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||
|**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)**||
|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.|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)**||
|You**may choose**to 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)**||
|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.|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)**||
|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.|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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