Registered number : 03345236
Charity number : 1074583
CAPE UK
(A company limited by guarantee)
ANNUAL REPORT AND FINANCIAL
STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2015
CAPE U K
CONTENTS
Page
Reference and administrative details of the char ity, its trustees and advisers
1
Trustees' report
2 - 16
Independent auditors' report
17 - 18
Consolidated statement of financial activities
19
Consolidated balance sheet
20
Company balance sheet
21
Notes to the financial statements
22 - 35
CAPE UK
REFERENCE AND ADMINISTRATIVE DETAILS OF THE COMPANY, ITS TRUSTEES AND ADVISERS
FOR THE YEAR ENDED 31 MARCH 2015
Trustees
D Cracknell
V Hannon (resigned 11May 2015)
I B Lawson, Chair
P J Laurence
C Watson (appointed 3 November 2014)
S Lynas (appointed 3 November 2014)
B Hodge (appointed 3 November 2014, resigned 13 April 2015)
S Horner
Company registered number
03345236
Charity registered number
1074583
Registered office
31The Calls, Leeds, LS2 7EY
Independent
auditors
BHP, Chartered Accountants, First Floor, Mayesbrook House, Lawnswood Business Park, Redvers Close, Leeds, LS16 6QY
-
Bankers
Barclays Commercial Bank PLC, 2nd Floor, 1Park Row, Leeds, LSl 5WU
Solicitors
HLW Keeble Hawson LLP, Commercial House, Commercial Street, Sheffield, Sl 2AT
BHP, Chartered Accountants
page 1
CAPE UK
TRUSTEES' REPORT
FOR THE YEAR ENDED 31 MARCH 2015
The Trustees (who are also directors of the charity for the purposes of the Companies Act) present their annual report
together with the audited financial statements of Cape UK (the company and the group) for the year ended 31 March
2015. The Trustees confirm that the Annual report and financial statements of the company and the group comply with
the current "statutory requirements, the requirements of the company and the group's governing document and the
provisions of the Statement of Recommended Practice (SORP) "Accounting and Reporting by Charities" issued in March
2005.
In what has been another challenging year of austerity and changes in education it is amazing to see the positive impact
that partnership working by young people, the dedicated professionals who work with them across education and the
arts, and CapeUK is having by keeping the arts and creative learning at the centre of children and young people's lives.
The breadth and diversity of that work shown in this report reflects the innovation of everyone involved to find new ways
of meeting both our vision of putting creativity at the centre of learning and teaching as well as Arts Council England's
Goal 5 - "Every child and young person has the opportunity to experience the richness of the arts, museums and
libraries".
This year has seen CapeUK at the heart of a wide range of key strategic partnerships and networks, carrying out research
into new ways of working that meets the needs of both the education and arts sectors, creating imaginative ways for
young people to learn with and through, art, culture. and creativity, and offering robust support and evaluation of the
work of others. All this has been achieved in a climate where more is expected for less in terms of resources and where
the educational focus is on core subjects leading to the marginalisation of the arts in some schools .
The development process we began last year to make CapeUK ready to face the challenges ahead is now starting to bear
fruit although progress has been more difficult than anticipated in some areas. New income streams have been secured
and many new opportunities have been, and will continue to be, explored to diversify CapeUK's focus away from
gevernment funding. It is a great credit to all the staff that even -iA- these most challenging times for the voluntary and
community sector, forward progress continues to be made along with positive outcomes for more and more young
people. This is clear to see in areas of work such as Arts Award, with more than 7,000 awards this year; our Yorkshire
Festival learning resources which were downloaded around 14,000 times and the positive recorded outcomes for more
than 1,100 young people through the Strong Voices programmes . All this also clearly reflects the appetite from young
people to connect with and take part in, the arts.
This report marks the end of my first year as Interim Chair of CapeUK's Board of Trustees and I am delighted to have this
opportunity to thank my predecessor, David Cracknell, for his wisdom, challenge and excellent work in his eight years as
Chair which ensured that CapeUK continued to flourish in what have been such turbulent times for the charity sector. I am
pleased that we are able to build on such solid foundations as we look to the future.
Ian Lawson
That future will bring more challenges as the economic picture for the public and third sectors continues to centre on
austerity but we will build on this year's work which has seen CapeUK developing our reputation on the regional, national
and international stages and forging more partnerships with key influencers. Thousands of young people have connected
with arts and culture through our programmes of work this year and we will ensure many more have that opportunity in
the future.
About Us
As a not-for-profit organisation, since our launch in 1997, CapeUK has continually created or contributed to a range of
resources and research which reflect the value of creativity in the lives of young people as well as providing practical
strategic support to connect schools, universities, youth organisations and others working with young people to arts,
culture and heritage organisations and individuals.
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CAPE UK
TRUSTEES' REPORT (continued)
FOR THE YEAR ENDED 31 MARCH 2015
We also aim to help break down the barriers to involvement in the arts from those young people who don't, or are unable
to, engage.
Our extensive research and knowledge continues to mean we have an influence at local, regional and national level. This
has also informed developments in our Arts Council England (ACE) 'bridge' role. That role sees us working as part of a
national network of 10 bridge organisations to use our experience and expertise to connect children and young people
with art and culture in Yorkshire and the Humber.
Our collective challenge is to develop imaginative and innovative approaches which respond to the current realities of
austerity and change and embed connections between organisations in the arts and cultural sector with schools and other
agencies that serve children and young people.
Mission and Values
Our vision:
•
Young people face the future with creativity and self-belief
Our values:
•
Creativity
•
Collaboration
•
Reflection
•
Equality
•
Challenge
Our approach
Our work to translate our vision and values into practical strategic support has been achieved by working with those that
share that vision including - schools and networks of schools, youth and community organisations, local authorities, Arts
Council England (ACE), arts and cultural organisations, museums, heritage organisations, libraries, film and other
individuals working with children and young people.
We use our expertise and experience along with an enquiry-based approach to collaboration and evaluations, helping us
challenge preconceptions and provide a strong evidence base for innovative routes into existing and new markets.
Learning from previous programmes and projects injects that knowledge base with fresh impetus to expand existing work
and offer new sustainable ways of working.
At strategic levels we have made and developed pro-active connections with key education leads from all Yorkshire and
the Humber's 15 local authorities, Yorkshire Festival 2014 organisers, Music Education Hubs, Teaching Schools Alliances
and school partnerships.
We have had an input at national level too with key players such as Arts Council England, leading to the renewal of our
'bridge' role and an extended commission from ACE to curate its national database of teaching resources. We have also
played an advisory role in the development of the refreshed Artsmark .
Our connection with schools and local authorities through the 'Yorkshire Challenge' and its aim to raise educational
standards is helping promote positive connections. Our investment in a Specialist Leaders in Cultural Education
programme will take that work into the heart of schools.
The current Artsmark has helped our advocacy role in schools, helping to assess and celebrate their use of arts and culture
across the curriculum . In addition, Arts Award offers schools and arts and cultural organisations a great opportunity to use
nationally recognised qualifications and assessment to record young people's achievements and experiences of arts and
culture. Both also encourage new and sustainable connections between schools and the arts and cultural sector .
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CAPE UK
TRUSTEES' REPORT (continued)
FOR THE YEAR ENDED 31 MARCH 2015
This year has seen the successful conclusion of our Department for Education (DfE) funded Strong Voices programme
helping vulnerable and disadvantaged children and young people connect with high quality arts and culture.
We will coninue to use all our programmes,fund research and focus on new opportunities to ensure creativity enriches
the lives of young people.
Achievements and performance
Opening up opportunities for children and young people to connect with high quality arts and cultural experiences
Removing the barriers young people face in participating in the arts continues to be a key element of all our work whether they are viewers, active participants or see the creative industries as a potential career. We are aware of the
major obstacles they face to become involved, particularly for disadvantaged young people, but we can also demonstrate
the positive impact arts and culture have on children and young people. Engagement with the arts either in school or in
the wider community supports the development of multiple skills - preparing them for the challenges of life and work.
We also acknowledge that employment in the creative industries is often restricted to graduates and those whose parents
can support them through their contacts or by subsidising their children. It is vitally important that we encourage the
diversification of opportunity to support those industries to be a continuing success story in the British economy .
Two of our major projects this year have reflected those priorities, the Creative Skills Initiative - working with college,
training providers and employers to open up routes into employment for young people - and Strong Voices, a
Government-funded DfE project looking at those barriers that disadvantaged and vulnerable young people face in getting
involved with the arts.
Creative Skills Initiative (Traineeships) and the Creative Employment Programme
There is a general lack of understanding by young people and the adults that support them of the diverse range of job
roles and skills required to meet the growing demands of the Creative and Cultural Industries (CCI). This combined with a
lack of entry level routes into a sector that tends to recruit graduate level employees makes it challenging for many young
people to make an educated choice about a vocation in those industries.
