider organisational risks.

The main risks facing the organisation are reviewed at the quarterly Trustee Board meetings and progress on risk mitigation plans is discussed.

The Audit and Risk Committee meet at least twice per year to review the full risk register and evaluate the changes recorded in the risk register.

Major capital projects maintain their own risk registers that feed through into the charity’s risk register and are owned by the Chief Executive and reported to and evaluated by the Trustees.

The Trustees are responsible for ensuring that there are effective, adequate risk management, and internal control systems in place to manage the strategic and

48

FINANCIAL REVIEW

PRINCIPAL RISKS

----- Start of picture text -----
Risk Risk Trend in 2020/21 Reason for trend:
----- End of picture text -----

1 Further interruption to The charity has managed the financial impact of the NEW our ability to trade and RISK pandemic well however the risk of further interruptions deliver activities due to cannot be ignored. The government support through pandemic the Coronavirus Job Retention Scheme (CJRS), local government grants and other schemes such as Business rate reduction and VAT deferral have been vital to our survival however these policies are not guaranteed in the event of any future outbreak.

RISK MITIGATION STRATEGY

----- Start of picture text -----
Risk Risk Trend in 2020/21 Reason for trend:
----- End of picture text -----

2 Underinvestment in Investment in infrastructure is an ongoing challenge and infrastructure coupled with the ageing building, has the potential to have a detrimental impact on trading. The primary risk is failure of the heating and cooling system.

RISK MITIGATION STRATEGY

----- Start of picture text -----
Risk Risk Trend in 2020/21 Reason for trend:
----- End of picture text -----

3 Overreliance on a single The charity’s income portfolio is heavily dependent on income stream the indoor visitor attraction which exists in a competitive landscape.

RISK MITIGATION STRATEGY

49 FINANCIAL REVIEW

ENERGY CONSUMPTION AND CARBON EMISSIONS

We are committed to reducing our environmental impact. Measuring our current energy usage and carbon footprint will help us to record the improvements we make and identify further opportunities for energy efficiencies. This forms a key component in delivering strategic objective 3.

We know that one of the most significant things we can do to not only reduce our carbon footprint, but also mitigate against the significant risk of complete heating failure, is to replace our inefficient oil-fueled boilers. We are investigating how sustainable technologies could be used to heat, cool and light our building to reduce our environmental impact.

Energy Consumption and Emissions:

----- Start of picture text -----
18/19 19/20 20/21
18/19 19/20 20/21
CO2 Tonnes CO2 Tonnes CO2 Tonnes
----- End of picture text -----

----- Start of picture text -----
ELECTRICITY KWh 301,168 69.60 288,420 66.65 97,643 24.72
HEATING OIL litres 33,000 83.82 34,049 86.49 12,410 31.53
BUSINESS
miles 443 0.12
TRAVEL
Data not Data not Data not Data not
readily readily readily readily
FUEL
litres available available available available 75.27 0.1
PURCHASE
for these for these for these for these
periods periods periods periods
cubic
WATER 2,619 1,930 629
meters
APPROXIMATE
TOTAL CO2 153.42 153.14 56.47
TONNES
----- End of picture text -----

50 ENERGY CONSUMPTION AND CARBON EMISSIONS

STRUCTURE, GOVERNANCE AND MANAGEMENT

Winchester Science Centre is a company limited by guarantee and a registered charity. It is governed by its Articles of Association, which sets out the charity’s powers and authorities. The objective of the charity is detailed in the Articles of Association:

To advance the education, knowledge and understanding of the public in particular the young, in basic technological and scientific principles and processes, particularly through the improvements of the links between industrial, commercial and educational bodies and institutions.

The charity’s wholly owned subsidiary, Sparking Curiosity Ltd, operates the onsite shop and café. Sparking Curiosity Ltd has a licence from the charity to operate those facilities and gift aids the maximum permissible amount of its profits to the charity (see note 10 to the accounts).

The principles of good governance by which Winchester Science Centre operates and is held accountable comply with the Charity Governance Code for larger charities (2020). These principles are documented in our Code of Governance.

The Board of Trustees hold all of the charity’s powers and authorities.

BOARD OF TRUSTEES

Trustees, who are also Directors under company law, are elected by members of the Board at the Annual General Meeting and serve for a term of three years.

Trustees can be re-appointed up to a maximum of three terms by mutual agreement. The performance of individual Trustees, including the Chair, is informally reviewed each year. All Trustees give their time freely and no Trustee received remuneration in the year. Details of Trustee expenses and related party transactions are disclosed in notes 11 and 23 to the accounts.

Board Effectiveness

The Board is ultimately responsible for the overall control and strategic direction of the charity and for the protection of its assets. The Board receives regular updates on the major risks likely to affect the charity and ensures these are properly documented and that mitigating actions are in place and actively managed. The Board receives regular updates on the handling of personal data held by the charity and ensures the policy and procedures are compliant with the GDPR (2018) legislation.

The Board undertook an internal Board effectiveness review in spring 2021, resulting in an action plan which will be progressed in 2021/22.

Organisation

The Board meets quarterly and has established the five following Committees: Audit and Risk, Remuneration, Nominations, Discovery and Learning, and Fundraising.

Operational management is delegated to the Chief Executive Officer, Ben Ward, and the senior management team.

