REGISTERED COMPANY NUMBER: 07655709 (England and Wales REGISTERED CHARITY NUMBER: 1152377 Report of the Trustees and Unaudited Financial Statements for the Year Ended 30 June 2024 for The Arts Emergency Service Swindells LLP Chartered Accountants Atlantic House 8 Bell Lane Bellbrook I ndustrial Estate Ucl<fleld East Sussex TN22 IQL
The Arts Emergency Service Contents of the Financial Statements for the Year Ended 30 June 2024 Page Report of the Trustees I to 12 Independent Examiner's Report 13 to 14 Statement of Financial Activities 15 Balance Sheet 16 to 17 Cash Flow Statement 18 Notes to the Cash Flow Statement 19 Notes to the Flnanclal Statements 20 to 31 Detalled Statement of Hnanclal Actlvltles 32 to 33
The Arts Emergency Service Report of the Trustees for the Year Ended 30 June 2024 The tru5tee5 who are also director5 of the charity for the purposes of the Companies Att 2006, present their report with the financial statements of the cha rity for the year ended 30 Ju ne 2024. The trustees have adopted the provi5ion5 of Accounting and ReportinE by Charities,. Statement of Recommended Prattice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard appl ica ble in the U K and Republic of Ireland IFRS 1021 (effective l Ja nuary 20191, OBJECTIVES AND ACTIVITIES Objectives and aims The charity's oblects are to promote the arts and hlgher education and to encou rage, malntaln ancl develop pu blic education and appreciation of the arts and higher education, to remove barriers to young people who wish to study an arts degree and to promote, improve, develop and maintain the appreciation of the art5. Public benefit In planning the charity's activities for the year, the Trustees com plled wlth the requ irements of section 17 of the Charities Act 2011, to have due regard to the publlc benefit guidance published by the Charity Commission. Page I
The Arts Emergenry Service Report of the Trustees for the Year Ended 30 June 2024 STRATEGIC REPORT Achievement and performance Main achievements summary Helping young people a8ed 16 to 25 years from underrepresented back8rounds to access information, advice, and guidance regard ing the arts and huma nities i n higher education and routes into careers i n the cultural and creative industries through a young person-led, goal-focused mentoring and networking prDgramme. Sum mary of the main activities of the charity during the year In 2023124, Arts Emergency's activlties were organised into three main strands: Mentoring, Young Community, and Youth Collective. Across these three programme strands, we worked with 1,382 young people aged 16-25 years 12022/23: 1,3151, mainly in London, BriEhton, Greater Manchester, and Merseyside, as well as more wldely across the country. Programme delivery across these three strands was su pported by a Network of 10,223 experienced professionals from across the creative and cultural seetors 12022/23: 9,153), 1,709 of whom were actively engaged with Arts Emergency's proErammes12022123: 1,9341. Ourfull impact report can be found at: Arts Emer en act Re ort 2023 Mentoring Through our one-year mentoring programme, a young person aged 16-18 is paired up with a trained mentor, based on their interests and goals, from our Network of volunteers who are experienced profe5siona15 from 8cr055 the creative a nd cultu ral sectors. Mentoring pairs are introduced and continue to meet one hour a month throughout the year, for mentors to provide support as young people tal(e their first steps out of compulsory education and make decisions about their future in higher education, vocational training, and ea rly career5. In 2023/24, we wrapped up our 2023 mentoring cohort, which began in January 2023 with 225 mentoring pairs across London, Brighton, Greater Manchester, and Merseyside12022 cohort: 378 pairs). Our 2023 programme was significantly smaller than 2022 by design, pulling back on our pandemic offerings of remote mentoring for over 18s, and refocusing on our core regional mentoring programmes for 16-18 year olds. Wlthin this cohort, 62% of mentee5 are from a deprived area; 60D/o are from a rnlnority ethnlc background; 54% do not have a university-educated parent; 51% have been eligible for free school meals or the 16-19 bursary,. 19% have a learning difficulty or special educational need; and IOY. have a disability. Importantlyi 83Yo of mentees meet more than one of these criteria. 119 pairs completed the programme, for a completion rate of 63'A12022 cohort: 89/1. This decrease Is due to a more accurate recording of programme completion than in previous years, now requiring a minimum number of meetings, relationship duration, or clea r explanation of why the relationship ended early. Our evaluation shows that the mentoring programme made a significant Impact on our aims to widen knowledge of routes into the creative a nd cultural industries, gain u nderstanding and experiences of those industries, and galn confidence in taking those next steps. Following their partlcipation i n the programme, 84Yo of you ng people had good or improved knowledge of routes into the creatlve and cultu ral industries, 74% had good or improved experience and understanding of the industries, and 77% had good or improved 5elf-conf idence and understanding of how to articu late their skills, talents, and attributes, Overall, 880A of participants felt they were better informed as they navigate thelr ne)rt steps in higher education, vocational training, and early careers. Page 2
The Arts Emergency Service Report of the Trustees for the Year Ended 30 June 2024 Taking part in the Arts Emergency mentoring prograrnme was an incredlble experience. My mentor provided me with lots of insight into my career pathway, arranging meetings wlth Indlvlduals working in the field. My year with Arts Emergency has been so incredlbly valuable, and I'm very grateful for itl 2023 mentee In preparation for our 2024 programme, we recruited a new cohort of mentors and mentees. 580 experienced professionals re8lStered their interest in volu nteering as a mentor12023 cohort: 6171, and we delivered training for 305 volunteers who were new to the programme12023 cohort.. 2301, covering topics such as what rmentoring is, safeguard ing, and tips for supporting and worklng wlth you ng people. We also worked with 49 schools and partner organisations to recruit young people who could benefit from mentoring. 345 young people applied for the programme12023 cohort.. 