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2024-12-31-accounts

IIRAhll Fllu annual report 2024

Contents

Reference And Administrative Details

References and Administrative Details _______3

Structure, Governance and Operations ____4 Objectives and Activities ______8 Achievments and Performances____26 Financial Review _____ 38 Plans for Future Periods ____ 40 Principle Rsks and Uncertainties _____ 44 Statement of Trustees Responsibilities ___ 46

Charity Name: Strange Field SCIO

Scottish Charity Number: SC052132

Charity Registration Date: 1 November 2022

Principal Office Address: 105-109 French Street, Glasgow, G40 4EH

Type of Governing Document: SCIO Constitution

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STRANGE FIELD/ANNUAL REPORT 2024

Structure, Governance And Operations

How Trustees are Appointed:

Trustees are appointed in accordance with the SCIO Constitution.Trustees are appointed in accordance with the SCIO Constitution. The charity operates with a board structure where trustees are appointed by the existing board members. The constitution provides for the appointment of additional charity trustees by resolution of the charity trustees, ensuring appropriate skills and experience to govern the organisation effectively.

Trustee Induction and Training:

New trustees receive induction covering the charity’s mission, governance structure based on the Policy Governance model, and trustee responsibilities under Scottish charity law. Trustees are required to become familiar with the Trustee Policy Manual and Strange Field’s policies.

Policy Framework:

Decision-Making and Governing Style:

Strange Field SCIO operates using a Policy Governance approach (based on the Carver Model), emphasising non-hierarchical decision-making, collective authority, and community ownership principles. The organisation is led by a board of trustees who provide strategic oversight and ensure the charity meets its charitable purposes.

During 2024, the operations team prioritised strengthening operational infrastructure with some progress. The Trustee Committee maintained oversight through the Policy Governance framework.

The Trustee Committee adopted the Policy Governance approach (Carver Model) in 2023, governing with emphasis on:

The Trustee Committee exercises collective governing authority, representing the “moral ownership” of Strange Field - the communities served. No individual trustee exercises authority except as instructed by the full Committee.

During 2024, the organisation operated two venues: The Pipe Factory and French Street (105109 French Street, Glasgow, G40 4EH), providing accessible creative spaces for contemporary art practice and community engagement.

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STRANGE FIELD/ANNUAL REPORT 2024

Trustees and Key Personnel Who Served Durir¥J the Financial Year: STRANGEFIEiD/ANNUALREPORT2024

Objectives and Activities

Our vision is for accessible creative platforms to be embedded across Glasgow, as catalysts for increased creative development, education, experimentation, inclusion, and wellbeing, with a focus on centering diverse voices.

Charitable Purposes:

Strange Field provides space, facilities and support for contemporary art practice, education, enquiry, and research for the benefit of our local communities (G31 & G40) and anyone’s individual or collective arts practice and in the interest of social welfare for recreation and creative education so that their conditions of life, wellbeing and opportunities be improved.

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STRANGE FIELD/ANNUAL REPORT 2024

In 2024 Strange Field delivered an significantly expanded programme of contemporary art activities

Main Activities Undertaken in 2024:

  1. Contemporary Art Exhibitions: Major curated exhibitions including the Chris Leslie Exhibition (600 attendees), Philip Ewe exhibition (213 attendees), Morwenna Kearsley exhibition (250 attendees), and Harriet Rickard Exhibition

  2. Artist Development Workshops: Expanded workshop programme including Kiln Klub Open Days, community art workshops, and artist-led sessions across both venues

  3. Community Engagement: Youth-led music nights, family events (Family Roller Disco, Queer Roller Disco), and community celebrations

  4. Youth and Community Engagement: Continued delivery of valued educational programming for young people

  5. Performance and Music Events: Regular performance programming including “Agenda”, “Yer Dinners Ready”, “Personell”, and community music events

  6. Venue Provision and Hire: Maintained accessible spaces for artists and community groups, including Women’s Centre events and community collaborations

  7. Accessibility Leadership: Continued embedding BSL interpretation, access riders as standard practice, and inclusive design across all programmes

“ I really enjoy the variety of events and exhibitions you are showing ”

Feedback from visitor 07/06/2024

  1. Major Milestone: The Pipe Factory Closing Party (30 November 2024) marking venue closure for refurbishment ahead of Spring 2026 reopening - 278 attendees, 14 artists, 6 freelancers

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Programme Highlight 01 Philip E*?: The Fourlh Wall V￿rk spans perfomiance. instsl1ati0￿ sculpture and film. His V￿rk examines the perfmativty of gestures, of both the individual and the state, and the absurdity that lurks within these interactior￿. For stran￿ Field considers as ￿dIeS mcwiro through urbanised spaces. drawing on theatrical apparatus and the mediatization of the self to explore personal identty and how the wastelands. decay. and regeneration of these stA￿S are intiinsicalty linked to our own psychological and physical transformations within public space. Artist Feedback: "IVS provided the next steps- I've developed a show that speaks to autobiography. 5pa¢e and redevelok¥nent in experimentsl ways arKI at scale. I've not experienced an environment for suppcKt quite like it from my experience as an artist in LoTrJon and across small venues on the continenL IYS been amazing to work with Stfdn9e Field, a space that feels genuinety embedded in Dalmamcck, co-directed by unique force of nature They share a passicfft for the adVentUr￿S aspects of making art that has set mefree througk>ut making ofthe show. I don't know a situation like it - in its architecture. model of organisation. appetite ts experimentation aTrJ an ambiticws understanding of the supwt and freedoms artists need to make wiyk as they do. No exhibiton space looks like it, no organi8ation behaves like it- I can't waitl" 12 STRANGEFIEiD/ANNUALREPORT2024 13

