The trustees present their annual report and financial statements for the year ended 31 March 2026.
The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the financial statements and comply with the charity's governing document, the Companies Act 2006 and "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)" (effective 1 January 2019).
Introduction & Vision
Artsreach is a pioneering charity which, for over thirty-five years, has been committed to enriching the lives of people in Dorset by connecting and empowering rural communities through creative and cultural experiences.
The charity works with an extensive network of volunteers, community organisations, artists and funding partners to ensure that people living in rural areas can access high-quality cultural activities close to where they live. Artsreach has firmly consolidated its position as a key part of Dorset's cultural infrastructure and continues to receive core investment from both Arts Council England and Dorset Council in recognition of the significant role it plays in supporting communities, artists and audiences across the county.
Mission
Partner with a network of volunteers and empower them to programme, promote and present cultural activities in their community venues.
Present a diverse range of high-quality cultural activities which support the health and well-being of the rural community.
Stimulate community development through engagement with cultural activities and support vital community resources such as village halls.
Support a diverse range of artists, companies and creative practitioners and provide opportunities for artists' development.
Engage with public bodies, business, education and community organisations and work in partnership to develop a thriving cultural offer across rural Dorset.
Build a sustainable and resilient organisation for the future.
Values
Artsreach will be:
Ambitious - in its programme of cultural activity
Inclusive - offering opportunities for all
Collaborative - working in partnership to achieve its vision
Supportive - of its volunteers, artists, audiences and staff
Responsible - considering the environmental impact of its activity
EXECUTIVE SUMMARY OF THE MAIN ACHIEVEMENTS & IMPACT: APRIL 2025 - MARCH 2026
The 2025-26 financial year marked a period of steady progress and new initiatives for Artsreach. Despite continuing pressures arising from inflation, rising operating costs and a highly competitive funding environment for both organisations and artists, the charity successfully delivered an extensive countywide programme of cultural activity whilst maintaining strong governance, organisational resilience and community engagement.
Key highlights from the year include the successful delivery of a core performance programme, strengthened partnerships across the cultural and community sectors, and the development of new creative health and community participation initiatives. Throughout the year Artsreach delivered:
132 live performances as part of the core programme.
Cultural activities in 43 rural Dorset communities.
Events attended by more than 10,200 people.
Buoyant audiences with an average event capacity of 77%
Participatory workshops involving over 970 adults and children.
Performances and workshops by more than 200 local, regional, national and international artists.
Audience feedback continued to demonstrate the value of Artsreach's work. Analysis of audience survey data showed that 85% of respondents agreed that attending an Artsreach event helped them to feel more connected to the local community. 84% also acknowledged Artsreach’s aim of reducing loneliness and social isolation in rural communities. 41% of attendees surveyed had travelled less than four miles to attend events, demonstrating the value of local cultural provision within rural communities.
"I've seen several performances over the last few years. It's an invaluable service to support people who may not be able to travel far, to see top quality theatre and music for affordable prices. I look forward to meeting up with people in these small communities where I feel safe and welcomed."
Audience feedback
The charity maintained a strong focus on accessibility by supporting daytime performances and family events, alongside new community projects and activity designed specifically for older people and those facing barriers to participation.
VOLUNTEERS
Volunteers remain at the heart of Artsreach's success, playing a vital role in programming, marketing, event management, and community engagement. In 2025-26, the charity worked with approximately 43 lead volunteer promoters across Dorset, who in turn were supported by around 220 community volunteers.
During the year volunteers contributed approximately 5,300 hours towards the delivery of the core performance programme and associated activities, representing around 845 volunteering instances.
Artsreach continued to invest in volunteer development through regular communication, advice, funding information, networking and training opportunities.
The trustees recognise that without the commitment, enthusiasm and trusted connections this volunteer network has fostered within its local communities, Artsreach would not be able to achieve its charitable objectives on the scale currently delivered.
CORE PERFORMANCE PROGRAMME
Artsreach continues to be recognised nationally for the quality and diversity of its rural touring programme, and were announced as winner of Best Arts, Culture & Theatre in Dorset, Somerset, and Bristol, in the 2025 regional Muddy Stiletto awards.
