Charity reglstration numl)er NIC103347
BEAT CARNIVAL
ANNUAL REPORT AND FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2024

BEAT CARNIVAL
LEGAL AND ADMINISTRATIVE INFORMATION
Trustees
Stefanie Campbell
Lucy Dougan
Frank Galbraith
Oswyn Paulin
(Appointed 14August 2023)
Charity number
NIC103347
Company number
N102TT89
Regl8t#r•d offlce
11-47 Boyd Street
Belfast
BT13 2GU
Auditor
Harbinson Mulholland
Centrepoint
24 Ormeau Avenue
Belfast
Co. Antrim
Northern Ireland
BT2 8HS
Bankorn
Ulster Bank Limited
Arches Retail Park
Belfast
BT5 4GA

BEAT CARNIVAL
CONTENTS
Page
Trusta8s' report
Indépéndent audltorf8 report
12-15
Statement of financial activltles
18-17
Balance 8heet
18
statement of cash flows
19
Not88 to the financial stst8ments
20-30

BEAT CARNIVAL
TRUSTEES. REPORT
FOR THE YEAR ENDED 31 MARCH 2024
The trustees present their annual report and financial ststements for the year ended 31 March 2024.
The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the
financial statem8nts and comply with the charity's Igoveming documenti, Ihe Charities Act 2011 and "Accounting
and Reporting by Charities.. Statement of Recommended Practice applicable to charities preparing their accounts in
accordan￿ with the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS 102)"
(effective 1 January 2019).
ObJectlve8 and actlvltle8
WHAT THE ORGANISATION Does
Beat Camiv81 is Northern Ireland's foremost and long-standing Carnival Arts company, We create carnival parades
and outdoor art5 performances. The first city-centre parades were in 1995. We encourage our city of Belfast and
communities across the country to think big about celebrating creative, community life in ways that are ambitious
and welcoming to all. Beat's specialisrn5 include carnival arts of drumming, dance, making (floats, puppets. props,
costume), music. street theatre perforrnance, children's arts and crafts. There is no other carnival arts organisation
of the scale, activity, history or influence in Northem Ireland. Beat Camival has introduced many of the artform
techniques and trained many of the artists now working across the country.
We provide participation and training pregrammes and have extensive experience of work with community
organisalions. People gain new skills, connections and individu81 support at weekly 8Ctivity programrnes in Beat
Carnival Centre and through extensive outreach. Carnival arts bring new sources of creativity to Northern Ireland'5
traditional experience of cultural parades and slreet music. Camival arts, outdoors in public spaces with people frorn
diverse backgrounds, are experienced in ways that are culturally inclusive. The organisation's involvement in 8 wide
range of networks, locally and internationally, increases diversity of relationships and shared benefits. Beat
Carnival's activity is provided free of charge to participants and audience so that barriers to aC￿sS and engagement
are as low as possible. Ease of access is one of the ways that the activity increases equality of opportunity.
Beal Camival Centre wilh its programme of arts creation. education, training, community outreach and events
production, provides a focal point for anyone interested in the development of camival arts. Artists design, create,
rehearse, teach and train al the Centre. The Carnival Centre's work makes a special contribution to festivals,
community celebrations and civic events. Importantly, the premises and it5 activity provide an accessible, supportive
and 'safe space,, particularly for young people. Participants at Beat's weekly programme of open-access workshops
range in age from four to over 65 years. Six or seven evening sessions operate each week at the Centre. Public
audience at Beat's free events gain enjoyment and an increased sense of community pride and connection. In
2023-2024 Beat Carnival provided 1,Q78 benefit adivits'es (workshops, artist sessions, events) for 140,510
beneficiaries.
VISION, MISSION STATEMENT AND VALUE BASE
Vlsion
The vision for Beat Carnival's work with artists, their audiences, the community, Individual participants and young
people is of a=
"brant, colourful, cr8ative and welcoming society..
Beat Camival will aim to achieve this through their organisational vision of being..
Yhe leaders in excellence of C8mival artfonns..
Mission
The Beat Carnival's mission statement is to..
"Make accessible and spectacular C8miv81, le8wng a leg8cy of creative sknlls, collaboration, participation and
celebration"

BEAT CARNIVAL
TRUSTEES. REPORT (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2024
Values
Beat Camival operates to a set of core values.
Inclusive= Carnival is for everyone. Carnival activities ￿lebrate diverse cultures and a common humaniiy With
as few barriers to participation as possible.
Quality.. There is an aim for excellence in everything Beat CarnNal doès.
Innovative: Beat Carnival will strive to take forward the camival artfom). creating new ideas and approaches.
The skills and knowledge of Ioc81 artists and camival participants progressively increase through training and
experien￿.
Legacy.. Carnival will be devised, developed and deliVe￿d in ways that leave a legacy of skills, ambition and
achievement within communities.
Civic pride.. Camival makes visible the organisation's great pride in being created In Belfast.
Fun.. Enjoyment and entertainment are key aspects of every Camival.
PROVIDING PUBLIC BENEFIT
PUBLIC BENEFIT PURPOSES
Beat Carnival's charitable purpose as set out in the Articles is, in summary, to:
advance public education, appreciation of and participation in camival
promote arts and culture by managing an Arts Resource Centre as a cultural and social amenity
org8nising and delivering camival events, arts workshops and other activities, events, performances and
initialiv8S throughout the year
providing tuition in creative design, constructional, lextile and perfomianc8 skills
promoting cultural lourisrn and cultural exchang8 and opportunities for vocational and recreational purposes for
all groups and abilities
advance communrty development by engaging with and assisting voluntary and community groups and
organisations to organise and participate in cultural, arts, leisure and heritage projeds and inilialives
to promote other charitable purposes so long as ihese purposes would be considered to be charitable under the
law of Northern Ireland.
2023- 24 PURPOSE
A sustainable company. In 2023-24 there was particular purpose and priority to strengthening the cornpany,
adapting the business model and preparing for the future. The organisation was preparing for a critical period of
organisalional transition. 2023-24 strategic development was to address the challenge of senior leadership
transition, replacing the founder-leader of the cultural organisation. The organisation is acting in good time, to
have a structured, two-year, strategically coordinated succession process. We have examined resilience and
sustainability by engaging consultants. researchers, undertaking business planning and an extensive process
of stakeholder consultation. Beat is planning for a tsvo-year Strategic Coordinator post to work with managers
through transrtlon to PLrt the organlsallon in good shape for the future.
Programme purpose. Cultural democracy underpinned our approach. The programme dellvered arts education
and pathways to careers for younger people. Youth support, including well-being, was a central benefit. as was
training and employment for artists in a wide range of artforms at the Centre. The Beat Carnival Cent
programme Provided weekly creative activities for all ages and abilities and the Centre was a hub for many
workshops and events in neighbourhoods and city spaces, enabling arts aeKess and indusion. Programme
design and delivery p3rtners Tanged from neighbourhoods described as disadvantaged Ideprived, who told us
they felt 'left-out' of many, often centralised, opportunities they are on the periphery and experience many
types of disconnection- to intemational Culture partners.
WHAT HAPPENED IN 2023-2024
Direct benefits provided by Beat Carnival's activities in 23-24 included new awareness of, and participation in,
creative activities for individuals, for groups and communities and for the general public. Free-access, collaborative,
camival arts activities fostered good relations and animation of public and neighbourhood spaces, induding spaces
that have been or are contested or controlled by factions. The public spaces where arts activity took place we
made more welcoming for all. Beat Carnival's activity increased interest in arts in young people and under-engaged
groups. The activity improved access to information and expertise about arts for exduded people and communities.

