Keighley Youth Theatre Trustees’ Annual Report 01/01/2024 - 31/12/2024
| Section A | Section A | Section A | Reference and administration details | Reference and administration details |
|---|---|---|---|---|
| Charity name | KeighleyYouth Theatre | |||
| Other names charity is known by | KYDZ | |||
| Registered charity number(if any) | 1187137 | |||
| Charity’s principal address | Oakworth Methodist Church Lidget KEIGHLEY BD22 7HN |
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| Names of the charity trustees who manage the charity | ||||
| Trustee name | Office (if any) | Dates acted if not for the wholeyear |
Name of person (or body) entitled to appoint trustee(if any) |
|
| David Knights | Artistic Director(Chair) | |||
| Robert Green | Finance & Compliance Director |
|||
| Bethany Green | Strategy & SustainabilityDirector |
|||
| Severina Ledgard |
Director (without portfolio) |
|||
| Matthew Stewart |
Secretary | |||
| Names of the trustees for the charity, if any, (for example, any custodian trustees) | ||||
| Trustee name | Dates acted if not for the wholeyear | |||
| N/A | N/A | |||
| Names and addresses of advisers(Optional information) | ||||
| Type of Advisor | Name | Address | ||
| N/A | N/A | N/A | ||
| Name of chief executive or names of senior staff members(Optional information) | ||||
| N/A | ||||
| Section B | Structure, governance and management |
| Type ofgoverning document | Constitution |
|---|---|
| How the charity is constituted | Charitable Incorporated Organisation |
| Trustee selection methods | Elected bytrustees |
| Additionalgovernance issues(Optional information) | |
| Youmay chooseto 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. |
Sustaining a team of DBS-checked parent helpers for productions and rehearsals, including registered chaperones, has become difficult for several reasons, including unwillingness of parents to volunteer, and an unduly onerous registration procedure with the relevant Local Authorities. Our safeguarding policy has been updated. Behaviour management practices have been updated to reflect modern research-led "positive framing" used in schools. We continue to have close links with the National Operatic and Dramatic Association (NODA), an umbrella body for theatre groups. We see a massive return on modest annual fees, eg: cheaper insurance, specialist advice and information, networking, and training. We have links with other local groups to share costumes, props and technical equipment; undertake joint activities (eg drama workshops and performances ); and enable members to perform with both ourselves and other theatre groups. Training funded by KYDZ and NODA has enabled KYDZ leaders to provide workshop, skills training and support to other local theatregroups. |
| Section C | Objectives and activities |
|---|---|
| Summary of the objects of the charity set out in its governing document |
The objects of the CIO are to: ● (1) To educate the public in the theatrical arts, and to assist the development, appreciation and taste in said arts. ● (2) To advance the education of children and young people in the local area in the craft and technique of theatre production and staging. ● (3) To assist and further such charitable institutions and charitable purposes as the Committee and/or Board shall from time to time determine. |
| Summary of the main 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) |
We staged three productions in 2024: Teenage Dreams: school-set drama which explored issues affecting children growing through adolescence. This allowed a leader to develop her directing skills. Concert: annual concert allows all members to shine as individuals as well as bringing together existing and new members. Rebel Girls: comedy-adventure designed to be 'lighter' in order to attract new audiences, while exploring themes including female empowerment. Singingsessions: weeklyonlinegroups to build skills and confidence. |
| Additionalgovernance issues(Optional information) | |
| Youmay chooseto include further statements, where relevant, about: |
The contribution of volunteers to the CIO is significant and wide-ranging, covering: day-to-day management of the charity; strategy and ongoing sustainability planningto ensure future viability;runningthe regular |
drama/singing sessions with the young people; additional support from ● policy on grantmaking; parents during stage productions. ● policy programme related Continued investment in training a leader as a vocal coach has improved investment; stage performances as well as building members' confidence. ● contribution made by volunteers.