Artsreach prides itself on the quality of the work it curates and presents. This is monitored by regular performance attendance and consequent show reports by both staff and Board members, alongside return forms from volunteer promoters. Audience feedback in 2025-26 remained exceptionally positive, with 94% of surveyed audiences rating their experience as either excellent or very good.
“Artsreach provides access to really interesting and high-quality performances. All the events I have attended in the last year have been excellent. Great curation, keep it coming.” Audience member
The 2025-26 programme included professional theatre, music, dance, circus, storytelling and poetry performances presented in community venues across Dorset. Artsreach continued to balance established audience favourites with new and innovative work, supporting artistic risk-taking and ensuring rural audiences can experience a wide range of contemporary cultural activity.
Artsreach continued its commitment to cultural diversity, presenting 25 performances by artists from Chile, the USA, Canada, Turkey, Iran and Croatia. Productions explored themes including Iranian heritage, reggae roots, Klezmer music, and African storytelling, helping to foster cultural exchange and broaden artistic experiences for rural audiences.
The programme included work by local, national and international artists and demonstrated Artsreach's continuing commitment to:
the promotion of new work by companies with whom a good partnership has been established, and whose reputation for challenging and entertaining work is based on previous performance review;
the promotion of new writing by emerging companies and artists;
programming work with a cross-cultural and diverse focus, and involving international artists;
the promotion of new companies whose physical style or challenging ideas extend the existing programme offered by Artsreach.
Bringing a diverse and varied range of professional cultural experiences to rural communities.
PROJECT DELIVERY PARTICIPATION & COMMUNITY ENGAGEMENT
Alongside its core performance programme, Artsreach delivered a significant programme of participatory and community engagement activity, enabling deeper cultural involvement and extending the impact of its work beyond attendance at performances. Through partnerships with artists, creative practitioners, schools and community organisations, the charity delivered targeted initiatives that supported health and wellbeing, reduced social isolation, increased cultural access and developed creative skills for people of all ages.
Artsreach also continued to play a significant leadership role within regional and national cultural initiatives, contributing expertise in rural touring, artist development and community engagement, and helping to shape opportunities for rural communities across Dorset and beyond.
During the year Artsreach contributed significantly to the development of a new national rural touring commissioning initiative, Create Tour Connect, as the South West consortia lead. The commissioned company, Pipeline Theatre, will embark on a 34 date national tour in autumn 2026 and Artsreach will support the company during the development phase.
The charity successfully delivered a third year of activity within the New Forest Culture in Common programme, coordinating and managing a rural touring initiative across ten communities. The ongoing success of this project delivery has resulted in an invitation to deliver a further year of activity.
Artsreach also continued its involvement in national and regional partnership projects including the final year of the Rural Touring Dance Initiative, and in supporting the development of Circus Around and About +, projects designed to bring high-quality dance and circus work to rural audiences.
Artsreach supported the Dorset delivery of Quimantú's Surtierra Touring Project, a community music initiative that brought together local choirs and singers to explore themes of migration, belonging and cultural identity through workshops, rehearsals and performances. The project strengthened community participation and created opportunities for dialogue and understanding between people from different backgrounds.
A diverse programme of Creative Health & Wellbeing activity was another key area of achievement, having secured project funding from a variety of trusts and foundations.
Eight dementia-friendly community Cake Concerts were delivered in partnership with Bournemouth Symphony Orchestra, reaching more than 400 people living with dementia and their carers. Feedback demonstrated the emotional impact of the programme:
"I cried all through the second half. My parents had an amazing morning." Carer Feedback
Artsreach also worked to increase access for those unable to attend traditional venue-based events. Through a partnership with Colten Care, Spiltmilk Dance delivered performances directly within care homes in Sherborne and Sturminster Newton, reaching more than 40 residents, family members and staff.
"We were all mesmerised by the beautiful singing, dancing and gorgeous costumes. The residents were very invested in the performance." Activity Co-Ordinator Feedback
Artsreach delivered four daytime Craft Lab sessions aimed at reducing isolation while introducing people to traditional and contemporary craft skills including Indian block-printing and Dorset button making. Sessions were attended by more than forty participants.
