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2022-03-31-accounts

Hoot Creative Arts

Charity number 1146358

A company limited by guarantee number 07980273

Annual Report and Financial Statements

for the year ended 31 March 2022

Hoot Creative Arts

Annual Report and Financial Statements for the year ended 31 March 2022

Contents Page
Trustees' report 2 to 14
Examiner's report 15
Statement of financial activities 16
Balance sheet 17
Notes to the accounts 18 to 23

Prepared by West Yorkshire Community Accountancy Service CIO

1

Hoot Creative Arts

Trustees' report for the year ended 31 March 2022

Reference and administrative details of the charity, its trustees and advisors

The trustees during the financial year and up to and including the date the report was approved were: Name Position Dates

Position Dates Natasha McCreesh Chair Amanda McKenzie Resigned 3 December 2021 David Barnes Treasurer Claire Richardson Jackie Astbury Appointed 14 March 2022 Charity number 1146358 Registered in England and Wales Company number 07980273 Registered in England and Wales

Charity number

Company number

Registered and principal address

Bankers

Bates Mill The Co-operative bank Milford Street PO Box 200 Huddersfield Skelmersdale HD1 3DX WN8 6GH

Independent examiner

E J Beverley FCCA West Yorkshire Community Accountancy Service CIO

Stringer House 34 Lupton Street Leeds LS10 2QW

Structure, governance and management

The charity is a company limited by guarantee and was formed on 7 March 2012. It is governed by a memorandum and articles of association. The liability of the members in the event of the company being wound up is limited to a sum not exceeding £10.

Method of recruitment and appointment of trustees

The trustees of the charity are also the directors for the purposes of company law and are appointed by the members at the AGM.

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Hoot Creative Arts

Trustees' report (continued) for the year ended 31 March 2022

Objectives and activities

The charity's objects

1) The advancement of the arts through, but not limited to, the provision of facilities, equipment and personnel to enable the public to participate in and observe music making, dance and other arts activities.

2) The advancement of health through, but not limited to, the provision of facilities, equipment and personnel to enable the public to participate in and observe music making, dance and other arts activities.

The charity's main activities

To provide arts activities to improve mental health and wellbeing.

Public benefit statement

In setting our objectives and planning our activities our Trustees have given serious consideration to the Charity Commission’s general guidance on public benefit and in particular the advancement of education and the arts.

Achievements and performance

Introduction

hoot creative arts incorporated in 2002 when there was little credence or understanding (outside of the sector itself) that the arts promoted good mental health and wellbeing. Nowadays it is more accepted and usual to find creative activity as part of many approaches to supporting good mental health and emotional wellbeing. Indeed, Arts Council England have built it into their current 10-year strategy ‘Let’s create’ and the newly establishing NHS structure for west Yorkshire (Integrated Care Service) is one of only two in the country working to build a Creative Strategy into its operational plans.

hoot has been a leading practitioner and at the forefront of this movement, pioneering a range of innovative applications of the arts in a range of settings where participatory arts and experiences of cultural activity really can change lives. We have also been beneficiaries of an enlightened and progressive commissioning strategy from Kirklees Council and the local NHS (to support voluntary sector organisations to be an integral part of adult mental health care provision) and NHS England in providing quality enrichment activities as part of their Offender Personality Disorder Pathway within prisons across the north of England. These commissioned elements of our delivery continue to provide a level of financial stability and reputational robustness that allows hoot to build other areas of delivery across the life-course.

So with a greater recognition of what participatory arts can bring to mental health care outcomes the objectives we wanted all our activities in 2021-22 to deliver are:

Support personal growth

We use the arts to explore creative and imaginative capacity, to shape or interpret personal experience, and to be curious, playful and experimental in the search for new possibilities

Normalise mental health

Mental Health is defined as a state of wellbeing in which every individual realises his or her own potential, can cope with the normal stresses of life, can work productively and fruitfully, and is able to make a contribution to their community.[1]

We believe that it is a normal and healthy human imperative to explore issues of identity, emotional wellbeing, purpose and meaning, not a symptom of illness. We aim to use creative participatory arts to provoke debate, challenge stigma, and shift perceptions about what it means to be healthy and well.

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Hoot Creative Arts

Trustees' report (continued) for the year ended 31 March 2022

Promote social change

We believe creative individuals make positive contributions to their home communities and help build a healthier, more resilient and cohesive society. Our aim is to achieve this through the following:

  1. “Great Artists” : To promote growth of high quality arts practice in a wide range of health and social care settings with quality assurance to inform practice of other agencies too. Addresses Let’s Create outcomes of : ‘Creative & cultural country’ and ‘Creative people

  2. “Great People” : To reach out to the people and places where arts engagement is most needed due to health inequalities and low level of cultural engagements. Addresses Let’s Create outcomes of : ‘Cultural Communities’ & ‘Creative People’

  3. “Great Ideas” : To develop new and innovative ways of working with people and spreading the word about the ability of the arts and creative participation to change lives. Addresses Let’s Create outcomes of : ‘Creative People’ ‘Creative & cultural country’

2021-22 was a year of transition for hoot staff and participants alike. We had already been through a whole calendar year of the pandemic, and it was still unclear how much longer it would continue and what societal and health changes it had made that would remain and continue to test people’s mental and physical resilience. This including newly named conditions such as ‘Long Covid’ and ‘Agile or Hybrid Working’.

In April 2021 all delivery was taking place remotely via Zoom and via our own platform ‘hoot from home’.

