St Pauls Afrikan Caribbean Carnival aka St Pauls Carnival
(Registered charity & a company limited by guarantee)

Report and financial statements For the year ended 31 March 2013 Charity number 1136561 Company number 06116890

St Pauls Afrikan Caribbean Carnival Report of the Management Committee for the year ended 31st March 2013 The Trustees present their annual report and independently examined accounts for the year ended 31st March 2013. St Pauls Afrikan Caribbean Carnival became a company limited by guarantee on 19th February 2007 and a registered charity on 23rd June 2010 Reference and Administrative Information Charity Name: Charity registration number: Company registration number: Registered Office Operational address: BOARD OF TRUSTEES Ms Cleo Lake Ms Katy Noakes Ms Judith Davis Mr Michael Thaxter Mr Clive Smith Mr Colin Watson Mr Angus Brown Ms Rebecca Gibbs Ms Mary Slattery St Pauls Afrikan Caribbean Carnival 1136561 06116890 The Coach House, Upper York Street, St Pauls, Bristol, BS2 8QN The Coach House, Upper York Street, St Pauls, Bristol, BS2 8QN

Elected 26/9/12 Chair from 6/12/12 Elected 26/9/12 Elected 26/9/12 Re- elected 26/9/12 Elected 12/10/11 Re-elected 12/10/11 Elected 26/9/12 – Retired 9/11/12 Retired 26/9/12 Retired 26/9/12

Trustee Colin Watson retires in rotation in accordance with the Memorandum & Articles of Association. Clive Smith, offers himself for re-election this year. Company Secretary Katy Noakes Staff Steve Hunt – General Manager Abdul Hamid – Finance Freelance Staff Jasmine Loveys – Schools co-ordinator Norma Stephenson (Rubba) – Lead Artist Bankers Unity Trust Bank

Independent Examiner Richard Maule FCA, 12 Picton Street, Bristol BS6 5QA Structure, Governance and Management The Trustees must meet at least 12 times a year, as per our governing document. In practice however, they meet 14-15 times a year. The quorum is 3 members. Governing Document St Pauls Carnival started in 1968; the current organisation became a company limited by guarantee on 19th February 2007 and a registered charity on 23rd June 2010. St Pauls Afrikan Caribbean Carnival is governed by a Memorandum and Articles of Association. In the event of the company being wound up members are required to contribute an amount of up to £1 towards the costs of dissolution and the liabilities incurred by the Charity while he/she was a member. The objects of the charity To advance the education of the public in the appreciation and practice of Afrikan and Caribbean arts and culture; • • • • • Deliver a sustainable, safe, annual free Carnival celebration now and in the future Encourage participation in Carnival arts Promote inclusion across the diverse population Educate the local and wider community on the history and issues affecting Black African and Caribbean people embedding artistic innovation through all activities. To optimise the organisation performance and ensure compliance with legal requirements – promoting ethical governance

Recruitment and Appointment of Management Board The directors of the company are also charity trustees for the purposes of charity law and under the company’s Articles are known as Trustees. Under the requirements of the Memorandum and Articles of Association one third of the longest serving members of the Trustees must retire at each AGM, and restand for election if they wish. St Pauls Carnival encourages trustees from the local community and as part of its memorandum and articles of association state that ‘at any one time at least 75% of Trustees must be from African or Caribbean origin.’ Trustees’ responsibilities Charity regulations and company law require the Trustees to prepare accounts for each financial year which give a true and fair view of the state of the affairs of the charity and of the surplus or deficit of the charity for that period. In preparing those accounts the Trustees are required to: i) select suitable accounting policies and then apply them consistently ii) make judgments and estimates that are reasonable and prudent

iii) iv)

prepare accounts on the going concern basis unless it is inappropriate to assume that the company will continue on that basis state whether applicable UK Accounting Standards have been followed subject to any materials departures disclosed and explained in the financial statements