3781, with 90% coming from our referral partners. In 2024, we Introduced 247 mentoring palrs across London, Brighton, Greater Manchester, and Merseyside. Within this cohort, 70% are from a lower socioeconomic bacl<ground, 55% are an ethnlc minority, and 29% have a dlsabllity or speclal educational need. Notably, 55% of mentees meet more than one of these three criteria. Mentoring pairs will conti nue to meet for one hou r a month throughout the year to gain inside knowledge about the industry, set goals, and get advice into the sector. By the end of June 2024, 97% of young people rated their sessions positively, 82% had identified goa Is with their mentor, and 53% had already achieved some of their initial goals. Th is interim evaluation provides encouraging i niti81 indications that mentees are mal<ing progress towards the mentoring outcomes within our Theory of Change. Young Community Following on from their mentoring experience, young people are encouraged to join our Young Communlty, where they can continue to receive support from Arts Emergency until their 26th birthday, In 2023124, the Young Community grew to 1,392 young people 12022123: 9371. These young people were supported through time-bound programmes for specific cohorts with similar needs (summer worl< experience progra mme, coaching pilot), as well as a su ite of core offers that were always available to access on demand Imonthly newslette, Wish List, Aslf Arts Emergency, Ruby Tickets). Our 2023 summer work experience programme offered 5-10 day placements with creative businesse5 and cultu ral organ isations across the country, Placements took place in person, onl ine, or hybrid. In 2023124, we organised 42 placements at organisations across the country 12022123: 311, including Kurt Geiger Kindness Foundation, British Libra ry Leeds, and Partisan Records. 100% of younE people felt that their work experience placement would help them in the fLJture12022/23'. 94Y.I, and 780A of young people reported that they made new professional contacts12022123: 87%), "This has given me a very concrete idea of what it's like working in a literary agency and wlll be extremely usef u I In helpSng me ma ke my decision about where in the publishing industry I want to work. One of the clearest examples of this was hearing about a specific job/role in the industry that I dldn't even know existed.". Young Community member Page 3
The Arts Emergency Servlce Report of the Trustees for the Year Ended 30 June 2024 We a150 piloted a coachSng programme for young people aged 18-25. Our rationale for the coaching pilot stemmed from learning we Eathered from runnlng mentorlng for over-18s during the pandemlc. We noted that older mentees Struggled to bulld momentum over a 12-month perlod because of more complex commitments than younger mentees, and the guldance needed by older mentees was marl(edly different from the support needed by 16-18 mentees. With this In mind, we restructured the offer and piloted a 10-week coaching programme In hopes of maklng a blg Impact in a shorter amount of time. Coachees applied to the programme with a specific project or goal in mind, and were matched with a coach to help them harne55 tools and knowledge to achieve thelr goal over the 10-week period. Through a callout of prevlous mentors, 190 experlenced professionals registered thelr interest in volunteerinE as a coach and were offered training, which Sncluded the aims of the programme, safeguarding, and tools and tips for ru nninE coaching sessions. We received 68 applications for coaching from young people, which comprised 61 existing members cf our Young Community and seven young people recruited through a partnership with London Transport Museum, Across the two cohorts, 55 young people were matched with a coach. WithSn thls cohort, 76% did not have a university-educated parent; 63% were from a minority ethnic background; 59% wère from a deprived area- 39% had been eligible for free school meals or the 16-19 bursary; 32% had a disability; and 26% had a Special educational need. Importantly, 90% of coachees met more than one of these criteria. Coaching palrs met for one hour a week over the course of the 10-week period to work toward the young person's goal. 800k of coachlng palrs sald that the programrre was very effective, and 20% said that it was somewhat effettlve. IOD% of respondents said that they would recommend the coaching programrlle to others. At the outset of each cohort, coachees identlfied goals to work on across the 10 weeks, and we compared these goals against the achievements identified by coaching pairs in their evaluation forms. A qualltatlve review of this data showed that all of the respondents achieved all or parts of their goal. '1 now feel a sense of direction going forward and have had a huge boost of confidencel - 2023 Coachee As part of our core offer in 2023124, we shared 422 creative and cultural opportunities vla our monthly newsletter12022123: 299). We fulfilled 22 requests for train ing and networking connections through ou r Wish List12022/23: 151} and 45 requests for learning resources to support young people's professional development through Ask Arts Emergency12022/23: 781. 94DA of those connected via the Wish List felt that the experience helped them further their career or educational interests. We also continued our Ruby Tickets offer to help you ng people access cultu ral experiences that they would not otherwise be able to afford, providing 20 free tickets through the scheme12022123: 541- We also hD%ted and moderated Discord server where young people could communicate and network with each other. The reduced core activity compared to 2022123 was an intentional pulling back of the Community offer with a reduced staff team whiSe we reviewed our long-term strategy and resourcing needs. '1 feel truly supported with my career choices and if there 15 ever a time where I need help or advice I can turn to others and ask how they got through it" Young Community member Page 4
The Arts Emergency Service Report of the Trustees for the Year Ended 30 June 2024 Youth Collectlve The Youth Collective was established in 2020 to ensu re that young people'5 voices are am plified through Art5 Emergency's activities and to create space for young people to develop their own advocacy, activism, and community work. In 2023124, we continued our support for the Youth Collectlve through extending the term of the prevlous year's cohort. Six young people from across the country opted to return for another year, which provided the opportunity for longer-term collaboration. Thls extended term proved positive both for grou p cohesion and for the quality a nd clarity of purpose around thelr work. Youth Collective members devised two campaign activities to amplify the voices of Youn8 Community members. They curated and designed a 'zine entitled Art is Joy, which invited Young Communlty members to submlt creative responses to the Youth Collective manifesto developed by the 2022-2023 Youth Collective. The zine was published online in June 2024 and had a limited print run. In May 2024, they also programmed and hosted an online event called 'Take Up Space,, in which a panel of Network members were invited to respond to questions from the Young Community about imposter syndrome and confidence-building in the creative and cultural industries. The panel wa5 composed of creative industry professionals Yomi Adegoke, Korantema Anyimadu, Silé Edwards, and Jonathan Wakeham. Youth Collective members also played an important role in advocating for the Young Community's