|||**Trustees' Annual Report**|**Trustees' Annual Report**|**Trustees' Annual Report**|**Trustees' Annual Report**|**Trustees' Annual Report**|**for theperiod**|**for theperiod**|**for theperiod**| |---|---|---|---|---|---|---|---|---|---| |||**From**|Period start date|||**To**|Period end date||| ||||**01**|**April**|**2022**||**31**|**March**|**2023**| ## Section A Reference and administration details **Charity name** Yiewsley & West Drayton Arts Council **Other names charity is known by** **Registered charity number (if any) 1173801** **Charity's principal address** Southlands Arts Centre 75 The Green West Drayton **Postcode UB7 7PW** ## **Names of the charity trustees who manage the charity** ||1
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20|**Trustee name**|**Office (if any)**|**Dates acted if not for whole**
**year**|**Name of person (or body) entitled**
**to appoint trustee (ifany)**| |---|---|---|---|---|---| |||Lakhvir Randhawa|DeputyChair||AGM| |||Alun Lewis|Trustee||AGM| |||Vincent Raven|Trustee|Resigned March 2023|AGM| |||Tom Wormold|Chair|Resigned November
2022|AGM| ||||||| ||||||| ||||||| ||||||| ||||||| ||||||| ||||||| ||||||| ||||||| ||||||| ||||||| ||||||| ||||||| ||||||| ||||||| ||||||| |||**Names of the trustees for the charity, if any, (for example, any custodian trustees)**|||| |||**Name**||**Dates acted if not for whole year**|| ||||||| ||||||| ||||||| March **2012** **TAR** 1 ## **Names and addresses of advisers (Optional information)** **Type of adviser Name Address Name of chief executive or names of senior staff members (Optional information)** ## **Section B Structure, governance and management** ## **Description of the charity’s trusts** The Charity is governed by it’s agreed constitution Type of governing document (eg. trust deed, constitution) Charitable incorporated organisation How the charity is constituted (eg. trust, association, company) Nominated and seconded, followed by election at AGM Trustee selection methods - (eg. appointed by, elected by) ## **Additional governance issues (Optional information)** You **may choose** to include additional information, where relevant, about: - policies and procedures adopted for the induction and training of trustees; - the charity’s organisational structure and any wider network with which the charity works; - relationship with any related parties; - trustees’ consideration of major risks and the system and procedures to manage them. ## **Section C Objectives and activities** **Summary of the objects of the charity set out in its governing document** TO PROMOTE, MAINTAIN AND ADVANCE PUBLIC EDUCATION IN SUCH CHARITABLE WAYS AS THE TRUSTEES SEE FIT INCLUDING THE ENGAGEMENT AND ENCOURAGEMENT OF ARTS AND CRAFTS INCLUDING VISUAL ARTS, PERFORMING ARTS, WRITTEN ARTS AND DESIGN ARTS. **Summary of the main** March **2012** **TAR** 2 **activities undertaken for the public benefit in relation to these objects (include within this section the statutory declaration that trustees have had regard to the guidance issued by the Charity Commission on public benefit)** ## Vision: To build an exceptional, accessible, creative community Mission:  To make Southlands Arts Centre one of London’s best arts centres  To ensure the provision of excellent artistic activities and events for our communities  To involve our March **2012** **TAR** 3 local community in provision and artistic development  To ensure our children’s development through education in the arts  To maximise the historic Southlands Arts Centre for creative wellbeing purposes Values:  Openness: we are willing to try new ventures; we are transparent in March **2012** **TAR** 4 our operations; we invite creative challenge  Respect: we work as a team; we respect all views and act in a collegiate and supportive manner  Inclusiveness: we promote access for all; we build strong relationships across partners and communities  Courage: we engage in smart risk-taking; we learn and adapt March **2012** **TAR** 5 ## through experience  Joy: we celebrate humanity | Stewardship: we| |---| |honour our legacy| |of cultural provision;| |we build| |upon the past to| |bring high quality| |local cultural| |activities to future| |generations| |**Vision:**| |To build an exceptional, accessible, creative community| |**Mission:**| |
To make Southlands Arts Centre one of London’s best| |arts centres| |
To ensure the provision of excellent artistic activities| |and events for our communities| |
To involve our local community in provision and artistic| |development| |
To ensure our children’s development through| |education in the arts| |
To maximise the historic Southlands Arts Centre for| |creative wellbeing purposes| March **2012** **TAR** 6 ## **Values:** - **Openness** : we are willing to try new ventures; we are - transparent in our operations; we invite creative challenge - **Respect** : we work as a team; we respect all views and - act in a collegiate and supportive manner - **Inclusiveness:** we promote access for all; we build - strong relationships across partners and communities - **Courage** : we engage in smart risk-taking; we learn - and adapt through experience - **Joy** : we celebrate humanity - **Stewardship:** we honour our legacy of cultural - provision; we build upon the past to bring high quality local cultural activities to future generations The Charity has three objectives to help it achieve its charitable aims and the vision for the charity, these are: - To facilitate learning, participation and advancement in arts and creative activity in the local community. - By offering opportunities for people from the local area and beyond to experience