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2025-03-31-accounts

Midlands Arts Centre

A Company Limited by Guarantee

Trading as MAC

Annual Report & Financial Statements For The Year Ended 31 March 2025

Company No: 00718349 Charity No: 528979

Annual Report and Financial Statements for the Year Ended 31 March 2025

Contents Contents Contents Contents Contents Page
Overview 3
The Year in Numbers 3
4
6
7
Who We Are 7
Key Highlights from 2024-25 8
How We Funded Our Activities 18
How We Spent Our Money 21
The Impact We Have Had 22
Our Plans for Next Year 25
Our People and Organisation 26
Financial Review 28
Managing Our Risks 30
Governance, Reference and Administrative Information
31
Governance Priorities 31
Board of Trustees 31
Charity Governance Code 32
Board Committees 32
MAC Trading, our subsidiary company
34
Trustees and Professional Advisers 34
36
Disclosure of Information to Auditors 37
38
Financial Statements 42
Consolidated Statement of Financial Activities
42
Consolidated and Company Balance Sheets
43
Consolidated Cash Flow Statement 44
Notes to the Financial Statements 45

Overview 1.1. The Year in Numbers Annual footlall 1$ Dally average foottall •• 792,980 2,169 L&P oversaw Tickets sold 48,369 22,667 participations nnn Average ticket price £10.36 Worf(force with protected characteristics 12/ Memberships up 16/ Individual giving - up 17% to 00000000 oTroTrotpoTr £45,406 Number of children who participated (licketed) 53,959 462 artists employed

1.2.

In my first year as Chair of Trustees for Midlands Arts Centre (MAC) it gives me great pleasure to present the 2024-25 annual report and accounts. It has been a busy year at MAC as we welcomed 800,000 visitors to our venue. Once again it was reported that MAC was ranked as the most visited free attraction in the West Midlands and the 17th most visited free attraction programme and the high-quality service provided by all teams that ensures we are an irresistible and affordable destination for visitors.

The financial situation faced by MAC over the year however has been more challenging and as resourceful and resilient as we are, we must also acknowledge the stark environment we currently operate in. This last year has seen the cultural sector face significant financial difficulties due to declining public funding, rising costs, and changing audience habits. Undoubtedly, we are required to find new ways to generate more revenue and secure greater partnership working if we are to match our ambition of being a national leader in community participation by 2028.

Our work is only made possible by the strength of our existing partnerships, and I am pleased to report that we continue to maintain positive relationships with our stakeholders. This was especially evident in October 2023 when our activities were interrupted by the discovery of RAAC (reinforced autoclaved aerated concrete) which led to the temporary closure across Postcode Lottery for advice, both provided extraordinary support in helping us to manage the situation effectively. This together with the sharp responsiveness of colleagues enabled us to reopen the main theatre in May 2024 and complete the necessary capital adaptations to both studios by Easter 2025. Whilst these are temporary measures the spaces are now fully operational and safe for use and I would like to take this opportunity to thank Arts Council England and the P Postcode Lottery for their invaluable assistance. Trustees and Executive are now focused on the priority of future capital planning and the imperative of

Future planning has been a major focus this year with the Chief Executive and Senior Managers together with Trustees working hard to update our purpose, mission and redefine our business priorities to see us through the next strategic phase of the organisation. The new Business Plan 2025but with specific attention on workforce development, greater investment of infrastructure and enhanced marketing and communication. Carefully aligned of course with stakeholders in respect to the needs of communities and a commitment to sustainability.

funding, confirmed to the end of March 2028, this will allow us more opportunity to deliver against our new Business Plan. strategy by deepening our role with the local communities we serve to encourage both their creativity and participation. In January 2024, P Postcode Lottery generously increased our annual grant by 12% to £900,000 in recognition of our work with communities, their investment represents a major contribution to our overall income.

Fundraising is as ever a vital part of our financial model and individual giving continues to be a priority for the forthcoming years ahead. We have been developing more effective public campaigns that describe the powerful impact of our work through interviews, films and focus groups. This last year has seen a buoyant increase in the number of new and renewing

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Supporters Circle to younger, more diverse donors. Thank you to all existing and future MAC donors for your invaluable support.

Corporate and commercial sponsorship is also incredibly valuable to our success. I would like to give a special mention to Eversheds Sutherland, whose regular sponsorship gives us the reassurance of longer-term planning. From arts to trading we have seen increased support from national brands wanting to collaborate and who see the mutual benefit of attracting more interesting shared engagement opportunities. Of course, the bedrock to our community programme and exhibitions has been the loyal investment from trusts and foundations, though we recognise it is a highly competitive environment, we are as ever incredibly grateful to the Saintbury Trust, Feeney Trust, New Work Trust and Roughley Trust to name but a few for their enormous generosity.

Crucial to the visitor experience at MAC is Trading, through our catering activities and I am pleased to report we have ended the year with a total contribution of £608k to the Charity which bringing the Trading contribution back to pre-COVID levels which is really positive to see.

As I end my first year as Chair I would like to take this opportunity to thank all of my fellow Trustees who give so generously of their time and energy. In particular I would like to thank Mary Martin who stepped down as Chair in September 2024 and Mike Williams, Chair of the Trading Committee for their support and encouragement. And last but by no means least on behalf of all the Trustees I would like to thank Debbie Kermode for her tireless and visionary leadership of MAC and the Senior Management team and all their staff for their hard work and commitment. I am looking forward to continuing to work with you all as we lead the organisation into an exciting future.

Ros Robins, Chair of the Trustees

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1.3.

where new ideas are explored, friendships are made and creative expression flourishes. It is a privilege to lead this exceptional organisation and despite the plethora of challenging issues faced, we have nevertheless continued to deliver a very popular programme underpinned by exceptional customer service.

Over the past year, Board and colleagues have been working to reflect on our purpose and values more strategically. Our aim is to ensure we are a sustainable arts centre for the future, - with steady growth and profitability. Our new business p outlines a road map for success, which will keep us focused and ensure accountability.

At the heart of our plan are people. We have greater success when we involve local people in our decision making and we can only do this through more effective consultation. This work has already started with great success, from Neighbourhood Forums advising us on recruitment and planning celebration events such as Iftars. These co-created activities led by communities helps to foster loyalty and relevance to those we serve. contribution is key to our success and we increased opportunities for professional and nonprofessional artists to participate in open calls, that invite the public to contribute to professional opportunities across exhibitions, theatre and community programmes, inviting to be visible and celebrated.

We continue to prioritise our workforce and during this year we progressed with our important work on Equity, Diversity and Inclusion (EDI) to make MAC a place where everyone belongs and an organisation that reflects the diversity of Birmingham. We have almost completed our ambitious two-year focus on disability in the workforce through our All of Us programme as part of our EDI commitment. This also extended to increased staff training, our first Town Hall event that saw over 120 colleagues attend and the launch of our new Wellbeing Champions.

I am delighted that Ros Robins was formally appointed as our new Chair of the Board. Ros has arts sector and has supported theatre and dance companies across the UK as an advisor and mentor specialising in organisational change and development. managing its effectiveness in supporting the development and strategic direction of the charity. Finally, my heart-felt thanks to our former Chair Mary Martin, who was instrumental in steering us through some difficult times and who was outstanding in all aspects of governance. Mary stepped down in September 2024, and myself and the entire MAC team are very grateful for everything she did and the strong positive legacy she leaves.

I would like to thank all the Board for their extraordinary support and their tireless efforts that work possible and also to our dedicated communities of artists and partners who all play vital roles in making MAC such a vibrant venue. My thanks also to the family trusts, public and private grant-makers, businesses, individual donors and audience members whose generous gifts, legacies, grants and donations are vital to us.

Finally, I would like to extend my sincere gratitude to our hard-working teams who are on site long-hours each day to ensure that the service we provide is first-class and that the artists we work with have all the resources they need to make their work shine brightly.

Deborah Kermode, Chief Executive & Artistic Director

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2.

The Trustees, who are also the Directors of the charitable company for the purposes of Company Law, present their Annual Report, which includes the Strategic Report, and the audited consolidated financial statements for the charitable group year ended 31 March 2025.

The financial statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association and the 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 (FRS102) (effective 1 January 2019).

2.1. Who We Are

First opened in 1962, Midlands Arts Centre (MAC) is a pioneering arts centre and charity and an Arts Council England National Portfolio Organisation. Set in Cannon Hill Park, two miles south of the city centre, MAC offers a busy programme of theatre, independent cinema, visual arts exhibitions, creative courses, and special events. MAC is a national leader in developing work with children, young people, and families. At the heart of MAC is a focus on sustainability, accessibility, and inclusion. We work extensively to support international and local artists, and develop programmes for and with the local community.

We want to encourage as many people as possible to:

Our Mission is:

By 2028 MAC will be recognised as a national centre of excellence for creative participation and as a destination of choice for exceptional cultural and artistic experiences. We will be known for being at the forefront of community engagement.

Our Vision is:

To promote innovative, creative arts activities in ways which help to establish them as an

Our Values are:

; how we serve our audiences, recruit our staff and engage with artists.

