| Page | |||
|---|---|---|---|
| Report ofthe | Trustees | ||
| Legal | and Administrative Information |
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| Structure, Governance, Management |
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| Objectives and Activities | |||
| Achievements and Performance |
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| Financial Review | |||
| Plan | for future periods | 10 | |
| Statement of | Trustee's Responsibilities |
12 | |
| Report ofthe | Independent Auditors |
13 | |
| Consolidated | Statement of Financial | Activities | 17 |
| Balance Sheets - Group and Charity | 18 | ||
| Consolidated | Cash Flow Statement | 19 | |
| Notes to the | Financial Statements | 20 |
| 4. | Achievements and performance |
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|---|---|---|---|
| The adverse economic climate as a result of Covid-19, impacted on the Charities financial result for 2020. |
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| Fortunately, the charity took an immediate and pre-emptive response to the potential impacts of covid-19 to |
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| mitigate the scale of the financial risk |
through the immediate cancellation of live events and the use of the |
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| governments furlough scheme thereby |
protecting its financial security. It continued to deliver successfully its |
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| educational programmes through the |
use of digital services and applications. This resulted in increased |
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| interest and attendance at all its initiatives |
and digital events. The programmes to be more accessible to larger |
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| and broader community globally. Global awareness of the charity was increased and development of the |
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| D&AD archive, Digital Annual and digital |
content, which will be a major source of creative reference, continued |
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| to | evolve. | ||
| The charity's performance against its objectives over the past year is as follows: |
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| Objective in 2020-21 | .Achievements In 2020-21 |
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| To continue to build reserves to |
The group reported reserves of E4,251,416 (2020: E3,144,329)of |
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| levels determined by the charity's |
which free unrestricted reserves are E4,116,147 (2020: |
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| reserves policy. |
82,819,329). | ||
| To restructure the original 2019/20 |
The group revenues increased by 6608,087 with total costs due to |
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| business plan in line with the |
the restructuring decreasing by 6956,427. The net result is a |
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| impacts of Covid-19 to ensure it |
surplus for the year ofE1,107,087, with the restructuring plan having |
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| remains a going concern. | significantly reduced the risk ofa detrimental financial impact on the |
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| charity's reserves. | |||
| To continue to develop a fully integrated brand communications and marketing strategy across programmes. |
Increased international involvement with the charity especially with increased interest from the Japanese market in the awards scheme and from the Middle East in the professional development programme. |
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| To continue to reposition the |
The focus ofthe D&AD Foundation is to support creative education |