BEAT CARNIVAL
TRUSTEES. REPORT (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2024
In areas that are deemed 'dlsadvantaged' it inspired ambilion and enabled personal achievemenl and Pride. Beat
created developmental partnerships with community groups and other arts companies, to increase representation,
knowledge sharing, skills sharing, specialist support, Capacity building and the promotion of shared values. Beavs
safe. imaginative and attractive arts and cultural activty resulted in people, many of them being children and young
people, engaging with others. Pleasure and fun were gained through the programmes. Children and young people
benefited from emotional growth, personal development and increased social skills. Participants, both individuals
and groups, were better equipped to make posrtive changes in their lives. Social connection5 were enabled in a
year of damaging isolation and more people took positive action on issues. An important benefit of Beat Carnival's
activity was significantly increased support of young people, through implementation of a long-tem Youth
Development programme.
Activity developmant and performance highlights over the year..
Beat Carnival celebrated 30 years since company formation. A packed festival programme included community
engagement workshops with community groups and schools.. Brazil and Belfast trad fusion music night,. Artist
Residency from Shademakers camival production company based on the Isle of Wight; a specialty
commissioned immersive theatre tour of Beat Camival history; Carnival family event in 2 Royal Avenue, Belf8St',
sold out 'Electro Carnival, event at The MAC with suite of commissioned songs by Katie Richardson.
Electro Carnival performance was repeated in SSE Arena at opening of One Young World conference,
livestreamed woddwide.
Growth of Youth Development Programme, Wth significant investment frorn The National Lottery Community
Fund, Beat Carnival was able to sustain and expand the youth programm8. Beat worked wilh over 60 young
people per week (term times) across four projects in our core programming. The young people range in age
from 5 years to 24 years old. The programmes focus on creative skills development., encouraging self-
expression., and experiencing joy & less Stress.
Youth - Future Leaders. Staff mentored senior young people in a new Future Leaders programme.
Participants take a lead and learn project management and facilitation skills.
Youth-A new Carnival School programme delivered with youth and community groups acrcss Northern Ireland
focused on groups experiencing povety, having additional educational needs and facing discrimination (eg
LGBTQIA+ groups). In programme sessions young people could express themselves via a range of carnival
8rts and create in a carnival celebration within their school or youth setting. 21 session5, 11 groups, 273
participants.
Youlh - Summer Scheme - 15 sessions of our Summer Prolect with 35 participants and ended with a Carnival
Arts Showcase and dissemination of ihe intemational SPOTing (Spaces of Transformation) Arts Education
report to peers, funders and supporters.
Youth- renovation of new 'Our Space, youth room at Beat Carnival Centre designed with and for young people.
Many performances and events produced over the year included Halloween and Christmas entertainment.
Contributed significantly to invigorating the Newry St Patrick's Day Parade. 3 floats, muslc, community
engagement. Montserrat Masqueraders (Caribbegn St Patrick's Dayl.
QU8 media student5, documentsry produrRd about Beat Camival's involvement with Belfast's St Patrick's Day
Parade.
Intemational collaborations and relationship development induded the Trans Europe Halles network and
conference in Leipzig, Germany., TEH Arts Education Hub meeting in Paris, France; TEH Cultural
Transfomiation Project and Movemenl., Masterclass sessions as part of International Samba feslival Mega
Samba in Portugal with 12 BEATnDRUM participants.
North Belfast Festival development and programme. Sold out Samba perfomance in Oh Yeah Music Centre
and successful family Open Day at Beat Carnival.
Planning for Beach Of Dreams 2025. 8 major UK-wide creativity and climate action project and coastline
festival. Beat Carnival is Northern Ireland partner.
Academic connections - QUB Centre for Creative Ethnography and University of Liverpool RAC.
Significanl development for Beat Camival 5-year strategy including sessions with Beat staff and Board.
Three school work experience placements
Individual placements provided for Artisleducater students from ArtEZ University of The Arts, Arnhem,
Nethedands.. 1 undergraduate student for 6 week5. 1 masters student for 3 months.
Hosted Link5 nelwork meeting.
Hosted fact finding visits from Deputy Lord Mayor of Belfast. ML4 All Paty Group for the Arts chair, Sian
Mullholland., and Arts Council Nl senior officer Patricia Lavery.
Govemance development.. new member and director recruitment and new Chair and Deputy Chair appointed.

BEAT CARNIVAL
TRUSTEES. REPORT (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2024
One of the many comments and endorsements received over the year is this from a parent of a yOLrth
programme participant.. This programme is absolutely amazing. It h8$ definitely increased her confidence,
h8s allowed her to m8k8 amazing new friends, and enjoy being creative and encouraging diversity. The
staff are fabulous, they pmvide great opportunities for the kids and are so highly spoken of..
Communication is g￿8t and it is definitely a great safe sp8ce for children."
Beat Camival was able to ascertain the value and effectiveness of its activity because it monitored details of
participation and outcomes., gathered feedback from participants and audien￿,. used agreed performance
indicators,. produced reports and commissioned extemal consultation services.
COMPANY AND PROGRAMME PERFORMANCE
PROGRAMME PARTICIPATION and AUDIENCE
202&2024 Pro
8mme
Staff capauty bu￿g. succemton ptanning and business model
development Translon strategy Flanning i￿￿J￿ir￿j woposal for a Stralegk
Co-orrfin31or post.
Succes5Km Strate
undep
Bulléing Y￿re Co[￿￿eted lo irnprDve access. incthion wilh a new
cesstrAe entrance on Gardner Slreet and a new acc8MbSe loilel on the
ground flow.
Increased xce88 to art8 spacu lor DId￿fId1￿all1ed peoplB.
IncrBased ¢￿al￿e worh3paces in Bdts81 City Centre. Prcposal lo Arts
Counul kn sur4J•Nt lo profe5slofial Serv￿ lo safeguarf t￿l[￿n9 aThJ
rove facilli8g Wag nol wcce
Youth pathyabm aTrJ ethKalion worksh(y gBss•ons. New, co4e8¥Jned
youth ro￿ and faeihles, Our Space.
I￿reaSe￿ access lo q￿affjfy arts e)WTence for chiklren & y(wth.
increa8ed art8 educalioTr ￿￿1 reseach.
inueased artlsts'c s￿lIS.
Specialsgj Camfval Music trz4nlng and rehearyts￿ Sessions a￿1 a nev
comrr4886oned *•le ol Irish trad. Brazi￿an and workl mus
perfomHKe5', Rhythm Roule8, lo new desbnations woiect., Electro Canwal
new eknlronko to adVa￿e the Cart￿yal MUS￿ artforrn.
e peoF4e wwofved in music￿athg.
Inereased perfcffliance Cornnw￿1ty muslcfjans.
Now musi
regearch and
on rnoveej artfom f rward .
Ma8ierclasg sessicqr
New event development ¥ignifKait romarch and ￿￿0pme￿I wilh aibsls
al￿ new partnerJ fDr a new major Bellast 2024 event. Major application lo
Creative Irelan4J kn UK and lielaThJ coaslal arts
Wa3 not Juccesw.
Beat 30 an￿￿￿e￿ry celobrabons, Sl Patslck'3 Day in Newry and Dthtsr
lesllvals and events. Largo scak events created n putlc spaces.
A major everrt Bellasl.
New audience react￿d.
Developrnent of CampAI On The Coa51 cDnc•pt Crethity & Ecolc
ttwne. vrith ￿tentral cdlaboraltons in Nl Southem Ireland.
Beat communmy arts C041e8ign in the C￿ and neighbouthoods.
PartK&palion in thal nefrworks and North Bewasl Fe8fwal Sleeiry Cornnts.
Camn￿nty Arts C(Hlesw aThl facI￿la1￿ increaseLI rnaryiaa&5ed areas
indudirg North Bella
New Ncrlh Bellast prografflme5 f￿￿tated.
Ir￿[eaSe￿ conknbult(ffl lo nthort3 and other cultUTal ￿[ba￿veS.
part￿patio￿ In Europe￿ meet.ngs and prolects. Tr3ns EuTope H*les
nehvofk of independent cuttural ¢entre3'. inlemational nethtsjng and
collaboTab"on, conference meets, Arts Educatson Hub, Youth Hub, Cultwal
Transfornation Movement
M7dntained and increased pathipalion in Inlernab"onS nthorthg and
conaboration. Beat romded inueaseAI
rlunths to olhers as ¢￿VraI h￿.
Arts 5erMces defvery. sessior¥s and ewents.
Spectatst arfs seNces defvered across Nothern Irelar¥J.
Arts a￿￿enCe increased.
Income
el￿ated.
Strategy Developrnent
C￿al1VIty Cerrtre
The Beat Space.. Ycuth
Prograrnme
Beat Camival MuJ•c
e4g Ideas.. Beat R&D &
Othdc•Jr
Arts, CamNal aThl Bdng
Evenls For All". Events
Produc1ion
Ouldoof & Carn￿￿ Arts
Sector. Support & GrfAyth in
Arts vrith Cty
and Neb*tbDuthood
Beat Intefflational
10
Beat Arts Services