interests to Arts Emergency over the course of the year. They provided expert advice on consultation with young people to inform our strategic review, contributed to the development of our Theory of Change, took part in staff recruitment exerclses, and lent their voices to our f u ndralsing efforts. Additionally, two members of the Youth Collective served on the board as Young Trustees to ensure that young people's voice5 were represented at the governance level. We also supported the Youth Collective to advocate for young people's interests to the wider Sector. In July 2023, Youth Collective members spoke at the Royal Shakespeare Company's National Youth Conference, highlighting their achievements and learnings with Arts Emergency. In January 2024, one member spoke wlth MA students at the Royal College of Art. In March 2024, two members spoke with BA English student5 at Manchester Metropolitan University. From March to July 2024, one Youth Collective member and one Young Community member co-delivered workshops with the Liverpool Empire Theatre's Young Ambassadors programme, su pporting young people to develop leadership and event planning sl<ills, Financlal review Flnanclal position At 30 June 2024 the charitable company held free reserves of £411,416 Icompared to year end 2023 where we held reserves of £398,604). Restricted reserves of £62,625 (compared to year end 2023, where we held restricted reserves of £54,548). Net income for the year was a £20,889. Page 5
The Arts Emergency SeNice Report of the Trustees for the Year Ended 30 June 2024 STRATEGIC REPORT Financlal review Reserves pollcy Arts Emergency's policy with regard to reserves Is to ensu re that the charity, a nd the seNices we offer to our beneficiaries, are reasonably secure in the event of sl8nificant reduction in income, allowing: Time to re-esta blish income streams Time to ma nage reduction in service levels or restructure should this become necessary. The trustees recognise the need to ho5d suff Iclent free reserves to ensure protection of core activities in the event of u nforeseen circu mstances Includ ing a ny unplanned reductlon in funding or an u nforeseen need for funds to deliver additional charitable actlvlty, I n light of u ncerta inty surroundln8 the Ccvld-19 pandemlc, the trustees had increased the target level of free reserves from S months to 8 months. The trustees revlewed this target in September 2022 and agreed to reduce the target bac1< down to 6 months. No change has been made to this policy in the year ending 30th June 2024. As at 30th J une 2024 the organisation held f ree reserves equ ivalent to 6 months of running costs based on 23/24 costs. However, with increasi ng costs related to the current cost of living crisis and with an am bitious 3 year plan in place for the next three financial years, we know that our running costs will increase for financial year 24125 and at the new rate of expenditure the free reserves equate to 5 months of running costs. Budget forecasts for the coming years are being prepared to plan for building reserve5 to meet updated taryets due to future higher running costs. Designated funds We do not currently hold any designated funds. Page 6
The Arts Emergency Service Report of the Trustees for the Year Ended 30 June 2024 STRATEGIC REPORT Principal risks and uncertalntles The Trustees continually review: the high and signSf icant risl(s to which the charity is exposed; the potential impact and probability associated with each risk; existing internal controls and accountability for them; and m itigating actions to reduce each risk to a level that the Board considers to be acceptable. The releva nt f indin85 and mltlgations are set out below Economic pressu res related to current financial climate -The fundraising team has expanded to further diversify and increase revenue, with plans to increase ca pacity further in this area in the next financial year -Targeted appea Is relatlng to current issues facing ou r beneficiaries will continue to ru n -Annual budgeting and ongoing monitoring of financial performance including monthly cashflow forecastlng We implemented an In house finance system to ensure quick and accurate oversight of our financial position The preparation of financial forecasts aligned to the Arts Emergency strategy to target a diversif ication of income streams and incorporate an ongoing consideration of marliet and consumer trends Incidents that damage reputatlon a nd/or negatively Impact operations linclud ing cyber securlty, serious fraud, major hea Ith and safety incidents, safeguardlng and Internal process fallures) Safeguarding team in place Safeguarding training program me delivered to all staff and volunteers Safeguarding lead trustee on the board Finance team expa nded to include a Finance Officer Fina nce manual updated and team train i ng carried out Senior roles created and appointed with responsibility for data and systems,. Head of Systerns and Chief Operating Officer Full data review and team training undertaken in th is f inancial year Changes in Government regulatory requirements and/or Charity sector guidance le.g., GDPR, Fundraising Codel negatively impact on Arts Emergency's strateEY and activities. The team monitor5 pu blic policy a nd the regulatory environment on a n ongoing basis to ensure potential ri51<5 can be proactively managed. This includes a particular focus on developments in fundraising regulation and the requ Irements of the General Data Protection Regulation IGDPRI. Representation at key events and forums to help shape the research agenda. Strategic prlorities and programme in itiatives which target a diversif ication of income streams Arts Emergency's strategy and activities are not properly or sufficiently focused in order for the charity to meet its objectives, Charity has a clear vision and a strategy setting out how we play a leading role in achieving significant improvements in acces5 to careers in the arts and humanities Following our full strategic review in 21/22 to ensure that our mission is clear, the Leadership Team worl<ed with colleagues and trustees to develop a three year business plan taking us to 2026 We reviewed our three year plan focussing on the goals for 2023 - 2026 Attracting, developing and reta i ning talented staff in a competitive employment market combined with t.he reliance on slgnificant levels of volunteer support both in fundraising and mentoring, Page 7