In addition, two fully subscribed twelve-week Dance for Health programmes engaged older adults at The Exchange, Sturminster Newton, and The Mowlem, Swanage. Specifically designed to suit people aged 60+ who would benefit from low level fitness, these daytime workshops were again designed to help reduce isolation in rural communities.
In addition to the children and family work featured in the core performance programme, access to cultural activity for children and young people was supported through a programme of artist-led activity in schools, providing opportunities for cultural learning and creative participation. Author Ruth Quayle led creative writing and storytelling workshops for 233 primary school pupils in Gillingham, while Bobak Champion engaged 22 secondary school students in breakdance workshops. Contemporary dance company Ceyda Tanc delivered Turkish dance workshops for 106 primary schools pupils in Broadmayne.
Thanks to the support of a number of trusts and foundations, the charity also delivered its annual programme of summer creative activities for children and families, reaching more than 386 children and supporting Dorset Council's wider objectives around access to holiday activities for children in receipt of free school meals.
In total, hundreds of Dorset residents were able to engage in creative activity beyond simply attending performances, supporting Artsreach's wider objective of increasing participation in the arts.
AUDIENCE DEVELOPMENT
Artsreach remains committed to raising its profile and reaching new and diverse audiences. Artsreach conducts audience surveys at its venues to gain a greater understanding of the make-up of its audiences through data capture. These surveys were analysed using ‘Culture Counts’ in 2025-26.
Audience surveys undertaken during the year showed that almost half of attendees travelled fewer than four miles to attend an event, demonstrating the value of local cultural provision and the importance of community-based delivery. In addition, 15% of surveyed attendees were attending an Artsreach event for the first time, indicating the charity's continued success in reaching new audiences.
"It's been wonderful to find such an organisation in Dorset providing such a wide range of events, something we missed when living in Devon. An absolute gem which needs continued support."
Audience feedback
Excellent relationships continue to exist with local press and media. The charity also continued to strengthen its digital presence, achieving growth across social media platforms and increasing subscriptions to its e-newsletter. Printed seasonal brochures remained an important element of audience engagement and continued to be distributed widely throughout Dorset.
PUBLIC BENEFIT
The trustees have had due regard to the Charity Commission's guidance on public benefit when planning and reviewing the charity's activities.
Artsreach exists to improve access to arts and culture for people living in Dorset’s rural communities. Through the delivery of professional performances, participatory activities, artist development initiatives and community engagement programmes, the charity also helps tackle rural issues such as social isolation while providing opportunities for education, social connection, wellbeing and cultural enrichment.
“I am disabled and both myself and my husband are in our 70s and have been searching for entertainment which is affordable. Now I know about Artsreach events, I shall be attending more.” Audience Feedback
The Trustees strongly believe that the activities outlined in this report demonstrate the public benefit delivered throughout the year and the positive contribution made to communities across rural Dorset.
In 2025-26 Artsreach continued to provide an excellent return for the public money invested in the organisation; from core grants totalling £99,244 from Arts Council England and Dorset Council, Artsreach invested over £96,500 in guaranteeing artistic fees to deliver its core performance programme in 2025/26, also indicating the value of the charity’s annual programme to artists and creatives. Communities participating in the Artsreach programme raised and retained over £36,000 from their share of box office and associated earnings from bars and raffles etc. This demonstrates an excellent return on investment in local communities specifically for Dorset Council, who’s annual grant to Artsreach totals £42,000.
Given the ongoing unsettled financial climate, the surplus of £4,183 for 2025/26 against a budgeted deficit of circa £8,000 reflects a continued strategic approach taken by Artsreach to maintain levels of activity and continue to support its communities, artists and audiences, whilst exploring alternative income streams.
As at 31st March 2026, the charity's total funds are £140,261 (2025: £136,078) and included in this are restricted funds of £1,617 (2025: £15,000).
The free reserves are £138,064 (2025: £121,078). Free reserves are calculated by deducting fixed assets from the unrestricted (and undesignated) reserves held at the year-end.
The trustees consider the reserves held at year end to be consistent with the reserves policy and sufficient to support operational continuity and future organisational resilience.