While there has been more positive news this year on overall employment figures for Yorksh ire and the Humber, youth
unemployment remains high compared to other regions.
Through our Creative Skills Initiative and its work with colleges, FE training providers and employers we are providing a
first step for young people to consider a career in the sector by preparing them for future employment.
This was the second year of our work on this programme funded by the national organisation Creative and Cultural Skills.
Building on our successful pilot scheme with Rotherham College of Arts and Technology (RCAT), we have now expanded
the programme to include Calderdale College, Darnall Education Centre Associated Training Cooperative (DECAT) and
additional work in Hull linked to the City of Culture 2017. This has led to 57 young people taking part in the programme
across the areas.
In Calderdale, young people worked with BAFTA nominated company 'Fettle Animation', working towards Arts Award
Bronze and the EDEXCEL award in Interactive Media. In Hull, three new apprenticeships have started as a pilot for a
planned larger programme with key arts and cultural organisations and Hull City Council's training provider - Hull Training.
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CAPE UK
TRUSTEES' REPORT (continued)
FOR THE YEAR ENDED 31 MARCH 2015
Creative Industries Unmasked
As well as our specifc work on traineeships ,elements of our bridge organisation role have focussed on career progression .
We have linked with organisations in North Yorkshire to deliver a creative careers event for children and young people.
The event at the Green Howards Museum in Richmond was attended by 120 pupils together with teachers, parents and
carers and 18 creative professionals/organisations were involved. Among the attendee feedback was: "I learnt that there
are other jobs in performing arts, not just acting" and "I have learnt to do something I enjoy, and develop my skills to
become a success" .
Strong Voices
This two-year Department for Education (DfE) programme has been testing how to open up arts and cultural
opportunities and employment to disadvantaged young people aged 14-19 using different approaches to the issue in four
areas - Leeds, Hull, Rotherham and Calderdale . This was particularly focused on the barriers facing the 6% most
disadvantaged and vulnerable young people. Our approach was two-pronged as we were an active partner in a
consortium of five bridge organisations which delivered the programme as well as being the lead organisation for the
action research and evaluation element.
In total around 2,700 young people were reached by the project across the four towns and cities through consultation,
events and activities . Of those 1115 showed a recorded outcome from their involvement, more than 15% of which were
accredited, and 80 went into some form of work placement or apprenticeship . Activity took place across a range of
artforms and young people's groups including public community arts events, library-based writing workshops, DJ schools,
street dance and music.
Professionals working with young people were also involved through consultation and training events and arts, cultural
and youth organisations took part including--Orangebox in Halifax, Leeds Grand Theatre, Hull Truck Theatr-e,- MyPlace
Rotherham, Northern Ballet and Opera North
Through Strong Voices we created a "Diversify Your Workforce" Toolkit to signpost creative and cultural industry
employers to information and resources to help them develop work opportunities for young people. This included a range
of hints, tips and tools to help support the many different aspects including recruitment and helpful links to research and
funding opportunities.
We were also delighted to be invited to lead the action research element of the Strong Voices work. We developed
guidance for the programme and supported each region to organise reflective sessions and offered one-to-one support
visits and consultations with regional leads. The report was distributed to practitioners via the bridge organisations and
through the end-of-project dissemination conference, which was also broadcast online. The evaluation showed positive
engagement with, and outcomes for, young people across all the areas. The over-riding message was that everyone has to
be prepared to change their approach. Programme design has to start with the needs of the young people themselves and
be tailored around this. Partners have to develop a shared language and way of working which brings together the best
practice and experience from each sector for the benefit of young people.
Evaluation and support
In addition to the work on Strong Voices we have also carried out evaluation and support for other activities with the aim
of sharing best practice and also informing our future business development .
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CAPE UK
TRUSTEES' REPORT (continued)
FOR THE YEAR ENDED 31 MARCH 2015
Weird-to-Wired - evaluation of international exchange programme to develop creative use of technology in maths.
We have published our independent evaluation report of the Weird-to-Wired programme, a two-year partnership
providing formal and informal professional development in the use of new technologies . The programme included peer
learning exchanges between schools in Bradford and Rotterdam and linked to raising awareness of the possibilities of new
technologies across other schools and among trainee teachers . Our evaluation showed the project had been valued by the
Bradford school as a focused, high quality and engaging developmental programme which stretched and challenged
teachers and developed their knowledge and skills set. The school Head-teacher reported: "this is enhancing not just the
delivery of those lessons but is a resource base for the future as well." A range of new resources were created and these
were shared at a high profile event involving schools across Bradford. The learning is helping inform our efforts to use the
creative and science/technology agenda to create new products and programmes that could attract funding in the future.
Curriculum resources curation
Successful work to curate an online catalogue of arts and cultural resources led to two further commissions from Arts
Council England to refresh the directory. This audit gathered resources to help teachers enhance the new National
Curriculum at Key Stages 1-5 and led to a successful update of the resources website. This work, combined with our
knowledge of the current educational landscape from our bridge role is enhancing our ability to support arts and cultural
organisations in developing resources which are aligned to the national curriculum and school priorities. We are now
exploring new opportunities to share this knowledge through events and product-based support.
Arts Learning Consortium
We offered support with three events for the Arts Learning Consortium in the North West:
•
'Planning for Pupil Progress in the Arts' looking at how arts and cultural organisations can help schools track pupil
progress
•
A session on the new National Curriculum and the opportunities for arts and creative learning
•
'lnclusivity and the Arts', looked at disparities in the take-up of the arts.
We are now exploring how to develop these sessions to broaden the audiences into other geographical areas and sectors.
Products
Through our development strategy we continue to look for new opportunities to ensure a financially sustainable future
for the organisation . A number of our activities this year have been designed to test market demands as well as creating
prototypes of resources and programmes that could be replicated. Two of these have been highly successful in engaging
audiences and creating opportunities for creative learning.
Yorkshire Festival 2014 -A successful commission saw us produce learning resources for Yorkshire Festival 2014 - work
which followed our positive engagement in the initial stages with the organisers looking at how young people could be
integrated into the festival's varied activities. Our resources were created with teachers and linked to Key Stage and exam
requirements. They linked directly to six festival events and a further four covered some of Yorkshire Festival 2014's
central themes. The resources were downloaded more than 13,500 times - an amazing number when the target was
between 500 and 1,000 downloads during the course of the events. The work also saw a large increase in website traffic
during the time of the Festival (a 54% increase in unique users compared to the previous year), increased exposure for
CapeUK through the Festival brochure and publicity, and media coverage on local radio and nationally through Arts
Professional.
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CAPE UK
TRUSTEES' REPORT {continued)
FOR THE YEAR ENDED 31 MARCH 2015
Tour de France Arts Award project - Inspired by the Tour de France's Grand Depart and the Yorkshire Festival 2014,
CapeUK designed and produced an Arts Award Yorkshire-themed logbook reflecting the rich artistic and cultural heritage
of the region. The w rk linked schools to four arts and cultural organisations - National Coal Mining Museum, Impressions
Gallery, York Minster and . Sheffield Museums. The project led to the embedding of Arts Award across the four
organisations, more than 100 people taking part in Adviser training, 1,730 young people gaining Arts Award, and a
number of schools deciding to offer both Discover and Explore Arts Award levels to their pupils. The logbooks continue to
be used by Arts Award Advisers to help children record their work.
Bridge Role
CapeUK is part of a national network of 10 bridge organisations across England. We have been funded by Arts Council
England (ACE), with some additional funding from the Department for Education (DfE) since April 2012 to use our
experience and expertise to connect children and young people with arts and culture in Yorkshire and the Humber.
We were delighted to have our bridge funding extended to the 2015-18 period after a successful bid to renew our role.
We are grateful to ACE for this funding which enables us to further develop our own work across the region and beyond.
The aims of this programme are to build the capacity of both the arts, creative and cultural sector with schools and other
learning environments to ensure that :
•
every child and young person has the opportunity to experience the richness of the arts
•
children and young people have the best current and future artistic lives they can have
•
children and young people are able to develop their artistic capabilities and engage with and shape the arts.
Our strategy of connecting children and young people to high quality arts and cultural experiences provides the thread
that links all our varied programmes, advisory services and products. Learning and developments from each aspect of our
work are analysed to inform our practice mov+ng forward.
Artsrnark
Our Artsmark advocacy through our bridge role continues to support schools to evaluate, strengthen and celebrate their
arts and cultural provision. Artsmark also provides a synergy with Arts Award for schools and other learning settings in
how they connect young people to arts and cultural learning. This year has seen national developments in Artsmark
leading to its re-launch in Autumn 2015, meaning we found creative ways to keep up the momentum of schools taking
part.
