## DECKA CREATIVE YORKSHIRE (DECKACY)
**Report and Financial Statements for the Year Ended 31 March 2021**
**Charity number 1153656**
DECKA CREATIVE YORKSHIRE (DECKACY)
## **Financial Statements For the Year Ended 31 March 2021**
## **Contents**
Legal and Administrative Information
Report of the Management Committee
Statement of Financial Activities
Balance Sheet
Notes forming part of the financial statements
## **DECKA Creative Yorkshire (DECKACY) Report of the Management Committee for the year ended 31 March 2021**
The Management Committee presents its directors’ report and unaudited financial statements for the year ended 31 March 2021.
## **Reference and Administrative Information**
Charity Name: DECKA Creative Yorkshire (DECKACY) Charity registration number: 1153656 Registered Office and operational address: CIDA CO, Munro House, Duke Street Leeds. LS9 8AG **Management Committee** Mr George Matheson Chair Ms Meirul Din Trustee/Treasurer
**Bankers -** Santander Bank, 9-11 King St, Huddersfield HD1 2ER
## **Our Aims and objectives**
## Purposes and Aims
Our charity’s purposes as set out in the objects contained in the governing document of the association are to:
- x Promotion, nurture & support of high standards among BAME artists & creative practitioners in all branches of the creative arts, enabling them to secure employment across the spectrum of existing & new, mainstream & fringe opportunities. Creative enterprise training
- x 1:1 mentoring; showcases; building relationships with mainstream organisations to facilitate BAME practitioner participation
## Ensuring our work delivers our aims
We review our aims, objectives and activities each year. This review looks at what we achieved and the outcomes of our work in the previous 12 months. The review looks at the success of each key activity and the benefits they have brought to those groups of people we are set up to help. The review also helps us ensure our aim, objectives and activities remained focused on our stated purposes. We have referred to the guidance contained in the Charity Commission’s general guidance on public benefit when reviewing our aim and objectives and in planning our future activities. In particular, the trustees consider how planned activities will contribute to the aims and objectives they have set.
## The focus of our work
Our main objectives for the year continued to be the promotion, nurturing & support of high standards among BAME creative practitioners in all branches of the Creative Arts sectors:
- Promotion of Creative Arts events, Exhibitions and Showcases
- Nurture & support of high standards among BAME artists & creative practitioners in all branches of the creative art sectors,
- Enabling creative Arts practitioners to secure employment across the spectrum of existing, new, mainstream & fringe opportunities.
- Creative enterprise training;
- Providing 1:1 mentoring;
- Building relationships with mainstream organisations to facilitate BAME practitioner participation
## **How our activities deliver public benefit**
Our main activities and who we try to help are described below. All our charitable activities focus on the promotion, nurturing & support of high standards among BAME creative practitioners and are undertaken to further our charitable purposes for the public benefit.
## Who used and benefited from our services?
Our objects and funding limit the services we provide to those resident in: Barnsley Doncaster Rotherham Sheffield City Bradford City Kirklees Leeds City North Yorkshire East Riding of Yorkshire City of York.
All our services are provided free to our clients. Equal access to our services is an important issue for us.
The main areas of charitable activity are the provision of advocacy, advice and information; open space; and acting as an umbrella or regional resource body. These activities and the achievements that flow from our work are described below.
## Advocacy, Advice and Information
Due to funding restrictions not much was carried out in this financial year, however we hope the situation improves in the coming year to enable us undertake this important activities of the organisation.
## Open Space
The open space work of the charity provides support to creative practitioners to showcase their work to the general public. At the beginning of the year, we had set a target to showcase various works in each of the target areas but unfortunately due to funding restrictions we could carry these activities.
## **Financial Review**
Against the backdrop of limited resources and insecurities over funding, it has continued to be difficult to plan or develop services. Unfortunately the organisation has still not been successful in securing any funding in this financial year and also due to the Covid-19 pandemic hence no activities were carried out besides the usual trustee meetings.
## **Plans for Future Periods**
The charity plans continuing with the funding applications in the forthcoming years. Plans are also being developed to work on a number of schemes with local arts agencies on collaborative ventures which it is hoped will lead to long-term partnership work.
The charity will also continue to explore possible collaboration and co-hosting of activities with the Bradford based Arts agency; Kala Sangam and Bartley based Kirklees Film Makers Alliance.
## **Structure, Governance and Management**
## Governing Document
DECKA Creative Yorkshire (DECKACY) was incorporated as a charitable incorporated organisation in September 2013.
