for the Period Ended 28 February 2021
Directors report | |
Balance sheet | |
Additional notes | |
Balance sheet notes | |
Community Interest Report |
Directors' report period ended
The directors present their report with the financial statements of the company for the period ended 28 February 2021
Principal activities of the company
Directors
The directors shown below have held office during the whole of the period from
29 February 2020 to 28 February 2021
The director shown below has held office during the period of
29 February 2020 to 10 April 2020
The director shown below has held office during the period of
1 October 2020 to 28 February 2021
The above report has been prepared in accordance with the special provisions in part 15 of the Companies Act 2006
This report was approved by the board of directors on
And signed on behalf of the board by:
Name:
Status: Director
As at
Notes | 2021 | 2020 | |
---|---|---|---|
| £ | £ | |
Fixed assets | |||
Intangible assets: | | | |
Tangible assets: | 3 | | |
Investments: | | | |
Total fixed assets: | | | |
Current assets | |||
Stocks: | | | |
Debtors: | 4 | | |
Cash at bank and in hand: | | | |
Investments: | | | |
Total current assets: | | | |
Prepayments and accrued income: | | | |
Creditors: amounts falling due within one year: | 5 | ( | ( |
Net current assets (liabilities): | | ( | |
Total assets less current liabilities: | | | |
Creditors: amounts falling due after more than one year: | | | |
Provision for liabilities: | ( | ( | |
Accruals and deferred income: | | | |
Total net assets (liabilities): | | | |
Members' funds | |||
Profit and loss account: | | | |
Total members' funds: | | |
The notes form part of these financial statements
The directors have chosen not to file a copy of the company's profit and loss account.
This report was approved by the board of directors on
and signed on behalf of the board by:
Name:
Status: Director
The notes form part of these financial statements
for the Period Ended 28 February 2021
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
Other accounting policies
for the Period Ended 28 February 2021
2021 | 2020 | |
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Average number of employees during the period | | |
for the Period Ended 28 February 2021
Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
---|---|---|---|---|---|---|
Cost | £ | £ | £ | £ | £ | £ |
At 29 February 2020 | | | | |||
Additions | | | | |||
Disposals | ||||||
Revaluations | ||||||
Transfers | ||||||
At 28 February 2021 | | | | |||
Depreciation | ||||||
At 29 February 2020 | | | | |||
Charge for year | | | | |||
On disposals | ||||||
Other adjustments | ||||||
At 28 February 2021 | | | | |||
Net book value | ||||||
At 28 February 2021 | | | | |||
At 28 February 2020 | | | |
for the Period Ended 28 February 2021
2021 | 2020 | |
---|---|---|
£ | £ | |
Other debtors | | |
Total | | |
for the Period Ended 28 February 2021
2021 | 2020 | |
---|---|---|
£ | £ | |
Accruals and deferred income | | |
Total | | |
2020 brought significant shifts and developments for Powerhouse.Transforming an empty shop at the heart of Hereford's community into a creative skills and performance space, then due to the Covid-19 pandemic, re-transforming our activities and venue all over again into an online and digital project of education and talent showcasing, including the hugely successful 21st Century Tales.Throughout the year we retained a physical presence in the heart of the city, which underlined for Herefordshire Council the incredible benefit of having an arts organisation such as Powerhouse embedded within the wider community.Powerhouse's continued presence is now part of the council's Stronger Towns Investment Plan and will embed the company as a significant arts space in the heart of the city, ensuring a longterm home for the organisation and its ongoing work.Our original aims for 2020 consisted of physical in-person, classroom andrehearsal-roombased activities and live theatre performance. It will therefore come as no surprise that the implementation of national lockdown only part way through the project's life and the ongoingricochets of the pandemic through 2020 lead to a wholesale re-imagining and re-design of how Powerhouse could best manage and continue to honour its objectives in the face of such unprecedented challenges.At its heart, the aim of the project was to provide skills development to early career creatives in Herefordshire, and to showcase a new collection of short form dramas that emerged from that creative process. The pandemic lead to significant changes in terms of some plannedactivities, but we feel incredibly proud of how we were able to achieve the overall project objectives despite having to work almost entirely digitally.We moved swiftly to achieve two new priorities.- A transition to digital assets to facilitate the training and content creation to become 100% digital.- A renewed commitment to the project participants' creative and mental wellbeing, by significantly extending the duration of ongoing creative learning and online classes. Refocussing the project to allow digital learning and support to be provided for the majority of 2020.By the end of the year a digital collection of new work had been developed, produced and released, with overwhelmingly positive feedback from online audiences, and participants. The new works were a culmination of a community generated exploration of place and community, providing a platform for new voices to be heard alongside more established artists.We have helped to facilitate a new generation of talent in the region; as well as engaging with and reaching new audiences in a way we had unplanned for originally.On an everyday practical level, the company now has access to digital hardware, software and services that will enable ongoing and future creation of work, and an ability to create higher quality and easily released content to virtual audiences.On an educational level, young creative members of the community have been inspired, engaged and proud of the work they have developed, and has emboldened a new generation of writers and performers in the region to continue and develop their creative practice.21st Century Tales was originally envisioned as a temporary pop-up project, however the council now feel that Powerhouse's presence at the shopping centre is a creative and cultural asset, that should be supported and developed.This has led to a declaration of support, and provision of in-kind use of council owned City centre space; in line with the formally adopted Herefordshire cultural strategy 2019-2029.The Powerhouse project will now stand as the catalyst for a long-term permanent home for the organisation and its ongoing work.
We work consistently with our stakeholders, which include young people inHerefordshire, early career artists and practitioners, established professionals working within the creative industries; and local cultural organisations.Consultation is conducted via email, telephone, and face-to-face meetings, video conferencing and Powerhouse hosted sessions.We have a growing and engaged online following where we can digitally showcase creative talents in the region alongside our creative education work.The needs of the community and the numerous stakeholders listed above constantly inform our activities and future roadmap as a company.
Directors’ remuneration is listed in annual accounts. There were no other transactions or arrangements in connection with the remuneration of directors, or compensation for director’s loss of office, which require to be disclosed.
No transfer of assets other than for full consideration
This report was approved by the board of directors on
26 April 2021
And signed on behalf of the board by:
Name: Mr T J EVANS
Status: Director