At the start of the year, we did not know how long lockdown restrictions would persist or feel necessary as we were also taking particular care with participant health and staff wellbeing to control spread of infection and mitigate impact on the ability of hoot to maintain online delivery and look towards in-person delivery again.

With uncertainty around if, when and how we might return to in-person activities we prioritised our digital and IT infrastructure. Re-branding of logos and visual marketing required completely new digital/print visual resources, website design and IT connectivity and efficiency. These branding resources were also used later in the year to support the infection controls and zoning of building with clear branded signage as we transitioned back to inperson delivery and working.

So, hoot entered its 20[th] year with an average number of employees during the year of 14, equal to 7.8 full time equivalence. How and when the workforce would return to the building was something that would continue to be explored throughout the year.

With such fundamental societal change our core mission seemed even more appropriate:

To offer clear access to participation in and enjoyment of creative and cultural activity to everyone so they can (whenever possible) self-manage their mental health and emotional wellbeing to fully realise their personal and creative potential.

Delivery in 2021-22

Our success in securing funds from various Covid recovery funding schemes during this time allowed SMT to work closely with our Marketing, Communications and Administrative staff to deliver notable change in our building’s interior and our marketing / PR resources. These included:

Full rebrand for hoot creative arts including:

Roadmap to develop and expand promo materials Launch of a new website including updated content, imagery, and structure Part of the support team in developing and initiating the MO365 merger Generating original ‘How To’ videos and guides for all aspects of the system 1:1 staff support for specific items

Array of newly designed posters, flyers and promotional items for All projects and groups

End of term/year showcases and celebrations

Outreach and external events

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Hoot Creative Arts

Trustees' report (continued) for the year ended 31 March 2022

Increased social media follower numbers across platforms (Facebook, Instagram & Twitter)

Relaunched our social media posts in line with our new brand guidelines / easy friendly tone / simple text

Hosted campaigns to raise awareness e.g. Mental Health awareness days, volunteer week, Dementia Action Week etc

Supported the return to in person sessions after the pandemic as well as supporting hoot from home with:

New informational leaflets on safety measures

New signage around the building

Filters, masks, hand sanitiser points

Produced a video for Working Together Better partnership including information on the 7 partner organisations

Full redesign of quarterly and annual reports for commissioned service with more interactive elements

Executing the ordering of a full set of new IT and office equipment for the whole staff team

Prepping the building and premises for return – cleaning, rearranging of offices into Covid safe spaces, setting up hot desking

Project Delivery continued flexing between online and in-person as and when it was safe to do so. This included:

Out of the Blue (OOB) - Adult Mental health Work stream

https://www.hootcreativearts.co.uk/projects/out-of-the-blue

OOB is for those aged 18+ living in Kirklees with a mental health condition or wanting to support their wellbeing. This programme offers a wealth of creative groups and activities plus one to ones with experienced Creative Support Workers.

2021-22 has been a year of Covid transition for hoot, for the community and for the country. hoot moved back to fully in-person groups by the Autumn of 2021 although the popularity of our online platform has led us to keep that running concurrently. Co-production has been in every step: questionnaires were sent to all participants before we re-opened and we have formed our Covid approach accordingly. Our Covid safety measures have included: ventilation, HEPA filters, hand sanitisers, encouraging LFTs, mask wearing and requesting that people move to online sessions if they are unwell. We are happy to say that no one has caught Covid at hoot.

Groups spanned online, in person and outdoors and these settings allowed us to continue to explore diverse art forms: stop motion animation; stencil; embroidery; punk music; wind chime making; digital jamming; soundscapes; creative writing; outdoors-art using natural elements and many more. We also held regular volunteer peer support sessions with our team of volunteers.

Hoot continued to work amongst partners in the Working Together Better partnership and as well as monthly meetings to share expertise and experience we worked together on several joint events including an International Women’s Day event and a Job Centre Plus staff wellbeing day.

“I was very isolated during lockdown. Being part of hoot online and now in person is good for me as I get to leave my house, see other people and to achieve something by making in art means so much to me as it means I do not have to be alone at home that day.” (Participant)

You can read a full report of OOB stats via the project annual report HERE

https://www.hootcreativearts.co.uk/sites/default/files/2022-10/21-22 Out of the Blue and Breathing Space Annual Report.pdf

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Hoot Creative Arts

Trustees' report (continued) for the year ended 31 March 2022

Below are some artform specifics :

Visual Art

Delivered online throughout covid, until January 2022, posting one blogpost a week. During 2020- 21 we made quite involved weekly videos, mailed out tailored art packs to participants so they could follow the online sessions with materials supplied by hoot.

We encouraged participants to post their work on the site (hoot from home) and meet at the online weekly live chat to discuss their own work and that of others in the group. By December 2021 blogposts had become shorter, not always containing video, sometimes just prompts about what to look out for or how to make work using materials and wide-ranging techniques.

By January 2022, we were back to delivering in person indoors, initially only in our Huddersfield base but then also in Dewsbury. Since then, the visual art group has gone from strength to strength. We continue to deliver 2 group sessions (North & South Kirklees) and in addition freelance artists deliver a Wednesday group. Participant numbers continue to grow in all the VA groups and as we encourage the social side alongside the creative the rooms are vibrant with an increasing amount of chat and laughter. Participants have been enjoying a wide range of art forms: drawing with home-made inks and natural materials; design & printmaking with textiles; exploring texture and pattern through clay work; and casting with plaster of Paris.

