2024-03-31-accounts

darts, Doncaster Community Arts Annual Report & Financial Statements Year Ending 31st March 2024

Registered Charity (1056799) & Company ltd by Guarantee (England 3166208)

wearedarts.org.uk

Contents

Trustees & Professional Advisors ........................................................................................................... 3 Objectives & Activities .............................................................................................................................. 4 Our Programmes .................................................................................................................................. 4 Achievements, Performance & Future Plans ..................................................................................... 6 Arts & Education ................................................................................................................................... 7 Arts & Health .......................................................................................................................................... 9 Structure, Governance & Management .......................................................................................... 13 Financial Review .................................................................................................................................. 14 Statement of Trustees' Responsibilities ............................................................................................ 15 Independent Examiner’s Report ........................................................................................................ 16 Statement of Financial Activities ....................................................................................................... 17 Balance Sheet Statement .................................................................................................................... 18 Statement of Cashflows ....................................................................................................................... 19 Notes to the Financial Statements .................................................................................................... 20

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The Trustees are pleased to present their Trustees Report (incorporating those matters required under Company Law in the Directors’ Report) together with the financial statements of the Charity for the year ended 31 March 2024

Trustees & Professional Advisors

Registered charity name darts, Doncaster Community Arts Charity number 1056799 Company registration 3166208 Registered office The Point, 16 South Parade, Doncaster, DN1 2DR Directors & Trustees Imogen Bond (from 24[th] November 2023) James Carley Beverly Carr (Treasurer) Gina Fletcher Michael Hart Clare Henry Karl O’Reilly (to 31[st] July 2023) Lynn Mathers (from 24[th] November 2023) Victoria Ryves Ruth Taylor Ann Wallis (to 31[st] July 2023) Secretary Duncan Robertshaw Independent Examiner Crozier Jones LLP 9/13 Thorne Road Doncaster, South Yorkshire DN1 2HJ Bankers The Cooperative Bank, 31 St Sepulchre Gate, Doncaster, DN1 1TD Management Team Duncan Robertshaw, Chief Executive Sophy Sylvester, Deputy CEO, Director (Fundraising & Development) Sarah Eastaff, Director (Arts & Education) Lucy Robertshaw, Director (Arts & Health)

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Objectives & Activities

The objects of the charity shall be to advance education and training in the arts, particularly amongst those who are, or who are at risk of becoming, excluded from society

Objectives

darts is Doncaster’s award-winning creative health charity. We create art with people in Doncaster to improve life, learning and health. We make high-quality, inclusive, creative experiences across the borough of Doncaster. Our programmes are open to everyone, particularly those who have the least access to the arts. Our purpose is for anyone in Doncaster to learn and connect by taking part in the arts. Our mission is for everyone to feel an accepted and valued part of the community, creating a healthier and more connected society.

Delivering our Business Plan 2023 - 2026

Our Business Plan 2023 – 2026 is dynamic, with clear ambitions and metrics. Our vision is to become a Centre of Excellence for participatory practice in the fields of Arts & Education and Arts & Health. We are building skills, capacity, and diversity, and sharing learning with the cultural sector to support growth in economic impact.

Our Programmes

Programme/Project	Focus
Arts & Education
Tuneful Chatter	Responds to the impact of lockdown on very young children and the
	fact that a third of Doncaster’s children are living in poverty.
	Tuneful Chatteruses approaches drawn from our 30+ years’ of
	experience in creative engagement for 0–5-year-olds. Current
	programme in 14 settings over 3 years. Consortium-led project with
	Cast and Doncaster Council’s Early Years Intervention and Prevention
	Service (EYIPS) improves communication and language, personal,
	social & emotional development.
Creative Classrooms	Responds to the fact that one in six children aged 5-16 are likely to
	have a mental health problem (this figure has gone up by 50% in the
	last three years), and an identified need from Doncaster teachers
	around their pupils’ inability to focus, communicate and regulate
	emotions.
	Creative Classroomsis a classroom based programme focused on
	mental health: improving emotional literacy in order to reflect on
	behaviour and language, improve wellbeing and progress positively
	long term.
Inspiring Leaders,	Doncaster is 3rdmost deprived out of 151 Upper-tier local authorities
Creative Learners	for Education, Skills and Training. In the 2020-21 academic year,
	Doncaster had the highest fixed period exclusion rate in the country.
	Inspiring Leaders, Creative Learnersis a classroom based approach
	supporting teacher development and pupils’ learning through
	developing teachers’ creative practice. Teachers work closely with a
	team of artists to build their arts-basedpractice,usingdrama and

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Programme/Project	Focus
	storytelling to improve core student skills such as focus, empathy and
	vocabulary.
All Aboard	13% of secondary pupils and 12% of primary pupils in Doncaster have a
	long-standing illness and 13% have a disability. Of these young people,
	35% report being bullied. Doncaster’s Disabled children and young
	people have fewer opportunities to access opportunities than their
	mainstream peers.
	All Aboardprovides creative opportunities for children and young
	people who are Disabled or have additional needs to access high
	quality creative delivery. This year the focus is All Aboard: Music – a
	music and Makaton project in all six Doncaster SEND schools.
Art Club	38% of Doncaster SEND pupils are worried about their mental health
	and 25% report that they don’t currently feel happy with their life.
	Art Clubis a weekly open access visual arts club for 5-11 year olds,
	providing essential life skills so young people can reach their full
	potential. Sessions are targeted at those with additional needs or
	barriers e.g. low income households, young carers, children with SEND
	or long term health condition, those who face discrimination or have
	experienced racism.
Doncaster Music	Lead partners with Doncaster Music Service. Access to high quality
Education Hub	music-making opportunities for all Doncaster children and Young
	People. darts’ programme includes Swag Choir / Swaglets, First Verse
	Introduction to Songwriting, Teacher CPD and massed singing projects:
	Sing + Sign, Sing Out and iSing
Arts & Health
Singing for Memory	There is an estimated 4,517 people of all ages with Dementia in
	Doncaster. Of these people in Doncaster, 65% have a diagnosis of
	Dementia with 35% being undiagnosed. The number of Doncaster
	residents living with Dementia is estimated to increase 30% by
	2030. Dementia rates in Doncaster are higher than the national
	average
	Singing for Memoryprovides joyful weekly music sessions at The Point
	for adults with dementia and their carers. A focus on group and solo
	singing, singing with and without words and singing with movement
	improves mental health and wellbeing and decreases feelings of
	loneliness.
Creative Directions	Doncaster has 20.4% of people living with a disability or long term
	health condition compared to 17.8% nationally. Levels of satisfaction
	(7%), happiness (9%) and feeling worthwhile (5%) in Doncaster adults
	are all worse than the national average.
	Creative Directionsprovides weekly creative sessions at The Point and
	in Edlington for adults who have experienced mental ill health
	to develop and maintain good mental health, make connections and
	build confidence. Participants co-design the programme and develop
	skills in a broad range of artforms e.g. songwriting, movement,
	stonecarving, textiles etc.
Dance On	Only 59% of Doncaster residents are physically active – 7% below
	national average. 71% adults in Doncaster are overweight or obese -