MAC is Belonging: We create experiences where everyone is welcome MAC is Inclusive: We believe the arts is for everyone MAC is Collaborative: We thrive on positive partnerships MAC is Creative: We foster unique creativity MAC is Innovative: We believe in bold ideas and strong artistic voice MAC is Resilient: We continually improve our work

Further details on all our activities can be found later in this report and on our website: www.macbirmingham.co.uk

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2.2. Key Highlights from 2024-25

We brought fresh perspective to art and new ways to engage with artists. Our commitment is to always highlight and promote the voices of those in our communities that are underrepresented and whose ideas and talents are fresh and innovative. Highlights include:

2.2.1. Year of Sustainability

Tatiana Wolska: Leisure as Resistance | 9 March 2 June 2024

Leisure as Resistance marks Tatiana Wolska's first solo exhibition in the UK. Born in 1977, Wolska utilised recycled materials, evoking the resourcefulness ingrained in her during her childhood in communist Poland, where recycling became a necessity due to the scarcity of goods. The exhibition showcased her signature recycled bottle sculptures and several new commissions, including scrap wood sculptures, large-scale drawings, monumental makeshift hut and a mural.

thing to another and then another until you have something completely new. Creation is

this is picked up as a concept and done all over the country. Took a book. I will bring another

Waste Age: What can design do? | 26 October 2024 23 February 2025

This group exhibition focused on a new generation of designers who are rethinking our relationship to everyday things. From fashion to food, electronics to construction, even packaging; finding the lost value in our trash and imagining a future of clean materials and a circular economy could point the way out of the Waste Age. The exhibition tells the story of seum to Divided into three topics, this exhibition explored what lies beyond our current toxic waste infrastructures, exploring the environmental, social, and geopolitical forces at work. The exhibition featured a new sculptural commission inspired by clothes waste markets in Nigeria by Birmingham-based artist Abdulrazaq Awofeso. Waste Age is a touring exhibition by the Design Museum, London. MAC is the only tour venue in the UK.

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Again, it succeeds in its objectives but also the actual design of the display of such beautiful solutions managed to appeal to the senses of the viewer.

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Rubbish Redesigned: Innovative Designers from the Midlands | 28 September 2024 2 March 2025 Rachael Colley, Rhys Ellis, Foresso, Studio Mafa, Danielle Phelps, Molly Ratcliffe

A group exhibition that delved into the rise of imaginative approaches to circular design and waste innovation across the West Midlands. It highlighted the creative uses of common waste materials, such as orange peel and cow manure, addressing the pressing need to reconsider how we utilise and recycle our planet's resources.

Pauline Farrar: Celebrity Robots Family Tour | Summer 2024

With family fun at the heart of our summer, we welcomed Ed Sheeran, Taylor Swift and the Spice Girls to MAC over the summer in the form of beautifully hand-made robots. Designed and produced by disabled artist, Pauline Farrar, twenty celebrity robots were installed across the venue, including Benjamin Zephaniah which we commissioned most popular poet.

Big Green Weekender

We successfully hosted our annual Big Green Weekender with 9,000 visitors attending, ideal for families, featuring nd US ecowarriors Reverend Billy and the Stop Shopping Choir. We carried out evaluations on both days and were able to collect useful data from the public which helped us to gain relevant feedback and demonstrated M

2.2.2. Focus on Disability

Common Ground

A unique, collaborative exhibition that brought together professional artists and students from seven Special Educational Needs (SEN) schools to explore creativity, communication, and play through various expressive mediums. A hugely popular show with a mix of textures, sounds and stories that invited visitors to reimagine what inclusive arts education can be.

Eye Music Trust: Colourscape

Colourscape returned with their fantastical, large-scale outdoor interactive labyrinth of live music and dance performances that featured interlinked chambers filled with intense light and colour. This popular immersive prioritised disabled visitors with an extraordinary experience of radiant colour, sound and movement with specialist artists leading people on a unique journey of the senses.

2.2.3.

Motherhood Season

Inspired by the universal theme of motherhood, we curated a broad public programme showcasing the major exhibition Acts of Creation: On Art and Motherhood in partnership with Hayward Touring.

Acts of Creation: On Art and Motherhood | 22 June 29 September 2024

Felicity Allen, Janine Antoni, Cassie Arnold, Artists Campaign to Repeal the 8th, Bobby Baker, Clare Bottomley, Elina Brotherus, Lea Cetera, Jai Chuhan, Eileen Cooper, Renee Cox, Dorothy Cross, Rineke Dijkstra, Leni Dothan, Catherine Elwes, Tracey Emin, Jessa Fairbrother, Feministo, VALIE EXPORT, Maeve Gilmore, Anna Grevenitis, Ghislaine Howard, The Hackney Flashers, Camille Henrot, Barbara Hepworth, Susan Hiller, Chantal Joffe, Claudette Johnson, Mary Kelly, Liss LaFleur, Tala Madani, Sally Mann, Wangechi Mutu, Ishbel Myerscough, Everlyn

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Nicodemus, Catherine Opie, Fani Parali, Celia Paul, Paula Rego, Su Richardson, Jenny Saville, Monica Sjöö, Annegret Soltau, Tabitha Soren, Heather Spears, Hannah Starkey, Emma Talbot, Barbara Walker, Caroline Walker, Carrie Mae Weems, Nancy Willis, Hermione Wiltshire, Mierle Laderman Ukeles, Christine Voge, Del LaGrace Volcano, Carmen Winant and Billie Zangewa.

Acts of Creation: On Art and Motherhood focused on the joys, heartaches, mess, myths and mishaps of motherhood through over 100 artworks, from the feminist avant-garde to the present day. It successfully explored lived experience of motherhood, offering a complex account that reveals contemporary issues about gender, caregiving and reproductive rights.

Who cares? Exhibition | 6 June 22 September 2024

Balsall Heath CATS, was created to support families with disabled children and young people. MAC Moms group was created as an arts and wellbeing club led by artist Kaye Winwood to create a safe space for the mothers to try new creative ideas and socialise with each other, introducing a series of wellbeing and self-care into their daily routines offering them an essential break from their caregiving responsibilities. The exhibition presented evidence of their creative journey in objects, words and images.

MAC Moms Day Trip to Stratford Upon Avon

As part of their art club, 37 of the mums went on a trip to Stratford Upon Avon, many of the ladies commented that they had not left Birmingham for many years and some had never been away from home without their children. All enjoyed chance be together and visit heritage sites.

The Queer Motherhood Project

MAC commissioned artist Dr to make a new play about queer parenting based on verbatim theatre with people who shared their real life experiences of Motherhood and parenting including those unable or choosing not to be mothers.

Bad Mums Cinema season

MAC Cinema produced films rarely seen digitally or on TV, the titles spanned post-war, comedy and horror to present motherhood in all its complexities the love, the rage, the joy and the never-ending battle against the strictures of the patriarchy. Wonderfully irreverent and witty programming.

2.2.4. Exhibitions

Su Richardson: In Stitches | 8 March 1 June 2025

Su Richardson is a pioneer of British feminist art, renowned for her work with crochet, soft sculpture, assemblages from found objects, colour prints and collage. The exhibition was the largest institutional retrospective of her work to date, and the first solo exhibition in her hometown, showcasing the breadth of her fifty-year career. Focus on soft sculptures that explore themes of motherhood, caring for family members, the maternal body, breastfeeding, loss and illness. A catalogue with new essays was pr

Marcia Michael: The Family Album | 15 March 1 June 2025

A powerful and moving exhibition by Marcia Michael, a multidisciplinary artist of Caribbean descent. Michael reimagined her family album to explore the beauty and depth of Black family connections in British history, challenging stereotypes and celebrating Black love and identity. It was curated by Dominique Nok, who we formally assisted with support from Art Fund.

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PRISM Photography Open 2025 | 15 March 18 May 2025

Thea Brown, Sylwia Ciszewska-Peciak, Trev Clarke, Lisa Dams, Urben Deane, Anupama Gamanagari, Jessica Groves, Sam Lee Hayes, Kate Lagan, Matilda Lodge, Irina Mackie, Rebecca Orleans, Angela Otuka, Pierro Pozella, Emily Sharp, Tegen Kimbley, Carl Williams and Sam Wood.

This group exhibition was selected from an open call attracting 130 submissions from professional and amateur photographers. In partnership with volunteer group - PRISM Photography network, a panel of experts selected artists whose worked pertinently explored themes of belonging through portraits, landscapes, political and personal stories.

2.2.5. Live Arts & Performances

We presented a huge variety of live work at MAC, showcasing the very best of dance, theatre and comedy. Much of it is touring work that we select from national and regional touring companies, with a focus that directly interests Birmingham audiences.

Music

At MAC we are keen to promote global music that originates from a wide breadth of experience and is more familiar to many of our wonderful diverse communities we serve, examples of this include:

Ryland Caravan

The festival now in its second year, offered audiences a fantastic chance to enjoy local indie music in the Outdoor Theatre.

Refugee Week: Congolese Independence Day

A day celebrating the Congolese community through free performance,

-you for taking a leap of faith with us and acknowledging our community and artists living and working here in Birmingham, they have never had anything like this before you cannot know how much it means to them and we hope to work with you to grow

Shared Spaces by Xhosa Cole

We are keen to encourage experimentation at MAC and in August we invited award-winning Birmingham saxophonist Xhosa Cole to explore the possibilities of using the huge white walled expanse of the main gallery as a music studio and to lead audiences on an extraordinary journey through his debut durational artwork with families interacting to his innovative music by being blindfolded, dancing and drawing on the gallery walls.