Programme Highlight 02 Morwenna Kearsley: Apparatus Infonned by a research project Devilled Eggs. which f￿Used w the industrial manufacture of albumen papers in the 19th century, APPARATUS ￿ntreS around tt t￿lS and materials that make p￿tographY possible and the meaning we assign to our experpnces through a system of signs and symbols. For her first major- scale solo exhibition, Kearsley transf￿nS the dd Dalmamctk print factory into an immersive space with a new series of large-scale photcgraphs. Leaning into t transfomiational, alchemical properties of analogue photcgraphyi retraciry the lineage of the 'surreal' image, Kearsley circles back to her own eyriences via the histories of the medium. Ik- APPARATUS will al¥) take place across the city, where in partnership with Jack Arts works from the project will populate sites across Glasgow. including their West Graham Street lightboxes. This relationship between tthotography within the pubSc space, and the history of the billboard advertisement seen through a feminist lens is explored through these site specific f- 1 worf(s and mirTored in the large scale photographic Y￿rk housed within French Street. I,jL Authence Feedback: 'Loved the e*hibition- playful. obscure. th¢)ught provoking and beautrful!. "Fantastic work by M(xwenna in brilliant location" "Fabulous eyhibition! Full of ideas!" 14 STRANGEFIEiD/ANNUALREPORT2024 15

Programme Highlight 03 Chris Leslie: Beyond The Gwne5 In 2024 Straroe ￿eld hosted an Artist in Residence with Iwal photographer Chris Leslie. documenting the changes in Dalmamock over the past ten years, co1￿lding with the10 year anniversary ofthe 2014 Commnv+palth Games in GLasgow. The project will revisit the work Chris made bets*en 2007-2014 to drKurrent Dalmamock and, in its ten year anniversary, will examine the legacy of the 2014 Commnv+palth Games and subsequent impact it has had on local residents. Chris will work with the local corNnunty to develop an oral archive and photography cdlection that documerts the stories. heritage and recent hist¢Ny of Dalmamoc&. BA￿A &oiland New Talent avrdrd-wiming photographer arKI filmmaker is widely acknowledged as the r￿st consistent chrordcler of the city's recent history. In 2LIJ7. Chris began a 10-year long-temi multimedia proie¢t'DisaFvearing Gksgow, which documerrts an era of spectacular thange in Glasgow thrO￿h photography and video, examining the changes he saw as a Ictal resident and the impact it vrns having on the lives of his community. Authence Feedback: 'Brilliant exhibitic￿. Bom and bred East End and bw)rl(ed in the Legacy Hub from 2021- 2023 with PEEK. Great to see a range of Stories represented. Hope to retum to t exhibition with a ￿0Up of young pecple." 'Impcrtant show in the perfect location within the com￿n￿.. 16 STRANGEFIEiD/ANNUALREPORT2024 17

Performance Programme Highlights 01 Agenda is an evening expl(￿ng the dynawics that thange the ststus of a performer and an audience,. from intimacy to indifference, the holistic to the FN)oligan, from a teacher to a tyrant. from the prosecution to the defendant and vice versa. Yer Dinners Fle8dy". A nostalgic evening of cuisine, perfonr$ar￿e and installation. The night features new work from The second event in our new perfornance series YER DINNER'S READY transports you to a simpler time. of after school TV dinners and Nokia 3310 polyphonic rIngt￿e$, Teletext. and Lynx Africa, offered up by a group of GlaS￿W based artists. Personnel: Phily Ewe, Gordon Douglas Jane Fawcett, Shona Macnaughton Each artist's practice nwigates themes pertinent to exhibition, surrounding the professionalisation and commcxjification of self and the system behveen an audience. space. artist and artw￿k. Either as directors. perf¢yn*rs or deggners of live gtuations there is a questioning of the ephemeral positsons artists ￿ld, as instigatcffs and unreliable narrators. The artists share histories with live that questiM the role of the perfomer bei centre sts9e arKI under the spotli9hL 18 STRANGEFIEiD/ANNUALREPORT2024 19

Open Programme Highlight 01 Eden Bo Dower: Sense of Urgency Sense of Urgency ￿as a month-long reSIde￿Y bringing tcrfJether 23 artists and makers sharing 8 SP8ce of productio culminatiry in a public exhibiticm. 100% of partiapants said they w￿jId take part in a residency like this again 75% rated their overall experience 515; 25% rated it 415 83.3% cited space and v￿rkIng al￿gSide others as primary rrw)tiYdtions. Participanl Feedback: "[1 enjoyed] Having the sp8(* ￿PF)ort to try out bigger more ambitious ideas in an cpen DN way.Thefriendly infomal enwronment gave us freedom to explore processes we were always given really positive enc￿￿raging feedbackl help sdving problems." "[1 enjoyed] Feeling like I coukj tr￿Y sink into a headspace of freedom and experimentstion. Aicking off the switch of needing to be makirKJ in a certain way and just playing. Being around lots of people and seeing everybody getting consumed by making Eady mmings, busy days. exciting evenings!" "[1 enjoyed] The openness ofthe brief given and the freedom to create. The ongryng dialogue that Eden prowded thr￿gh￿t making it feel conversab'onal but still probing, constructive. The organisation of the residency.. scTrEduling, briefing. construction of thow was really well organised and ccffimunicated." 20 STRANGEFIFLD/ANNUALREPORT2024 21

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Music Highlights

Live music has become a cornerstone of our open programming. A highlight was our collaboration with a collective of 16–18-yearold producers who sought a venue to selfmanage a series of live events.

Empowering the Next Generation The group approached us after a predatory experience at a city-center commercial venue, where they were expected to drive ticket and bar revenue only to be compensated with a nominal £2 fee per performer.

In response, we offered a residency-style partnership designed to foster professional autonomy. Rather than focusing solely on performance, the group managed the entire event lifecycle - from concept and curation to technical production and marketing. Under an “arms-length” mentorship model, the collective retained 100% of ticket profits, while Strange Field offset operational costs through concessions.