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| education model by creating the |
by assisting new creatives as they make the transition from |
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| D&AD Foundation to support |
education into work in their early careers. The funds raised for the |
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| D&AD's mission to celebrate, award | Foundation will support D&AD's Education programme and third- |
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| and promote excellence in business |
party Educational programmes. Continue investment in delivering |
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| communication and design. |
the Educational programmes digitally allowing a broader and more |
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| accessible programmes for the community. |
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| Continue to raise the charity's |
Continued to achieve worldwide media coverage with appointed |
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| profile. | international representatives in Europe, USA, Japan, Australia, |
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| India and Brazil. | |||
| To continue to invest in the digital |
Covid-19 accelerated the investment and delivery in the charity's |
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| strategy to deliver online content to |
digital activities including the launch of the first freely available |
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| D&AD's stakeholders. | Digital Annual and the cessation of producing a physical Annual. It |
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| also delivered all its programmes digitally including its Education |
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| programmes, Masterclasses, Awards Ceremony amongst others. |
| To reconsider | the role of | With the cessation of | a physical | Annual | being | produced | which | was |
|---|---|---|---|---|---|---|---|---|
| Membership | within the | a core benefit of membership. | The | charity | is reconsidering | the | ||
| organisation. | future of membership | as a core | programme. |
| D&AD is exploring | opportunities | opportunities | opportunities | to transform the business by using digital technologies |
to transform the business by using digital technologies |
that add value to its | |
|---|---|---|---|---|---|---|---|
| existing customer base and | create new | markets to explore. A 4-year program of iterative transformation has |
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| been agreed upon to launch |
new | innovation and redevelop existing technology and functionality to transform |
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| the business going |
forward. | ||||||
| To maintain reserves |
at | levels | Continuance of the financial review and identification of costs |
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| determined by the |
charity's | savings and new income streams enhanced |
by more effective |
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| reserves policy. |
management ofexisting programmes. |
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| To continue to |
develop | a | fully | Development of a clear and coherent |
voice across all |
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| integrated brand |
communications | communication platforms and continuing to |
raise the company |
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| and marketing |
strategy | across | profile, both UK and internationally. | ||||
| programmes. | |||||||
| To continue to invest in the |
digital | To continue to build on D&AD Digital Annual |
and D&AD archive, |
||||
| strategy to deliver an online |