The Specials with Neville Staple

We enjoyed a great visitor turn out for local favourites The Specials. On occasions such as these we work closely with catering to ensure bar and barbeque sales were excellent and to deliver a superb party vibe that brings communities together to celebrate music and dance.

Benjamin Zephaniah Celebration

In a heart-warming tribute to the late Birmingham poet, activist, and actor Benjamin Zephaniah, a special event was hosted by MAC in close consultation with his wife and family. The celebration, which showcased the power of poetry, music, and art, brought together a diverse array of talent to honour Zephaniah's legacy, with performances by Birmingham Poet

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Laureates Jasmine Gardosi and Casey Bailey, music from Call Me Unique, and energetic Reggaerobics and Calypsocise sessions led by Kelly and Shelley from Leaf Creative Arts CIC. Jermaine Buchanan served as the MC for this vibrant gathering. We were also delighted to welcome Benjamin's wife, Qian Zephaniah, to celebrate with us.

This wonderful event raised over £1,700 for Every Child campaign and was organised to celebrate the life and work of Benjamin Zephaniah and to embody his spirit of activism.

Theatre

Our aim is to programme work that speaks directly to the lived experience of our diverse audiences and shares ideas with neighbours who may be unfamiliar with these stories.

Family work

We are the number one arts venue for family work in Birmingham with live performances drawing in great numbers across different genres and lively entertainment from Mr Bubble and Barbara Nice Comedy shows to specialist work for disabled children.

You Are The Sun by Hurley Burley

Described as the first opera for babies this intimate interactive show was a popular inclusion in our early years programme with sell out shows.

Dance in the Dark by Sonrisa Arts

Showcasing a new piece of interactive dance theatre for young children set in a huge den, with live music and touch and smell sensory engagement. The show explored themes of play, facing our fears and bedtime routines. The design and interactive nature meant capacity was limited and all shows were billed as relaxed and inclusive for families to feel happy to leave and re-enter the space if they needed to with a break-out/chill-out room available if needed.

Christmas show Finding Santa by Little Angel Theatre

Regrettably the show was cut-short due to illness in the cast of performers and therefore it did not achieve its financial target, ending earlier than expected with ticket cancellations. We offered customers tickets for alternative film programmes as a good will gesture.

The Boy on the Roof by Vamos Theatre

Championing Midlands-based Vamos, whose unique brand of mask and physical theatre explored intergenerational friendship through the lens of neighbours with neurodiversity.

New Talent Support

Lyndhurst Memories -

CJ Lloyd Webley, Birmingham theatre-maker, w Commission Award. We received 120 applications from an open call opportunity directed at nonin Erdington, where he grew up. The award provided a £10,000 grant and studio space. It was created in response to the challenges facing the theatre sector and to help strengthen the resources available for local talent.

CJ Lloyd Webley said, "I'm absolutely thrilled to have secured the MAC Theatre Commission for my Lyndhurst Memories project! This opportunity fills me with immense joy and inspiration. The project aims to explore and celebrate the rich history and stories of the formerly known Lyndhurst Estate in Erdington. Through immersive storytelling, VR and creative exploration, we'll

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MAC is committed to providing an annual Theatre Commission for new projects over the next five years, to encourage theatre-makers to find stories in their communities for original work. This is one of the ways we can support theatre-makers to take risks and be experimental.

2.2.6. Cinema

Expanding the Frame (2023-2026)

This was second year in a three-year programme supported by Film Hub Midlands entitled Expanding the Frame, with a strategic mission to significantly improve access to cinema for disabled audiences and often co-created with them. The aim is to offer communities with physical and/or mental conditions and those identifying as D/deaf or neurodivergent to experience film in an inclusive environment.

Touch screen events focused on offering relaxed and accessible screenings for people with complex needs. Following up on the recent generous donation of £10,000 from a long-time MAC cinema patron, we have been able to update our audio description system in the cinema. We have also partnered with a hearing loop company Ampetronic to make our system more effective when it comes to visually impaired audience members.

Partnerships and special guests

We have a strong relationship with the Midlands branch of the Royal Television Society (RTS) and through the year hosted a range of television premieres with numerous well-known names including Ricky Tomlinson, Sue Johnston, Joe Lycett, Don Warrington and Guz Khan. We have hosted events focused on the Midlands filmed ITVX drama Joan and the finale of the long running BBC series Doctors, whilst other special guests across the year for various Q&A screenings have included Tim Key, Alex Horne and Noddy Holder.

NT Live

NT Live benefited from returning to the main theatre (after RAAC), allowing us to do encore screenings with a lot more seats available to sell, beginning with an encore of Nye as well as the return of the record-breaking NT Live title Prima Facie. We also increased the amount of accessible NT Live screenings available, including descriptive subtitles for all new titles and also liaising with NT Live about supplying subtitled trailers.

Festivals

We worked with a number of different festivals across the year, welcoming leading black film festival S.O.U.L. for their first event outside Southbank, as well as SAFAR, presenting a number of titles from the world of Arab cinema, including a film from the 1980s that marked the very first feature made by a Palestinian filmmaker. The screening of Palestinian documentary Bye Bye Tiberias also included audio description and descriptive subtitles, and on-screen captions for the post-screening Q&A an example of how we are always trying to ensure that our events are as accessible as they can be within the budget that we have. Star Nha Ease was the first time that this touring selection of Vietnamese cinema had travelled to Birmingham.

We also continued our long-standing relationship with the Screening Rights Film Festival, Japan Touring Foundation and the Birmingham Indian Film Festival, and exclusive screenings as part of the BFI London Film Festival on tour. The latter giving us free advertising via the large marketing reach and connects us directly with the best cinemas in the UK. very own Square Eyes festival returned in November for the fourth year with audience numbers very strong.

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Family Film

During this year we introduced a new payment option for families with some screenings offering pay-as-you-feel on Saturday mornings to keep our cinema affordable for families. We also continued our very popular Colour Box screenings in partnership with Flatpack, taking place monthly and including drop-in workshops themed to the film screening.

2.2.7. Learning and Participation

Introduction to

Improv, student feedback Spring Term 2025.

Girls That Geek

Our annual event exploring opportunities for women working in art and technology was popular once again. A diverse line up of speakers and exhibitors took part including Birmingham Open Media, BCU Lecturer of Creative Technologies Sophie Hedderwick, mixed media artist Alex Billingham, Allie Litherland, Shaka Tafari, Pamela Aculey and Toni Grehan. 82 students and 22 teachers/parent from schools and home educating families took part.

Reframe

day workshops to Key Stage three students across four schools in Birmingham. Reframe for 2024/25 was fully delivered. One class from four secondary schools took part totalling 120 students. The project delivered five workshops per school plus a visit to the Hayward Gallery, London, for all participants. All students took part in a showcase event at MAC as a celebratory end to the project. The digital zines produced by the project were provided to Southbank for inclusion in an online gallery.

Made at MAC Exhibitions

Working with Metal: Stained Glass and Jewellery Exhibition March-May 2025

The exhibition featured Partnerships were made with Birmingham Assay Office and Birmingham Museums Trust.

Training and Development

With a workforce of 68 Artist Tutors and 20 Life Models the L&P team has a huge opportunity 5 training events in 2024 to improve confidence, relationships and teaching skills of the tutors. Life Models were invited to meet for the very first time for a social/training event. As a result,

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we saw standards around timekeeping, behaviour and communication improve across the whole cohort of colleagues.

2.2.8. Community Programmes

National Refugee Week

success. In addition to the music, we welcomed a number of stallholders from across the city as well as, performers and of course - the community to come and experience an entire day of different cultures and backgrounds, sharing their experiences as refugees and asylum seekers from Restore and Migrant Action.

Attendee

Attendee

Light Up Festival & Lantern Parade in Cannon Hill Park

In partnership with Autin Dance Company we provided eight weeks of lantern making workshops with refuge and newly arrived families. All the participants joined us for a dazzling lantern parade through the park. Around a thousand members of the general public joined us, for the festivities. Overall, the event was a resounding success and flagged the huge appetite for these types of free high-quality participatory and creative community events.

Neighbourhood Forum

We established a new advisory group of local community researchers who were successfully perceptions of MAC. Our aim is that their recommendations inform us strategically about the ways in which we can work more successfully and sensitively to local people, who may not ordinarily visit us and to understand their interests and what would make us a compelling part of their lives.

Iftar Event 2024

It was the second year MAC has hosted the iftar, with one of the events broadcast live on the BBC Midlands Today. We were honoured to host two special Iftar events, sharing food, prayer, and joy with over 200 members of our local community during the Muslim holy month of Ramadan. One Iftar focused on networking and business, whilst the other was for families. call to congregational prayer. MAC teamed up with local business Roti & Curry Bazaar, Alum Rock, for a special Iftar menu served in KILN.

To mark Ramadan, MAC commissioned local artist Haseebah Ali to create a new artwork, a public mural of a pomegranate tree, 'Garden of Paradise'. The pomegranate is seen as a heavenly fruit in Islam, while the tree and its blossoms are connected to MAC's surroundings in Cannon Hill Park. The popular artwork remained in place until June after Eid al-Adha. Haseebah Ali said it was important her work reflected elements of her faith,

should really support the people that come to MAC, they deserve to see artwork that they can

Culture Club

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Culture Club, our monthly art club for over-65s, has been well-attended. The group nurtures skill-based learning often focused on their love of craft-making and music. This programme is a brilliant opportunity to invite younger local artist and musicians to co-create with the group. We are excited to be collaborating with students from Birmingham City University, who have been devising imaginative workshops for Culture Clubbers as part of their course. A number of the students have also started volunteering for MAC.

