GOLIVE
Go Live Theatre Projects Ltd
{previously registered as The Mousetrap
Foundation for the Arts and known as
Mousetrap Theatre Pmjectsl
THEATRE
PROJECTS
Annual Report and Financial
Statements (unaudited)
Unlockingtho powor of theatr•
foryounz people
31 August 2022
Company Limited by Cuaranle8
Registration Number
3162429 IEngland and Waksl
Charity Regi8tration Number
1053434

CONTENTS
Reports
Reference and adminislralive information
Chief Executive's statement
Trustees, report
Independent examiner's report
23
Financial statements
Statement of financial activities
24
Balance sheet
25
Statement of cash flows
26
Principal accounting policies
27
Notes to the financial statements
31
Go Live Theatre Projects

REFERENCE AND ADMINISTRATIVE INFORMATION
Trustees
Sir Stephen Waley-cohen Bt Ichairmanl (resigned 27
February 20231
Charles Prideaux (Chairl lappoinled 27 February 20231
Jonathan Burke
Robert Davis MBE DL
Mary Hammond (resigned 31 December 20211
Ashley Herman
Adam Kenwright
Phyllida Lloyd CBE
Karen Napier
Sarah Richardson (resigned 3 August 20221
Clifford Siegel
Andrea Sullivan
Christopher Tabor
Roy Williams OBE
Chief Executive
Susan Vvhiddington CBE
Deputy Director
Gayle Bryans
Company Secretary
Susan Vvhiddington
Charity registration number
1053434
Company registration number
3162429
Registered address
33 Shaftesbury Avenue
London
W1D 7EH
Independent Examlner
Buzzacott LLP
130 Wood Street
London
EC2V 6DL
Bankers
Royal Bank of Scotland PLC
49 Charing Cross Road
London
SVV1A2DX
Go Live Theatre Pmjects 1

TRUSTEES. REPORT 31 August 2022
CHIEF EXECUTIVE'S STATEMENT
The Financial Year, 1 st September 2021 31 st August 2022, was a busy and productive year for Mousetrap
Theatre Projects, now registered as"Go Live Theatre Pmjects Ltd" Highlights included a relaxed performance
of New Adventure's Nulcrackerl at Sadler's Wells in January, a very special 25th Anniversary Gala in May and
ending the Financial Year in excellent financial shape.
In this year's report, I hope you will find il heartening lo read that although we may have served fewer students
and families than pre-pandemic, the charity was definitely back on form, offering all of the programmes and
projects that had been severely curtailed or not offered in 2020-2021. A good example of this is the Family
First Nights programme, where this past summer we were able to send 295 families lo the theatre with all
tickets al £8 offering them 30 productions whereas in 2021, we were only able to accommodate 110 families.
This past year we significantly expanded our work in the community setting, providing opportunities for carers,
care leavers, young refugees, asylum seekers and young people with SEND (Special Education Needs &
Disabilities) lo participate in a range of drama-based projects, all of which included a theatre visit. We also
offered our Change Your Tune Creative Learning project in Sl George's Academy, Westminsler, where a
composer and book writer work with students to create a mini-musical based on a social issue the students
are experiencing. The musical is performed by a core group of students lo the whole of Key Stage 3 and
parents, plus we provide training and educational resources lo teachers on creative ways to explore the chosen
issue in the classroom with their students after seeing the production.
Other areas of endeavour included the launch of a corporate fundraising initiative, the development of
consultancy services through creating educational resource packs for four West End shows as well as offering
consultancy on relaxed performances lo a Wesl End production. We also conducted research on developing
a new project for children of prisoners., which we hope lo pilot in 2023.
On the governance front, the Board's Governance Committee revised the terms and conditions of office for
Trustees and began the search for a new Chair. We also initiated a search for new Trustees with specific
skillslexperience in the areas of community arts, stsle education and SEND. We hope lo have our new Chair
in place in early 2023 and new Trustees by spring 2023. The Board and the Youth Forum also held ils annual
get together so Youth Forum members could meet Trustees and Trustees could hear directly from young
people about their issues, concerns and importantly their suggestions and hopes for our charity going fo￿ard.
As noted above, we marked our 25th anniversary with a celebratory Gala on 25th May at the Underglobe at
Shakespeare's Globe. This successful Sold￿Ut fundraiser featured a cabaret performed by West End stars, a
live and silent auction, strolling artists and a moving tribute lo our outgoing Chair and Founder Sir Stephen
Waley-cohen, delivered by our Patron Sir David Suchet.
We are proud to have served some 250,000 young people over the past 25 years and our work continues lo
grow and develop in new directions. By listening to the concems and needs of young people, lea¢hers,
families and youth leaders, we endeavour lo create projects that directly address those needs. We then strive
to keep these projects flexible and supple so we can make the required changes easily from valued feedback
and extensive evaluations. We believe this mode of operation keeps our work fresh, innovative and responsive
and is a proud hallmark of our charity.
Susan Vvhiddington CBE, Chief Executive
Go Live Theatre Pmjects 2

TRUSTEES. REPORT 31 August 2022
The Trustees present their report and financial statements for the year ended 31 August 2022. Unb'l 12 January
2023, Go Live Theatre Projects Ltd" was registered under the name of The Mousetrap Foundation for the
Arts"
The financial ststemenls have been prepared in accordance with the accounting policies sel out on pages 27
to 30 therein and comply with the Charity's Memorandum and Articles of Association, applicable laws and
Accounting and Reporting by Charities.. Statement of Recommended Practice applicable lo ¢harilies preparing
their accounts in accordance with the Financial Reporting Standard applicable in the United Kingdom and
Republic of Ireland IFRS 1021.
OBJECTIVES
The charitable company's objects are lo promote, maintain, improve and advance education by the
encouragement of the participation in the Arts. Specific objectives are".
+ to open the doors of London's world-class theatre to children and young people, especially those with
limited resourTrs, support or a disability.,
to use theatre as an educational tool lo develop skills, educate, engage and inspire.,
+ to encourage a legacy of theatregoing by reducing barriers and enhancing an appreciation of theatre.,
+ to develop and nurture collabo￿tionS with young people, teachers, artists, arts organisations and the
theatre industry.
ACTIVITIES, ACHIEVEMENTS AND PERFORMANCE
THEATRE ACCESS
As the pandemic eased, we were able to re-start our thealregoing schemes, although at a lower level than in
pre-pandemic years. This was due both lo funding and, al the lime of planning for the year, being cautious
about the appelile from schools to start bringing groups lo the theatre again.
THEATRE OPENERS- theatre trips, insight sessions and workshops for mainstream and special schools
Over the year we took 2,739 students to see lop London shows ranging from hard hitting drama and
Shakespeare to musical comedy..
The Play That Goes Wrong, Fantastically Great Women, Legally Blonde, The Crucible, Life ofPi, Wicked, The
Curious Incidgnt of the Dog in the Night-time, The Lion King, Gr&nf&ll.' Value Enginegring, The Comedy of
Errors, The Prince of Egypt, Cirqug du Soleil, The Book of Dust, The Ocean at the End of the Lane, Back to
the Future, Gulliver's Travels
The average percentage of students eligible for Free School Meals IFSMI al participating mainstream
schools was 29°/o IUK average for 2021122 was 20.9 /ol, and over half the participating schools were
above the UK average. We are also aware that Many of the schools have a much higher number of
students living in poverty, but are ineligible for FSM because their parents don't qLJalify for Universal
Credit, Income Support etc.
Al special schools the FSM figures are much higher, with most of the schools we worked with having
40_500/0 of students eligible for FSM.
Go Live Theatre Pmjects 3