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Programme/Project	Focus
	8% higher than the national average. Doncaster now reports some of
	the worst Healthy Life expectancy data in the country: Healthy life
	expectancy has worsened for females (from 61 to 56.1 yrs) and men
	(59.7 to 57.4 yrs) - worse than national averages.
	Dance Onprovides regular fun, social dance sessions for inactive
	Doncaster residents aged 50+ at The Point and in communities across
	the borough. Academic research evidences that engagement in these
	sessions increases physical activity levels long term, improves strength
	and mobilityand decreases feelings of loneliness and isolation.
Breathe & Connect	Under 75 year olds in Doncaster are more likely to die from a
	cardiovascular disease than national average. 19% of Doncaster
	adults are smokers (significantly worse than national average.). Cancer
	mortality rates in Doncaster are significantly worse than the national
	average
	Breathe and Connectis our gentle music and movement programme
	supporting and sustaining lung health and wellbeing in those with
	breathing pattern disorder.
Quirky Choir	Quirky Choiris our longstanding social choir for anyone to join. No
	audition process and based on a passion for singing to improve health
	and wellbeing
Gallery	Regularly changing exhibitions programme bringing world-class art to
	Doncaster. Focus on families, school engagement and young people.

Achievements, Performance & Future Plans

In the past twelve months, our drama, dance, music, word, and visual artists have delivered 2188 sessions both at our home – The Point – and in venues across all four Doncaster localities. Doncaster residents aged 0-100 from all 21 Wards have participated in our creative activities 37,677 times.

Responding directly to the needs of our communities, darts artists have delivered creative activities with those living with dementia and their family carers, those with breathing pattern disorder, people with experience of mental health issues, over 50s with poor health & mobility and social isolation, adults with health inequalities, and key health and culture professionals and stakeholders. We have continued to create accessible opportunities for families with the greatest need, working with schools and early years settings to improve personal, social and emotional development and better mental health in our children and young people and their families. Our Continuous Professional Development & Learning (CPDL) offer has strengthened our artist, teacher and early years practitioner workforce, improving teaching for creativity in schools.

Whilst we continue to experience challenges as a result of the Covid-19 pandemic, including a loss of income from office and building hires and use of our café, this year has seen our delivery of creative activity increase by 17%, and participant numbers exceed pre-lockdown figures.

Our profile has risen significantly – locally, regionally and nationally. Our CEO plays a crucial role in the development of Doncaster Culture Strategy, our Director (Arts & Health) is a key member of the South Yorkshire Creative Health Board, collaborating with

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the Integrated Care Board and key arts and health decision-makers to embed arts and creativity into health and social care pathways, and our Director (Arts & Education) cochairs the Local Culture and Education Partnership, has succeeded in her application to be a member of the Fair Education Alliance, and is Vice Chair of Doncaster Music Hub. Our chair sits on Doncaster’s City Centre Board and will support the development of the 10 year City Centre Strategy.

The collaborative process of setting out our ambitions for our Strategic Plan to 2030 with Trustees and staff has enabled us to think more clearly about our goal to be a Centre of Excellence for participatory arts practice and a creative health charity that develops and scales up place-based activity that responds directly to health and educational inequality. We have more work to do to identify exactly how this looks and feels and how a broader range of participant and partner voice can feed into our decision-making.

Arts & Education

Our ambition is that every child in Doncaster takes part in great art & cultural experiences which inspire learning, build confidence and develop communication. Our Arts & Education programme embeds a quality creative offer for Doncaster young people in and out of school. We work closely with our local authority and are founding members of our Cultural Education Partnership. As joint lead partner for Doncaster Music Education Hub we collaborate to provide music-making opportunities for all Doncaster children, while offering robust CPD for teachers. Our Business Plan focuses on three vision statements:

1. Children and families' access to creativity

Our vision for 2026: Children, young people and families are regularly visiting the Point, to see exhibitions, take part in workshops and just dropping in. Schools are invested in our offer and teachers inform this, while advocating for child and family engagement in and out of schools.

Art Club offers a colourful array of visual arts activities that respond to the current exhibition in our gallery. Professional artists engaged children and their families in 65 sessions of printmaking, zine-making, collage, painting and dip dyeing enabling participants to develop confidence, learn new skills, increase independence, and improve mental health and wellbeing.

We loved every session we attended. The Point is an amazing place for young and older artists and we felt understood and welcome there.” - Parent of Art Club participant

Exhibitions included the premier of Our World, Our Crisis from West Yorkshire Print Workshop, Lego inspired Brick by Brick from 20:2, Cornelia Parker: One Day This Glass Will Break from The Southbank Centre and Faces of Balby Bridge by local photographer, Jamie Bubb. We hosted 11 classes visiting with a total of 228 children and 28 teachers, although teachers tell us that current financial and time constraints mean that transport for trips is incredibly challenging to secure.

2. Personal, social and emotional development for children

Our vision for 2026: Children and young people engage in high quality creative opportunities which benefit their personal, social and emotional development. By taking part, children and young people improve their confidence, communication skills and mental health. This work is reinforced by our aligned CPD offer for professionals.

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Tuneful Chatter, led by darts and consortium partners, City of Doncaster Council’s Early Years Intervention and Prevention Service (EYIPS) and Cast theatre, responds to identified negative impacts on 0–5-year olds’ communication, language, personal, social and emotional development following the Covid-19 pandemic. Built on proven approaches from all three partners, playful movement, music and dance activity in 10 settings across Doncaster has seen a significant impact in a short space of time. Child development delays in all tracked areas has reduced, including an 11% reduction in their ‘Making Relationships’ delay, 10% reduction in ‘Listening and Attention’ delay and an 8% reduction in ‘Understanding emotions’ delay. CPD is woven throughout this programme and both early years practitioners and artists have reported an improvement in their own practice and in early years delivery as a result.

“You are all the very best practitioners. You facilitated a superb day … Inspirational. If every child could experience your enthusiasm, vitality and expertise we would be living in a very different society.” – Doncaster Family Hubs Lead

The Paul Hamlyn Foundation funded Creative Classrooms ended this year, but the learning and best practice informed a new collaborative programme with the Rose Learning Trust. Inspiring Leaders, Creative Learners supports teacher development and pupils’ learning through developing teachers’ creative practice. Teachers from 9 primary schools work closely with a team of artists to build their arts-based practice, using drama and storytelling to improve core student skills such as focus, empathy and vocabulary.

“R has grown in confidence. At the start of the year, he was extremely quiet and wouldn't put his hand up to answer questions. He enjoys the sessions and said he likes that he doesn't have to write anything in these lessons. He says that he likes Beth and she makes teaching fun. He said that he can see some of that in Mr. Smith's teaching now: ‘I learn better when we get up and do things’ .” - Teacher

Skilled musicians continue to improve Disabled children’s voice, choice and independence in all six Doncaster SEND schools, both through Music Hub initiatives and our All Aboard programme. Our Aboard Music Network, an online opportunity for musicians and teaching staff to build skills and confidence in using music in the SEND classroom, has broadened our reach and enabled us to share best practice with regional and national stakeholders.