Bedlam

Bedlam is an arts and mental health programme by MAC, The Rep, Sampad, Red Earth Collective and Birmingham and Solihull Mental Health Foundation Trust. At MAC we ran workshops, which had a significant impact as a safe space for connection and creativity for women who struggle with their mental health. The programme culminated in a creative showcase that featured sharing, performances and workshops.

Generation Q Collective

A partnership project between MAC and queer performance maker Dr Hannah Phillips. This collective of emerging LGBTIQIA+ artists explored their gender and sexuality intersected with other areas of their identity race, ethnicity, class, disability, faith and mental health through

Birmingham Public Health & MAC

In March 2024, we secured a new exciting post, in partnership with B Public Health Team of Public Health Researcher based at MAC whose role it will be to explore the benefits of active, creative participation in arts and culture in reducing modern health take place in 2030 when findings from this post and three other researchers based across the city investigating how culture can be as a key driver to tackle health issues. The role began in May 2024 and is fully funded until March 2026.

2.2.9. MAC Makes Music

We give young people who face barriers the opportunity to make their music on their terms. With a focus on alternative provision, our award-winning programme gives 11-25-year-olds the chance to meet, create music together and express themselves through music technology, song-writing and performance. There are a number of reasons our participants identified as barriers to accessing arts and music (gathered through sign up data) these included experience of economic deprivation, English as an additional language, exclusion from school, at risk of offending, ill health, LGBTQ+, looked after/experience of the care system, mental illhealth, partially sighted, physically disabled, refugee, rurally isolated, sensory impairment, SEN, young carer, young offenders. MAC Makes Music is principally funded by Youth Music.

We delivered some 300 music sessions across the West Midlands:

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2.3. How We Funded Our Activities

, by individual donors and a commercial agreement with Birmingham City Council; by our customers through the tickets they buy; by customers of our café, bar and retail outlet; and by those who hire our facilities for their events.

Of our total income, 62% is raised through our own arts and trading activities.

Looking at each major source of funds in turn:

2.3.1. Fundraising, Trusts, and Foundations

principles: to be legal, open, honest, and respectful. MAC is registered with the Fundraising Regulator and no complaints have been received to date. As well as our established major stakeholders, a diverse range of regional and national funders generously supported projects, exhibitions, and events across the organisation. This year, we continued to nurture meaningful relationships with regional and national trusts and foundations, welcomed new supporters, and developed campaigns to educate and inspire our audiences and visitors. People of all ages and abilities proudly support MAC, and our fundraising promise to audiences and visitors means that we always treat people fairly, never place anyone under undue pressure to give, or

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The practical steps we take, but are not limited to, include:

  1. Making our fundraising materials clear and accessible.

  2. Being alert to the signs that someone is confused or vulnerable and not accepting a donation from someone who lacks capacity to decide to donate.

  3. Avoiding persistent asks or pressuring for a donation if someone is indicating they do not wish to engage.

  4. Ensuring all MAC marketing material contains clear instructions on how a person can be removed from mailing lists.

  5. Considering any additional needs, a person has to enable them to make an informed decision.

  6. Ensuring the relationship between supporters and prospects is safe and fundraising is fair is vital to our charity. Any Safeguarding incidents would be identified and reported

Major Stakeholders

Arts Council England (ACE)

MAC is a National Portfolio Organisation (NPO) within the funding programmes of Arts Council England (ACE). The new agreement started on 1[st] April 2023 until March 2028. Our annual grant is set at £752,748. A 1.61 % increase for 2025-26 was welcomed.

and diverse art, community, and participation programme to thrive. In 2024-25 £800,000 directly supported exhibitions, performances, and workshops across the centre. In 2025-26 MAC will receive an increased grant of £900,000 from the Postcode Culture Trust and we are incredibly grateful to PPL for their continued and transformational support.

Birmingham City Council (BCC)

We do not receive any grant or investment from the culture or arts department of the local authority. We have a formal agreement until 2028 with BCC to share income derived from Cannon Hill car parking fees after the deduction of capital and operating costs.

Trusts & Foundations

Regional and national Trusts and Foundations continue to make a significant impact on

Build It

A transformative grant of £50,000 from The Baring Foundation is enabling the launch of Build It a new creative project connecting Black men at risk of, or experiencing, mental health challenges to meaningful artistic experiences.

Youth Justice

-designed with young people at risk of offending and gang involvement, offers music production workshops.

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Bold Visual Arts

MAC is grateful to the MAC New Work Trust for a generous £30,000 investment in our visual arts programme. We also thank local supporters - MK Rose Charitable Trust, The Saintbury Trust, and The Roughley Trust, for their continued commitment to our exhibitions and public programmes.

Beautiful and Useful Spaces

support from Trusts and Foundations. Sincere thanks to the Roger & Douglas Turner Charitable Trust, The Rowlands Trust, and The Worshipful Company of Ironmongers for investing in the future of our building.

Corporate Gifts

and free for all. In recognition, Eversheds Sutherland is proudly acknowledged across all major solo and group shows throughout the programme.

Individual Giving

support. In 2024/25, MAC raised £45,406, including Gift Aid, through individual donations.

2.3.2. Income from Activities (Ticketing)

We operate a dynamic pricing structure across ticketing with Bronze, Silver and Gold options. Overall, full ticket prices to our live performances and cinema/live event screenings range from £7 to £27 (or up to £30 for highloyal/early bookers, we continue to honour our commitment to making at least 10% of all our tickets available for £10 or less, with additional concessions for under 16s and complimentary tickets for companions/carers. We monitor sales weekly and share information with Trustees.

Last year we introduced a new method of pay-what-you-can for some community-focused events to encourage families in particular to engage with new work. To book online we recommend pay-what-you-can range from £2 through to £8. Any ticket transaction online or in person regardless of the ticket price incurs an admin charge of £1.95 per ticket.

All our exhibitions remain free entry, though we are being more assertive in requesting donations at the point of entry into our exhibition spaces with a recommended ask of £3.

Learning and Participation programme continued to span a broad range of prices, from £30-£300, according to the length and nature of the course. We now operate a popular -Ato make it more convenient for budgeting. As expected, in July 2025, we have had a higher number of reservations making up 66% of overall transactions for termly courses for 2025 (this is an increase from 2024/25 reservations that accounted for 59%).

To open up MAC's programme to as many visitors as possible we have improved the process for booking accessible tickets by introducing a simple way to do this online. We offer free companion tickets.

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2.3.3. Trading Activities

Our trading activities include our onsite catering (the café KILN, express tills and bar), together with our events hire business and retail activities. In 2024-25 contributed around £608,300 to the Charity by means of a management charge and gift aided profit, stronger than originally expected and achieved despite the challenges of the cost-ofliving crisis and inflationary pressures on supply costs.

Building footfall remained consistent with the previous year; however, ticketing income and participation in arts activities increased, indicating a positive shift in engagement. We have also strengthened the integration between our catering, retail, and artistic programmes to better capitalise on growth opportunities.

Events hire continues to be a vital source of earned income, reinforcing the value of our artistic programme and highlighting MAC as an attractive venue. Looking ahead, we will continue to develop opportunities across site, focusing on both creative and commercial outcomes.

A key development during the year was a restructure that expanded capacity and sharpened operational focus, positioning us to drive business growth more effectively. Additionally, Managers and the Board collaborated to produce a robust three-year business plan, offering a structured and sustainable framework to guide our progress.

2.4. How We Spent Our Money

The largest block of expenditure (52%) is on arts activities. 50% of this expenditure is salary costs. There is information about how these resources are spent on areas such as Learning and Participation, Community Programmes and MAC Makes Music in the sections earlier in the report. 29% of the expenditure is attributable to Trading activities, 48% of this is salary costs (see Trading Activities note).

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2.5. The Impact We Have Had

2.5.1. Achievement of Public Benefit

Annual Report, as part of a requirement given particular emphasis by the Charities Act 2011 to clearly demonstrate that the Objects of the Charity are for the public benefit. In this context, the Trustees accept that being a registered charity is a privilege, not a right. In setting out in this Annual Report how the Charity currently meets this requirement and is reflected in its future plans, the Trustees assert that the Charity is compliant with the requirements of the Charities Act 2011; having due regard for the public benefit guidance published by the Charity Commission.

-reaching. Our services ensure the public have a positive relationship to art and artists and that there is a robust participation model in place that encourages collaboration and skill-based learning throughout our work. Moreover, we support artists through training and paid employment to participate with communities in a way that feels relevant to their everyday lives.

In reviewing its objectives and planning its activities, Trustees have considered the Charity Trustees, Executive and Managers have continued to hold its business plan under review, honing future plans in the light of operational experience, future public investment prospects and the strategic context for its future activities.