BEAT CARNIVAL
TRUSTEES. REPORT (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2024
Number of fiJH-time e
UNalent staff
Number of 5hort-letm contracted 01 freelance staff
Number of volunteers
Nufnber of volunteer hours
Number of aTIici
ant sesslons
Numbei of individual artici
ants
Number of Artists work I develo
ment sesslons
Number of Performances l Events
Number of estifftated audience-attendees
Number of visltors from outside Nl
Number of online
roducts
videos elc
Number of known online audi8nce-views
128
50
560
324
1.592
693
61
131725
2.000
60
13.102
Percentsgè of total programme that included particular categories of participants, 0/0 groups and individuals
identified as usually 'missing out,, that engaged in Beat Carnival programrnes:
Participation Engagement
% of programme activty thal
involved
individuals
in
these
cate
ones
Peo
lewitha
sical or mental im
airmenl
Newcomer or ethnic minori
eo le and
rou
Peo
le livin
nde
rived nei
hbouthoods
LGBTQ+
eo
Older
eo
ed 65+
Children and
oun
eo
Unem
ed Peo
100
100
100
100
50
80
ed 0-24
le
STRUCTURE, GOVERNANCE & MANAGEMENT
Naturè of the Governing Document and Con8titutlon of the Charlty
Beal Carnival is a registered Charity (NIC103347 and HMRC XR 82700) constituted as a Company limited by
guarantee and is therefore govemed by Articles of Association. The directors of the company are also trustees of
the charily. Eligibility for membership of the charity, and membership of the board of trustees is govemed by the
Articles of Association.
Relatlonships Between the Charlty and Related Partl•s, Including Its Subsldiari••
The charily has a social enlerprise subsidiary (Beal Trading Lld) with which it has many transactions and a
controlling interest. The only other r8laled parties a￿ trustees and the￿ are no transactlons with them.
Company Operatlons and Project Management
Beat has 8 long-temi Strategic Plan and an annual Operational Plan. It5 projects operate within that framework.
Projects are managed through Project Plans with timelines and Project Teams. The project budget is monitored and
adjusted as necessary to ensure Ihat spend does not exceed the project income.
Beat produces detailed risk assessment for events.
Beat targets re¢Tuitrnent and publicity to ensure that a wide cross-section of people get involved in Ihe company and
its programmes.
Beat's Director presents a fflonthly financAal report to the company Board. Beat operates separate cost centres on
SAGE.
Beat's financial statements are subject to a full financial audit at the end of each financial year. Beat management
and Board of Directors regularly review financial procedures. Beat operates procurement policy and has a select list
of suppliers that is updated at the end of each financial year.

BEAT CARNIVAL
TRUSTEES. REPORT (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2024
Beat provides value for money by careful costing, recyding matertals and having a high level of voluntary
contribution.
Beat Carnival complies with legislalive regulations laid out in Equal Opportunities legislation, the Disability
Discrimination Act and the Children's Order, GDPR and other appropriate legislation. Beat Carnival Policies include=
a Child Protection & Safeguarding Policy, a Health and Safety Policy. Community Relations Policy, Harassment
Policy, Equal Opportunities Policy and Privacy Policy.
Staff Tralning
Staff and freelance artists received Carbon Literacy Training- Arts and Dementia training., LGBTQIA+ Awamess.,
Autisim Awareness training. Board received Govemance training
Staff Changes
Advertised for Strategic Coordinator post. No applicants.
Rlsk Statement
Further to the above management statements, the trustees identify the major risks to which th& charity is exposed
each financial year when preparing and updating a strategic plan, in particular those related to the operations and
finances of the charity. The trustees then review any major risks that have been identified 8nd establish systems to
mitigate those risks. The charity is satisfied that the systems are in place to mitigate their exposure lo the major
risks that have been so identified and reviewed. The charity 18 open to the usual financial risks of any organisation,
and the charity has introduced controls to minimise these risks, suth as two signature5 being required for payments
from the bank account. In addition, the accounts are regularly explained to members of the charity and are open for
rnembels inspection at any time. Identified risks include.. Strategic, Financial, Governance, People, Reputation, IT
and Data, Health & Safety, Assets.
The Beat Carnlval Centrè bullding
There were issues of COn￿rn with repairs needed to Beat Camival Centre, Northern Ireland's unique arts Creation
facility. We think the asset is an important, unique asset in the Northem Ireland and Belfast arts 'ecosystem' and
should be Safeguarded and developed for greater benefit. In this period we undertook further repairs to some of the
widespread water ingress. The biggest improvement was in accessibility and inclusion, with the new automatlc
entrance from Gardener Street to the arts activrty room and an adjacent disability accessible toilet.
. FUTURE BUSINESS & PLANNING, ARTISTIC PLANNING & AUDIENCE DEVELOPMENT
Flve Programme Elements planned to dellver Beat's 2024-2025 goals and outcomes, engaging 2,000 children,
young people and adults in around 400 arts activities; 36 free-Of￿arge events in public spaces attra￿ 123,000
audience. 2024-25 programme follows from Beat's extensive development work in 2023-24 involving stakeholders
and strategy consultant. Activity is entirely aligned to Beat's slrategic purpose and supports ACNI'S five objeclives.
The programme has seven Strategic focus areas lo deliver best possible impact for our communities, audlences and
artists..
Lead for the Carnival artform as a means of cultural expression by bringing artists and audiences
together in a politically neutral bul creatively diverse fomi of public programming. Examples.. Carnival Arts
R&D, music and making.
Develop the coheslon and skllls of our local communltles by delivering accessible, engaging and
creative programmes that upskill and entertain partiapant6 from all communities. Examples: youth
programme,. North and East Belfast outreach.
Create a cultural and creative hub at our headquarters for the people of Belfast and beyond. Examples=
youth space development and public access.
Showcase the creative
potenlial of Northem Ireland by championing local
artists
and hosting international visitors to participate, teach, and Seam in collaborative exchanges. Examples..
national and international cultural and carnivgl nelworks.
Partner with existlng and new groups to enhance our capacity and capability to deliver. Examples..
connections with educational institutions, intemational carnival sector etc.
Enhance our raach and communication with existing and new audiences. Example., enhan￿d marketing
actions.
Develop a resillont organisation that is sustainable and can transition to a new Managing Director.
Examples., transition programme; board, staff and artist training- commercial events.

