Jack Drum Arts C.I.C.

Objectives The objectives of the Company are to carry on activities which benefit the community and in particular (without limitation) to: promote, maintain, improve and advance creativity by the practice and encouragement of engagement in arts and culture by communities from across County Durham with a particular emphasis on performing arts, carnival arts and outdoor arts support the mental health, wellbeing, and emotional resilience of all those the Company works with through sustained engagement in arts and cultural activities. Building community cohesion and pride whilst fostering and supporting the principles and practice of co-operation in its own affairs and in industry and commerce generally. Summary of the Year's Key Activities Regular Sessions Designed to engage people of all ages and abilities in high-quality creative activity, these sessions form the foundation of our community engagement work, providing opportunities for skills development, social connection, and improved wellbeing. Our core weekly activities for this financial year have included the following: Jackass Youth Theatre Get Set Junior Samba Drumming Games Night Youth Club Runaway Inter-generational Samba Band Feel Good Fridays Youth Rock Band Collective Ukulele Ensemble Adult Rock Band Baque de Ogum Afro Brazilian drumming and singing Through collaboration with experienced creative practitioners and community partners, we design programmes that encourage self-expression, skill development, and meaningful social interaction. A key focus of our work is creating spaces where adults can connect with others, develop resilience, and experience improved wellbeing through shared creative activity. Highlights of the Year Artful Connections: a weekly arts-based wellbeing programme for women aged 25+, developed in response to local demand. Since launching in September 2025, it has become a valued and consistent part of our programme. The group provides a safe, supportive environment where participants can build social connections, reduce isolation, and improve mental wellbeing. Sessions are delivered by experienced creative practitioners, supported by a trained link worker, and include accessible creative activities such as visual arts, writing, carnival arts, photography, and collaborative projects. Participants actively shape the programme, ensuring it remains responsive to their needs. Over the year, it has grown into a trusted group supporting increased confidence, stronger relationships, and improved wellbeing through sustained creative engagement. Youth Research Group: Successfully established this year as part of the Rural Durham Community Research Network's first round of community-led research projects. Nine young people aged 12-17 have been exploring how creative heritage projects can strengthen identity and belonging across Teesdale and Weardale. Working with lead researcher Jay Conlon, they designed and delivered their own surveys, facilitated focus groups, and used creative research methods to engage with youth groups, arts organisations, and community members. They also led a public event, Beat the Blues, combining music, food, and participatory activities to encourage discussion and community engagement. An online survey was developed to widen participation and capture a broader range of voices and visits to The Auckland Project and Redhills Miners' Hall deepened their understanding of local heritage and directly informed their research. Since launching in October 2025, the group has developed significantly in confidence, leadership, and research skills, while generating insights that will inform future creative and heritage practice across rural communities. Durham Fringe Festival: Our adult community music groups, Jack Drum Ukulele Ensemble and AG/ED (Adult Rockband) each gave two performances at Durham Fringe Festival in July 2025. For the Ukulele Ensemble, these were its highest profile performances yet, and both were very well received with audiences of around 50 attending the venue on Palace Green for both performances. More performers than ever were amplified, with 18 musicians on stage. Feedback was overwhelmingly positive, with one audience member requesting to join the group less than an hour after the performance and subsequently joining the ensemble ahead of their 2026 festival appearance. For AG/ED, performing at Durham Fringe Festival was the culmination of 10 months of exploration and collaboration. Established in September 2025, these were the group's first performances, and some members had never stood on stage in-front of an audience before. The group performed a selection of covers in a variety of genres, as well as an original song written in collaboration with professional musician Ziad Jabroo. Members gained valuable insights into the difference between playing together in a rehearsal context, and under lights on a stage. Investors in the Environment: this year we were delighted to have achieved Silver level accreditation through the Investors in the Environment scheme. Over the past 12 months strengthened our environmental reporting processes and improved how we track and understand our impact. Auditors highlighted the quality of our data collection, alongside the environmental and social projects we use to engage participants in climate awareness and encourage positive, practical action. We are very grateful to Genee Consulting for their expert guidance and to SmartCarbon for providing the carbon reporting tool that supports our annual footprint calculations. Their ongoing support has helped us build confidence and clarity in this area of our work. Achieving Silver reflects significant progress in us being able to develop a more informed and proactive approach to environmental sustainability across the organisation. Our Impact Across the year, we delivered 23 public events, reaching a combined live audience of over 600,000 people. These included festivals, community parades, film screenings, civic celebrations, and youth-led events, with a particular highlight being our fourth appearance at the Durham Miners' Gala with our Nordestinos Carnival Bloco. We commissioned 52 freelance creative practitioners, partnered with 21 cultural organisations, and supported 71 volunteers to develop new skills and take active roles in the planning, delivery, and leadership of events. Throughout the year, we have continued to strengthen and extend our collaborative practice through partnerships with a diverse range of cultural organisations, community groups, schools, and regional and national partners, broadening our reach and deepening engagement across communities. Evaluation feedback from participants demonstrates strong positive outcomes, with 41% reporting a significant improvement in their mental health and wellbeing, highlighting the impact of sustained, high-quality creative engagement. These achievements have been made possible through the commitment of our dedicated staff team, volunteers, creative collaborators, and the essential support of public and charitable funders who share our vision for a vibrant, inclusive, and accessible cultural landscape in County Durham and beyond. Staff & Volunteer Training We continue to invest in workforce development, offering training to staff, core freelance personnel, and volunteers. Training delivered this year included First Aid, Equality, Diversity and Inclusion, and Youth Worker Training for young volunteers. Staff Wellbeing We prioritise staff wellbeing, maintaining a supportive and positive working environment. We have retained our Employee Assistance Programme and continue to offer weekly fitness sessions. Staff report feeling more valued, motivated, and better supported in maintaining work-life balance. These initiatives have helped foster a resilient and connected team, ready to meet the challenges ahead. Financial Review Reserves Policy Reserves play a crucial role in stabilising our financial position amidst income fluctuations and unforeseen expenses. They are essential for bridging gaps in grant funding, mitigating the loss of earned income, and managing both rising and unexpected costs in the coming year. The Board has identified £87,000 as the target level of unrestricted reserves as of 28 February 2026. This amount is intended to cover six months of core overheads, senior management salaries, and statutory redundancy obligations. As of 28 February 2026, our current unrestricted reserves stand at £75,990. In line with our commitment to long-term financial stability and fulfilling our contractual obligations, the Board has therefore approved a monthly transfer of £200 into a dedicated reserves account. This strategy will increase our reserves by £2,400 annually, supporting our ability to manage rising overheads and maintain operational commitments to our funders. Maintaining an appropriate level of reserves, supported by a clear reserves strategy, demonstrates that Jack Drum Arts is a financially responsible and resilient organisation. It provides reassurance to funders, partners, and our beneficiaries that we are well positioned to deliver our mission sustainably and with integrity. Structure, Governance and Management Governing Documents Jack Drum Arts is a company limited by guarantee, founded in 1986, registered ni England and Wales under company number 03428595 on 03/09/97 and governed by its Articles of Association, originally registered upon incorporation, and amended by Special Resolutions dated 13/05/14. The Company was registered as a not for profit community interest company on the 13/05/14. The Board of Directors is governed by the Articles of Association. Structure and Governance The Company is governed by a Board of Directors that is responsible for the overall control and strategic direction of the organisation. The Board is made up of eight directors. Two are members of the executive management team, while the remaining six serve as independent, non-executive directors, forming the majority. The Chair and Secretary of the board are part of the non-executive majority. The Board meets at least four times a year, typically for two hours. Directors are required to commit the necessary time to follow up on agreed action points and take part in additional meetings when required. An agenda is prepared by the Chair and executive directors and is circulated in advance of all meetings. All meetings are minuted. Terms of Reference The Board of Directors' Terms of Reference provide clear guidance for our Directors to help them carry out their legal duties, including: understanding the Company's objects and powers ensuring the Company is carrying out the purposes for which it is set up complying with the Company's governing document and the law acting with reasonable care and skill The Board has a Delegation Document in place which clearly describes the powers of the executive directors. This is reviewed annually by the Board. Organisational Structure The day-to-day responsibility for the management of the Company is delegated to the Managing Director with support from the Creative Director. Line management, supervision, and appraisals are undertaken regularly to ensure the workforce continues to develop the skills required to maintain quality standards regarding working practices. Executive Personnel Non-executive board members give of their time freely and there has been no remuneration in this reporting year. The remuneration of the executive is reviewed annually in line with pay levels of similar organisations working in the cultural, voluntary, and community sector and is aligned with NJC pay scales. Any proposed increases in remuneration are included in annual budgets and forecasts to ensure affordability. No employees have total benefits over £60k from the Company.