TRUSTEES. REPORT 31 August 2022
For mainstream schools, we offered a 90-minule Insight session each term where students work directly
with the production team to learn more about the show they are attending. Insight sessions were held for
Grenfell.. Value Engineering, WiGked and Life of Pi.
For special schools, each term we offered three in-school workshops led by theatre practitioners, focussing
on the production the students saw.
We conducted post-visil surveys with teachers and these were the results.
In over half of the schools, teachers reported that 40 -1000/0 of the students had never been to the
theatre before and more than 600/0 had never been lo a West End show. Theatre Openers is
therefore key to giving young people a first-lime theatre experience.
Nearly half the teachers said they wouldn't be likely lo lake their students to the theatre without the
support of Mousetrap Theatre Projects with another 21019 saying they only 'maybe' would.
We asked the teachers to ask their students if their trip had made them want lo go to the theatre
again", 850/0 of the responding teachers said 80_1 OOO/D of their students said 'yes'.
Teachers commented..
"Opportunities like this are a lrfeline to getting pupils interested in the theatre"
'We wish we could put into words how Ihanlrful our students were for this opportunity. As teaching
staff, we saw even some of our most challenging students, in a new light."
TALKING THEATRE
During the summer term, we brought back our education project, Talking Theatre, which we launched the
previous summer term during the pandemic. Our Head of Access, Elaine Grant, interviewed five top theatre
industry professionals.. Sonia Friedman - producer, Inau Ellams- playwright, Clint Dyer- director, Paule
Constable- lighting designer, Christina Blanco- actor.
Imth last year's Talking Theatre videos, (Lolita Chakrabarti
playwright,. Kenny Wax - producer., Jamie
Lloyd director,. Jamal Westman actor and Natalie Pryce - designer Isel & coslumel, we now have 10
videoed sessions of leading theatre industry practitioners.
FAMILY FIRST NIGHTS IFFNF making London's theatre accessible lo families on low incomes and in other
challenging circumstances
This year we were able lo increase the number of families we look through our FFN summer Iheatregoing
scheme, lo 295, which was still less than the 500 we had accommodated pre-pandemic, but 3 times the
number we had been able to lake in 2021. This represented 1,139 individuals of whom 629 were children and
young people aged 3 - 17. Families came from 32 London boroughs as well as a range of counties outside
London. They were referred lo FFN by 46 community organisalions, charities, housing associations and social
service organisalions. We gave families a choice of 30 West End and London productions, including 4 access
performances. Shows ranged from big musicals lo children's shows. We also offered the families 3 free family
creative workshops based on 3 of the productions on offer, Th8 Tiger Who Came to T8a, The Jungle Book
and Wicked.
We asked families to complete a feedback sutvey and 250/0 did so. 860/0 of the respondents said the theatre
trip improved their childlchildren's wellbeing. 97 /0 said the experience made them more likely to attend theatre
as a family together in future. 920A rated the trip the top score in terms of value of having a positive family
experience after the difficult pandemic period.
Go Live Theatre Pmjects 4

TRUSTEES. REPORT 31 August 2022
"I cannot stress enough the value of an experience like this for a vulnerable child. It opens a world
for them that they did not comprehend before. I have had children want lo leam to sing /dance lact
atter a show. All the friendships and skills and confidence this brings them. The bonding of sharing
the actual experience and the sharing of it with others after is priceless. Foster Parent
Throughout the year we also sent all the families on our FFN database of past participants ticket offers to see
a wide range of theatre, dance, opera and other cultural events, helping and encouraging them lo continue
attending as a family.
RELAXED PERFORMANCE - we buy out a performance and fill il with families with children with autism,
sensory or behavioural issues and other disabilities. Small adjustments are made lo the show's lighting and
sound and usual theatre etiquette is not required.
In January we look over a performance of Matthew Bourne's Nutcrackerl al Sadler's Wells, subsidising the
tickets lo £5 £10 for children and £10 £20 for adults. 163 families attended of which 364 were children
and young people. The families came from 30 London boroughs and 30 of them were from other English
counties, with the furthest Iravelling from Northamplonshire.
Working closely with New Adventures, we provided the families with supporting resour￿$ lo help them
prepare fortheir visit. Dance-thealre practitioners from New Adventures also led 3 pre-show workshops, giving
families the chance lo lake part in fun, informative group activities based around the themes of the show.
49 /0 of the attending families filled in our post-event feedback survey. 90 /0 of them said their reason for
allending was the relaxed and non-judgemenlal atmosphere. Well over half also cited the discounted ticket
pri￿, the opportunity lo attend as a family unil and wanting to see the show itself as reasons they came. Just
under 90 /0 said that having attended this relaxed performan￿, they would now feel confident to attend the
theatre or other cultural events with their family again.
"Days out like this for families with sp&Gial needs children ar8 very rare. To be able lo watch a
perfom)ance in a relaxed non-judgemental setting is such a treat.. Thank you forreally special day
that we won t forget." Parent
GO LIVE- a free-to-join theatregoing club f()r 15-24 year olds, and Go Live Grad$- ft)r 25-29 year olds who
pay £10 a year. Monthly organised trips plus members receive regular extra ticket offers lo book for other
productions themselves.
This year there were 2.169 theatre attendances by Go Live members. These included the regular trips
organised by us throughout the year, charyed at £7 for 15-18 year olds and £12 for 19-24 year olds, plus the
ft)Ilowing special aclivilies..
> 'A$sisted visits, lo target those who had taken part in other Go Live Theatre programmes and needed
some support before having the confidence to allend independently rather than as part of an organised
group outing. We sent the young people and their parents information about the theatre visit, invited
them to attend a drop-in Q&A zoom meeting and offered the option to be met at the nearest tube
stations by Youth Forum volunteers who would walk them lo the Ihealre.
> 'Go Live Fortnight,, a major campaign to encourage young people to return to the theatre in the
autumn for £10 per lickel. We were able lo gel around 50 tickets from 10 top shows and 501 young
people attended the theatre from 27th September
8th October. We initially tsrgeted Go Live
members who had not been to the theatre with us in a long time before we opened the offer to the rest
Go Live Theatre Pmjects S

TRUSTEES. REPORT 31 August 2022
of the membership. We also offered a number of exto events." 3 post-show talks, a backstage tour of
Shakespeare's Globe and a walking tour of the West End.
The productions attended over the year were.. Hamlet (Young Vicl., Six (Vaudeville) & Juliet Ishaftesburyl.,
The P12y that Goes Wrong (Duchessl,. Creature (Sadler's Wells)., Romeo and Juliet Ishakespeare's Globel..
Princ8 of Egypt (Dominionl., Wicked (Apollo Victorial,. Mamma Mial (Novellol., BaGk to the Future {Adelphil,
Hairspray Icoliseuml, The Lion King {Lyceuml, Cinderella {Gillian Lynnel, Ocean at the End of the Lane
(Duchessl, Come from Away IPhoenixl, Ballet Boyz (Sadler's Wells), Life of Pi Iwyndham'sl, The Mousetrap
ISI Martin's), Frozen (Theatre Royal Drury Lane), Dear Evan Hansen (Noel Cowardl, Grease (Dominion),
Jemsalem (Apollol, Moulin Rouge (Piccadillyl, The Glass Menagerie (Duke of York).
"Being a massive musical theatre fan.. Mousetrap has made theatre going accessible. Being in the
middle of exam season but having the opportunity to relax by going to the theatre was really great
and I will always be grateful lo Mousetrap for Ihisl All I can say is thank youl" Go Live member
ENVISION- theatre days for blind and partially sighted young people
In March we ran two Envision days al Sack to the Future, attended by 86 visually Impaired young people fomi
8 schools and sensory support servI￿s. They took part in a pre-show workshop and louch-tour before
attending an audio-described matinee performance. The majority of attendees had never been to the theatre
before.
In the feedback survey, all respondents scored the day 5 out of 5 for meeting the communication needs of
their young people, having a positive impact on their communication, encouraging participation, raising
confidence and encouraging creativity.
'My son's confidence really soa￿d. He navigated the theatre with a lot of Confiden￿. More
than I had &ver seen before" Parent
"<the wortshop> was amazingl And really encouraged children lo come out of their shells."
Supportworker
In August we brought 7 families with a Vl child to the matinee of Midsummer Mechanicals al Shakespeare's
Globe. A pre-show workshop look place, exploring how lo express emotions through sound, before the families
attended the interactive show. 4 of the families had never been to an audio-described performance before.
Their feedback was universally positive, with all agreeing that the day had been a positive bonding experience
for their family, an educational opportunity for their children, helped their children's understanding and
appreciation of the show and built their confidence.
"Thank you so much forgiving her these opportunities, truly lrfe enhancing." pa￿nt
STAGESEEN- theatre days for Dldeaf and hard of hearing young people
In March we ran I￿0 Slageseen days at Shakespeare's Globe's production of Macbeth. 135 deaf students
and 55 staff from 13 schools and Sensory Support Setvices attended, seeing a BSL integrated and captioned
performance. The groups took part in a pre-show workshop either al the theatre or In school prior to attending,
delivered by one hearing and one deaf drama facilitator. All the groups had a pre-show tour of the Globe on
the day. The vast majority of students had never seen a Shakespeare play before.
The teacher feedback was excellent, with neady all giving the lop scores for meeting communication needs.
providing an educational opportunity, enhancing their understanding of Macbeth, and increasing their
confidence around Shakespeare (the language is difficult for hearing students, and even more so for deaf
students).
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TRUSTEES. REPORT 31 August 2022
"The show and workshop has definitely contributed to oursludents, understanding of Macbeth, it has been
well worth every bit ofhard work you all do." Teacher
In May, we look 11 deaf children and their families to see Life of Pi, with a pre-show workshop exploring
through puppetry the play's themes of family, luck, imagination and story-telling, followed by a meet and greet
with the whole cast and the goat puppet.
The feedback from parents was superb, with nearly all giving the top scores against all our aims- lo meet the
children's communication needs, pitch the day at the right level, provide an educational opportunity, enhance
understsnding of the play, and increase confidence around theatre.
"This w8S $0 8m8zing.... 81most makes me cry to have her so included" Parent
"<My daughter> got more out of this than months in a classroom." Parent
CREATIVE LEARNING & PARTICIPATION
PLAYMAKERS- playwriting project for primary mainstream schools, units for children with speech, language
and communication needs ISLCNI and units or schools for deaf children.
Participants." 201 mainstream school students from Britannia Village Primary, Queen's Park Primary and
Gateway Academy., 27 children from I￿0 SLCN schools.. Tidemill Academy and Churchill Gardens,. 42 dlDeaf
children look part from 3 schools.. Meridian Primary, Roding Primary and Kingsbury Green School. 270
children look part in total.
Aims: lo improve creative writing skills, enjoyment and engagement with theatre & writing, understanding of
playwriting, teamwork, confidence in expressing ideas, use of imagination and for SLCNldeaf students,
increased emotional literacy and feelings of pride in their achievements.
Activities.. we ran the mainstream schools, project in the autumn term and the SCLN and deaf school projects
in the spring and summer term respectively. The mainstream project began with a teacher training session lo
explore our wrillen resource pack. Subsequently we created video resources to help the teachers at the SLCN
and Deaf units support the delivery of the project. All the children saw a theatre production lo inspire their
writing and aid understanding ofwhat a play is, with mainstream groups attending The Mousetrap at Sl Martin's
Theatre, the deaf groups saw Marvin's Binoculars and the SLCN groups saw Gulliver's Travels, both at the
Unicorn Theatre.
The mainstream project was themed around the mystery genre, so we sent a 'myslery pack, lo the schools
with various props and a suggested tille for a mystery play. Our dmma practitioners delivered a series of in-
school workshops 14 in mainstream ￿hOOlS, 7 in deaf and SLCN units) focussing on the key ingredients of
playwriting. Through these workshops and the resources supplied to the teachers for classroom work in-
between our sessions, each class wrote their collective class play.
Usually, the schools come t(4elher al a theatre to see all the plays performed by professional actors.
However, due to the rise in Covid rates at the end of 2021, this could not happen for the mainstream school
project, so we sent actors into the schools to perform the plays. We were delighted that for the spring and
summer term projects, the children could all come to the St Martin's Theatre lo see their plays performed.
Outcomes: in the mainstream schools al the start of the project, the teachers rated their students as 1, 2 or 3
out of 5 for creative writing skills, engagement and enjoyment of theatre and writing and understanding of the
mystery genre, rising to 4 or 5 out of S at the end of the project. They gave us top scores for improving
teamwork and confidence in expressing ideas. All teachers fell the collaborative nature of the writing process
Go Live Theatre Pmjects 7