It is the policy of the charity that unrestricted funds which have not been designated for a specific use should be maintained at a level equivalent to between three and six month’s expenditure. The trustees consider that reserves at this level will ensure that, in the event of a significant drop in funding, they will be able to continue the charity’s current activities while consideration is given to ways in which additional funds may be raised. This level of reserves has been maintained throughout the year.
The Trustees of Artsreach consider that certain levels of reserves are required to run the organisation in an orderly and prudent manner.
Reserves are held by Artsreach in two funds: Restricted and Unrestricted.
Reserves policy (continued)
RESTRICTED FUNDS represent money earmarked by the donor. The directors can only use these funds for the specific purpose for which they were given.
UNRESTRICTED FUNDS are divided into two parts: Designated funds and Other Charitable Reserves. These are funds that the directors may use for any purpose within the objectives of Artsreach:
Designated funds - the directors have decided to designate certain funds for future use:
sufficient funds to cover management, administration, activity and support costs for at least three months.
monies set aside should the company need to conclude its activities in an orderly manner and make its staff redundant
Other Charitable Funds: reserves which enable Artsreach staff to take advantage of change and opportunities as they arise
Sufficient Designated funds were maintained at the level outlined above throughout the year. The Reserves Policy is reviewed annually and approved at the board meeting which immediately follows the review.
Looking ahead, Artsreach will continue to deliver high-quality cultural activity across rural Dorset while strengthening the organisation's sustainability and resilience.
Key priorities for 2026/27 include:
Securing the ongoing support of Arts Council England and Dorset Council
Implementing a revised staffing structure following the retirement of the Assistant Director.
Refreshing the organisation's business plan and delivering against its fundraising strategy.
Continuing investment in volunteer development and support.
Securing funding to expand project activity for community participation and audience development.
The trustees remain confident that Artsreach is well positioned to continue delivering significant cultural, social and economic value to Dorset's rural communities in the years ahead.
During the year the Board continued to strengthen and refine its governance responsibilities through the use of Board sub-groups covering key areas including finance and fundraising.
At the annual Board and Staff awayday held in May 2025, the team revisited its Business Development Strategy in order to create a new 3-Year Fundraising Strategy and Action Plan. Delivery against the Action Plan now sits with the fundraising sub-group and Executive Director.
In addition, trustees led quarterly discussions to review progress against aspects of the business plan, both in relation to ACE Investment Principles, and DC priorities. This model continues to provide an opportunity for reflection and evaluation which is both useful to the executive and valued by the Board. The Board also continued its commitment to environmental responsibility with a trustee Environmental Champion giving ongoing consideration to the environmental impacts across all organisational activity.
Annual trustee skills audits continue to inform recruitment activity, with representation from the volunteer promoter network being the focus for 2026.
Governing document
The charity is controlled by its governing document, a deed of trust, and constitutes a limited company, limited by guarantee, as defined by the Companies Act 2006.
Artsreach is a charitable company limited by guarantee, incorporated on 15 August 1996 and registered as a charity on 23 September 1996. The company was established under a Memorandum of Association which established the objects and powers of the charitable company and is governed under its Articles of Association.
The trustees, who are also the directors for the purpose of company law, and who served during the year and up to the date of signature of the financial statements were:
Trustees are selected from and by the members at the Annual General Meeting. The minimum number of directors is three, and until so fixed there shall be no maximum number. Trustees will be appointed for a three-year term, after which they will retire from office. One third of trustees must retire annually. A retiring trustee is eligible for re-election. The maximum number of years served will be nine years although there may be circumstances when an exceptional appointment may be made for longer to ensure a specific specialism is available to the board.
Trustee induction and training
Most trustees are already familiar with the practical work of Artsreach. New trustees are invited to meet with the Executive Director and the Chair of Artsreach for an informal training session and given an induction pack which includes:
- Current Business Plan
- Memorandum and Articles of Association
- Annual Report, Accounts and Budget
- Explanation of relationship with funding bodies and overall funding situation
- Notes on the role and responsibilities of board members
- Minutes of recent board meetings
- Current and recent performance programmes
- Contact list for staff and board members
Directors are asked to attend appropriate training opportunities and events as they arise.
Artsreach is governed by a board of directors who are elected by the membership at the AGM in accordance with the terms laid down in its Memorandum and Articles of Association. Members of this board of directors are the trustees of the charity.