Impact and Demand The initiative was a resounding success:

Engagement: All three events reached full capacity (Sold Out).

Infrastructure: The project highlighted a critical lack of provision in Dalmarnock, which currently offers zero dedicated facilities for young people.

Skill Gaps: These sessions addressed the broader regional deficit in formal event production training, providing a necessary pipeline for Glasgow’s thriving music ecosystem. Our music programming continues to diversify, featuring a range of sonic explorations and experimental performances, including:

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Total number of participants:

Increase from 2023 by

Achievments and Performance

3665

↑ 103.2%

Dramatic Increase in Arts Access: 3,665 participants engaged compared to 1,804 in full 2023 data - demonstrating continued expansion in community reach

Artists Supported:

Increase from 2023 by

↑ 1,320%

Artist Support at Scale: 710+ artists supported with platforms, fees, and professional development opportunities

Strange Field’s 2024 activities provided substantial public benefit through:

Dramatic Increase in Arts Access: 3,665 participants engaged compared to 1,804 in full 2023 data - demonstrating continued expansion in community reach

Artist Support at Scale: 710+ artists supported with platforms, fees, and professional development opportunities

Creative Employment: 206+ creative freelancers employed, supporting Glasgow’s creative economy

Community Cultural Infrastructure: Two venues providing vital accessible space in areas with limited cultural provision

Inclusive Practice: Leading on accessibility with BSL interpretation and access riders embedded as standard

2024 was a year of exceptional programme growth for Strange Field, with delivery expanding from 18 events in late 2023 to 124+ events across the full year. This 589% increase in activity demonstrates the organisation’s growing capacity and community demand for accessible cultural programming in Glasgow’s East End.

Creative Freelancer Supported:

206+

Creative Employment: 206+ creative freelancers employed, supporting Glasgow’s creative economy

Increase from 2023 by

↑ 881%

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STRANGE FIELD/ANNUAL REPORT 2024

Programme Delivery Statistics

124+ events and exhibitions delivered

3,665 participants engaged

710+ artists supported

206+ creative freelancers employed

Venue Activity

French Street: 18 events (primary venue after Pipe Factory closure)

The Pipe Factory: 8 events (January-November, before closure for refurbishment)

Major Exhibitions and Events:

  1. Morwenna Kearsley (2-26

October): 250 attendees, 3 artists, 4 freelancers

  1. Philip Ewe Exhibition (14 September - 8 October): 213 attendees, 1 artist, 6 freelancers

Community Celebrations

The Pipe Factory Closing Party (30 November): 210 attendees, 14 artists, 6 freelancers - marking transition to refurbishment phase

Strange Field Christmas Market (14 December): 70 attendees, 15 artists, 5 freelancers

Regular Programming

Kiln Klub Open Days: Multiple sessions engaging 50+ participants each

Youth-Led Music Nights: Consistent programming supporting emerging artists

Community Workshops: Ongoing skills development and creative participation

Family Events: Roller Disco events promoting intergenerational engagement

Programme Quality Indicators:

High audience numbers for exhibitions (average 150-250 visitors per exhibition)

Strong artist engagement (710+ artists choosing to work with Strange Field)

Highest Impact Events

  1. Chris Leslie Exhibition (4-28 July): 600 attendees over 25 days - single highest attended event, 1 artist, 1 freelancer

Community loyalty (return visitors, repeat participants)

Diverse programming (exhibitions, workshops, music, performance, community events)

↑ 589%

increase in activity in 2024

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Percentage of site visitors in Glasgow

Digital Engagement 2024

FY 2024 was Strange Field’s strongest digital year to date, driven by a major exhibition programme that significantly amplified reach and engagement across all channels. Total visits more than doubled to 4,991 (+129.8%) and unique visitors reached 2,852 (+142.5%), with page views also doubling to 10,501. The top pages reflected the event-driven nature of the year, with the homepage drawing 2,886 views, followed by the what’s on page (777), and two specific event pages - Yer Dinner’s Ready (685) and a Youth-Led Live Music Night (640) - featuring prominently in the top five, demonstrating that audiences were arriving with specific programme activity in mind. Glasgow remained the core audience at 52.7% of unique visitors (1,504), with Edinburgh and London the next most frequent locations. Mobile usage peaked at 79.2% of all sessions, the highest across all four years, reflecting the increasingly on-the-go nature of how audiences discover

and engage with cultural programming. Direct traffic grew 118.2% to 1,879 sessions and organic search rose 91.4% to 1,541, reflecting significantly increased brand visibility and discoverability. Social media referrals surged across all platforms, with Instagram sessions up 428.8% and Facebook up 187.6%, demonstrating the impact of active campaign activity around the exhibition programme. Linktree referrals also grew 45.7%, indicating audiences were actively following through from social bios to the site.

The subscriber list grew to 187 (+112.5%), with 99 new subscribers gained - the highest single-year total across all four years. Instagram followers reached 6,057 (+29.5%), consolidating the platform’s rapid growth trajectory from 2023. The average email open rate of 72.5% indicated a highly engaged mailing list audience.

Total number of website visits:

4991

This equates to a 12.3% increase from 2022.

Increase in direct traffic from 2023

↑ 118.2%

Direct traffic visitor number was 86.

Increase in website subsribers

↑ 112.5%

Instagram Followers

6057

Yer Dinners Ready was the top programme page - this was a ticked event. Ticketed progrmmes generally have a higher page rating than free events.

52.7%

Percentage of site visitors based in Glasgow - making it the top location of site visitors, the second top city was Edinburgh as in 2023.

Percentage of viewing from a mobile

79.2%

Compared to vewing on a desktop which was 36.9%.

Top Programme Page Views:

685

Yer Dinners Ready was the top programme page - this was a ticked event. Ticketed progrmmes generally have a higher page rating than free events.