Online group work continues, and we now align Wednesday visual art live chat with the hoot from home blogposts (that go up online every Monday) together with the fantastic work made during the sessions. This is to try to help people who cannot attend in person feel they are still connected as a member of the participant group. It enables their work to be seen when they post it and be talked about during the live chats. We also encourage discussion about art in a wider context, what have they seen, visited, watched on TV etc. The live chats serve a fantastic role in encouraging participants to go that little bit further and to connect with each other. We also deliver a ‘group draw’ via the zoom platform, which is a fun collective experience.

Music

July 2021 saw the release of the first ‘hoot from home’ compilation record, a culmination of a year of online working. Participants joining via zoom all composed music together, then went away and recorded themselves at home. Having uploaded the recordings, we then worked together online to produce and mix the songs. This remote way of working created some successful songs and inspired some participants to record their own individual tracks and albums, also featuring on the compilation.

https://hootsoundmove.bandcamp.com/album/hoot-from-home-year-one https://hootsoundmove.bandcamp.com/album/textures-on-a-big-canvas

This year also saw the return of in person sessions, with groups taking part in a wide variety of composition and song writing sessions. In collaboration with students from Leeds Conservatoire, groups wrote a collection of punk songs, which can also be found on the hoot Band camp page. The sessions allowed participants the opportunity to create simple, fun-to-play music and lyrics and lose themselves in the performance. The recordings are all live and show the groups having a great time being together and making music together.

https://hootsoundmove.bandcamp.com/album/punk

Singing

Singing Online has continued throughout 21-22, featuring a wide variety of singing leaders including Jess Baker, Moira Wade, Fran Andre and Penny Stone. This variety means the groups have sung songs from all around the world, whilst never having to leave their front room!

Singing in person commenced with in house singers Jess and Moira, who welcomed the groups back with some old favourites and some exciting new material. The sessions initially took place outside at a local community allotment, often round a fire, building back a real sense of camaraderie in the group. Since then we have moved back inside, with the Huddersfield group in particular showing increases in numbers and participation.

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Hoot Creative Arts

Trustees' report (continued) for the year ended 31 March 2022

Creative Writing

The group did not transfer successfully online, so has only been “back in action“ since January but is now thriving since we came back to delivering in person! Numbers are good. We have had a good variety of methods of writing with a few different writers- covering zine writing, poetry, short stories, a whole host of visual prompts to create their work.

Participation & Progression Development

When appropriate and through co-productive conversation we can facilitate progression to greater independence to ensure that people live fuller more enriching lives because of engagement with the arts at hoot.

Volunteers were continued to be supported remotely whilst sessions were running online only with opportunities to meet as a group and speak 1:1 with staff to discuss concerns about a return to their roles or adjustments that might need to be made. Volunteers were matched up with their previous groups or better suited groups for their new circumstances. 4/7 returned to volunteering in person with 2 being supported to exit volunteering due to life events, or a desire to progress to other opportunities. One volunteer remains on hiatus due to organisational Covid-19 policy restricting the numbers in groups. Alongside this, a review of all volunteering policy and procedure began to reflect the new “post-Covid” environment hoot is now operating in.

Feedback continued to be monitored quarterly for inclusion in reports, and summaries of common themes or topic areas being provided to the delivery team to discuss and consider integrating into the programme. A review of the “Customer Feedback Loop” began to identify where feedback mechanisms are working well and following through to decision making, and gaps where this currently is not actioned. The review will be completed in Q2 2022 for internal discussion.

Links with other organisations in the sector are being developed strategically in close conversation with the Project Manager and the Marketing and Admin team to ensure resource is used effectively and is most likely to hit our goals.

Outcomes and Outputs

208 people accessed the Out of the Blue service

238 In person creative sessions :

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Hoot Creative Arts

Trustees' report (continued) for the year ended 31 March 2022

131 hoot from home on line creative sessions and 68 on line chats :

Other project delivery included :

Breathing Space (dementia service) - Older People Work stream

Stats: Participants – 17 Wellbeing calls - 65, 22 hrs Phone singing – 8 calls, 4hrs Total 1500 minutes In person sessions = 18 = 27 hours

The pandemic impacted on the delivery of Breathing Space sessions which adopted a mixture of in person and telephone sessions.

Wellbeing calls – a short phone call to check in with people

How do you like your tea? – a more focused phone call designed to illicit more in-depth reminiscence and conversation. A series of prompts/questions guided the conversation over several weeks and starting with asking how they like their tea. Conversations very much governed by where the conversation went.

Phone singing – this developed organically for one participant when the ‘how do you like your tea’ format didn’t work so well for them. They would sometimes remember songs from the previous group and would also bring a song that they liked to sing together.

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Hoot Creative Arts

Trustees' report (continued) for the year ended 31 March 2022

Highlight.

A collection of colourful windmills was created by past and present Breathing Space participants and installed in the Arts in the Woods exhibition as part of Holmfirth Art festival. hoot musician Rob Crisp visited the exhibition writing a bright and breezy windmill song with participants and visitors. Listen to the song https://youtu.be/7BCNGAg708

In person sessions

The windmill making sessions were the first in person sessions in the hoot building post lockdown and they provided opportunities to test out and evaluate the Covid-19 protocols introduced.

Other in person sessions included visual art exploring textiles and textures by combining natural materials like moss, twigs and grasses with other fabric and objects. Techniques including threading, gluing, and sewing, were used to fasten materials to hessian. They also worked with clay and imprinted patterns and textures on the flattened clay. Once dried the pieces were incorporated into an existing piece of work on the hoot wall.