In addition to our bridge role we were commissioned by Arts Council England to gather nominations from arts and cultural
organisations of schools who could be 'awarded' free Artsmark Network membership due to their existing positive
connections with the arts .We successfully identified 350 schools from the Yorkshire and the Humber region.
We subsequently ran a successful "It Starts with the Artsmark' event with more than 75 nominated schools taking part.
The event looked at how to support schools to achieve high quality arts provision for young people. The keynote speaker
was Ian Middleton, Ofsted HMI for Art and Design and there were presentations by teachers who shared the benefits
their pupils have derived from using arts and cultural activities across the curriculum. We also ran a "marketplace" of 26
arts and cultural organisations involved in CapeUK's exclusive Artsmark Special Offers scheme. Feedback from the event
showed 98% of attendees rated it as outstanding or good while comments included "thanks for the inspirational ideas of
how to use the arts" and "really interesting, I feel inspired".
This enthusiasm for Artsmark and connections with arts and cultural organisations was reflected in our subsequent work
on the newly refreshed Artsmark. This aims to offer an award that celebrates ways of using the arts to build pupils'
confidence, resilience and drive as well as offering a more flexible approach that fits into each schools' own strategies and
curriculum .
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CAPE UK
TRUSTEES' REPORT (continued)
FOR THE YEAR ENDED 31 MARCH 2015
CapeUK has been at the forefront of the work to develop the new Artsmark with our Cultural Education Manager
(Schools) advising on its design. We encouraged schools to take part in the pilot scheme with more than 60 expressing an
interest.
While Artsmark has been "on hold" we have continued our advocacy role through other activities including our Artsmark
Special Offers for Schools. By the end of the year 32 offers were available from cultural organisations who advertise a
special deal for Artsmark schools. As one example, the scheme has had a fantastic impact on Griffin Theatre Arts who said:
'We have had a brilliant response. Being able to send the offer out through you has definitely meant that we have been
able to reach out to and connect with schools, that we would not have been able to otherwise ."
Arts Award
This has been CapeUK's most successful year for Arts Award with 7,071 moderations completed, almost ten times as many
as we saw in 2008 and the third highest total among bridges in 2014/15. That brings the total in Yorkshire and the Humber
since Arts Award launched to 18,932. If we gathered together one young person to represent each of those Arts Awards
achieved we would fill 15 of the region's biggest theatres .
We have been working to develop a number of new markets for Arts Award through targeted work and sector-specific
briefings.
With Hull Libraries we have run a pilot scheme with six schools devising ways of using Arts Award to enhance literacy
learning. The model is believed to be the first of its kind and schools have been so enthused by the approach that they
began their Arts Award delivery ahead of the planned schedule with around 50 pupils involved at each school. The
approach will be shared with other schools across Hull and with library services regionally and nationally.
-We have begun a new project to embed Arts Award into the Factice of youth theatre projects. So far work has been
carried out with Hull Truck Theatre, West Yorkshire Playhouse, Harrogate Theatre, Stephen Joseph Theatre and Helmsley
Arts Centre. With our support, they have assessed their current work with young people, reviewed their use of Arts Award
and taken part in staff professional development work. Among the activities, Stephen Joseph Theatre has hosted, and
taken part in, Arts Award training which involved partner organisations and schools in their area and Hull Truck have
appointed an officer to take Arts Award forward, with an increase in moderations expected from both initiatives.
We have targeted three sectors with specific briefings and follow-up activities:
•
A health and well-being session explored how young people experiencing mental/physical health issues could
engage with the arts through Arts Award. The majority of attendees have now taken part in Adviser training and
70% were 11very interested in further research into health outcomes from creative programmes."
•
The Arts Award in Schools taster event covered how Arts Award can be adapted and included in different elements
of learning. The feedback was extremely good and we have organised Adviser training for attendees. Teacher's
11
comments included: l'm excited by the possibilities of it all" and "I feel my school can achieve this".
•
Our Arts Award lead has been analysing the work of Pupil Referral Units (PRU) and we held an Arts Award training
session specifically for PRUs at the National Coal Mining Museum to help them see the potential benefits of using
such locations with young people. We also gave a presentation at the Doncaster PRU Heads meeting. Among the
positive outcomes is our support for one freelancer who has been working with young people at a PRU to achieve
Arts Award, and on the back of the successful work, has now moved from doing just two hours a week to being
given a part-time teaching contract.
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CAPE UK
TRUSTEES' REPORT (continued)
FOR THE YEAR ENDED 31 MARCH 2015
Arts Award Training
A contract with Trinity, the awarding body of Arts Award, enables us to provide additional support to centres offering the
award. We have ben able to increase uptake for those organisations who require additional help to become a formally
recognised organisation. The vast majority of those receiving support go on to successfully deliver Arts Award.
Connecting arts, culture and education
In addition to our work on Artsmark and Arts Award we are strengthening our work to encourage creative education in
our schools to boost the learning of young people through teachers' professional development .
Improving Yorkshi re's schools
Yorkshire Challenge and SLiCE Through connections with the Yorkshire and the Humber Lead Members Group and the Assistant Directors of Children's
Services from all 15 local authorities, we secured input into the region's 'Yorkshire Challenge' Education Summit 2014 as
part of efforts to move Yorkshire schools off the bottom of national attainment league tables.
CapeUK subsequently co-hosted the second Yorkshire and Humber Education Summit in March 2015 with over 160
delegates representing education, local authorities, business, higher and further education and the arts and cultural
sector . The event explored how collaboration and working in partnership across sectors might support the drive to
improve standards of education, learning and life chances for children and young people. Our CEO, Pat Cochrane and
Chief Executive of Hull City of Culture 2017, Martin Green, gave speeches and delegates responded to a number of
questions relating to how education and learning might be developed in partnership with the arts and cultural sector.
Attendees committed to embedding a comprehensive cultural offer into their work and we are working with the local
authority leads on a long-term strategy .
CapeUK's response to this challenge is partnership investment in our Specialist Leaders in Cultural Education programme SLICE Yorkshire - which will start work in September 2015 . Each of the Specialist Leaders is a senior member of school
staff who will lead cultural learning and partnership development in their school and its networks. This will be achieved by
developing innovative sustained arts and cultural interventions with arts and cultural partners to improve literacy
attainment and pupil engagement . Each school has made a minimum investment equivalent to £5,000 matched by
CapeUK . The Specialist Leaders will share good practice and connect and build partnerships with the wider cultural
infrastructure in both their locality and across the region. 31 cultural organisations are taking part by linking with an
individual school or partnership providing evidence of impact of arts and cultural experiences on pupils' attainment and
engagement long term.
This programme follows up on our original Specialist Leaders in Cultural Learning {SLICL) partnership investment
programme which is having a positive impact in the 10 schools and Teaching School Alliances (TSAs) involved. This group
comes from various levels of teaching including a primary school headteacher . Each one is responsible for championing
the arts and cultural learning and building partnerships with arts and cultural organisations across their own school
networks. Schools made an investment equivalent to £10,000 matched by CapeUK's partnership investment. These
Leaders are also carrying out research on a particular element of creative education. One example at Stocksbridge High
School in Sheffield has been so successful that teachers across the curriculum have already reported the positive impact
on the students taking part and the approach has been shared with the rest of the TSA . The scheme is due to end in July
2015 and learning will be shared regionally and nationally as well as helping inform CapeUK's development of future
models of working, products and advisory services.
We work across mainstream and special schools, academy chains, school clusters and teaching school alliances (TSA). One
connection with the Bradford Birth-to-19 TSA has led to CapeUK being invited to join its strategic board supporting its
work as part of the School-Centred Initial Teacher Training (SCITT) network. The TSA's training programme involves 100
primary and 49 secondary trainees and our role is advising on embedding creativity and the value of engagement with arts
and culture as well as contributing to four days of training focused on arts subjects and creativity.
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CAPE UK
TRUSTEES' REPORT (continued)
FOR THE YEAR ENDED 31 MARCH 2015
The Temple Newsam Learning Partnership (TNLP), a cooperative Trust of 15 schools and partners in East Leeds, has been
supported through our bridge and DfE Strong Voices programme, to develop a sustainable approach for connecting
children and young people in schools with arts and culture. The schools represent some of the most disadvantaged areas
of the city and we have helped strengthen their connections with arts and cultural organisations. Recognising the value of
the programme TNLP has successfully secured £15,000 from funding sources . The choice to continue investment is partly
driven by ongoing consultation with young people and their families who recognise the value of these opportunities . A
strong programme of CPD and training for arts and cultural partners has also been established.
