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.
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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.
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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
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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
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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.
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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.
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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,
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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.
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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.
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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.
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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
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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.
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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 ASs￿s
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