for the Period Ended 31 July 2025
| 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 July 2025
Principal activities of the company
Directors
The directors shown below have held office during the whole of the period from
1 February 2024
to
31 July 2025
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:
Name:
Status: Director
for the Period Ended
| 18 months to 31 July 2025 | 2024 | |
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As at
| Notes | 18 months to 31 July 2025 | 2024 | |
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| Fixed assets | |||
| Tangible assets: | 3 |
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| Debtors: | 4 |
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| Creditors: amounts falling due within one year: | 5 |
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| Members' funds | |||
| Profit and loss account: |
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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 July 2025
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
Other accounting policies
for the Period Ended 31 July 2025
| 18 months to 31 July 2025 | 2024 | |
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| Average number of employees during the period |
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for the Period Ended 31 July 2025
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
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| Cost | £ | £ | £ | £ | £ | £ |
| At 1 February 2024 |
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| At 31 July 2025 |
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| At 31 July 2025 |
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| At 31 January 2024 |
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for the Period Ended 31 July 2025
| 18 months to 31 July 2025 | 2024 | |
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| £ | £ | |
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| Other debtors |
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| Total |
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for the Period Ended 31 July 2025
| 18 months to 31 July 2025 | 2024 | |
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| £ | £ | |
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During the period from 1 February 2024 to 31 July 2025, Somerset Youth Theatre CIC expanded its provision to meet the needs of children, young people and families across Somerset. 706 Weekly youth theatre sessions were delivered in Midsomer Norton, Chard, Taunton, Highbridge, Cheddar, Shepton Mallet, Langport, Wellington and Bridgwater (HAMP), engaging approximately 350 young people. Provision was fully funded or subsidised where needed, ensuring accessibility, and delivered in partnership with local authorities to reach priority communities. Youth voice remains central to the organisation. Through its Artist Development and Early Career programmes, Somerset Youth Theatre provided paid placements including internships and technical roles, alongside a Young Leaders pathway where young people influence decision-making. Governance has been strengthened through an expanded Board of Advisors, including specialist roles in finance, HR and leadership. The organisation has also invested in staff and sector development, delivering and undertaking training in mental health first aid, neuroaffirming practice, youth work and safeguarding, and providing training to VCSFE partners and PCSOs. Holiday programmes (“Play in a Week”) were delivered across five locations, reaching approximately 236 children and young people, particularly those eligible for free school meals. Performances engaged audiences of over 700 people, increasing access to arts and community spaces. Work experience opportunities were provided for 27 young people from local schools and colleges, including Bridgwater & Taunton College and Bishop Fox's School, contributing to programme delivery and organisational development, including policy input and creative work. Targeted community activity in areas such as Highbridge, Morland and Hamp supported confidence, wellbeing and community cohesion. Additional initiatives included winter support for families, care home performances, and community events delivered in partnership with Spark Somerset and Seed Sedgemoor, demonstrating improved wellbeing outcomes. The organisation worked with schools to support young people experiencing Emotionally Based School Avoidance through the LX Project, improving engagement, wellbeing and attendance using creative, neuroaffirming approaches. Somerset Youth Theatre strengthened its strategic role through membership of Somerset Youth Alliance and Youth Theatre Together Networks, and by contributing to Local Community Networks, ensuring young people’s voices inform local and National decision-making. The organisation continues to create original theatre across Somerset, amplifying young people’s voices and increasing access to arts and cultural opportunities. Overall, its work has delivered clear social impact through improved wellbeing, increased inclusion, and stronger community engagement.
Young people aged 6–25 participating in our programmes, including those from mainstream education, those with Special Educational Needs (SEN), neurodivergent young people, those in alternative provision, those experiencing rural isolation, and refugee and migrant communities Parents and carers, particularly those from lower socio-economic backgrounds, including families eligible for Free School Meals and those accessing subsidised or referral-based provision Young Leaders, including interns and work experience participants Staff, freelance artist practitioners, volunteers, and specialist consultants involved in delivery The Board of Directors and Board of Advisors Partner organisations including schools, further education providers, local authorities, arts organisations, and community and voluntary sector groups Funders and supporters, including Arts Council England and other grant-making bodies Local communities and audiences across Somerset How stakeholders have been consulted: Somerset Youth Theatre CIC has undertaken consultation with stakeholders through: Feedback forms and informal discussions with young participants and parents/carers following workshops and performances Ongoing engagement with partner schools and community organisations to identify local needs and gaps in provision Input from freelance practitioners and staff during programme planning and evaluation Strategic input and oversight from the Board of Directors and Board of Advisors Discussions with funders and partners during application and reporting processes Engagement with local networks and community groups to understand barriers to access, particularly in rural and underserved areas What action has been taken in response to feedback: Feedback from stakeholders has informed the development of the company’s activities in the following ways: Increased provision of subsidised and funded places to ensure accessibility for young people from lower-income backgrounds Development of inclusive programmes tailored to SEND and neurodivergent participants Expansion of outreach work into rural and underserved communities across Somerset Creation of progression pathways, including Young Leader, internship, and work experience opportunities Adaptation of delivery models in partnership with schools and alternative provision settings to better support disengaged learners Strengthening safeguarding and pastoral support in response to participant and partner needs
Director Remuneration Statement The Creative Director and Head of People are also members of the Board of Directors. Any remuneration received by these individuals relates solely to their operational roles within the organisation. Their duties as Directors, including governance, strategic oversight, and board participation, are undertaken on a voluntary basis and are not remunerated. This ensures a clear distinction between paid staff responsibilities and voluntary governance roles, in line with CIC regulations and best practice.
No transfer of assets other than for full consideration
This report was approved by the board of directors on
28 April 2026
And signed on behalf of the board by:
Name: Selina Keedwell
Status: Director