52 STRUCTURE, GOVERNANCE AND MANAGEMENT

The Audit and Risk Committee is independent of the management of the Science Centre and has been granted the standing and resources to report directly with opinion and oversight to the Board of Trustees on: the effectiveness of internal controls, issues arising from financial reports, the management of risk, delivering value for money, governance effectiveness and the Charity’s whistleblowing arrangements. The committee is also responsible for making recommendations to the Board of Trustees in relation to the performance, appointment, reappointment and removal of the external auditors.

The Nominations Committee reviews the structure, size and composition of the Board and considers succession planning. The committee makes recommendations to the Board for approval of the following:

The Board carried out a skills, experience and diversity of background audit of Trustees in October 2020. The results of the audit informed the Nominations Committee prior to commencing the recruitment process in spring 2021 for two new trustees. When recruiting new Trustees the Board aims to attract a diverse range of candidates with the skills the charity needs. It values the benefits of a membership with a variety of backgrounds, expertise and experience. Ultimately, though, all Board appointments are based on merit within the context of achieving a balance of skills and experience. New Trustees undertake an induction programme that includes coverage of: the charity’s aims

and how they are being fulfilled; the Code of Governance including Committee structures and decision-making processes; the business plan and recent financial performance. During induction, Trustees meet the Chief Executive, members of the Senior Management Team and fellow Trustees. Trustees are encouraged to attend appropriate external training events where appropriate.

The Remuneration Committee reviews the salary and benefits of the CEO and members of the Senior Management Team on an annual basis. The committee considers individual performance in the year against the objectives set in each individual annual review and, on that basis, makes a salary review recommendation to the Board for approval.

The Discovery and Learning Committee provides strategic input and makes recommendations to the Board regarding the appropriateness of the scientific and educational content of the strategic plan. The committee assesses the overall scientific and educational value of the charity’s programme, reviews activities aimed at widening participation and assesses the effectiveness of ongoing academic collaborations.

The Fundraising Committee contributes expertise as well as regional and industry sector perspectives to the development and successful operation of the fundraising programme. Members contribute ideas related to fundraising and marketing and engage with other Trustees to open up new fundraising sources.

The responsibility for developing the fundraising strategy and delivering the routine fundraising activities rests with the fundraising team. The committee acts to strengthen the effectiveness of this team by providing independent oversight, reviewing progress against objectives, and by offering advice and active assistance where appropriate.

53 STRUCTURE, GOVERNANCE AND MANAGEMENT

COMMITTEE MEMBERS

This table shows Trustees’ committee membership and meeting attendance 2020/21

----- Start of picture text -----
AGM Board (5) Covid-19 (5) Audit and Risk (3) Covid-19 (1) Nominations (3) Renumeration (2) Discovery and Learning (1) Fundraising (3)
----- End of picture text -----

CHAIR
Dr Toby StJohn King ✓ 10/10
(chair)		 1*
2/3		 2/2
DEPUTY CHAIR
Dr Ian C Jenkins ✓ 10/10 2*
3/3
(chair)		 2/2
TRUSTEES
Mr Jeremy C Booker ✓ 10/10 4/4
(chair)
Dr Dolores Byrne ✓ 10/10 3/4 3/3
(chair)
Mr Philip J Guest ✓ 10/10 3/4
Mrs Tajinder Leonard ✓ 10/10 2/3 3/3
Professor Diane G Newell ✓ 8/10 1/1
(chair)
Mr Adrian A Owen 10/10 4/4
Mrs Sue Parr ✓ 10/10 1/1 2/3
Professor Janet Preston 10/10 3/3 1/1
Dr Martin P Read(retired 15 December 2020) ✓ 6/8 2/2 1/2
Mrs Sara Sullivan ✓ 9/10 2/3 2/2
Mrs Elizabeth M Wallace ✓ 10/10 3/3 2/2
(chair)

* In attendance

54 STRUCTURE, GOVERNANCE AND MANAGEMENT

Related parties and co-operation with other organisations

Any relationship between a Trustee or senior manager of the charity with a university, sponsoring company exhibition, or an organisation contracted to work for the charity is openly disclosed to the Board. The CEO was a Trustee of The Association of Science and Discovery Centres (ASDC) to whom the charity paid £1k for annual membership and grant fees. The charity received £11k from ASDC to deliver the Destination Space and Science Capital programmes and for a digital engagement grant to run in 21/22.

Trustees’ responsibilities in relation to the financial statements

The charity Trustees (who are also the directors of Winchester Science Centre for the purposes of company law) are responsible for preparing a Trustees’ annual report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company law requires the charity Trustees to prepare financial statements for each year that give a true and fair view of the state of affairs of the parent charitable company and the group, and of the incoming resources and application of resources, including the income and expenditure, of the charitable group for that period. In preparing the financial statements, the Trustees are required to:

The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and to enable them to ensure that the financial statements comply with the Companies Act 2006.

They are also responsible for safeguarding the assets of the charity and hence taking reasonable steps for the prevention and detection of fraud and other irregularities.

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.

55 STRUCTURE, GOVERNANCE AND MANAGEMENT

FINANCIAL STATEMENTS

PROVISION OF INFORMATION TO AUDITORS

So far as each of the Trustees at the time the report is approved are aware:

Auditor

A resolution to reappoint Haysmacintyre LLP as auditor will be proposed at the Annual General Meeting.