The Management Board is responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the company and to ensure that the accounts comply with the Companies Act 2006 and with the Statement of Recommended Practice Accounting for Charities. The Management Board is also responsible for safeguarding the assets of the company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. Trustee induction and training All new trustees are given a copy of CC3 ‘The Essential Trustee’ guide from the Charity Commission, and St Pauls Carnivals governing documents. Most trustees are already familiar with the practical work of the charity having been users of the service. Additionally, new trustees are invited and encouraged to attend St Pauls Carnival away days, and training sessions which are held for the staff team and are relevant to the Trustees developmental needs. Trustees also have an open invitation to spend time within the organisation shadowing staff, to observe and learn about our service delivery. We do review local training provided to support trustees and invite our trustees to attend. Description of the way in which the charity is organised Activities should make a positive statement and contribution to the African Caribbean profile of the city and foster a sense of cultural and artistic ownership and pride within the African Caribbean community, seeking to promote social and economic integration for the ever changing communities in Bristol as well as diversity Activities that we offer should be inclusive, participative and accessible and use the skills, expertise and talents within the St Paul’s community Activities should build on the resources and revenue and offer personal development opportunities for groups and individuals within the St Pauls community, thereby encouraging the wider community involvement Activities should recognise and value the diversity of the community and the different contributions that both individuals and specific communities and groups within St Pauls can make All activities should respect the St Pauls environment and make an environmentally sensitive contribution Partnership working across a variety of agencies both statutory, private sector and community/voluntary is recognised as integral to the way that we work Activities should be of high quality and well planned, managed and resourced and effort should be rewarded

A unified approach is taken to the internal running of the Carnival organisation and delivery of projects and workers, Management Board members and volunteers are equally regarded. We value the hard work and commitment that each individual brings We consider and maintain equal opportunities practice in all that we do and Carnival involvement is open to everyone. Activities should seek to promote in a wider scale health & safety and address accessibility issues. The organisation must be effective in communicating with the all the stakeholders throughout. Organisational Summary People The Board comprises members from the local community; they bring to the organisation a range of skills, including financial planning, business management and programming. Overall Responsibilities of all Board Members Set and monitor the creative vision of the organisation Monitor the day to day running of the organisation, ensuring that monies generated are managed responsibly manage and support paid staff members and volunteers keeping abreast of relevant working legislation Board members are nominated for different areas of expertise, although sometimes there is cross over in relevant experience in other areas. Staff Carnival General Manager (5 days per week) Purpose of the Job The Carnival Manager will have overall operational responsibility for the organisation. They will ensure solid backup to the staff and board, steer the organisation towards meeting the strategic leadership and comply with all organisational policies at all times. Finance & Administration Assistant [3 days per week] Purpose of the Job The Finance and Administration Assistant is responsible for the effective financial management of monies received by Carnival with the assistance of the Treasurer to ensure solid and robust financial systems and procedures, they will act in the best interests of the organisations at all times, complying with their Equal Opportunities and other policies. They are directly accountable to the General Manager. Schools Co-ordinator – freelance role. Purpose of the Role Liaising with schools to establish their needs and negotiate involvement in Carnival workshops, procession and performances. Organising and planning activities with the school staff and artists. Ensuring that the activities delivered are suitable for the age group and fit in with the school’s curriculum. Source and engage the services of suitable artists for work in schools. Ensure that budgets are kept to and contracts are prepared. Create literature to give schools ideas for costume interpretation. Monitor artists’ work with

schools and that both sides are satisfied with arrangements. Seek written feedback from the participating schools and artists. Produce a final evaluation report Lead Artist – Freelance role. Purpose of the Role Co-ordinate the sourcing of a professional carnival dancers and create a one -two day workshop with choreographers. Source local artists for workshops. Assist Schools Education Co-ordinator with the sourcing of local artists for workshops in schools. Ensure that budgets are kept to and contracts are prepared. Seek written feedback from the participating artists and produce a final evaluation report. Event Management The Event management contract was extended for another year as the company, Kambe, not only delivered on budget but also received high praise from Avon and Somerset constabulary and Bristol City council. Subsequently the company acted in an advisory role up to the decision to cancel the 2012 Carnival. Risk Management The Management Board has conducted a review of the major risks to which the charity is exposed and systems have been established to mitigate those risks. Internal risks are minimised by the implementation of procedures for authorisation of all transactions and projects. We worked in accordance with our contractual obligations to all funders. Working to these requirements ensures consistent quality of delivery for all operational aspects of the charitable company. St Pauls African Caribbean Carnival policies and procedures are periodically reviewed to ensure that they still meet the needs of the charity. Progress, performance, and achievements The carnival highlights for 2012 were: Schools Education Programme Cabot School’s participation in the 2012 Olympic Event at Weymouth Artists training NVQ courses Mandela’s Hideaway Commissioning of a large Carnival costume New website Throughout the last year the Carnivals board have been committed to. • • • • • Ensuring that local schools and artists participate to a greater extent than before through the delivery of the schools education programme and the artist workshops. Sourcing key personnel capable of working collaboratively Developing the funding opportunities available since becoming a Charity in June 2010 Building a strong management force Managing funds obtained effectively and within approved budgets

