Charity registration number 1071762 Company registration number 03562299 (England and Wales) DEVON ARTS IN SCHOOLS INITIATIVE KNOWN AS DAISI ANNUAL REPORT AND UNAUDITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 DEVON ARTS IN SCHOOLS INITIATIVE KNOWN AS DAISI LEGAL AND ADMINISTRATIVE INFORMATION Trustees Ms L Howard Mrj Levontine Ms K Brooks Ms A Devoy Mr D Harding~Brown Mr I Wood Msywu Mr S Mayhew-Tuson (Appointed 11 February 20251 Charity number 1071762 Company number 03562299 Principal address Exeter Phoenix Bradninch Place Gandy Street Exeter EX4 3LS Registered office Exeter Phoenix Bradninch Place Gandy Street Exeter EX4 3LS Independent examlner S Truran FCCA FCA Streets Bush Limited 2 Barnfield Crescent Exeter EXI IQT Bankers CAF Bank Ltd 25 Kings Hill Avenue Kent ME19 4JG DEVON ARTS IN SCHOOLS INITIATIVE KNOWN AS DAISI CONTENTS Page Chairman's statement Tru5tees' report Statement of trustees, responsibilities Independent examiner's report io Statement of financial activities li Balance sheet 12-13 Notes to the financial statements 14-23 DEVON ARTS IN SCHOOLS INITIATIVE KNOWN AS DAISI CHAIRMAN'S STATEMENT FOR THE YEAR ENDED 31 MARCH 2025 The new financial year saw Daisi's sm311 team working to full capacity, across a range of creative education projects and programmes at various stages of planning and delivery. In order to sustain and grow project activity, and consolidate its financial position, Daisi's Director and Chair were focussed on building capacity and fully engaging the skills and expertise of what was still a relatively new Board, to drive these aims forward. Key actions taken throughout the year to support these aims, included expanding the Fundraising and Private Giving Working Group to develop new core funding streams into 2025- 2026 and '27, such as corporate and donor sources, arranging a Trustee Development and Away Day and strategic investment in staffing. Increased financial pressures in schools were evident through schools, increased dependence on Helen Foundation subsidies for booking workshops, further highlighting the need to diversify funding streams. Demonstrating its integral role in the regional creative education sector developed over nearly 30 years of work, Daisi leveraged its networks to successfully coordinate the Creotive Hero Awards, celebrating the work of the wide spectrum of artists, volunteers and local arts organisations making creative education happen within Devon and Torbav. Two major projects culminated with significant impact and legacy. The Teignbridge Arts Project ITAPI represented an ambitious approach to commissioning cultural education projects for Teignbridge District Council and a new strategic direction for Daisi, who led on the delivery of this initiative. We devised comprehensive support structures including tra in ing sessions and guid ance materials, lead ing to a diverse range of new creative commissions across arts forms, focus and scale, helping to develop capacity and practice locally. Our Talking Turns project celebrated its conclusion with a whole-school takeover at Shiphay Primary on 25th June, engaging over 400 children in 14 artist~led workshops. This initiative demonstrates the impact of Dai51'S core purpose of en ha ncing ch ildren and you ng people's learning and wellbeing through creative 3ctivity a nd engagement. I would like to take this opportunity to thank the funder Paul Hamlyn Foundation and all our funders, collaborators and partners for their investment and support. Following Administrator Sophie Caunter's resignatr'on in October, we reassessed staffi'ng needs. In March we were delighted to welcome Leigh Farmer for a on&year Communications and Marketing position and Project Manager Nicola Moody as maternity cover for Kate Wannell. The Board underwent renewal during the financial year. We thanked departing Trustees Callum Hyslop, Paul Leyland, Roger Kirk lour longest-standing member), and Young Trustee Emily Perryman for their exceptional contributions. Kari Brooks assumed the new Vice Chair role, while Seth Tuson joined as Young Trustee in March, strengthening our governance structure. The Away Day in March 2025 brought together the Board and staff and was a brilliant opportunity todiscuss a sha red vision for Daisi's future strategic direction, drawing on both the depth of the Director's and Assistant Director's experience and the energy and fresh perspectives of the new Board and staff members. While this year has positioned Daisi for potential growth through new partnerships, diversified funding, strengthened governance, and enhanced staff capacity, there are challenges. Unfortunately, in March 2025 Director Li2 Hill received a serious health diagnosis, which has resulted in ongoing treatment and kn'me away from the organisation. Adjustments to staff roles and responsibilitr'es have seen Assistant Director Vicci Worthy step into an Achng Director role to provide cover during this trme. DEVON ARTS IN SCHOOLS INITIATIVE KNOWN AS DAISI CHAIRMAN'S STATEMENT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 I would like to acknowledge the efforts and Sincerely thank Daisi's Director, staff and Board, who have adapted to these unforeseen circumstances, while continuing to deliver the highest quality creative education provision for children and young people in Devon and Torbay, and drive Daisi's aims forward. L Howard Chair Date: DEVON ARTS IN SCHOOLS INITIATIVE KNOWN AS DAISI TRUSTEES, REPORT (INCLUDING DIRECTOR'S REPORT) FOR THE YEAR ENDED 31 MARCH 2025 The financial statements have been prepa red in accordance with the accounting policies set out in note I to the fi'nancial statements and comply with the charity's governing document, the Companies Act 2006 and Accounting and Reporting by Charities.. Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporknng Standard applicable in the UK arKI Republic of Ireland {FRS 1021 (effective l January 20191. Objectives and activities The objects of Daisi are set out in the Articles of Association as follows.. lal "for the general benefit of the public and in particular but not so a5 to limit the generality of the foregoing, the advancement and enrichment of education through the arts and the improvement of lifebng educational opportunities particularly, but not exclusively, for young people for experiencing and partici pating in arts of high quality, 3 nd to formulate, prepare and esta blish schemes therefore, prt)vided that all objects of the Company shall be of a charitable nature. Ibl The arts shall include all forms of art and cultural activity including Ibut without prejudice to the generality of the foregoing) theatre, drama, dance, opera, singing, music, video, cinematography, radio, television, fine art, l iterature, craft, photography and all other activities of an artistic or cultural nature., In shaping our objectives for the year and planning our activities, the trustees have complied with their duty inspection 17151 of the 2011 Charities Act to have due regard to the Charity Commission's guidance on public benefit, including the guidance on public benefit and fee charging. Daisi relies on grants and on the income from fees and charges to cover its operating costs. The overwhelming majority of Daisi's income from fees and charges comes from publicly funded schools and education settings and are covered by the organisations, own budgets rather than charges passed on to individuals. Sometimes, for a few specific activities, Daisi does set a participation fee for the individual young people. In sethng the level of fees, charges and concessions, the trustee5 give careful consideratr'on to the accessibility of the activity for those on low incomes. In some cases, Daisi is able to recover the fee from the young person's school rather than from the individual. The trustees have pa id due regard to guidance issued by the Charity Commission in deciding what activities the charity should undertake. Flnancial review Total income in the year was £179,05512024: £279,197). Total expenditure during the year was £239,625 12024.. £229,617), leaving a deficit of £60,57012024: surplus of £49,580). Unrestricted net incoming resources was a surplus of £3,34012024: surplus of £11,149) and net incoming resources relating to restricted funds which may only be spent in accordance with the restrictions thereon was a defi'cit of £63,91012024: surplus of £38,431). Daisi's unrestricted "core" funds consist of all overheads and staff costs, less general gra nts and donations and a nominal management fee charged to each project. There was a deficit in this core fund of £5.598 12024.. surplus of £2,745) in the year. DEVON ARTS IN SCHOOLS INITIATIVE KNOWN AS DAISI TRUSTEES, REPORT {INCLUDING DIRECTOR'S REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Reserves policy The Trustees review Daisi's reserve policy annually within the context of the financial and other risks that Daisi faces. The policy has been to maintain financial reserves at a level that will enable Dais1 tomanage the risk associated with the partial dependence on public sector grant funding. Following this review, the trustees continue to agree that the ta rget balance for reserves should be £50,000 to cover cashflow fluctuations and provide for an orderly wind down if the charity was unable to contr'nue trading. Outside that figure, reserves may be used, as agreed by the Board, to cover short-term fluctuations in income and unexpected operational pressures. The balance of unrestricted funds le5S tangible fixed assets was £74,200. This exceeds the policy by £15,958 which will be used to fund the expected f uture deficits in Daisi's unrestricted core funds. Governing Document and Charity Constitution Daisi has a Memorandum of Association and is a Registered Charity and a Company Limited by Guarantee. Daisi incorporated on 12th May 1998. The Trustees continue to esta blish written policies and guidance for procedures. In setti ng objectives and plann ing, the Trustees have given due consideration to general guidance published by the Charity Commission relating to public benefit. Risk Management Daisi identifies risk factors in all of its activities, from the