BEAT CARNIVAL
TRUSTEES. REPORT (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2024
2024-2025 context
We are proud to operate in the arts ecosystem of Belfast, Northem Ireland, and beyond into Europe. The context
factors for Beat are vast due to the breadth of Work we deliver.
Creativlty Infrastructure. Beat Carnival Centre provides unique infrastructure of people and facilities for sustaining
access- authentic. creative aulhorship,. diversity and ambition in Nl's arts and culture ecosystem. Beat's resilience is
proven in the context of reducing arts and culture funding and increasing costs.. in 24-25 w8 will focus on developing
our sustainability model through arts service level agreements, new commercial income products, business
collaboration and CSR support- in addition to delivery through beneficially collaboralive arts partnerships. Beat has
plans for premises improvemenl to safeguard the building fabric and to increase accessibility for all. We have
discussed wilh ACNI the need for specialist assistance to make progress.
Needs. Arts sector, artist and civi¢-social needs are well understood anecdotally and through Beat's long working
expenence. In 2021-2023 we undertook intensive community and arts consultations and employed researchers,
including a team position, to provide researched findings that we will reflect and act on in 24-25. Participatory Action
Researth ha8 informed Beat's planning as presented here. Beat will continue the reflective and developmental
research process. including training with comrnunity artists.
We have prograrnmes for Tran8ltion through company leadership succession, green carnival. methodology for
environmental benefit through creative action,. inclusion and health through SEN Carnival (special educational
needs) the enl8rged empowering youth programme and international Cultural Transform8tian Movement.
Legacy. Beat has created a vast legacy of trained artists, ambitious communities, expectant audiences, pleased
partners
and
enthusiastic
goodwill.
The
2024-25
programme
will capitalise on and further develop this legacy benefit for all, through collaborations locally and internationally.
2024-2025 In our wlder context, the plvotal years to 2027
Transition, succession, beginnings and growth
Our strategy, from 2023 10 2027 outlines Ihe priorities for Beat as it enters a new, eX￿tIng and bold phase. As the
founding and leading team plan to retire in 2025, the programme here enables Beal Carnival to transition, grow and
increase its impact in the face of change.
2024 and 2025 require programmes of organisalional development as Beat looks to build sustained resilience to the
coming changes, whilst 2025 will have a phased transition into a new leadership stwcture and team. In 2026 10
2027 Beat will embed this new team and continue to excel in delivering exceplional experiences and carnivals for
communities.
2023 focused on organisational understanding, who we are, who we serve, what our purpose 15, what We're good at
and where we want to excel in the future to continue lo seNe our community.
2024 is the year of preparation
A programme of transition, ensuring our organisation is stable and resilient through 8traleglc investments, and that
our programme delivery can thrive.
2025 The year of change
A new leader takes the helm, with a planned, oveflapping transition that allows for our team to adapt to changes and
deliver exceptional programmes and reach new and existing audiences. 2026 the year of new beginnings. with new
leadership, refined processes and programmes. 2027 wll be the year of new opportunity and growth.
Financial review
The Slalement of Financial Activities on page 16 reports on the charitable activities in bri8f with an expanded
analysis in the noles on pages 19 - 28 to the accounts. It shows the overall source and application of funds. the
Charity had net income resources as at 31 March 2024 of £50,935 (2023.. £28,385)

BEAT CARNIVAL
TRUSTEES. REPORT (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2024
ReseNes policy
The Beat Carnival company is limited by guarantee and it has no share capital. As a charitable organisation as
well as a limited company, Beat has the difficulty of attempting io meet the requirement of expending fvnds in
line with charitable objectives, as well as maintaining a solvènt company that can meet unforeseen
circumstances. To this ènd and as part of the Business and Oevelopment planning, Beat has a Resenies Policy
that ouuines the rationale for holding reserves. Beat will aim to maintain organisational resepjes at a level that
equates to at least 50 % of annual administration overheads to allow it lo deal with loss of funding or other major
shocks. Although Beat may not be in a p051tion to maintain this level of free reserves at a partiGular point in time,
rt should strive to achieve a reserve thal equates to this level.
Reserves structure
Complying with statutory and best practice guidelines, Beat reseNes are split into the following cal8gori88.
1. Unrestricted funds
Funds that currently have no known specific current or future purpose. These are kept to a minimum to ensure
the Beat is maximising the use of Its available resources. These funds will be available to respond to unknovm
risks and opportunities. Unrestricted funds can be spent on anything that furthers the objectives of the
organisation., the money has been generated through the Sale of Services or expertise, hire8, or publlc
fundraising or donations.
2. Designated (Unrestricted) Reserves
Business Risks & Working Capital
The Business Risks & Working Capital fund includes allocation towards the on-going working capital
requirefflents for project and grant funding re￿iVed in arrears.
It is proposed that these reseNes should also take into account any unforese8n external risks, over which Beat
has no control. Such risks included the following:
The nomial fluctuation in year on year activities
this relates to the situation where Beat may have to fund
projected loss in any particular period from existing resources.
Provision of effective working capital to support the organisation's programme especially as many projects
are funded in arrears thereby creating a requirement for bridging cashflow. The designated reserve may be
utilised on an ongoing basis to bridge this cashflow gap, and as such saves Beat from expending resources
on excessive bank interest and charges.
Loss of funding for specific projects, whereby Beat gap funds the project in order to maintain staff.
Legal actions that may arise, which will require funding.
Changes in the political environment or in legislation that may require additional unplanned resources.
Costs of expert insolvency advice or fundraising asslstance.
These reserves are expendable at Ihe discr8tion of the directors.
3. Designated (Unrestricted) ReseNes
If part of an unrestricted fund is ear-marked for a particular projeci, it may be designated as 8 separate fLJnd. Thi$
may be designated for a project that Beat is seeking to build resources for. Designation does not restrict the board
mernbers and they Gan change their minds. The designation will be recorded in the minutes of a board meeting, as
will any subsequent re-designalion. A number of designated funds may exist 8t any one time. Any transfer between
funds and allocations to or from designated funds, as well as the reasons for setting up a fund, will be explained.
The cUr￿nt specified funds are..
Building Development and Maintenance Fund
to build a fund that will enable premises and facilities
development in line with Beal'$ Strategic plan for a Camival Arts Centre of Excellence.
Redundancies Fund
to cover potential legal and contractual commitments in respect of staff
redundancies.
Strategic Development and Succession Fund - a fund that in part represents David Boyd's Creative Britons
award, whioh was donated to Beat as an unrestricted gward and which Beat has decided to designate to
contribute to specific costs of creative opportunity and development. For the coming leadership transition
period, the Creative Development Fund is now extended to be a Stralegic Development and Succession
Fund, which will be particularly required in the 2023 2025 period of strategic and leadership change.
Beat Camival Events Fund - a fund to ensure arts ￿lebration activities can be delivered. Supporting specific
fund-raising for pro9rammes.
Specified Purpose

BEAT CARNIVAL
TRUSTEES. REPORT (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2024
4. Restricted Reserves
Funds that have been given for particular purposes and projects. Within Beat this reserve usually relates to specific
grant funding received in advance. This reseple will be maintained at the level required by the stipulations of the
grant awarding bodies. The level of the reserve will be calculated and agreed on an annual basis as part of the
process of preparation of annual financial statements. The annual review should indude an analysis of whether any
of Ihe stipulations have expired, therefore allowing the release of funds to an unrestricted reserve. The directors will
undertake to ensure that all restricted funds are solely utilised in accordance with the temis of their being granted.
The first bNO items are 'Unrestricted ReseNes', as they are not subjed to any restriction In law.
Beat's Board will review the reserve strategy on an ongoing basis in order to ensure Its relevance to current
business circumstsn¢és and risks. A fund designated for Succèssion has been added in thi8 yea￿$ reserves
accounts.
Majorrisks
The trustees have assessed the major risks to whith the charity is exposed, and are satisfied that systems are In
place to rnitigate exposure to the major Tisks,
Ri6k Statement
Further to the above management statements, the trustees identify the major risks to which the charity is
exposed eath financial year when preparing and updating a strategic plan, in particular those related to the
operations and finances of the charity. The trustees then review any major risks that have been identified and
establish systems to rniligate those risks. The charity is satisfied that the systems are in place to mitigate their
exposure to the major risks that have been so identified and Teviewed. The charity is open to the usual financial
risks of any organisalion, and the charity has introduced controls to minimise these risks, such as Iwo signatures
being required for payments from the bank account. In addition, the accounts are regularly explained to members
of the charity and are open for memberfs inspection at any time. Identified risk5 indude= Strategic, Financial,
Govemance, People, Reputation, IT and Data, Health & Safety, Assels.
Structure, governance and management
Beat Carnival is a registered Charity (NIC103347 and HMRC XR 82700) constituted as a Company Llmited by
Guarantee and is therefore governed by Artides of Association. The directors of the company are also trustees
of the charity. Eligibility for membership of the charity, and membership of the board of trustees is govemed by
Ihe Articles of Association.
The trustees who served during the yeer and up to the date of signature of the financial statements were:
Stefanie Campbell
Lucy Dougan
Frank Galbraith
Oswyn Paulin
Jonalhan Hodge
Iliam McFgrlane
Deirdre McKenna
(Appointed 14 August 2023)
(Resigned 5 OGtober 2023)
(Resigned 4 March 2024)
(Resigned 10 June 2024)
Recruitment and app￿￿tfflent of twstees
Members.. Subscribers are members of the company. Others must apply for membership and be approved by the
directors. A member may withdraw by giving written notice, unless there would be only two members remaining.
Directors: Number shall not be less than 3,. there is no maximum number.
Appointment of directors: the company may by ordinary resolution appoint a director. A director may resignoffice by
notice to the company.