The Trustees’ Annual Report was approved by the Board of Trustees on 20 July 2021 and signed on its behalf:

DR TOBY KING

Chair of Trustees

56 FINANCIAL STATEMENTS

INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF WINCHESTER SCIENCE CENTRE

Opinion

We have audited the consolidated financial statements of Winchester Science Centre for the year ended 31 March 2021 which comprise the Consolidated Statement of Financial Activities, Consolidated Balance Sheet, Consolidated Statement of Cash Flows and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 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:

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 the group’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.

Other information

The trustees are responsible for the other information. The other information comprises the information included in the Trustees’ Annual Report and the Chair’s statement. 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.

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 charity 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.

In connection with our audit of the financial statements, 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 audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. 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.

57 FINANCIAL STATEMENTS

FINANCIAL STATEMENTS (CONTINUED)

INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF WINCHESTER SCIENCE CENTRE

Opinion on other matters prescribed by the Companies

Act 2006

In our opinion, based on the work undertaken in the course of the audit:

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the group and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ Annual Report (which incorporates the strategic report and the directors’ 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:

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement set out on page 55, the trustees (who are also the directors of the group for the purposes of 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 group’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 group 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 noncompliance 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 is detailed below.

58 FINANCIAL STATEMENTS

Use of our report

Based on our understanding of the group and the environment in which it operates, we identified that the principal risks of non-compliance with laws and regulations related to charity and company law applicable in England and Wales, and we considered the extent to which non-compliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on the preparation of the financial statements such as the Companies Act 2006 and the Charities Act 2011.

This report is made solely to the group’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 group’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 group and the group’s members, as a body, for our audit work, for this report, or for the opinions we have formed.

We evaluated management’s incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls) and determined that the principal risks were related to revenue recognition, and management override of controls. Audit procedures performed by the engagement team included:

JANE ASKEW

Senior Statutory Auditor, For and on behalf of

Haysmacintyre LLP,

Statutory Auditors 10 Queen Street Place London EC4R 1AG

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/ auditorsresponsibilities. This description forms part of our auditor’s report.

Date: 21 July 2021

59 FINANCIAL STATEMENTS

CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES

(incorporating an income and expenditure account) For the year ending 31 March 2021

----- Start of picture text -----
Unrestricted Restricted Total Funds Total Funds
Funds Funds 2021 2020
Note £’000 £’000 £’000 £’000
----- End of picture text -----

Note Unrestricted
Funds
£’000		 Restricted
Funds
£’000		 Total Funds
2021
£’000		 Total Funds
2020
£’000
Income and endowments from:
Donations and legacies 3 659 281 940 662
Charitable activities: 4
Science Centre 238 - 238 1,424
Engagement and Outreach 196 7 203 288
Income from Investments - - - 2
Other trading activities 5 107 - 107 804
TOTAL 1,200 288 1,488 3,180
Expenditure on:
Raising funds:
Other trading activities 6 258 - 258 694
Charitable activities: 7
Science Centre 1,251 165 1,416 1,665
Engagement and Outreach 175 - 175 323
TOTAL 1,684 165 1,849 2,682
Net income: (484) 123 (361) 498
Transfer between funds 20 406 (406) - -
NET MOVEMENT IN FUNDS (78) (283) (361) 498
Reconciliation of funds:
Total funds brought forward 20 1,912 699 2,611 2,113
TOTAL FUNDS CARRIED FORWARD 1,834 416 2,250 2,611

The statement of financial activities includes all gains and losses recognised in the year, and all income and expenditure derive from continuing activities.

60 FINANCIAL STATEMENTS

CONSOLIDATED AND CHARITY BALANCE SHEET

As at 31 March 2021

----- Start of picture text -----
Group Group Charity Charity
2021 2020 2021 2020
Note £’000 £’000 £’000 £’000
----- End of picture text -----

Fixed assets:
Tangible assets 13 2,429 2,305 2,429 2,305
Current assets:
Stocks 14 19 22 1 5
Debtors 15 308 152 297 112
Cash at bank and in hand 884 678 803 661
Total current assets 1,211 852 1,101 778
Liabilities:
Creditors:
Amounts falling due within one year		 16 (788) (411) (741) (664)
Net current assets 423 441 360 114
Total assets less current liabilities 2,852 2,746 2,789 2,419
Creditors: Amounts falling due after
more than one year		 18 (602) (135) (602) (135)
TOTAL NET ASSETS 2,250 2,611 2,187 2,284
THE FUNDS OF THE CHARITY 20
Restricted income funds 416 699 416 699
Unrestricted funds:
Designated 150 136 150 136
General unrestricted 1,684 1,776 1,621 1,449
Total unrestricted funds 1,834 1,912 1,771 1,585
TOTAL CHARITY FUNDS 2,250 2,611 2,187 2,284

Winchester Science Centre (the parent entity) made a deficit for the financial year 2020/21 of £(97)k (2019/20: £433k surplus). The financial statements of the Winchester Science Centre (registered number 02014929) were approved by the Board of Trustees and authorised for issue on 20 July 2021.