1139 primary, secondary and SEND pupils from 43 Doncaster schools took part in professional 4 massed singing performances at The Dome and Doncaster College in front of 2742 Audience members. Teachers reported the significance of involvement for children who work with professional musicians to create their own compositions and learn choreographed moves for the events, saying that children are more confident, happier, better behaved and motivated as a result. Our collaborative pilot with the Royal Opera House has ensured the development of a classroom based approach, film and resources to support the teaching of high-quality music activity in SEND classrooms which will be rolled out nationally next year.

3. Profile, partnership and influence

Our vision for 2026: darts is recognised and respected as an organisation at the forefront of arts and education, with a particular focus on high quality arts impacting wellbeing and emotional literacy. We have sustained national and regional partnerships which inform our offer as we inform theirs.

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Our Director (Arts & Education) has been invited to sit on the steering group for NHS South Yorkshire and Bassetlaw's Children and Young People's Alliance and has been instrumental in developing content for the upcoming conference focussing on integrating children and young people's opinions and experiences of the NHS into how the NHS is run. The team has been invited to contribute a range of strategic events including the National Literacy Trust’s annual Talk to Your Baby Conference, the Paul Hamlyn Foundation network, the Royal Opera House’s SEND steering group and the Fair Education Alliance.

The sharing of proven impacts through Tuneful Chatter has provided opportunities for new partnerships to blossom – not only through our partners: The National Literacy Trust and Sheffield Hallam University – but with early years experts from the University of Sheffield, Save the Children and Shine. The consortium itself won second place in Doncaster Chamber Award’s Partnership category – testament to the impact of the programme on young children’s development, parent interaction and professional development for early years practitioners and artists.

Improvements to our bespoke Engage data management system, mean that we have yet more insight into our data, enabling us to better understand our audiences and use this to inform our planning.

Arts & Health

Our ambition is that every person in Doncaster takes part in creative experiences to build and maintain good health and wellbeing. Our Arts & Health programme generates new ways of thinking, and we collaborate with commissioners to invest in creative models that improve health & wellbeing. We co-chair Doncaster’s Arts & Health Board, working closely with key partners: Doncaster Public Health, Social Prescribing and NHS. We are identified as an ‘Anchor Organisation’ by Doncaster Council, improving links with our most local, under-represented communities. Our Business Plan focuses on two vision statements:

4. Building strong strategic partnerships

darts has built a strong, connected arts and health sector who work strategically to embed creative activity into care pathways, develop commissioning models and share best practice.

Our track record of nurturing relationships with health experts has ensured that both our established Arts & Health Board, and the new South Yorkshire Creative Health Board that operates as part of the Integrated Care Service are developing at pace. Strong local partnerships have resulted in our inclusion in Stronger Links – a Well Doncaster collaborative programme of place-based support for Edlington residents where our music and signwriting sessions for adults experiencing mental ill health are linked to benefits advice, counselling support and other front-line services led by VCSF peers.

Improved regional partnerships are also reaping rewards, and we have recently been awarded one of 12 ‘Mobilising Community Assets to Tackle Health Inequalities’ grants from UK Research and Innovation to work with a South Yorkshire partnership including University of Sheffield, City of Doncaster Council, Sheffield Hallam University, Heritage Services and Cast. The programme aims to develop an innovative model to make arts, culture, and creativity a core part of health and care services across the UK. It will help to develop and establish ‘Creative Health Boards’: collaborative forums where voluntary and community organisations like charities, museums, and theatres will work with the NHS, local councils, and private sector, to better integrate creative and cultural activities into health services.

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New funding models are supporting our ambition to test commissioning models, with Singing for Memory now being part of the Keep in Mind dementia service commission led by AgeUK Doncaster and funded by Public Health. Participants now need to be referred into the programme, and musicians lead a range of activity to access parts of the brain not used every day (warm ups, singing by ear, singing with movement, solos, singing in harmony etc.). Participants and their carers report that they feel more present, active, connected to their community, happy, and able to remember positive experiences. A University of Sheffield study working with us to undertake a video analysis project using a 360 degree camera to record sessions then measuring impact from people's reactions in the moment.

"I felt so low this morning, what with the weather. I'm now so happy - it was so uplifting and I'm glad I came." - Participant

Breathe & Connect is also now funded directly by the NHS through the Breathing Pattern Disorder team. Staff refer patients in to 7-week blocks of weekly activity using gentle breathing, movement and singing exercises to improve and sustain lung health.

“The results so far demonstrate that those who attended the Breathe and Connect Course have reported a reduction in symptoms, better understanding of Breathing Pattern Disorder, improvement in control of symptoms and increased confidence to manage their symptoms. Patient experience has also proven to be extremely positive as captured through our satisfaction questionnaires.” - Clinical Lead Physiotherapist

5. Addressing health conditions & inequalities through creative experiences Participants can access arts and health programmes that are tailored to their health conditions and are fully inclusive. Participants recognise the positive impact on their mental and physical health that they get when attending creative programmes.

The positive impacts of engaging in Dance On for Doncaster residents’ physical activity levels has meant continued and increased support from City of Doncaster Council’s Get Doncaster Moving team. We enjoy a collaborative and mutually beneficial relationship where positive movement-based behaviours are embedded into people’s weekly routine in 10 venues across communities, ensuring reduced loneliness, improved mobility, and reduced frailty. New funds to support pilot activity is already bearing fruit – our Strength and Balance sessions, responding to high levels of falls in older people, has shown an improvement in participants’ strength, balance, fitness levels, confidence, and friendships in just 12 weeks.

Thank you to all of you for looking after me in this group after my Parkinson's diagnosis. I love the dancing, and you even remind me to take my tablet when we finish!" – Participant

Participants from our established Creative Directions programme in central Doncaster and Edlington co-designed a new programme in response to a need in the group around physical health and fitness. Working with dancers, the group identified barriers related to language, imagery, cost, clothing, equipment and personal perceptions that stopped them engaging in fitness or sports activity and created a gentle movement programme and associated marketing to attract adults with lived experience of mental ill health to attend. Creative Directions Moves now runs alongside Creative Directions (mixed art forms) and Creative Directions Sounds (music and songwriting) to offer creative activity supporting mental health and wellbeing every single weekday.

“J, who is living with Fibromyalgia, and I have spoken on multiple occasions about the relaxed, non-pressured nature of Creative Directions Moves. Creative Directions

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Moves works for J, as she can attend when she feels well to, and not when she doesn't…J started attending on her own knowing nobody, and now regularly attends and has connected with participants which is so lovely to see.” – Artist

Our open access Quirky Choir continues to challenge itself with new songs, and performances. Weekly sessions have seen participants developing performances as part of ‘Behold Ye Ramblers’, a new play by Neil Gore about The Clarion newspaper, the ‘Celebrating Older People’ event at Cast, and ‘Sinfonia’ as part of a moving symphony of voices in this performance created by The Performance Ensemble, celebrating the stories of older people. Quirky members continue to volunteer on the Singing for Memory programme each week.

6. Strengthening our workforce

Our workforce (paid & voluntary) is diverse in background, age and experience. darts has the skills, knowledge and expertise to drive the business plan forward, focusing on excellent governance, diverse and inclusive practice, and strong leadership. Our team combines high quality with efficient delivery; balances experience with new ideas; and thrives in a healthy and creative organisation.