individual activity to the organisation's strategic development. These are identified by the Director, or by staff who inform the Director during regular one to one catch ups or staff meetings. These factors are considered carefully through a number of mechanisms, for example through staff discussion, agenda items and discussion at Management Group and Board ￿eve1, or through papers on specific prograrnmes or approaches being presented to those bodies, followed bv discussion and mitigating factors put into action. If risks are predicted with less notice, and are of a significance that requires the attention of the Board, extra meetings andlor email discussions and agreements are put into action. The Board also hold an annual Away Day, which includes all staff, in which opportunities a nd threats are fully considered resulting in an organisation-wide ownership of a plan of action nd its inherent risks. DEVON ARTS IN SCHOOLS INITIATIVE KNOWN AS DAISI TRUSTEES, REPORT (INCLUDING DIRECTOR'S REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Recruitment and Appointment of New Trustees The Trustees shall, when complete, consist of at least 6 and not more than 15 individuals, who are over the age of 18 and all of whom support the Objects. Potential Trustees are recommended to us or come forward and express an interest in joining the Board. They then go through a recruitment process leil by the Chair. Dai51 also undertakes recruitment drives for new Trustees. beginning with a skills and diversity audit of current Trustees and forming a recruitment working party of Board and staff members who actively communicate the opportunity to diverse communities and individuals, followed by an interview process. Potential new Trustees are then invited to observe a Board meeting, and supported into their role through a range of processes such as buddying, virtual theme-based 'coffee mornings,, engagement in at least one working party, and 'spotlight' focus sessions within Board meetings. The Management Group meets to consider policies and finance to alleviate the pressure on the full board. The Group is currently composed of the Chair, Treasurer, Executive Director, and two other Trustees. The Management Group reports to the full board. Director's report Daisi began the year with much new and vibrant activity on the agenda, sethng the scene for Daisi to enter an exciting period of being very visible and connecting, in person, with a range of audiences in the coming months. To prepare for this, and make sure that we had the back-office support in place that we would need, we had advertised an Administrator position. We were delighted to receive a strong response, and interviews were set up for 23, May. Planning was also well underway for 3 upcoming events. Firstly, a new event with great potential to be repeated annually or bi-annually, the Creative Hero Awards, in collaboration with Doorstep Arts, MEO Theatre, and Beaford Arts. As members of DCEP (Devon Cultural Educatron Partnership) and TASN (Torbay Arts and Schools Network), these strategic partnerships are working together to increase engagement in cultural education for children and young people in our loc313re3. Our Creative Hero Awards 2024 aimed to raise the profile of young people's creative arts education by celebrating the many different ways in which local people are making it happen using their creativity, skill. initiative, and commitment. We were delighted to receive 65 nominatr'ons covering a wide variety of arts forms, local communities, and roles, including voluntary roles, across Devon and Torbay. The fun, buzzing and celebratory event held at Exeter th Phoenix arts centre on 29 June was extremely well attended, with over 100 people there and received excellent feed back. It a Iso gave us opportunity to create some 8reat advocacy resources, including images, video, and vox pop recordings. Meanwhile our Talking Turns take over day was taking shape. Aiming to share learning from the longer-term, collaboratrve Talking Turns IPaul Hamlyn funded) oracy project, we were to immerse a whole school in arhst- led learning for a day. Thanks to the vision and support of key project partner Kate Lee, Headte3c￿r at Shiphay Primary school this beca me a reality with 14 workshops involving j ust over 400 children taking place th indoors and outside across the school site on the 25 June 24, the day ended with a CPD sharing se55ion. Th is was a very fitting end to the practica l aspects of the project, with its ethos of developing a resea rchfu I community of interest around its centrally held tenet of artistic and creative learning fundamentally su pporting children's oracy, which in turn increase5 their acces5 to the curriculu m and all learning. DEVON ARTS IN SCHOOLS INITIATIVE KNOWN AS DAISI TRUSTEES. REPORT (INCLUDING DIRECTOR'S REPORT) ICONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 During this year our diverse programme of activities significantly strengthened community engagement, raised public awareness, and created valuable mentoring and paid work opportunities for