In response to the above the organisation has committed to;

• • • • •

Exploit links within UK and abroad to contract performers with the highest skill levels Create a unique large scale carnival based activity, including a processional element and the programming of main and youth stages Diversify the art form of carnival as it is currently perceived locally, through creation of localised Mas camps utilising the skills of key carnivalists from the UK and Abroad Expanding the audience base for carnival based product through joint working with key partners Utilising modern marketing activities

The schools education programme and the artists training carried out ensured that although sadly the main carnival day was cancelled for 2012, the investment in carnival arts meant more children and artists were able to gain knowledge and skills and for the artists training and employment. 550 children from 12 schools received free carnival arts activities in dance, spoken word, giant puppet making, drumming, and costume making from 25 local artists. By offering the schools education programme for free it meant for the first time for a number of years, the organisation was able to carry out a comprehensive programme of carnival arts activities and offer to a wider selection of schools than before. One local primary school class was chosen to be part of the Weymouth Olympic Ceremony event known as the 'Battle for the Winds' representing Bristol. We helped them with the preparation of their performance dance and costumes and support on the day. We were for the first time able to hold an artist’s training programme aimed at teaching dance teachers who go into the schools to teach children carnival dance the opportunity to improve their skills. We employed Sheba Montserrat to train the artists alongside Rubba from local dance studios Afidance, Sheba was one of the first five graduates to gain a Diploma in African and Caribbean Dance and was one of the choreographers for the stage production of Lion King. 12 local artists in total received the training which in turn was passed onto the children in the schools they were working in. With assistance from Bristol City Council we commissioned a large carnival costume, the costume was worn by one of our mas group team and was seen by a wide audience, it featured in the Olympic torch relay event at Bristol harbourside, the Battle of the Winds event in Weymouth and the Olympic Rio closing ceremony event in Bath and ensured carnival arts were celebrated by a much wider audience. We were able to offer local people free NVQ level 2 training in stewarding; this helped the attendees gain an insight to the crowd management planning for the carnival, gain a qualification and get paid employment at festivals and carnivals throughout the season. Working with students from the University of the West of England we were able to have a new website designed and through the consultation and build of the website we were able to ensure the website is now more user friendly, the website can be updated in-house and has an easier 'back end' process that can be used by all office staff, meaning updates can be carried out instantly and not relying on an external provider carrying out this process for us. We have also developed the use of Twitter giving more people access to the account and ensuring regular updates and messages are sent out to keep followers etc. informed of activities etc.

