## Hoot Creative Arts
## Charity number 1146358
A company limited by guarantee number 07980273
## Annual Report and Financial Statements
for the year ended 31 March 2023
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Group's logo
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## Hoot Creative Arts
Annual Report and Financial Statements for the year ended 31 March 2023
|**Contents**|**Page**|
|---|---|
|Trustees' report|2 to 13|
|Examiner's report|14|
|Statement of financial activities|15|
|Balance sheet|16|
|Notes to the accounts|17 to 21|
## **Prepared by West Yorkshire Community Accountancy Service CIO**
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## Hoot Creative Arts
## Trustees' report for the year ended 31 March 2023
## **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**
David Barnes Treasurer Claire Richardson Jackie Astbury Charlotte Goulding Jonathan Hague Natasha McCreesh **Charity number** 1146358 **Company number** 07980273
Appointed 29 March 2023 Appointed 29 March 2023 Resigned 14 March 2023
Registered in England and Wales Registered in England and Wales
## **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 2023
## **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**
This year saw a return to high levels of engagement and in-person delivery set against a strong background of organisational progress and change at hoot. Initially triggered by a successful application to Arts Council providing an uplift in core funding that has allowed the Senior Management Team (SMT) to begin implementing some of the structural changes we recognised were necessary for the next phase in the growth of hoot. Organisational growth through recruitment was a key aim we achieved and by the end of the year we welcomed four new staff members consisting of 3 new Project Managers PMs) and 1 Administrator alongside two new trustees.
Since hoot creative arts incorporated in 2012 understanding and interest in how engagement in the arts promotes good mental health and wellbeing has increased considerably. Nowadays it is more accepted and usual to find creative activity as part of services supporting good mental health and emotional wellbeing. Arts Council England (ACE) 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 several across England working to build a Creative Strategy into its operational plans. 2022-23 was a pivotal year as we re-applied for National Portfolio Organisation (NPO) status and in securing an uplift that would build capacity in support of our ambitions to increase work streams and build towards hoot becoming a ‘centre of excellence’ within the ‘creative (mental) health’ sector.
hoot has been a leading practitioner and at the forefront of this movement, pioneering a range of innovative applications of the arts across community, health and social care settings where participatory arts and experiences of cultural activity really can change lives through building mental resilience and developing selfmanagement skills that are rooted in creative participation. hoot has benefitted from a progressive commissioning strategy across Kirklees.
2022-23 saw the long tail of Covid 19 still impacting on the staff, participants, and working practices of hoot and our partner organisations and stakeholders. Acute ‘Cost of Living’ impacts became an increasingly significant factor as the year progressed and we expect that this will continue into next year and local authority and NHS funding for services offered by hoot and other VCSE organisations will monitor that risk closely.
We are aware that the gaps within mental health and social care services are widening and that third sector organisations such as hoot may be expected to bridge these as they widen further and the complexities around population mental health continue to emerge post covid. We raise this regularly at Board and Team level as we determine to be cautious and monitor our experience to keep staff and participants safe and not over stretch on addressing these increasingly complex needs.
So with a greater recognition of what participatory arts can safely contribute to mental health care outcomes and an ambitious target of building to a point where hoot achieves recognition as a ‘centre of excellence’ for creative mental health the guiding principles for all our activities in 2022-23 are underpinned in summary as:
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## Hoot Creative Arts
## Trustees' report (continued) for the year ended 31 March 2023
## **Achievements and performance (continued)**
## **Supporting 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 their own potential, can cope with the common stresses of life, can work productively and fruitfully, and are able to contribute to their community.
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 build a compelling case for creative participatory arts to be part of a system change in health and social care that helps shift perceptions about what it means to be healthy and well.
https://www.who.int/mental_health/who_urges_investment/en/
## **Promote System Change and Social Justice**
Given the inclusion of Creative Health within the ACE strategy for 2020-30 we will use the 3 central ACE strategic outcomes to frame our work :
## **Creative People**
Everyone can be creative, and each of us has the potential to develop our creativity further. Taking part in creative acts such as singing, photography or writing delights and fulfil us. Getting involved in creative activities in communities reduces loneliness, supports physical and mental health and wellbeing, sustains older people and helps to build and strengthen social ties.
https://www.artscouncil.org.uk/lets-create/strategy-2020-2030/outcomes
## **Cultural Communities**
Culture and the experiences it offers can have a deep and lasting effect on places and the people who live in them. Investment in cultural activities and in arts organisations helps improve lives and bring people together. We want to see communities in which residents experience improved physical and mental wellbeing, as a result of investment in culture.