BEAT CARNIVAL
TRUSTEES. REPORT (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2024
Company Operations And Projèct Management
Beat has a long-term Strategic Plan and an annual Operational Plan. Its Pfojeds operale within that framework.
Projects are managed through Project Plans with timelines and Project Teams. The project budget is monitored
and adjusted as necessary to ensure that spend does not 8xceed the project income. Beat produces detailed risk
assessment for events.
Beat targets recruitment and publicity to ensure that a wide cross-section of people get involved in the company
and its programmes.
Beat's Director presents a monthly financial report to the company Board. Beat operates separate cost centre$ on
SAGE.
Bears financial ststemenls are subject to a full financial audit at the end of each financial year. Beat management
and Board of Directors regularly review financial procedures. Beat operates procurement policy and has a select
list of suppliers that is updated at the end of each financial year.
Beat provide8 valué for money by careful costing, recyding materials and having a high level of voluntary
contribution.
Beat Carnival complies with legislative regulations lald out in Equal Opportunlties legislation, the Disability
Discrimination Act and the Children's Order, GDPR and other appropriate legislation. Beat Carnival Policies include..
8 Child Protection & Safeguarding Policy, a Health and Safety Policy, Community Relations Policy, Harassment
Policy, Equal Opportunities Policy and Privacy Policy.
The organlsational Structure and how declslon8 are made
The board of directorsltrustees meets 6 times a year as a full board. 11 has established sub groups that discuss the
activities of the charity in terms of finance, premises, staffing and programming. The subgroups make
recommendations to the board and monitor operational activities. Staff have delegated authority to carry out day
to day work within policies agreed by the board. Financial standing orders give necessary authorisation of different
amounts.
Thè policies and procedures adopted for the Induction and training of director8ftrustee8
Prior lo being elected, nominees are invited to a Board meeting. as well as visiting the premises. to meet trustees
and members of staff. All new directors are provided wilh an infomiation pack containing details of the artides of
association, resepies, financial performance to date, budget insurance cover and marketing plan.
S•ttlng Of Staff Salarles
Salaries for posts are set according to the benchmark NJC Salary Scales, widely uséd in the volunlary and
community sector in Northem Ireland and endorsed and used by NICVA, the voluntary sector umbrella body. The
NJC payscales are local govemment payscales resulling from negotiations belween the employer and trade unlon
sides of the Nalional Joint CounciL The benchmark or point of comparison that was used when considering the
salary for the posts, was selected through review and recommendation by an extemal HR consultant, aligned to
guidance produced by NICVA and agreed by the Beat Carnival Trustees.
Relationshlps between the charfty and related parties, Including Its subsidiarles
The ch8nty has a social enterprise subsidiary (Beat Trading Ltd) with whith it has many transaction5 and
controlling interest. The only other related partie5 are trustees and there are no transactions wth them
10-

BEAT CARNIVAL
TRUSTEES, REPORT (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2024
Statement of trustees, responslbllltles
The trustees are rèsponsible for preparing the Trustees, Report and the financial statements in aC￿rdance with
applicable law and United Kingdom Accounting Standards (Unilèd Kingdom Generally AC￿pted Accounting
Practice).
The law applicable to charities in England and Wales requires the trustees to prepare financial statements for each
flnancial year which give a true and fair view of the state of affalrs of the charlty and of the incoming resources and
application of resources of the charity for that year,
In preparing these financial slatemerrts, the trustees are r8qulr8d to:
select sullable accountlng pollcles and then apply them conslstently.,
- observe the methods and principles in the Charllles SORP:
make judgements and esllmates that are reasonable and prudent.,
state whether applicable accountlng standards have been followed, subject to any rnateilal departures dlsclosed
and explained in the financial stalemenls- and
prepare the financlal statements on the going concem basls unless il is inappropriate to presume that the charty
will continue In operation.
The trustees are responsible for keeplng suificienl accounting records that disclose wlth reasonable accuracy at any
lime the financial posllion of the charlty and enable them to 8nsur8 that the financial statements comply with the
Charitles Act 2011, the Charity (Accounts and Reports) Regulations 2008 and the provislons of the trust deed. They
are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the
prevention and detection of fraud and other irregularllles.
Audltor
In accordance wlth the company's articles, a resolution proposing that Harblnson Mulholland ba reappolnted as
auditor of the company will be put at a Genéral Meeting.
Disclosuro ol Infomiallon lo audltor
Each of the trustees has confirmed that Ihor8 Is no Snform8tlon of which they are aware whlch is relevant lo the
audit, but of whlch the audltor Is unaware. Thèy have further confirmed that they have taken appropriate steps to
Identlfy such relevant Infomiatlon and to establlsh that the auditor 18 aware of such information.
The trustees, ￿pOrt was approved by the Board of Twstees.
Stef
Trusteg
Date..
71,,1+
11

BEAT CARNIVAL
INDEPENDENT AUDITOR'S REPORT
TO THE TRUSTEES OF BEAT CARNIVAL
Opinion
We have audited the financial statements of Beat Camival (the 'charity') for the year ended 31 March 2024 which
comprise the statement of financial activilies, the balance sheet, the statement of cash flows and notes to the
financial statements, including significant accounting policies. The financial reporting framework that has been
applied in Iheir preparation is applicable law and United Kingdom Accounting Standards, including Financial
Reporting Standard 102 The Fin8nci81 Reporting standa￿ applicable in the UK and Republic of Ireland (Uniled
Kingdom Generally Accepted Accounting practi￿).
In our opinion, the financial statements..
give a true and fair view of the stale of the chartty's affairs as at 31 March 2024 and of its incomlng resources
and application of resources, for the year then ended;
have been properly prepared in accordance with United Kingdom Generally Acc8Pted Accountlng Practice,.
and
have been prepared in accordance with the requirements of tha Charits'es Ad INI) 2008.
Basls for oplnion
We conducted our audit in accordance wlth Intemational Standards on Auditing (UK) IISAS (UK)) and epplicable
law. Our responsibilities under those standards are further described in the Auditors Trsponsibilit18s for the audit ol
the financi818tat8ments section of our Teport. We are independent of the charity in accordance with Ihe ethical
requirements that are relevant to our audit of the financial ststements in the UK, including the FRC'S Ethical
Standard, and we have fulfilled our other ethical r8sponsibilitie5 in accordance with these requirements. We believe
that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
Conclu8ions relating to going concorn
We h8ve nothing to report in respect of the following matters in relation to which the ISAS (UK) require us to report
to you were..
the directors, use of the going concern baBis of accounting in the preparation of the financial statements Is
not appropriate., or
the director8 have not disclosed in the financtal statements any identified material uncertainlies that may
cast significant doubt aboul Ihe group's or the parent company's ability to continue lo adopt the going
concern basis of accounting for a period of at least twelve months from the date when th8 financial
statements are authorised for issue.
Other inlomiation
The other information comprises the informatlon included in the annual report other than the financial statements
and our audito¢s report Ihereon. The trustees are responsible for the other information contained within the annual
report. Our opinion on the financial statements does not cover the other infomiation and we do not express any form
of assurance conclusion thereon.
Our responsibility Is to read the other information and, in doing so, consider whether the other information is
materially inconsistent with Ihe financial statements or our knowledge obtained in the course of the audit, or
othe￿ise appears to be malerially misstated. If we identify such material incon51StenGies or apparent material
misstatements, we are required to determine whether this gives rise to a material misstatement in the financial
statements themselve5. If, based on the work we have performed, y￿ conclude that Ihere is a material
misstatement of this alher infomiation, we are required to report that fact.
We have nothing to report in this regard.
12-