We still held the children’s area of carnival Mandela’s Hideaway in August and approximately 1,000 local people were able to come and enjoy a free day of children based arts, activities and performances. With the cancellation of the main carnival day in 2012, this reduced our main opportunities to raise our own income such as income from sponsorship, stalls and bars, donations and from grants and trusts. We still were able to hold some successful fundraising events and the initial announcements regarding the cancellation led to some independent fundraising events and donations. We kept the text donation scheme running throughout the year and the new website meant people could donate online using credit/debit cards and pay pal. The cancellation affected the amount of grants and trusts we could apply to but the ones who had promised support before the cancellation allowed us to reapply for the 2013 carnival. Following the various de-briefs post the 2011 Carnival we were aware that we would have to invest in more security, stewarding and crowd management to ensure the safety of the participants as the large increase in audience in the narrow streets of St Pauls had at times caused concern. As we realised we were unlikely to obtain sufficient funding or additional income for 2012 the board took the decision to scale back the carnival event for 2012 where the focus would be on a limited number of carnival activities with a priority on the local community of St Pauls and the surrounding areas. The initial idea to hold a procession only event met with opposition and subsequently the plan was dropped and the organisation concentrated on the schools education programme and other activities. Financial Review The increasing popularity of the carnival and bigger numbers attending year on year had led the board of trustees to make a strategic decision not to have the main carnival day in 2012. Naturally this lead to a significant reduction in sponsorships, adverts and income generated from trading stalls. However, careful planning, tireless negotiating and decisive action saw the overall income remain steady at almost £150,000 A key element of securing the income without having the main carnival day take place was the emphasis on the education programme. Subsequently, the carnival invested over £15,000 into local schools education, training and getting involved in the 2012 London Olympics, these activities were welcomed by our funding partners. The highest cost the carnival faces every year when the main day does take place is the event management costs which was reduced to a planning role in 2012 and therefore significantly reduced the costs; an additional £10,000 was saved in overheads. The total funds at the end of the financial year were £49,347 in line with the forecast. This was particularly significant as the previous years increasing costs due to more attendance had culminated in the total funds at the end of the previous financial year at -£12,865.

The difficult decision taken by the board resulted in more funds available to allocate to the next carnival in 2013. Reserves A detailed risk review has been carried out and it has been established that the main risks to the Carnivals finances are last minute cancellation (e.g. due to extreme weather or bomb threat), market crash or other serious event in national economic situation (e.g. recession) resulting in low sponsorship and other sales. In January 2011 we received confirmation of regular funding by the arts council up to but not including the 2015 St Pauls Carnival, and in December 2011 confirmation from Bristol City Council that the funding will remain until 2015. We currently hold reserves of £5,000 and in the future we aim to build sufficient reserves to ensure 3-6 months operating costs. Carnival has been moving closer to this target. Plans for the future The Board and staff have continued to explore new routes and opportunities for the organisation by; • • • • • Ensuring that the local community and artists participate to a greater extent through the delivery of Mas Camps, performances at the various stages and Mandela’s Hideaway and that recognition is achieved Sourcing key personnel capable of working collaboratively Developing funding opportunities available since becoming a Charity in June 2010 Building a strong management force with appropriate training structures Managing funds obtained effectively and within approved budgets

In response to this the organisation has committed to; • • • Utilise links within UK and abroad to contract performers with the highest skill levels Create a unique large scale Carnival based activity, including a processional element and the programming of main and youth stages Diversify the art form of Carnival as it is currently perceived locally, through creation of localised Mas camps utilising the skills of key Carnivalists from the UK and Abroad

How our activities deliver public benefit ‘To advance the education of the public in the appreciation and practice of Afrikan and Caribbean arts and culture’; The trustees review the goals, objectives and activities each year, to ensure that the key activities for the year are in keeping with its goals and are meeting its charitable aims. The trustees have referred to the Charity Commission’s guidance on public benefit when reviewing its goals and activities. The Trustees ensure that all on-going and future activities are consistent with the primary goals of the charity and are of benefit to the public.

•

The schools education programme had its greatest ever reach with 550 children from 12 schools being taught carnival arts by 25 local artists. Cabot School’s involvement in the Weymouth Olympic Event was seen by thousands of people and was also televised; the large commissioned costume was involved in Olympic events and seen by many people who would not normally attend Carnival. Holding Mandela’s Hideaway meant many local children were still able to participate in carnival arts activities. 12 local artists were trained and they were able to pass on their new skills to the children in the schools they were working in. As well as the schools programme, we held free NVQ stewarding classes for local people which as well as providing them with a qualification enabled them to obtain paid employment at other carnivals and festival around the UK.