Decisions are made by the Board of directors at quarterly meetings. The Board of directors report on work undertaken, present financial accounts and appoint an independent financial examiner at the Annual General Meeting. An Executive Director is employed by the Board to implement decisions made by the Board and to manage the day-to-day business of Artsreach, with delegated authority including finance, employment, fundraising, programming and project management.
Our Executive Director works full-time, 5 days in post. A part-time Office Administrator works 20 hours a week. Our part-time Assistant Director works 3 days in the role but will be retiring from this post in July 2026. For continuity beyond this point, the Trustees and Executive Director have planned a staffing restructure and recruitment timeline to be delivered in the coming financial year. A large network of volunteers based in the communities within which Artsreach works supports the staff team.
On behalf of the Board, I would like to record our sincere appreciation for the dedication and professionalism of the Artsreach staff throughout the year. The organisation has continued to operate within a challenging and fast‑changing environment, yet the team has consistently exceeded expectations. Their efficiency, creativity and ambition for Artsreach are evident across all areas of delivery, and they have approached significant operational demands with unfailing good humour and commitment. As a result, it has been particularly encouraging to see sustained audience attendance and strong public appreciation for the quality and breadth of Artsreach’s cultural offer.
The Board also wishes to acknowledge the outstanding contribution of our network of volunteer promoters. Their work in supporting audience development, maintaining strong local engagement, and welcoming visiting artists into their communities remains central to Artsreach’s success and reach across rural Dorset.
Finally, I would like to formally recognise the commitment of our volunteer Board members, who continue to give their time generously, conscientiously and without hesitation in support of the organisation. Their stewardship, insight and loyalty are deeply valued by the Artsreach team, who remain grateful for their ongoing support throughout the year.
Risk Management
The board of directors meets regularly and as part of the meeting, discuss the issues and risks affecting the charity. Risks are regularly monitored through a Business Continuity Risk Register, where major risks to the organisation are identified, the potential impact outlined and mitigating actions put in place.
As always, the major risk faced by the organisation is a reduction in core funding. In order to minimise this risk, the scale of unrestricted activities undertaken by Artsreach is finalised annually, once the level of core funding is confirmed. In addition, designated reserves are maintained at a level to cover management, administration, and support costs for at least three months, as detailed in the Artsreach reserves policy above.
The trustees' report was approved by the Board of Trustees.
I report to the trustees on my examination of the financial statements of Artsreach (the charity) for the year ended 31 March 2026.
Having satisfied myself that the financial statements of the charity are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of the charity’s financial statements carried out under section 145 of the Charities Act 2011 (the 2011 Act). In carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.
Since the charity’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of the Institute of Chartered Accountants in England and Wales, which is one of the listed bodies.
I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:
accounting records were not kept in respect of the charity as required by section 386 of the 2006 Act; or
the financial statements do not accord with those records; or
the financial statements do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a true and fair view which is not a matter considered as part of an independent examination; or
the financial statements have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the financial statements to be reached.
The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.
The Charitable Company is a private limited company, registered in England & Wales, limited by guarantee without share capital. The liability of the members is limited to £10 per member.
The address of its registered office is:
The Little Keep
Barrack Road
Dorchester
Dorset
DT1 1SQ
The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice (applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)) (issued in October 2019) (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.
Basis of preparation
Artsreach meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy notes.
The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £.
At the time 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 trustees continue to adopt the going concern basis of accounting in preparing the financial statements.
Unrestricted income funds are general funds that are available for use at the trustees discretion in furtherance of the objectives of the charity.
Designated funds comprise funds which have been set aside at the discretion of the trustees for specific purposes. The purposes and uses of the designated funds are set out in the notes to the financial statements.
Restricted funds are subject to specific conditions by donors or grantors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements.
Donations are recognised when the charity has been notified in writing of both the amount and settlement date. In the event that a donation is subject to conditions that require a level of performance by the charity before the charity is entitled to the funds, the income is deferred and not recognised until either those conditions are fully met, or the fulfilment of those conditions is wholly within the control of the charity and it is probable that these conditions will be fulfilled in the reporting period.