Our Film in the Primary Classroom conference involved 43 teachers who were introduced to a range of new ways of using
film and filmmaking in the classroom to enhance learning across the curriculum . This included information on the
Bradford Primary Film Literacy programme, Into Film's education offer and the results of a university study on the impact
of film on literacy levels. The conference was shared via our website and a live blog feed and feedback was positive with
all respondents rating the event as good or outstanding. Comments included : "this has re-invigorated my use of film" and
"the amount of ideas relating to film have been brilliant and I will definitely be using them in class'.
Navigating new opportunities for arts and culture
With arts and cultural organisations facing new challenges in accessing funding and in finding a route into the complex
world of modern school structures and priorities, helping them navigate these waters has been a key focus .
CapeUK has been one of the pilots for ACE's Quality Principles, using our involvement to help others explore the Principles
and give feedback. This gave those organisations time to focus and reflect on how they could use the Principles to develop
their work with young people. This learning was then shared at an event with more than 40 other cultural organisations .
This process has enabled CapeUK to produce a replicable reflective process for the Quality Principles. We have also
--boosted our own work through reflection on our quality leading-to improvements in the use of feedback, evaluation and
follow-up to develop increased sustainability, turning event attendance into positive action.
With funding sources becoming more diverse and major funders having to be more selective, we have responded to
sector requests for support . We hosted two events with the first looking at the secrets behind a successful bid, offering
attendees the chance to critique their own bidding process and funding needs. A second session looked at how a social
franchising model might help the development of organisations . Feedback from both sessions was very positive and both
were over-subscribed within a week of advertising them so we are now looking at running similar sessions.
We have also run new events focussing on the changes to the National Curriculum to inform arts and cultural
organisations - an ongoing need identified in last year's annual review of the region's education and arts and cultural
sectors. The two events were attended by around 40 organisatio_ns and gave them a sense of what the new school
landscape is, how it can be navigated and where there are potential opportunities.
Networks
Both education and arts and cultural networks continue to be key to creating partnerships to help engage young people,
their families and the professionals who work with them .
One focus this year has been libraries where we have established a core offer including Arts Award training. As well as our
work with Hull Libraries we ran Arts Award training with Kirklees libraries. We have connected with the national network
of Senior Children's and Education Librarians (ASCEL) and the Society of Chief Librarians (SCL) in Yorkshire helping to build
mutual support between those two groups and creating a strategy for work with children and young people. To aid this
we facilitated a joint session between the groups and counterparts in the North East and North West . From that meeting a
strategy has developed linked to the national libraries agenda and will help us further develop our support for libraries.
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CAPE UK
TRUSTEES' REPORT (continued)
FOR THE YEAR ENDED 31 MARCH 2015
Music Hubs are a key element of connecting with schools and young people and we have created a "community of
practice" among Yorkshire Music Hubs which is helping share ideas. All of our region's hubs have been involved, aiming to
make the most of thir expertise and encourage music hubs to look at the wider picture of activities in other parts of the
arts and cultural sectors. This work has led to Arts Award training for Hub professionals and a connection with the North
Lincolnshire Hub on its school engagement plan.
Festivals and other major events
Festivals and other major events have provided a positive connection between arts and cultural organisations and young
people and their families. This included our work with Yorkshire Festival 2014 and the Tour de France's Grand Depart
2014.
Our partnership investment in Calderdale supported 'Rhythm in the Riding' where more than 350 pupils from 13
Calderdale schools took inspiration from both those major events to create a musical celebration and public
performances . This involved schools, Calderdale Music Hub, libraries and museums and a poet and musician. The work led
to public appearances at the Halifax Food and Drink Festival and an invitation from Calderdale's Mayor to perform at a
civic reception. The whole project culminated in a 'flashmob' where the pupils paraded through Halifax to sing their songs.
More than 300 young people will receive Arts Award accreditation and the 13 schools are now expected to work towards
the new Artsmark. A new relationship has also developed between the Music Hub and Lloyds Bank with future events and
concerts planned. One school reported: "This activity was incredibly successful in so many aspects. The immediate impact
(on our pupils) was huge."
In Sheffield we supported the city's Children's Festival to offer participatory events, expanding their 'JOIN IN' programme
with a range of activities giving local people a taste of some of the fabulous arts and cultural activities on offer. More than
100 people took part with more joining to watch performances in the afternoon. The events provided an opportunity to
carry out surveys with the public about Sheffield's arts and cultural offer.
Literacy
With literacy rates in Yorkshire and the Humber schools remaining below the national average, literacy has been a key
element of our partnership investments this year.
In addition to the work around the Yorkshire Education Summit, CapeUK's support for the Bradford Film Literacy
Programme is helping investigate how using film techniques could increase pupils' literacy attainment levels. Our direct
investment has meant that the second year of the programme included professional film-makers working directly with
young people in schools. Arts Award has been incorporated in to the project and a website has been established to share
the learning. A full evaluation is due to be published in May 2015.
In York, our support and expert advice helped create a new scheme between three major players in the city, leading to a
series of summer events and a "Big Share" with 24 children achieving Arts Award Discover. York Minster, York Museums
Trust and Explore York Libraries and Archives offered a series of drop-in practical art workshops all linked to the Summer
Reading Challenge . Children who attended at least three sessions were then eligible to attend the "Big Share" event at
Yorkshire Museum, which will be repeated in 2015. All parents reported that the activities helped them and their children
find out more about the history and culture of York .
BHP, Chartered Accountants
page 11
CAPE UK
TRUSTEES' REPORT (continued)
FOR THE YEAR ENDED 31 MARCH 2015
We have invested both staff expertise and partnership investment funding in a project with Carlton Bolling College and
Freedom Studios in Bradford studying the impact of using drama techniques to improve literacy and English language
acquisition. The work focussed on newly arrived students and those with English as an additional language. The project
report showed in some cases, students improved their English Language by three levels, while others whose initial low
English skills meant they could not be assessed had improved by the end of the six-weeks of workshops and were assessed
and able to be in mainstream education. Freedom Studios are now adapting their work with students with low English
skills to use their own heritage and culture to help them understand how to "be a Bradford citizen". The school has also
adapted its induction programme for newly arrived students. This learning is now being shared with other arts and
cultural organisations and schools and we are exploring ways to expand the programme through new funding sources.
Another pioneering new investment
Working with the North West 'bridge' organisation, Curious Minds, we have a joint investment with the sporting charity
Rugby League Cares. This is the first cross-area partnership investment in the country and will support RL Cares in its aim
of protecting rugby league's rich heritage. The partnership is in its early stages and investment from CapeUK could total
up to £125,000 a year, match funded by the clubs. The work will use rugby league clubs' community and educational work
to connect them with arts, culture and heritage organisations and local schools and young people. This will link later in
2015 with the 120th anniversary of the founding of the sport of rugby league with young people taking part in Arts Award
through the activities.
Plans for the future
Recent years have seen the strengthening of our foundations by using major programmes such as our Arts Council
England bridge role and Strong Voices, coupled with positive restructuring of our structures and business development.
This is helping us meet the evolving demands of the education and arts and cultural sectors.
The renewal of our bridge role for 2015-18 is a welcome addition to our portfolio. We continue to explore new funding
routes and opportunities and this will expand in the coming year as we move towards greater sustainability and
independence .
Our aim is always to improve, increase and develop opportunities for children and young people to lead a rich and
creative life. Over the coming years we will reshape and re-design creative and compelling learning opportunities for
children and young people and widen our influence and impact. To achieve this we will inspire a generation of creative
children and young people by:
•
•
•
•
Initiating and leading innovative projects to develop creativity in children and young people, which will act as
prototypes for wider use and develop practitioners' skills
Developing services and products that support others to develop their practice and embed approaches that
support children and young people to be creative
Collating, analysing and sharing learning from projects and approaches
Advocating for creativity at policy level and continuing to develop strategic partnerships regionally, nationally, and
internationally.
Our innovative interventions will model and demonstrate the role of creativity in contexts including in and out of school
learning; teaching in the curriculum including STEM subjects; and learning in relation to challenges such as young people
not in education and employment, vulnerable young people and new arrivals' language development.
Our development of new products and services will analyse the needs of professionals and young people and use research
of target markets. We will also review all our existing products, reports and research to test the relevance of them to
current sector needs and where appropriate we will explore opportunities for professional accreditation .
BHP, Chartered Accountants
page 12
CAPE UK
TRUSTEES' REPORT (continued)
FOR THE YEAR ENDED 31 MARCH 2015
New work-streams will be informed by continuing close working with sector and cross-sector networks to ensure we
create opportunities that are accessible and fit-for -purpose, successfully bridging the gap between research and good
practice.