•

Accounts Independent Examiner Richard Maule FCA was the company’s accounts independent examiner for the year. This report has been prepared in accordance with the Statement of Recommended Practice on Accounting and Reporting by Charities and taking advantage of the small companies of section 415A of the Companies Act 2006 relating to small entities. Approved by the Management Committee on 4th November 2013 and signed on its behalf by: Cleo Lake - Chair

Chair

Independent Examiner's Report to the Trustees of St Paul's Afrikan Caribbean Carnival Ltd.
I report on the accounts of the company for the year ended 31 March 2013 which are set out on pages 12 to 16. Respective responsibilities of trustees and examiner The trustees (who are also the directors of the company for the purposes of company law) are responsible for the preparation of the accounts. The trustees consider that an audit is not required for this year under section 144(2) of the Charities Act 2011 (the 2011 Act) and that an independent examination is needed. Having satisfied myself that the charity is not subject to audit under company law and is eligible for independent examination, it is my responsibility to: examine the accounts under section 145 of the 2011 Act; follow the procedures laid down in the general Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act; and state whether particular matters have come to my attention. Basis of independent examiner's report My examination was carried out in accordance with the general Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts, and seeking explanations from you as trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit and consequently no opinion is given as to whether the accounts present a “true and fair view” and the report is limited to those matters set out in the statement below. Independent examiner's statement In connection with my examination, no matter has come to my attention: 1 which gives me reasonable cause to believe that, in any material respect, the requirements: to keep accounting records in accordance with section 386 of the Companies Act 2006; and to prepare accounts which accord with the accounting records, comply with the accounting requirements of section 396 of the Companies Act 2006 and with the methods and principles of the Statement of Recommended Practice: Accounting and Reporting by Charities have not been met; or 2 to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached. st Dick Maule FCA 10-12 Picton St Bristol BS6 5QA Date

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St Paul's Afrikan Caribbean Carnival Ltd. Balance sheet as at 31st. March 2013 2013 Notes Current assets Debtors and prepayments Cash at bank and on hand £ £ 2012

2,515 47,467 49,982

4,099 12 4,111

Current liabilities Creditors: amounts falling due within 12 months Net Current assets

3

(635) 49,347

(16,976) (12,865)

Net assets Unrestricted funds General funds Total funds

49,347

(12,865)

49,347 49,347

(12,865) (12,865)

For the year ended 31st March 2013 The company was entitled to the exemption from audit under section 477[2] of the Companies Act 2006 The members have not requested the company to obtain an audit in accordance with section 476 of the Companies Act 2006. The directors acknowledge their responsibility for complying with the requirements of the act with respect to accounting records and for the preparation of the accounts. These accounts have been delivered in accordance with the provisions applicable to companies subject to the small company regime.

These financial statements were approved by the Trustees on.............

On behalf of the Trustees

............................... ........................... 12 dated:-

St Paul's Afrikan Caribbean Carnival Ltd. Statement of Financial Activities [including Income and Expenditure Account] for the year ended 31st. March 2013 Notes
Unrestricted Funds

2013 £ Incoming resources Incoming resources from generated funds Voluntary income Donations Incoming resources from charitable activities Income from activities Grants and contracts Total incoming resources Resources expended Charitable activities Governance costs Total Resources Expended Net incoming/ [outgoing] resources - Net income for the year Total funds at 31st. March 2012 Total funds at 31st. March 2013 4 87,117 635 87,752 655

2012 £

7,616

2

2,059 147,250 149,964

54,626 148,081 210,323

204,845 630 205,475

62,212 (12,865) 49,347

4,847 (17,712) (12,865)