Signed on behalf of the Board of Trustees

DR TOBY KING

Chair of Trustees

The notes on pages 64 – 77 form part of these financial statements

61 FINANCIAL STATEMENTS

CONSOLIDATED AND CHARITY STATEMENT OF CASH FLOWS

For the year ending 31 March 2021

----- Start of picture text -----
Group Group Charity Charity
2021 2020 2021 2020
Note £’000 £’000 £’000 £’000
----- End of picture text -----

----- Start of picture text -----
Cash flows from operating activities:
NET CASH PROVIDED BY
A 204 1,490 140 1,479
OPERATING ACTIVITIES
Cash flows from investing activities:
Purchase of plant and equipment (502) (607) (502) (607)
NET CASH USED IN INVESTING
(502) (607) (502) (607)
ACTIVITIES
Cash flows from financing activities:
Repayment of borrowing (28) (47) (28) (47)
Cash inflows from new borrowing 536 - 536 -
Interest paid (4) (6) (4) (6)
NET CASH (USED IN)/PROVIDED BY
504 (53) 504 (53)
FINANCING ACTIVITIES
Increase/(Decrease) in cash and cash
206 830 142 819
equivalents in the year
Cash and cash equivalents at the
678 (152) 661 (158)
beginning of the year
CASH AND CASH EQUIVALENTS AT THE
B 884 678 803 661
END OF THE YEAR
----- End of picture text -----

62 FINANCIAL STATEMENTS

CONSOLIDATED AND CHARITY STATEMENT OF CASH FLOWS (CONTINUED)

For the year ending 31 March 2021

NOTES TO THE CASH FLOW STATEMENT

A) Reconciliation of net income to net cash flow generated from operating activities

----- Start of picture text -----
Group Group Charity Charity
2021 2020 2021 2020
£’000 £’000 £’000 £’000
----- End of picture text -----

Group
2021
£’000		 Group
2020
£’000		 Charity
2021
£’000		 Charity
2020
£’000
Net income/(expenditure) for the year (361) 498 -97 433
Adjustments for:
Depreciation charges 372 324 372 323
Decrease in stocks 3 3 4 1
Decrease/(increase) in debtors (156) 661 (185) 699
(Decrease)/increase in creditors 332 (6) 32 12
Loss on disposal 6 5 6 5
Interest paid 4 6 4 6
Notional interest paid on CBILS loan 4 - 4 -
NET CASH PROVIDED BY OPERATING
ACTIVITIES		 204 1,490 140 1,479

B) Analysis of cash and cash equivalents

----- Start of picture text -----
Group Group Charity Charity
2021 2020 2021 2020
£’000 £’000 £’000 £’000
----- End of picture text -----

Group
2021
£’000		 Group
2020
£’000		 Charity
2021
£’000		 Charity
2020
£’000
Cash in hand 884 678 803 661
TOTAL CASH AND CASH EQUIVALENTS 884 678 803 661

C) Analysis of changes in net debt

----- Start of picture text -----
As at As at
1 April Non-cash 31 March
2020 Cash-flows changes 2021
----- End of picture text -----

As at
1 April
2020		 Cash-fows Non-cash
changes		 As at
31 March
2021
Unrestricted cash 303 453 - 756
Cash restricted to projects 375 (247) - 128
Overdraft facility repayable on demand - - - -
Loans falling due within one year (24) 24 (69) (69)
Loans falling due after
more than one year		 (135) (536) 69 (602)
TOTAL 519 (306) - 213

63 FINANCIAL STATEMENTS

NOTES TO THE FINANCIAL STATEMENTS

For the year ending 31 March 2021

1. ACCOUNTING POLICIES

Basis of accounting

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) (effective 1 January 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

The financial statements have been prepared under the historic cost convention. Winchester Science Centre meets the definition of a public benefit entity under FRS 102. Winchester Science Centre is a company limited by guarantee and incorporated in England and Wales. The Registered Office is: Telegraph Way, Morn Hill, Winchester, Hampshire, SO21 1HZ.

Group financial statements

The Consolidated Statement of Financial Activities (SOFA), Consolidated Balance Sheet and the Consolidated Statement of Cash Flows consolidate the financial statements of the charity and its subsidiary undertaking. The results of the subsidiary are consolidated on a line by line basis.

No separate SOFA has been prepared for the charity alone as permitted by Section 408 of the Companies Act 2006.

Preparation of accounts on a going concern basis

The Group’s planned primary source of income continues to be visitors to the Science Centre. In the 20/21 financial year during the closure caused by coronavirus this has been supplemented by the government backed job retention scheme. At the end of the year further support was received from the Garfield Weston Foundation to support the Group’s recovery through 21/22.

After careful consideration of the Groups’s current financial position, with due attention paid to the ongoing situation caused by the coronavirus pandemic, the Group’s cash flows, liquidity and borrowings, and revised future plans and prospects, the Trustees are confident that the Group has adequate resources to continue in operation for the foreseeable future which is at least 12 months from the date of approval of these financial statements.

Accordingly, they continue to adopt the going concern basis in preparing the accounts.

Income

Income is recognised when the Group has entitlement to the funds, any performance conditions attached to the item(s) of income have been met, it is probable that the income will be received and the amount is measurable.

Donated services and facilities

On receipt, donated professional services and donated facilities are recognised on the basis of the value of the gift to the Group, which is the amount the Group 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.

Fund accounting

Unrestricted funds

Unrestricted funds are available to spend on activities that further any of the purposes of the Group. Designated funds are unrestricted funds of the Group which the Trustees have decided at their discretion to set aside to use for a particular purpose.

Restricted funds

Restricted funds are donations which the donor has specified are to be solely used for particular areas of the Group’s work or for specific projects being undertaken by the Group.