Artist development has been strengthened across all our programmes this year, with a focus on opportunities for Support Artists to strengthen skills by co-delivering with an experienced Lead Artist, traineeships through Tuneful Chatter for experienced artists who wish to improve their skills and experience in early years settings, and mentoring for singers who wish to develop their participatory practice through hands-on experience. These approaches are seeing an improvement in the diversity of our artist workforce, better representing the communities we serve.

We are piloting activity around our new Artist Quality Framework, testing approaches to ‘going and seeing’ artist delivery and exploring reflection and development conversations to improve practice. We have further ambitions in this area, to strengthen our regional artist workforce so the needs of our communities can be met through high quality participatory arts delivery.

Funding has been secured this year to deliver a second Expanding Horizons Artist Training Programme for early career and emerging artists in 2024/5. We have also secured funds for staff CPD for the core darts staff team that will move forward ambitions in our Voice and Diversity Plan: Makaton training, Dealing with Difficult Conversations and Unconscious Bias training will take place in 2024.

7. Productivity, value and impact

Our working practices are tuned to deliver high quality at scale. Individuals and teams are confident learners, making evidence-based decisions; simplifying and focusing approaches in order to maximise our impact.

We have made improvements to Engage, our bespoke data management system, adding a ‘dashboard’ function for staff to access data more dynamically, and a ‘contacts’ function to manage participant registers and communication more efficiently. Staff can now interrogate the data to monitor their programmes e.g. sustained engagement or demographics.

The Programme Management grid has been through several stages of staff consultation and testing and will be embedded over the early part of 2024. This has helped us consolidate a central toolkit of systems and templates for Programme Managers and Administrators to use, as well as a series of Handbooks to refer to each time, rather than starting from scratch. We are confident that this approach will improve efficiency, freeing up staff time to focus on programme development, quality and data-led improvement to ensure the best possible participant experience.

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8. Governance, voice and decision-making

Our decision making at all levels is directly informed by those it affects. We actively involve our workforce, participants and residents in shaping our plans and delivery. We ensure transparency and accountability in decision making.

We targeted our Trustee recruitment around identified gaps in experience this year and are delighted to have appointed two new Trustees – one with expertise in primary education and the other working with schools nationally and with a background in drama practice. Both have already proved invaluable in informing our programmes and considering opportunities and risk.

Our Board Development Day was facilitated by Jonas Fathy from Pilotlight – an expert in strategy development and governance – and allowed Trustees and senior staff to take part in a rich and inspiring session to determine how Trustees want our Board to look and feel using the Four Facets of Governance. A new approach to meetings has been agreed with more frequent, shorter, meetings that alternate between a Policy and Partnership focus. This will allow Trustees both to gain a more in depth understanding of the work and have more time to inform and steer our direction of travel, as well as ensuring that the essential policy-based functions are undertaken in a timely fashion.

9. Environmental Impact

Our carbon footprint is on course to reduce to zero by 2030. Unrecyclable waste has halved. All programmes will have an integrated environmental management plan. The climate emergency significantly informs our creative content.

Our Climate Literacy task & finish group has created a Sustainability Guide for artist planning and delivery that meets the aims of our new Sustainability Policy to decarbonise The Point by 2030 so that our building emissions reach net zero, minimise our carbon footprint and to lead by example, modelling environmentally positive activity and facilitating inclusive and accessible conversations about the environment to empower participants to adopt sustainable initiatives where they can.

The Leeds Environmental Development Agency Zero Carbon Strategy Review informed a detailed application to Arts Council England’s Capital Programme. Success of this bid will enable a full decarbonisation of The Point; making it a sustainable home for the future. By improving insulation and airtightness, switching to renewable heating, installing solar panels, and upgrading the ventilation and cooling system, darts will reduce carbon emissions, energy use and costs and enable its creative spaces to be safe and comfortable year-round.

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Structure, Governance & Management

Governing Document

The organisation is a charitable company limited by guarantee, incorporated on the 29 February 1996 and registered as a charity on 15 July 1996. The company was established under a Memorandum of Association which established the objects and powers of the charitable company and is governed under its Articles of Association (as amended 3 August 2011). In the event of the company being wound up the members are required to contribute an amount not exceeding £1. Reference and administrative details are shown in the schedule of members of the board and professional advisers above.

Public Benefit

The charity is a public benefit entity. The Trustees have considered the Charity Commission guidance on public benefit when approving the charity’s aims, objectives and future plans. The Trustees also confirm that they have complied with the duty in Section 4 of the Charities Act 2011. The activities and future plans described in detail above deliver positive change for a large number of individuals and communities across the local area. Furthermore, our role as an advocate for the role of the arts in challenging social circumstances conveys a wider benefit to arts and public service professionals and organisations across the country.

Trustee Recruitment

The Trustees, who are also directors of the company, as the Board of Trustees manage the company. The Trustees regularly review membership in the light of skills and experience required and available. This review forms the basis of on-going recruitment through local networks and regional agencies.

Risk Management

The Trustees have examined the major strategies, business and operational risks, which the charity faces and confirm that systems have been established to mitigate the significant risks. The principal risks arise from reliance on grants and other external funds. The charity's general insurance policy includes indemnity provision for the Trustees.

Trustee Induction & Training

New Trustees undertake an induction process briefing them on their legal obligations under charity and company law, the content of the Memorandum and Articles of Association, the board and decision making processes, the business plan, current activity and recent financial performance of the charity. Where appropriate, Trustees attend training to assist them with the role. Trustees are also encouraged to visit projects to gain a better understanding of the work.

Management & Remuneration

The day to day management of the organisation is delegated to the Chief Executive, Duncan Robertshaw. The remuneration of the Chief Executive and key management personnel is determined by the Board of Trustees. An annual salary review is conducted for the company taking into account inflation and individual reviews are conducted periodically as a result of changes in responsibility.

Fundraising

darts is a registered charity and adheres to The Code of Fundraising Practice.

This year 82% (2023 88%) of the funds for our programme came from fundraising. Our main fundraising income comes from institutional funders such as the National Lottery Community Fund and Arts Council England. We also receive a number of donations from

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Trusts and Foundations whose priorities match our own. A smaller income stream is through generous donations from individuals or businesses, many of them local.

We have a small fundraising team and have not engaged any professional fundraisers to deliver fundraising initiatives. If we do decide to engage external fundraisers in the future, we will require them to confirm that they comply with the Code of Fundraising Practice and that the correct safeguards are in place to ensure that donors and members of the public are protected, as well as our own organisational reputation.

The Trustees recognise the risk in having a small team whose expertise has to cover a broad portfolio of fundraising sources. Trustees have an experienced Finance & Fundraising Sub Committee that meets quarterly prior to full board meetings. This group supports the fundraisers by forward planning, identifying and addressing potential risks and challenges and collaboratively finding potential solutions or appropriate sources of funding.

We do not currently fundraise via direct email, direct mail or by telephone, but make it clear to those consenting to receive our regular e-newsletter that fundraising opportunities will be included alongside information about our creative activity, events and projects. We make it consistently clear that individuals can unsubscribe or opt out of receiving e-newsletters at any time. Our fundraisers are familiar with the fundraising code of conduct to ensure that it is applied properly and protects the public, including vulnerable people, from unreasonably intrusive or persistent fundraising approaches, and undue pressure to donate.