Music sessions used the art works as inspiration for group song writing. Participants played instruments to find the sounds and patterns they wanted and created and recorded a unique music piece culminating with a joyous clout on a gong.

In other sessions colours provided the theme with participants talking about colours and words and feelings they associated with them. These musings were developed as a group into the lyrics of a song. Each participant contributed using voice, keyboards and percussion.

Other delivery within Older People work stream included:

Walk in my shoes

A partnership project with Lawrence Batley Theatre. Walk in my shoes was an intergenerational project which brought teens and older people together to share and compare life experiences. The project involved a series multi art form sessions led by a poets and theatre artists. A film maker attended sessions and capturing fly on the wall footage and conducting interviews with participants during sessions. His footage was them compiled into a film which was premiered Hollywood style at Lawrence Batley Theatre where all participants received the Walk in my shoes equivalent of an Oscar: a golden foil wrapped Lindt bunny. Feedback from the project and the resulting film was extremely positive. Preliminary planning is currently underway on a continuation and expansion of the project.

6 sessions and 1 film premier. 10 adults and 7 teenagers took part

https://youtu.be/4zUuhSmmLJY

Celebrating Age III

Working in several older persons residential care settings across Kirklees. The partnership made with the CCG and the staff member seconded to hoot was a major contributor to this projects success and considering the timescale in which a large number of creative sessions were still delivered during the pandemic was a real testament to the staff involved. On more than one occasion a session would need to be cancelled when a care setting went into lockdown because of a Covid-19 outbreak, but despite this unpredictability the project was a real success and has led to discussions with Kirklees Care Association and Cooperative Care Colne Valley about developing the work further in coming years..

Group sessions included music and song, South Asian dance and visual art. In one setting a story/theatre artist worked one to one with an isolated resident with learning disabilities and this prompted huge improvement to their engagement with staff and the residential community.

55 creative sessions were delivered in 6 different care settings in just a 3 month period. Approx. 170 residents engaged with the activities.

A report was presented to regional and local Older people’s Care For a and there is strong interest in the work continuing and developing, including Creative Care Planning as an initiative.

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Hoot Creative Arts

Trustees' report (continued) for the year ended 31 March 2022

Events attended or exhibited at

Holmfirth Arts Festival, art in the landscape - https://www.youtube.com/watch?v=7BCNGAg708w

Baring Foundation Treasury of arts activity for older people - P113,

https://baringfoundation.org.uk/resource/treasury-of-arts-activities-for-older-people-volume-2/

Kirklees Dementia action week online

Young dementia forum focus group – end of session group sing

Job centre skills and wellbeing event

Network Developments

Meetings attended include:

Dementia Friendly Communities meeting

Kirklees Dementia practitioner forum meeting

Both meetings are attended by Kirklees Dementia Hub – the contracted dementia support and advice service for Kirklees, Admiral nurse, Young onset dementia manager, Kirklees dementia strategic partnership manager

Dementia referral and mapping meetings

LBT – development conversations/meetings with Jenny Goodman regarding the continuation of the intergenerational sessions

Creative Pathways – Learning Disability Work stream

Creative Pathways project focuses on offering creative activities for wellbeing to people with enduring mental health difficulties who are receiving inpatient care, or living within supported accommodation and who have higher care and support needs.

3rd and final year of this phase of the project funded by Lloyds Foundation allowed us to deliver the remaining 18 sessions to 18 participants at Enfield Down. We were successful in receiving a grant from Third Sector Leaders to work with Mencap and Kirklees College to provide some taster sessions where we also carried out some consultation with the participants. In this year, we delivered 4 visual arts sessions to a total of 11 participants.

hoot is seeking funding for a development of this refined ‘near-residency’ approach utilised in Enfield Down during the pandemic. Towards the end of the year we had progressed to submitting a 3 year funding proposal as a Stage 2 application. Creative Residencies will work in a similar way, with one artist delivering activities across an entire year in two settings – with time specifically allocated to project staff for spending time developing the co-productive elements of the work with participants and delivering CPD to setting staff.

This model of digital delivery is robust and has the possibility of delivering many types of visual arts or creative writing activities in a number of in-patient or supported housing settings locally, regionally, nationally, and perhaps even internationally. With more technical equipment, there is also capacity for further growth in order that more people with enduring mental health needs can benefit from improved wellbeing and social connection through participation in creative arts activities. In our evaluative conversations NHS colleagues said that they would highly recommend other services engaging with hoo t using this methodology.

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Hoot Creative Arts

Trustees' report (continued) for the year ended 31 March 2022

Offender Personality Disorder Pathway (OPDP) - National Scale Up

There were lots of challenges for the year 2021-22. We were briefly allowed back into some prison estate buildings to deliver in-person sessions, but these were cut short by settings having to go back into lockdown.

We were able to deliver in one setting, with a session in Dec to the music committee and staff members (9 people) for them to experience what we do and build hoot into their programme. We then ran a one-off session as a goodbye to the unit, to support the residents as they were moving across the prison the following day. Around 26 people took part in this session. We finally delivered a block of sessions starting in March 2022.

We were able to deliver 2 sessions in another setting in December before it locked back down. (smaller groups due to pandemic – 6 people)

Towards the end of 2021-22 we were commissioned by settings as part of the Restoration and Recovery funding (R&R) allocated to support residents. (28 sessions in total from the R&R pot to be delivered in 2022-

REACH/NESTA: As we weren’t able to deliver our sessions as usual this year, we turned our attention to looking at ways to expand our programme to include other regions of the UK. We secured initial funding for a period of scoping work from nesta (Reach fund to be done in collaboration with a consultant. Resulting from this scoping work we secured funding from the OPDP commissioners from the South region to run a one year pilot programme across 4 of their settings in 2022-23.