Expenditure

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 headings:

64 FINANCIAL STATEMENTS

Allocation of support costs

Support costs are those functions that assist the work of the Group but do not directly undertake charitable activities. Support costs include back office costs, finance, facilities, personnel, IT and governance costs which support the Group’s activities. These costs have been allocated between the cost of raising funds and expenditure on charitable activities. The basis on which support costs have been allocated are set out in note 8.

Corporation tax

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

Any profits generated from the charity’s trading subsidiary Sparking Curiosity Ltd will be transferred to the parent with a gift aid payment and therefore no taxation is due.

Financial instruments

Tangible fixed assets

The Group has elected to use the ‘deemed cost’ option on transition to FRS102 for Land and Buildings which have been revalued as at 31 March 2014 and have been depreciated from that date. Other tangible fixed assets are capitalised at cost and are depreciated on a straightline basis over their estimated useful economic lives as follows:

----- Start of picture text -----
Asset category Annual rate
----- End of picture text -----

Intellectual assets 10%
Planetarium 10%- 331%
Ofce equipment 20%
Computer equipment 331%
Technical equipment 10% - 331%
Exhibition equipment 20% -331%
Equipment library 20%
Motor vehicles 25%
Freehold buildings 2%
Freehold land Nil

Stock

Stock is included at the lower of cost and net realisable value.

Debtors

Short term debtors are measured at transaction price, less any impairment.

Creditors

Short term trade creditors are measured at the transaction price. Other financial liabilities, including bank loans, are measured initially measured at the transaction value and subsequently measured at amortised cost using the effective interest method.

The Group has financial assets and 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 with the exception of bank loans and mortgages, which are subsequently measured at amortised cost using the effective interest method.

Judgements in applying accounting policies and key

sources of estimation

In the application of the Group’s accounting policies, described in the accounting policies above, the Trustees are required to make judgements, estimates and assumptions about the carrying amounts of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates. The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period or in the period of revision and future periods if the revision affects both current and future periods.

The Trustee representatives consider that the following are key estimates;

Operating leases

Rentals paid under operating leases are charged to the Statement of Financial Activities on a straight-line basis over the term of the lease.

65 FINANCIAL STATEMENTS

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

For the year ending 31 March 2021

2. LEGAL STATUS OF THE CHARITY

The charity is a company limited by guarantee and has no share capital. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity.

3. INCOME FROM DONATIONS AND LEGACIES

----- Start of picture text -----
2021 2020
£’000 £’000
----- End of picture text -----

Donations and grants 458 606
Government Support:
Job Retention Scheme 415 -
Other 60 -
Membership subscriptions 7 56
TOTAL 940 662

The charity benefits greatly from the involvement and enthusiastic support of its many volunteers, details of which are given in our annual report. In accordance with FRS 102 and the Charities SORP (FRS 102), the economic contribution of general volunteers is not recognised in the accounts.

4. INCOME FROM CHARITABLE ACTIVITIES

----- Start of picture text -----
2021 2020
£’000 £’000
----- End of picture text -----

Science Centre:
Admission fees 141 1,339
Exhibit sponsorship - 85
Tax Relief 97 -
TOTAL 238 1,424
Engagement and Outreach:
STEM NOW 203 267
Outreach workshops - 21
TOTAL 203 288

66 FINANCIAL STATEMENTS

5. INCOME FROM OTHER TRADING ACTIVITIES

----- Start of picture text -----
2021 2020
£’000 £’000
----- End of picture text -----

Fundraising events - 173
Trading operations 65 602
Corporate sponsorship 42 29
TOTAL 107 804

6. EXPENDITURE ON RAISING FUNDS

----- Start of picture text -----
Direct Other Governance Other
staff direct support support Total Total
costs costs costs costs 2021 2020
£’000 £’000 £’000 £’000 £’000 £’000
----- End of picture text -----

Trading costs 107 48 11 67 233 654
Fundraising costs 24 1 - - 25 40
TOTAL 131 49 11 67 258 694

7. EXPENDITURE ON CHARITABLE ACTIVITIES

----- Start of picture text -----
Direct Other Governance Other
staff direct support support Total Total
costs costs costs costs 2021 2020
£’000 £’000 £’000 £’000 £’000 £’000
----- End of picture text -----

Science Centre 549 524 19 324 1,416 1,665
Engagement and Outreach 121 5 6 43 175 323
TOTAL 670 529 25 367 1,591 1,988

8. ANALYSIS OF GOVERNANCE AND SUPPORT COSTS

----- Start of picture text -----
Direct Total Total
staff costs Overheads 2021 2020
£’000 £’000 £’000 £’000
----- End of picture text -----

Governance costs - 35 35 30
Finance, HR and IS costs 171 65 236 268
Management costs 95 29 124 114
Premises and ofce costs - 74 74 313
TOTAL 266 203 469 725

Support costs related to the building have been re-allocated on a square footage basis, whilst other costs have been reallocated on a direct cost basis.

67 FINANCIAL STATEMENTS

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

For the year ending 31 March 2021

9. NET INCOME FOR THE YEAR

----- Start of picture text -----
Group Group Charity Charity
2021 2020 2021 2020
This is stated after charging: £’000 £’000 £’000 £’000
----- End of picture text -----

This is stated after charging: Group
2021
£’000		 Group
2020
£’000		 Charity
2021
£’000		 Charity
2020
£’000
Depreciation 372 324 372 323
Auditor’s remuneration for:
Audit 18 15 14 12
Taxation Services 7 - 7 -
Operating lease rentals:
Plant and machinery 4 11 3 11
Other operating leases - 2 - 2

10. INVESTMENT IN SUBSIDIARY AND TRADING INCOME

Winchester Science Centre has a wholly owned trading subsidiary, Sparking Curiosity Limited (Company Number 10661776), which is incorporated in England and Wales. A summary of the trading results of the subsidiary to 31 March 2021 is shown below. Audited accounts are filed with the Registrar of Companies.