Our websites outline our privacy policy and complaints policy for the public and clearly explains how an individual can complain – including fundraising complaints. We did not receive any complaints in this financial year. Should a complaint be made in the future, this would be responded to within 10 working days and dealt with by our Director (Fundraising and Development). Any serious complaint would be escalated to our Senior Team and Trustees so they can consider lessons learnt.

All donors are thanked for their donation, whatever the size.

Good Governance

darts has adopted the principles of the Charity Governance Code, a practical tool developed to help Trustees achieve exemplary leadership and governance through continuing self-assessment and improvement.

Indemnity Insurance

The charity's general insurance policy includes indemnity provision for the trustees.

Financial Review

During the year income increased to £997,829 (2023: £803,911) and costs in the year rose correspondingly to £978,861 (2023: £855,287), giving a surplus before designated and restricted fund movements of £18,968 (2023: £51,376 deficit) . The balance of designated and restricted funds brought forward from previous years and carried forward to next year was £22,816 (2023: £41,516) giving an overall deficit of £3,848 (2023: £9,860).

Reserves Policy

At 31 March 2024 total funds amounted to £775,618 (2023: £761,650) of which £9,275 were restricted (2023: £957) and £340,148 were designated (2023: £325,649). The major part of the designated funds relates to a fixed asset which will reduce in line with depreciation over 40 years. Within the Designated and General Funds, £301,861 (2023: £290,037) can only be realised by disposing of fixed assets.

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The Trustees have reviewed the charity's needs for reserves and have identified three key risk factors:

• Exceptional repairs and long-term maintenance items for The Point.

• Working capital to develop new activity and sustain activity funded in arrears.

• • Continuing short term nature of contracts and funding agreements and high level of risk and uncertainty in all areas of activity.

At forecast levels of activity, the policy places the reserves requirement at £436,554 for the year ahead (2023: £374,125). Current levels of unrestricted general funds held as net current assets are £418,961 (2023: £419,508).

Statement of Trustees' Responsibilities

The Trustees (who are also directors of darts, Doncaster Community Arts for the purposes of company law) are responsible for preparing the Report of the Trustees and the financial statements in accordance with applicable law and United Kingdom 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 of the incoming resources and application of resources, including the income and expenditure, of the charitable company 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 2019 (FRS 102);

• make judgements and estimates that are reasonable and prudent;

• prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation.

The Trustees are responsible for keeping adequate accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to 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 hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The report has been prepared in accordance with the provisions applicable to charitable companies subject to the small companies regime.

This report was approved by the board on 8[th] August 2024 and signed on its behalf.

Gina Fletcher, Chair of Trustees

darts, Doncaster Community Arts Annual Report & Financial Statements Year Ended 31st March 2024 15

Independent Examiner’s Report

to the Trustees of darts, Doncaster Community Arts

I report to the charity Trustees on my examination of the accounts of the company for the year ended 31 March 2024 which are set out on pages 17 to 31.

Responsibilities and basis of report

As the charity Trustees of the company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (‘the 2006 Act’).

Having satisfied myself that the accounts of the company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your company’s accounts as carried out under section 145 of the Charities Act 2011 (‘the 2011 Act’). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.

Independent examiner's statement

Since the company’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of the ACCA, which is one of the listed bodies.

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:

1. accounting records were not kept in respect of the company as required by section 386 of the 2006 Act; or

2. the accounts do not accord with those records; or

3. the accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a ‘true and fair view’ which is not a matter considered as part of an independent examination; or

4. the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities (applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)).

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.

Mr Michael Shaun Crozier FCCA The Association of Chartered Certified Accountants Crozier Jones LLP, Chartered Certified Accountants 9/13 Thorne Road DONCASTER DN1 2HJ

Date: _____

darts, Doncaster Community Arts Annual Report & Financial Statements Year Ended 31st March 2024

16

Statement of Financial Activities

Incorporating the income and expenditure account for the year ending 31[st] March 2024

	Notes	Unrestricted Funds	Restricted Funds	Total Funds 2024	Total Funds 2023
Donations & Legacies	3	7,886	1,086	8,972	1,210
Income from Trading activities	4	89,350	-	89,350	56,937
Income from Investments	5	29,657	-	29,657	13,864
Income from Charitable activities	6	257,918	611,932	869,850	731,900
TOTAL INCOME		384,811	613,018	997,829	803,911
Expenditure on Charitable activities	8	(291,813)	(604,700)	(896,513)	(800,043)
Expenditure on Raising Funds	9	(82,348)	-	(82,348)	(55,244)
TOTAL EXPENDITURE		(374,161)	(604,700)	(978,861)	(855,287)
NET (EXPENDITURE)/INCOME	11	10,650	8,318	18,968	(51,376)
Transfers between Funds	12	-	-	-	-
NET MOVEMENT IN FUNDS		10,650	8,318	18,968	(51,376)
RECONCILIATION OF FUNDS
Total funds brought forward		760,693	957	761,650	813,026
TOTAL FUNDS CARRIED FORWARD		771,343	9,275	780,618	761,650

The Statement of Financial Activities includes all gains and losses in the year and therefore a statement of total recognised gains and losses has not been prepared. All of the above amounts relate to continuing activities. The notes below form part of these financial statements.

darts, Doncaster Community Arts Annual Report & Financial Statements Year Ended 31st March 2024 17

Balance Sheet Statement

As at 31[st] March 2024

	Note	2024	2023
FIXED ASSETS
Tangible assets	16	707,038	733,530
CURRENT ASSETS
Debtors	17	93,320	35,574
Cash at bank and in hand		681,616	873,269
		774,936	908,843
CREDITORS: Amounts falling due within one year	18	(335,615)	(475,449)
NET CURRENT ASSETS		439,321	433,394
TOTAL ASSETS LESS CURRENT LIABILITIES		1,146,359	1,166,924
CREDITORS: Amounts falling due after more than one year	20	(365,741)	(405,274)
NET ASSETS		780,618	761,650
FUNDS
Restricted income funds	21	9,275	957
Unrestricted income funds	22	771,343	760,693
TOTAL FUNDS		780,618	761,650

The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 March 2024. The members have not required the company to obtain an audit of its financial statements for the year ended 31 March 2024 in accordance with Section 476 of the Companies Act 2006. The Trustees acknowledge their responsibilities for

(a) ensuring that the charitable company keeps accounting records that comply with Sections 386 and 387 of the Companies Act 2006 and

(b) preparing financial statements which give a true and fair view of the state of affairs of the charitable company as at the end of each financial year and of its surplus or deficit for each financial year in accordance with the requirements of Sections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to financial statements, so far as applicable to the charitable company.