Advocacy work will remain key to developing the policy and senior leadership support for creative work with professionals
and children and young people. We will continue to identify powerful advocates and associates who can champion
creative learning and connect with organisations that share our aims to build effective alliances regionally, nationally and
internationally . In addition we will use funding routes which have the potential for spread and influence into new and
existing markets and share our findings, research and views through a variety of communications channels.
We will continue to invest in staff development and technology to support their work and use their wide ranging
knowledge and experience to achieve our aims. Where we need to build capacity and additional knowledge we will
continue to use consultants .
Our aim throughout will be to position CapeUK as the trusted destination of choice for those wanting to engage children
and young people creatively .
Structure and Policies
Public benefit requirements
Our board understands that all Charities must demonstrate that they are established for public benefit and have given
due regard to the Charity Commission's guidance on this. All of our activities detailed in this report demonstrate our
charitable purpose of furthering education through collaborative and creative learning, regardless where this takes place,
for teachers,artists and children and young people. This work enables our young people to develop creative capacities to
be resilient and thrive to meet the neeas of the modern world and job market and we particularlYl:arget those
experiencing disadvantage . Our strategic interventions and professional development initiatives support the adults who
support those young people so that we broaden our reach whilst creating sustainability .
Our trustees are satisfied that the services we offer and deliver to our beneficiaries are completely compatible with our
aims.
Structure management governance
CapeUK is a charitable organisation limited by guarantee without share capital. We were granted charitable status on 8
March 1999 and incorporated on 4 April 1997. We are governed by the Memorandum and Articles of Association. Funding
for the company's activities has been provided from various resources as noted in the financial statements.
Trustees
We currently have seven trustees who make up our Board of Trustees following the successful recruitment of new
trustees during this year. Our Trustees are appointed for the skills, knowledge and experience they can bring to the
organisation. We are constantly looking for people who address the skills and knowledge gaps within the board. We do
this through personal recommendation, the use of board banks, advertising and through professional organisations and
bodies. Once appointed, trustees undertake an induction programme which includes an introduction to our organisation,
access to governance training as well as other relevant opportunities. Our Trustees are required to retire by rotation and
new trustees serve a 3 year term after which they can be reappointed for one further term.
Our trustees give their time voluntarily and generously with no-one receiving any remuneration during the year . Any
expenses reclaimed from the charity are disclosed in note 9 of the annual accounts . A conflict of interest and register of
any related transactions are kept in accordance with our policy. Trustees are required to withdraw from decisions where a
conflict of interest may arise.
BHP, Chartered Accountants
page 13
CAPE UK
TRUSTEES' REPORT (continued)
FOR THE YEAR ENDED 31 MARCH 2015
Our Board of Trustees meet at least four times a year and, in collaboration with the Senior Leadership Team, is
responsible for developing the long-term objectives for CapeUK . Our Finance and General Purposes Committee also
meets at least four times a year with additional meetings held according to organisational need. This committee is
responsible fo·r providing more rigorous scrutiny of the finances and other major decisions and reports back to the Board.
The day-to-day management of the organisation is devolved to the Chief Executive and Senior Leadership Team.
Risk Management
Our trustees are required to identify and review the risks to which we are exposed and ensure that these are avoided or
minimised, so far as is possible. We have a comprehensive register of risks to which we may be exposed which are then
assessed for their potential impact on our organisation. The Chief Executive and Director of Finance monitor the risks
regularly and the updated register is presented to Trustees annually and more frequently when required where levels of
impact change on existing risks or when new risks emerge.
In order to mitigate internal risks of the organisation we have a comprehensive set of internal policies and procedures,
developed with specialist advice where appropriate and updated regularly according to new and emerging legislation.
Principle Risks
•
Financial Risks
We are grateful to the Arts Council England for their extension to the Bridge Organisation funding agreement
which offers a further £3.07m for the period 2015-2018. Whilst in principle this offers some security for the
medium term this funding is subject to the Government's Comprehensive Spending Review due to take place in
November 2015. We are encouraged by Arts Council England's commitment to a 'Cultural Entitlement' for young
people but realise that any reduction in funding for ACE is likely to mean a reduction to our funding too. As our
current funding portfolio is dependent on Government -sBurces we are pro-actively reviewing both the impact of
funding changes and developing a new strategic plan with a key focus on business development. This review has
looked at refining our key audiences and messages, highlighting our credibility in the field. We have honed_ our
plan for income generation which focusses on three key areas - applications to trusts and foundations; positioning
ourselves so that we are better placed to apply for contracts through bids and tenders, particularly in relation to
traineeships and apprenticeships; and looking at how we can exploit our existing intellectual property to create
products and advisory services. Our fundraising and business development plans have ambitious but realistic
targets to ensure our organisation is sustainable in the longer term.
•
Personnel
the loss of key, senior staff is a significant potential risk for us. We are a knowledge-based organisation and we are
dependent on the experience and skills of key members of our team. To mitigate against this we hold Key Persons
Insurance which means, in the event of loss of any member of our Senior Leadership Team, either through accident
or illness, we will receive insurance monies in order to buy in specialist professionals.
Remuneration Policy
We believe that employees should be rewarded at a level which reflects their responsibility, skill, competence and
contribution to our objectives, whilst at the same time taking note of the external value placed on the job in the market
more generally . We believe that salary levels should reflect our success and the ability of an employee to achieve that
success in all aspects of the business and its values, including the customer care, quality, teamwork and behaviours which
will make us a respected and successful organisation. We review salaries annually and undertake a full review, including
benchmarking against the wider sector, every three years . Coupled with the regular review of our reward packages, this
ensures that no member of staff is discriminated against based on protected characteristics across all aspects of their
contract of employment .
BHP, Chartered Accountants
page 14
CAPE UK
TRUSTEES' REPORT {continued)
FOR THE YEAR ENDED 31 MARCH 2015
As we experience ever decreasing funding levels and the resultant necessary freeze on salaries over the past few years we
have introduced a number of non-basic pay rewards in order to maximise budgets. Staff receive a good pension, access to
a health cash plan a.nd employee assistance scheme, a salary sacrifice scheme as well as the opportunity to attend a
cultural performance in th.e region annually . We will continue to try to provide a flexible remuneration policy,
underpinned by a role evaluation framework that motivates and incentivises staff.
Senior staff pay
Senior staff salaries are determined by the Board of Trustees and are based on skills, experience, knowledge and
responsibility. These are reviewed in line with our remuneration policy as detailed. Salaries for all other staff are
delegated to the management.
The total amount paid in senior staff salaries and benefits for the period 2014 to 2015 was £216,931.
Financial review
This year has been another challenging one for income generation across the public sector . We entered this financial year
with a significant income generation target, particularly given the reduction in funding across the sector as a whole.
Although we have been highly active in developing new strands of business and themes of work this is yet to yield full
financial benefit. However, the learning from this year's activities is helping future development proposals and the Bridge
role continues to give us an excellent platform and knowledge base from which we can springboard new initiatives.
Unrestricted reserves
During the last financial period our unrestricted reserves were above the required level and we committed these
additional funds to further invest in our bl:lsiness development, we therefore expected a significant drop thi£-year.
Our reserves policy seeks to ensure that we can provide for a defined, scaled down staff team and overheads for a 6
month period as well as the cost of redundancies and any termination costs relating to contracts that are in existence at
that time. We believe that this team will either develop new work to enable the charity to continue or will allow for the
timely wind-down should funds not be forthcoming . The level of reserves required for this approach stands at £189,000.
We are delighted to report that despite a challenging year we have exceeded our required level of reserves . We will
designate a sum of money which will enable us to develop and test new innovative programmes of work which we can
then present to potential funders.
Restricted reserves
Our restricted reserves are subject to fluctuation, depending on the funding portfolio we hold. During this period our
restricted reserves stood at £503,719 (2014: £334,598). These funds were somewhat artificially inflated, largely due to
the Partnership Investment funds held for our Bridge role.
Grant Making Policy
We do not have our own funds for grant making purposes. However, our Bridge Organisation work required a certain
level of investment being designated for strategic initiatives (Partnership Investment) which aimed to increase the
opportunities for young people to engage with, and participate in the arts. These collaborations were required to lever in
additional match funding from other partners such as local authorities, housing associations, schools and others. We have
been highly successful in levering match funding and believe that this will stand us in good stead when making
propositions to trusts and foundations.
BHP, Chartered Accountants
page 15
CAPE UK
TRUSTEES' REPORT (continued}
FOR THE YEAR ENDED 31 MARCH 2015
Investment Strategy
In order to minimise risks our policy is to retain a high level of liquidity. We invest cash assets, beyond those required for
day-to-day working capital, in those accounts that offer slightly higher levels of interest but with relative ease of access.