Increase in Instagram followers:

↑ 29.5%

Total number of instagram followers in Dec 2023 was 4678.

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Like any rapidly growing organisation, Strange Field experienced the classic challenge of infrastructure catching up to programmatic achievement. This provides valuable learning for the wider cultural sector about alternative models of provision.

demand, effective programming, and funder confidence in the organisation’s mission and delivery.

Accessibility Achievements:

Major Achievements:

Programme Scale: From 18 events to 124+ events - demonstrating community need and organisational capacity

Community Reach: 3,665 participants engaged (103% increase)

Artist Support: 710+ artists supported (507% increase)

Extraordinary Growth and Strategic Development:

Creative Employment: 206+ freelancers employed (881% increase)

2024 was a year of exceptional achievement for Strange Field, with programme delivery expanding 589% year-on-year - extraordinary growth by any measure. This success reflects strong community

Funding Success: Secured Paul Hamlyn Foundation 3-year commitment (£78,073/year), Creative Scotland, NLHF, and Clyde Gateway support

Major Milestone: Pipe Factory Closing Party (210 attendees) marking transition to refurbishment for Spring 2026 reopening

Strategic Challenges - Scaling Infrastructure to Match Success:

Challenge 1: Building Operational Capacity Alongside Programme Success

Achievement: Programme delivery succeeded spectacularly with 589% growth and major funding secured.

Strategic Response: Recognising this as a sectorwide challenge, Strange Field is committed to demonstrating alternative funding models that properly resource operational sustainability - part of the organisation’s mission to pioneer new approaches to cultural provision.

2025 Priority: Allocate maximum time to SOPs completion; advocate for operational funding in grant applications; share learning about true costs of community-led cultural provision.

Challenge 2: Income Diversification in Growth Phase

Achievement: Secured significant restricted funding including Paul Hamlyn Foundation at year-end.

Growth Challenge: Unrestricted fundraising targets not met in 2024, contributing to year-end deficit.

Strategic Context: This reflects the broader challenge of building diverse income streams while managing rapid programme expansion. As a young organisation (established November 2022), Strange Field is developing unrestricted fundraising capacity alongside programme delivery.

2025 Priority: Significant fundraising drive focused on unrestricted income; expand earned income through venue hire; demonstrate sustainability model for community-owned cultural infrastructure.

“ Growth Challenge: Funding remained predominantly programme-focused, while operational infrastructure needs expanded proportionally. This created a backlog in developing Standard Operating Procedures and administrative systems needed to sustainably support two-venue operations. ”

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Strange Field achieved 589% programme expansion in year three of operation - extraordinary by any measure.

Challenge 3: French Street - Pursuing Community Ownership Model

Strategic Achievement: Advanced

the organisation’s mission of securing community-owned cultural assets through ambitious expansion plans.

Initiative: The operations team invested significant effort in negotiations with building owners and Clyde Gateway to secure French Street and develop a 500-capacity annex for community use.

This included:

Pro bono legal support from Shepherd and Wedderburn

Detailed architectural planning in collaboration with building owner for the newly renovated annex

Private social investment secured and ready to proceed

Vision for commercial music programme to cross-subsidize community provision

Negotiations to include purchase option as part of the new annex lease agreement

Outcome: Despite considerable time and effort invested, the organisation was unable to formally agree an option to purchase as part of the lease for the newly renovated annex. Clyde Gateway had to withdraw from their role as potential ‘holding’ party due to insufficient funding. When building owners drew a red line on the purchase option, the expansion could not proceed despite private social investors being ready and willing.

Strategic Learning: The experience reinforced the urgent need for alternative ownership models in cultural infrastructure and highlighted the barriers facing community-led organisations seeking asset security. With the French Street lease expiring July 2025, the organisation continues pursuing community ownership approaches - generating valuable sector learning about structural challenges in securing cultural assets.

Mission Impact: This situation exemplifies precisely why Strange Field’s mission to secure permanent cultural assets owned and governed by those who use them is critical - particularly as services become increasingly needed and just as funding is secured to grow communities, programmes, and facilities.

2025 Priority: Secure French Street lease renewal; continue exploring community ownership models; share learning about barriers and opportunities in cultural asset ownership.

Challenge 4: Venue Capacity During Pipe Factory Refurbishment

Strategic Achievement: Successfully transitioned Pipe Factory to refurbishment phase with strong community send-off (210 attendees at Closing Party).

Growth Challenge: Temporary reduction in venue capacity during refurbishment period.

Response: Intensified French Street programming; maintained community engagement through increased event frequency; advanced planning for Spring 2026 reopening with enhanced facilities.

Challenge 5: Leadership Transition

Achievement: Strong programme delivery under Jenny Tipton’s leadership from March 2023 to December 2024.

Growth Challenge: Jenny’s departure created a capacity gap, particularly in fundraising expertise.

Strategic Response: Opportunity to redistribute responsibilities, build team capacity, and explore new approaches to fundraising and programme leadership and organsiational structure.

2025 Priority: Build distributed fundraising capacity across teams; potential strategic recruitment or consultant support.

Overall Assessment:

Strange Field achieved 589% programme expansion in year three of operation - extraordinary by any measure. The focus for 2025 is consolidating this success by building operational infrastructure to match

programme achievement.

As a mission-driven organisation pioneering alternative models of cultural governance and ownership, Strange Field views these challenges as valuable learning to share with the sector about the true resource requirements of community-led cultural provision.

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The dramatic increase from £24,939 (2023) to £186,687 (2024) reflects successful fundraising and the organisation’s growing reputation and delivery capacity.

increase from £24,939 (2023) to £186,687 (2024) reflects successful fundraising and the organisation’s growing reputation and delivery capacity.