These financial statements have been prepared in accordance with the provisions applicable to charitable companies subject to the small companies regime. The financial statements were approved by the Board of Trustees and authorised for issue on 8[th] August 2024 and were signed on its behalf by:

Gina Fletcher, Trustee

Company Registration Number: 3166208

darts, Doncaster Community Arts Annual Report & Financial Statements Year Ended 31st March 2024

18

Statement of Cashflows

As at 31[st] March 2024

	2024	2023
Cash flows from operating activities:
Net cashprovided (used in) operatingactivities	(169,939)	100,520
Cash flows from investing activities:
Dividends, interest and rents from investments	29,286	13,864
Purchase ofproperty,plant and equipment	-	(7,895)
Net cashprovided by(used in) investingactivities	29,286	5,969
Bank loan repayments	(51,000)	(51,000)
Net cashprovided by(used in) financingactivities	(51,000)	(51,000)
Change in cash and cash equivalents in the reporting period	(191,653)	55,489
Cash and cash equivalents at the beginningof the reporting period	873,269	817,780
Cash and cash equivalents at the end of the reporting period	681,616	873,269

Reconciliation of net income/(expenditure) to net cash flow from operating activities

Net income/(expenditure) for the reporting period (as per the statement of financial activities)	Net income/(expenditure) for the reporting period (as per the statement of financial activities)	Net income/(expenditure) for the reporting period (as per the statement of financial activities)	Net income/(expenditure) for the reporting period (as per the statement of financial activities)	Net income/(expenditure) for the reporting period (as per the statement of financial activities)	18,968	(51,376)
Adjustments for:
Depreciation charge					26,492	33,536
Interest from investments received				(29,657)		(13,864)
Interest Paid					12,684	13,791
(Increase)/decrease in debtors				(57,375)		58,433
Increase/(decrease) in creditors				(141,051)		60,000
Net cash provided (used in) operating activities				(169,939)		100,520
Analysis of changes in net debt	At 1	April 2023	Cash flows	Other non- cash changes	At	31 March 2024
Cash and cash equivalents
Cash		873,269	(191,653)	-		681,616
Borrowings
Debt due within one year		38,219	(51,000)	52,217		39,436
Debt due after oneyear		405,274	-	(39,533)		365,741
		443,493	(51,000)	12,684		405,177

darts, Doncaster Community Arts Annual Report & Financial Statements Year Ended 31st March 2024 19

Notes to the Financial Statements

1. ACCOUNTING POLICIES

Basis of accounting

The financial statements have been prepared under the historical cost convention and in accordance with the Financial Reporting Standard 102, the financial reporting standard applicable in the UK and the Republic of Ireland, and the Statement of Recommended Practice – “Accounting and Reporting by Charities: revised 2019” (SORP 2019) and the Companies Act 2006. The following principal accounting policies have been applied. Presentation is in pounds sterling.

The Trustees confirm that the charity is a public benefit entity.

Preparation of the accounts on a going concern basis

The Trustees are of the opinion that no material uncertainties exist and the reserves will support the charity for the foreseeable future and hence the charity is a going concern.

Incoming resources

Incoming resources all arise from grants, fees and fund-raising within the United Kingdom. Income from donations and grants, including capital grants, is included in incoming resources when these are receivable, except as follows:

• When donors specify that donations and grants given to the charity must be used in future accounting periods, the income is deferred until those periods.

• When donors impose conditions, which have to be fulfilled before the charity becomes entitled to use such income, the income is deferred and not included in incoming resources until the pre-conditions for use have been met.

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

Fund accounting

Funds held by the charity are:

• Unrestricted general funds - these are funds, which can be used in accordance with the charitable objects at the discretion of the Trustees.

• Designated funds - these are funds set aside by the Trustees out of unrestricted general funds for specific future purposes or projects.

• Restricted funds - these are funds that can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular purposes.

Further explanation of the nature and purpose of each fund is included in the notes to the accounts.

Resources expended

Expenditure is recognised on an accruals basis as a liability is incurred. Expenditure includes VAT where applicable and is reported as part of the expenditure to which it relates. The charity is unable to recover input VAT on goods and services.

Costs of generating funds comprise the costs associated with attracting voluntary income and the costs of trading for fundraising purposes.

darts, Doncaster Community Arts Annual Report & Financial Statements Year Ended 31st March 2024 20

Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them.

Governance costs include those associated with meeting the constitutional and statutory requirements of the charity and include the independent examination fees and costs linked to the strategic management of the charity.

All costs are allocated between the expenditure categories of the SOFA on a basis to reflect the use of the resource. Costs relating to a particular activity are allocated directly; others are apportioned based on the delivery staff numbers or floor area specifically allocated to the projects falling within the activity.

Redundancy

Redundancy payments are accounted for as soon as there is a legal or constructive obligation.

Fixed assets

The cost of fixed assets is their purchase price, together with any incidental costs of acquisition. The minimum value for capitalisation is £1500. Depreciation is charged so as to write off the cost over the estimated life of the asset on a straight line basis and the principal rates are as follows:

• Freehold property – 2.5% straight line

• Furniture and equipment – 10 to 33.3% straight line

Tangible fixed assets are reviewed for impairment by the Trustees at the end of each reporting period.

Debtors

Short term debtors are measured at transaction price, less any impairment. Loans receivable are measured initially at fair value, net of transaction costs, and are measured subsequently at amortised cost using the effective interest method, less any impairment.

Cash & cash equivalents

Cash is represented by cash in hand and deposits with financial institutions repayable without penalty on notice of up to 365 days. Cash equivalents are liquid investments that mature in no more than three months from the date of acquisition and that are readily convertible to known amounts of cash with insignificant risk of change in value.

Creditors

Short term creditors are measured at the transaction price. Other financial liabilities, including bank loans, are measured initially at fair value, net of transaction costs, and are measured subsequently at amortised cost using the effective interest method.

Pension Contributions

The charity operates a money purchase defined contribution pension scheme. The contributions made for the accounting period are treated as an expense.

Key judgements & sources of estimation uncertainty

The preparation of financial statements in compliance with FRS102 requires the use of certain critical accounting estimates and requires management to exercise judgement in applying the company’s accounting policies. The Trustees have deemed that there were no particular critical accounting estimates and judgements involved in the preparation of the financial statements.

darts, Doncaster Community Arts Annual Report & Financial Statements Year Ended 31st March 2024 21

2. INCOME BY ACTIVITY

2. INCOME BY ACTIVITY
	Unrestricted Funds	Restricted Funds	Total Funds 2024	Total Funds 2023
Arts & Education	20,852	365,870	386,722	254,442
Arts & Health	45,279	245,498	290,777	287,046
Gallery	-	-	-	1,484
Development	242,003	1,650	243,653	209,340
The Point	66,183	-	66,183	51,599
Cafe	10,494	-	10,494	-
	384,811	613,018	997,829	803,911
3. DONATIONS & LEGACIES
	Unrestricted	Restricted	Total Funds	Total Funds
	Funds	Funds	2024	2023
Donations	7,886	1086	8,972	1,210

The charity is grateful to and benefits from the support of its volunteers. The economic contribution of volunteers is not recognised in the accounts.