----- Start of picture text -----
2021 2020
£’000 £’000
----- End of picture text -----

Turnover 128 792
Cost of sales (35) (303)
GROSS PROFIT 93 489
Other operating charges (84) (216)
PROFIT FOR THE YEAR BEFORE TAX 9 273

The capital of the company comprises 100 ordinary shares of £1 each. The maximum permissible amount of the subsidiary’s reserves of £62,898 will be transferred to the parent by 31 December 2021 such that no tax will be payable by the subsidiary.

68 FINANCIAL STATEMENTS

11. ANALYSIS OF STAFF COSTS, TRUSTEE REMUNERATION AND EXPENSES, AND THE COST OF KEY MANAGEMENT PERSONNEL

----- Start of picture text -----
Group 2021 Group 2020
£’000 £’000
----- End of picture text -----

Salaries and wages 971 1,154
Social security costs 77 91
Pension costs 18 21
Redundancy costs 2 -
TOTAL 1,068 1,266
The number of employees whose emoluments exceeded £60,000 during the year was:
2021 2020
Number Number
£80,001 - £90,000 1 -
£70,001 - £80,000 - 1

Pension costs are allocated to activities in proportion to the related staffing costs incurred.

The Trustees were not paid and did not receive any other benefits from employment with the charity in the year (2019/20: £0). No Trustees were reimbursed for travel and accommodation costs during the year (2019/20: £0). No Trustee received payment for professional or other services supplied to the charity (2019/20: £0).

The key management personnel of the charity comprise the Trustees, CEO, and Directors of Finance, STEM Strategy, Marketing and Communications, and Operations. The total employee costs of the key management personnel of the charity were £290k (2019/20: £302k).

12. STAFF NUMBERS

The average monthly head count was 56 staff (2019/20: 73 staff) and the average monthly number of full-time equivalent employees (including casual and part-time staff) during the year were as follows:

----- Start of picture text -----
2021 2020
Number Number
----- End of picture text -----

Science Centre 29 38
Ofce and management 8 9
TOTAL 37 47

All staff were employed by the charity.

69 FINANCIAL STATEMENTS

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

For the year ending 31 March 2021

13. TANGIBLE FIXED ASSETS – GROUP

----- Start of picture text -----
Freehold
Work in Intellectual Land and
Progress Assets Equipment Buildings Total
£’000 £’000 £’000 £’000 £’000
----- End of picture text -----

Cost or valuation:
At 1 April 2020 311 253 1,987 1,087 3,638
Additions 19 - 483 - 502
Transfers (310) - 310 - -
Disposals - - (210) - (210)
AS AT 31 MARCH 2021 20 253 2,570 1,087 3,930
Depreciation:
At 1 April 2020 - 198 1,078 57 1,333
Charge for year - 25 327 20 372
Eliminated on disposal - - (204) - (204)
AS AT 31 MARCH 2021 - 223 1,201 77 1,501
Net book value:
AS AT 31 MARCH 2021 20 30 1,369 1,010 2,429
AS AT 31 MARCH 2020 311 55 909 1,030 2,305

In July 2016, the land and buildings were inspected by Andrew Smith & Son of Winchester to obtain a current open market valuation at 31st March 2014. The buildings were valued at £1,000k and the land at £125k. The Trustees restated opening balances on 1 April 2015 in accordance with the deemed cost option of FRS 102. Had the deemed cost option not been elected, at 31 March 2021, the cost of freehold land and buildings stated above would be £7,621k, and the net book value £5,491k.

70 FINANCIAL STATEMENTS

13. TANGIBLE FIXED ASSETS – CHARITY

----- Start of picture text -----
Freehold
Work in Intellectual Land and
Progress Assets Equipment Buildings Total
£’000 £’000 £’000 £’000 £’000
----- End of picture text -----

Cost or valuation:
At 1 April 2020 311 253 1,986 1,087 3,637
Additions 19 - 483 - 502
Transfers (310) - 310 - -
Disposals - - (210) - (210)
AS AT 31 MARCH 2021 20 253 2,569 1,087 3,929
Depreciation:
At 1 April 2020 - 198 1,077 57 1,332
Charge for year - 25 327 20 372
Eliminated on disposal - - (204) - (204)
AS AT 31 MARCH 2021 - 223 1,200 77 1,500
Net book value:
AS AT 31 MARCH 2021 20 30 1,369 1,010 2,429
AS AT 31 MARCH 2020 311 55 909 1,030 2,305

14. STOCK

----- Start of picture text -----
Group Group Charity Charity
2021 2020 2021 2020
£’000 £’000 £’000 £’000
----- End of picture text -----

Group
2021
£’000		 Group
2020
£’000		 Charity
2021
£’000		 Charity
2020
£’000
Shop goods for resale 18 17 - -
Heating fuel 1 5 1 5
TOTAL 19 22 1 5

During the year, £45k (2019/20 £274k) of stock was recognised as an expense.