In setting the level of fees, charges, tickets prices and concessions, the Board gives very careful consideration to the accessibility of MAC for those on lower incomes and those with specialist needs and consults with a range of Birmingham residents, visitors and customers as to the affordability of its services. Ticket policies are available on the website and reviewed annually. We dynamically price tickets to ensure affordability and our average ticket price in 2024-25 was £10, far below the average prices in Birmingham venues.

activities and provides a base for substantial outreach activities through touring and community engagement, especially in communities with little access to arts participation. These activities are designed to meet the interests of all, and embrace specific strands for children, young people, families and people with disabilities.

MAC continues to welcome an explicit reporting of public benefit and how it is aligned with the Objects of the Charity and gives expression to the accomplishment of public benefit throughout this Annual Report and especially when reporting below on its performance against objectives and other achievements.

MAC identifies the most significant benefits to the public that arise from its objects are to:

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2.5.2. Communications & Digital Engagement

We continue to experience high levels of engagement with MAC through our social media and other communications channels while consistently monitoring the external environment to evolve our delivery and practices in line with emerging trends, themes and audience behaviours. Highlights included:

PR: We had 990 articles/items of press coverage with an advertising value equivalent of £6.5 million and a PR value £16.2 million. AVE is supplied by our media monitoring service, an independent company. PR value is calculated as standard practice as being x2.5 of AVE.

E-Newsletters: We produced 175 e-newsletters covering performances, cinema, exhibitions, family and special event highlights, which resulted in £53k+ of direct sales on our website. We have sent a total of 504,281 emails (resulting in 385,795 opens), with a unique open rate of 46.35%. We introduced our first Spektrix/DotDigital program for unused credit reminders which has had a ROI of 550,00%, generating £2.2k+ direct revenue.

We introduced dynamic content on our emails, meaning we could tailor donation and sales messaging to customers, depending on their past booking and donation behaviour, strengthening our relationships with our audiences.

Social Media

We have achieved over 5.7 million impressions across our social media platforms:

Website

During 2024live, we have had 136 users self-tag their accounts to access this new feature. The marketing and comms team has further activity planned this year to promote Accessible Bookings online to current and new audiences.

In 2025 we moved to Spektrix payments which enabled our website customers online and at MAC to pay using Apple and Google pay.

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2.5.3. Environmental Impact

Rooted in our local economy and communities, we are committed to ensuring our work has a minimal impact on the environment and actively promotes sustainable ways of working. Green Champions group our staff volunteers who meet regularly to discuss how to make MAC more sustainable. Throughout the year our Green Champions delivered against our Environmental Policy and Action Plan achieving the following key highlights:

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2.6. Our Plans for Next Year 2025-26

The key priorities for MAC in 2025-26 include:

-year business plan,

Inspiring Growth 2025 28 . We have set ourselves ambitious income targets against commercial and fundraising, necessary to meet our needs. Progress will be closely monitored by Trustees and senior management through clear reporting against KPIs. This year we are sharpening our communications with audiences to make sure MAC remains irresistible and that our services are popular, easy to access and diverse in their range.

We start the summer with a lively programme for our Sari Season, a vibrant celebration inspired by the prestigious international exhibition from the Design Museum, London: The Offbeat Sari . This showcase of contemporary Indian fashion is free to all visitors. Much of the activities including workshops, talks, music events, and performances has already sold out ahead of the exhibition launch. Our partners, including CBSO, SAMPAD, and the Indian Film Festival, play a key role in delivering this wide-ranging programme. Together, we reinforce arts whilst championing women's voices in South Asian culture. The autumn and winter seasons are confirmed, with ticket sales to date on target.

A major aim is to develop our infrastructure (capital and technical) so it is fit for purpose and offers us the proficiency of meeting our ambitions both artistically and commercially. Our net zero ambitions and ongoing commitment to sustainable practice are central to our long-term planning, this feeds into our commitment to upgrading our technology and infrastructure to support the growth required to meet our strategic goals. To lead this work, we have established a dedicated Digital Transformation Team, which will oversee progress and report directly to the Board.

Capital plans are also underway to refurbish our retail spaces, enhancing visibility, expanding stock, and creating improved opportunities for artist sales. In addition, we are developing proposals for essential renovations to the Art Terrace aimed at resolving drainage issues, improving accessibility, and introducing a new commercial offer.

Workforce development remains a key focus. We have seen positive outcomes from the introduction of Wellbeing Champions, regular staff training days, and organisation-wide Town Hall events. Looking ahead, a comprehensive grading and salary review will be a major area of work in the coming year, reinforcing our commitment to fair and supportive employment practices.

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2.7. Our People and Organisation

objectives. We employ a diverse range of people across the organisation to help us successfully deliver all aspects of our work, and to ensure that we meet the needs and interests of the communities that we serve.

2.7.1. Equality, Diversity and Inclusion

MAC is an equal opportunity employer and actively supports human rights and all equality legislation. At the heart of our approach is a commitment to valuing diversity, treating people with dignity and respect, eliminating discrimination and promoting social cohesion through our organisation and artistic programme. We respect and value people's differences in order to help everyone achieve more at work as well as in their personal lives so that they feel proud of the part they play in our success. The following key statistics show the make-up of our workforce as of 31 March 2025:

----- Start of picture text -----
Gender Identity Disability
Non-Disabled
Disabled/Long-Term Health Condition
Male Female Non-Binary Prefer not to say
----- End of picture text -----

----- Start of picture text -----
Any Other Asian
Any Other Mixed
Background Ethnicity
Background
2%
3%
People of East Asian,
South Asian or South
East Asian Heritage
7%
People of Dual or Mixed
Heritage
3%
People of African or
Caribbean Heritage
Any Other White
Background
7%
Any Other Black
Background White British/White Irish
2% 69%
----- End of picture text -----

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Wellbeing has been a key focus of our work in 2024-25, by understanding and overcoming factors that influence health and wellbeing of our team we can bring about a range of benefits for both individuals and the wider organisation. We have recruited and trained 4 Wellbeing Champions from across our teams to help us achieve our goals set out in a Wellbeing Strategy for the organisation:

recruit, support and retain our disabled workforce. We have undertaken significant employee and stakeholder consultation and produced a clear action plan which has enabled us to increase representation of disabled people in our workforce. The project will culminate in 2025-26 with a set of principles that will continue to guide our future action in supporting our disabled team members as well as our wider organisation.

2.7.2. Remuneration Policy

The Board of Trustees has overall responsibility for MAC's pay policy and for the salaries of executive directors. The HR Committee oversee the annual inflationary pay review process within the budget agreed by the Board. Our policy is to pay rates which are competitive - recognising the difference between charitable and trading activity, we compare the salaries we offer against charitable and commercial sectors as appropriate and undertake regular benchmarking exercises.

2.7.3. Safeguarding

At MAC safeguarding does not just apply to those we support through our activities, but to our staff and volunteers as well and this is reflected in the range of safeguarding issues that we provide support with. Our safeguarding policy is owned and agreed by our Board of work internally and seek continuous development of our safeguarding approaches.

2.7.4. The Future

In 2025-26 will undertake a review of our pay structure with support from specialist consultants. Pay is important, and it is one of the largest costs for MAC. The review will help to ensure that our roles are correctly aligned in the structure with regards to the skills and knowledge required for them, that we have a clear understanding of the market rate for each of our roles and a robust system for evaluating roles to ensure comparison like for like across MAC. This work will help us to remain competitive as an employer and ensure that we are adequately and equitably remunerating our employees for their work.

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2.8. Financial Review

FY25 was financially challenging resulting in a deficit for the year of £451,272 (2024 surplus of £53,968). Whilst we planned that spend on restricted funded arts activity would exceed related grants, donations and other income by just under £100,000 (reflecting investment in our excellent arts programme) we did not expect to incur a deficit on unrestricted funds. the adjacent car park had been significantly overstated in a previous year and would, therefore, be clawed back. Provision has also been made for an historic VAT liability, identified at the year-end through a review instigated by management. We are currently seeking greater clarity as to future car park income levels and have improved procedures and strengthened controls over accounting for VAT.

2.8.1. Investment Policy

In formulating an investment policy, MAC has historically recognised that whilst it may have surplus funds to invest, these are likely to be called upon in the short to medium term. The policy has to date been to hold investments in liquid funds, so they are available to meet predicted cash-flow needs. In selecting suitable cash deposits, the policy is to maximise the return and maintain low transaction costs, whilst ensuring high levels of capital security by minimising credit risk and minimising interest rate risk.

Deposits and interest rates are reviewed regularly by the Finance and Governance SubCommittee. The MAC utilises Flagstone cash management platform and, to date, £1.4m has been invested in a variety of short to medium term investments. The Finance and Governance Committee approves investment choices, with criteria that no investments are made for longer than 12 months, and the banks/investment choices are set as bbb+ rating or above, and no more than £200k is to be invested in each fund.

A mix of instant to 12-month investments were chosen, across 8 investments, with circa £11k accrued in interest at the year-end which will materialise when the investments mature.

2.8.2. Reserves Policy

The reserves of the charity are divided into restricted funds and unrestricted funds in accordance with charity legislation.

The restricted fund represents money given to MAC for specific capital and project work within the overall aims of the organisation. The funds are analysed between capital and projects, as set out in notes 15 and 16 to the accounts. Grants and donations received for capital purposes are accounted for as restricted funds and depreciation of the underlying fixed assets is charged to these funds over their lifetime. Project funds will usually be spent in full within 5 years. The balance on the long-term capital funds represents funds received from donors towards the MAC/Sampad Building Project and for the purchase of fixed assets, less the depreciation charged on an annual basis. Over time these reserves will reduce to zero as the assets are fully depreciated.