Other delivery that took place during the year includes:

Evoke partnership: creative sessions delivered in secondary school as part of the creative and mental health and wellbeing. We delivered a total of 6 music sessions to 8 children/young people.

Creative, Health & Wellbeing Alliance: delivered an online singing and a music workshop at their international conference. Gavin, CEO was also part of a panel speaking about partnership and place-based work in UK https://youtu.be/b-pO3bhZivM

Staff Training & HR

Senior Management Team delivered an ongoing and detailed conversation with staff (surveys and follow up 2:1 meetings) about how we best prepare the building for in-person delivery once again and in the development of an Agile Working Policy that will form part of the Employee Handbook when it is completed.

On going CPD (Training and development ): hoot continue to support all staff with training opportunities and to represent hoot in a wide range of contexts to increase skills and experience. Courses and opportunities engaged with during the year include;

Non Violent Communication course (6 weeks) for whole staff team

LGBTQIA+ training

Carbon Literacy Training for CEO

Singing for Lung Health Training which will help us address Long Covid and its impact on mental health

Reflective Supervision (external provider)

Continues as an essential part of hoot support provided for all staff that choose to take this up. It was particularly important during Covid where many staff were juggling caring responsibilities while working from home; or confronting loneliness if they were home alone; and managing anxieties around Covid heightened if they had underlying health conditions. Managing the fast changing context in relation to Covid was stressful for majority of the team at one point or another.

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Hoot Creative Arts

Trustees' report (continued) for the year ended 31 March 2022

Looking Ahead

What’s Next?

We will continue to incorporate the Arts Council’s new strategic Outcomes and Investment principles in a transition year (ACE announced an extension to current NPO period covering 2022-23) that build and align well with our own outcomes and principles.

We are hopeful that the Business Plan required to secure the extension funding will clearly illustrate our alignment with ACE strategy and that when the NPO renewal application is due in May 2022 we can build a compelling case for an uplift in our funding for 2023-26.

This uplift will enable hoot to consolidate the new work streams around Children and Young People (via EVOKE network) and Learning Disability (via Creative Pathways) while we also look to re-develop our Older People’s work stream addressing the hangover of Covid for this particularly vulnerable group.

We will continue to explore how we build an Action Plan to ensure IDEA is acted upon consistently and this will support recruitment to fill roles and increase the numbers within the Trustee body.

A skills gap at Board level exists around fundraising, IT, Research and other areas and we will focus on meeting this need.

The NHS restructure to Integrated Care services (formerly CCGs) will go live in June 2022 and we are involved in discussion via Third Sector Leaders and Mental Health Alliance to see how our voice can be best heard within the new structures.

The hoot premises (we returned in August) will continue to be refurbished as we transition back to in office working.

We have continued our partnership working with existing and potential new partners. In particular as a result of the CEO’s strategic development work carried out during the year. Some of which will not reach delivery phase until 2021 - 2024, but development work was completed this year.

Working Together Better (Commissioned services by Kirklees Council and NHS) working towards a more coherent and potentially unified hub n spoke model with a newly incorporated entity overseeing the re-tender in 2024 with key staff shared across the partnership.

Evoke: Children & Young Peoples work stream making good progress as CEO continues close involvement. Discussion has started for a pilot drop-in service in partnership with CAMHS.

Kirklees Council: Year of Music 2023, which hoot will lead the (Mental) Health and Wellbeing work stream including a new team member. Recruitment was successful, but the post holder had to resign due to personal reasons, and we are in midst of readvertising.

Finance & Fundraising

While hoot’s funding model may face challenges like all similar scale organisations operating across agendas in the arts, local authority and health sectors considering a whole raft of changes to Local Authority funding, competition for Trusts & Foundation grant income and NHS operational and commissioning structures. Continuing post Covid transition period brings much economic uncertainty, but hoot have healthy reserves that can now be increased to plan for any similar period of closure due to reintroduction of Covid control measures or a new pandemic emerging.

Strong fiscal management and improved project development skills will allow hoot to continue exploring diversification of income streams to reduce our reliance on single or dominant sources and hoot has been phenomenally successful in taking advantage of a wide range of support and recovery funding made available during the pandemic (2020-21) that continued into this fiscal year.

New income also included :

Funding from Arts Council for the Celebrating Age III work, £26,035

Following from the Nesta’s Reach funding, the board approved hoot to apply for a Cultural Impact Development Loan and grant

Third Sector Leaders, £900 grant

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Hoot Creative Arts

Trustees' report (continued) for the year ended 31 March 2022

Financial review

The net expenditure for the year was £20,684, including net income of £208 on unrestricted funds and net expenditure of £20,892 on restricted funds after transfers.

At the time of signing these accounts the charity has been impacted by the global Covid-19 virus. The trustees have reassessed the charity’s ability to continue for at least 12 months from the date that the accounts are approved and conclude that no material uncertainties exist that cast significant doubt on the charity’s ability to continue as a going concern.

Reserves policy

The charity's free reserves, excluding fixed assets, at the year end were £202,229.

Hoot needs reserves to:

Meet contractual liabilities should the organisation have to close.

To meet unexpected costs

To replace or upgrade equipment as it wears out including upgrades of IT & telecoms systems

Ensure that the organisation can continue to provide a stable and quality service to those who need them.