Financial Position:

For the year ended 31 December 2024:

Total Income: £186,687 (649% increase from 2023)

Expenditure Analysis:

Total Expenditure: £195,877 (1,450% increase from 2023)

Building costs and premises: £40,221

Deficit for the Year: £(9,190)

Management salaries: £46,787

Income Analysis:

Payments for charitable activities (restricted): £77,020

Unrestricted Income: £91,602

Grants: £31,465

Other costs and marketing: £17,403

Gross trading receipts: £13,392

Loan repayments: £9,938

Rents from land and buildings: £28,454

Accounts preparation: £4,508

Donations: £3,800

Total Expenditure: £195,877

Loan advances: £10,750

The substantial increase in expenditure reflects the 589% growth in programme delivery, necessary infrastructure investment, and staffing to support sustainable operations.

Other charitable receipts: £3,741

Restricted Income: £95,085

Major restricted grants:

Funds Held at Year End:

Creative Scotland: £100,000

Unrestricted funds: £(11,615) - deficit

National Lottery Heritage Fund: £10,000 (£5,085 + £4,915)

Restricted funds: £2,425

Total funds: £(9,190) - deficit position

Clyde Gateway: £25,000

William Grant Foundation: £7700

Total Income Growth: The dramatic

Analysis of Deficit - Context and Strategic Perspective:

The year-end deficit of £9,190 represents 5% of total income and reflects the second year of our planned “investment in stability” strategy:

  1. Strategic infrastructure investment - building capacity to manage significant cultural venues professionally

  2. Scaling costs - supporting 589% programme growth year-on-year

  3. Venue development - Pipe Factory closure transition and refurbishment preparation

  4. Income timing - programme funding secured (Paul Hamlyn Foundation at yearend), but unrestricted fundraising targets not met

Organisational Context:

The 5% deficit represents continued investment in the infrastructure needed to deliver on our mission at the scale required - managing heritage buildings, employing professional staff, and providing adequately resourced community and contemporary arts programming.

Sector Context - The True Cost of Community-Led Cultural Provision:

Charity sector organisations sometimes report planned deficits when investing in foundational infrastructure. The Charity Finance Group, for example, reported a planned deficit of £123,601 in 2024/25 while “investing significantly in strengthening our own foundations” to “enable us to grow our own impact in the future.”

More significantly, our deficit reflects a widely recognised sector challenge: funders prefer funding projects over core costs. This creates a structural gap between the resources needed to steward significant cultural assets professionally and the funding available to do so. Strange Field’s transparent reporting of these costs contributes to strategic learning about what community-led cultural provision actually requires.

The Scale Up Transition:

Our decade of grassroots experience (2012-present) has given us realistic insight into the true costs of managing heritage buildings as community assets. The £9,190 deficit represents the gap between:

What it actually costs to manage The Pipe Factory and French Street professionally, safely, and sustainably

What we’ve been able to raise in unrestricted funding in year two of this transition

This honest accounting - rather than relying on unsustainable voluntary labour or deferred maintenance - is essential to our mission’s long-term viability.

Reserves Policy:

The Trustee Committee targets unrestricted reserves equivalent to three months’ core operating costs (approximately £30,000 based on current run rate). Our current deficit position is not consistent with this policy, and addressing this is a strategic priority for 2025.

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Reserves Strategy - Building Unrestricted Income:

To address the reserves deficit, the operations team is:

  1. Diversifying income sources beyond restricted grants - developing earned income through venue hire and studio rents and exploring programming options with commercial possibilities.

  2. Building unrestricted fundraising capacity - demonstrating the full cost of our work to potential funders

  3. Managing cost growth sustainably - aligning expansion with actual income

4. Implementing financial controls - improved forecasting and monitoring

  1. Leveraging assets - converting French Street and (post-refurbishment) Pipe Factory into revenue-generating venues

Current Reserves Position - Assessment:

The unrestricted deficit of £11,615 requires attention as part of our maturation process. However, this must be understood in context:

Risk Factors:

Operational costs rising as we take on institutional responsibilities

Programme funding easier to secure than core cost funding (sector-wide pattern)

Transitioning from voluntary to professional staffing model

Mitigating Factors:

Strong programme funding base: Paul Hamlyn Foundation (£78,073/year for 3 years), ongoing Clyde Gateway support

Demonstrated delivery capacity: 589% programme growth shows community demand and organisational capability

Asset foundation: Managing significant heritage buildings provides long-term revenue potential

Strategic governance: development of 10-year roadmap, realistic planning, professional trustee oversight

Restricted vs Unrestricted Funds:

Restricted funds (£2,425): Designated for specific programme delivery including Creative Scotland and NLHF funded projects

Unrestricted funds (£(11,615)): The deficit reflects the structural challenge of covering true operational costs during our grassroots-to-institutional transition

The operations team recognises the need to strengthen unrestricted fundraising - demonstrating to funders the full cost of professionally managing community-owned cultural infrastructure.

Going Concern:

The Trustee Committee is satisfied that the charity is a going concern, for the following reasons:

Financial Foundation:

  1. Multi-year commitments secured (Paul Hamlyn Foundation £78,073/year for 3 years)

  2. Strong funder relationships (Creative Scotland, NLHF, Clyde Gateway)

  3. Growing earned income from venue hire

  4. Asset base providing long-term stability

Operational Evidence:

  1. 589% programme growth demonstrates capacity and community demand

  2. Successfully managing complex venues (The Pipe Factory, French Street)

  3. Strong partnerships (Clyde Gateway, Buzzcut, GSA, Kelvin College, University of Strathclyde, Soft Studio, Thriving Places)

Strategic Clarity:

  1. 10-year financial roadmap currently being developed

  2. Realistic assessment of true costs

  3. Clear 2025 priorities (unrestricted fundraising, income diversification, SOPs completion)

  4. Patient approach to sustainable growth

Assessment:

As a young organisation in year three, Strange Field is deliberately building the infrastructure needed for long-term mission delivery. The deficit represents investment, not failure - we are choosing to budget for the true cost of professional management rather than relying on the “fragility of a

purely voluntary model.”