The balance on restricted funds as of 31 March 2025 of £3,603,043 includes a balance of £1,852,472 in respect of the capital redevelopment project and other capital projects and £1,195,250 of grants and donations received in respect of specific arts projects. These grants

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and donations include sums from a range of supporters towards future commissions, productions, co-range artistic programme.

The MAC sustainability fund now holds £555,321 at year end for the purpose of ensuring the long-term continuation of the charity. This fund is earmarked to support MAC going forwards

Unrestricted Funds

The unrestricted reserves figure of £713,484 has been reviewed by the Trustees. They have determined, on the basis of detailed budget and financial planning through to the end of the financial year that this level is adequate to maintain financial stability.

in unrestricted reserves. This recognises that significant risks remain around cost of goods and services rising and the economic environment. £300k has been designated from the above balance for this reserve.

2.8.3. Going Concern

The Board of Trustees are required to consider whether Midlands Arts Centre has sufficient current and forecast cash resources to cover the working capital requirements of the company for at least 12 months from the date of signing this report and financial statements. The Trustees have considered the effect external pressures such as the cost-of-living crisis, salaries and inflation. Having assessed how these factors impact the going concern position, they believe the charity will continue to operate for a period of at least 12 months from the date of signing these accounts.

In coming to this opinion, they have considered:

All these factors allow the Trustees to be satisfied that the charitable company remains a going concern, and as such, the financial statements have been prepared on a going concern basis.

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2.9. Managing Our Risks

We are committed to sustaining a confident and skilled organisation and providing the best possible creative environment in which to develop our work at MAC. We regularly monitor risks to enable the successful delivery of our artistic programme and use a range of selfassessment tools, external evaluation and peer review to help us ensure our work reaches our own high standards, supporting excellence whilst ensuring the widest possible participation and engagement.

MAC's Trustees have overall responsibility for the management of risk within the organisation and regularly assess the risks to which we may be exposed. A risk register identifies those risks and assigns specific actions and responsibilities for mitigating them. The risk management process is ongoing and is regularly updated by the senior management team and reviewed by Trustees. The Trustees maintain a watchful eye on financial, reputational and operational risks, efficiency, streamlining operations, processes and practices, to achieve the best and fairest use of our financial and human resources.

The internal systems are designed to meet MAC's particular needs and the risks to which we are exposed, to manage those risks and to provide reasonable assurance that mitigation plans are realistic and likely to be effective going forward. The Finance & Governance SubCommittee advises Trustees on budgetary controls, recommends steps to ensure financial viability of the organisation, monitoring the receipt of income for both revenue and capital expenditure.

The following are currently deemed the top risks for the organisation:

Risk Mitigation and Actions
FINANCIAL
increases to wages, causing erosion of
differentials and reducing ability to offer
competitive salaries across the payscale.
Additional increases in employer national
insurance contributions increasingon-costs.		 Salaries under regular review by HR Sub Committee
and built into budget planning processes approved
by the Board. Pay review commissioned in 2025-26
to address pressures on salary budget and provide
sustainable method of evaluating salaries for the
future,includingmarket rate reporting.
Ongoing impact of the cost of living crisis
despite stabilisation of inflation
risking
customer confidence and ability to spend.
Reduction in our ability to increase prices and
grow business across Charityand Trading.		 Remain vigilant to changes in market, maintain
strong cost control on produce with good
relationships with suppliers. Regular financial
monitoring to understand audience spend and
audience surveystrategyinplace.
Inability to meet fundraising target for RAAC
replacement in roof. Risk of roof failing over
time if work does not take place and loss of
income against budget as a result of roof failure
due to displacement/cancellation of planned
programme.		 Mitigation works are in place and inspected
regularly by specialist structural engineers to
ensure remains fit for purpose. We can reschedule
programmed events to alternative spaces if
required and renegotiate contracts to reflect any
new capacities.

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3. Governance, Reference and Administrative Information

Midlands Arts Centre is a registered charity constituted as a company limited by guarantee (registered charity number 528979 and registered company number 00718349).

MAC is governed by a Memorandum and Articles of Association which sets out its charitable object: the promotion of, education in, and appreciation of, the arts.

many people as possible to:

3.1. Governance Priorities

During 2024-25 we focused on the following areas:

3.2. Board of Trustees

Our Board of Trustees, who are also Directors of the Charity for the purposes of the Companies Act, have overall responsibility for the strategy, management, and control of MAC. They are non-executive and unpaid. Our Chief Executive, working with the Executive Team, is -to-day operations. The Board seeks to support the Executive in a culture of mutual confidence and trust.

As of 31 March 2025, the Board was made up of 13 Trustees.

Our Articles allow for between 4 and 15 Trustees. In addition, Birmingham City Council (BCC) may appoint up to 3 members of the Board. Nominees appointed by BCC are subject to their appointment process and the guidelines on appointments to public office as they apply to Local Government nominees.

The Chair and Vice-Chair(s) are elected by the Board from among their number.

All Trustees are required to demonstrate that they meet the skills needed, which are set out in the role profile. Appointments are led by the Nominations Committee which makes recommendations to the Board of Trustees. When recruiting, we consider the diverse skills and experience needed to govern MAC in the long term, ensuring that the Board is fit for purpose and brings a diversity of different interests and experience.

Appointed Trustees are recruited following external advertisement and their skills and competencies are assessed against the role profile. They serve for an initial term of three

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years and, subject to review and the approval of the Board of Trustees, may serve for two further periods of three years.

Two new Trustees were appointed during 2024-25.

All new Trustees are given an induction programme which is tailored to their needs. It will always include meetings with the Chair, Vice-Chair and Chief Executive; review of current business plans, budgets and recent financial performance; and practical information on existing Trustee who can support them in their early stages of development. Individual Trustees have regular appraisals with the Chair of the Board; this enables any training and development needs to be identified and addressed.

The Board of Trustees holds an away day at least once a year which provides further opportunities for Trustee development.

and budgets and are regularly kept updated on progress against these.

ndemnity insurance is in place.

3.3. Charity Governance Code

MAC supports the principles of the Charity Governance Code and we continue to review our our governance arrangements. organisation s approach to compliance against each area of the Code and is regularly reviewed by the Board and there are no current areas of concern. A rolling programme of selfassessment, training and development are in place to consistently refresh knowledge of compliance with the Code across the Board.

The Chair leads on the governance review action plan that outlines the Board development and priorities for the forthcoming period. The Chair is supported by the Chairs of the SubCommittees and deputy Chair of the Board of Trustees.

3.4. Board Committees

The MAC Board has established three standing Committees to consider issues in greater depth and to advise the Board. All Committees are accountable to, and report to the Board.

Finance & Governance Sub-Committee Members: 4 Trustees plus Chair ex officio Role: To oversee strategic direction of finances and associated activities and to cover issues associated with governance. Any significant delegated decision making is referred to the full Board.

Meetings are held in advance of each Charity Board meeting and attended by CEO, Head of Finance and Director of Governance and HR.

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During 2024-25, it particularly focussed on:

HR Committee

Members: 3 Trustees plus Chair ex officio Role: To discuss personnel matters where Trustee level decision is required and input into policies relating to personnel.

Meetings are held when required and attended by the Chief Executive and Director of Governance & HR.

During 2024-25, it particularly focussed on:

Nominations Committee

Members: Chairs of Boards, deputy chairs and sub-committee chairs. Role: To oversee Board membership including recruitment, induction, and allocation of additional roles on the Board.

Meetings are held when required and attended by the Chief Executive and Director of Governance & HR.

During 2024-25, it particularly focussed on:

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3.5. MAC Trading, our subsidiary company

ned subsidiary, Midlands Arts Centre Trading Limited was established to provide catering services, event sales, venue hires and retail activities and operates from the site of its parent company, Midlands Arts Centre.

Directors Mike Williams (Chair) Martin Leppard Kam Bains (resigned 24 September 2024) Company Registration Number 03261120 Registered Office Cannon Hill Park Birmingham B12 9QH

3.6. Trustees and Professional Advisers

The following table illustrates the individuals who have served on the Board of Trustees during 2024-25 and key movements in 2025-26 to the date of this report.

----- Start of picture text -----
Trustee Changes Committee and Other Responsibilities
Cllr Matt Bennett Birmingham City Council representative
Gurdip Bhangoo Safeguarding Lead
Selina Brown
Letha Charles Leave of absence from Chair F&G
30 Jan 25
Stephanie Dale Environmental Lead
Owen Dutton Vice Chair
Linda Jones Chair HR Committee
Michael Jones Appointed 27 Mar 25 F&G Committee
Cllr Mary Locke Birmingham City Council representative
Haseena Lockhat EDI Lead, HR Committee member
Mary Martin Resigned 30 Sep 24 Chair
Neil McGowan F&G Committee member
Ros Robins Elected Chair 30 Sep 24 Chair
Arfa Ruhee Appointed 27 March 25
Michael (Mike) Williams Acting Chair F&G from Chair Trading, Acting Chair F&G
30 Jan 25
Michelle Williams HR Committee member
----- End of picture text -----

Letha Charles, Linda Jones and Mike Williams will retire by rotation and, being eligible will offer themselves for re-election at the forthcoming AGM.