To provide working capital when funding is paid in arrears and place the organisation in a position where it could bid for other funding which can be paid up to 6 months in arrears.

As previously agreed by trustees, the minimum level of reserves should be the equivalent of three months and ideally 6 months operating costs.

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Hoot Creative Arts

Trustees' report (continued) for the year ended 31 March 2022

Statement of trustees' responsibilities

The trustees (who are also the directors for the purposes of company law) are responsible for preparing the Trustees report and the financial statements in accordance with the applicable law and UK Accounting Standards.

Company law requires the trustees to prepare financial accounts for each financial year which 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 the year. In preparing these financial statements, the trustees are required to:

select suitable accounting policies and apply them consistently;

observe the methods and principles in the Charities SORP;

make judgements and estimates that are reasonable and prudent;

state whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements;

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

The trustees are responsible for keeping proper 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 accounts comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

This report has been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities (Charities SORP (FRS102)), and in accordance with the special provisions of the Companies Act 2006 relating to small companies.

Approved by the board of trustees on 12/12/2022

David R Barnes (Trustee)

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Hoot Creative Arts

Independent examiner's report to the trustees of Hoot Creative Arts

I report to the charity trustees on my examination of the accounts of the charitable company for the year ended 31 March 2022, which are set out on pages 16 to 23.

Responsibilities and basis of report

As the charity's trustees of the charitable 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 charitable 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 charity's accounts as carried out under section 145 of the Charities Act ('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 charitable company's gross income exceeded £250,000 your examiner must be a fellow 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 fellow of ACCA which is one of the listed bodies.

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

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.

E J Beverley FCCA

13/12/2022

West Yorkshire Community Accountancy Service CIO

Stringer House 34 Lupton Street Leeds LS10 2QW

15

Hoot Creative Arts

Statement of Financial Activities

(including summary income and expenditure account) for the year ended 31 March 2022

Notes
2022
Unrestricted
funds
£
Income from:
Grants and donations
(2)
41,277
Contracts
225,937
Sales and fees
1,171
Bank interest
52
Total income
268,437
Expenditure on:
Salaries and NIC and pensions
(3)
196,586
Freelance fees and sub contractors
17,858
Travel expenses
914
Training
2,674
Rent, rates and room hire
18,293
Insurance
1,676
Telephone, fax and internet
2,175
Printing, stationery and postage
730
IT support and repairs
2,592
Advertising and promotion
984
Building maintenance
2,313
Project costs
2,782
Volunteer and user expenses
139
Refreshments
88
Equipment and materials
1,539
Accountancy and independent examination
1,710
Legal and professional
1,046
Evaluation fees
750
Consultancy
1,685
Subscriptions and membership
2,780
Depreciation
7,778
Working from home expenses
1,082
Other expenses
480
Grant repayment (underspent)
-
Total expenditure
268,654
Net income / (expenditure)
(217)
Transfers between funds
425
Net movement in funds
208
Fund balances brought forward
209,798
Fund balances carried forward
(4)
210,006		 2022
Restricted
funds
£
76,482
-
-
-
76,482
69,235
5,025
79
107
7,224
519
380
11
-
-
-
-
-
62
438
-
-
-
10,950
-
-
-
68
2,851
96,949
(20,467)
(425)
(20,892)
80,117
59,225		 2022
Total
funds
£
117,759
225,937
1,171
52
344,919
265,821
22,883
993
2,781
25,517
2,195
2,555
741
2,592
984
2,313
2,782
139
150
1,977
1,710
1,046
750
12,635
2,780
7,778
1,082
548
2,851
365,603
(20,684)
-
(20,684)
289,915
269,231		 2021
Total
funds
£
295,761
174,411
3,335
355
473,862
250,485
7,226
51
750
24,587
1,776
2,400
496
6,956
1,011
161
2,690
-
15
3,954
1,710
23
350
29,496
1,826
7,778
2,241
-
-
345,982
127,880
-
127,880
162,035
289,915

All incoming resources and resources expended derive from continuing activities.

16

Hoot Creative Arts

Balance sheet

as at 31 March 2022
2022
Unrestricted
£
Fixed assets
Tangible assets
(5)
7,777
Total fixed assets
7,777
Current assets
Debtors and prepayments
(6)
8,204
Cash at bank and in hand
(7)
387,214
Total current assets
395,418
Current liabilities:
amounts falling due within one year
Creditors and accruals
(8)
165,985
Total current liabilities
165,985
Net current assets
229,433
Creditors: amounts falling due after one year
(9)
27,204
Net assets
210,006
Funds
Unrestricted funds
210,006
Restricted funds
-
Total funds
210,006		 2022
Restricted
£
-
-
-
62,125
62,125
2,900
2,900
59,225
-
59,225
-
59,225
59,225		 2022
Total
£
7,777
7,777
8,204
449,339
457,543
168,885
168,885
288,658
27,204
269,231
210,006
59,225
269,231		 2021
Total
£
15,555
15,555
9,384
357,467
366,851
92,491
92,491
274,360
-
289,915
209,798
80,117
289,915

For the year ending 31 March 2022 the charitable company was entitled to exemption from audit under section 477 of the Companies Act 2006 relating to small companies.

The members have not required the charitable company to obtain an audit of its accounts for the year in question in accordance with section 476. The trustees (who also the directors for the purposes of company law) acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of accounts.

These accounts have been prepared in accordance with the provisions applicable to companies subject to the small companies’ regime and with FRS 102 (effective January 2019).