Grants are recognised when the charity has entitlement to the funds and any conditions linked to the grants have been met. Where performance conditions are attached to the grant and are yet to be met, the income is recognised as a liability and included on the balance sheet as deferred income to be released.
All expenditure is recognised once there is a legal or constructive obligation to that expenditure, it is probable settlement is required and the amount can be measured reliably. All costs are allocated to the applicable expenditure heading that aggregate similar costs to that category. Where costs cannot be directly attributed to particular headings they have been allocated on a basis consistent with the use of resources, with central staff costs allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset's use. Other support costs are allocated based on the spread of staff costs.
Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them.
These include the costs attributable to the charity's compliance with constitutional and statutory requirements, including audit, strategic management and trustees meetings and reimbursed expenses.
Support costs include central functions and have been allocated to activity cost categories on a basis consistent with the use of resources, for example, allocating property costs by floor areas, or per capita, staff costs by the time spent and other costs by their usage.
Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.
The charity is exempt from corporation tax on its charitable activities.
The charity is exempt from VAT due to the charities operation falling under the 'paragraph 4.7 of the VAT notice 701/47' exemption.
The charitable company operates a defined benefit contribution pension scheme. Contributions payable to the charitable company's pension scheme are charged to the Statement of Financial Activities in the period to which they relate.
Debtors and Prepayments
Debtors and prepayments are recognised at the transaction price where an entity has a present obligation resulting from a past event that will probably result in the transfer or funds from a third party to the charity and the amount due to settle the obligation can be measured or estimated reliably.
Creditors and Provisions
Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their transaction price after allowing for any trade discounts due.
Adjustments to prior periods
A prior year amendment has been made in the accounts to reclassify income generated from ticket sales of shows and performances, reallocating between Income from trading activities to Income from charitable activities. This has been done to better classify the income as it is raised directly from the fulfilment of the charities aims and activity rather than solely to generate income. The adjustment has reclassified £95,464 of income in the comparative Statement of Financial Activity. There was no impact on funds as a result of this change.
Trustees remuneration and expenses
There were no trustees' remuneration or other benefits for the year ended 31 March 2026 nor for the year ended 31 March 2025.
Trustees' expenses
There were no trustees' expenses paid for the year ended 31 March 2026 nor for the year ended 31 March 2025.
The average monthly number of employees during the year was:
The charity is exempt from taxation on its activities because all its income is applied for charitable purposes.
The restricted funds of the charity comprise the unexpended balances of donations and grants held on trust subject to specific conditions by donors as to how they may be used.
Purposes of restricted funds
New Forest Rural Touring Programme - Restricted funds from Culture in Common to deliver a pilot rural touring programme in the New Forest as part of an Arts Council Creative People and Places project.
CYP Project Work - Restricted for the purpose of delivering a programme of creative children's workshops and shows across rural Dorset.
NRTF Grants - Funds to support staff CPD by attending regional meetings, board member events and the national conference, plus a bursary to support attendance at the Edinburgh Fringe Festival, and a training grant.
Britford Bridge Trust Project - Funds to support delivery of creative project activity for the elderly / those with dementia living in communities across rural Dorset and care settings.
Dorset Community Foundation - Funds restricted to support delivery of creative project activity for the elderly / those with dementia living in communities across rural Dorset and care settings.
Create Tour Connect - Funds to support the management of the South West regional hub and oversee a creative commission as part of an Arts Council England funded touring project.
Talbot Village Trust - Funds to support the delivery of creative project activity for the elderly / those with dementia living in communities across rural Dorset and care settings.
Rural Touring Dance - Funds to support the hire of a venue for dance workshops with touring artists.
Care Home Event Delivery - Restricted contributions from care homes to support the costs of delivering live shows and entertainment.
Dorset Council: Community Culture - To support the live-streaming of the annual Tea with William Barnes celebration, and send activity sheets and information to Dorset Care Homes.
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 trustees for specific purposes.
Purposes of designated funds
Big Picture - Designated for visual arts projects.
At the reporting end date the charity had outstanding commitments for future minimum lease payments under non-cancellable operating leases, which fall due as follows:
Trustees donated amounts totaling £5,300 (2025: £400) without conditions in the year ended 31 March 2026.