offer to | content management systems and supporting |
IT infrastructure. | ||||
| D&AD stakeholders, |
thereby | ||||||
| building D&AD's |
community. | ||||||
| To review and extend markets |
and | To continue to reach diverse audiences who represent the breadth |
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| audience beyond UK and |
Europe | of commercial creative community. Focus on |
segments which we |
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| post Brexit. | can penetrate effectively; likely to be design &production agencies, |
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| in-house creative &design teams and consultancies. |
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| To continue to reach larger audiences outside |
London and the UK. | ||||||
| Focus on growth cities which we can penetrate | most effectively. | ||||||
| To continually |
develop | the | To contmually review strategy to ensure it is relevant to the needs |
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| redefined | professional | of the present and future by developing |
the model into a |
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| development strategy. |
comprehensive, technically flavoured series |
of training modules |
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| targeting both the creative and client communities with the ultimate |
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| objective of the creation of an E-Learning |
series to scale the |
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| enterprise and enhance the development of careers in creative |
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| fields through Continuous Professional Development (CPD) |
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| scheme. | |||||||
| To continue to |
build international |
Senior management of the charity has and |
will continue to visit |
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| awareness in key cities. |
appropriate locations and meet with key contacts to develop this |
||||||
| ob ective. A ointments of international re s |
are in lace across |
| key locations | key locations | in India, Australia, Brazil, |
USA, | China | China | & | Japan | in | ||
|---|---|---|---|---|---|---|---|---|---|---|
| 2020/21. | ||||||||||
| To fully utilise | D&AD head office in | To utilise | the | space to enhance and build |
relations | within | the wider | |||
| Shoreditch. | community | and serve the creative community. | ||||||||
| Events are |
now happening more regularly |
saving | on | external | ||||||
| costs/hire | and generating a small revenue |
stream. |
| Unrestricted | Restricted | Total | Total | |||
|---|---|---|---|---|---|---|
| 2021 | 2021 | 2021 | 2020 | |||
| Note | E | E | E | E | ||
| Income from | ||||||
| Grants and donations | 175,254 | 175,254 | 355,238 | |||
| Trading income from subsidiary | 343,563 | 343,563 | 136,192 | |||
| Charitable activities: |
||||||
| Awards | 4,493,233 | 4,493,233 | 4,182,997 | |||
| Partnerships | 40,000 | 40,000 | ||||
| Professional Development |
197,933 | 388,501 | 586,434 | 162,255 | ||
| New Blood | 692,131 | 692,131 | 890,304 | |||
| Total charitable | activities | 5,423,297 | 388,501 | 5,811,798 | 5,235,556 | |
| Investment income and interest |
305 | 305 | 3,537 | |||
| Other income | 7,690 | 7,690 | ||||
| Total income | 5,950,109 | 388,501 | 6,338,610 | 5,730p523 | ||
| Expenditure on |
||||||
| Raising funds | 1,417,959 | 1,417,959 | 1,057,045 | |||
| Trading subsidiary | costs | 108,399 | 108,399 | 94,139 | ||
| 1,526,358 | 1,526,358 | 1,151,184 | ||||
| Charitable activities: |
10 | |||||
| Awards | 1,929,747 | 1,929,747 | 2,896,888 | |||
| Partnerships | 472,331 | 472,331 | 536,751 | |||
| Professional Development |
313,184 | 253,232 | 566,416 | 508,128 | ||
| New Blood | 411,671 | 325,000 | 736,671 | 1,094,999 | ||