The Arts EmerEency Servlce Report of the Trustees for the Year Ended 30 June 2024 STRATEGIC REPORT Regular benchmarking of compensation and benefits across the sector Ongoing proactive volunteer and employee recruitment programme5 Actlve communication and training programme in place for volunteer mentors Programme of an nual appraisals, development opportu n ities and individ uaS tra ining budgets provided Staff wellbeing programmes in place including Employee Assistance Programme Delivering effective change management through major process improvement programmes in support of the charity's strategy -Finance and resources committee is in place to review a ny proposed changes to stafF strutture, Includ ing new roles in order to make recommendations to the wider board All new programmes are reviewed to ensure alignment with mission and strategy and that appropriate governance and resourcing in place Financial security and threats of f raud or misuse of company expenses Li mits set on expenditure via all channels (expenses cards, ban l< accou ntl Authorisation prc>cess in place for all outgoing payments linclud ing incoming invoices and expense claims) Appropriate authorisation process in place for any payments made by job role and ban1( limit placed on-daily transactions Trustee 8Uthorisation for any payments over £10,000 Processes in place to check all new payees or payees who request payment to new a new bank account Bank account reviewed regularly and accounting system reviewed monthly to ensure any unexpected-expenditure is picked up immediately, Full management accounts reviewed quarterly by trustees. Future plans Arts Emergency has grown remarkably over the past ten year5. During this period of rapid growth, the orga nisation has largely been focused on the qu ick wins required to establish its programmes, impact, and ways of working. The organisation has now reached a level of maturity that allows and demands it to take longer-term approach to business planning. In Spring 2023, we set out on an exercise to develop a three-year business plan to guide the organisation's activities f rom Ju IV 2023 to J une 2026. Alongside the attlvlties outlined In Year I Iluly 2023 June 20241 we have been investing in research pla nning and ca pacity with a vlew to long term stabllity a nd growth, Fol lowing this period of scoping and planningj we will implement these pla ns over Year 2 (Ju Iv 2024 to Ju ne 20251 and Year 3 ljuly 2025 to June 20261 of the business plan. While we expect that our programme will evolve and grow, we will remain committed to providing timely, person-centred, and impactful support for young people, supported by a large, diverse, and highly engaged Network that we can mobilise to support programme delivery and spread inclusive practice in their own spheres. We will also continue to Invest internally so that this work is u nderpin ned by a healthy, vibrant, and sustainable orga ni5ational cu Itu re. STRUCTURE, GOVERNANCE AND MANAGEMENT Governing document The Arts Emergency Service is a registered charity {Registered Charity number 11523771, and a company Ilmited by guarantee as defined by the Companie5 Act 2006 (number 076557091, governed by its Memorandum and Articles of Association and incorporated on 2 June 2011. The company was granted charitable status on 11 June 2013. Page 8
The Arts Emergency SeNice Report of the Trustees for the Year Ended 30 June 2024 STRUCTURE, GOVERNANCE AND MANAGEMENT Organ15ational structure The charitable compa ny is admin istered by the Trustees comprising of individ uals who are the Trustees of the charitable company at any given time, including the first Trustees and their successors. In selecting individuals for appointment as Truste@s, the Trustees have regard to the skills, knowledge and experience requ Ired for the effective administration of the cha ritable com pany. De¢lslon making In 2021 we undertook a governance review which clearly lays out the declslon-making process for the charlty. The Boa rd of Trustees has overarching responsibility for the approval and monitoring of the organ isation's strateglc plan. Thls Includes,, Overall approval of an nual budgets and annual accounts Approval of cha rlty's approach to risk and rnonitoring of rislc register Development and implementation of board development plan Approving the Fundraising Policy and ensu ring f undraising activity falls in line with this The board has two subcommittees to support with key strategic and operational decisions. The Finance and Resou rces sub-committee oversees in detail the f inancial plans and performance of the charity and reviews the charity's risk management processes. The Appointments sub-committee leads the proce55 for appointments and election to the Board of Trustees. The charity is led by the CEO who 15 responsible for the day-to-day management of the organisation, Thi5 includes: Development, rnonitoring and implementation of strategic plan Identifying and pu rsuing opportu nities for fu ndraising a nd business development Arranging preparation of budgets and forecasts f or presentation to the boa rd Adm inistrative decisions regarding finance, H R, health and safety, project evaluation, management Information systems, marketing and communications The CEO works with a Senior Leadership Team who support In these areas. Page 9
The Arts Emergency Servlce Report of the Trustees for the Year Ended 30 June 2024 STRUCTURE, GOVERNANCE AND MANAGEMENT Inductlon and training of new trustees When new trustees are appointed to the Board, they receive an inductlon pack which includes i nformation on trustee duties, a copy of our governing document and Charlty Commission guideli nes for trustee5, We provide a n overview of the charity's finances, our Safeguardlng pollcy and a guide to the decision5 that will need to be made as part of the role. We also give training on Safeguarding, what to do if things go wrong and have a code of conduct whlch trustees sign up to when they join. Trustee terms are four years each, with a maxlmum of 9 years seNed in total. After four years, should the trustee wish to remain they are re-elected onto the Board by the remaining Trustees. If the trustee is considering stepping down, we ask trustees to continue for one year in order to induct a replacement trustee, or to 8ive a minimum 6 months, notice. When recru iting new trustees, the charity will create a recrultment pack Including a person specification. We regu larly u nderta ke a skills audit to identify any gaps in knowledge or expertise that would be usef ul to the charity. When recruiting we will outline a ny sl<ills we a re particularly looking for. We advertise on our own website and social media channels, alongside industry recruitment site5 and publication5, In some cases, we will engage a charity trustee recru iter to support this proces5. In all of ou r recru itment, we are comm itted to being a welcom ing and inclusive organisation, It is im portant to us that our Board is representative of the young people we serve. We particularly welcome applications from disabled people, LGBTQIA+ people, Black, Asian and other people of colour. We believe that a dlverse board will have the best range of ta lents to worl( effectively, and we encourage appl ications from people under the age of 30. For all roles we guarantee to interview anyone with a disability whose appllcation meets the essential criteria for a post. Two trustees on the board are representatives of our Youth Collective Key management remuneration Within the organisation we have salary polnts for the different levels