The financial statements were approved by the board of trustees on 12/12/2022

David R Barnes (Trustee)

17

Hoot Creative Arts

Notes to the accounts

for the year ended 31 March 2022

1 Accounting policies

Basis of accounting

These accounts have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant note(s) to these accounts. The financial statements have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019) and with the Charities Act 2011.

The charity constitutes a public benefit entity as defined by FRS 102. There has been no change to the accounting policies since last year. No changes have been made to the accounts for previous years.

Going concern

The trustees are satisfied that there are no material uncertainties about the charity's ability to continue.

Incoming resources

All incoming resources are included in the Statement of Financial Activities (SOFA) when the charity becomes entitled to the resources, it is more likely than not that the trustees will receive the resources and the monetary value can be measured with sufficient reliability.

Grants and donations

Grants and donations are only included in the SOFA when the charity has unconditional entitlement to the resources.

Where grants are related to performance and specific deliverables, they are accounted for as the charity earns the right to consideration by its performance.

Expenditure and liabilities

Expenditure is recognised on an accrual basis as a liability is incurred. Liabilities are recognised where it is more likely than not that there is a legal or constructive obligation committing the charity to pay out the resources and the amount of the obligation can be measured with reasonable certainty.

Taxation

As a charity the organisation benefits from rates relief and is generally exempt from income tax and capital gains tax but not from VAT. Irrecoverable VAT is included in the cost of those items to which it relates.

Tangible fixed assets

Tangible fixed assets costing more than £2,000 are capitalised and included at cost including any incidental expenses of acquisition. Gifted assets are shown at the value to the charity on receipt. Depreciation is provided on all tangible fixed assets at rates calculated to write off the cost on a straight line basis over their expected useful economic lives as follows: Office equipment: over 3 years

Pensions

The charity operates a defined contribution scheme for the benefit of its employees. The costs of contributions are recognised in the year they are payable.

18

Hoot Creative Arts

Notes to the accounts continued

for the year ended 31 March 2022

Fund accounting

Unrestricted funds are available for use at the discretion of the trustees in furtherance of the general objectives of the charity.

Restricted funds are subjected to restrictions on their expenditure imposed by the donor or through the terms of an appeal.

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

Leases

Rents under operating leases are charged on a straight line basis over the lease term or to an earlier date if the lease can be determined without financial penalty.

2 Grants and donations
Arts Council
Kirklees Metropolitan Council (KMC)
Nesta Fund
Cultural Impact Development Loans Ltd
Third Sector Leaders Kirklees (TSL)
HM Revenue and Customs
Julia Hans Rausing Trust
Lloyds Bank Foundation
Power to Change Trust
The Baring Foundation
Other donations
3 Staff costs and numbers
Gross salaries
Social security costs
Employment allowance
Pensions		 2022
Unrestricted
funds
£
40,905
-
-
-
-
-
-
-
-
-
372
41,277		 2022
Restricted
funds
£
32,248
10,000
-
33,334
900
-
-
-
-
-
-
76,482		 2022
Total
funds
£
73,153
10,000
-
33,334
900
-
-
-
-
-
372
117,759
2022
£
241,548
16,336
(4,000)
11,937
265,821		 2021
Total
funds
£
96,827
23,225
14,800
-
-
5,478
66,872
25,000
50,000
12,000
1,559
295,761
2021
£
229,120
14,334
(4,000)
11,031
250,485

The average number of employees during the year was 14, being an average of 7.8 full time equivalent (2021: 15, 8.9 FTE). There were no employees with emoluments above £60,000.

Defined contribution pension scheme 2022 2021
£ £
Costs of the scheme to the charity for the year 11,937 11,031
Amount of any contributions outstanding at the year end 2,269 -

19

Hoot Creative Arts

Notes to the accounts continued

for the year ended 31 March 2022

4 Restricted funds
Lloyds Foundation
Arts and Music (LCC and KMC)
Julia Hans Rausing Trust
Power to Change Trust
Kirklees Libraries
Nesta Reach Fund
Arts Council Culture Recovery
Arts Council Celebrating Age
KMC YoM
Cultural Impact Development
TSL fund		 Balance b/f
£
12,847
6,979
2,941
5,936
13,225
14,800
23,389
-
-
-
-
80,117		 Incoming
£
-
-
-
-
-
-
6,213
26,035
10,000
33,334
900
76,482		 Outgoing
£
12,847
2,651
144
5,936
-
14,800
29,602
25,610
4,532
-
827
96,949		 Transfers
£
-
-
-
-
-
-
-
(425)
-
-
-
(425)		 Balance c/f
£
-
4,328
2,797
-
13,225
-
-
-
5,468
33,334
73
59,225

Fund name Purpose of restriction

Lloyds Foundation Arts and Music (LCC and KMC) Julia Hans Rausing Trust

Power to Change Trust

Kirklees Libraries Nesta Reach Fund

Arts Council Culture Recovery

Arts Council Celebrating Age

KMC YoM

Cultural Impact Development

TSL fund

Towards salaries and project delivery costs. Joint funding towards arts and music projects.

Funding & contribution towards core costs, overheads and IT & website upgrade.

Funding & contribution towards core costs, overheads and IT & website upgrade.

Delivery of creative activities across a number of Kirklees Libraries. Funding to explore investment readiness and opportunities of scaling up of the OPDP programme.

Funding and contribution towards core costs, IT and website upgrade and business and staff development.