71 FINANCIAL STATEMENTS

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

For the year ending 31 March 2021

15. DEBTORS

----- Start of picture text -----
Group Group Charity Charity
2021 2020 2021 2020
£’000 £’000 £’000 £’000
----- End of picture text -----

Group
2021
£’000		 Group
2020
£’000		 Charity
2021
£’000		 Charity
2020
£’000
Trade debtors 75 135 63 95
Prepayments 14 9 14 9
Grants 120 - 120 -
Tax relief 97 - 97 -
Other 2 8 3 8
TOTAL 308 152 297 112

16. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

----- Start of picture text -----
Group Group Charity Charity
2021 2020 2021 2020
£’000 £’000 £’000 £’000
----- End of picture text -----

Group
2021
£’000		 Group
2020
£’000		 Charity
2021
£’000		 Charity
2020
£’000
Bank loans 69 24 69 24
Trade creditors 47 109 47 108
Amounts owed to group undertakings - - - 312
Accruals 71 90 65 79
Taxation and social security 47 96 26 71
Other creditors 8 23 8 23
Deferred income 546 69 526 47
TOTAL 788 411 741 664

17. DEFERRED INCOME

Deferred income comprises: advance ticket sales related to admission to the Science Centre and for events held after 31 March 2021 of £25k (2019/20 £14k), deferred membership from annual passes of £37k (2019/20 £29k), deferred sponsorship of £20k (2019/20 £25k) and deferred grant income of £464k (2019/20 £0).

----- Start of picture text -----
Group Group Charity Charity
2021 2020 2021 2020
£’000 £’000 £’000 £’000
----- End of picture text -----

Group
2021
£’000		 Group
2020
£’000		 Charity
2021
£’000		 Charity
2020
£’000
Balance as at 1 April 69 62 47 62
Amount released to income and
expenditure account		 (69) (62) (47) (62)
Amount deferred in year 546 69 526 47
BALANCE AS AT 31 MARCH 546 69 526 47

72 FINANCIAL STATEMENTS

18. CREDITORS: AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR

----- Start of picture text -----
Group Group Charity Charity
2021 2020 2021 2020
£’000 £’000 £’000 £’000
----- End of picture text -----

Group
2021
£’000		 Group
2020
£’000		 Charity
2021
£’000		 Charity
2020
£’000
Bank loan 109 135 109 135
CBILS loan 493 - 493 -
TOTAL 602 135 602 135

The bank loan is repayable by 18 April 2026 with interest charged at 2.5% above the base rate. The CBILS loan is repayable by 30 October 2026 with interest charged from 31 October 2021 at 1.63% above the base rate. Both loans are secured on the charity’s freehold property.

The bank loans are repayable as follows:

----- Start of picture text -----
2021 2020
£’000 £’000
----- End of picture text -----

Amounts payable within one year 69 24
Amounts payable between one and two years 130 25
Amounts payable between three and fve years 405 79
Amounts payable after more than fve years 67 31
TOTAL 671 159

19. ANALYSIS OF ASSETS AND LIABILITIES BETWEEN FUNDS - GROUP

----- Start of picture text -----
Restricted Unrestricted
Funds Funds Total Total
2021 2021 2021 2020
£’000 £’000 £’000 £’000
----- End of picture text -----

Restricted
Funds
2021
£’000		 Unrestricted
Funds
2021
£’000		 Total
2021
£’000		 Total
2020
£’000
Fixed assets 342 2,087 2,429 2,305
Current assets 128 1,083 1,211 852
Current liabilities (54) (734) (788) (411)
Long-term liabilities - (602) (602) (135)
TOTAL 416 1,834 2,250 2,611

73 FINANCIAL STATEMENTS

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

For the year ending 31 March 2021

20. MOVEMENT IN FUNDS

----- Start of picture text -----
Transfer At 31
At 1 April Between March
2020 Income Expenditure Funds 2021
£’000 £’000 £’000 £’000 £’000
----- End of picture text -----

Restricted funds:
Inspiring Science for All 326 161 (41) (386) 60
Inspiring Science for All - Digital - 96 (76) (20) -
Widening Participation and Outreach 11 21 (18) - 14
Millennium Project 361 - (19) - 342
Other restricted funds 1 10 (11) - -
TOTAL RESTRICTED FUNDS 699 288 (165) (406) 416
Unrestricted funds:
Designated:
Planetarium 102 4 - - 106
Exhibition 34 - (22) 32 44
STEM NOW - 196 (196) - -
TOTAL DESIGNATED FUNDS 136 200 (218) 32 150
Unrestricted:
General unrestricted 1,449 872 (1,074) 374 1,621
TOTAL GENERAL UNRESTRICTED FUNDS 1,449 872 (1,074) 374 1,621
TOTAL UNRESTRICTED FUNDS 1,585 1,072 (1,292) 406 1,771
TOTAL CHARITABLE FUNDS 2,284 1,360 (1,457) - 2,187
TRADING SUBSIDIARY 327 128 (392) - 63
TOTAL GROUP FUNDS 2,611 1,488 (1,849) - 2,250

RESTRICTED FUNDS

The charity received donations and grants which the donor specified to be solely for particular areas of the charity’s work or for specific projects being undertaken by the charity.

GENERAL UNRESTRICTED FUNDS

These are funds available for the general objectives of the charity. Included within unrestricted funds are designated funds that the charity has put aside for a specific purpose.