TRUSTEES. REPORT 31 August 2022
and the fact that il wasn't 'sit down writing, had engaged their students, especially those who had been
reluclanl writers in the past.
The teachers in the SCLN & Deaf units rated their students in 5 skill area5 before and after the project on a
scale of 1-10. All teachers gave ratings of 3 10 7 points higher in their end of project assessment relative lo
the ratings they had given al the start.
We recognise that these baseline and endline surveys assessing each grouplclass as a whole are a useful
measure of overall project impact, bul that progress will vary for individual students.
Much more
comprehensive data could be gained by asking teachers to assess each child individually, but teachers have
stated they would not have lime to complete this.
For the deaf schools, project, we ensured 1 of the 2 practitioners delivering the workshops and a couple of the
actors performing the plays were deaf, to provide positive deaf role models for the children.
'Most of the children at Gateway have not had any inleraclion with the wortd of theatr8. They have now had
the most incredible taste of 8 magic81 world.... This project helped many develop their confidence in
standing up in front of others bul also Confiden￿ in their ideas and written work. It was just brilliant, thank
you lo all al Mousetrap for making it possible.
(Teacher, Gateway Academy Primary)
CHANGE YOUR TUNE - uses the creation of a new musical to address a pertinent theme or issue chosen
by the school's senior leadership team.
Participants.. We partnered with Sl George's Catholic School in Westminsler, where 34.3 % of students speak
English as a second language, a large proportion137.1 /0} of students are eligible for free school meals and a
large population of the school has SEN support124.101ol. A core group of 21 students from years 7, 8 & 9 took
part in the musical and the entire Key Stsge 3 engaged with the project, tolalling 570 students.
Aims". The school ehose the theme 'How human conneetion can improve a young person's mental health &
wellbeing,, in response lo two disrupted years of online education due to the Covid-19 lockdowns. The aims
were..
To introduce and expose pupils to theatre as an art form
To foster a sense of pride in producing and performing an original musical
For the pupils to be able lo express themselves creatively
To foster an ethos of positive attitudes lo the project theme within the student cohort
To improve performan￿ skills
Activities.. We began with two days of focus group activity with a variety of Key Stage 3 students so that their
thoughts and ideas were woven into the musical, subsequently written by a professional composer and a writer
commissioned for the project. The students in the cast commented that they would have liked the opportunity
to have more input in the finished script, rather than just provide ideas at the start. We will lake this feedback
on board for next year.
The core group rehearsed and performed the show to the entire Key Stage 3 cohort, who then look part in
post-show workshops exploring the theme further in class. Teachers were supported in doing this by
educational resources we had specially written for the project and a training session on how lo use them.
Go Live Theatre Pmjects