of role and take into consideration the seniority of the role and the slcills required when setting the salary. When recruiting for any paid role, we benchmarl( against comparable roles within similar orEanisations, taking into account our salary bands, budgets, and current f inanclal position. We ru n an an nua l appraisal process where performa nce related pay rises can be discussed a nd considered. When budgeting for future years we take into account a cost of living adjustment Related partles We offer consultancy and support to set up Mentoring schemes for young people within other organisations such a5 the City Lions and Film London, This consultancy is chargeable and therefore supplements our income. We also work with orEanisations such as the London Transport Museum to support young people (employees and freelancersl with place5 on our programme. In these instances the organ isations cover the associated costs (mentor training, support for the menteesl. Management The management of the charitable company is vested in the trustees who are directors for the purposes of company law. The trustees delegate the day to day administration of the charity to the Chlef Executive Officer. Page 10
The Arts Emergenry Servlce Report of the Trustees for the Year Ended 30 June 2024 REFERENCE AND ADMINISTRATIVE DETAILS Reglstered Company number 07655709 (England and Wales} Reglstered Charity number 1152377 Registered office Unlt W3 8 Woodberry Down London N4 2TG Trustees Ms F Woodrow (Treasurer) Mrj J Burke Ms KJ A Edwards Ms E O Adegoke Ms A Keramidas Mlss C L Heywood M iss J Dotiwala Ms P l( Mann (Chairl Mrsj Oddie Ms B V Patel Company Secretary MrT D Fletcher Independent Examiner Melanie Richardson BAIHonsl FCA Swindells LLP Chartered Accountants Atlantic House 8 Bell Lane Bellbrook Industria l Estate Uckfield East Sussex TN22 IQL Support team of the trustees Chief Executive Off icer.. Mr Neil Griffiths Adm inistration support,. Jacques Preiss, Excluserv Ltd Other informatlon Website: www,arts-emergency.org Social Media., Facebook, Twitter and Linkedln Accounts., Visit website Page 11
The Arts Emergency Service Report of the Trustees for the Year Ended 30 June 2024 Report of the trustees, incorporating a strategic report, a pproved by order of the board of trustees, as the 1110312025 company directors, on.,.....,,..,.,,..,,,....,.....,....,,,...,,.. and signed onthe board's behalf bv.. Ms P K Mann- Trustee Page 12
Independent Examiner's Report to the Trustees of The Arts Emergency Service Independent examiner's report to the trustees of The Arts Emergency Service I'the Company,) I report to the charity trustees on my examination of the accounts of the Company for the year ended 30June 2024. Responsibilities and basis of report As the charity's trustees of the Company la nd a Iso its directors for the purposes of company lawl you are responsible for the preparation of the accounts i n accordance with the requirements of the Companies Act 20061'the 2006 Act'l. Having Satisfied myself that the accounts of the Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity'5 accounts as ca rried out under Section 145 of the Charities Act 20111'the 2011 Act, I, In carrying out my examination I have followed the Directions given by the Cha rity Commission under Section 145151 Ibl of the 2011 Act. Page 13
Independent Examiner's Report to the Trustees of The Arts Emergency Service Independent examiner's statement Since your charity's gross income exceeded £250,000 your examiner must be a member of a listed body, I can confirm that l am qualified to undertake the examination because l am a member of the Institute of Cha rtered Accountants in England and Wales, which is one of the listed bodies. I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe: accounting records were not kept in respect of the Company as required by Section 386 of the 2006 Act,. Dr the accounts do not accord with those records; or 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 a5 part of an independent examination,. or 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 lapplicable to charities preparing their accounts in accordance with the Financial Reporting Sta ndard applicable in the UK and Republic of Ireland IFRS 10211. I have no concerns and have come across no other matters in connection with the examination to whlch attention should be drawn in this report in order to enable a proper understanding of the accou nts to be reached. ri'(L'thcJs¢S Melanie Rlchardson BAIHonsl FCA Swlndells LLP Chartered Accountants Atlantic House 8 Bell Lane Bellbrook Sndustrial Estate Uckfield East Sussex TN22 IQL Date: ICL..t4LLfLl.i....2o.I,g Page 14
The Arts Emergency Servlce Statement of Flnanclal Actlvltles for the Year Ended 30 June 2024 2024 Total funds 2023 Total fu nds Unrestricted Restrlcted fund funds Notes INCOME AND ENDOWMENTS FROM Donations and legacies 694,358 158,566 852,924 790,411 Other trading activitie5 Investment income 11,663 46 11,663 46 Total 706,067 158,566 864,633 790,411 EXPENDITURE ON Charltable actlvltles Charitable actlvities 690,030 153,714 843,744 732,246 NET INCOME Transfers between funds 16,037 13,2251 4,852 3,225 20,889 58,165 16 Net movement in funds 12,812 8,077 20,889 58,165 RECONCILIATION OF FUNDS Total funds brought forward 398,604 54,548 453,152 394,987 TOTAL FUNDS CARRIED FORWARD 411,416 62,625 474,041 453,152 The notes form part of these financial statements Page 15
The Arts Emergency Service Balance Sheet 30 June 2024 2024 Total funds 2023 Total funds U nrestrlcted Restricted fund fund5 Notes FIXED ASSETS Inta ngible assets Tangible assets 12 13 4,181 9,515 4,181 10,994 1,479 11,498 13,696 1,479 15,175 11,498 CURRENT ASSETS Debtors Cash at bank 14 95,556 338,099 95,566 399,245 62,003 430,351 61,146 433,665 61,146 494,811 492,354 CREDITOR5 Amounts fallinE due within one year 15 135,9451 135,9451 (50,7001 NET CURRENT ASSETS 397,720 61,146 458,866 441,654 TOTAL ASSETS LESS CURRENT LIABILITIES 411,416 62,625 474,041 453,152 NET ASSETS 411,416 62,625 474,041 453,152 FUNDS U nrestricted funds Restricted funds 16 411,416 62,625 398,604 54,548 TOTAL FUNDS 474,041 453,152 The charitable company is entitled to exemption from audlt under Section 477 of the Companies Act 2006 for the year ended 30 June 2024. The members have not required the company to obtain an audit of its financial statements for the year ended 30 June 2024 in accordance with Section 476 of the Companies Act 2006. The trustees acknowledge their responsibilities for (al ensuring that the charitable company keeps accounting records that comply with Sections 386 and 387 of the Companios Act 2006 and preparing fina ncia I statements which give a true and fair view of the state of affairs of the charita ble company as at the end of each financial year and of its 5urplu5 or deficit for each financial year in accordance with the requirements of Sections 394 and 395 and which otherwise comply with the Ibl The notes form part of these financial statements Page 16 continued...