young people. Highlights included the Art Room project, which culminated in a vibrant celebratron at On The Hill, and our dynamic presence at the Exeter Respect Festr'val, where we offered inclusive art, drumming, and flamenco workshops for all ages to take part in. We partnered with MED Theatre at the Agatha Christie International Festival to deliver creative writing and scratch performance sessions, and we were delighted to put on the 2nd Meltr'ng Pot event on 31" Oct., were we supported around 50 young North Devon musicians to perform live at The Plough Arts Centre. Additionally, creative workshops funded by the Creative East Devon Fund reached seven schools du ring the spring term, ensuring that young people across the region benefi'ted from inspiring, hands-on experiences. Our work on the Teignbridge Arts Project ITAPI was also gathering momentum. This new Daisi role was not without its challenges, in that we were workin8 across the systems of a local authority as well as a voluntarv Board, and a150 reaching out to local individuals and group5 With very different levels of fundraising and project development experience. We worked quickly to put in place a raft of support that would help people most, including training sessions, and drop-in information sessions. We were ultimately successful in encouraging 93 applications to the scheme, with a very good mix of larger and smaller requests, art form range, and applications coming f rom the more experienced a rlists as well as very grass roots voluntary a nd local community-based enterprising individuals. With significant Daisi work needed on all the relevant processes, including guidance documents, application form and marking scheme development, we certainly had our hands full. But overall, despite some challenging moments, it was a most exciting, creative, learning experience for Daisi, and the TAP Board were extremely pleased with how we had collaboratively, with them and Teignbridge Council, driven the scheme forward and turned it into reality, with just over 40 local Teignbridge groups, organisations and individuals benefitting from the funding and enhancing the arts and cu Itu ral offers in loca I communities. Within the maelstrom of the above intense actrvities, we knew that we also needed to look forward at Daisi resources for 2025 and beyond. Our analysis of Daisi's delivery work showed clearly that the increased pressure, both financial and timewise, in schools was making direct purchase of Daisi services by schools even more restricted. Our raft of school workshops was overwhelmingly being booked by schools within the remit of The Helen Foundation ITHFI. who subsidise their costs, with just over 78% of all School workshops being subsidised by THF. We therefore picked up our work on a clear fundraising plan of action to support work in 2025-26 and beyond. To assist this. we started to develop plans for an early Spring 2025 Away Dav for staff and Boa rd. This felt very timely, to bring our relatively new Boa rd together. celebrate Dai5i's very active year, and strategically look to the future. This event ultimately took place on I" March 25 in the wonderful surrou ndings of Creative Beings in Awliscombe. An inspiring opportu n itv for the Boa rd to get to know each other better, reflect on Oaisi progress, and have some blue-sky thinking time together. Our Board fLSndraising group also picked up the pace on regular meetings and developing new ideas on securing new private and corporate giving. We started putting some of these plans into action, with our first success being acceptance onto the Big Give Arts for Impact matched donations programme due to run in March 2025, We knew this would be a lot cl, unfamiliar, campaign work for Daisi to achieve, but were very pleased that our presentation of the case for support for Daisi as a whole las opposed to our more familiar project-based cases) was developing well and was of the quality and clarity needed to secure a place on the scheme. We were also very pleased to successfully secure all of our staff places on Cosmic'5 funded digital skills programme, offering all staff the opportunity to attend a wide range of workshops around upgrading our digital Skills. As the digital and Al worlds continue to develop this was an excellent opportunity to ensure that our staff, whi15t a Iready fairly tech savvy, are able to keep pace with ongoing advances in technology, and especially the colla borative working potential that they offer. DEVON ARTS IN SCHOOLS INITIATIVE KNOWN AS DAISI TRUSTEES, REPORT (INCLUDING DIRECTOR'S REPORT) ICONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 These conversations also led to considering what staffing capacity Daisi really needed as we moved towards 2025-6. Our Ad m in istrator Sophie Caunter had been invaluable during the TAP project with its high (Èmands upon administration of systems, but Sophie's resignation in October 24 opened the opportunity to r consider what we most needed. Ultimately thi5 led to the creation of a new, on&year communications and marketing post into which we were