TRUSTEES. REPORT 31 August 2022
Outcomes". The feedback from the school was exceptional, with the Head Teacher and Head of Music giving
5 out of 5 scores for meeting each of the aims listed above, stating that this was achieved to'lhe highest level..
The detailed feedback they gave was superlative and the students gave hugely positive feedback loo. The
core group particularly grew in confidence al trying new things, performing and expressing themselves
creabvely.
'1 ￿alised that I'm capable of more than I thought I was and that I could show my full polenlial.,
Student in cast
"The students have had a fantastic experience. The numbers taking GCSE music in Year 9-10 has
increased for next year. They're still talking about it 3 weeks later with the same level of enthusiasm and
passion. A large number ofstudenls have been asking about projects andperfom7anGes next year."
Teacher
SKILL UP
In-school theatre workshops designed to encourage Key Stage 3 students to choose
DramalPerforming Arts for GCSE.
Participants.. We ran Skill Up in 10 schools with 500 students in total from Alec Reed Academy, St
Augustine's CE School, Lady Margaret School, Ark Burlington Danes Academy, The Chelsea Academy, Ellen
Wilkinson School for Gids, Capital City Academy, Featherslone High School, The Compton School and
Hammersmilh Academy.
Aims: The aim of Skill Up Is lo encourage students to select Drama al GCSE by engaging them in the subject
through varied, fun, theatre skills workshops, and lo help improve the reputation of Drama within schools as
valuable subject.
Activities: We offered each school the option of 4 weekly workshops or one full day of 3 workshops run in
rotation. They had the choice of Stage Combat, Contemporary Acting, Comedy Improvisation, SFX Make Up,
Acting for Camera, Clowning. We created short videos on each of these skills, which were originally intended
to help the teachers select their workshops and for sludenl recruilmenl. However liming meant the videos
were created once most schools had been offered their place on the project, so some teachers used them as
lesson starters and as insights to alternative Careers within the theatre industry. We also now have them for
future use.
Outcomes: At the end of Skill Up, we asked the students Has the project encouraged you lo think of choosing
Drama as a GCSE option? At 4 of the 10 schools, 90 /0 or more students said yes, al 5 schools 70-80 /0 said
yes, al one school, 50Q/o said yes. We followed up with teachers at the end of the summer term to ask if
students did follow through on this expressed intention. 7 of the teachers responded, of which half showed
marked increased in take up of GCSE Drama (the other 3 teachers had healthy tske up, but did not give us
comparative or conlexlual figures lo assess the impact of Skill Up on this}. Al Lady Margaret School, the
teacher noted that not only had all bul 2 of the Skill Up students selected Drama, this was 250/0 up on the
previous year and more students from disadvantsged backgrounds had chosen the subject. Student feedback
included..
'We were able lo leam so much MO￿ about theatre than what we gel a usual classes,
'The workshops have made me realise how many things you can do in Drama and all the different skills
involved,
'1 now understand so much more about what theatre has to offer, rather than just focusing on the acting
skills,
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TRUSTEES. REPORT 31 August 2022
NEXTSTAGE - A 6-week course for students with learning disabilities attending Further Education College,
using drama techniques to improve their employability skills and self-confidence.
Participants.. 42 students aged 16 - 22 years old, all with moderate leaming disabilities, from Bexley College,
Bromley College and Westminster Kingsway College look part. All the students were on employment
preparation courses or supported internship schemes.
Aims: to build the self-eonfidence of the participants, in particular in social interaction and verbal
communication as the foundation for interview performan￿,. lo develop with empathy skills., lo help them
pinpoint their strengths and potential career paths.
Actlvltles.. each group had 12 hours of session time, delivered in weekly or ￿￿ce weekly sessions, or
intensively over one week. The sessions used drama techniques such as improvisation, role-play, presenting,
trust games, thinking on your feel, with all activities steeped in creativity and group learning.
Outcomes: Shared Intelligence, a company which specialises in evaluation and impact measurement,
conducted an evaluation of this project. It concluded that that Nextstage benefits young people with SEND
by helping them develop soft skills which are essential for getting a job, in particular interpersonal and
communication skills needed for a successful job interview and then lo perform well once in work. Specifically,
the researchers felt we achieved our aims around building confidence and empathy. They felt the group
learning model is an essential element and that the creative aspect makes il feels different to 'normal' college
and so paradoxically relates better to real life. The college teachers and parents fed back that Nextstage
increased their students, motivation lo pursue their career goals and made a lasting impression. Unfortunately,
due lo the pandemic, elements of their college employment prep courses were disrupted or postponed, which
meant we could not evidence the Impact on real life interviews and internships.
'Whereas in eduGation we don't always have the freedon7 to deliver that level of creativity.. but with
mousetrap it enables education lo unlock that creative cupboard and use those tools in theatre and adapt
them to people with learning difficulties to be more creative" FE Course Leader
AFTER SCHOOL DRAMA CLUB - helps children, who are new lo drama, to develop their confidence,
communication and creativity, through a lermly series of drama games and aclivilies.
Participants.. We ran two drama clubs this year, one at Gateway Academy in Westminster for the full academic
year, serving 15 - 17 students each term, and a second starting in the spring term al Brillania Village School
in Newham with 20 students each term. At Gateway, 98010 of the pupils have English as an additional language
and many also have refugee status, 570A are eligible for free school meals IFSMI. At Brittania, around 113 are
eligible for Pupil Premium fvjnding, it is a very culturally diverse community, and 213 speak English as an
additional language.
Aims.. To introduce and expose pupils lo thealreldrama as an art form., To build confidence through drama
activity,. For the pupils lo be able to express themselves creatively., To foster an ethos of equality and respect
within the student cohort," To improve speaking clarity and listening skills.
Activities.. through weekly sessions delivered in 12-week blocks, we used the mantle of the expert IMofEI
teaching technique. This involves a fictional world where students assume the roles of experts in a designated
field, based on the premise that treating children as responsible experts increases their engagement and
confidence. The children worked with an artist lo develop a response to various themeslstimulus.. the
Imagination Emporium, The Lion King's Circle of Life, and Mythical Creatures, Lost & Found and Journeys.
The participants also allended one theatre trip each term.. Th& Lion King, The Prince of Egypt and Wick&d.
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TRUSTEES. REPORT 31 August 2022
Outcomes". 1 OOO/D of the teachers at both schools scored the project as 'Outstsnding' and slated the children's
enjoyment as 515. We asked the Assistant Head at each school and another teacher or teaching assistant to
score out of 5 the degree lo which we met the 5 core aims. All 4 teachers gave scores of 4 or 5 against each
aim, with most scored at 5.
"I leaml new skills I didn t know I had" Pupil at Brittania Village
"It is an 8m8zing opportunity they wouldn t othenvise receive. It is a positive w8y to show them drfferent
experiences in life." Teacher at Gateway
YOUTH GROUPS - bespoke drama projects for pla￿-baSed youth groups and those serving a particular
community ofcommon circumstance.
Participants.. North London YMCA (care leavers and others experiencing homelessness),. 3 organisations
serving young refugees - Refugee Council Children's Services., Young Roots Croydon and Paiwand., Caxton
Youth lyoung people with autism, learning disabilities, Down's Syndrome and various other additional needs).,
and 4 young carer groups in Harrow, Barnel, Bromley and Tower Hamlets. Participant numbers varied across
the sessions bul in all approximately 180 young people engaged with the projects.
Aims: projects are tailored lo meet the specific aims of each participating group, bul overall we aim lo develop
the personal, social and creative skills of the participants, improve their well-being and introduce them to
London's world-class cultural seene. Some aims are specific to the particular type of young people, for
example the social, fun aspect of our sessions are very important when working with refugees, many of whom
are traumatised and socially isolated, likewise with young carers who need respite from their caring
responsibilities.
Activities.. we ran 12 projects, each one involving weekly, early evening sessions for a period of 6-12 weeks,
or in the case of 3 of the young carer groups delivered over 3 full days during a half term. Some included a
taster inlroduclory workshop before the full project began. We engaged drama practitioners to deliver the
sessions, who ran drama games and exercises that built trust, explored body language, improvisation,
puppetry, storytelling, devising, and other creative skills. All groups also went to the theatre lo see a top London
show.
Outcomes:
North London YMCA
Vlthen asked lo reflect on the programme and list what they fell they gol out of it, the participants said. leamt
new things., ngw knowledge. and "confidgnce" and meeting new people. The YMCA co-ordinator and our
practitioner both noted that improved teamwork and confidence were the big success of the project.
"I definitely noticed more confidencg in the people who were a lol more shy and loved seeing them come out
of their bubble." Young YMCA resident
Refu
ee Council Children's Services & Youn
Roots
oint
ro
ects
We ran two projects for their girls, group aged 16-21. One of the biggest outcomes was the friendships the
girls made, as described by the youth leader who said that by the end of the project, the girls greeted each
other with hugs and physical contact, which she fell shows comfort, confidence, and joy to be with one another.
For these troubled girls, it also had a positive impact on their mental health.
.1 can make 8asier new friends. l always speak without any problem, like fr&e. Thgy mak8 me to have more
confidence. I was so shy, I have learnt so many things here." Young refugee
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TRUSTEES. REPORT 31 August 2022
Youn
Roots Cro don
11 proved difficult lo measure outcomes for this project with their Youth Hub because the group was so
transient, with the majority of participants being different every week. However, confidence and communication
skills were the key theme in the feedback.
"I build up my confidence and I can talk in front ofsomeone and I think maybe l am gelling good with my
communication skills with other country and other nation. Young refugee
Paiwand
We ran projects as part of their Saturday school for 8-12 year-olds. The biggest improvements seen were
in their confidence to share their ideas and speak in front of a group, to try something new and to work with
others. Nearly 50'/o of the children also said that taking part made them feel their vol￿S were more listened
to and teachers noted that this gave them the confidence to participate in group discussions.
"This experience has been absolutely wonderful.. The girls have not only become better al communicating
their ideas, but also beller at listening and collaborating.. I think the sessions have become a solace for
some of our more troubled children. Teacher
Caxton Youth
We ran two projects with different cohorts of young people with SEND. The most notable outcomes were
around social skills and confidence in communication, creative expression and in trying new things. At the start
of the project only 30Q￿ of the young people said they were very happy to work with people they don't know
well, but al the end this had increased to 700/0. The youth workers gave high scores and superb anecdotal
evidence and case studies on the progress the young people made.
"The mousetrap drama sessions have had a massivg impact on Caxton mgmbers confidence and support8d
them to build relationships and feel socially confident at Caxton with peers and s12ff. The sessions have
been transformative." Youth Worker
Harrow Youn
Carers
Al the end of the project the youth worker noted that she had seen progress across all of the following areas.,
working together, engagement in activities, understanding of performing arts, confidence il to express
themselves, ill In communication, iiil general self-confiden¢e.
"They are now more e8ger to engage when asked to and have a new found confidence that h8$ been
brought about by drama. We have seen ouryoung people able to articulate themselves and think on the
spot... public speaking.... Vast improvements havg been mad8~ Youth worker
Barnet Youn
Carers Bromle
Youn
Carers Tower Hamlets Youn
Carers
The 4 youth workers from Barnel and Bromley groups unanimously reported that the experience had
'exceeded expectations,. All 4 agreed that they had seen progress in the following 6 a￿aS.. group working,
engagement in activities, understanding of the performing arts, confidence il lo express themselves, ill in
communication, iiil general self-confidence. v￿lIe we did not have formal feedback from the Tower Hamlets
group youth workers, we had some informal anecdotal feedback. 2 of the young people arrived early on the
2nd and 3rd day and didn't want to go home after the day had finished. The youth worker reported that 'this
was unheard of.
'This was the first theatre experience for all ouryoung carers who attended and they had an amazing time
and were really blown away by the experience." Youth Worker
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TRUSTEES. REPORT 31 August 2022
YOUTH FORUM-a group ofyoung people 16- 23 years old, who keep MTP connected towhatyoung people
need and want, influence our programmes and theatre choices, volunteer at our events and develop leadership
skills through running their own events.
Membership of the Youth Forum IYFI and active engagement had waned somewhat over the last year, due
to the pandemic and members being at university, plus staff changes al our charity meant management of
the YF wasn't consistent. In order to allract new members, the YF updated the webpage lo better reflect what
they do and encourage interested young people lo gel in touch. At events the YF advocated for others to apply
to join the YF and supported the Programme Manager lo offer informal chats online with anyone who
expressed an interest.
Activities-
The YF met monthty, a mixture of online and in person meetings, then shifting to hybrid meetings for
the long-lerm.
Two YF reps attended all Go Live Theatre trips lo assist our staff and host any post-show talks.
Volunteered at our Nutcracker! relaxed performance, our 21st Anniversary Gala and Theatrecraft (see
page 151, plus one member spoke al our inaugural Dress Circle Club event for corporate supporters.
Instigated a getting to know you" event with MTP'S Board, which will be an annual event
Began working on producing a new Welcome Pack for new YF members
Attended First Aid Training alongside MTP staff
Decided to postpone the annual Youth leadership in the Arts conferen￿ until the following year, and
also the annual Mousetrap Awards (their theatre awards iniliativel. This was due to stsff changes at
the charity meaning there was less support for the YF, the small number of highly engaged members
ofthe YF and with no specific funding for these I￿0 projects, there was no obligation to run them within
a sel timeframe.
We offered paid employment to YF members to act as building supervisors for hires of MTP'S studio
space outside ofoffice hours.
Outcomes: One member who had been a valued part ofthe YF for a number ofyears aged out and went on
to secure a permanent role at Sadler's Wells.
SUMMERSTAGE
2-week performing arts summer school for young people from disadvantaged
backgrounds and with additional needs.
Week 1 Participants: This first week is for young people with no experience of drama and who have mild -
moderate learning needs and those who would benefit from a supportive environment. There were 12 young
people, aged 13 - 17, with additional needs and disabilities including autism, language and learning delay,
sensory disorder, depression, anxiety- Three young people acted as volunteer assistants for the week.
Week 2 Participants- the second week is a more mainstream group, aimed at those what have had some
experience of drama and want to learn more. We accommodated 19 young people aged 13-16 years, a few
ofwhom had anxiety, autism and ADHD.
Aims..
To increase the young people's confidence, communication skills and ability lo express themselves
To build friendships with like-minded peers
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TRUSTEES. REPORT 31 August 2022
To build an inclusive and supportive environment for young people to express themselves, devise,
play and have fun
To build and develop performance skills in drama, performing arts and movement
For everybody lo perform in and feel ownership over their devised piece of theatre
Activities.. Each week ran daily from 1 Oam lo 3.45pm, plus for week 1 participants there was a welcome
workshop the weekend before. During the week the young people had a series of workshops on drama, music
and movement lo create their own devised piece, which they performed in a final 'sharing' on Friday afternoon
for friends and family. Participants attended Wesl End musicals - The Lion. the Witch and the Wardrobe.
Gillian Lynn Theatre, for Week 1 participants and Com6 From Away, Phoenix Theatre for Week 2 participants.
Outcomes: We asked the participants al the start and at the end of the week about how confident they fell in
a number of areas, such as performing, meeting new people, sharing ideas, working as a team. We also
asked parents what they noticed about their child during the week. Increased confidence, motivation,
engagement and improved working with others and communication skills were the benefits that were most
cited across this feedback. From the young people in particular, the overwhelming feedback on how they felt
they benefitled was in making new friends with similar interests. Being taken out of their comfort zone and
learning independence skills also featured strongly in their feedback.
"It has been grgat lo push myselfoul and meet new people. I feel more confident now and .
<itr was a good
experien￿ for me lo become more independent. This was an experien￿ that will have a lasting effect in my
life as a positive" Week 1 participant
.1 made new friends and improved my drama skills along the way, it was really funl"
Week 2 participant
CREATIVE ASSOCIATES - a core group of our freelance drama practitioners for whom we pmvide training,
project rese8rch and development opportunib"es, and in turn they mentor aspiring drama practitioners from
underrepresented groups.
Trainin
- Due lo the nature of freelancers, working patterns, it has been a challenge to find dates to organise
training sessions that suit enough of the Creative Associates to make the sessions viable. Therefore, we have
switched the model lo offering a bursary to contribute to training the Creative Associate wants lo book
themselves onto independently.
R&D Grant - Creative Associate Rachael Black received funding from us to support the research and
development of a theatre project using the production of Wicked to explore the notion of fake news and how
this can impact the lives of young people across London. The project was designed for Level 1 and Level 2
Students at Further Education Colleges. in recognition that these students are often ovedooked by external
providers. Rachel produced a report and proposal which is currently being considered by marketing colleagues
al Wicked as a potential project to fund in future.
Menlorin
- Our Mentoring Progmmme is designed to give under-represented young people a supportive
environment lo start their career as a participatory Arts Practitioner. Our aim is lo bridge the gap between ear
training and the skills they need to become a SUC￿ssful freelance practitioner. This year our I￿0 menlees
were Princess Bestman and Esther Rennae-walker, mentored by Creative Associates Leralo Islam and Tash
Marks. Over the year, Princess and Esther met regularly with their mentors, observed them in action and
undertook paid workshop assistant roles on various of our projects including the After School Drama Club.
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TRUSTEES. REPORT 31 August 2022
THEATRECRAFT- an annual careers fair for young people interested in off-stage theatre careers
This year was a hybrid event, in person al the Royal Opera House and online on a platform called v￿0V8.
MTP was one of the partners delivering the event along with Maslerclass, Royal Opera House, Society of
London Theatre and UK Theatre.
2,050 young people signed up to attend and of these, 1,014 downloaded the app (meaning there were 1,014+
views online minimum). 105 young people allended in person.
In person at the Royal Opera House there were seven panel talks about careers in the industry". technical
theatre, stage craft, writing and directing, education and participation, producing, arts management and theatre
marketing. Each talk was live streamed across the Whova app and on YouTube. and hosted by 2 members
of our Youth Forum. In preparation for the event, the Youth Forum attended training in how to host a panel.
This was the first year that all the panels were hosted by Youth Forum members (apart trom the Super Panel,
which was hosted by Backstage Niche).
In addits'on, there were 58 virtual exhibitors in the online marketplace lon the Whova appl. Throughout the day
there were over 80 workshops taking place online for attendees to lake part in. We hosted 10 drop in a&A's
with our staff on our virtual sland.
OPERATIONAL REVIEW
FUNDRAISING
We abide by the Code of Fundraising Practice which stipulates that all moneys raised musl be used for the
purposes of the slated objects of our charity. We agree lo treat donors fairly, enabling them lo make informed
decisions about any donation and not take advantage of individuals in vulnerable circumstances. We ensure
that we do not cause an unreasonable intrusion on a person's privacy and that we abide by GDPR in protecting
donor's privacy. There were no complaints registered regarding our fundraising.
Vvhere benefits are offered following a donation, we ensure that they are appropriate and proportionate to the
syze of the gift. We make Gift Aid claims only on donations where all of the Gift Aid conditions are met. We
ensure that all reporting requirements and conditions allached lo donations are mel in a timely fashion. We
hold an annually reviewed Complaints Procedure which requires us lo respond to any complaints about our
fundraising In a timely, respectful, honest way and the learning from any complaints will be acted on.
Vvhere we enter into'commereial participalor, fundraising relationships, a contract is signed between MTP and
the company, staling the terms of the relationships, including the length of term, notice of termination, payment
schedule and where applicable slates the am0unVper￿nIage ofthe sales of a staled item that will be donated.
We raised 104'/0 of our fundraising target of £800,000. Income from donations and grants broke down as
follows.. 290/0 trusts and foundations, 230/0 corporate donations, 310/0 events & community fundraising, 130/0
donations from individuals, and 40/0 other sources.
Trusts & Corporate Support
We had about the same number of funders as last year, with 29 funders giving grant5 or donations of
£2,000+12021- 311 and 13 funders giving £10,000+ {2021 15}.
We have continued to allracl new funders as well maintain relationships with previous and long-
standing ones. Of particular note is our new relationship with C Supplies, which came on board lo
support Family First Nights.
Go Live Theatre Projects 15