Trustees' responsibilities statement
The Trustees (who are also directors of Cape UK for the purposes of company law) are responsible for preparing the
Trustees ' report and the financial statements in accordance with applicable law and United Kingdom Accounting
Standards (United Kingdom Generally Accepted Accounting Practice).
Company law requires the Trustees to prepare financial statements for each financial year . Under company law the
Trustees must not approve the financial statements unless they are satisfied that they 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 Trustees
are required to:
•
select suitable accounting policies and then apply them consistently;
•
observe the methods and principles in the Charities SORP;
•
make judgments and accounting estimates that are reasonable and prudent;
•
state whether applicable UK Accounting Standards have been followed, subject to any material departures
disclosed and explained in the financial statements;
prepare the financial statements on the going concern basis unless it is inappropriate to presume that the
charitable group will continue in operation.
•
The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the
charitable company and the group's transactions and disclose with reasonable accuracy at any time the financial. position
of the charitable group 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.
Disclosure of information to auditors
Each of the persons who are Trustees at the time when this Trustees ' report is approved has confirmed that:
•
so far as that Trustee is aware, there is no relevant audit information of which the charitable group's auditors are
unaware, and
•
that Trustee has taken all the steps that ought to have been taken as a Trustee in order to be aware of any relevant
audit information and to establish that the charitable group's auditors are aware of that information.
In preparing this report, the Trustees have taken advantage of the small companies exemptions provided by section 415A
of the Companies Act 2006.
This report was approved by the Trustees on
J...'6 \C\ \ \S' and signed on their behalf by:
IB Lawson, Chair
Trustee
BHP, Chartered Accountants
page 16
CAPE UK
INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF CAPE UK
We have audited the financial statements of Cape UK for the year ended 31 March 2015 set out on pages 19 to 35. The
financial reporting framework that has been applied in their preparation is applicable law and the Financial Reporting
Standard for Smaller Entities (effective April 2008) {United Kingdom Generally Accepted Accounting Practice applicable to
Smaller Entities).
This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the
Companies Act 2006, section 151 of the Charities Act 2011 and regulations made under section 154 of that Act. Our audit
work has been undertaken so that we might state to the charitable company's Trustees those matters we are required to
state to them in an Auditors' report and for no other purpose. To the fullest extent permitted by law, we do not accept or
assume responsibility to anyone other than the charitable company and its Trustees, as a body, for our audit work, for this
report, or for the opinion we have formed.
Respective responsibilities of Trustees and auditors
As explained more fully in the Trustees' responsibilities statement, the Trustees (who are also the directors of the
charitable company 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.
We have been appointed as auditors under the Companies Act 2006 and section 151 of the Charities Act 2011 and report
to you in accordance with those Acts. Our responsibility is to audit and express an opinion on the financial statements in
accordance with applicable law and International Standards on Auditing {UK and Ireland). Those standards require us to
comply with the Auditing Practices Board's Ethical Standards for Auditors.
Scope of the audit of the financial statements
A description of the scope of an audit of financial statements is provided on the Financial Reporting Council's website at
www.frc.org.uk/auditscopeukprivate .
Opinion on financial statements
In our opinion the financial statements:
•
give a true and fair view of the state of the group's and the parent charitable company's affairs as at 31 March
2015 and of the group's incoming resources and application of resources, including its income and expenditure, for
the year then ended;
•
have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice
applicable to Smaller Entities; and
•
have been prepared in accordance with the requirements of the Companies Act 2006 and the Charities Act 2011.
Opinion on other matter prescribed by the Companies Act 2006
In our opinion the information given in the Trustees' report for the financial year for which the financial statements are
prepared is consistent with the financial statements.
BHP, Chartered Accountants
page 17
CAPE UK
INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF CAPE UK
Matters on which we are required to report by exception
We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you
if, in our opinion:
•
the parent charitable company has not kept adequate and sufficient accounting records, or returns adequate for
our audit have not been received from branches not visited by us; or
•
the parent charitable company financial statements are not in agreement with the accounting records and returns;
or
•
certain disclosures of trustees' remuneration specified by law are not made; or
•
we have not received all the information and explanations we require for our audit; or
•
the Trustees were not entitled to prepare the financial statements in accordance with the small companies
regime and to take advantage of the small companies' exemption from the requirement to prepare a Group
ort or in preparing the Trustees' report.
Michael Jacks
(Seni°\statutory auditor)
for and on behalf
\
)
BH P, Chartered Accountants
Statutory Auditors
First Floor, Mayesbrook House
Lawnswood Business Park, Redvers Close
Leeds
sa :6QY
I cJ.hx_s Jn\ :)
BHP, Chartered Accountants are eligible to act as auditors in terms of section 1212 of the Companies Act 2006.
BHP, Chartered Accountants
page 18
CAPE UK
CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES
(Incorporating Income and Expenditure Account)
FOR THE YEAR ENDED 31 MARCH 2015
Unrestricted
funds
Restricted
funds
Total
funds
2015
2015
2015
£
£
£
Total
funds
2014
£
4,933
5,247
146,634
1,167,551
4,933
5,247
1,314,185
12,163
9,152
1,315,291
156,814
1,167,551
1,324,365
1,336,606
284,443
23,587
946,346
1,230,789
23,587
1,329,564
34,055
308,030
946,346
1,254,376
1,363,619
(151,216)
221,205
69,989
(27,013)
Note
Incoming resources
Incoming resources from generated funds:
Voluntary income
Investment income
Incoming resources from charitable activities
2
3
4
Total incoming resources
Resources expended
Charitable activities:
Preparing children to face the future with
creativity and belief
Governance costs
5
8
Total resources expended
Net incoming I (outgoing) resources before
transfers
Transfers between Funds
39,936
{39,936)
(111,280)
181,269
69,989
(27,013)
Total funds at 1April 2014
369,347
334,598
703,945
730,958
Total funds at 31 March 2015
258,067
515,867
773,934
703,945
Net movement in funds for the year
16
The notes on pages 22 to 35 form part of these financial statements .
BHP, Chartered Accountants
page 19
CAPE .UK
REGISTERED NUMBER: 03345236
CONSOLIDATED BALANCE SHEET
AS AT 31 MARCH 2015
£
Note
2015
£
2014
£
£
Fixed assets
Tangible assets
12
10,344
8,866
Current assets
Debtors
14
Cash at bank and in hand
Creditors: amounts falling due within one year
15
68,460
73,660
835,403
816,296
903,863
889,956
{138,795)
(196,355)
Net current assets
765,068
693,601
Net assets
773,934
703,945
Charity funds
Restricted funds
16
515,867
334,598
Unrestricted funds
16
258,067
369,347
773,934
703,945
Total funds
The financial statements have been prepared in accordance with the provisions applicable to small companies within Part
15 of the Companies Act 2006 and in accordance with the Financial Reporting Standard for Smaller Entities (effecive April
2008).
The financial statements were approved by the Trustees on
by:
lB' \ q \ \ $"
and signed on their behalf,
The notes on pages 22 to 35 form part of these financial statements .
BHP, Chartered Accountants
page 20
I
I
I
I
CAPE UK
REGISTERED NUMBER : 03345236
COMPANY BALANCE SHEET
AS AT 31 MARCH 2015
£
Note
2015
£
£
2014
£
Fixed assets
Tangible assets
12
Investments
13
8,866
10,344
1
1
10,345
8,867
Current assets
Debtors
14
Cash at bank and in hand
Creditors: amounts falling due within one year
15
84,833
60,154
791,425
787,665
876,258
847,819
(111,191)
(154,219)
Net current assets
765,067
693,600
Net assets
773,934
703,945
Charity funds
Restricted funds
16
503,719
334,598
Unrestricted funds
16
270,215
369,347
773,934
703,945
Total funds
The financial statements have been prepared in accordance with the provisions applicable to small companies within Part
15 of the Companies Act 2006 and in accordance with the Financial Reporting Standard for Smaller Entities (effective April
2008) .
The financial statements were approved by the Trustees on
by:
2S 1 9 I1 S
and signed on their behalf,
The notes on pages 22 to 35 form part of these financial statements.
BHP, Chartered Accountants
page 21
CAPE UK
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2015
1.
Accounting Policies
1.1 .Basis of pre paration of financial statements
The trustees have considered the current position and budgets of the charity and after making appropriate
enquiries they have a reasonable expectation that the charity has adequate resources to continue in
operatonal existence for the foreseeable future. Thus they continue to adopt the going concern basis of
accounting in preparing the annual financial statements.