## **A Creative & Cultural Country**
To achieve the first two Outcomes, we need a professional cultural sector that generates new ideas, works easily and effectively with others, and is adept at developing diverse talent from every community.
From April 2022 the Out of the Blue service offered in-person sessions as well as an online platform – ‘hoot from home’ (Crowdstack™) was developed during Covid lockdown.
By March 2023 this dual offer has settled into a robust and inclusive programme of activities. The simultaneous provision of online activities alongside in-person groups has given the best of both worlds for accessibility and person-centred support and online has provided people with a gateway activity that can lead to in-person attendance.
We did not know how long lockdown restrictions would continue to be lifted or whether there would be more to come. We persisted in taking particular care with participant health and staff wellbeing to control any spread of infection and mitigate impact on the ability of hoot to maintain delivery.
So, hoot entered its 21[st] year with the number of employees at start of the year at 14, equal to 7.8 full time equivalence and from April 2024, employees will number 15 equivalent to 9.7 full time. Trustee numbers initially stood at 4 and we set a target to double numbers and respond with appropriate skill sets to fill gaps following skills audit. We appointed two new Trustees during the year and the process allowed a long serving trustee to step down.
Our work in 2022-23 involved 1,945 participants (counted once) with a total of 8,769 attendances and 14,682 hours of engagement across all work streams.
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## Hoot Creative Arts
## Trustees' report (continued) for the year ended 31 March 2023
## **Achievements and performance (continued) Strategic Headlines in 2022-23**
Partnership working is key to hoot and the range of partners we work with continues to grow. During 2022-23 we worked with (amongst others):
Kirklees Library Service; Huddersfield Art Gallery; West Yorkshire Print Workshop; Yorkshire Sculpture Park; Cultural Leaders Group; Evoke Network (Local Creative Education Partnership); Huddersfield University (various departments) Primary Schools x2; Secondary Schools x2 ; Learn Create Sell; Leeds Conservatoire; Musica; Kirklees College; Recovery College; DASH; Kirklees IAPT; Aspire; Creative Minds; The Crescent CIC; Culture Health and Wellbeing Alliance; Northorpe Hall; Overgate Hospice; Working Together Better; NHS England; Criminal Justice settings across North & South Regions; Kirklees Council Creative Development Team and numerous others.
NHS’s new Integrated Care Service (replacing CCGs) structure went live from July 1 and Third Sector Leaders (TSL) discussion ensued about non-profit / third sector / VCSE representation within the structure. Such discussions are ongoing, but we recognise we need to ‘use better data better’ to strengthen further third sector co-productive working.
Mayor of Combined Authority put the West Yorkshire Cultural Framework draft 1 out for consultation. hoot were involved in feeding back as there was no mention of Creative Health…a major omission given ACE strategy for 2020-30. Other points we raised included:
Importance of role of Creative Life in keeping people well…not just for prioritising economic activity via work/creative industries etc.)
Creative Health sector must be up the agenda and has a centre of gravity in our region (CHWA & NCCH) Wellbeing of artist practitioners working in this creative health
Will third sector be invested in via this strategy.
National Centre for Creative Health (NCCH)/ ICS seminar series around establishing a Creative Health forum for West Yorkshire began and this will culminate next year in recruitment of Creative Health Associate for ICS.
Regular meeting attendance at Kirklees Creative Health Partnership Steering Group (part of EVOKE network structure). hoot were subsequently asked to take over coordination for Creative Health network with 1 day/week post funded to contribute to our overall Children and Young People workstream development.
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## Hoot Creative Arts
## Trustees' report (continued) for the year ended 31 March 2023
## **Achievements and performance (continued)**
CEO attends monthly Mental Health Alliance (MHA) mtgs and secured YoM23 inclusion in the MHA Action Plan.
Discussions with University of Huddersfield began with their lead for the National Health Innovation Campus development and potential for hoot to play key role in health and social care workforce training and the Wellbeing street.
IDEA (Inclusion Diversity & Equity in the Arts) work with Uni academic to achieve ‘cultural competence’ in all our operations continued with potential to lead to a Knowledge Transfer Project bid.
Continuing conversations with Social Prescribing Link Worker (SPLW) management as it is introduced across Kirklees with aim of hosting some of the specialist SPLW (Mental Health) team at hoot.
