## Keighley Youth Theatre
01/01/2025 - 31/12/2025
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Section A Reference and administration details
Charity name Keighley Youth Theatre
Other names charity is known by KYDZ
Registered charity number (if any) 1187137
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 Name of person (or body) entitled
whole year to appoint trustee (if any)
David Knights Artistic Director (Chair)
Robert Green Finance & Compliance
Director
Bethany Strategy &
Green Sustainability Director
Severina Director (without
Ledgard portfolio)
Matthew Secretary
Stewart
Names of the trustees for the charity, if any, (for example, any custodian trustees)
Trustee name Dates acted if not for the whole year
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
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|**Section B**
**Structure, governance and management**|**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;
structure and any wider
network with which the charity
works;
relationship with any related
parties;
risks and the system and
procedures to manage them.|Sustaining a team of DBS-checked parent helpers for productions and
rehearsals, including registered chaperones, continues to be difficult for
several reasons, including unwillingness of parents to volunteer, and an
unduly onerous registration procedure with the relevant Local Authorities.
Our safeguarding and child protection policy has been updated.
Assigning a trustee responsibility for safeguarding at Board level on the board
has strengthened our safeguarding measures, including oversight of existing
policy and practice, identification of gaps, and close liaison with our
Designated Safeguarding Lead and Designated Safeguarding Officer.
reflect modern research-led "positive framing" used in schools: this strategy
will soon be incorporated in an updated behaviour policy.
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 without cost to us; 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 2025, including two full-length musicals
intended to be audience-friendly and therefore sell more tickets.
Newsflash! (What A Feeling): comedy set in a school with two rival
newspaper teams.
Globetrotters: comedy-adventure designed to build the young people into
an ensemble and improve their on-stage skills, following a large influx of
new members.|
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Concert: annual concert allowing all members to shine as individuals and as
a group. Older members were enabled to devise a play reflecting matters in
their own lives, and chose to highlight LGBTQ+ issues in a light-hearted way.
Singing sessions: weekly online groups to build skills and confidence.
Additional governance issues (Optional information)
You may choose to include further The contribution of volunteers to the CIO is significant and wide-ranging,
statements, where relevant, about: covering: leadership team who work directly with the children; day-to-day
management of the charity; strategy and ongoing sustainability planning to
policy on grantmaking;
ensure future viability; running the regular drama/singing sessions with the
policy programme related young people; additional support from parents during stage productions.
investment;
contribution made by
volunteers.
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Section D Achievements and performance
Summary of the main Providing emotional and practical support for the young people
achievements of the charity and their families (including peer-support).
during the year Following Covid-19, group cohesion between young members
splintered into separate age-related groups. Following turnover
of about a third of members in late 2024-early 2025, targeted
measures were taken to increase group cohesion including:
NODA training in Ensemble Theatre, modernisation of our
behaviour management practices, a summer show built around
ensemble, and games/activities designed to bond members.
Strengthening and broadening abilities of the leadership team
across the range of theatrical and childcare roles.
Providing a safe, nurturing and educational space for members
with different/additional needs (eg autism, ADHD, social
anxiety). Some of these children have previously not coped or
been made welcome in other theatre groups. Our leaders have
continued building knowledge and experience supporting
children with additional needs both in their personal time or
through Continuing Professional Development at work.
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.
We continue to support a local teenager who wants to become
a professional stage makeup artist, by giving her practical
experience on our shows.
Strengthened safeguarding through the appointment of a
dedicated board member to ensure compliance with all
safeguarding duties (see Additional Governance Issues, above).
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|**Section E**|**Financial review**|
|---|---|
|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,
especiallytechnical equipment and costumes is undertakenperiodically.|
Details of any funds materially in The Charity has no deficit. deficit
|**Further financial review details(Optional information)**|**Further financial review details(Optional information)**|
|---|---|
|You**may choose**to include
additional information, where
relevant about:
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.|In 2025 we made investments into our technology at the start and end of
the financial year. The latter investment was a 50/50 funding share with
Oakworth Methodist Church, as part of our long-term relationship and
community ethos. After some delivery challenges, the latter investment was
significantly reduced to £553, making our total investment in 2025 £1.3k for
technology.
We also spent £1.2k on our productions, in particular in the purchase of
costumes and props etc.
Our biggest source of income continues to be subscription fees, earning £4k
in 2025, which is significantly up on the previous year.|
**Section F Other optional information**
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Section G Declaration
Signature(s)
Full name(s) David Knights Robert Green
Position Artistic Director (Chair) Finance & Compliance Director
Date
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## **Profit & Loss**
## Keighley Youth Theatre
Accounting Year 2025/25
||**Debit**|**Credit**|
|---|---|---|
|**Turnover**||**7,146**|
|Sales||6|
|Main Show - July||921|
|March Show||1,016|
|October Concert||725|
|Subscription Fees||4,050|
|Galas||194|
|Uniform||234|
|**_add_ Other Income**||**1**|
|Grant Income||1|
|**Gross Profit**||**7,147**|
|**_less_ Administration Expenses**|**5,598**||
|Costumes|427||
|Uniforms|583||
|Props|151||
|Backing Tracks|72||
|Lighting Capital|1,312||
|NODA Medals|99||
|Reward, Recognition, Recruitment & Retention|262||
|Rent|2,050||
|Office Equipment|104||
|Other Computer Costs|9||
|Printing|113||
|Stationery|17||
|Accommodation and Meals|28||
|Legal and Professional Fees|110||
|Bank/Finance Charges|261||
|**_less_ Staff Costs**|**375**||
|Staff Training|375||
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|**_less_ Tax-Disallowable Admin Expenses**||**10**||
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||Charitable Donations|10||
|**_less_ Depreciation**||**97**||
||Depreciation Charge|97||
|**Operating Profit**|||**£1,067**|
|_less_ **Drawings**|||**£0**|
|_less_ **Profit & Loss journal entries**|||**£0**|
|**Retained Profit this period:**|||**£1,067**|
|**Retained Profit brought forward:**|||**-£4,201**|
|**Distributable Reserves / Retained Profit carried forward:**|||**-£3,134**|
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