Accounting convention
The financial statements have been prepared under the historical cost convention, with the exception of
investments which are included at market value, and in accordance with the Financial Reporting Standard for
Smaller Entities (effective April 2008), the Companies Act 2006 and the requirements of the Statement of
Recommended Practice, Accounting and Reporting by Charities.
1.2 Fund accounting
General funds are available for use at the discretion of the directors in furtherance of the general objective
of the company.
Designated funds are funds which have been set aside at the discretion of the directors for specific purposes.
The purposes of the designated funds are set out in the movement in funds note.
Restricted funds are funds subject to specific restrictive conditions imposed by funders or by the purpose of
the grant. All restricted funds are held in net current assets.
1.3 Incoming resources
Income on projects is recognised when the company has entitlement to the resources, assessed according to
the stage reached in the contract by reference to the value of work done and the terms of the project
agreement .
Valuation of donations in kind is done at the charity's best estimate of the amount it wou Id have to pay on
the open market for equivalent services.
Gifts in kind are included at the estimated value of the gift made in kind or services and the facilities
provided are free of charge to the charity. No account is taken of services and facilities provided free of
charge where there is no measurable cost to the donor.
BHP, Chartered Accountants
page 22
CAPE UK
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2015
1.
Accounting Policies (continued)
1.4
Resources expended
Resources expended are included in the Statement of Financial Activities on an accruals basis. Expenditure
has been directly attributed to the company's activities in accordance with its prime source. Where costs
cannot be directly attributed they have been allocated on a basis consistent with the use of resources.
All support costs have been allocated to charitable activities as there are no costs of generating funds .
Grants payable are recognised on receipt and approval of a valid claim form.
Governance costs are those costs incurred in the governance of the charity and its assets and are primarily
associated with constitutional and statutory requirements.
Grants payable are charged in the year when the offer is made except in those cases where the offer is
conditional, such grants being recognised as expenditure when the conditions attaching are fulfilled. Grants
offered subject to conditions which have not been met at the year end are noted as a commitment, but not
accrued as expenditure .
1.5
Group financial statements
These financial statements consolidate on a line by line basis the results of the company and its wholly­
owned subsidiary, Cape Consulting Limited. A seperate Statement of Financial Activities ("SOFA")
(incorporating an income and expenditure account) for the company itself is not presented because the
company has taken advantage of the exemptions afforded by section 408 of the Companies Act 2006 and
paragraph 397 of SORP 2005. The surplus of the parent company for the year was £69,990 (2014 - deficit of
£27,013).
-The shares held in Cape Consulting Limited, for which there is no readily ascertainable market value, are
valued at cost.
1.6
Tangible fixed assets and depreciation
All assets costing more than £250 are capitalised and included at cost less accumulated depreciation. A
review for impairment of a fixed asset is carried out if events or changes in circumstances indicate that the
carrying value of any fixed asset may not be recoverable. Shortfalls between the carrying value of fixed
assets and their recoverable amounts are recognised as impairments. Impairment losses are recognised in
the Statement of Financial Activities.
Depreciation is provided at the following annual rates in order to write off each asset over its estimated
useful life.
Office equipment
Computer equipment
1.7
33% on cost and 15% on cost
33% on cost
Hire purchase and leasing commitments
Rentals under operating leases are charged to the Statement of financial activities on a straight line basis
over the period of the lease.
BHP, Chartered Accountants
page 23
CAPE UK
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2015
1.
Accounting Policies (continued)
1.8 Taxation
The charity is exempt from corporation tax on its charitable activities .
1.9 Pension costs and other post-retirement benefits
The charitable company operates a defined contribution pension scheme . Contributions payable to the
charitable company's pension scheme are charged to the Statement of Financial Activities in the period to
which they relate.
2.
3.
Voluntary income
Restricted
funds
2015
Total
funds
2015
Total
funds
2014
£
£
£
£
Donations in kind - auditors' remuneration
Activities for generating funds
4,933
4,933
7,500
4,663
Voluntary income
4,933
4,933
12,163
Investment income
Bank and other interest receivable
4.
Unrestricted
funds
2015
Unrestricted
funds
2015
Restricted
funds
2015
Total
funds
2015
Total
funds
2014
£
£
£
£
5,247
9,152
5,247
Incoming resources from charitable activities
Bridge Role & DFE Bridge Expansion
Advisory services & consultancy
Projects
Products
BHP, Chartered Accountants
Unrestricted
funds
2015
Restricted
funds
2015
Total
funds
2015
Total
funds
2014
£
£
£
£
55,776
90,858
1,114,039
20,502
29,510
3,500
1,114,039
76,278
120,368
3,500
1,147,268
60,690
97,833
9,500
146,634
1,167,551
1,314,185
1,315,291
page 24
CAPE UK
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2015
5.
Direct costs of charitable activities
Direct costs
£
Bridge Role &
DFE Bridge
Expansion
Voluntary
Advisory
services &
consultancy
Projects
Products
Total
454,580
Grant funding
of activities
Support staff
costs
£
£
169,555
156,034
75,995
54,896
140,779
2,150
. 652,405
Overheads
2015
£
£
2014
£
135,000
32,676
915,169
108,671
988,413
135,711
58,428
145,874
2,646
56,470
129,456
19,514
1,230,788
1,329,564
3,532
5,095
496
169,555
241,152
167,676
Allocat ion of support costs is based on staff time engaged on each activity.
Included within the direct costs relating to the Arts Council is £16,724 (2014 : £74,620) which reflect those costs of
CapeUK's involvement as a collaborative partner in the initiative.
BHP, Chartered Accountants
page 25
CAPE UK
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2015
6.
Grants payable
2015
£
2014
£
Bridge Partnership Investment Initiatives
Manasamitra
Kirklees Council
Calderdale Metropolitan Council
Bradford UNESCO City of Film
Hebden Bridge Arts Festival
Sheffield Futures
Leeds City Council
School Partnership Trust Academies
Gillshill Primary School
David Ross Education Trust
Silverdale School
Greetland Academy
Castleydyke Primary School
Bradford Academy
Castle Hill School
Stockbridge High School
Calder High School
Eldwick Primary School
University of Leeds
NYMAZ
Other institutions
Total Bridge Partnership Investment Initiatives
25,000
12,200
5,500
50,571
5,500
30,683
18,500
49,225
9,225
9,225
9,225
9,225
9,225
9,225
9,225
9,225
9,225
9,225
9,000
1,000
5,150
151,475
153,104
Bridge seed funding award for networks
Leeds City Council
NAPAS N E Lines
Kirklees Council
Birdhouse Projects Ltd
DARTS
Freedom Studios
Impressions Gallery
Merlin Theatre
National Coal Mining Museum
NSEAD
Rotherham MBC
Wakefield Theatre Royal
Total Bridge seed funding award for networks
BHP, Chartered Accountants
2,500
1,000
3,000
3,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
980
17,480
page 26
CAPE UK
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2015
Bridge Arts Award Literacy Programme Bursary
Clifton Primary School
Collingwood Primary School
Francis Askew Primary School
Maybury Primary School
Parkstone Primary School
St Richards Primary School
100
100
100
100
100
100
Total Bridge Arts Award Literacy Programme Bursary
600
4,389
Support costs associated with grant-making activities
169,555
157,493
2015
£
2014
Staff costs
Rent and rates
Equipment and computer costs
Telephone, stationery and postage
Other support costs
241,152
64,978
43,639
15,825
43,234
242,172
96,280
51,306
19,356
50,159
Total
408,828
459,273
Total grants payable
7.
8.
Support costs
£
Governance costs
Auditors' remuneration
Auditors' remuneration - prior year under
accrual
Legal & Professional
Other governance costs
BHP, Chartered Accountants
Unrestricted
funds
Restricted
funds
Total
funds
Total
funds
2015
£
2015
£
2015
£
2014
8,400
8,400
22,911
3,452
11,346
389
3,452
11,346
389
10,205
939
23,587
23,587
34,055
£
page 27
CAPE UK
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2015
9.
Net incoming / (outgoing) resources
This is stated after charging:
Depreciation of tangible fixed assets:
- owned by the charitable group
Auditors' remuneration
Auditors' remuneration for non-audit work
Auditors' remuneration - prior year under accrual
Other operating leases
10.
2015
2014
£
£
6,571
8,400
3,789
6,000
16,911
3,452
56,127
88,228
Trustees' remuneration and benefits
There was no trustee's remuneration or other benefits for the year ended 31 March 2015 nor for the year ended
31 March 2014.
Trustees' Expenses
During the year the trustees were reimbursed for travel expenses incurred in attending Cape UK board meetings
as follows:
2015
2014
£
£
96
29
78
186
25
119
389
144
2015
2014
£
£
Wages and salaries
Social security costs
Other pension costs
Redundancy costs
534,198
52,219
50,519
538,453
53,283
50,681
9,799
Total
636,936
652,216
D Cracknell
V Hannon
I B Lawson
S Lynas
Total
11.