This patient, realistic approach - unusual in a sector that often demands rapid ‘impact’ - reflects our decade of community embeddedness and commitment to genuine, lasting change. The Trustee Committee is confident that with our 10year roadmap, combined with focused implementation of 2025 priorities, will achieve financial sustainability while maintaining programme excellence and mission integrity.

Major Funders:

Paul Hamlyn Foundation - £78,073/year (3-year commitment, secured end of 2024)

Creative Scotland - £100,000 (2024)

National Lottery Heritage Fund - £10,000

William Grant Foundation - £7700

Clyde Gateway - £25,000 (ongoing support for grassroots cultural provision in Clyde Gateway redevelopment area)

Funding Strategy:

Identified multiple suitable funders for 2025 funding strategy across trusts and foundations, public sector, and creative sector funding programmes to diversify income sources and support organisational development.

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Plans for Future Periods

Major Milestone: The Pipe Factory Spring 2026 Reopening

3. French Street Long-Term Security

Negotiate lease renewal beyond July 2025

The closure of The Pipe Factory in November 2024 marks the beginning of a major refurbishment project. The venue is scheduled to reopen in Spring 2026 with enhanced facilities, improved accessibility, and expanded capacity for programming. This represents a transformational moment for Strange Field’s infrastructure and ability to serve the community.

Continue pursuing community ownership models aligned with mission

Build on learnings from 2024 expansion negotiations

Share sector learning about cultural asset ownership

4. Earned Income Expansion

2025/2026 Strategic Priorities:

Grow venue hire revenue at French Street (building on 2024 growth)

Following 2024’s exceptional 589% programme growth, 2025 focuses on consolidating success and building sustainable infrastructure to support continued impact.

Develop commercial programming elements

Demonstrate mixed-income sustainability model

KEY PRIORITIES FOR 2025 - CONSOLIDATION PHASE:

5. The Pipe Factory Community Engagement

1. Unrestricted Income Development

Maintain community connection during restoration phase

Build diversified funding base to complement strong programme funding

Deliver engagement programme alongside refurbishment

Expand earned income through venue hire at French Street

Build excitement for Spring 2026 reopening with enhanced facilities

Demonstrate sustainable models for community-led provision

Secure opening programme funding

Strategic fundraising campaign

6. Audience Development and Consolidation

2. Operational Infrastructure Completion

Complete Standard Operating Procedures to support two-venue model

Deepen relationships with 3,665 participants engaged in 2024

Embed financial management systems developed in 2024

Build on 589% programme growth with quality and sustainability focus

Build on foundations laid during rapid growth phase Ensure scalable, sustainable operations

Strengthen community partnerships

Enhance evaluation and impact measurement

7. Team Capacity Building

Distribute fundraising expertise across team (following Jenny Tipton’s departure)

Build organisational resilience through skills development

Potentially strategic recruitment for key capacity gaps

LONGER-TERM STRATEGIC GOALS:

The Pipe Factory Spring 2026 Reopening

• The closure of The Pipe Factory in November 2024 marks the beginning of a major refurbishment project. The venue is scheduled to reopen in Spring 2026 with enhanced facilities, improved accessibility, and expanded capacity for programming. This represents a transformational moment for Strange Field’s infrastructure and ability to serve the community.

French Street Development

Financial Sustainability - CRITICAL

Programme Consolidation and Quality

Partnership Development

Funding Strategy:

42

43

STRANGE FIELD/ANNUAL REPORT 2024

Principle Risks and Uncertainties

Context: Funders tend to prefer funding projects over core costs, a widely recognised sector challenge. This demonstrates the need for funders to support essential operational costs alongside programmes

As a rapidly growing organisation in its third year of operation, Strange Field has identified key risks inherent in scaling community-led cultural provision. These are managed through active monitoring and strategic mitigation.

Strategic response: Demonstrating true costs of community-led provision, advocating for operational funding in applications, building earned income streams

Major Risks and Mitigation Strategies:

1. Venue Development Opportunity Management

Risk: Timeline variables in The Pipe Factory refurbishment affecting Spring 2026 reopening

Mitigation: Diversifying funder base, developing mixed-income model, sharing sector learning about sustainable resourcing

Context: Major capital project with inherent scheduling considerations

4. Operational Infrastructure Scaling

Mitigation: Regular contractor management, contingency timeline, intensive French Street programming maintains capacity, community engagement sustained through restoration phase

Risk: SOPs development lagging behind 589% programme growth

Context: Infrastructure development catching up to rapid programme expansion

Opportunity: Enhanced facilities will significantly expand organisational capacity upon reopening

Mitigation: 2025 focus on SOPs completion, systems implemented incrementally, professional support where needed, building on 2024 foundations

2. Financial Sustainability Development

Risk: Unrestricted deficit requiring income diversification as organisation matures

Trajectory: Infrastructure development now prioritised in consolidation phase

Context: 5% deficit on £186k income represents investment in growth infrastructure

5. Programme Quality Maintenance During Growth

Risk: Maintaining artistic quality while scaling rapidly

Mitigation: 2025 unrestricted fundraising campaign, earned income expansion, improved financial systems, diversified funding base development

Mitigation: Regular community feedback, trustee programme oversight, strong artistic leadership, 2025 consolidation focus

Positive trajectory: Strong programme funding base (Paul Hamlyn £78k/year for 3 years), demonstrated delivery attracting funder confidence

Evidence: High audience numbers (600 attendees at Chris Leslie exhibition), strong artist engagement (710+ artists choosing to work with Strange Field), demonstrated community loyalty

3. Funding Mix Evolution

6. French Street Long-Term Security

Risk: Lease expiry July 2025 creates planning uncertainty

Context: Part of broader mission to secure community-owned cultural assets

2024 learning: Pursued ambitious 500-capacity expansion; while specific path unsuccessful, generated valuable sector learning about ownership barriers

Mitigation: Lease renewal negotiations underway, landlord relationship management, continued exploration of ownership models, contingency planning

Mission alignment: Reinforces commitment to alternative ownership approaches

7. Team Capacity Evolution

Risk: Leadership transition with Jenny Tipton’s departure

Context: Natural staff evolution as organisation grows

Mitigation: Distributed capacity building across team, potential strategic recruitment, consultant support where needed

Opportunity: Build organisational resilience through skills distribution rather than dependency on individuals

Risk Management Approach:

The Trustee Committee reviews risks quarterly and maintains a risk register. The operations team implements mitigation strategies proportionate to identified risks, with 2025 priorities focused on consolidating 2024’s exceptional growth through operational infrastructure development and income diversification.