The Arts Emergency Servlce Balance Sheet - contlnued 30 June 2024 requlrements of the Com panles Att 20D6 relating to flnancla I statements, so far as applicable to the charitable company. The financial statements were approved by the Board of Trustees and authorised for issue on 1110312025 and were signed on its behalf bv,. Ms P K Mann- Trustee The notes form part of these financial statements Page 17
The Arts Emergency Service Cash Flow Statement for the Year Ended 30 June 2024 2024 2023 Notes Cash flows from operating activities Cash generated from operations Interest paid 123,4571 1701 77,821 Net cash lused inllprovided by operating activities 123,5271 77,821 Cash flows from investing activities Purchase of intangible f ixed assets Purchase of tangible fixed as5et5 Sale of tanglble flxed assets Interest received 14,6451 13,6301 650 46 14,644 Net cash used in Investing activities 17,5791 14,6441 Change in cash and cash equivalents in the reporting period Cash and cash equivalents at the beginning of the reporting period 131, 1061 73,177 430,351 357,174 Cash and cash equivalents at the end of the reporting period 399,245 430,351 The notes form part of these financial statements Page 18
The Arts Emergency Servlce Notes to the Cash Flow Statement for the Year Ended 30 June 2024 RECONCILIATION OF NET INCOME TO NET CASH FLOW FROM OPERATING ACTIVITIES 2024 2D23 Net Income for the reporting period las per the Statement of Financlal Actlvltles} Adjustments for: Depreciatlon charges Profit on disposal of fixed assets Interest received Interest paid Increase in debtors l Decreaselli ncrease in creditors 20,889 58,165 4,12g 11811 (461 70 133,5631 114,7551 3,201 19,6791 26,134 Net cash (used In}Iprovlded by operatlons 123,457 77,821 ANALYSIS OF CHANGES IN NET FUNDS At 1.7.23 Cash flow At 30.6.24 Net cash Cash at bank 430,351 13 1,1061 399,245 430,351 131,1061 399,245 Total 430,351 131,1061 399,245 The note5 form part of these financial statements Page 19
The Arts Emergency Service Notes to the Financial Statements for the Year Ended 30 June 2024 ACCOUNTING POLICIES Basis of preparing the financial statements The fina ncia I statements of the charitable company, which is a public benef it entity under FRS 102, have been prepared in accordance with the Charities SORP IFRS 1021 'Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities prepa ring their accounts i n accordance with the Financial Reporting Standard applicable in the U K and Republic of Ireland IFRS 102} leffective l Ja nuary 20191,, Financial Reporting Standard 102 'The Fina ncia l Reporting Standard applicable in the UK and Republic of I reland, and the Compa n ies Act 2006. The financial statements have been prepared u nder the historical cost convention. The presentation currency in the financial statements is the Pound Sterl ing 1£). Income All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received and the amount can be measured relia bly. The charity receives donations from rnembers of the public. These donations are deposited into the charity's bank account and are recognised when the funds are received, Grant income is recognised when the charity has entitlement to the funds, and any perforrrance conditions attached to the grants have been met. Expenditure Liabilities are recognised a5 expenditure as soon as there is a legal or construttlve obligation com mitting the charity to that expenditure, it is probable that a transfer of economic benefits will be requlred in settlement and the amount of the obllgation can be measured reliably. Expenditure is accounted for on an accruals basis and has been classified under headlngs that ag8regate all cost related to the category, Where costs cannot be dlrectly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources. Expenditure on charita ble activities include5 adm inistering mentorlng schemes and other projects associated with the charlty's aims. All support costs are allocated to expenditure on charitable activities, Tangible fixed assets Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life. Office equipment 25% on reducing balance Taxatlon The charity is exempt from corporation tax on its charitable activities. Fund accountlng U nrestricted funds can be used in accordance wlth the charitable objectives at the discretion of the trustees. Page 20 continued...
The Arts Emergency Servlce Notes to the Financial Statements- continued for the Year Ended 30 June 2024 ACCOUNTING POLICIES- continued Fund accounting Restricted funds can on Iv be used for particu lar restricted pu rposes wlthln the objects of the charity. Restrictions arise when specified by the donor or when funds are ralsed for particular restricted purposes. Further explanation of the nature and purpose of each fund is included in the notes to the f i nancial statements. Pension costs and other post-retirement benefits The charitable company contributes towards employee's deflned contrlbution pension schemes. Contributions paya ble to the pension scheTMes 8 re charged to the Statement of Financial Activities in the period to wh ich they relate. Going concern The trustees have reviewed the circumstances of The Art5 Emergency Service and consider that adequate resources continue to be available to fund the 8Ctivitie5 of the charity for the foreseeable future. As such, the trustees are of the view that the charity is a goi ng concern. Grants Government grants in respect of capital expenditure ar@ credited to a deferred income account and released to prof it over the expected useful lives of the relevant assets in equal annual instalments, Government grants of a revenue nature are credited to income so as to match them with the expenditure to which they relate. DONATIONS AND LEGACIES 2024 2023 Donatlons Gift ald Grants 463,992 69,323 319,609 530,870 59,402 200,139 852,924 790,411 Gra nts received, included In the a bove, are as follows: 2024 2023 Grants 319,609 200,139 Page 21 continued,,,
The Arts Emergency Service Notes to the Financial Statements - continued for the Year Ended 30 June 2024 OTHER TRADING ACTIVITIES 2024 2023 Other income received 11,663 INVESTMENT INCOME 2024 2023 Other interest received 46 CHARITABLE AcfiviTIES COSTS Dirert Costs (see note 61 Support costs (see note71 Totals Charitable activitie5 790,463 53,281 843,744 DIREcf COSTS OF CHARITABLE ACTIVITIES 2024 2023 Staff costs Rent and rates I nsurance Telephone Postage, stationery and printing of materials Staff training Subscrlptlons Office IT costs Travel DBS checks Event costs Consultancy Hospitality Recrultment costs Vouchers Donations Depreciation 607,612 23,752 504 2,530 14,088 11,368 1,862 5,717 23,404 21,653 1.065 6,805 43,455 1,632 17,981 2,906 482,156 21,730 2,427 2,514 17,171 4,308 987 3,231 45,501 16,236 936 21,903 31,934 3,174 38,505 1,020 59 3,201 4,129 790,463 696,993 Page 22 contlnued,.