Staff costs
BHP, Chartered Accountants
page 28
CAPE UK
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2015
The average monthly number of employees during the year was as follows:
Project staff
Management
Administration
Total
2015
8
4
7
2014
8
3
7
19
18
In the current and previous year there was one employee with remuneration in excess of £60,000 in the band
£70,001 to £80,000. Contributions to money purchase schemes totalled £6,980 (2014: £7,255) for this employee .
12.
Tangible fixed assets
Equipment
Computer
equipment
Total
£
£
£
At 1April 2014
Additions
Disposals
44,129
3,087
(2,758)
19,950
2,306
(450)
64,079
5,393
(3,208)
At 31 March 2015
44,458
21,806
66,264
At 1April 2014
Charge for the year
On disposals
40,841
2,698
(2,758)
12,894
3,873
(150)
53,735
6,571
(2,908)
At 31 March 2015
40,781
16,617
57,398
At 31 March 2015
3,677
5,189
8,866
At 31 March 2014
3,288
7,056
10,344
Group
Cost
Depreciation
Net book value
BHP, Chartered Accountants
page 29
CAPE UK
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2015
Equipment
Computer
equipment
Total
£
£
£
At 1April 2014
Add itions
Disposals
44,129
3,087
(2,758)
19,950
2,306
(450)
64,079
5,393
(3,208)
At 31 March 2015
44,458
21,806
66,264
At 1Apri l 2014
Cha rge for the yea r
On disposals
40,841
2,698
(2,758)
12,894
3,873
(150)
53,735
6,571
(2,908)
At 31 March 2015
40,781
16,617
57,398
At 31 Ma rch 2015
3,677
5,189
8,866
At 31 Ma rch 2014
3,288
7,056
10,344
Company
Cost
Depreciation
Net book value
BHP, Chartered Accountants
page 30
CAPE UK
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2015
13.
Fixed asset investments
Shares in group
undertakings
Company
£
Market value
At 1April 2014 and 31 March 2015
1
Historical cost
1
There were no investment assets outside the UK.
The company's investments at the balance sheet date in the share capital of companies include the following:
Cape Consulting Limited
Nature of business: Trading subsidiary for delivery of Strong Voices contract
%
Class of share:
Ordinary
holding
100
A summary of the results and balance sheet of Cape Consulting Limited is given below:
Turnover
Administrative expenses
Profit for the financial year
Assets
Liabilities
Shareholder's fund
BHP, Chartered Accountants
2015
£
2014
130,863
(123,510)
126,533
(126,533)
£
7,353
80,819
(80,818)
66,055
(66,054)
1
1
page 31
CAPE UK
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2015
14.
Debtors
Group
2015
£
2014
£
Company
2015
£
2014
£
Due after more than one year
Amounts owed by group undertakings
5,000
Due within one year
Trade debtors
Amounts owed by group undertakings
Other debtors
Prepayments and accrued income
46,562
54,177
1,972
19,926
68,460
16,754
18,917
19,483
9,721
53,214
1,972
19,926
73,660
84,833
60,154
19,483
The amount falling due after more than one year is a £5,000 loan made from Cape UK to its non-charitable trading
subsidiary Cape Consulting Limited. There is no interest accruing on the loan and the loan is due for repayment in
full in June 2015.
15.
Creditors:
Amounts falling due within one year
Group
2015
Trade creditors
Other taxation and social security
Other creditors
Accruals
BHP, Chartered Accountants
Company
2014
£
2015
£
£
2014
£
90,407
15,654
3,645
29,089
136,506
14,007
3,936
41,906
64,790
14,867
3,645
27,889
95,297
13,080
3,936
41,906
138,795
196,355
111,191
154,219
page 32
CAPE UK
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2015
16.
Statement of funds
Brought
Forward
Incoming
resources
£
£
Resources
Expended
£
Transfers
in/out
Carried
Forward
£
£
261,111
Designated funds
Designated Funds
{110,000)
110,000
General funds
Voluntary/I nvestment
Advisory services & consultancy
Strong Voices Evaluation
Weird to Wired Evaluation of
international exchange programme
to develop creative use and
technology in maths
Arts Learning Consortium
General Consultancy
Arts Award Training
Artsmark - Artforms research
Artsmark Nominations
Artsmark Nominations Conference
British Council Training
Curriculum Resources - event
Projects
Strong Voices
Strong Voices Pl
National Traineeship
Total Unrestricted funds
255,411
{872)
2,500
10,430
{22,350)
17,620
10,000
{13,045)
3,045
4,351
4,688
1,163
13,579
5,835
5,950
4,560
5,400
{480)
(5,213)
(1,186)
(13,983)
(1,529)
(2,179) '
(6,965)
(8,444)
(1,701)
(2,999)
525
23
404
(6,806)
(3,771)
2,405
(80,955)
(40,000)
(9,903)
40,000
(2,308)
(3,044)
1,701
I
:1
90,858
2,308
I
I
,I
I
259,347
156,814
(198,030)
39,936
258,067
369,347
156,814
(308,030)
39,936
258,067
I
;i
i
I
I
Restricted funds
ii
Arts & Creative Learning
Bridge Role
DfE Bridge Expansion
I
'I
I
I
1,029,198
95,092
(820,077)
(95,092)
(40,000)
4,971
5,280
(3,581)
(123)
(1,390)
22,600
6,910
(24,670)
(157)
2,308
3,500
(2,646)
(854)
334,598
1,167,551
(946,346)
(39,936)
703,945
1,324,365
(1,254,376)
334,598
503,719
:1
1
Advisory Services and Consultancy
Curriculum Resources Part 3
Curriculum Resources Part 4
Projects
National Traineeship
Creative Employment Programme
Products
Le Grand Depart
5,157
238
6,753
I
·I
!iq
:1
515,867
·:
I
:)
Total of funds
773,934
I
I
·:
!
BHP, Chartered Accountants
page 33
CAPE UK
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2015
16.
Statement offunds (continued)
Summary of Funds
Designated funds
General funds
Restricted funds
Brought
Forward
Incoming
resources
Resources
Expended
Transfers
in/out
Carried
Forward
£
£
£
£
£
110,000
259,347
156,814
(110,000)
(198,030)
39,936
258,067
369,347
156,814
(308,030)
39,936
258,067
334,598
1,167,551
(946,346)
(39,936)
515,867
703,945
1,324,365
(1,254,376)
773,934
Designated funds are unrestricted funds which have been set aside by the trustees to ensure that the charity is able to
invest in the time and resources required to diversify and increase its income streams .
Resources of the designated and restricted funds are appropriate for their intended purposes.
From the unrestricted funds, £50,000 is allocated for investments in initiatives that will increase the opportunities for
children and young people to engage with and participate in arts and culture.
Strong Voices Pl relates to funding from Partnership Investment in this programme which opens up career opportunities
for the most disadvantaged youbg people in arts and culture.
A summary of the purpose of the restricted funds are as follows:
Bridge & DfE Expansion
To connect the arts, creative and cultural sector with education to increase the opportunities for children and young
people to engage with and participate in the arts.
Creative Resources (3 & 4)
To create an online database of high quality curriculum resource materials available for teachers and schools.
Le Grand Depart
To curate a set of free resources for schools to use through the cultural festival connected to the Tour de France
Traineeships and Creative Employment
To develop work based placements for young people to prepare them for apprenticeships.
BHP, Chartered Accountants
page 34
CAPE UK
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2015
17.
Analysis of net assets between funds
Unrestricted
funds
2015
£
Tangible fixed assets
Current assets
Creditors due within one year
18.
Restricted
funds
2015
£
Total
funds
2015
£
Total
funds
2014
£
8,866
387,996
(138,795)
515,867
8,866
903,863
(138,795)
10,344
889,956
(196,355)
258,067
515,867
773,934
703,945
Operating lease commitments
At 31 March 2015 the group had annual commitments under non-cancellable operating leases as follows:
Group
2015
£
Land and buildings
2014
£
£
2015
£
45,154
10,509
33,128
497
Other
2014
Expiry date:
Within 1year
Between 2 and 5 years
At 31 March 2015 the company had annual commitments under non-cancellable operating leases as follows:
Company
2015
£
Land and buildings
2014
£
£
2015
£
45,154
10,509
33,128
497
Other
2014
Expiry date:
Within 1year
Between 2 and 5 years
19.
Related party transactions
The charitable company has taken advantage of the exemption in Financial Reporting Standard 8 from the
requirement to disclose transactions with subsidiary companies on the grounds that they are wholly owned .
BHP, Chartered Accountants
page 35