## **Workstream Growth**
Year of Music (YoM) 2023 – **hoot** appointed as the Creative Health lead with Combined Authority & Kirklees Council funding in place to support this work. We recruited, appointed and onboarded the YoM PM remotely due to covid restrictions.
Learning Disability – Recruitment of PM to initiate Creative Pathways expansion made possible by Henry Smith Foundation funding.
Creative Ageing – continuing discussions with Kirklees Care Association and wider partners/stakeholders for Creative Care Planning to be built into digitisation of care home resident records.
Children and Young People - Recruit network coordinator for the Creative Health group as part of wider EVOKE network.
In partnership with CAMHS **hoot** provide training for artists and begin delivery of ‘Creative Space’ drop-in service in Huddersfield and Batley.
Tender readiness thinking ahead of autumn 2023 commissioning process to be supported by recruitment of PM / Head of Delivery to give more strategic design consideration to OOB.
## **Project Delivery**
## **Adult Mental health Workstream**
**Out of the Blue (OOB)** - https://www.hootcreativearts.co.uk/projects/out-of-the-blue
We continued with the blend of online and in-person platforms for delivery of commissioned service, OOB. This service is for those aged 18+ living in Kirklees with a mental health condition or wanting to support their wellbeing. Jointly commissioned by Kirklees Council and West Yorkshire Health and Care Partnership (Integrated Care System)ICS, this programme offers a wealth of creative groups and activities plus one to ones with experienced Creative Support Workers.
This year has seen a phased approach to returning to ‘normal’ and any changes we make are always in consultation with people using the service. We are aware that people may have health vulnerabilities, so we started the year with restricted group numbers, 2m distancing, masks encouraged, hand sanitising requested and a HEPA filter in every creative space.
OOB in-person delivery at hoot building continued to build with covid protocols in place and under regular review. This meant safe capacity was reduced for much of the year but slowly built up and by end was almost back to pre-covid levels.
You can read a full report of OOB stats via the webpage annual report link but here are brief highlights:
A total of 250 people accessed OOB in the year.
## **Online Creative sessions:**
102 sessions facilitated by experienced community artists (Music x 34, Visual Arts x 34 and Singing x 34) 47 people accessed online sessions.
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## Hoot Creative Arts
## Trustees' report (continued) for the year ended 31 March 2023
## **Achievements and performance (continued)**
## **ON line Live Chat sessions:**
68 sessions delivered (Music x 34 and Visual Arts x 34)
16 people attended.
**In person** : delivered at hoot in Huddersfield and in Dewsbury
A total of 335 sessions (Music, Singing, Visual Arts, Creative Writing, Dance, Digital music, Step Out Art and showcasing opportunities) attended by 241 people.
## **Outreach & Awareness Raising** :
18 outreach sessions delivered to 516 people.
28 awareness raising sessions delivered to 408 people from a range of organisations.
**Creative Arts Plan** : Participants co-produce a Creative Arts Plan (CAP) with a Creative Support Worker. This is a discussion around someone’s goals and achievements using the 5 ways to wellbeing with the additional 6th ‘Be Creative’ as a framework. A total of 89 CAPS were delivered with 71 individuals.
## **Volunteer training** :
5 volunteer training sessions were carried out with 4 volunteers.
## **Welcome sessions** :
50 welcome sessions provided to 150 people to provide them with further information about the programme, how to attend, what to expect etc.
An annual survey was completed by participants in order to measure the Key Performance Indicator’s outlined in the service specification. The questions asked directly relate to well-being, community, connection and mental health with the answers being resoundingly positive about the impact of hoot.
Has being involved with hoot this year had a positive impact on your overall health and well-being? Yes – 91%
With hoot in your life, do you feel that you can cope better with your mental health issues/well-being? Yes - 85%
Has being involved with hoot this year helped to reduce isolation? Yes – 94%
Participants continue to highlight how important the dual offer of online and in-person sessions is to them in providing varied ways of socialising and connecting with others. For many this has been a prolonged period of lockdowns, distancing and loneliness and participants recognise the additional benefits of a service like hoot and the support we offer outside of the creative activities.
Jaya said, _“I'd have very little to go into the outside for without hoot, including the hoot from home site because it means it isn't something I do once a week on a Tuesday morning and that's it - it's there every day. I've got social anxiety so need to confront it head on which includes getting there which is challenging and hoot enables me to mix with others. It's also a sanctuary where I feel welcome and safe and happy regardless of what's happening outside.”_
Tim said, _“I live alone and do not have many people in my life so going to hoot makes me feel less isolated as it gives me the chance to spend time around other people which is really important to me”._
## **Working Together Better (WTB) Partnership Development**
The partnership comprises seven voluntary sector organisations: Carers Count; CLEAR; hoot creative arts; Richmond Fellowship; S2R; Touchstone and Women Centre. all commissioned by Kirklees Council and NHS’s West Yorkshire Integrated Care Board.