BEAT CARNIVAL
INDEPENDENT AUDITOR'S REPORT (CONTINUED)
TO THE TRUSTEES OF BEAT CARNIVAL
Opinions on other matters prescrlbed by the Companles Act 2006
In our opinion, based on the work undertakèn in the course of our audit..
the info￿natIon given in the trustees, report for the financial year for which the financial ststements are
prepared, which includes the directors, report prepared for the purposes of company law, is consistent with the
financial statements., and
the directors, report included within the trustees, report has been prepared in accordance with applicable legal
requirements.
Matters on whlch we are requirèd to report by excèptlon
In the light of the knowledge and understanding of the charity and Its environment obtained in the course of the
audit, we have not identified material mlsslatemenls in the dlr8Ctors' report included wllhin the trustees, report.
W8 have nothing lo report in respect of the following matters in relation to which the Charilies {Accounts and
Reports) Regulations 2008 require us to report to you if, in our opinion:
the information glven in the finand81 statements is inconsistent in any material respect with the trustee8'
report,. or
sufficient accounting records have not been kept., or
the financial statements are nol in agreement with the accounting records,. or
we have not received all the information and explanations we require for our audit.
Responsibilities of trustees
As explained more fully in the statement of trustees, responsibilities, the trustees are responsible for the preparation
of the financial statements and for being 58tisfied thal they give a true and fair view, and for such internal control as
the trustees detemiine is necessary to enable the preparation of financial statements that are free from material
misstatement, whether due to fraud or error.
In preparing the financi815t8tements, the trustees are responsible for assessing the charity's ability to continue 8S
going concem, disclosing. as applicable, matters related to going concern and using the going concern basis of
accounting unless the trustees either intend to cease operations, or have no realistic alternative but to do 80.
AudIt0￿6 reaponalbllltles for the audlt of the flnancial statement8
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from
material misstatement, whether due to fraud or error, and to issue an auditols report thal includes our opinion.
Reasonable assurance is a high level of assurance but is not a gLtarantee Ihat an audit conducted in accordance
with ISAS (UK) will a￿ayS detect a material misstatement when it exists. Misstatements can arise from fraud or
error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence
the economic decisions of users tsken on the basis of these financial statement5.
A further description of our responsibilities is available on the FinanciBI Reporting Council's website at.. https-11
wvm.frc.org.uklaudltorsresponsibilities. This description forms part of our auditorfs report.
13-

BEAT CARNIVAL
INDEPENDENT AUDITOR'S REPORT (CONTINUED)
TO THE TRUSTEES OF BEAT CARNIVAL
Our approach to identifying and asse6sing the risks of material misstatement in respect of irregularities, including
fraud and non-compliance with laws and regulations, was as follows..
the engagement partner ensured that the engagement team collectively had Ihe appropriate competenc6,
capabilities and skills to identify or recognise non-compliance with applicable laws and regulations,.
we identified the laws and regulations applicable to the company through discussions with directors andlor
senior management, and from our commercial knowledge and experience of the sector.,
We focused on specific laws and regulations which we considered may have a direct material effect on the finanual
ststemenls or the operations of the company, including Companies Act 2006, taxation legislation, data protection,
anti-bribery, employrnent, environmenlal and health and safety legislation
we assessed the extent of compliance with the laws and regulations Identified above through making
enquiries of rnanagement and inspecting legal correspondence.. and
identified laws and regulations were communicated within the audit team regularly and the tèam remained
alert to instances of non-compllance throughout the audit.
We assessed the Susceptibility of the company's financial statements to material misstatement, including obtainlng
an understanding of how fraud might occur, by..
making enquiries of management as lo where they considered there was susceptibility to fraud, their
knowledge of actual, Suspected and alleged fraud- and
considering the internal controls in place to mitigate rrsks of fraud and non-compliance with laws and
regulations.,
To addres5 the risk offraud through management bias and ove￿Ide of controls, we..
performed analytical procedures to identfy any unusual or unexpected relationships;
tested journal entries to identify unusual transactions.,
assessed whether judgements and assumptions made in detemiining the accounting estimates set out in
Note 2 were indicative of potential bias; and
investigated the rationale behind significant or unusual transactions,.
In response to the risk of irregularities and non-comp118nce with laws and regulations, we designed procedures
which induded, but were not limited to..
agreeing financial statement disclosures to underlying supporting documentalion.,
reading the minutes of meetings of those charged with governance.,
enquiring of management as to actual and potential litigation and claims., and
reviewing correspondence with HMRC and the company's legal advisors.,
There are inherent limitations in our audit proCedU￿S described above. The more removed that laws and
gulations are from financial transactions. the less likely it 15 that we would become aware of non-compliance.
Audits'ng standards also limit the audit procedures required to identify non-cornpliance with laws and regulations to
enquiry of the directors and other management and the inspection of regulatory and legal correspondence, if any.
Material misstatemenls that arise due to fraud can be harder to detect than those that arise from error as they may
involve deliberate concealment or collusion.
14-

BEAT CARNIVAL
INDEPENDENT AUDITOR'S REPORT (CONTINUED)
TO THE TRUSTEES OF BEAT CARNIVAL
Use of our report
This report is made solely to the company's members, as a b¢xly, in accordance with Chapter 3 of Part 16 of thè
Companies Act 2006. Our audil work has been undertaken so that we might statè to the company's members those
matters we are required to st8te to them in an auditorfs report and for no other purpose. To the fullest extent
permitted by law, w6 do not accept or assume responslblllty to anyone other than the company and thè company's
members as a body, for our audit work, for thls réport, or for the opinions wé have formed.
Angela Cralgan (Sènlor Statutory Audltor)
for and on behalf of Harbinson Mulholland
Chartered Accountants
Statutory Audltor
C8ntr8polnt
24 Ormeau Avenue
Belfast
Co. Antrim
Northem Ireland
BT2 8HS
0711012024
Harbinsori Mulholland is eligible for appointment as auditor of the charity by virtue of its eligibility for appoinlment as
auditor of a company under section 1212 of the Companles Act 2006.
15-

ai

BEAT CARNIVAL
BALANCE SHEET
AS AT 31 MARCH 2024
2024
2023
Notss
Flxad a88ets
Tangible assets
12
339,220
343,341
Current assets
Debtors
Cash at bank and In hand
13
29,231
451.881
1S.957
417.228
481,112
433,183
Credftorn: amounts falllng duo wlthln
on• yéar
14
(14,571)
(20,898)
Ngt curront assets
466.541
412.285
Total a8$et• I￿S current Ilabllltle•
805,761
755,828
Net assets
805,761
755,626
The funds of the charity
Restricted income funds
Unrestrieled funds - general
Unrestricted funds- designated
16
382.213
13,352
410.196
336,736
8,475
410.415
17
805,761
755,626
The financlal statements were approved by the trustèes on ..
Slelanie Campbell
Tru$tee
18-

BEAT CARNIVAL
STATEMENT OF CASH FLOWS
FOR THE YEAR ENDED 31 AIARCH 2024
2024
2023
Notes
Cash flows from operating activitie8
Cash generated froml(absorb8d by)
operations
20
42,604
(47,042)
Inv•stlng activlties
Purchase of t8ngible fixed assets
Investment income received
(13,393)
5,445
(37.907)
347
Net cash used in invmtlng actlvlt108
(7,948)
(36.527)
N•t Ugh used In flnanclng actlvltles
Net Increase In ca8h and cash •qulval8nts
34,656
10,515
Cash and cash equivalents at beginning of year
417.226
406,710
Cash and cash equlvalents at end of year
451,881
417,226
19-