TRUSTEES. REPORT 31 August 2022
We launched the Dress Circle Club - 8 low level giving club for businesses, starting mainly with the
property sector.
One of the aims in our last 3-year plan was to secure more multi-year grants and we have achieved
this. Currently City Bridge Trust, John Lyon's Charity, The Linbury Trust, Shaftesbury PLC, Lehman
Brothers Foundation Europe, Colwinston Charitable Trust, Sobell Foundation and Garrick Charitable
Trust are all in multi-year grant agreements with us. We also have long-temi relationships with other
significant funders which do not make formal multi-year agreements, only annual commitments, but
we are confident of them continuing.
Individual Donors
We successftjlly participated in large match funding initiatives, The Big Give Christmas Challenge
and the Summer Champions for Children.
Although we had fewer donationsldonors (excluding those relating to our Gala event), 199
(comparison.. 247 in 20211, average gift size was higher.
Events and Communlty Fundralslng
We held our 25th Anniversary Gala which was a big success and exceeded the fundraising target.
We had a disappointing response lo our sponsorship packages, with only 3 companies taking the
Bronze level and none taking Silver or Gold. However, the aurtions went well and donations were
higher than planned, which more than compensated for this.
In 2021, we began a new relationship with philanthropists Mark and Sue Catlon, and this year they
underwrote the cost lo host a fundraising evening al Life of PA. This not only raised money, it also
introduced us lo new potential future supporters.
We received much more income than ever previously from community fundraisers, including
marathon, cabaretlmusical evenings, quiz nights, birthday collections elc.
Income Generatin
Initiatives
In addition lo our philanthropic fundraising, we undertook the following activities to generate unreslricled
income.
Studio hire - short term rentals of our studio space have not picked up since the pandemi¢ and this
generated a low income ofjust under £3,000, compared lo £15,000 - £20,000 pre-pandemic
Paid-for show promotions to our mailing lists- this is a newer area of income that we plan to grow.
Commissioned Education Resource Packs
this is a brand new income stream, where West End
productions commission MTP lo write an education pack for use by schools groups attending their
show, downloadable from their website. We wrote packs for Back to The Future, Get Up Stand Up,
To Kill a Mockingbird and Life of Pi.
Began a consultancy Servi￿ for relaxed performances, offering the first consultsncy for 101
Dalmatians at the Open Air Theatre in Regent's Park in August.
Investments- the nel investment income was £3,527.
COMMUNICATIONS. PRESS & MARKETING
We re-started the re-branding project, which had been put on hold due lo the pandemic, beginning
with a session with staff members, Trustees and Youth Forum members to work on a new name. With
Go Live Theatre Projects 16