Aims of the partnership are:
Improve community mental health services for and with people.
Ensure services are accessible to all.
Enable independence and resilience.
Increase prevention & early intervention.
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## Hoot Creative Arts
## Trustees' report (continued) for the year ended 31 March 2023
## **Achievements and performance (continued)**
Initial recruitment to appoint central key staff shared across the partnership failed to appoint and so a consultant was appointed to develop a Strategic Plan to support clarity in recruitment.
**Year of Music 2023** delivery began with ‘Speak Our Music’ a setting where artists present their work and attendees discuss how music has helped them maintain good mental health or better manage periods of poor mental health and involved 10 individuals in the first two ‘Speak Our Music’ sessions.
YoM Micro commission scheme went live in August (partnership with Creative Minds) and hoot PM identified several previously unknown community groups within BAME communities who went on to be successful in securing funds and will be priority for us as we look towards YoM legacy.
Many changes have occurred within Kirklees Council Creative Development team and this has made the job of Year of Music (YoM) Project Manager much more challenging, but they have managed to maintain our priority of grassroot engagement and access to YoM opportunities front and centre of our work.
**Overgate Hospice** in person sessions involved 38 individuals for their two groups at the hospice:
‘Time To Think; a dementia group, 2 music sessions.
- ‘Breath of Fresh Air’ for people with breathing difficulties, 5 singing sessions.
## **Creative Ageing Workstream**
## **Breathing Space (dementia)**
The other strand to our commissioned service alongside OOB, is Breathing Space (BS).
Post-covid, it was great to return to some in-person delivery and it has been extremely beneficial in terms of reducing social isolation, returning to a supportive community and resuming a routine.
Numbers of participants had dropped as we emerged from Covid and looked to re-start in-person delivery. Those remaining Carers and participants did continue to identify a good level of impact (see above) and shared that the sessions still had a significant impact across the four outcomes.
In Quarter 3 however we had to take the decision in November to put delivery on hold as we reviewed the design of Breathing Space and how we could make it more wide ranging (diagnosis - post bereavement), accessible and culturally competent in line with IDEA and a requirement to see numbers increase. In short, with such convincing impact we had a duty to ensure as many people as possible were enabled to engage and experience this level of benefit and that would take a complete review of the service. This would be the primary KPI for the new PM when recruited.
## Key highlights included:
Huddersfield group : 26 in person creative sessions delivered (Music x6, Visual Arts x 15 and Dance Movement x 5)
Batley group : 19 in person creative sessions delivered (Music x 6, Visual Arts x 13)
10 outreach sessions delivered to 148 people.
16 awareness sessions delivered to 275 people.
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## Hoot Creative Arts
## Trustees' report (continued) for the year ended 31 March 2023
## **Achievements and performance (continued) Other delivery included:**
As a legacy of Celebrating Age funded work, discussions began this year with newly established umbrella support organisation for residential care providers in Kirklees (Kirklees Care Association – KirCA). As resident care records were due to be digitised it is our aim to secure funds and pilot a Creative Care Planning element of digital record keeping identifying preferences for activity amongst care home populations. This work developed slowly but was set to speed up in 2023-24. This and other potentials within Creative Ageing workstream would be explored with awareness of a planned review at ICS and council levels for Older Peoples Services.
## **Learning Disability Workstream**
## **Creative Pathways**
Creative Pathways 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.
The remaining two creative sessions funded by Third Sector Leaders were completed this year to 7 participants from Mencap. Findings and feedback from this project fed into the funding bid to Henry Smith.
hoot were successful in their bid to Henry Smith which will see the development of this refined ‘near-residency’ approach utilised in Enfield Down during the pandemic. Creative Residencies will work in a similar way, with artists 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 (Continuing Professional Development) to setting staff.
Creative Expressions– will be delivered in a similar way but in community settings in Huddersfield and North Kirklees for people with high care and support needs alongside mental health problems who live in the community.
Getting this project up and running is primary KPI for the new PM when recruited.
## **Offender Personality Disorder Pathway (OPDP)**
There were lots of challenges for the year 2022 as prisons were slow to lift covid restrictions with infection still circulating at relatively high levels compared to general population. This was the case for both the North and South region. However we still managed to deliver in some settings once the covid restrictions were lifted. We worked with 91 residents in PIPE units across 6 criminal justice settings in North Region.