The Arts Emergency Service Notes to the Financial Statements- contlnued for the Year Ended 30 June 2024 SUPPORT COSTS Governance cost5 Management Finance Totals CharStable attlvltles 70 12,713 40,498 53,281 Governance costs include £3,49012023'. £2,0001 In respect of the independent examination of these financial statements. NET INCOME/{EXPENDITURE) Net income/lexpenditurel is stated after cha rglng/{credltlngl'. 2024 2023 Depreciation - owned assets Surplus on disposal of f ixed assets Computer software amortisation 3,665 3,201 464 TRUSTEES, REMUNERATION AND BENEFITS There were no trustees, remuneratlon or other beneflts for the year ended 30 June 2024 nor for the year ended 30 June 2023. Trustees, expenses During the year, two12023: two) trustees recelved reimbursements of employment related expenses amounting to £2,89912023: £2,005). 10. STAFF COSTS 2024 2023 Wages and sala ries Social security cost5 Other pension costs 533,179 50,254 24,179 437,258 35,461 9,437 607,612 482,156 The average monthly number of employees during the year was as follows: 2024 18 2023 18 Charita ble activities and administration No employees recelved emoluments in exces5 of £60,000. Page 23 contlnued..
The Arts Emergency Servlce Notes to the Financial Statements- continued for the Year Ended 30 June 2024 11. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES Un restricted Restrlcted fund fu nds Total funds INCOME AND ENDOWMENTS FROM Donations and legacles 677,314 113,097 790,411 EXPENDITURE ON Charitable activities Charitable activities 648,213 84,033 732,246 NET INCOME Transfers between funds 29,101 11} 29,064 58,165 Net movement in funds 29,100 29,065 58,165 RECONCILIATION OF FUNDS Total funds brought fonmard 369,505 25,482 394,987 TOTAL FUNDS CARRIED FORWARD 398,605 54,547 453,152 12. INI'ANGIBLE FIXED ASSETS Computer software COST Additions 4,645 AMORTISATION Charge foryear 464 NET BOOK VALUE At 30 June 2024 4,181 At 30 June 2023 Page 24 continued...
The Arts Emergency Service Notes to the Flnanclal Statements- contlnued for the Year Ended 30 June 2024 13. TANGIBLE FIXED ASss Office equipment COST At l July 2023 Additions Disposals 19,640 3,630 {1,6821 At 30 June 2024 21,588 DEPRECIATION At l July 2023 Charge for year Eliminated on disposal 8,142 3,665 11,2131 At 30 June 2024 10,594 NET BOOKVALUE At 30 June 2024 10,994 At30June 2023 11,498 14. DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR 2024 2023 Trade debtors Other debtors Prepayments and accrued income 3,286 77,774 14,506 59,702 2,301 95,566 62.003 Page 25 continued..
The Arts Emergency Service Notes to the Financial Statements- continued for the Year Ended 30 June 2024 15. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR 2024 2023 Trade creditors Socia I security and other taxes Other creditors Accruals and deferred income 18,605 10,246 3,304 3,790 18,551 1,884 30,265 35,945 50,700 16. MOVEMENT IN FUNDS Net movement in fu nds Transfers between f u nds At 30.6.24 At 1.7.23 Unrestricted funds General fund 398,604 16,037 {3,2251 411,416 Restricted funds John Lyon's Charitv Westminster Foundation Sarah Chamberlain & Tom Curtis Dr Martens Foundation Youth Col lective The Portal Trust Charles S French Cha ritable Trust The Disch ma Charitable Trust Derek Hill Foundation Jerwood Arts The Jessica Mather5 Trust Noel Coward Foundation Awards for All 8,859 543 17,647 112,387 {5,9201 12,8201 11,5681 949 1,329 1,645 11,2151 141 638 6,015 9,402 17,647 12,387 5,920 2,382 25,000 438 1,568 25,000 949 1,329 1,645 1,215 638 6,015 54,548 4,852 3,225 62,625 TOTAL FUNDS 453,152 20,889 474,041 Page 26 continued,..
The Arts Emergency Service Notes to the Financial Statements - continued for the Year Ended 30 June 2024 16. MOVEMENT IN FUNDS - continued Net movement in funds, included in the above are as follows: Incoming resources Resources expended Movement In fu nds Unrestrlcted funds Genera I fund 706,067 1690,0301 16,037 Restrlcted funds John Lyon's Charlty Westminster Foundatlon Sarah Chamberlaln & Tom Curtis Dr Martens Foundatlon Youth Collectlve The Portal Trust Cha rles S French Charltable Trust The Dischma Charitable Trust Derek Hill Foundation Jerwood Arts The Jessica Mathers Trust Noel Coward Foundation Awards for All Tesco Stronger Sta rts 25,000 41,201 124,4571 123,5541 112,3871 15,920 110,2781 126,5681 11,051) 11,1711 13551 {3 1,7661 11,0041 12,7181 111,9851 15001 543 17,647 112,387) 15,9201 12,8201 {1,5681 949 1,329 1,645 {1,215) 141 638 6,015 7,458 25,000 2,LX)O 2,50Q 2,000 30,551 1,000 3,356 18,000 500 158,566 1153,7141 4,852 TOTAL FUNDS 864,633 1843,7441 20,889 Page 27 contlnued..
The Arts Emergency Service Notes to the Financial Statements . continued for the Year Ended 30 June 2024 16. MOVEMENT IN FUNDS- continued Comparatives for movement in funds Net movement in fu nds Transfers between funds At 30.6.23 At 1.7.22 Unrestricted funds General fund 369,505 29,100 iii 398,604 Restricted funds Postcode Lottery John Lyon's Charitv Westminster Foundation Sarah Chamberlain & Tom Curtis Dr Martens Foundation Youth Collective The Portal Trust 4,127 11,355 10,000 14, 1271 12,4961 iio,ooi} 12,387 5,920 2,382 25,000 8,859 12,387 5,920 2,382 25,000 25,482 29,065 54,548 TOTAL FUNDS 394,987 58,165 453,152 Comparative net movement in funds, included in the above are as follows: Incoming resources Resource5 expended Movement in funds Unrestricted funds General fund 677,314 1648,2141 29,100 Restricted funds Postcode Lottery John Lyon's Cha ritv Westminster Foundation Sarah Chamberlain & Tom Curtis Dr Martens Foundation Youth Collective The Portal Trust 14,1281 127,4961 iio,ooi} 132,688 19,7191 14,1271 12,4961 iio,ooii 12,387 5,920 2,382 25,000 25,000 45,075 15,639 2,382 25,000 113,097 184,0321 29,065 TOTAL FUND5 790,411 1732,2461 58,165 Page 28 continued,,.