| Total charitable | activities | 3,126,933 | 578,232 | 3,705,165 | 5,036,766 | |
| Toelexpenditure | 4,653,291 | 578,232 | 5,231,523 | 6,187,950 | ||
| Net income / (expenditure) | 1,296,818 | (189,731) | 1,107,087 | (457,427) | ||
| Transfer between funds |
24 | |||||
| Total funds brought | forward | 23,24 | 2,819,329 | 325,000 | 3,144,329 | 3,601,756 |
| Total funds carried | forward | 4,116,147 | 135p269 | 4~251p416 | 3p144,329 |
| Group | Group | Charity | Charity | ||||||
|---|---|---|---|---|---|---|---|---|---|
| 2021 | 2020 | 2021 | 2020 | ||||||
| Note | E | E | E | f. | |||||
| Fixed assets | |||||||||
| Intangible assets |
18 | 39,191 | 114,949 | 39,191 | 114,949 | ||||
| Tangible assets | 19 | 200,452 | 507,054 | 200,452 | 507,054 | ||||
| Investments | 20 | 1 | 1,000 | 1,001 | |||||
| 239,643 | 622,004 | 240,643 | 623,004 | ||||||
| Current assets | |||||||||
| Debtors | 21 | 735,863 | 465,724 | 735,863 | 465,724 | ||||
| Cash at bank | and | in | hand | 4,733,962 | 3,071,964 | 4,723,838 | 3,061,839 | ||
| 5,469,825 | 3,537,688 | 5,459,701 | 3,527,563 | ||||||
| Current liabilities |
|||||||||
| Creditors falling due within one year |
22 | (1,458,052) | (1,015,363) | (1,686,556) | (1,052,716) | ||||
| Net current | assets | 4,011,773 | 2,522,325 | 3,773,145 | 2,474,847 | ||||
| Total assets | less current | liabilities | 4,251,416 | 3,144,329 | 4,013,788 | 3,097,851 | |||
| Net assets | 4,251,416 | 3,144,329 | 4,013,788 | 3,097,851 | |||||
| Accumulated | funds | ||||||||
| Restricted funds |
23,24 | 135,269 | 325,000 | 135,269 | 325,000 | ||||
| Unrestricted | funds | 23,24 | 4,116,147 | 2,819,329 | 3,878,519 | 2,772,851 | |||
| Total accumulated | funds | 4,251,416 | 3,144,329 | 4,013,788 | 3,097,851 |
| 2021 | 2020 | |||||
|---|---|---|---|---|---|---|
| E | E | |||||
| Cash inflow from operating activities |
||||||
| Net cash provided by operating |
activities | 1,661,693 | 905,591 | |||
| Cash flow from investing activities | ||||||
| Investment income and interest |
received | 305 | 3,537 | |||
| Payments to acquire tangible and intangible | fixed assets | (106,479) | ||||
| 305 | (102,942) | |||||
| Net increase in cash and cash equivalents |
1,661,998 | 802,649 | ||||
| Cash and cash equivalents at beginning |
ofyear | 3,071,964 | 2,269,315 | |||
| Cash and cash equivalents at close of |
year | 4,733,962 | 3,071,964 | |||
| Reconciliation ofnet income / | (expenditure) | to cash flow from operating | activities | |||
| 2021 | 2020 | |||||
| E | E | |||||
| Net income / (deficit) forthe reporting | period | 1,107,087 | (457,427) | |||
| Adjustments for: |
||||||
| Depreciation charges |
382,361 | 430,435 | ||||
| Investment income |
(305) | (3,537) | ||||
| (Increase) / decrease in debtors |
(270,139) | 496,684 | ||||
| Increase in creditors |
442,689 | 439,436 | ||||
| Net cash provided by operating |
activities | 1,661,693 | 905,591 | |||
| Analysis of cash and cash equivalents | ||||||
| Cash at bank and in hand | 4,733,962 | 3,071,964 |
| Unrestricted | Unrestricted | |||||
|---|---|---|---|---|---|---|
| 2021 | 2020 | |||||
| E | E | |||||
| 4.GRANTS AND DONATIONS | ||||||
| IBM Gift in Kind: Digital Transformation | Project | 100,000 | ||||
| Coronavirus Job Retention Scheme |
Grant | 175,254 | 255,238 | |||
| 175,254 | 355,238 | |||||
| 5.TRADING SUBSIDIARY INCOME | ||||||
| Income generated in 0&AD Trading |
Limited | 343,563 | 136,192 | |||
| 343,563 | 136,192 | |||||
| 6.INCOME FROM CHARITABLE | ACTIVITIES | |||||
| Unrestricted | Restricted | Total | ||||
| E | E | |||||
| Yearto 31Au6ust 2021 | ||||||
| Awards | 4,493,233 | 4,493,233 | ||||
| Partnerships | 40,000 | 40,000 | ||||
| Professional Development |
197,933 | 388,501 | 586,434 | |||
| New Blood | 692,131 | 692,131 | ||||
| Total income from charitable | activities | 5jl23,297 | 388,501 | 5,811p798 | ||