In Jan 2023, the long-term PM left hoot to concentrate on their freelance arts practice so project work, in particular for the South region was paused whilst we recruited for a new project manager.
Once in post, the project manager will continue with delivering in North Region and reaching into the South region to run a one-year pilot programme across 4 of their settings.
Ongoing discussions regarding evaluation of our Criminal Justice work has led to an exciting prospect of partnering with University of Cambridge’s School of Criminology. This work will take place in 2023-24.
## **Children & Young People workstream**
**Creative Space,** a new partnership project with Northorpe Hall/ CAMHS began in early 2022 with delivery completed in Feb 2023. This project delivered weekly ‘drop in’ creative arts sessions at hoot in Huddersfield and in Batley. Main aim of this project was to address a steep rise in referrals and consequent waiting lists. Specifically designed to address the peak hours of day when CYP attend A&E with acute symptoms and/or in crisis with an alternative provision of creative drop in space with CAMHS support and range of art forms to engage with. Building slowly and expanding to two sites mid-way through we saw 168 attendances across 64 sessions with 35 individuals.
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## Hoot Creative Arts
## Trustees' report (continued) for the year ended 31 March 2023
## **Achievements and performance (continued)**
**Schools Transition Support Delivery** – Creative offer for Year 6 students moving into secondary school:
2 primary schools in Batley : 3 Visual Arts sessions delivered to 90 pupils
2 secondary schools in Batley : 6 Visuals Arts sessions to 150 pupils by 3 artists + 3 Music sessions to 160 pupils by 3 artists.
Final evaluation still to be published (by EVOKE network School Group coordinator) although random sample of evaluation/feedback cards showed that this initiative was welcomed, enjoyed and that more would be appreciated.
## **Staff Training & HR**
The development of an Agile Working Policy continued to be developed and slowly introduced to encourage more office working with resultant staff connection and formed part of new Employee Handbook.
**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 develop skills and experience. Courses and opportunities engaged with during the year included:
Introduction to Neurodiversity training: whole staff & board of trustees
Asylum Seekers and Mental Health: some staff undertook the 2 on line courses that were offered by Solance.
Designated Safeguarding Lead training for CEO recognizes need to build DSL Trustee rep into the Trustee recruitment and build on new Safeguarding policy & training for the whole team.
Safeguarding training offered by Kirklees council: this was undertaken by majority of our staff and board of trustees
Mental Health First Aid training (2 days) undertaken by majority of the team during year
Suicide prevention training for whole team with Public Health lead Rebecca Elliot and colleagues.
Board Members introduced to their role and responsibilities within ACE NPO monitoring and the Investment Principles via meeting with ACE Relationship Manager.
Wellbeing Wheel exploration of what kinds of support or facilitated activities staff team would find supportive. This is an ongoing process and fixed item within team meeting structures.
## **Reflective / Clinical Supervision (external provider)**
Continues as an essential part of hoot support provided for all staff that choose to take this up. The offer is made across hoot for all delivery and office staff (4x sessions available/year) as we recognise we are emerging from a very challenging time and need to prioritise workplace wellbeing.
Clinical Supervision specific for workstreams is also available for not only hoot staff but also freelance artists delivering on that project. ‘Creative Space – CAMHS’ team (group supervision with clinical expertise provided by Elaine Burke) was factored within the delivery timeline and budget and took place at least once a month.
## **Looking Ahead**
hoot were successful in securing a significant uplift in our ACE NPO funding from £40k a year to £110k for 2023 - 2026. This allows the plans the SMT and Trustees had developed to increase the staff team to be actioned from January 2023.
This uplift will enable hoot to consolidate new workstreams around Children and Young People (via EVOKE network) and Learning Disability (via Creative Pathways) while we also look to re-invigorate our Older People’s workstream addressing the hangover of Covid particular to this population group.
We will continue to explore how we build an Action Plan to ensure IDEA (Inclusion Diversity and Equity in the Arts) is acted upon consistently and this will support recruitment to fill roles and increase the numbers within the Trustee body.
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## Hoot Creative Arts
## Trustees' report (continued) for the year ended 31 March 2023
## **Achievements and performance (continued)**
## **Recruitment**
Trustee Recruitment Pack designed in-house.
Admin & Office Manager recruitment completed and awaiting start date.