The Arts Emergency Service Notes to the Financial Statements- continued for the Year Ended 30 June 2024 16. MOVEMENT IN FUNDS - contlnued P05tcode Lottery Postcode Lottery Irestricted fund} an amount of £18,406 was received in previous years from the Postcode Neighbourhood Trust, These funds were used to fund mentoring and opportunities for 50 young people from underrepresented groups in Merseyside for the Merseyside project. The Merseyside project commenced in September 2021, with all remaining funds spent in the year being on the emplDyees involved in the project. All funds allocated to this project have now been spent and therefore there are no fund5 for this project carried forward. John Lyon's Charity £25,CQO was received in January 2024. These funds were used towards the direct salary costs relating to our London Mentoring programme in thisfinancial year, Westminster Foundation £41,201 was received In October 2023. These funds were used to support young people in Westminster taking part In our Mentoring programme. Sarah Chamberlaln & Tom Curtis Sarah Chamberlain & Tom Curtis (restricted fund) £46,076 was received from Sarah Chamberlain and Tom Curtis in July 2022 to fund the costs of a new Fundraising Manager for Arts Emergency. The new Fundraising Manager wa5 appointed in August 2022 and funds in the year have been spent on thei r sa lary, trai ning, recruitment a nd IT costs. Dr Martens Foundation Dr Martens Foundation (restricted fund) - £15,639 was received from the Dr Martens Foundation in November 2022 to fund the Greater Manchester mentoring programme. The mentoring project is designed to provide opportunities and advice for young people to gain knowledge about the industry and a pathway into the arts. Funds in the year were spent on salaries, staff training, travel expenses, IT costs a nd pri nting. Youth Collective Youth Collective (restricted fund} £2,382 was received in donations in the previous year to fund the Youth Collective. The Youth Collective are the representatives of the young people in the Arts Emergency network, and funds will be used to provide training and support 50 that the team are able to develop their own advocacy, activism and community work, The Portal Trust £25,000 was received in June 2024, These funds will be used to fund a mentoring programme in London in 2025. No funds were spent in thi5 year and will be carried forward to the next financial year to fund the project. Charles S French Charitable Trust Charles S French Charitable Trust Irestricted fund} - £2,OQO was received in November 2023.This funding was used towards supporting young people in the London Borough of Hackney. Page 29 continued...
The Arts Emergency Service Notes to the Financlal Statements - contlnued for the Year Ended 30 June 2024 16. MOVEMENT IN FUNDS- ¢ontlnued The Dischma Charltable Tr14St The Dischma Charitable Trust Irestricted fund) - £2,500 was received in December 2023. These funds were used towards supportlng young people on our London-wide mentoring programme. Derek Hlll FoundatSon Derek Hill Fou ndation Ire5tricted fund) £2,000 was recelved In May 2024 towards the c05t of ou r London Mentoring programme.At the end of the financial year £1,644.98 of the fund remained which will fund the remainder of the project in the next f inanclal year, Jerwood Arts £30,552 was received In July 2023. These fund5 were used by Arts Emergency for research, consultatlon, and expert advice to take on board learnings from Weston Jerwood Creatlve Bursaries and explore the potentia I to bulld on Its legacv. The Jesslca Mathers Trust £1,000 was received in August 2023. These funds were used to fund places on our mentoring programme forfive young people in Deptford. Noel Coward Foundation £3,356 was received in November 2023. This funding was used towards supporting young people in Manchester taking part in our Mentoring programme in 2024, Tesco Stronger Starts £500 was received from the Tesco Stronger Starts scheme In May 2024. This was used toward the cost of our Merseyside Mentoring programme. Awards for All- Natlonal Lottery Community fund £18,000 was received in March 2024 to support young people in London living with a disability. We spent £11,369.66 i n th is financial year a nd will carry £6,015.34 into the next financial year to su pport the project. 17. RELATED PARTY DISCLOSURES The total amount of employee benefits Isalaryl received by key management personnel ICEOI was £51,00012023: £45,800). During the yea r donations were received from trustees totalling £1,882 12023: £1,280). There were no further related party transactions for the year ended 30 June 2024, PaEe 30 continued...
The Arts Emergency Service Notes to the Financial Statements - contlnued for the Year Ended 30 June 2024 18. COMPANY LIMITED BY GUARANTEE The company is limited by guarantee with the liability of its members limited to £10, beinE the amount each mem ber Is required to contribute towards a ny outstanding debt5 and liablllties u pon the wlnding up of the company. Page 31
The Arts Emergency Service Detailed Statement of Financial Activities for the Year Ended 30 June 2024 2024 2023 INCOME AND ENDOWMENTS Donatlons and legacles Donations Gift ald Grants 463,992 69,323 319,609 530,870 59,402 200,139 852,924 790,411 Other tradlng activltles Other income received 11,663 Investment income Other interest received 46 Total Incomlng resources 864,633 790,411 EXPENDITURE Charitable activities Wages Social security Superannuatlon Rent and rates Insu rance Telephone Postage, stationery and printlng of materials Staff trainlng Subscriptions Office IT costs Travel DBS ch@cks Event costs Consulta ncy Hospitality Recruitment costs Vouche Donations Computer software Carried fonnrard 533,179 50,254 24,179 23,752 504 2,530 14,088 11,368 1,862 5,717 23,404 21,653 1,055 6,805 43,455 1,632 17,981 2,906 437,258 35,461 9,437 21,730 2,427 2,514 17,171 4,308 987 3,231 45,501 16,236 936 21,903 31,934 3,174 38,505 1,020 59 464 786,798 693,792 This page does not form part of the statutory flnanclal statements Page 32
The Arts Emergency Servlce Detalled Statement of Flnanclal Actlvlties for the Year Ended 30 June 2024 2024 2023 Charltable activities Brought forward Office equipment 786,798 3,665 693,792 3,201 790,463 696,993 Support cost5 Management Bank interest 70 Finance Bank charges Loss on sale of tanglble fixed assets 12,894 11811 5,587 12,713 5,587 Governance costs Legal fees Governance 2,785 37,713 29,666 40,498 29,666 Total resources expended 843,744 732,246 Net Income 20,889 58,165 This page does not form part of the statutory financial statements P8ge 33