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3.6.1. Senior Management Team

Deborah Kermode Chief Executive and Artistic Director Nicola Rowe Deputy CEO & Director of Commercial & Operations Barbara Clements Head of Finance Sally Ann Pennington Director of Development Holly Mulhern Director of Governance and HR & Company Secretary

3.6.2. Registered Office

Charity Name: Midlands Arts Centre Charity Registration Number: 528979 Company Registration Number: 00718349 Registered and Principal Office Cannon Hill Park, Birmingham B12 9QH

3.6.3. Professional Advisers

Bankers

HSBC Plc 130 New Street Birmingham B2 4JU

Auditors Forvis Mazars LLP 2 Chamberlain Square Birmingham B3 3AX

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3.7.

The directors (who are also Trustees of Midlands Arts Centre for the purpose of Charity Law) are responsible for preparing the Annual Report, including the Strategic Report, and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the directors to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and 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 these financial statements, the directors are required to:

The directors are responsible for keeping adequate and proper accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and the group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In so far as the directors are aware:

The directors are responsible for the maintenance and integrity of the corporate and financial governing the preparation and dissemination of the financial statements may differ from legislation in other jurisdictions.

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3.8. Disclosure of Information to Auditors As far as we are aware.. There is no relevant audit information of which the charitable company's auditor is unaware- and We have taken all steps that we ought to have taken to make ourselves aware of any relevant audit information and to establish that the auditor is aware of that information. By Order of the Board Iq R Robins Chair H Mulhern Secretaiy 30 September 2025 37

4. Statements to the Members of Midlands Arts Centre

Opinion

We

Statement of Financial Activities, the Consolidated and Company Balance Sheets, the Consolidated Cash Flow Statement 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 Accounting Practice).

In our opinion, the financial statements:

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 We are independent of the charity in accordance with the ethical requirements that are and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on r 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

trustees are responsible for the other information contained within the annual report. Our

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opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

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

Matters on which we are required to report by exception

In light of the knowledge and understanding of the group and the parent charity and its environment obtained in the course of the audit, we have not identified material 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

36, the trustees (who are also directors of the charity 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.

matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charity or to cease operations, or have no realistic alternative but to do so.

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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 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 the financial statements.

The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud.

Based on our understanding of the charity and its sector, we considered that non-compliance with the following laws and regulations might have a material effect on the financial statements: employment regulation, health and safety regulation, anti-money laundering regulation.

To help us identify instances of non-compliance with these laws and regulations, and in identifying and assessing the risks of material misstatement in respect to non-compliance, our procedures included, but were not limited to:

We also considered those laws and regulations that have a direct effect on the preparation of the financial statements, such as tax legislation, pension legislation, Charities Act 2011 and the Companies Act 2006.

fraudulent manipulation of the financial statements, including the risk of management override of controls, and determined that the principal risks related to posting manual journal entries to manipulate financial performance, management bias through judgements and assumptions in significant accounting estimates,, income recognition (which we pinpointed to the cut-off assertion), and significant one-off or unusual transactions.

Our audit procedures in relation to fraud included but were not limited to:

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There are inherent limitations in the audit procedures described above and the primary responsibility for the prevention and detection of irregularities including fraud rests with management. As with any audit, there remained a risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations or the override of internal controls.

A further description of our responsibilities for the audit of the financial statements is located www.frc.org.uk/auditorsresponsibilities. This

Use of the audit report

of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might report and for no other purpose. To the fullest extent permitted by law, we do not accept or for our audit work, for this report, or for the opinions we have formed.

David Hoose (Oct 24, 2025 07:28:04 GMT+1)

David Hoose (Senior Statutory Auditor)

for and on behalf of Forvis Mazars LLP Chartered Accountants and Statutory Auditor First Floor 2 Chamberlain Square Birmingham B3 3AX

Date: 24/10/2025

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5. Financial Statements

5.1. Consolidated Statement of Financial Activities

Midlands Arts Centre

(including consolidated Income and Expenditure Account) for the year ended 31 March 2025

All activities of the Group are continuing and there is no difference between the reported result for the year stated above and that on a historical cost basis.

The Group has no recognised gains and losses other than those included in the Consolidated Statement of Financial Activities.

The notes on pages 45 to 64 form part of these financial statements.

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5.2. Consolidated and Company Balance Sheets Midlands Arts Centre Company Number 00718349 as al 31 March 2025 ConsolSdated Company Not08 2025 2024 2025 2024 FIXED ASS￿5 Tangible fixed assets 9a 2.256.371 40,855 1329.072 50,943 1256,371 40,855 1329,072 50,943 Invesimeni in subsidiary undertaking 10 ioo . 1297.326 ioo Tilal Flxed As8et8 2,297.226 2380.016 CURRENT ASSErs Stocks Debtors Cash at bank and in harKI'. unrestricted restri¢ted- projects resiiicted- MAC Susiainability Fund Total Current Assets 72.101 451.572 68,219 858,634 32,596 819.249 12 467,843 630.194 1.195.250 555321 I￿4.438 J7.670 1.291983 55&321 3,081827 494.326 1,195.250 555.321 2,711740 224.134 1,292.983 555.321 2,924,283 LIABILITIES Creditors falling due within one year 13 188&137) 1695.0441 1693,5391 1536,6001 CURRENT ASSErs TOTAL ASSEfs LESS CURRENT LIARII ITIFq 1019.301 2.387.783 2.019.201 1387.683 a.?1fi4?7 47fi7 7QQ 421hS?7 47&779Q N￿A$s￿s 4.316.527 4.767.799 4.316.527 4,767.799 Rewe8ented by: RESTrICTED FUNDS Bullding Projects AC Sustainability Fwd Othei 15 15 15 1,851473 555.321 1.195.250 1,869,407 555,321 1.291983 1,852,4n 555321 1.195.29) 1,869,401 555.321 1,291983 UNRESTRICTED FUNDS General Funds Designated FLtrMJs 413,483 300,000 750.094 300.000 413.483 300.000 750,094 300,000 4316,527 4,767,799 4,316,527 4767,799 The notes on pages 45 to 64 form part of these financial statements. The financial statements were approved by the Board of Directors on 30 September 2025 and signed on ils behalf by: R Robins- 43

5.3. Consolidated Cashflow Statements

Midlands Arts Centre

for the year ended 31 March 2025

The notes on pages 45 to 64 form part of these financial statements.

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5.4. Notes to the Financial Statements

Midlands Arts Centre for the year ended 31 March 2025

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1. Accounting Policies

The principal accounting policies adopted, judgement and key sources of estimation uncertainty in the preparation of the financial statements are as follows:

a Basis of preparation

Midlands Arts Centre is a charitable company limited by guarantee and incorporated in England and Wales under company number 00718349. It is also registered with the Charity Commission for England and Wales under registration number 528979. The registered office is Cannon Hill Park, Birmingham, B12 9QH.

Midlands Arts Centre meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note(s).

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.

b Basis of Consolidation

The consolidated financial statements consolidate the results of the parent company and of the subsidiary on a line-by-line basis. A separate Statement of Financial Activities and income and expenditure account for the charitable company itself are not presented because advantage has been taken of the exemptions afforded by section 408 of the Companies Act 2006.

c

Income

Income from arts activities is included in incoming resources in the period in which the relevant activity takes place. Income is deferred when admission fees are received in advance of the performances or events to which they relate.

Income from donations and grants, including capital grants, is included in incoming resources when these are receivable, except as follows:

When donors specify that donations and grants, including capital grants, are for particular restricted purposes, which do not amount to pre-conditions regarding entitlement, this income is included in incoming resources of restricted funds when receivable.

Income from commercial trading operations is recognised as earned.

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Investment income is included in the financial statements as and when receivable and the amounts shown include taxation recoverable thereon, where applicable.

d Fund accounting

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

Restricted funds are donations which the donor has specified are to be solely used undertaken by the Charity.

e

Donated services

Where services are provided to the charity as a donation that would normally be purchased from suppliers, this contribution is included as an estimate based on the value of the contribution to the charity.

f

Expenditure and irrecoverable VAT

Expenditure is included in the Consolidated Statement of Financial Activities on an accruals basis, inclusive of any VAT which cannot be recovered.

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings:

Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

All costs are allocated between the expenditure categories of the Consolidated Statement of Financial Activities on a basis designed to reflect the use of the resource. Costs relating to a particular activity comprise both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them.

g

Fixed Assets, Depreciation, and impairment

All assets that are considered to have a useful economic life (UEL) are capitalised and held as tangible fixed assets. All tangible fixed assets are held at cost less accumulated depreciation with the exception of leasehold land and buildings which are held at the value of the lease premium as determined at 31 March 2022.

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Depreciation is provided at rates calculated to write off the costs of the asset, less its estimated residual value, over its UEL as follows:

Buildings

The new lease arrangements with Birmingham City Council were agreed in March 2022 and finalised in April 2022. The lease is for 99 years and the intention is to write off the lease premium over the period of the lease.

Depreciation is being provided on short-term leasehold improvements and fixtures, fittings and equipment other than computers in equal annual instalments over their estimated working life of between 3 to 25 years.

Computers

Depreciation on computers is being provided in equal instalments over an estimated working life of between 3 to 5 years.