New PM roles call out – decision to address recruitment differently and then see who applies, their calibre and for which workstreams their experience is best suited. It worked and by end of year we had three strong new PM appointments.
Support WTB aim of securing new centralised coordination posts to build partnership by suggesting we appoint external consultant. **hoot** CEO suggested Joe Kallarackal who we worked with successfully on Nesta investment readiness application.
**Premises:** Necessary focus on workplace wellbeing means the **hoot** premises will continue to be refurbished as we transition back to agile working with more in-person connection. This will include greening the public areas and reconfiguring all spaces to accommodate new team members, hosting of SPLWs and the increasing range of workstreams as well as meeting our targets as part of the NPO Investment Principles, Environmental Responsibility.
**Social Value:** Preparations for the Community Mental Health Services Commissioning process (WTB) are uppermost in our minds as this report is written. Social Value discussions with procurement team at Kirklees Council have led to **hoot** arranging a day with Nick Wilsdon (of Nesta) to advise across all workstreams on Theory of Change and Social Value metrics. This will be invaluable for the tender and other fundraising efforts.
**Fundraising & tendering:** Publication of the tender is due in autumn 2023 with a decision due before Xmas. We look forward to introducing some of our new approaches to the application and are hopeful that our contribution is recognised and will continue to be so. We are also preparing for potential reduction in budgets or increase in outputs expectations and will consider these in reference to our priority of keeping staff and participants safe and being honest about the complex needs of the population.
With new PMs appointed and the skillsets they bring we are excited at the potential this provides for larger funding bids to be placed to see the new workstreams develop over coming three years.
## **Finance & Fundraising**
The net income for the year was £17,352, including net income of £5,084 on unrestricted funds and net income of £12,268 on restricted funds, after transfers.
Continuing post Covid transition, local authority budget reductions and ‘cost of living’ crisis alongside the prospect of a general election early in 2024 brings much economic and political uncertainty, but hoot have healthy reserves that can now be increased to ‘best plan’ for any repeat of the crisis levels that Covid brought.
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 increase overall income levels.
New income this year included:
Evoke schools transition project in 2 primary & 2 secondary schools
CAMHS Creative Space
Year of Music 2023: funding for different strands of the work to take place in 2023-24
Kirklees College: creative sessions for their whole staff as part of their staff training focusing on mental health & well being staff
Aspire: partnership project delivering music sessions for their 7 groups across Kirklees as part of the Queens’ Jubilee celebrations
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## Hoot Creative Arts
## Trustees' report (continued) for the year ended 31 March 2023
## **Reserves policy**
The charity's free reserves, excluding fixed assets, at the year end were £235,721.
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 2023
## **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 12/12/2023
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 2023, which are set out on pages 15 to 21.
## **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:
- 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.
E J Beverley FCCA
13/12/2023
## **West Yorkshire Community Accountancy Service CIO**
Stringer House 34 Lupton Street Leeds LS10 2QW
14
## Hoot Creative Arts
## Statement of Financial Activities
## (including summary income and expenditure account) for the year ended 31 March 2023
|Notes
2023
Unrestricted
funds
£
**Income from:**
Grants and donations
(2)
40,910
Contracts
359,251
Sales and fees
9,566
Bank interest
362
**Total income**
410,089
**Expenditure on:**
Salaries and NIC and pensions
(3)
266,980
Freelance fees and sub contractors
74,316
Travel expenses
1,974
Training
564
Rent, rates and room hire
28,009
Insurance
2,254
Telephone, fax and internet
2,428
Printing, stationery and postage
997
IT support and repairs
2,557
Advertising and promotion
1,168
Building maintenance
2,074
Project costs
504
Volunteer and user expenses
174
Refreshments
1,123
Equipment and materials
2,901
Accountancy and independent examination
2,260
Legal and professional
532
Evaluation fees
400
Consultancy
905
Subscriptions and membership
5,677
Depreciation
7,777
Working from home expenses
-
Other expenses
89
Grant repayment (underspent)
-
Loan interest
2,139
**Total expenditure**
407,802
**Net expenditure**
2,287
**Transfers between funds**
2,797
**Net movement in funds**
5,084
**Fund balances brought forward**
210,006
**Fund balances carried forward**
(4)
215,090|2023
Restricted
funds
£
30,061
-
-
-
30,061
14,234
170
15
36
-
157
-
-
144
48
-
-
-
95
22
50
25
-
-
-
-
-
-
-
-
14,996
15,065
(2,797)
12,268
59,225
71,493|2023
Total
funds
£
70,971
359,251
9,566
362
440,150
281,214
74,486
1,989
600
28,009
2,411
2,428
997
2,701
1,216
2,074
504
174
1,218
2,923
2,310
557
400
905
5,677
7,777
-
89
-
2,139
422,798
17,352
-
17,352
269,231
286,583|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|
|---|---|---|---|
All incoming resources and resources expended derive from continuing activities.