4. INCOME FROM OTHER TRADING ACTIVITIES

	Unrestricted	Total Funds	Total Funds
	Funds	2024	2023
Café Income	10,494	10,494	-
Rents (Room Hire Etc)	66,183	66,183	51,599
Miscellaneous	12,673	12,673	5,338
	89,350	89,350	56,937

5. INCOME FROM INVESTMENTS

	Unrestricted	Total Funds	Total Funds
	Funds	2024	2023
Bank interest receivable	29,657	29,657	13,864

6. INCOME FROM CHARITABLE ACTIVITIES

	Unrestricted	Restricted	Total Funds	Total Funds
	Funds	Funds	2024	2023
Grants	191,789	611,932	803,721	706,248
Project Fees	66,129	-	66,129	25,652
	257,918	611,932	869,850	731,900

darts, Doncaster Community Arts Annual Report & Financial Statements Year Ended 31st March 2024 22

7. GRANTS RECEIVED

7. GRANTS RECEIVED
	Unrestricted	Restricted	Total Funds	Total Funds
	Funds	Funds	2024	2023
Government Grants
Arts Council England (NPO)	133,289	-	133,289	133,289
Arts Council England (Place Partnerships)	-	98,220	98,220	14,845
Arts Council England (Culture Strategy Implementation)	-	1,650	1,650	-
Doncaster Council	43,500	174,784	218,284	294,161
NHS Doncaster Clinical Commissioning Group	-	44,578	44,578	48,400
The National LotteryCommunityFund	-	108,950	108,950	33,428
	176,789	428,182	604,971	524,123
Non Government Grants
29th May 1961 Charitable Trust	-	2,000	2,000	-
Art Fund	-	-	-	1,097
Baily Thomas Charitable Fund	-	-	--	13,150
BBC Children In Need	-	-	-	250
Blakemore Foundation	-	100	100	-
Donmentia	-	3,000	3,000	-
Frenchgate Shopping	-	600	600	-
Garfield Weston Foundation	15,000	-	15,000	7,500
Home Instead Charities	-	1,500	1,500	-
One Dance UK	-	9,922	9,922	1,817
Paul Hamlyn Foundation	-	50,464	50,464	89,766
Postcode Neighbourhood Lottery	-	13,279	13,279	-
Savoy Doncaster	-	6,395	6,395	-
The Arts Society	-	3,000	3,000	-
The Asda Foundation	-	400	400	2,000
The Edward Gosling Foundation	-	-	-	1,685
The Evan Cornish Foundation	-	9,140	9,140	-
The Freshgate Trust Foundation	-	2,000	2,000	-
The Masonic Charitable Foundation	-	-	-	29,313
The National Foundation for Youth Music	-	34,102	34,102	35,547
The Sylvia and Colin Shephard Charitable Trust	-	500	500	-
The Utley Foundation	-	1,050	1,050	-
Town Field	-	41,918	41,918	-
Westfield Health Trust	-	2,000	2,000	-
York Museum Trust	-	2,380	2,380	-
	15,000	183,750	198,750	182,125
	191,789	611,932	803,721	706,248

In the year the charitable company received rates relief to the value of £28,928 (2023: £30,720)

darts, Doncaster Community Arts Annual Report & Financial Statements Year Ended 31st March 2024 23

8. COSTS OF CHARITABLE ACTIVITIES

	Unrestricted	Restricted	Total Funds	Total Funds
	Funds	Funds	2024	2023
Arts & Education	11,894	326,582	338,476	227,550
Arts & Health	28,879	206,764	235,643	255,771
Gallery	8,299	-	8,299	12,881
Development	117,014	1,650	118,664	111,705
The Point	93,059	-	93,059	84,791
Support Costs	26,239	69,704	95,943	103,036
Governance	6,429	-	6,429	4,309
	291,813	604,700	896,513	800,043
	Activities undertaken directly	Support Costs	Total Funds 2024	Total Funds 2023
Arts & Education	338,476	43,826	382,302	266,870
Arts & Health	235,643	42,601	278,244	298,196
Gallery	8,299	-	8,299	12,891
Development	118,664	4,206	122,870	122,535
The Point	93,059	5,310	98,369	95,242
Governance	6,429	-	6,429	4,309
	800,570	95,943	896,513	800,043

Analysis of material items / categories of expenditure included in Support Costs:

	Total Funds	Total Funds
	2024	2023
Premises Salaries	17,327	17,048
Central Functions Salaries	34,260	39,547
Premises Costs	31,224	31,557
Central Functions	13,132	14,884
	95,943	103,036

9. COSTS OF GENERATING FUNDS

9. COSTS OF GENERATING FUNDS
	Unrestricted	Total Funds	Total Funds
	Funds	2024	2023
Cafe Costs	27,175	27,175	5,848
Café Support Costs	17,884	17,884	22,498
Fundraisingstaff	37,289	37,289	26,898
	82,348	82,348	55,244

darts, Doncaster Community Arts Annual Report & Financial Statements Year Ended 31st March 2024 24

10. EXAMINATION FEE

10. EXAMINATION FEE
	Unrestricted	Total Funds	Total Funds
	Funds	2024	2023
Independent Examiner	2,280	2,280	1,750
11. NET INCOMING/(OUTGOING) RESOURCES FOR THE YEAR
		2024	2023
This is stated after charging:
Depreciation		26,492	33,536
Loan Interest paid		12,684	13,791
Independent examiners’ fee		2,280	1,750
12. FUND TRANSFERS
There have been no transfers during the year (2023: £10,189).
13. STAFF COSTS AND EMOLUMENTS
		2024	2023
Total staff costs were as follows:
Wages and salaries		517,298	451,764
Social security costs		42,975	37,678
Pension Costs		10,558	8,995
		570,831	498,437
Wages and salaries includes £15,524 of redundancy payments (2023:	£4,792).
Particulars of employees:
The average number of employees during the year, calculated on the	basis of full-time equivalents,		was:
Arts delivery		13	11
Support staff		6	5
		19	16
The average number of employees during the year, calculated on the	basis of head-count, was:
Arts delivery		15	14
Support staff		5	7
		20	21
Total paid to key management personnel		182,325	171,745

No employee received remuneration of more than £60,000 during the year (2023 – Nil). No Trustees were remunerated during the year.

darts, Doncaster Community Arts Annual Report & Financial Statements Year Ended 31st March 2024 25

15. INCOME AND EXPENDITURE BY FUND FOR THE PRIOR YEAR

	Unrestricted Funds	Restricted Funds	Total Funds 2023	Total Funds 2022
Donations & Legacies	908	302	1,210	7,876
Income from Trading activities	56,937	-	56,937	48,089
Income from Investments	13,864	-	13,864	3,611
Income from Charitable activities	211,941	519,959	731,900	742,234
TOTAL INCOME	283,650	520,261	803,911	801,810
Expenditure on Charitable activities	(248,350)	(551,693)	(800,043)	(788,285)
Expenditure on Raising Funds	(55,244)	-	(55,244)	(44,263)
TOTAL EXPENDITURE	(303,594)	(551,693)	(855,287)	(832,548)
NET(EXPENDITURE)/INCOME	(19,944)	(31,432)	(51,376)	(30,738)
Transfers between Funds	10,189	(10,189)	-	-
NET MOVEMENT IN FUNDS	(9,755)	(41,621)	(51,376)	(30,738)
RECONCILIATION OF FUNDS
Total funds brought forward	770,448	42,578	813,026	843,764
TOTAL FUNDS CARRIED FORWARD	760,693	957	761,650	813,026

darts, Doncaster Community Arts Annual Report & Financial Statements Year Ended 31st March 2024 26