TRUSTEES. REPORT 31 August 2022
pro bono branding support from Why Projects and paid for PR support from TMPR, the project is now
progressing.
We sent regular newsletters lo our Theatre Guardian supporters and a large general mailing list,
updating them on our activities and news. We also send regular newsletters lo schools, our FFN
families and families interested in relaxed performances with theatre offers and information of other
cultural events.
We created a digital Advent Calendar for the second year running featuring various Patrons, West
End performers and young participants.
PATRONS
There were no new Patrons invited to join this year. We had active participation from some current
Patrons in our Digital Christmas Advent Calendar, and our 25th Anniversary Gala as perfomiers and
offering auction prizes.
HUMAN RESOURCES
Staff, Students and Volunteers
We had many stsff Changes over the year. Layne Harrod joined as Community Projects Manager,.
Robyn Wilson left and her job was split into new positions- Development Officer and Marketing
and Communications Offi'cer, the latter being filled by Millie Vvhillam (the former not being recruited
until September 2022, outside of this reporting periodl., our SEND Programmes Manager of 19 years
left and was replaced by Hayley Wareham,. part-lime Marketing and Communications Manager Dulcie
Ball left and was replaced by Ed Baker-cowell in a full-lime position,. our long-standing Office Manager
Tracy Burke left and was replaced on temporary freelance basis by Richard Speir,. finally our Creative
Learning Manager Patrick O'sullivan left and was replaced by Heather Newstead.
We contracted a number of freelance administrators lo support our SEND and education work.
We hosted five students on placement working on a range of practical and research projects.
Melanie Lewis, our long-term volunteer, supported us with captioning of our videos on YouTube, and
various other projects.
Training & Conferences
Staff members look advantage of opportunities lo participate in free online training, discussion groups,
seminars and eonferences on topics including mentoring, remote working, instilling youth voice, dealing with
difficult behaviours, safeguarding, inclusion, equality and diversity, Irans awareness, impact measurement,
recruitment, accounting for non-accountants, fire marshalling and online safely.
BOARD OF TRUSTEES
During the year, the charity held quarterly Board meetings, some in person, some online.
Mary Hammond and Sarah Richardson stepped down from the Board.
Trustees Karen Napier, Ashley Herman, Youth Rep Zeynep Gunaydin and CEO Susan Vvhiddington,
interviewed candidates for the new Youth Rep on the Board and selected Nadia Musah.
Go Live Theatre Projects 17

TRUSTEES. REPORT 31 August 2022
The Board's Finance Committee mel regulady throughout the year to support the Chief Executive and
Deputy Director in developing the Budget and to examine the accounts and financial forecasts.
We established a Governance Committee principally to revise MTP'S Articles, re-start the Trustee
skills audit and decide on other committees required.
The Governance Committee, supported by Susan Whiddinglon, began working with search firm
Nurole to find a new Chair and new Trustees. A Nomination committee was established to lake this
search land any fvture searches) forward, interview candidates and make recommendations to the
Board.
LOOKING AHEAD
There's much lo look forward lo in the next Financial Year. We are planning to resume many of our
programmes at pre-pandemic levels of participants as well as launch additional projects as new staff members
find their feet and use their creativity to chart exciting new directions. The most sweeping change of the new
Financial Year will be acting upon the decision taken several years ago Idelayed by the pandemic), to rename
and rebrand our charity. The new brand will be launched in February 2023 with an industry-wide theatre event
and will affect all aspects of our internal and external work for a major part of the year. Additionally, after a
thorough and extensive search, the Board of Trustees will be appointing a new Chair which will be followed
by interviewing and selecting new Trustees lo add specific expertise on the Board.
In closing, I want lo recognise our current and founding chair, Sir Stephen Waley-cohen, who has served our
charity in an exemplary fashion over the past 25 years. Not only is Sir Stephen responsible for establishing
the charity in 1997, but over the many years of service, he has been a IhoLJghtful, caring, supportive.
resourTrful and enlhusiaslic advocate for our work. Wth his extensive knowledge and personal experience
of the theatre industry and charities, he has provided us with sage and much valued guidance. We will miss
Sir Stephen and thank him sincerely for all he has given to our charity on so many fronts in the most selfless
and understated way. We look forward to his continued involvement in an honorary capacity.
Susan Vvhiddington CBE, Chief Executive
STRUCTURE, GOVERNANCE AND MANAGEMENT
Structure
Go Live Theatre Projects is a registered charity and a company limited by guarantee, registered in England
and Wales, and governed by a Memorandum and Articles of Association. In the event of the company being
wound up the maximum amount which each Trustee (Direclorl is liable to conlribLJte is £10.
Governance and management
The governance of the charitable company is the responsibility of the Trustees (also known as Direclorsl who
are elected and co-opted under the terms of the Articles of Association.
None of the Trustees has any beneficial interest in the company.
The Ttustees of the charitable company (the charity) are its Directors for the purpose of company law and
throughout this report are collectively referred to as the Trustees.
The Trustees who served during the period and on the date the report was approved are listed on page 1.
Go Live Theatre Projects 18

TRUSTEES. REPORT 31 August 2022
Recruitment of Trustees
Go Live Theatre Projects selects Trustees with a range of relevant skills, knowledge, experience and networks
needed for the effective oversight and support of the charity including business, legal, fundraising, marketing
and PR, education, theatre. We are also making a concerted effort to diversify our Board so it more clearly
reflects the young people we serve.
The Charity has a Nomination Committee which identifies potential new Trustees to fill vacant places and any
gaps in skills or knowledge amongst the existing Board. The Committee may choose lo work with an external
agency lo find new Trustees as well as introduce potential candidates known lo them. The Committee
oversees the writing of Trustee job descriptions, interviews potential candidates and makes recommendations
to the Board.
Once the potential new Trustee has been interviewed and approved by the Nomination Committee, hislher
CVlbi￿raphY is sent lo all Trustees and helshe is invited lo observe the next Board meeting. If the Trustee
candidate wishes to progress to becoming a Trustee, the Board must approve the new Trustee appointment
by ordinary resolution or by a decision of the Trustees.
Induction and training of new Trustees
Once an individual has become a Trustee, the Chief Executive meets with himlher to give a more in-depth
understanding of the charity's a¢livilies. New Trustees receive a comprehensive information pack which
includes the mission statement, various literature, most recent Annual Reviews and Accounts. Trustees are
then encouraged to see Go Live Theatre Projecls'in action" by attending programmes and events.
Structure and decision making
The charity's employees manage Go Live Theatre Projects, programming under the supervision of the Chief
Executive. Thus day-to-day decisions are made by the Chief Executive without the need for further referral to
the Board. Any decision which may impact More seriously upon the charity is referred to a Board member,
usually lo the Chairman. Sir Stephen Waley-cohen, who is in regular Contact by telephone and in person.
There are a minimum of four regular formal Board meetings each year as well as regular subcommittee
meetings. Prior lo board meetings, the Chief Executive sends an in4epth quarterly report of projects and
activities and the Deputy Director provides LJP-104ale fundraising and bLJdget reports, all of which are
discussed al the quarterly meetings. In bel￿een board meetings, the Chief Executive and Deputy Director
maintain frequent email, telephone and VVhalsApp contact with Trustees.
Key management personnel
The Trustees consider that they, together with the Chief Executive and the Deputy Director, comprise the key
management personnel in charge of directing and controlling, running and operating the charity on a day lo
day basis. The Chief Executive Meets with each member of staff including the Deputy Director in the summer
months. Following those meetings. the Chief Executive meets with the Chairman lo discuss salaries and
potential salary rises which are given annually in September. All salaries are set with reference lo industry
stsndards, workload, quality ofwork and length of service. The Chief Executive's salary is set by the Chairman.
PUBLIC BENEFIT
The objectives and activities and achievement and performance sections of this report clearly set out the
activities which the charity undertakes for the public benefit. The Trustees confirm that they have complied
with the duty in Section 17 of the Charities Act 2011 to have due regard lo public benefit guidance published
by the Commission in determining the activities undertaken by the charity.
Go Live Theatre Projects 19