74 FINANCIAL STATEMENTS

21. OPERATING LEASE COMMITMENTS – GROUP AND CHARITY

The future operating lease payments are as follows:

----- Start of picture text -----
2021 2020
£’000 £’000
----- End of picture text -----

Within one year 5 5
Between one and fve years 5 10
TOTAL 10 15

22. PENSION SCHEME

During the year £18k (2019/20: £21k) was paid into a defined contribution pension scheme. At the year-end no contributions (2019/20: £4k) were due to the scheme.

23. RELATED PARTY TRANSACTIONS

The CEO was a Trustee of The Association of Science and Discovery Centres (ASDC) to whom the charity paid £1k for annual membership and grant fees. The charity received £11k from ASDC to deliver the Destination Space and Science Capital programmes and for a digital engagement grant to run in 21/22.

24. LIMITATION OF LIABILITY

Winchester Science Centre is a company limited by guarantee and has no share capital. At the year ended 31 March 2021, there were 12 members (13 members at 31 March 2020), each of whom has undertaken to contribute a maximum of £1, if required, in the event of the winding up of the company.

25. CAPITAL COMMITMENTS

At the year end, the charity had an ongoing contract for £522,500 for the installation of a new exhibition. Of this £496,375 has been paid, with £26,125 outstanding. This project has been externally funded.

75 FINANCIAL STATEMENTS

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

For the year ending 31 March 2021

26. 2020 STATEMENT OF FINANCIAL ACTIVITIES (PRIOR YEAR)

----- Start of picture text -----
Unrestricted Restricted Total Total
Funds Funds Funds Funds
2020 2019
£’000 £’000 £’000 £’000
Income and endowments from:
Donations and legacies 276 386 662 975
Charitable activities:
Science Centre 1,424 - 1,424 1,335
Engagement and Outreach 288 - 288 272
Income from investments 2 - 2 -
Other trading activities 804 - 804 820
TOTAL 2,794 386 3,180 3,402
Expenditure on:
Raising funds:
Other trading activities 694 - 694 832
Charitable activities:
Science Centre 1,579 86 1,665 1,422
Engagement and Outreach 300 23 323 546
TOTAL 2,573 109 2,682 2,800
Net income 221 277 498 602
Transfer between funds 527 (527) - -
NET MOVEMENT IN FUNDS 748 (250) 498 602
Reconciliation of funds:
Total funds brought forward 1,164 949 2,113 1,511
TOTAL FUNDS CARRIED FORWARD 1,912 699 2,611 2,113
----- End of picture text -----

76 FINANCIAL STATEMENTS

CHARITY INFORMATION

Registered Office

Telegraph Way Morn Hill Winchester Hampshire SO21 1HZ

Registered Charity No.

294582

Bankers

Lloyds Bank PLC 49 High Street Winchester Hampshire SO23 9BU

Solicitors

Paris Smith LLP 1 London Road Southampton Hampshire SO15 2AE

Auditors

Haysmacintyre LLP 10 Queen Street Place London EC4R 1AG

----- Start of picture text -----
PATRONS
----- End of picture text -----

The Lord-Lieutenant of Hampshire, Nigel Atkinson Esq AMBASSADORS Peter Rogers MSc CEng FIOA FRSA MIOL LIFE MEMBERS Professor Malcolm J Coe FRAS FHEA Admiral Sir Kenneth J Eaton GBE KCB FREng Mr David Livermore OBE Ms Terry V Marsh FRTS FRSA Mr David Morgan TRUSTEES Dr Toby StJohn King MA PhD CEng FIMechE, Chair Dr Ian C Jenkins MSc, Deputy Chair Mr Jeremy C Booker ACA Dr Dolores Byrne OBE HonFIET CEng Mr Philip J Guest MA PgDip ACA Mrs Tajinder Leonard Professor Diane G Newell OBE Mr Adrian A Owen Mrs Sue Parr Professor Janet Preston MSc PhD MInstP FRAS Dr Martin P Read CBE FIET CDipAF CCMI (retired 15 December 2020) Mrs Sara Sullivan Mrs Elizabeth M Wallace CHIEF EXECUTIVE OFFICER AND SENIOR MANAGEMENT TEAM Mr Ben Ward FRSA, Chief Executive Officer Ms Charlotte Barnaville, Director of Marketing and Communications Mrs Emily Mace, Director of STEM Strategy Ms Elizabeth Moorcraft ACMA, Director of Finance Mr Graeme Pick, Director of Operations

77 CHARITY INFORMATION

Lord and Lady Selborne, attending the appeal launch for Inspiring Science for All, May 2018

In Memoriam:

The Earl of Selborne GBE FRS DL, John R Palmer Esq 1940–2021

As a member of the House of Lords, Lord Selborne served on and chaired the Science and Technology Committee (Lords). He also chaired the Joint Nature Conservation Committee and was a member of the Royal Commission on Environmental Pollution. He served as President of the Royal Geographical Society and as Chair of Trustees at Royal Botanic Gardens, Kew.

In 1991 John became a Fellow of the Royal Society. He was also a Fellow of the Linnean Society and Vice-Patron of the Royal Entomological Society.

Lord Selborne was appointed Knight Commander of the Order of the British Empire (KBE) in 1987 and Knight Grand Cross of the Order of the British Empire (GBE) in 2011, both for services to science. As a patron of Winchester Science Centre, Lord Selborne made a valuable contribution as an advocate for the charity and through the invaluable support he gave the board and leadership team. Thank you John.

78

*dl 79

80 Financial statements for the year ending 31 March 2020