| Section D | Achievements andperformance |
|---|---|
| • Summary of the main achievements of the charity during the year |
• Providing emotional and practical support for the young people and their families (including peer-support). • Strengthening and broadening abilities of the leadership team across the range of theatrical and childcare roles by sharing or taking turns with tasks. • Attracting an increasing number of members with different/additional needs (eg autism, ADHD, social anxiety) through word of mouth, and providing a safe, nurturing and educational space for them. Some of these children have previously not coped or been made welcome in other theatre groups. We helped them avoid becoming overwhelmed during Show Week - a time that can be stressful for any child - providing a life-changing experiences. Our leaders have continued building knowledge and experience supporting children with additional needs. • Continuing to improve singing, both in performance and as a tool to develop children's confidence and welfare. Singing tuition is seen as a long-term strategy: teaching healthy vocal technique, gradually building confidence, and allowing every child to sing a solo in public each year. • Continuing to encourage our young members in wider theatrical activities, specifically writing and choreography. They have been involved in decision making over some creative decisions. We also provided opportunities for a pre-teen - who wants to become a professional stage makeup artist - to gain practical experience. • Strengthened safeguarding through: a comprehensive update of our Safeguarding and Child Protection Policy, retraining all leaders, and appointing a dedicated board member to ensure compliance with all safeguardingduties. |
| Section E | Financial review |
|---|---|
| Brief statement of the charity’s policy on reserves |
The Charity holds reserves in order to protect the medium-term viability of the Charity in the event of a total loss of income. Spending of surplus reserves on necessary upgrading of resources, especially technical equipment and costumes is undertaken periodically. In 2024 we replaced two of our most aged intelligent lighting fixtures that provide essential cover for spotlighting and special effects. The new fixtures offer improved features over their predecessors, including beam zoom which enables greater creative flexibility in our restricted performance space, as well as being LED and subsequently significantly more energy efficient than the previous model, increasing our sustainability and lowering our carbon footprint. |
Details of any funds materially in The Charity has no deficit. deficit
| Details of any funds materially in deficit |
The Charity has no deficit. |
|---|---|
| Further financial review details(Optional information) | |
| Youmay chooseto 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. |
Our fundraising income streams have been limited in 2024, mainly due to a significant resource challenge within our small volunteer team. As a result of this, show income through ticket sales and refreshments, alongside subscription fee charges have been our primary source of income this year. Acting Membership subscription fees are set low to support inclusion; however, we must ensure that subs cover core running costs such as venue hire and insurance. We continued to freeze our membership fees at £10/month in 2024 – the fourth year running. |
| Section F | Other optional information |
| Details of any funds materially in deficit |
The Charity has no deficit. |
|---|---|
| Further financial review details(Optional information) | |
| Youmay chooseto 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. |
Our fundraising income streams have been limited in 2024, mainly due to a significant resource challenge within our small volunteer team. As a result of this, show income through ticket sales and refreshments, alongside subscription fee charges have been our primary source of income this year. Acting Membership subscription fees are set low to support inclusion; however, we must ensure that subs cover core running costs such as venue hire and insurance. We continued to freeze our membership fees at £10/month in 2024 – the fourth year running. |
| 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) ** | David Knights | Robert Green |
| Position | Artistic Director(Chair) | Finance & Compliance Director |
| Date | 29/10/2025 | 29/10/2025 |
Profit & Loss
Keighley Youth Theatre
Accounting Year 2024/24
| Debit | Credit | |
|---|---|---|
| Turnover | 5,873 | |
| Sales | 5 | |
| Main Show - July | 832 | |
| March Show | 1,015 | |
| October Concert | 920 | |
| Subscription Fees | 2,815 | |
| Galas | 2 | |
| Uniform | 285 | |
| add Other Income | 849 | |
| Grant Income | 849 | |
| Gross Profit | 6,722 | |
| less Administration Expenses | 6,953 | |
| Costumes | 413 | |
| Uniforms | 901 | |
| Props | 51 | |
| Backing Tracks | 57 | |
| Lighting Capital | 1,936 | |
| A/V Capital | 374 | |
| Reward, Recognition, Recruitment & Retention | 314 | |
| Health & Welfare | 46 | |
| Rent | 2,155 | |
| Printing | 128 | |
| Sundries | -53 | |
| Accommodation and Meals | 2 | |
| Advertising and Promotion | 61 | |
| Legal and Professional Fees | 108 | |
| Accountancy Fees | 200 | |
| Bank/Finance Charges | 261 | |
| less Staff Costs | 1,241 | |
| Staff Training | 1,241 | |
| less Depreciation | 16 | |
| Depreciation Charge | 16 |
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| Operating Profit | -£1,488 |
|---|---|
| less Drawings | £0 |
| less Profit & Loss journal entries | £0 |
| Retained Profit this period: | -£1,488 |
| Retained Profit brought forward: | -£2,713 |
| Distributable Reserves / Retained Profit carried forward: | -£4,201 |
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