Risk: Programme funding stronger than operational funding

44

45

STRANGE FIELD/ANNUAL REPORT 2024

Statement Of Trustees, Responsibilities The charity trustees a￿ ￿sponsible for preparing a enable them to ensure that the acccwnts comply with trustees, annual report and accounts in accordance the Charities arKI Trustee Investrnent (Scotland) Act with applicable law and United Kingdom Accounting 2005. the Charities Acc￿Trts (Scotlandl Regulations Standards (United ￿ngdoM Generalty Accepted 2006 (as amended). and the provisions of the Accounting Practice). charity constitutiorL They are also responsible for safeguarding the assets ofthe tharity and tsking reasonable steps f￿ the prevention and detecti￿ of fraud and other irregularities. The law applicable to charities in Scoiland requires the charty twstees to prepare accounts for each financial year which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources of the charity for that period. DECLARATION The t￿￿teeS declare that they h￿e approved the trustees. report a￿Ve. In preparing these accounts. the trustees are required to.. Signed on behalf of the charity¥ trustees.. Select suitsble accounting policies and apply them consistently Signature: Make judgen*nts and estimates that are reasOnal￿e and prudent State whether applicable accounting stsndards have been followed Prepare the accounts on the going concem basis unless it is inappropriate Date: 3010412025 The trustees are resporsible for keeping proper accounting records that disdose with reasonable accuracy the financial position of the charity aTrJ Name.. Position: Dire¢tOr/Se￿tsry 46 STRANGEFIEiD/ANMJALREPORT2024

PPENDIX2 Strange Field SCIO SC052132 OSCR Recelpts and payments accounts Forth• pgriod from Sconth Chanty Regulaior oi oi 2024 31 12 3124 Section A Statement of receipts and payments UnTe5tri¢ted funds Restricted fvnds Expendable endowment Jnds Pernianent Total funds eurr•nt p•rtod Total fund5 last fund5 tonFa￿tE A1 Recei DO￿l￿)rb5 3.800 &8OD Legacs Grants 31,465 95,1185 f28,560 22,500 ReEeYplsfr￿Tr fvndTai5ing acti¥ibes GTOSS tr8ding recapts Loan Advan￿5 13.392 10,750 28.454 IJ.352 10,750 Rent5 from land & buildings Gross receiptsfrixn other chattta￿e ac￿vrt￿3 2.a25 3,741 4741 Al Sub total 91,602 95,085 186,687 24,939 A2 R•c•ipts from ass•t & inv•stment sales Proceeds from sale of fixed assd5 proceeos rrom ￿le or Investments A2Sub total rotairncpts 91,602 96.IIS5 116, 24,939 A3 paymènts furfraI￿n9 aclwilies Bu1￿1ng Costs Renl & Ple￿Se5 Exps Manwjemenl SaLines Payrnents relabng diredty ID charrtab attyvrt￿S Loan Repayments Govetnance costs 40.221 40.221 46,787 46,787 77.lJ20 77.020 Z.580 9.938 9.938 Auaii i Inoepwoeni exarninau Preparation of annual accounts Legal CD5ts oirber 4,508 JDB 1.763 15.640 17.403 10. A3 Sub total 103.217 52,660 195,B77 12,6# A4 Payrnents relating to a55Et and Inv•stm•nt mov•rn•nt5 Purchases of ft(ed a55ets purcnase or Invesunenls A4Sub total 102,217 92,660 19S,B77 12,629 2,425 9,190 12,310 Tran8fer8to l (froml fund8 SuWu$/(d¢ll¢ttJ foryear 2.425 ?.1?0 1Z.J10

APPENDIX2 Stran e Field SCIO Section B Statement of balances SC052132 u￿stnctOd Exponllabl po[m￿O￿t Trtsll pwd Calw￿$ B1 eash fvnd5 ha￿ ￿ bab1￿ slartofw 16021 11912 12,310 &wpthl{d￿(1iI ?￿5 (9.1901 12J10 Ca&h and bank bJL4nt￿•t￿nd0I>Wr 1112171 15J37 3,120 12,310 Deta4$ Det•ls nutell£ B3 Oth4rass•ts Trarfe Detlors.*f￿c￿s[hJe 5.412 10.1 Totrl $412 10,fN)O Details B4 Liabilitie5 812 812 tknaqs B5 Conbng•nt liabithtkls by one0rli￿ttlls1uos PrlN N•n0 Dat4 of