16. TANGIBLE FIXED ASSETS

	Building	Furniture & Equipment	Total
Cost
At 1 April 2023	927,567	243,748	1,171,315
Additions	-	-	-
Disposals	-	(3,810)	(3,810)
At 31 March 2024	927,567	239,938	1,167,505
Depreciation
At 1 April 2023	209,574	228,211	437,785
Charge for year	23,189	3,303	26,492
Eliminated on disposal	-	(3,810)	(3,810)
At 31 March 2024	232,763	227,704	460,467
Net Book Value
At 31 March 2024	694,804	12,234	707,038
At 31 March 2023	717,993	15,537	733,530
The building has been pledged as security for the loan

17. DEBTORS
				2024	2023
Trade debtors				80,886	23,674
Prepayments & accrued Income				12,434	11,900
				93,320	35,574
18. CREDITORS: Amounts falling due within one year
				2024	2023
Secured Loans				39,436	38,219
Trade creditors				33,643	36,625
Taxation & Social Security				11,059	8,635
Deferred Income				242,884	380,030
Accruals				8,593	11,940
				335,615	475,449
19. DEFERRED INCOME
	Balance at 31 March 2023		Income Released	Income Received	Balance at 31 March 2024
Deferred Income	380,030		552,021	414,875	242,884
Deferred income represents the value of grants received which in the Trustees opinion are not yet					due.

darts, Doncaster Community Arts Annual Report & Financial Statements Year Ended 31st March 2024 27

20. CREDITORS: Amounts falling due after more than one year

20. CREDITORS: Amounts falling due after more than one year
	2024	2023
Other Loans	365,741	405,274
Other loans comprise the commercial mortgage secured by the way of a legal charge dated 22 January 2007
on the freehold property known as 17 South Parade, Doncaster, DN1 2DR. The term of the loan is 317 months
from 22 December 2007 at a rate of 3% per annum.
The secured long term loan is repayable by instalments:
Due between 1 & 2 years	40,609	39,436
Due between 2 & 5 years	129,387	125,552
Due after 5years	195,745	240,286
	365,741	405,274

21. RESTRICTED INCOME FUNDS

	Balance at 31 March 2023	Incoming resources	Outgoing resources	Transfers (to) from General Funds	Balance at 31 March 2024
Arts & Education	957	365,870	(361,592)	-	5,235
Arts & Health	-	245,498	(241,458)	-	4,040
Culture StrategyFund	-	1,650	(1,650)	-	-
	957	613,018	(604,700)	-	9,275

The Arts & Education Fund supports our programme of out of school activity for children and young people.

The Arts & Health fund supports our programmes working with adults living with long term mental health, increasing physical activity with older adults, and supporting recovery for adults living with lung conditions. The Culture Strategy Fund supports capacity building within the culture sector in Doncaster.

Prior Year	Balance at 31 March 2022	Incoming resources	Outgoing resources	Transfers (to) from General Funds	Balance at 31 March 2023
Arts & Education	13,385	243,812	(256,240)	-	957
Arts & Health	17,213	272,412	(289,625)	-	-
Gallery	-	1,097	(1,097)	-	-
Development	-	2,940	(2,940)	-	-
Capital Programmes	11,980	-	(1,791)	(10,189)	-
	42,578	520,261	(551,693)	(10,189)	957

darts, Doncaster Community Arts Annual Report & Financial Statements Year Ended 31st March 2024 28

22. UNRESTRICTED INCOME FUNDS

	Balance at 31 March	Incoming	Outgoing	Transfers	Balance at 31 March
	2023	resources	resources		2024
Arts & Education	-	142	-	-	142
Arts & Health	-	14,527	(12,955)	-	1,572
Programme Development	51,149	-	(2,342)	-	48,807
The Point	274,500	-	-	15,127	289,627
General Funds	435,044	370,142	(358,864)	(15,127)	431,195
	760,693	384,811	(374,161)	-	771,343

Funds represent funding for specific programmes of work resulting either from proposals put forward by darts or direct approaches from partner organisations. In each case the funds are held over in respect of incomplete work for which darts has the resources to complete.

The Programme Development fund was designated by the Trustees in previous years for research and development to support new programmes of activity.

The Point fund is the undepreciated fixed asset value of the unrestricted element of the building, less the outstanding mortgage balance.

Prior Year	Balance at 31 March	Incoming	Outgoing	Transfers	Balance at 31 March
	2022	resources	resources		2023
Programme Development	65,064	-	(13,915)	-	51,149
The Point	260,480	-	-	14,020	274,500
General Funds	444,904	283,650	(289,679)	(3,831)	435,044
	770,448	283,650	(303,594)	10,189	760,693

darts, Doncaster Community Arts Annual Report & Financial Statements Year Ended 31st March 2024 29

24. ANALYSIS OF NET ASSETS BETWEEN FUNDS

	Tangible fixed assets	Net current assets	Long term liabilities	Total
Restricted Income Funds:
Arts & Education	-	5,235	-	5,235
Arts & Health	-	4,040	-	4,040
Culture StrategyFund	-	-	-	-
	-	9,275	-	9,275
Unrestricted Income Funds:
Designated Funds
The Point	694,804	(39,436)	(365,741)	289,627
Other Designated Funds	-	50,521	-	50,521
General Funds	12,234	418,961	-	431,195
	707,038	430,046	(365,741)	771,343
Total Funds:	707,038	439,321	(365,741)	780,618
Prior Year	Tangible fixed assets	Net current assets	Long term liabilities	Total
Restricted Income Funds:
Arts & Education	-	957	-	957
	-	957	-	957
Unrestricted Income Funds:
Designated Funds
The Point	717,993	(38,219)	(405,274)	274,500
Other Designated Funds	-	51,149	-	51,149
General Funds	15,537	419,507	-	435,044
	733,530	432,437	(405,274)	760,693
Total Funds:	733,530	433,394	(405,274)	761,650

25. COMPANY LIMITED BY GUARANTEE

The company is limited by guarantee and as such does not have share capital. In the event of winding up, each of the members and those ceasing to be members within twelve months, have undertaken to contribute towards the assets of the company for payment of debts and liabilities, such amounts as required, not exceeding £1. The number of members in the year amounted to 45 (2023: 44).

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27. TRUSTEE REMUNERATION & RELATED PARTIES

There were no Related Party transactions or Trustee Remuneration payments in the year (2023: £nil). In the year donations were received from five trustees totalling £252 (2023: £60 from one trustee).

28. TAXATION

The company is a charity within the meaning of Para 1 Schedule 6 Finance Act 2010. Accordingly, the company is potentially exempt from taxation in respect of income or capital gains within categories covered by Chapter 3 of Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992, to the extent that such income or gains are applied exclusively to charitable purposes. No tax charge arose in the period.

29. GENERAL INFORMATION

darts, Doncaster Community Arts, is a company limited by guarantee and a registered charity which complies with the Charities Act 2011. The company is incorporated in England & Wales under the Companies Act. The address of the registered company is The Point, 16 South Parade, Doncaster, DN1 2DR.

darts, Doncaster Community Arts Annual Report & Financial Statements Year Ended 31st March 2024

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