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St Paul's Afrikan Caribbean Carnival Ltd. Notes to the accounts for the year ended 31st. March 2013 (1) Principal Accounting Policies
The principal accounting policies adopted in the preparation of the financial statements are set out below and have remained unchanged from the previous year. (a) Basis of accounting The financial statements have been prepared under the historical cost convention, and in accordance with the Companies Act 2006 and the Statement of Recommended Practice: Accounting and Reporting by Charities issued in March 2005 and the Financial Reporting Standard for Smaller Entities [FRSSE] (effective April 2008). (b) Fund accounting [i] Unrestricted funds are available for use at the discretion of the trustees in furtherance of the general objectives of the charity. [ii]Designated funds are unrestricted funds earmarked by the Management Committee for particular purposes. [iii] Restricted funds are subjected to restrictions on their expenditure imposed by the donor or through the terms of an appeal. (c) Incoming resources All incoming resources are included in the statement of financial activities when the charity is entitled to the income and the amount can be quantified with reasonable accuracy. The following specific policies are applied to particular categories of income. [i] Voluntary income is received by way of grants, donations and gifts and is included in full in the Statement of Financial Activities when receivable. Grants, where entitlement is not conditional on the delivery of a specific performance by the charity, are recognised when the charity becomes unconditionally entitled to the grant. [ii] Donated services and facilities are included at the value to the charity where this can be quantified. [iii]The value of services provided by volunteers has not been included in these accounts. [iv] Investment income is included when receivable. [v]Incoming resources from charitable trading activity are accounted for when earned. [vi]Incoming resources from grants, where related to performance and specific deliverables, are accounted for as the charity earns the right to consideration by its performance. (d) Resources expended Expenditure is recognised on an accrual basis as a liability is incurred. Expenditure includes any VAT which cannot be fully recovered [i]Costs of generating funds comprise the costs associated with attracting voluntary income and the costs of trading for fundraising purposes. [ii] 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 [iii]Governance costs include those costs associated with meeting the constitutional and statutory requirements of the charity and include the examiner's fees and costs linked to the strategic management of the charity. [iv]All costs are allocated between the expenditure categories of the SoFA on a basis designed to reflect the use of the resource. Costs relating to a particular activity are allocated directly, others are apportioned on an appropriate basis.

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St Paul's Afrikan Caribbean Carnival Ltd. Notes to the accounts for the year ended 31st. March 2013 2013 £ (2) Incoming Resources Income from activities Adverts Sponsorship Bar Stalls Other income Grants and contracts Arts Council England Bristol City council Arts Council Sustained Schools Education Morel Trust Gibbs Trust Quartet (3) Creditors Falling due within 12 months Bank overdraft Sundry creditors 2012 £

2,059 2,059 90,000 55,000 250 2,000 147,250

1,626 9,605 6,450 35,046 1,898 54,626 55,581 55,000 32,500 1,500 3,000 500 148,081

635 635

3,779 13,197 16,976

(4) Resources expended Charitable activities £ Artistic Programme Adults Carnival Programme & Procession Mass Camps Carnival Stage [Portland Sq.] The Green Stage [Learning Centre] Mandela Hideaway [St Agnes Park] St Pauls Park Carnival brochure & distribution Sound System Association Production Artistic Manager Education Programme Visual Arts & Spoken Word Fringe Events Olympics Artist Training 5,157 13,649 1,861 864 1,220 22,751 15 Governance costs £ Total 2013 £ 5,157 13,649 1,861 864 1,220 22,751 Total 2012 £ 8,102 2,272 1,640 8,556 2,819 30 2,199 4,331 4,883 34,833

St Paul's Afrikan Caribbean Carnival Ltd. Notes to the accounts for the year ended 31st. March 2013 (4) Resources expended [continued] Charitable activities £ Events costs Stage & equipment hire Events management Health/Safety & licensing Security & volunteers Overheads Wages and salaries Office Print, postage & stationery Telephone Meeting & travelling Web, PR & marketing Accountancy Board/trustees expenses Bank charges Settlement Insurance Recruitment Computers Newsletter & community meetings Registration consultancy and legal Licenses Refreshments Independent examiner Fundraising Litter Bond Merchandising Bad debt Non capitalised equipment AGM Training Governance costs £ Total 2013 £ Total 2012 £

4,450 4,450 40,579 5,753 702 1,204 355 967 379 244 2 466 1,783 450 52 1,718 91 3,188 518 1,465 59,916

635 635 635

4,450 4,450 40,579 5,753 702 1,204 355 967 379 244 2 466 1,783 450 52 1,718 91 635 3,188 518 1,465 60,551 87,752

375 100,699 46 150 101,270 43,719 8,197 1,870 1,401 4 200 193 255 36 3,227 689 432 152 520 1,445 325 659 630 1,425 3,300 657 35 69,372 205,475

Total resources expended

87,117

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