Towards delivery of new activities for older people addressing loneliness and social isolation. The transfer relates to management charges. Towards development and delivery of the health and wellbeing strand of the Year of Music 2023 initiative.

The advancement of the charitable purpose of promoting the arts and, in particular, for the purpose of scaling its existing Offender Personality Disorder Pathway programme for offenders in custodial settings to the East and South of England and in London. The funder has agreed that the initial expenditure can be to further the overall aims of the charity.

Funding from Third Sector Leaders (TSL) towards creative taster sessions.

20

Hoot Creative Arts

Notes to the accounts continued

for the year ended 31 March 2022

5
6
7
8
**9 **		 Tangible assets
Cost
At 1 April 2021
Additions
At 31 March 2022
Depreciation
At 1 April 2021
Charge for year
At 31 March 2022
Net book value
At 31 March 2022
At 31 March 2021
Debtors and prepayments
Debtors
Prepayments
Cash at bank and in hand
Cash at bank
Cash in hand
Creditors and accruals
Creditors
Accruals
Deferred income (see note 10 for analysis)
Cultural Impact Development Loan
Creditors: amounts falling due after one year
Cultural Impact Development Loan		 £
30,491
-
30,491
14,936
7,778
22,714
7,777
15,555
2022
£
7,537
667
8,204
2022
£
449,211
128
449,339
2022
£
14,256
-
148,499
6,130
168,885
2022
£
27,204
27,204
Office
equipment		 Total
£
30,491
-
30,491
14,936
7,778
22,714
7,777
15,555
2021
£
8,809
575
9,384
2021
£
357,311
156
357,467
2021
£
16,309
1,710
74,472
-
92,491
2021
£
-
-

21

Hoot Creative Arts

Notes to the accounts continued

for the year ended 31 March 2022

10 Deferred income
Contracts
Service income
Earnings
Item name
Reason for deferral
Contracts
Portion of contract not yet delivered		 Released
from last
year
£
69,208
1,000
323
70,531		 Deferred to
next year
£
148,499
-
-
148,499

11 Related party transactions

Trustee expenses

No trustee received any expenses during this year or the previous year.

Trustee remuneration and benefits

No trustee received any remuneration or benefit during this or the previous year.

Remuneration and benefits received by key management personnel

The key management personnel of the charity include the trustees and Chief Officer. The total employee benefits received were £48,246 (previous year: £42,153).

No trustee received any remuneration or benefit in this capacity during this or the previous year.

Other related party transactions

Other transactions with trustees or related parties
Victoria McKenzie
Sister of Amanda
McKenzie (Resigned 3
December 2021)
Employee
Name of trustee
or related party
Relationship to
charity
Description of
transaction		 2022
£
18,018
18,018		 2021
£
15,985
15,985

22

Hoot Creative Arts

Statement of Financial Activities including comparatives for all funds (including summary income and expenditure account) for the year ended 31 March 2022

2022
2021
Unrestricted Unrestricted
funds
funds
£
£
Income
Grants and donations
41,277
64,464
Contracts
225,937
174,411
Sales and fees
1,171
3,335
Bank interest
52
355
Total income
268,437
242,565
Expenditure
Salaries and NIC and pensions
196,586
164,180
Freelance fees and sub contractors
17,858
6,043
Travel expenses
914
-
Training
2,674
85
Rent, rates and room hire
18,293
11,744
Insurance
1,676
1,004
Telephone, fax and internet
2,175
1,954
Printing, stationery and postage
730
471
IT support and repairs
2,592
2,068
Advertising and promotion
984
544
Building maintenance
2,313
161
Project costs
2,782
609
Volunteer and user expenses
139
-
Refreshments
88
15
Equipment and materials
1,539
665
Accountancy and independent exam.
1,710
1,423
Legal and professional
1,046
23
Evaluation fees
750
350
Consultancy
1,685
200
Subscriptions and membership
2,780
1,362
Depreciation
7,778
7,778
Working from home expenses
1,082
1,025
Other expenses
480
-
Grant repayment (underspent)
-
-
Total expenditure
268,654
201,704
Net income / (expenditure)
(217)
40,861
Transfers between funds
425
24,470
Net movement in funds
208
65,331
Fund balances brought forward
209,798
144,467
Fund balances carried forward
210,006
209,798		 2022
Restricted
funds
£
76,482
-
-
-
76,482
69,235
5,025
79
107
7,224
519
380
11
-
-
-
-
-
62
438
-
-
-
10,950
-
-
-
68
2,851
96,949
(20,467)
(425)
(20,892)
80,117
59,225		 2021
Restricted
funds
£
231,297
-
-
-
231,297
86,305
1,183
51
665
12,843
772
446
25
4,888
467
-
2,081
-
-
3,289
287
-
-
29,296
464
-
1,216
-
-
144,278
87,019
(24,470)
62,549
17,568
80,117		 2022
Total
funds
£
117,759
225,937
1,171
52
344,919
265,821
22,883
993
2,781
25,517
2,195
2,555
741
2,592
984
2,313
2,782
139
150
1,977
1,710
1,046
750
12,635
2,780
7,778
1,082
548
2,851
365,603
(20,684)
-
(20,684)
289,915
269,231		 2021
Total
funds
£
295,761
174,411
3,335
355
473,862
250,485
7,226
51
750
24,587
1,776
2,400
496
6,956
1,011
161
2,690
-
15
3,954
1,710
23
350
29,496
1,826
7,778
2,241
-
-
345,982
127,880
-
127,880
162,035
289,915

23