## Recruitment and Appointment of Management Committee
The management committee members of the organisation are also charity trustees for the purposes of charity law. Under the requirements of the Governing document the members of the Management Committee are elected to serve for a period of three years after which they must be re-elected at the next Annual General Meeting.
All member of the Management Committee give their time voluntarily and received no benefits from the charity.
Due to the nature of drug abuse much of the charity’s work inevitably focuses upon young people. The Management Committee seeks to ensure that the needs of this group are appropriately reflected through the diversity of the trustee body. To enhance the potential pool of trustees, the charity has, through selective advertising in the Big Issue and networking with local medical practitioners, sought to identify rehabilitated drug addicts who would be willing to become members of the centre and use their own experience to assist the charity.
The more traditional business and medical skills are well represented on the Management Committee. In an effort to maintain this broad skill mix, members of the Management Committee are requested to provide a list of their skills (and update it each year) and in the event of particular skills being lost due to retirements, individuals are approached to offer themselves for election to the Management Committee.
## Trustee Induction and Training
Most trustees are already familiar with the practical work of the charity. Additionally, new trustees are invited and encouraged to attend a series of short training sessions (of no more than an hour) to familiarise themselves with the charity and the context within which it operates. These are jointly led by the Chair of the Management Committee and cover:
- The obligations of Management Committee members.
- The main documents which set out the operational framework for the charity including the governing document.
- Resourcing and the current financial position as set out in the latest published accounts.
- Future plans and objectives.
A Question & Answer pack has also been prepared drawing information from the various Charity Commission publications signposted through the Commission’s guide “the Essential Trustee” as a follow up to these sessions. This is distributed to all new trustees along with the Governing document and the latest financial statements.
## Risk Management
The Management Committee has conducted a review of the major risks to which the charity is exposed. A risk register has been established and is updated at least annually. Where appropriate, systems or procedures have been established to mitigate the risks the charity faces. Significant external risks to funding have led to the development of a strategic plan which will allow for the diversification of funding and activities. Internal control risks are minimised by the implementation of procedures for authorisation of all transactions and projects. Procedures are in place to ensure compliance with health and safety of staff, volunteers, clients and visitors to the charity. These procedures are periodically reviewed to ensure that they continue to meet the needs of the charity.
## Organisational Structure
DECKA Creative Yorkshire (DECKACY) has a Management Committee of 8 members who meet quarterly and are responsible for the strategic direction and policy of the charity. At present the Committee has four members from a variety of professional backgrounds relevant to the work of the charity.
## **Responsibilities of the Management Committee**
Company law requires the Management Committee to prepare financial statements for each financial year which give a true and fair view of the state of the affairs of the charitable company as at the balance sheet date and of its incoming resources and application of resources, including income and expenditure, for the financial year. In preparing those financial statements, the management committee should follow best practice and:
- select suitable accounting policies and then apply them consistently;
- make judgements and estimates that are reasonable and prudent; and
- prepare the financial statements on the going concern basis unless it is not appropriate to assume that the company will continue on that basis.
The Management Committee is responsible for maintaining proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to enable them to ensure that the financial statements comply with the Companies Act 1985. The Management Committee is also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
## Members of the Management Committee
Members of the Management Committee, who are trustees for the purpose of charity law, who served during the year and up to the date of this report are set out on page 3.
Approved by the Management Committee on 15th January 2022 and signed on its behalf by:
## GeorgeM Matheson
## **Mr George Matheson (Chairman)**
## **DECKA Creative Yorkshire (DECKACY) Statement of Financial Activities (including Income & Expenditure Account) for the Year ended 31 March 2021**
|**Notes**
**Incoming resources**
**Incoming resources from**
**generated funds:**
_Voluntary income:_
Donations and grants
b
**Activities for generating funds:**
**Investment income**
**Incoming resources from**
**charitable activities:**
b
Grants & contracts
**Total incoming resources**
**Resources expended**
**Costs of generating funds**
Costs of generating voluntary
c
income
Fundraising trading: cost of goods
c
sold and other costs
**Charitable activities**
c
**Governance costs**
c
**Total resources expended**
**Net income for the year. (Net**
**incoming resources before other**
**recognised gains)**
**Other recognised gains**
Gain on revaluation of investments
**Net movement in funds**
**Reconciliation of funds**
Total funds brought forward
**Total funds carried forward**|**Unrestricted**
**Restricted**
**Total**
**Total**
**Funds**
**Funds**
**Funds**
**Funds**
**2020**
**2020**
**2021**
**2021**
£
£
£
£
0
0
0
0
0
0
0
0
0
0
0
0|
|---|---|
||0
0
0
0|
||0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0|
||0
0
0
0|
||0
0
0
0
0
0
0
0|
||0
0
0
0
0
0
0
0|
||0
0
0
0|
**The statement of financial activities includes all gains and losses in the year. All incoming resources and resources expended derive from continuing activities.**
## **DECKA Creative Yorkshire (DECKACY)**
## **Balance Sheet as at 31 March 2021**
|**Fixed Assets**
Notes
Tangible assets
d
Investments
**Current Assets**
Stock
Debtors
Cash at bank and in hand
Creditors: amounts falling
due within one year
**Net Current Assets**
**Net Assets**
**Unrestricted funds**
Designated funds
Revaluation funds
General funds
**Restricted funds**
**Total Funds**|**2020**
**£**
**£**
0
0
**0**
0
0
0
0
0
**0**
**0**
0
0
0
0
0
**0**|**2021**
**£**
0
0|
|---|---|---|
|||**0**|
|||0
0
0|
||0
0|0
0|
||0
0
0|**0**|
||||
|||**0**|
|||-
0
0|
|||0|
|||0|
||||
|||**0**|
These accounts are prepared in accordance with the special provisions of Part VII of the Companies Act 1985 relating to small entities.