and exhibit art and creative activity through temporary public displays - By hosting community events which offer opportunities for local people to experience and participate in artistic and creative events in the local area at low cost ## **Additional details of objectives and activities (Optional information)** March **2012** **TAR** 7 You **may choose** to include further statements, where relevant, about: - policy on grantmaking; - policy programme related investment; - contribution made by volunteers. ## Section D Achievements and performance **Summary of the main achievements of the charity during the year** Through out this period, Y&WD Arts Centre has been re grouping following the pandemic. There have been continuing efforts to build on the re-opening of the centre and to bringing groups back into using the environment safely. A key challenge has been the decision of key Trustees and staff to resign. This has included the Chair and Centre Administrator. There have been successful efforts to recruit to a new administrator and they have supported a volunteer student, with a background in journalism, social media and comms. They are being supported to develop the charity’s online presence and reach to inform and raise awareness. To meet it’s governance requirements, Y&WD Arts Council recognized that further Trustees and development work was required. Southlands hosted an Open Day on 16 July 2022 to reach out to potential trustees with an informal gathering in the gardens, current trustees meeting potentially new ones to showcase Southlands Centre and the work of the charity In addition there was an Open Evening 9 February 2023, to hold open discussion on direction of the charity and recruit potential trustees This helped encourage a number of new potential Trustees to engage and to agree to support the Charity. Their contribution is already being recognized but will be reported in the following year’s annual return. A strategy meeting was convened by the trustees to discuss and agree way forward post Covid. The meeting recognized that access to the events and activities were impacted by COVID. This related to people's March **2012** **TAR** 8 Section D Achievements and performance willingness or ability to be socially active, and some groups reconsidering their presence due to ill-health or fewer participants. Discussions focused on developing the charities business model to recover lost revenue, re develop group engagement and make the most of the environment that would include more directly delivered activities, increasing footfall by attracting passers by, e.g. walkers, into the venue and seeing more of what was on offer. With the appointment of the new administrator, there has been a proactive drive to improve the interior space of the building and make sure it is a fit and safe venue. This has included updating a number of important utilities that had not been possible over previous years. However, this programme has had a significant impact on the Charitable funds, that has not been recovered through fundraising efforts. There has been a steady consolidation of the Groups, with 12 active groups running through the year. However a couple of key groups have sadly disbanded. Two of the main fund raising events for the year were able to go ahead. While the regular Southlands Live format did not proceed in early summer, a Southlands Summer festival was held in late summer. Unfortunately, this event coincided with the death of the Queen. After much deliberation, it was agreed that the event would proceed. Unfortunately, given the circumstances it was not as well attend as originally planned and did not generate the returns to stimulate the Charities finances. However, the event was well received by those who attended and enjoyed the opportunity to engage with local crafters and local bands and musicians. The Southlands Christmas market was able to successfully promote the centre to members of the local community and allow local groups to show case their artistic endeavours. The event generated significant footfall into the centre. There are a number of ‘fixtures’ in the Southlands calendar to promote the valuable courses and groups that run through the venue. These included a successful Arts Exhibition and a Photography Exhibition. These were accompanied by ad hoc events through the year, such as drama based activities around Halloween, readings of classics in December or one off talks, recitals or presentations. Several funding applications have been submitted to improve the appearance and safety of the building and wider grounds. This has been in response to a couple of incidents of vandalism. ## **Section E Financial review** This is covered within the Charities Constitution **Brief statement of the charity’s policy on reserves** March **2012** **TAR** 9 **Details of any funds materially in deficit** None ## **Further financial review details (Optional information)** You **may choose** to include additional information, where relevant about: - the charity’s principal sources of funds (including any fundraising); - how expenditure has supported the key objectives of the charity; - investment policy and objectives including any ethical investment policy adopted. ## **Section F Other optional information** ## **Section G Declaration** **The trustees declare that they have approved the trustees’ report above.** **Signed on behalf of the charity’s trustees** |**Signature(s)**
**Full name(s)**
**Position (eg Secretary, Chair,**
**etc)**
**Date**|||| |---|---|---|---| ||Lakhvir Randhawa|Alun Lewis|| ||Deputy Chair|Trustee|| ||30/01/2024||| March **2012** **TAR** 10