TRUSTEES. REPORT 31 August 2022
RISK MANAGEMENT AND PRINCIPAL RISKS AND UNCERTAINTIES
The Trustees have a risk management strategy which has been reviewed and comprises..
an annual review of the risks the charity may face.,
the establishment of systems and procedures lo mitigate those risks identified in the plan", and
the implementation of procedures designed to minimise any potential impact on the charity should those
risks materialise.
The Trustees have reviewed and revised the risk register and consider the key risks and uncertainties lo be..
Downturn in income
if we anticipate a loss of funding, the Chief Executive and Deputy Director
scrutinise the budget to identify where we can cut costs. This can lead to sealing down programmes, so
that our budget expenses meet projected Income.
Loss of Key Managemont staff - as a small organisation with less than 15 employees, the loss of key
staff members poses concern. From September 2022, we have extended the notice departure for all long-
serving staff members when issuing new employment contracts.
Free Reserves are not sufficient- as a portion of the charity's free reserves were used to support it
through the pandemic, fundraising unrestricted donations and insligaling other unrestricted income
streams has been a priority, and successful, and will continue to be a priority over the next few years.
As the Covid-19 pandemic has eased our activities are no longer adversely affected. We are working lo
increase our free reserves lo pre-pandemic levels so that should the need arise, we can support ourselves
through such circumstances again. We also now have robust online delivery models in place should we need
to switch back to virtual delivery al any point in the future.
FINANCIAL REVIEW
The financial position at the period end was considered satisfactory by the Trustees. During the year, Go Live
Theatre Projects received income lotalling £968,01212021- £712,935). Expenditure lolalled £956,22612021
£688,947). The nel movement in funds for the year before gains on listed investments was a surplus of
£11,78612021
a surplus of £23,988). After realised and unrealised gains on listed investments of £3,118
12021 - £8331, this resulted in total funds at 31 August 2022 of £490,277 {2021 - £475,373).
Included in total funds is an amount of £130,406 12021 £196,215) which is restricted. Full details of these
restricted funds can be found in note 17 to the financial stalemenls, together with an analysis of movements
during the year. Unrestricted funds of the eharity al 31 August 2022 totalled £359,871 12021 £279, 1581.
Funds representing the net book value of tangible fixed assets at 31 August 2022 stood al £17,62312021
£21,525) and therefore free reserves amounted to £342,24812021- £257,633). As such, free reserves at the
year-end fell below the parameters stipulated by the Trustees in the reserves F)olicy set out below. The
Trustees are satisfied that there Is no immediate concern as a result of this and their strategy for managing
free resetwes is detailed below.
Due to the substantial increase in unrestricted funds achieved in the year, the large amount of restricted funds
already received and pledged for 2022-23, and the extra staff in place to support fundraising and other income
generation, the Trustees have concluded that the charity remains a going a concern.
Go Live Theatre Projects 20

TRUSTEES. REPORT 31 August 2022
Investment pollcy
The Trustees, investment powers are governed by ils constitution which permits the funds available to be
invested in a wide range of securities and assets. With a cautious responsibility to raise additional revenue to
support the work of the charity, the Trustees agreed to dedicate no more than 25010 of our reserves to be
invested. The overall financial objective is to at least maintain the real value of the sums invested," to generate
sustainable return lo support charitable activities and lo reduce inflation erosion. Investments will be in line
with the charity's overall aims and in support of our objectives lo improve the health, welfare and well-being of
young people. The charity aims lo produce a total return on investments of at least RPI plus 40/0 over the long
term. The performance of the Investments is reviewed against market benchmarks agreed by the Finan
Committee and the investment objectives on a quarterly basis. The Investment Policy is reviewed annually
by the Trustees and sets out the level of risk aeceplable to the charity when making investment decisions.
The Trustees approved the continued investment of £75,000. At year end, the majority was held in equities
and other assets by Lombard Odier, the investment manager. As the market became less volatile than during
the pandemic, the Trustees no longer fell the need to keep the majority of the funds in cash as had been done
the previous year.
Reserves policy
Go Live Theatre Projects, general reserves represent funds of the charity that are freely available, excluding
designated funds and reslricled funds. In order to provide a quality, effective and efficient Servi￿ to its
beneficiaries, the Trustees have set a reserves level that in the event of funding not being SLJfficient lo cover
expenses in the ftjture, a smooth transition can be made to a lower level of service. The Trustees have a
reserves target of approximately six months of budgeted operating expenses, being £513,746 12021
£499,988). Free reserves at 31 August 2022 are £342,24812021- £257,633).
The level of free reserves is still below the desired level of six months of budgeted operating expenses, having
had to use a portion of our free reserves to pay for costs not covered by other grants and donations during the
pandemic. However, it is considerably higher than the previous year thanks to a very successful year of
fundoising and reducing expenditure. For 2022123, we plan lo focus on generating more unrestricted income
streams. We planned to build our free reserves back up over a 5-year period,. at the end of year one, we have
made excellent progress.
Go Live Theatre Projects 21

TRUSTEES. REPORT 31 August 2022
STATEMENT OF TRUSTEES, RESPONSIBILITIES
The Trustees (who are also Directors of the charity for the purposes of company lawl are responsible for
preparing the Trustees, report and financial statements in accordanTr with applicable law and United Kingdom
Accounting Standards Iuniled Kingdom Generally Accepted Accounting Practi￿1.
Company and charity law requires the Trustees to prepare financial statements for each financial year which
give a true and fair view of the stale of affairs of the charitable company and of the income and expenditure of
the charitable company for that period. In preparing these financial stalemenls, the Trustees are required to..
select suitable accounting policies and then apply them consistently.,
observe the methods and principles of Accounting and Reporting by Charities.. Slalement of
Recommended Practice applicable lo charities preparing their financial statements in accordance with the
Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland IFRS 1021",
make judgements and estimates that are reasonable and prudent.,
stale whether applicable United Kingdom Accounting Standards have been followed, subject to any
material departures., and
prepare the financial statements on the going concern basis unless it is inappropriate to presume that the
charitsble company will continue in operation.
The Trustees are also responsible for keeping proper accounting records that disclose with reasonable
accuracy at any lime the financial position of the charitable company and enable them lo ensure that the
financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the
assets of the charitable company and hence for taking reasonable steps for the prevention and delecb.on of
fraud and other irregularities.
Each of the Iruslees confirms that.
so far as the trustee Is aware, there is no relevant audit information of which the charitable company's
auditor is unaware., and
the Iruslee has taken all the steps that helshe ought lo have taken as a trustee in order lo make
himseKlherself aware of any relevant audit information and lo establish that the charitable company's
auditor is aware of that information.
This confirmation is given and should be interpreted In accordance with the provisions of s418 of the
Companies Act 2006.
The Trustees are responsible for the maintenance and integrity of the charity and financial information included
on the charity's website. Legislation in the United Kingdom governing the preparation and dissemination of
financial statements may differ from legislation in other jurisdictions.
The above report has been prepared in accordance with the special provisions of Part 15 of the Companies
Act 2006 relating to small companies.
This report was approved by the Trustees and signed on their behalf by..
Trustee
Dale..
Apr3. 2023
Go Live Theatre Projects 22

Independent examiner's report 31 August 2022
Independent examiner's report to the Trustees of Go Live Theatre Projects
I report lo the Charity Trustees on my examination of the accounts of the Charity for the year ended 31 August
2022.
Responsibilities and basis of report
As the Trustees of the charitable company land also ils directors for the purposes of company lawl you are
responsible for the preparation of the financial statements in accordance with the requirements of the
Companies Act 20061'lhe 2006 Act'i.
Having satisfied myself that the financial statements of the charitable company are not required lo be audited
under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my
examination of yOLJr Charity's financial statements as carried out under section 145 of the Charities Act 2011
I'lhe 2011 Act'l. In carying out my examination I have followed the Directions given by the Charity Commission
under section 14515llbl of the 2011 Act.
Independent examiner's statement
Since the Company's gross income exceeded £250,000 your examiner musl be a member of a body listed in
section 145 of the 2011 Act. I confirm that l am qualified to undertake the examination because l 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 confim that no material matters have come to my attention in connection
with my examination giving me cause lo believe that in any material respect..
accounting records were not kept in respect of the charitable company as required by section 386 of
the 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.
• 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 lapplicable to
charities preparing their accounts in accordance with the financial reporting standard applicable in the
UK and Republic of Irelandl.
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 accounts to be
reached.
4LÈr LLA
Catherine Biscoe
for Buzzacott LLP
Chartered Accountants
130 Wood Street
London EC2V 6DL
Date.. 21 April 2023
Go Live Theatre Projects 23

