for the Period Ended 31 May 2024
Directors report | |
Profit and loss | |
Balance sheet | |
Additional notes | |
Balance sheet notes | |
Community Interest Report |
Directors' report period ended
The directors present their report with the financial statements of the company for the period ended 31 May 2024
Principal activities of the company
Political and charitable donations
Company policy on disabled employees
Additional information
1. Business Review and Achievements The Art Room DENBY DALE CIC has had a successful year, continuing to provide accessible and inclusive art opportunities to the community. Key achievements include: Expanded Art Programs: We introduced new workshops and community projects, increasing participation by 45%. Community Engagement: Collaborated with 5 local schools to bring art-based initiatives to diverse groups. Funding and Support: Secured grants from Kirklees to subsidise classes, making art accessible to those facing financial hardship. Public Art Projects: Launched mural and installation projects, involving local artists and community members. 2. Financial Overview During the financial year, The Art Room CIC maintained financial stability through a combination of grant funding and workshop fees. Key financial highlights include: Total income: £8935 Total expenditure: £8899 Surplus/Deficit: £36 Major funding sources: Kirklees HAF Investments in new equipment, accessibility improvements, and training programs. 3. Environmental, Social, and Governance (ESG) Initiatives Environmental Responsibility: The Art Room CIC implemented sustainable art practices, including using recycled materials and reducing waste. Social Impact: We enhanced inclusivity by offering workshops tailored to neurodivergent individuals, seniors, and those with disabilities. Governance: Maintained strong governance practices, including regular board meetings and transparent financial reporting. 4. Risk Management To ensure the sustainability and security of our programs, we identified key risks and implemented mitigation strategies: Safeguarding: Strengthened policies and training for all staff and volunteers working with children and vulnerable adults. Operational Challenges: Implemented contingency plans for unexpected disruptions, including digital alternatives for workshops. 5. Future Plans and Strategic Goals Looking ahead, The Art Room CIC aims to: Expand outreach programs to underserved communities. Increase funding opportunities to offer more free and subsidised workshops. Develop new partnerships with local businesses and cultural institutions. Enhance digital art offerings to reach a wider audience.
Directors
The directors shown below have held office during the whole of the period from
8 May 2023
to
31 May 2024
The above report has been prepared in accordance with the special provisions in part 15 of the Companies Act 2006
This report was approved by the board of directors on
And signed on behalf of the board by:
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Status: Director
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The notes form part of these financial statements
This report was approved by the board of directors on
and signed on behalf of the board by:
Name:
Status: Director
The notes form part of these financial statements
for the Period Ended 31 May 2024
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for the Period Ended 31 May 2024
At The Art Room, our activities over the past financial year have had a meaningful impact on the community by fostering creativity, connection, and accessibility in the arts. Here’s how our work has benefited the community: 1. Expanding Access to the Arts We provided affordable and free art classes for individuals of all ages and backgrounds, ensuring that financial barriers did not prevent participation. Our outreach programs brought creative workshops to schools, care homes, and community centers, engaging children, seniors, and vulnerable groups. 2. Supporting Well-being and Mental Health Through art therapy initiatives, we helped individuals struggling with stress, anxiety, and isolation find a creative outlet for self-expression and healing. We hosted inclusive art sessions for neurodivergent individuals and those with disabilities, ensuring that our programs were adaptable and accessible. 3. Creating Opportunities for Local Artists and Educators We provided paid opportunities for local artists, freelancers, and educators, allowing them to share their skills while contributing to the community. Our studio showcased emerging artists through exhibitions and pop-up events, giving them a platform to connect with wider audiences. 4. Strengthening Community Engagement We partnered with local businesses, schools, and cultural organizations to host collaborative events, fostering a sense of unity and cultural appreciation. Through interactive public art projects, we encouraged community participation in beautifying shared spaces, strengthening local pride and identity. Our commitment to inclusivity, creativity, and community enrichment continues to drive our mission, and we look forward to further expanding our impact in the coming year.
The Art Room has actively engaged with its stakeholders over the past financial year to ensure that our programs remain relevant, accessible, and impactful. 1. Who Our Stakeholders Are Our stakeholders include: Community Members – Participants in our art programs, including children, adults, and vulnerable groups. Local Artists and Educators – Freelance artists, instructors, and creative professionals involved in our workshops and events. Partner Organisations – Schools, care homes, charities, and community groups collaborating with us on outreach programs. Funders and Grant Providers – Organisations and individuals who support our work financially. Volunteers and Staff – Those who help facilitate our programs and operations. 2. How Stakeholders Have Been Consulted Surveys & Feedback Forms – We distributed surveys after workshops and events to gather input on experiences, accessibility, and areas for improvement. Community Meetings & Focus Groups – We held discussions with participants, artists, and partner organisations to better understand needs and expectations. One-on-One Conversations – Direct discussions with artists, volunteers, and educators helped identify specific challenges and suggestions. Social Media & Online Engagement – We invited feedback through digital platforms, allowing for real-time input and discussions. 3. Actions Taken in Response to Feedback Expanded Accessibility – Based on feedback from participants with disabilities, we introduced more accessible class formats, including sensory-friendly sessions and online options. Increased Free/Low-Cost Programs – Community members expressed financial concerns, so we secured additional funding to offer more free workshops and sliding-scale pricing. Enhanced Artist Support – Local artists requested more networking and selling opportunities, leading us to organise additional exhibitions and mentorship sessions. Refined Safeguarding Policies – Feedback from partner organisations working with vulnerable groups led to the implementation of enhanced safeguarding training for all staff and volunteers. By actively consulting our stakeholders and responding to their needs, we continue to shape The Art Room as an inclusive, supportive, and engaging creative space for all.
The total amount paid or receivable by the directors in respect of qualifying services was £6020. The directors of The Art Room were compensated for their work in overseeing the organisation’s operations, ensuring the successful delivery of programs, and maintaining the sustainability of the community art studio. There were no other transactions or arrangements in connection with the remuneration of directors, or compensation for director’s loss of office, which require to be disclosed. All remuneration was in line with the company’s financial capacity and governance policies, ensuring that it remained fair, transparent, and proportionate to the level of responsibility and contribution made by the directors. No excessive payments or benefits were provided, and all financial decisions were made with the best interests of the community and the organisation’s mission in mind.
No transfer of assets other than for full consideration
This report was approved by the board of directors on
25 February 2025
And signed on behalf of the board by:
Name: SEAN BARRY
Status: Director