| Year to31August 2020 | ||||||
| Awards | 4,001,996 | 4,001,996 | ||||
| Partnerships | 181,000 | 181,000 | ||||
| Professional Development |
162,255 | 162,255 | ||||
| New Blood | 462,304 | 428,000 | 890,304 | |||
| Total income from charitable | activities | 4,626,556 | 609,000 | 5,235,556 | ||
| 7. INVESTMENT INCOME AND INTEREST | ||||||
| Bank deposit interest | 305 | 3,537 | ||||
| Rental income from subleased | premises | 7,690 | ||||
| 7,995 | 3,537 | |||||
| 8.COST OF RAISING FUNDS | ||||||
| Unrestricted | Unrestricted | |||||
| 2022 | 2020 | |||||
| f | E | |||||
| Fund raising costs | 1,417,959 | 1,057,045 | ||||
| 1,417,959 | 1,0S7,045 |
| 9.TRADING SUBSIDIARY COSTS | 9.TRADING SUBSIDIARY COSTS | 9.TRADING SUBSIDIARY COSTS | ||||
|---|---|---|---|---|---|---|
| Unrestricted | Unrestricted | |||||
| 2021 | 2020 | |||||
| E | E | |||||
| Costs incurred | by | 0&AD Trading | Limited | 108,399 | 94,139 | |
| 108,399 | 94,139 | |||||
| 10.COSTSOF ACTIVITIES IN FURTHERANCE OF THE CHARITYS OBIECTIVES | ||||||
| Unrestricted | Restricted | Total | ||||
| E | ||||||
| Year to 31August | 2021 | |||||
| Awards | 1,929,747 | 1,929,747 | ||||
| Partnerships | 472,331 | 472,331 | ||||
| Professional | Development | 313,184 | 253,232 | 566,416 | ||
| New Blood | 411,671 | 325,000 | 736,671 | |||
| Total expenditure | on charitable | activities | 3,126,933 | 578,232 | 3,705,165 | |
| Year to 31August | 2020 | |||||
| Awards | 2,896,888 | 2,896,888 | ||||
| Partnerships | 133,957 | 402,794 | 536,751 | |||
| Professional | Development | 508,128 | 508,128 | |||
| New Blood | 652,063 | 442,936 | 1,094,999 | |||
| Total expenditure | on charitable | activities | 4,191,036 | 845,730 | 5,036,766 |
| 11.ANALYSIS OF TOTAL RESOURCES | 11.ANALYSIS OF TOTAL RESOURCES | EXPENDED | ||||
|---|---|---|---|---|---|---|
| Direct staff | Other direct | Governance IL |
Total | |||
| Costs | Costs | supportcos'ts | ||||
| Yearto31August 2021 | ||||||
| Costs ofactivities | in furtherance | ofthe | ||||
| charity's objectives |
||||||
| Awards | 743,940 | 417,726 | 768,081 | 1,929,747 | ||
| Partnerships | 261,689 | 42,169 | 168,473 | 472,331 | ||
| Professional Development |
122,215 | 355,117 | 89,084 | 566,416 | ||
| New Blood | 321,682 | 121,173 | 293,816 | 736,671 | ||
| 1,449,526 | 936,185 | 1,319,454 | 3,705,165 | |||
| Other expenditure | ||||||
| Cost of raising funds | 584,943 | 480,424 | 352,592 | 1,417,959 | ||
| Trading costs | 108,399 | 108,399 | ||||
| 584,943 | 588,823 | 352,592 | 1,526,358 | |||
| Total | 2,034,469 | 1,525,008 | 1,672,046 | 5,231,523 | ||
| Year to31August 2020 | ||||||
| Costs of activities | in furtherance | ofthe | ||||
| charity's objectives | ||||||
| Awards | 772,655 | 940,608 | 1,183,625 | 2,896,888 | ||
| Partnerships | 233,254 | 56,251 | 247,246 | 536,751 | ||
| Professional Development |
116,627 | 287,724 | 103,777 | 508,128 | ||
| New Blood | 335,303 | 349,373 | 410,323 | 1,094,999 | ||
| 1,457,839 | 1,633,956 | 1,944,971 | 5,036,766 | |||
| Other expenditure | ||||||
| Cost of raising funds | 532,402 | 524,643 | 1,057,045 | |||
| Trading costs | 94,139 | 94,139 | ||||
| 532,402 | 618,782 | 1,151,184 | ||||
| Total | 1,990,241 | 2,252,738 | 1,944,971 | 6,187,950 |
| SUPPORT COSTS | ||||||
|---|---|---|---|---|---|---|
| Unrestricted | Restricted | Total | ||||
| E | E | |||||
| Year to31August 2021 | ||||||
| Support | ||||||
| Staff and related costs | 182,058 | 182,058 | ||||
| Depreciation | 382,361 | 382,361 | ||||
| Other support costs | 554,432 | 554,432 | ||||
| Totalsupport costs |
1,118,851 | 1,118,851 | ||||
| Governance | ||||||
| Salaries and Chairman | 308,853 | 308,853 | ||||
| Audit fees | 35,830 | 35,830 | ||||
| Other legal and professional | fees | 208,512 | 208,512 | |||
| Total governance costs |
553,195 | 553,195 | ||||
| Total | 1,672,046 | 1,672,046 | ||||