BEAT CARNIVAL
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2024
Accountlng policies
Charity infomiation
Beal Camival is a private company limited by guarantee incorporated in Northern Ireland. The registered
office is 1147-8oyd Street, Belfast, CountyAntrim BT13 2GU, Northern Ireland
1.1 Accountlng conventlon
The financial statements have been prepared in a¢cordanc8 With the charity's Igoverning document], the
Charities Act 2011, FRS 102 'The Financial Reporting Stand8rd applicable in the UK and Republic of Ireland.
("FRS 102") and the Charities SORP "Accounting and Reporting by Charitie5.' Statement of Recommended
Practice applicable to charities preparing their accounls in accordance with the Financial Reporting Slandard
applicable in the UK and Republic of Ireland IFRS 102)" (effective 1 January 2019). The charlty is a Public
Benefit Entity as defined by FRS 102.
The financial statements have departed from the Ch8ri1ies (Accounts and Reports) Regulations 2008 only to
the extent required to provide a true and fair view. This departure has involved following the Stalement of
Recommended Practice for charitie5 applying FRS 102 rather than the version of the Statement of
Recommended Practice which is referred to in the Regulations but which has since been withdrawn.
The financial statements are prepared in slerling, which is the functional currency of the charity. Monetgry
amounts in these financial statements are rounded to the nearest £.
The financial statements have been prepared under the historical cost convention, [modified to include the
revaluation of freehold properties and to include investment prope￿.e8 and certain financial instruments at fair
valuel. The principal accounting policies adopted are set out below.
1.2 Going concern
At the tim8 of approving the financial statements, the trustees have a reasonable expectation that the charity
has adequate resources to continue in operational existence for the foreseeable future. Thus the trustee5
continue to adopt the going concern basis of 8ccounting In preparing the finanaal statem8nts.
1.3 Charitablè fund8
Unrestricted funds are available for use at the discretion of the trustees in furtherance of their charitable
objectives.
Restricted funds are subject to specific conditions by donors or grantofs as to how they may be used. The
purp05e5 and uses of the restricted funds are set out in the notes to the financial staternents.
Endowment fvnds are Subject to specific condilions by donors that the caplt81 must be maintained by the
charity.
1.4 Income
Income is recognised when the charity is legally entitled to it after any performance conditions have been met,
the amounts Gan be measured reliably, and it is Probable that income will be received.
Cash donations are recognised on receipt. Other donations are recognised once the charity has been notified
of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in
relation to donations received under Gfft Aid or deeds of covenant is recognised at the time of the donation.
Legacies are recognised on receipt or otherwise rf the charity has been notified of an impending distribution,
the amount is known, and receipt is expected. If the amount is not known, the legacy is treated as a
contingenl asset.
-20-

BEAT CARNIVAL
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2024
Accounting policies
(Continued)
1.5 Expenditure
Expenditure is recognised once there is a legal or constructive obligalion to transfer economic benefrt to a
third party, it is probable that a transfer of economic benefits will be required in settlement, 8nd the amount of
the obligation can be measured reliably.
Expenditure is classified by actlvity. The costs of each activity are made up of the total of dlrect costs and
shared costs, including support costs involved in undertaking each activily. Direct costs attributable to a single
activity are allocated directly to that activity. Shared costs which contribute to more than one activity and
support costs which are not attribulable to a single activity are apportioned between those activities on a basis
consistent with the use of resources. Central staff costs are allocated on the basis of lime spent, and
depreclBtion charges are allocated on the portion of the asset's use.
1.6 Tanglble flxed assets
Tangible fixed assets are initially measured at Cost and subsequently measured at cost OT valuation, net of
depreciation and any impairment losses.
Depreciation is ￿CognISed so as to write off the cost or valuation of assels less their residual values over their
usefijl live5 on the following base5'.
Freehold land and buildings
Plant and equipment
Fixtures and fittings
Motor vehides
20/0 Straight line
20010 straight line
200/0 Straight line
250/a Straight line
The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds
and the carrying value of the asset, 8nd is recognised in the siatement of financial activities.
1.7 Impalrment of fixed assets
At each reporting end date, the charity reviews the carrying amounts of its tangible assets to delermine
whether there is any indication th8t those assets have suffered an impairment loss. If any such indication
exists, the recoverable arnount of the asset is estimated in order to delermine the extent of the impairment
loss (if any).
1.8 Cash and ca8h •qulvalents
Cash and cash equivalents include cash in hand, deposlts held at call with banks, other short-temi liquid
Investments with original maturilies of Ihree months or less, and bank overdrafts. Bank overdrafts are Shown
within borrowings in current liabilities.
1.9 Financlal instruments
The charity ha5 elected to apply the provisions of Sectlon 11 'Basic Financial Instruments, and Section 12
'Olher Financial Instruments Issues, of FRS 102 to all of its financial instruments.
Financial instruments are recognised in the charity's balance sheet when the charity becomes party to the
contractual provisions of the instrument.
Financial assets and liabilities are offsel, with the net amounts presented in the financial statements, when
there is a legally enforceable right to sel off the recognised amounts and ther8 is an intention to settle on a net
basis or to realise the asset and settle the liability simultaneously.
21

BEAT CARNIVAL
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2024
Accounting policies
(Contlnued)
Baslc Ilnancial assets
Basic financial assets, which include debtors and cash and bank balances, are initially measured at
transaction price including transaction costs and are subsequently carried at amortised cost using the effective
interest method unless the arrangement constrtutes a financing transaction, where the transaction is
measured at the present value of the future receipts discounted at a market rate of interest. Financial assets
classrfied as receivable within one year are not amortised.
8asl¢ flnanclal Ilabllities
Basic financial liabilities. including creditors and bank loans 8re initially recognised at transaction price unless
the arrangemenl conslitutes a financing transaction, where the debt instrument is measured at the present
value of the future payments discounted at a market rate of interest. Financi81 liabilities classified as payable
within one year are not amortised.
Debl instruments are subsequently carried at amortised cost. using the effective interest rate method.
Trade creditOTS are obligations to pay for goods or serrfices that have been acquired in the ordinary course of
operations from suppliers. AmountB payable are classified as CUTTent liabilities if payment is due within one
year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at
transaction price and subsequently measured at amortlsed cost using the effective interest method.
Derecognition of financlal liabilities
Financial liabilities are derecognised when the charity's contractual obligalions expire or are discharged or
cancelled.
1.10 Employ80 benefit8
The cost of any unused holiday entitlement is recognised in the period in which the employee's servi￿$ are
received.
Termination benefits are recognised immediately as an expense when the charity is demonstrably committed
to temiinate the employment of an employee or to provide termination benefits.
1.11 Retlrement b•nefit8
Payments to defined contribution retirement benefrt schemes are charged as an expense as they fall due.
Criti¢al accountlng estim•t•s and Judgem•nts
In the applicatlon of the charity's a￿OUntIng policies, the trustees are requlred to make judgements, estimates
and assumplions about the carrying amount of assets and liabilibe5 that are not readily apparent from other
sources. The estimates and associated assumptions are based on historical experience and other factors that
are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying 855umptions are revievrfed on an ongoing basis. Revisions to accounling
eslimates are recognised in the period in which the estimate is revised where the revision affects only that
period, or in the period of the revision and future periods where the revision affects both current and fulure
periods.
-22-

BEAT CARNIVAL
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2024
Income from donations and legacies
Unrèstricted Unrestrlctsd
fund8
fund8
general designated
2024
2024
Total Unrastricted Unrestrlcted
funds
funds
general designated
2023
2023
Total
2024
2023
Donatlons and gifts
47,772
47,772
2.636
49,355
51,991
Incoffl• from charltabl• actlvltles
Unrestricted Restricted
fund8
funds
2024
2024
Total Unrestrlcted Re8trlcted
funds
funds
2023
2023
Total
2024
2023
Charltable actlvltle8
Sale of goods
Performance related
grants
Charitab18 rental income
Other income
22,148
3,316
25,462
7,394
7,394
320,271
320,271
3,69J
183
263,929
263,929
3,770
43
3,690
183
3,770
43
26,019
323,587
349,606
11,207
263,929
275,136
Performance relatsd grants analy81•
Charltable
actlvltles
2024
Charftable
aclivitle$
2023
Arts Councll Core & Programme Funding
Belfast City Counol Multi Annual Funding
DFCIBCC Access & Indusing {Capilal)
Children in Need
Erasmus+
PRS Foundation
The Nation81 Lott&ry Community Fund
Domiant Accounts
BCC Other
ACNI
Other
143,138
33,000
154,248
33,000
30,000
10,500
16,169
12.835
9,000
71,171
24,450
21,6TI
5,000
20,012
320.271
263,929
-23-