Impairment

All long-lived assets are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount of the asset may not be recoverable. In such circumstances the charitable group estimates the future cash flows expected to result from the use of the asset and its disposal and where those are less than the carrying amount an impairment loss is recognised.

h

Intangible Assets and amortisation

Intangible assets are capitalised and recognised when future economic benefits are probable and the asset can be measured reliably.

Amortisation is provided on intangible assets at rates calculated to write off the cost of each asset on a straight-line basis over its expected useful life. The MAC amortises the costs of the website over the expected useful life of 7 years.

Intangible assets are initially recognised at cost. After recognition, under the cost model, intangible assets are measured at cost less any accumulated amortisation and any accumulated impairment losses.

i Capital grants

Grants and donations received for capital purposes are accounted for as restricted funds and depreciation of the underlying fixed assets is charged to these funds.

j Stock

Stock is valued at the lower of cost and estimated realisable value.

k Lease rentals

Rentals on operating leases are recognised in the Statement of Financial Activities on a straight-line basis as incurred.

l

Pre-production costs

Any costs which are not able to be recycled or resold are written off and are not carried forward to match against production income.

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m Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

n

Creditors

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

o Pension costs

To meet the requirements of auto-enrolment of staff into a pension scheme, the company offers the NEST pension scheme.

p Going concern

The Board of Trustees are required to consider whether Midlands Arts Centre has sufficient current and forecast cash resources to cover the working capital requirements of the company for at least 12 months from the date of signing this report and financial statements. The Trustees have considered the effect external pressures such as the cost-of-living crisis, salaries and inflation. Having assessed how these factors impact the going concern position, they believe the charity will continue to operate for a period of at least 12 months from the date of signing these accounts.

In coming to this opinion, they have considered:

All these factors allow the Trustees to be satisfied that the charitable company remains a going concern, and as such, the financial statements have been prepared on a going concern basis.

q Financial Instruments

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MAC only holds basic financial instruments as defined in FRS102. The financial assets and financial liabilities of the Trust and their measurement bases are as follows:

Financial assets trade and other debtors are basic financial instruments and are debt instruments measured at amortised cost as detailed in note 12. Prepayments are not financial instruments.

impairment.

Cash at bank is classified as a basic financial instrument and is measured at face value.

Financial liabilities trade creditors, accruals and other creditors are financial instruments, and are measured at amortised cost as detailed in note 13. Taxation and social security are not included in the financial instruments disclosure definition. Deferred income is not deemed to be a financial liability, as the cash settlement has already taken place and there is an obligation to deliver services rather than cash or another financial instrument.

r

Critical estimates and significant judgements

The Trustees consider that there are no significant areas of judgement or key assumptions that affect items in the financial statements other than those included within the accounting policies described above.

s

Redundancy Policy

a statutory redundancy payment. The amount of a statutory redundancy payment is calculated according to a formula based on the employee's age, length of service and week's pay.

t

Cash and cash equivalents

Cash is represented by cash in hand. Cash equivalents represent deposits with financial institutions repayable at maturity. These are liquid investments that mature no more than 12 months from the year-end and with an insignificant risk of change in value.

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Income from grants and donations 2025 2024 (a) Grants, Donatlons and other Income - unrestrlcted Pinsent Masons pro-bono fees Fundraising and gift aid donations 2,600 141,600 144,200 3,807 35,912 39,719 (b) Investment Income Unrestricted Restricted 47,601 29,074 47,601 29,074 51

Income from Charitable Activities lal Grants, Donations and other in¢ome- unrestricted 2025 2024 Arts Councll England Other In¢ome 752,748 85.373 838,121 752,748 307.828 1,060,576 Ibl Grants. Donation8 and other income- restricted General Projects 2025 2024 Arts Council England- Exceptional Grant 8irmingharn City Council 96.377 67,262 163,639 General Projects- other 2025 2024 Arts Council England N8tion81 Foundation foryoulh Musi¢/Million Hours Roughley Tiust Radeliffe Trust FeeneyTrust People's Posteode Lottery Nottingham Media Fidelitylsatnpad {Corntnunttyl National Colleciion Fund Southbank Centr& Cukure Ceniie Birmingham University- R&D Theatres Trust MK Rose Barings Foundation New Work trust Saintbury Eversheds TurnerTrust Grant The Rowlands Trust Cinetna Funding Other Projects 93.751 5,000 54.375 5,500 3,000 6,500 750,000 13.624 133,150 32,535 11,583 19,500 5.000 17,362 825,000 19.084 27,740 12,500 5,000 25,000 30,000 4,000 7,500 3,000 3.500 10,000 11,713 1,082,788 8,518 1,060,647 52

4. Income from Arts Activities

All income generated from Arts Activities for the 2025 and 2024 year relates to unrestricted funds.

5. Income from Trading Operations

The charitable company owns 100% of the share capital of Midland Arts Centre Trading Limited which provides catering services, event sales, venue hires and retail activities. The trading results and net asset position of the company for the year ended 31 March 2025 are as follows.

During the year, Midlands Arts Centre Trading Limited made sales of £32,057 (2024: £18,636) to the parent charity.

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7. Charitable Expenditure

8. Staff Costs

The aggregate staff costs of the charitable group were:

Redundancy and termination payments amounting to £6,500 (2024: £8,520) were paid during the year.

Holiday pay of £6,930 (2024: £15,000) is included in provisions.

The company has also established a defined contributed scheme with NEST.

Higher Paid Staff

No other employees were paid remuneration of more than £60,000 in current or previous year.

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One trustee received remuneration or reimbursed expenses during the year £101. (2024: £Nil)

The total amount of employee benefits received by key management personnel is £342,601 (2023: £327,888). Key management personnel are set out on page 35 of this report.

Average number of employees

The average number of employees in the year was as follows:

9a. Tangible Fixed Assets

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9b. Intangible Assets

10. Investment in Subsidiary Undertaking

The company owns 100% of the issued share capital of Midlands Arts Centre Trading Limited, a company registered in England and Wales, and whose principal activity is the provision of catering services, event sales and hire. The results and financial position of the subsidiary undertaking are set out in note 5.

11. Stock

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12. Debtors

13. Creditors

Deferred Income has arisen where events and courses are sold ahead of the actual date of the event. This is deferred in the accounts balance sheet to be released in the correct accounting period.

14. Operating Lease Commitments

The total minimum lease payments due by the charitable company at 31 March 2025 in respect of non-cancellable operating leases are as follows:

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15. Restricted Funds (Charity and Group)

The Capital Development Fund matches the lease premium (notional value) of the 99 year lease currently held by MAC from Birmingham City Council.

The Small Scale Capital Development Project represents capital grants received for minor capital works.

The MAC Sustainability Fund is available to support MAC in financing any costs of an exceptional nature.

The Restricted Projects comprise restricted funds provided by a large number of donors and funders. They are utilised in accordance with their specific purposes throughout the year.

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16. Analysis of Restricted Project Funds (Charity and Group)

** Includes sums from a range of supports including The Roughley Trust, Nottingham Media, Southbank Centre, Sampad Community Funds, Barings Foundation, New Work Trust, and The Turner Trust towards commissions, productions, exhibitions and events

Comparison to financial year ended 31 March 2024

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17. Unrestricted Funds (Consolidated and Company)

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18. Analysis of Group Net Assets Between Funds

Comparison to financial year ended 31 March 2024

The designated funds within unrestricted funds are represented by cash at bank.

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19. Financial Activities of the Charitable Company The financial activities shown in the consolidated statement of financial activities

A summary of the financial activities undertaken by the parent charitable company is set out below.

20. Other Lease Commitments

The charitable company has the commitment to pay a peppercorn rent expiring after more than 5 years on the leasehold, land, and buildings at Cannon Hill Park.

21. Contingent Liabilities

The charitable company is the representative member of a VAT registration group with its subsidiary company. The parent and subsidiary are jointly and severally liable for any VAT due from the representative member.

22. Tax Status

As a charitable company, Midlands Arts Centre is exempt from tax on income and gains falling within 481 to 489 of the Corporation Taxes Act 2010 or section 256 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects. No tax charges have arisen within the charitable company. The Trading subsidiary has no profits which are subject to taxation under the Income and Corporation Taxes Act 2010.

23. Pensions

Nest Pension

The Company offers the NEST pension scheme to meet the requirements of autoenrolment of staff into a pension scheme.

24. Members

The charity is incorporated as a company limited by guarantee, and in accordance with the memorandum of association of the company, every member of the company undertakes to

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contribute to the assets of the company in the event of its being wound up while they are a member, or within one year after they cease to be a member, for the payment of the debts and liabilities of the company contracted before they cease to be a member and the costs, charges and expenses of winding up, and for the adjustment of the rights of the contributories among themselves such amount as may be required, not exceeding £1.

The number of members at 31 March 2025 was 15 (2024:17).

25. Related Parties Transactions

A number of trustees of Midlands Arts Centre have interests in organisations which have provided support and funding to the charity in the year. The trustees have considered the disclosure requirements of Accounting and Reporting by Charities: Statement of Recommended Practice (FRS102), and of Financial Reporting Standard 102, and consider that the transactions requiring disclosure are as follows:

disclosed in note 5 to the accounts, and the balances owed to or due from the company are disclosed in note 12.

26. Ultimate Controlling Party

MAC is controlled by its Board of Trustees.

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