| Year to31August 2020 | ||||||
| Support | ||||||
| Staff and related costs | 433,072 | 433,072 | ||||
| Depreciation | 430,437 | 430,437 | ||||
| Other support costs | 527,117 | 527,117 | ||||
| Total support costs | 1,390,626 | 1,390,626 | ||||
| Governance | ||||||
| Salaries and Chairman | 487,558 | 487,558 | ||||
| Audit fees | 25,070 | 25,070 | ||||
| Other legal and professional | fees | 41,717 | 41,717 | |||
| Total governance costs |
554,345 | 554,345 | ||||
| Total | 1,944,971 | 1,944,971 | ||||
| NET OUTGOING RESOURCES | ||||||
| Net outgoing resiources for the year are stated after charging: | ||||||
| Group | Group | Charity | Charity | |||
| 2021 | 2020 | 2021 | 2020 | |||
| E | E | E | E | |||
| Auditors remuneration | 37,806 | 27,764 | 35,830 | 25,070 | ||
| Interest payable on finance leases and hire | 2,584 | 2,584 | ||||
| purchase | ||||||
| Depreciation / am ortisation: |
||||||
| Owned assets (tangible | and | intangible) | 382,361 | 430,437 | 382,361 | 430,437 |
| Rentals under operating | leases: land and | 222,917 | 222,917 | 222,917 | 222,917 | |
| buildings |
| Staff costs comprise: | 2021 | 2020 | |
|---|---|---|---|
| E | E | ||
| Wages and salaries | 2,074,661 | 2,370,385 | |
| Social security costs | 217,404 | 248,103 | |
| Pension costs | 197,873 | 343,587 | |
| Recruitment and training |
10,402 | 50,531 | |
| Redundancy and termination |
payments | 4,832 | 100,141 |
| Total staff costs | 2,505,172 | 3,112,747 |
| 2021 | 2019 | |||
|---|---|---|---|---|
| number | number | |||
| Charitable | activities | 33 | 41 | |
| Income generation | 9 | 5 | ||
| Administration | and support | 8 | 10 | |
| 50 | 56 |
| Website and | |||
|---|---|---|---|
| software | |||
| E | |||
| Cost orvaluation | |||
| As at 1September 2020 | 373,003 | ||
| Additions | |||
| Disposals | |||
| As at 31August 2021 | 373,003 | ||
| Amortisation | |||
| As at 1September 2020 | 258,054 | ||
| Charge for the year | 75,758 | ||
| Eliminated on disposal |
|||
| As at 31August 2021 | 333.313 | ||
| Net book value | |||
| As at 31August 2021 | 39,191 | ||
| As at 31August 2020 | 114,949 | ||
| TANGIBLE FIXEDASSETS - GROUP AND CHARITY | |||
| Leasehold | Office | ||
| improvements | equipment | Total | |
| 6 | 6 | 6 | |
| Cost or valuation | |||
| As at 1September 2020 | 1,122,715 | 488,726 | 1,611,441 |
| Additions | |||
| Disposals | |||
| As at 31August 2021 | 1,122,715 | 488,726 | 1,611,441 |
| Depreciation | |||
| As at 1September 2020 | 720,402 | 383,985 | 1,104,387 |
| Charge for the year | 224,543 | 82,060 | 306,603 |
| Eliminated on disposal |
|||
| As at 31August 2021 | 944,945 | 466,045 | 1,410,990 |
| Net book value | |||
| As at 31August 2021 | 177,770 | 22,681 | 200,451 |
| As at 31August 2020 | 402,313 | 104,741 | 507,054 |
| Registered | office | Status | %Ownership | |||||
|---|---|---|---|---|---|---|---|---|
| D&AD Trading | Limited | 64 Cheshire Street, London | E2 6EH | Trading | 100% | |||
| D&AD Limited | Suite 1201,Tower 2, | The Gateway, | Non trading | 100% | ||||
| 25 Canton | Road, Tsimshatsui, | |||||||
| Kowloon, | Hong Kong | |||||||
| D&AD USA Inc. | Frankfurt | Kurnit Klein |
and | Selt, P.C. | Non-trading | 100% | ||
| 488 Madison Avenue, | NY 10022, | |||||||
| USA | ||||||||
| 2021 | 2020 | |||||||
| E | E | |||||||
| Cost at the begi | nning | and end ofthe year | 1,000 | 1,001 |
| 2021 | 2020 | ||||
|---|---|---|---|---|---|
| E | E | ||||
| Profit &Loss Account | |||||
| Turnover | 343,563 | 136,192 | |||
| Cost ofsales | (106,458) | (92,504) | |||
| Gross profit | 237,105 | 43,688 | |||
| Administration | expenses | (3,441) | (1,635) | ||
| Profit on ordinary | activities | 233,664 | 42,053 | ||
| Balance sheet | |||||
| Current assets | 243,298 | 49,711 | |||
| Creditors: amounts | falling due within one year | (4,670) | (2,694) | ||