15
## Hoot Creative Arts
## Balance sheet
|as at 31 March 2023
2023
Unrestricted
£
**Fixed assets**
Tangible assets
(5)
-
**Total fixed assets**
-
**Current assets**
Debtors and prepayments
(6)
35,496
Cash at bank and in hand
(7)
334,756
**Total current assets**
370,252
**Current liabilities:**
**amounts falling due within one year**
Creditors and accruals
(8)
134,531
**Total current liabilities**
134,531
**Net current assets**
235,721
**Total assets less current liabilities**
235,721
**Creditors: amounts falling due after one year**
(9)
20,631
**Net assets**
215,090
**Funds**
Unrestricted funds
215,090
Restricted funds
-
**Total funds**
215,090|2023
Restricted
£
-
-
-
71,493
71,493
-
-
71,493
71,493
-
71,493
-
71,493
71,493|2023
Total
£
-
-
35,496
406,249
441,745
134,531
134,531
307,214
307,214
20,631
286,583
215,090
71,493
286,583|2022
Total
£
7,777
7,777
8,204
449,339
457,543
168,885
168,885
288,658
296,435
27,204
269,231
210,006
59,225
269,231|
|---|---|---|---|
For the year ending 31 March 2023 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 are 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 12/12/2023
David R Barnes (Trustee)
16
## Hoot Creative Arts
## Notes to the accounts
## for the year ended 31 March 2023
## **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, if 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
## **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.
## **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.
17
## Hoot Creative Arts
## Notes to the accounts continued
## for the year ended 31 March 2023
## **1 Accounting policies (continued) 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)
Cultural Impact Development Loans Ltd
Third Sector Leaders Kirklees (TSL)
Other donations
**3 Staff costs and numbers**
Gross salaries
Social security costs
Employment allowance
Pensions|2023
Unrestricted
funds
£
40,905
-
-
-
5
40,910|2023
Restricted
funds
£
-
30,000
-
-
61
30,061|2023
Total
funds
£
40,905
30,000
-
-
66
70,971
2023
£
254,402
19,321
(5,000)
12,491
281,214|2022
Total
funds
£
73,153
10,000
33,334
900
372
117,759
2022
£
241,548
16,336
(4,000)
11,937
265,821|
|---|---|---|---|---|
The average number of employees during the year was 13.1, being an average of 7.3 full time equivalent (2022: 14, 7.8 FTE). There were no employees with emoluments above £60,000.
|**Defined contribution pension scheme**
Costs of the scheme to the charity for the year
Amount of any contributions outstanding at the year end
**4 Restricted funds**
Balance b/f
Incoming
£
£
Julia Hans Rausing
2,797
-
Arts and Music (LCC and KMC)
4,328
-
Kirklees Libraries
13,225
-
KMC Year of Music
5,468
10,000
Kirklees Year of Music 2023
-
20,061
TSL grant
73
-
Nesta Investment
33,334
-
59,225
30,061|Outgoing
£
-
-
-
14,615
308
73
-
14,996|2023
£
12,491
-
Transfers
£
(2,797)
(4,328)
-
4,328
-
-
-
(2,797)|2022
£
11,937
2,269
Balance c/f
£
-
-
13,225
5,181
19,753
-
33,334
71,493|
|---|---|---|---|
## **Fund name Purpose of restriction**
Julia Hans Rausing Funding towards core costs, overheads and IT & website upgrade. The transfer relates to unspent funds released to unrestricted funds.
Arts and Music (LCC and KMC)
Kirklees Libraries
Joint funding towards arts and music projects. The balance was transferred to the Kirklees Year of Music fund.
Delivery of creative activities across a number of Kirklees Libraries.
18
## Hoot Creative Arts
## Notes to the accounts continued
## for the year ended 31 March 2023
## **4 Restricted funds (continued)**
**Fund name Purpose of restriction**
KMC Year of Music
Towards development and delivery of the health and wellbeing strand of the Year of Music 2023 initiative.
Kirklees Year of Music 2023 To deliver projects as part of the Kirklees Year of Music 2023, a programme of music-fuelled curated and promoted events and initiatives throughout 2023.