delighted to recruit Leigh Farmer in March 2025. This took place alongside us recruiting Nicola Moody into our Project Manager (maternity coverl role, as we wished Kate Wannell all the very best for her maternity leave. Both new staff hit the ground running and after attending the Board and staff Away Day as their first Daisi day of work we applaud the way in which both have so quickly understood Daisi's work a nd proactively contributed to ongoing progress. As we moved from Summer to Autumn we had 3 few changes at Board level. Callum Hyslop resigned. and long-term Trustee Paul Leyland let us know he was due to resign shortly. Daisi staff and Board extend their thanks to both Callum and Paul, who had given of their excellent experience and always been kind and su pportive in their approach. Kari Brooks also took up the role of Vice Chair, a role that Daisi has wa nted to have for some time, in order to enhance the depth of our Board structure. Later in the year our lorEest standing Board member, Roger Kirk, reached the end of his term. Roger has been an exceptional Board member, and we consider ourselves very lucky to have benefitted from his input over so many years. Always demanding of excellence, but always supportive and nurturing, everyone at Daisi sends a warm thank you to Roger for his valuable contribution, through the enduring The Helen Foundation partnership, as well as his consistent support of Daisi staff. Young Trustee Emily Perryman also resigned in November 24 and we thank Emily for her most useful perspective and professional, supportive manner. Meanwhile we were delighted to be joined by new Young Trustee Seth Tuson in March 2025, bringing his highly relevant mix of music and North Devon experience to our work. In 2024-25, Daisi engaged 3,582 young people in creative projects, with 1,432 identified as more vulnerable or disadvantaged. We worked with 35 professional artists, delivered projects across 970A of Devon's districts, and achieved 73 collaborations or partnerships. While these figures are slightly lower than in previous years, this reflects the nature of the prqects delivered and a strategic shift in focus. Daisi has been investing time in strengthening long-term security and developing deeper strategic partnerships to support future sustainabilitv. As the year came to a close, with our new staff in place, and having just had our Board and staff Away Dav, we were raring to move into 2025-26 with our clear plan, driving forward Daisi's reach and engagement with young people most in need of the creative and wellbeing support unique to participation in the arts. and with the teachers and communities vita I to the process of ensuri ng you ng people can access their creative education. Unfortunately, in mid-march our Director of over 20 years received a serious health diagnosis resulting in surgery and ongoing treatment. Responding to this unexpected turn of events, the staff team and Board worked closely together, with our Director Liz, to adjust to the new situatron and ensure that Daisi continued to move forward, ably led by Assistant Director Vicci Worthy stepping into an Acting Director role. Thank you to all staff and Board for this demonstration of Daisi's adaptive character and well-e5tablished teamwork approach, alongside genuine valuing and care of our staff team, and all the people with whom we work. DEVON ARTS IN SCHOOLS INITIATIVE KNOWN AS DAISI TRUSTEES, REPORT (INCLUDING DIRECTOR'S REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 The trustees who served during the year and up to the date of signature of the financial statements were.. Mr R Kirk Mr P Leyland Ms L Howard Mrj Levontine (Resigned 13 November 20241 (Resigned 23 Ju ly 20241 Ms K Brooks Ms A Devoy Ms E Perryman Mr D Harding-Brown Ms A Lloyd Mr I Wood Msywu Mr C Hyslop Mr S Mayhew-Tuson (Resigned 15 Ja nuary 20251 IResiEned 17July 20251 IResiEned 28June 20241 IAppointed 11 February 20251 DEVON ARTS IN SCHOOLS INITIATIVE KNOWN AS DAISI TRUSTEES, REPORT (INCLUDING DIRECTOR'S REPORTI (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Statement of trustees, responsibilities Thetrustees, who are also the directors of Devon Arts In Schools Initiative forthe purpose of company law, aro rosponsible forproparingtheTrustees' Reportandthefinancial statements in accordfince with applicablc law and United l os O LOLrt Z££ CL o%z Q 0£ rtj o*z DEVON ARTS IN SCHOOLS INITIATIVE KNOWN AS DAISI NOTES TO THE FINANCIAL STATEMENTS ICONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 13 Analysis of net a55ets between funds Unrestricted Restricted funds funds Total Unrestricted Restricted funds funds 2024 Total 2025 2025 2025 2024 2024 Fund balances at 31 March 2025 are represented by: Tangible assets Current assets/ Iliabilitiesl 69 69 74,200 109,473 183,673 74,237 169,937 244,174 74,200 109,473 183,673 74,306 169,937 244,243 14 Legal Status Daisi Arts in Schools Initiative IDAISII is a company incorporated in England and Wales limited by guarantee with no share capital. The liability of each member under guarantee is limited to £1. 23-