| Total net assets | 238,628 | 47,017 | |||
| Called up share | capital | 1,000 | 1,000 | ||
| Retained profit | 237,628 | 46,017 | |||
| Shareholders' | funds | 238,628 | 47,017 |
| Group | Group | Charity | Charity | |||
|---|---|---|---|---|---|---|
| 2021 | 2020 | 2021 | 2020 | |||
| E | E | F. | E | |||
| 21.DEBTORS | ||||||
| Trade debtors | 262,812 | 78,480 | 262,812 | 78,480 | ||
| Other debtors | 39,670 | 46,342 | 39,670 | 46,342 | ||
| Prepayments | and accrued income | 433,381 | 340,902 | 433,381 | 340,902 | |
| 735,863 | 465,724 | 735,863 | 465,724 | |||
| 22.CREDITORS | ||||||
| Trade creditors | 124,719 | 2,160 | 124,719 | 2,160 | ||
| Other creditors | 55,840 | 31,757 | 55,840 | 31,757 | ||
| Taxation and | social | security | 51,638 | 144,881 | 51,638 | 144,881 |
| Accrued expenses | 555,542 | 558,953 | 550,872 | 556,260 | ||
| Deferred income | 670,313 | 277,612 | 670,313 | 277,612 | ||
| Owed to subsidiary | undertakings | 233,174 | 40,046 | |||
| 1,458,052 | 1,015,363 | 1,686,556 | 1,052,716 |
| Analysis | ofunrestricted | ofunrestricted | ofunrestricted | fund movements | fund movements | |||||
|---|---|---|---|---|---|---|---|---|---|---|
| Balance | Income | Expenditure | Transfer to | Balance | ||||||
| 01-Sap | gains and | restricted | 31-Aug | |||||||
| 2020 | losses | funds | 2021 | |||||||
| f | f | f | f | |||||||
| General | fund | 2,819,329 | 5,950,109 | (4,653,291) | 4,116,147 | |||||
| Balance | Income | Expenditure | Transfer to | Balance | ||||||
| 01-Sep | gains and | restricted | 31-Aug | |||||||
| 2019 | losses | funds | 2020 | |||||||
| f | f | f | f | |||||||
| General | fund | 3,105,934 | 5,121,523 | (5,342,220) | (65,908) | 2,819,329 | ||||
| Unrestricted | funds realised | by the subsidiary | company and included in the |
above amounts: | Enil (2020:6nil) | |||||
| Analysis | ofrestricted fund | movements | ||||||||
| Balance | Income | Expenditure | Transfer | Balance | ||||||
| 01-Sep | general | 31-Aug | ||||||||
| 2020 | funds | 2021 | ||||||||
| f | f | f | ||||||||
| New Blood programme | 325,000 | (325,000) | ||||||||
| EU Bridging the | Creativity | Gap | 388,501 | (253,232) | - | 135,269 | ||||
| 325,000 | 388,501 | (578,232) | 135,269 | |||||||
| Balance | Income | Expenditure | Transfer | Balance | ||||||
| 01-Sap | general | 31-Aug | ||||||||
| 2019 | funds | 2020 | ||||||||
| f | f | |||||||||
| New Blood programme | 339,936 | 428,000 | (442,936) | 325,000 | ||||||
| Public education | and creative awareness | (246,908) | 181,000 | 65,908 | ||||||
| programmes | ||||||||||
| Awards | programme | 402,794 | (402,794) | |||||||
| 495,822 | 609,000 | (845,730) | 65,908 | 325,000 |
| ANALYSIS OF GROUP NET ASSETS BETWEEN FUNDS | |||
|---|---|---|---|
| Unrestricted | Restricted | Total | |
| E | E | E | |
| As at 31August 2021 | |||
| Fixed assets | |||
| Intangible assets |
39,191 | 39,191 | |
| Tangible assets for use by the charity | 200,452 | 200,452 | |
| Investment in subsidiary |
1 | 1 | |
| Current assets | |||
| Debtors | 504,125 | 504,125 | |
| Cash at bank and in hand | 4,733,962 | 4,733,962 | |
| Current liabilities | (1,359,220) | (1,359,220) | |
| Long term liabilities | |||
| 4,118,511 | 4,118,511 | ||
| As at 31August 2020 | |||
| Fixed assets | |||
| Intangible assets |
114,949 | 114,949 | |
| Tangible assets for use by the charity | 507,054 | 507,054 | |
| Investment in subsidiary |
1 | 1 | |
| Current assets | |||
| Debtors | 465,724 | 465,724 | |
| Cash at bank and in hand | 2,746,964 | 325,000 | 3,071,964 |
| Current liabilities |
(1,015,363) | (1,015,363) | |
| Long term liabilities | |||
| 2,819,329 | 325,000 | 3,144,329 |
| Charityand | Charity and | |
|---|---|---|
| Group | Group | |
| 2021 | 2020 | |
| E | E | |
| Within one year | 187,500 | 300,137 |
| Between two and five years | 1,062,500 | 375,171 |
| Within 5+years | ||
| 1,250,000 | 675,308 |