TSL grant Nesta Investment
Funding from Third Sector Leaders (TSL) towards creative taster sessions. 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.
|**Tangible assets**
**Cost**
At 1 April 2022
Additions
At 31 March 2023
**Depreciation**
At 1 April 2022
Charge for year
At 31 March 2023
**Net book value**
At 31 March 2023
At 31 March 2022
**Debtors and prepayments**
Debtors
Prepayments
**Cash at bank and in hand**
Cash at bank
Cash in hand
**Creditors and accruals**
Cultural Impact Development Loan
Creditors
Deferred income (see note on next page for analysis)|£
30,491
-
30,491
22,714
7,777
30,491
-
7,777
2023
£
34,735
761
35,496
2023
£
406,138
111
406,249
2023
£
6,573
10,806
117,152
134,531
Office
equipment|Total
£
30,491
-
30,491
22,714
7,777
30,491
-
7,777
2022
£
7,537
667
8,204
2022
£
449,211
128
449,339
2022
£
6,130
14,256
148,499
168,885|
|---|---|---|
## **5 Tangible assets**
## **6 Debtors and prepayments**
## **7 Cash at bank and in hand**
## **8 Creditors and accruals**
19
## Hoot Creative Arts
## Notes to the accounts continued
## for the year ended 31 March 2023
|**Deferred income**
Contracts
Sales
**Item name**
**Reason for deferral**
Contracts
Sales
**9 Creditors: amounts falling due after one year**
Cultural Impact Development Loan
Portion of contract not yet delivered.
Item billed in March relating to April 2023.|Deferred to
next year
£
116,602
550
117,152
2023
£
20,631
20,631|Released
from last
£
148,499
-
148,499
2022
£
27,204
27,204|
|---|---|---|
## **10 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 total employee benefits received by key management personnel (2 people) were £84,779 (previous year (one person): £48,246).
## **Other related party transactions**
|**Other transactions with trustees or related parties**
Victoria McKenzie
Employee
**Name of trustee**
**or related party**
**Relationship to**
**charity**
**Description of**
**transaction**
Sister-in-law of David Barnes|2023
£
17,808
17,808|2022
£
18,018
18,018|
|---|---|---|
20
## Hoot Creative Arts
## Statement of Financial Activities including comparatives for all funds (including summary income and expenditure account) for the year ended 31 March 2023
|2023
2022
Unrestricted Unrestricted
funds
funds
£
£
**Income**
Grants and donations
40,910
41,277
Contracts
359,251
225,937
Sales and fees
9,566
1,171
Bank interest
362
52
**Total income**
410,089
268,437
**Expenditure**
Salaries and NIC and pensions
266,980
196,586
Freelance fees and sub contractors
74,316
17,858
Travel expenses
1,974
914
Training
564
2,674
Rent, rates and room hire
28,009
18,293
Insurance
2,254
1,676
Telephone, fax and internet
2,428
2,175
Printing, stationery and postage
997
730
IT support and repairs
2,557
2,592
Advertising and promotion
1,168
984
Building maintenance
2,074
2,313
Project costs
504
2,782
Volunteer and user expenses
174
139
Refreshments
1,123
88
Equipment and materials
2,901
1,539
Accountancy and independent examin
2,260
1,710
Legal and professional
532
1,046
Evaluation fees
400
750
Consultancy
905
1,685
Subscriptions and membership
5,677
2,780
Depreciation
7,777
7,778
Working from home expenses
-
1,082
Other expenses
89
480
Grant repayment (underspent)
-
-
Loan interest
2,139
-
**Total expenditure**
407,802
268,654
**Net (expenditure)**
2,287
(217)
**Transfers between funds**
2,797
425
**Net movement in funds**
5,084
208
**Fund balances brought forward**
210,006
209,798
**Fund balances carried forward**
215,090
210,006|2023
Restricted
funds
£
30,061
-
-
-
30,061
14,234
170
15
36
-
157
-
-
144
48
-
-
-
95
22
50
25
-
-
-
-
-
-
-
-
14,996
15,065
(2,797)
12,268
59,225
71,493|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|2023
Total
funds
£
70,971
359,251
9,566
362
440,150
281,214
74,486
1,989
600
28,009
2,411
2,428
997
2,701
1,216
2,074
504
174
1,218
2,923
2,310
557
400
905
5,677
7,777
-
89
-
2,139
422,798
17,352
-
17,352
269,231
286,583|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|
|---|---|---|---|---|
21