APPENDLX2 Strange Field SCIO SC052132 Section C Notes to the Accounts C1 Nature and purpose of funds (fftay bp slate(l o analysis offvr￿S thsheetsl Uryestricted ftTh1s ¥e IIM)sethat Maybe used 8t the dscrekn ofthetwstees in ftIthran￿ Of￿ ¢ty"ectsc charty The lJustees ￿l￿t￿n 8 5ITrj￿ current ￿COUnt for tx)Ih Unie5thCt￿ atNI reslrict￿fUndSkntr dayto day tunn1￿ of ￿ SCIO. ReSInc￿ funds rrw only1￿ foistwfic tmjtwsas. Restrth)ns ans u[￿est￿C￿ £ 31.465 & 18strKt￿1 £5,(￿.. Type of activity or project supported 1hsl1t￿n C2 Grants Creative Pt CieaiNe Scot C18atsv& Pt tamrn8 FutKI' NHLF NHLF (￿gani5atK￿ FwNJitvJ nis81￿ FwNIi 4.915 25.0 1.550 1255SJ Gatgway (tyrlsatK￿ F￿11 Total C38 Tru8t•• r•muneration If ￿ reMU￿r8tK)n %VdS duriw Ihe ￿Km1 to anycharty tru￿ or C￿neLlo￿ to 8 I￿￿tee cros5 thi% Lx)x lotheti5e c(Knpkle 5￿tK￿ Authority under which paid C3b Tru8ts• r•munoration- detalls C4& Trustee expens If m 8xwE8S W818 pa￿ to cltylrust88 duri￿ Ihe WKXI th8n uossttms tx)x lo￿￿11$e c(npkle $￿tI(￿ 4bl NLvnborol C4b Trustee expenses- d8tsi18 Tr￿￿1( Th)wt14 BaknTrce Nature of relationship Nature of transaction C6 Tran￿CtionS with t￿￿te•S and connected persons C6 Other Information Strange SCKI- FtKMIID 31s1Decetth￿24 1 P&)tes

Strange Field SCIO SC052132 Additional analysis111 An31ysls olr4c4ipts am paJTh•nts 1 Donauoris stswF￿￿l Lvnit 20r3nts 915 1D,I 25,1 W Gr* CJ 3119) 9,767 11. 311 g,F61 11.804 19.202 1,097 P￿ectStaff & Evetrtsth Pr9￿& Evenl C 2,142 Tot ,020

SC052132 Additional analysis121 T( Legxies JiM65 JIM65 7,9 Gr￿$1[￿￿￿¢el￿s 13J9l 1).391 10,150 28A54 3.141 1,E02 R￿tstruML￿d & 2J25 1741 01,602 Sub roxal 10.38• R￿￿pts asset &invesl[nErt￿kS FIvEefrD￿sakof￿xed a55eL5 Sub roxal 91.f IOJ89 Pa Euildit¥ CL￿ Rerrt&￿￿￿sEw 4Q.Z21 4A7BT 46,187 pa￿￿tS￿￿akn[￿ d1•tOchanta￿@ath 9.93B accwnts l￿al ( 1.763 10.049 Subtot IOVIT 103J17 10,991 SubtDtsI 10121T 10.991 Tr￿SIer$i01 luTrd5 Sury4u5/ldeffcitP forye 1fj021 fknds

Strange F￿ld SCIO SC052132 Additional analysis131 G ofrqstrictsdlunds CThalr nod Re￿pts 95m5 95iW5 14.55) GKJSSWdthw￿elQls RWtsT¢t)IWd & (¥tssiecapistMfftittAniaba(woes Sub total 95.OB5 rrom asset & P￿c￿@￿s￿o￿SJ￿offfiH￿d assets Sub tofatt Totsly8c84)ts EF¢tt15e5 hwniwatstyxtl¥rties Buildi￿ CO￿ E4)s 77020 rtIiwdonteKanMn Legal costs 15.640 1&610 Sub iotrl g2.f g2. Sub tolal TotslP&Yffl￿ts 92.6 92.6 2A25 2A25 Tr￿￿kn lollfromlfund& S￿￿lUsI(￿e￿Wtsf￿eaT 2A25 2A25 11912 Nlllure

APPENDIX 3 5(0tt6h Charity Reguts Independent examIne￿S rep_ort on the accounts Report to the Chanty nwre trustseslmem￿TS of Strange Field SCIO Reglstsrod charity SC052132 number On the accounts of tho ¢harlty for the porlod Penoij start tste Period end date 01 2U24 31 12 '2024 sot out on pagas IncWtsp•Ja Pwlto6 Rupe¢tlve The charity's trustees are responsible for the prep8ration of the aC￿￿nIS in ac*xJrd8nce re8ponslbllitses of with the lems of the Charities and Trustee Investment (Scouand) 2005 Act and the t￿8¢ea¥ and examlner Charities Aci>Junts (SLx)tland) Regulations 2006 las amended). The ¢harty trustees consider that the audit requirement of Regulation 10{1) (d) of the Accounts ReguLqtion5 does not apply. It is my respon$lblllty lo examlne the accounts as requlred under section 44(11 {¢) of the Act and to state whether particular matters have como to my attenlkJn. Basis of Independgnl My examination is carried out In accordance with Regulation 11 of the 2006 Accounts examlnefs statement Regulallons. An examination Includes a r8viow ol the acccwnting records kept by th chadty and a comparison ofthe accounts presented with those records. It also Includas consideration of any unusual Items or disdosures in the accounts and seek3 explanatlons from the trustees conceming any such matters. Tr procedures urKlertaken ,. do noi provide all Ihe evldence that wouhj be required In an audlt and. wisequenty, I do not express an audit opinton on the view glven by the accounts. Independent examlneV8 In the Course of My examination. no matter has ￿ffle to my attention lother than that statemont dlsclosed C￿ the attached pagol whth gives me reasonaNe (xuse to believe that in any material respert the requiremenis.. to keep accounting recC￿d5 in accordance with section 44(1) (a) of the 2005 Act and Regulalron 4 of the 2006 Accounts Regulations. and to prepare accounts which xcord with the accounting records and Co￿tY with Regulation 9 of the 2006 Acwunts Regulations have not been or 2. to which, in my opinion, attention should be drawn in order to enabkn a proper unts to be rea¢hed. Dato: Slgned•th: Name: Relov•nt professional quallflcatlonlsl or body ACCA Ilf any): 15th September 2025 Address: