During the year the company continued to develop community-led performing arts opportunities across the Morecambe Bay area, using culture as a tool for participation, skills development and community cohesion. Through Morecambe Bay Fringe, West End Players CIC and associated projects, the company created opportunities for local people to become performers, writers, volunteers, producers and organisers, with particular emphasis on supporting first-time artists and those who might not otherwise engage with the arts. The company worked with local venues, businesses, schools, community organisations and volunteers to increase access to creative activity while strengthening the district's cultural infrastructure. Alongside delivering performances and festivals, the company continued to develop the Morecambe Model: a community-led approach to cultural regeneration that encourages audiences to become participants, participants to become practitioners, and practitioners to become community leaders. This work has contributed to local skills, confidence, wellbeing and civic pride while supporting the visitor economy and creating opportunities for local artists to develop new work. The company remains committed to building a sustainable cultural ecosystem that leaves stronger organisations, stronger partnerships and greater opportunities for communities across Morecambe Bay and beyond. The directors received no remuneration for their duties as directors during the financial year. Three directors also delivered workshops and project activity in their capacity as self-employed practitioners. Payments for this work related solely to specific grant-funded or project-funded activity and were made at agreed freelance rates. These payments were not remuneration for their roles as directors, and each individual is responsible for accounting for the income and any associated tax liabilities through their own self-employment. One director also continued to provide services as Artistic Director on a self-employed basis. In accordance with the requirements of grant funders, including the Independent Theatre Council (ITC) recommended rates of pay, fees for this work are recorded separately from the director's role. Where the company has insufficient cash flow to make immediate payment, the fees are treated as a loan from the director to the company. Payments are made as funding is received, with any outstanding balance carried forward as a director's loan into the following financial year. All payments to directors were made solely in respect of contracted project work or professional services and not for their statutory duties as directors.

The company's principal stakeholders include participants, volunteers, artists, audiences, venue partners, local businesses, community organisations, schools, funding bodies and local authorities. As a community-led organisation, consultation takes place throughout the year rather than through a single formal process. Regular feedback is gathered through volunteer meetings, participant discussions, post-event evaluations, artist feedback, partner meetings and ongoing conversations with audiences, venues and community organisations. This feedback directly informs the company's programming, training opportunities, accessibility, partnerships and future development. During the year it has helped shape the continued development of Morecambe Bay Fringe, community theatre projects, youth opportunities and the wider Morecambe Model, ensuring that activities respond to local needs while creating opportunities for participation, skills development and community leadership. The company believes that involving stakeholders in planning and decision-making is central to its community benefit, helping ensure that projects remain inclusive, locally relevant and responsive to the communities they serve.

No remuneration was received

No transfer of assets other than for full consideration