Approved by the management committee on 15th January 2022 and signed on its behalf by:
Ms Meirul Din - Treasurer
## **Notes forming part of the Financial Statements for the year ended 31 March 2021**
## **1. Accounting Policies**
The principal accounting policies are summarised below. The accounting policies have been applied consistently throughout the year and in the preceding year.
## **(a) Basis of accounting**
The financial statements have been prepared under the historical cost convention, as modified by the inclusion of fixed asset investments at market value, and in accordance with the Companies Act 1985 and the Statement of Recommended Practice: Accounting and Reporting by Charities issued in March 2005.
## (b)
## **Fund accounting**
- Unrestricted funds are available for use at the discretion of the trustees in furtherance of the general objectives of the charity. Unrestricted funds include a revaluation reserve representing the restatement of investment assets at market values.
- Designated funds are unrestricted funds earmarked by the Management Committee for particular purposes.
- Restricted funds are subjected to restrictions on their expenditure imposed by the donor or through the terms of an appeal.
## **(b)**
## **Incoming resources**
All incoming resources are included in the statement of financial activities when the charity is entitled to, and virtually certain to receive, the income and the amount can be quantified with reasonable accuracy. The following policies are applied to particular categories of income:
- Voluntary income is received by way of grants, donations and gifts and is included in full in the Statement of Financial Activities when receivable. Grants, where entitlement is not conditional on the delivery of a specific performance by the charity, are recognised when the charity becomes unconditionally entitled to the grant.
- Donated services and facilities are included at the value to the charity where this of can be quantified. The value services provided by volunteers has not been included in these accounts.
- Investment income is included when receivable.
- Incoming resources from grants, where related to performance and specific deliverables, are accounted for as the charity earns the right to consideration by its performance.
## **(c)**
## **Resources expended**
Expenditure is recognised on an accrual basis as a liability is incurred. Expenditure includes any VAT which cannot be fully recovered, and is reported as part of the expenditure to which it relates:
- Costs of generating funds comprise the costs associated with attracting voluntary income and the costs of trading for fundraising purposes including the charity’s shop.
- Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them.
- Governance costs include those costs associated with meeting the constitutional and statutory requirements of the charity and include the audit fees and costs linked to the strategic management of the charity.
- All costs are allocated between the expenditure categories of the SOFA on a basis designed to reflect the use of the resource. Costs relating to a particular activity are allocated directly, others are apportioned on an appropriate basis e.g. floor areas, per capita or estimated usage as set out in Note 4.
## **(d) Fixed assets**
Fixed assets (excluding investments) are stated at cost less accumulated depreciation. The costs of minor additions or those costing below £1,000 are not capitalised. Depreciation is provided at rates calculated to write off the cost of each asset over its expected useful life, which in all cases is estimated at 4 years. Impairment reviews are carried out as and when evidence comes to light that that the recoverable amount of a functional fixed asset is below its net book value due to damage, obsolescence or other relevant factors.
Investments held as fixed assets are revalue at mid-market value at the balance sheet date and the gain or loss taken to the Statement of Financial Activities.
## **2. Trustee Remuneration & Related Party Transactions**
No members of the management committee received any remuneration during the year.
No trustee or other person related to the charity had any personal interest in any contract or transaction entered into by the charity during the year (2016 – Nil).