BEAT CARNIVAL
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2024
Income from investments
Unrestricted Unrestricted
funds
funds
2024
2023
Interest receivable
5,445
1,380
E￿ndItUr* on charltable activltl
Charltable
actlvitie8
2024
Charitabl•
activitle8
2023
Direct C08ts
Artist, Performer and Tutor Fee8
Venue Rental
CrewlProduction Management
Travel & Subsistence
Skills Training
Programme Cfrordination
Event Services
PublicitylM8rketing
Materials
Evalualion & Consultancy
79,915
1,089
1,725
7,171
1,C61
23,362
60,284
460
8,159
1,494
747
3,561
803
1,391
9,933
4,342
4,285
5,108
132,702
86,832
Share of •upport and governancè colts (see note 7)
Support
Govemance
200,767
18,836
193,035
19,961
352,305
299.828
Analy*l* by fund
Unreslricted funds - general
Unrestricted funds - designated
Restricted funds
23,970
50,225
278,110
12,298
25,448
262,082
352,305
299,828
-24-

BEAT CARNIVAL
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2024
Support costs allocated to activities
2024
2023
Staff costs
Depreciation
Office expenses
Motor expenses
Prinling, postage & stationery
Repairs & maintenance
Computei mainlenance
Insurance
Training & recruitment
Subsutipions & memberships
Governance cost8
137,448
17,515
13,536
3,032
2,238
16,735
2.787
5,834
1,031
611
18,836
131,280
16,202
15,403
4,841
2,561
10,908
3,682
4.971
1,872
1,515
19,961
219,603
212,996
Analysed betwaen:
Charitable activities
219,603
212,996
2024
2023
Governonce costs comprlse:
Audit and accountancy fees
Legal and professional
3,610
15,228
4,440
15,521
18,836
19,961
Trustees
None of the trustee8 (or any persons connected wlth them) received any remuneration or benefrts from the
charity during the year.
Employees
The average monthly number of employees during the year was..
2024
Number
2023
Number
-25-

BEAT CARNIVAL
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2024
Employees
Icontinued)
Employment costs
2024
2023
Wages and salarles
Social s8curity Costs
Other pension costs
122,740
8,132
6,578
108,941
7,986
14,353
137,448
131,280
There were no employees whose annual remuneratlon was more than £60.000.
Remuneratlon of key management per8onnel
The rernuneration of key management personnel was as follows..
2024
2023
Aggregate compensation
108,045
102,203
10 Other expondlture
Unrostrlcted Unre8trlcted
funds
fund8
2024
2023
Finandng costs
383
294
11 Taxatlon
The charity Is exempt from laxallon on its activitle8 because all its income Is applied for charitable purpose8.
-26~

BEAT CARNIVAL
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2024
12 Tangible fixed assets
Fmhold land
and bulldlng•
Plant and Flxturn• ond
•qulpmont
rittings
Motor
¥ehlcle8
Total
Cost
At 1 April 2023
Additions
377,253
50,240
13,393
64,592
45,760
537,845
13,393
At 31 March 2024
377,253
63,633
64,592
45,760
551,238
Depr•¢l•tlon and Impairni•nt
At 1 April 2023
Depreciatlon charged in the year
55,258
7,545
36,023
7,501
57,484
2,469
45,760
194.503
17.516
At 31 March 2024
62,801
43,524
59,933
45,760
212,018
Carrylng amount
At 31 March 2024
314,452
20,109
4,859
339,220
At 31 March 2023
321,997
14,217
7,127
343,341
13 Debtorn
2024
2023
Amount8 falllng duo withln ona year:
Trade debtors
Other debtor8
Prepayments and accrued Income
3,222
25,057
952
15,212
745
29,231
15,957
14 Cr•dltor•: amounts falling du• wlthln ono year
2024
2023
Trade creditors
Other creditors
A￿rU81S and deferred income
3,224
4,935
6,412
1268)
14,695
6,471
14,571
20,898
15 Retirement benefit schemes
2024
2023
Defined contrlbutlon schemes
Charge to profit or loss in respect of defined contribution schemes
6,576
14,353
-27-

BEAT CARNIVAL
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2024
15 Retlrement benefit schemos
{Continued)
The charity operates a defined contribution pension scheme for all qualifying employees. The assets of the
scheme are held separately from those of the charity in an independently administered fund.
16 Rèstrfcted funds
The restricted funds of the charity comprise the unexpended balanc£s of donations and grants held on trust
subject to specific condrtlons by donors as to how they may be used.
At 1 Aprll
2023
Incomlng Resourc•$ At 31 March
resourcei
•xpended
2024
Arts Councll Comrnls8ion
Arts Council Capital
Arts Council Core & Programm8
Arts Council Equipment Grant
Belfast City Council Arts & Heritage
Belfast City Coun￿1 CFF
Belfast City Counal MAF
The National Lotter Community Fund
Children in Need
DFCIBCC Access & Indusion (Capital)
Dormant Accounts
Er8mus+
PRS Foundation
Samba Masterclass
5.000
292,803
5,000
(10,000)
(6,986)
(143,138)
(3,522)
285,817
143,138
5,308
1,786
14,177
14,177
7,500
33,000
71,171
{7,500)
{33,000)
{46,883)
15,701)
(600)
(796)
(10.811)
(9,000)
(173)
24,288
5,701
29,948
29,348
23,654
24,450
12,835
9,000
3,316
{2,024)
3,143
336,736
323,587
(278,110)
382,213
RestriGted funds are legacies and donations recelved for specified purposes within the overall aims of Ihe
Charity.
17 Unrestrlct•d funds - deslgnated
These are unreslricled funds which are material to the charity's activities.
At 1 April
2023
Incoming
resources
Resourcos
expended
Transfer8 At 31 March
2024
Working Capital Fund
Building Development Fund
Redundancies Fund
SUc￿sSion Strategy Fund
Beat Carnival Events Fund
150,000
140,000
40,500
60,000
19,915
47,772
(50,225)
12,453
110,OLY))
160,000
130,000
40,500
44,696
35,000
(15,304)
15,085
410,415
47,772
150.225)
2,234
410,1
-28-

BEAT CARNIVAL
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2024
17 Unrestricted funds - designated
(Contlnued
Unrestricted funds comprise those fijnds which the Management Committee ar8 free to use in accordance
with the organisation's objectives.
Working Capital Fund - allocated towards the ongoing capital requirements for projed and grant funding
received in arears
Building Development Fund - allocated to allow for maintenance and repair risks and for accrued depreciation
Redundancies Fund - allocated to provide for potents'al redundancy costs
Strategic Developmenl and suc￿Ssion Fund - allocated to Strategic Development and Succession
Events Fund - allocated towards events held
18 Unr•strlctsd funds
The unrestricted funds of the charity comprise the unexpended balances of donations and grants which are
not subject to specific conditions by donors and grantors as to how they may be used. These include
designated funds which have been set aside out of unrestricted funds by the trustee8 for specific purposes.
At 1 Aprll
2023
Incomlng Resources
re80urces
axpended
Transfer• At 31 March
2024
Gen8ral funds
8,475
31,464
(24,353)
(2,234)
13,352
Prevlous year:
At 1 April
2022
Incoming
resources
Regource•
expended
Transfer8 At 31 March
2023
General fvnd6
15,223
112,592)
8,475
19 Related party tran8actlon8
The charity received a donation of £47,772 (2023.. £49,355) from Beat Trading Limited, a company limited by
guarantee whose only member is Beat Carnival. The amount due in r6SP8Ct of this donation at the year end
was £Nil12022.. £Nil)
20 Cash g•n•r•t•d from operation•
2024
2023
Surplus for the year
50,135
28,385
Adjustments for..
Investment income recognised in statement of financial activities
Depreciation and impaimient of tangible fixed assets
(5,445)
17,515
(1,380)
16,202
Movements in working capital:
(Increase)Idecrease in debtors
(Decrease) in creditors
(13,274)
(6,327)
15,733
(11,898)
Cash generated from operations
42,604
47,042
29-

BEAT CARNIVAL
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2024
21 Analysis of changes in net funds
Th6 charity had no material debt during the year.
-30-