Statement of financial activities (including an income and expenditure account) Year to 31 Augu512022
Totsl
fundB
2022
Total
funds
2021
Unrestricted
Funds
Restricted
Funds
Notes
Income from..
Donations and gifts
Fundraising events
Charitable activities
Grants receivable
Theatre tickets
Prograrnme fees and workshops
Studio rental
Investments
Other income
Total income
206,540
258,880
206.540
258,880
185,301
120,544
353.238
353,238
104,983
36,532
2,920
3,527
1,392
968,012
347,912
4,145
6.652
104,983
36,532
2,92Q
3,527
1,392
614,774
2,829
45,552
712,935
353.238
Expenditure on..
Raising funds
Fundraising
Studio rental
Fundraising events
Investment management costs
Charitable activities
. Theatre Access
Creative Leaming & Participation
Other expenditure
Total expenditure
185,242
2,039
73,890
370
185,242
2,039
73,890
370
175,048
671
10,167
734
156,712
117,534
1,392
537.179
179,510
239,537
336,222
357.071
1,392
956,226
127,166
317,788
57,373
e88.947
419.047
Net income lexpenditurel before
investment gains
Net gains on listed investments
77,595
3,118
165,8091
11,786
3,118
23,988
833
Net incoma lèxpènditurèl and nèt
movement in fundB
80,713
165,8091
14,904
24,821
Reconciliation of funds..
Balances brought fO￿ard
at 1 September 2021
Balances carried forward
at 31 August 2022
279,158
196,215
47S,373
450,552
359,871
130,406
490,277
475,373
All of the charity's activities derived from continuing activities during the above financial years.
A comparative Statement of Financial Activities is presented in note 22 to these financial slatemenls.
Go Live Theatre Projects 24

Balance sheet 31 August 2022
2022
2022
2021
2021
Notes
Flxed assets
Tangible fixed assets
Investments
10
17,623
84,162
101,785
21.525
77,876
99,201
Current assets
Debtors
Cash at bank and in hand
12
118,630
306.720
425,350
55,552
402,481
458,033
Liabilitigs
Creditors.. amounts falling due within one year
Net current a8sets
13
136,8581
136,8611
388,492
421.172
Ci8ditors'. amounts falling due in gr88ter than
one year
14
145.0001
Net a¥¥ets
490,277
475.373
The funds of the charity=
Restricted funds
Unrestricted funds
Totsl funds
17
130,406
359,871
490,277
196,215
279.158
475,373
17
The financial statements have been prepared in accordance with the special provisions of part 1 S of the
Companies Act 2006 relating lo small companies. The charitable company Is entitled lo exemption from audit
under Section 477 of the Companies Act 2006 for the year ended 31 August 2022. No notice has been
deposited under Section 476 of the Act. The members have not required the company lo obtsin an audit of its
financial statements for the year ended 31 August 2022 in accordance with Section 476 of the Companies Act
2006. The Trustees, as directors of the charitable company, acknowledge their responsibilits.es for..
lal ensuring that the charitable company keeps accounting records that comply with Sections 386 and
387 of the Companies Act 2006 and
Ibl preparing financial statements which give a true and fair view of the stale of affairs of the charitable
company as at the end of each financial year and of its surplus or deficit for each financial year in
accordance with the requirements of Sections 394 and 395 and which otherwise comply with the
requirements of the Companies Act 2006 relating to financial slatemenls, so far as applicable lo the
charitable company.
The financial statements were approved by the board of Go Live Theatre Projects Ltd, Company Regislrats'on
No. 3162429 (England and Wales) and signed on its behalf by..
Trustee
Date".
Apr3. 2023
Go Live Theatre Projects 25

Statement of cash flows Year lo 31 August 2022
2022
2021
Note
Cash flows from operatlng actlvltSes
Nel cash (used inl provided by operating activities
193,0461
50.586
Cash flows from investing activities
Dividends from investments
Purchase of tangible fixed assets Inole 101
Proceeds from the disposal of listed investments
Purchase of listed inve$lrnen15
Nat cash providèd by lus•d inl in¥&sting activitiès
3,527
12,8741
2,829
11,437
176,2021
175,5491
14,266
Change in ca8h and cash equivalents in the year
1168,5951
64,852
Cash and cash equival8nts at 1 Sèpternb8r 2021
480.157
415,305
Cash and cash equivalents at 31 August 2022
311,562
480,157
A Reconciliation of net (expenditure) income to net cash provided by operating activities
2022
2021
Net incomè for the year las pèr th& ststamènt
of financial activities)
Adjustments for..
Depreciation (note 101
Gains on listed investments
Dividends frotn listed investtnents
Increase in debtors
(Decieasel increase in creditr)rs
Net cash (used inl provided by operating activities
14,904
24.821
6,776
13,1181
13,5271
163,0781
145,0031
193,0461
7.026
18331
12,8291
115.3041
37,705
50,586
B Anatysis of changes in net debt
1 September
2021
31 August
2022
Cash flows
Cash at bank and in hand
Cash held by inveslrnenl managers
Total eash and eash equivalents
402,481
77.676
480,157
195,7611
172.8341
1168,5951
306,720
4,842
311,562
Go Live Theatre Projects 26

Principal accounting policies Year to 31 August 2022
The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the
preparation of the financial statements are laid out below.
Basis of preparation
These financial statements have been prepared for the year to 31 August 2022.
The financial statements have been prepared under the historical cost convention with items recognised at
Cost or transaction value unless othetwise stated in the relevant accounting policies below or the notes lo
these financial slalements.
The financial slalemenls have been prepared in accordance with Accounting and Reporting by Charities..
Statement of Recommended Practice applicable lo charities preparing their accounts in accordance with the
Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland IFRS 1021 Icharities
SORP FRS 1021, the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS 1021
and the Charities Act 2011.
The charity constitutes a public benefit entity as defined by FRS 102.
The financial statements are presented in sterling and are rounded to the nearest pound.
Critical accounting estimates and areas of judgement
Preparation of the financial statements requires the Trustees and management lo make significanljudgements
and estimates.
The areas in the financial statements where these judgements and estimates have been made Include..
the allocation of support costs.,
the estimation of the useful economic life of tangible fixed assets., and
the estimation of future income and expenditure for the purpose of assessing going concern.
Assessment of going concern
The Trustees have assessed whether the use of the going concern assumption is appropriate in preparing
these financial stslemenls. The Trustees have made this assessment in respect to a period of one year from
the date of approval of these accounts.
Free reserves at 31 August 2022 stood at £342,24812021- £257.6331. The level of free reserves is still below
the desired level of six months of budgeted operating expenses, having had to use a portion of our free
reserves to pay for costs not covered by other grants and donations during the pandemic. However, il is
considerably higher than the previous year thanks to a very successful year of fundraising and reducing
expenditure. For 2022123, we plan lo focus on generating more unrestricted income streams. We planned to
build our free reserves back up over a 5-year period," at the end of year 1, we have made excellent progress.
The Trustees have concluded, in the light of our healthy bank balance, that the charity is not in any financial
jeopardy and remains a going concern. Due to the subslanlial increase in unrestricted funds achieved in the
last year, the large amount of reslricled funds already received and pledged for 2022-23, the extra staff in
place to support fundraising and other income generab'on and having reviewed the available evidence, the
Trustees are of the opinion that the charity will have sufficient resources to meet its liabilities as they fall due.
Go Live Theatre Projects 27

Principal accounting policies Year to 31 August 2022
Income recognition
Income is recognised in the period in which the charity has entillemenl lo the income, the amount of income
ean be measured reliably and il is probable that the income will be received.
Income comprises donations, grants, receipts from charitable activities {including discounted ticket sales,
programme fees and workshop fees), rental income, and income trom fundraising events such as gala
evenings.
Donations received under Gift Aid, including Theatre Guardians, donations, are recognised when the charity
has confirmation of both the amount and settlement date. In the event of donations pledged bul not received,
the amount is accrued for where the receipt is considered probable. In the event that a donation is subject lo
conditions that require a level of performance 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 those conditions will be fulfilled in the reporting period.
Grants have been included as income from charitable activities where these amount to a contract for services,
but as donations where the Money is given in response to an appeal or with greater freedom of use, for
example monies for core funding.
Income from the sale of discounted theatre lickels is recognised on the dale of the perf0rrnan￿ lo which the
tickets relate.
Fees receivable for programmes and workshops are recognised on the date the workshop or programme
event occurs.
Studio rental income is recognised on the provision of the rental space.
Ticket and auction income from gala evenings is recognised on the dale the event takes pla￿.
Gifts in kind
Subslanlial contributions are made lo the charity by theatres and producers through the supply of tickets al a
discounted price. The fair value of a ticket is considered lo be the average open market price, which will not
necessarily equate lo the ticket's face value and is impossible to reliably esb'male due lo the variety of ticket
vendors in operation. As such, the discount to the charity from the fair value of the tickets cannot be reliably
estimated and is not included within income as a gift in kind in the statement of financial activities.
Many items generously donated lo the Charity lo be auctioned at the bi-annual Cabaret gala event include a
'money-can'l-buy element, such as meeting the cast of a show, and therefore no commercial value has been
placed on these gifts in kind in the financial statements.
Servlces provlded by volunteers
For the purposes ofthese financial statements, no value has been placed on administrative and other services
provided by volunteers in accordan￿ with the Charities SORP FRS 102.
Expenditure recognition
Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the
charity to make a payment to a third paty, it is probable that a transfer of economic benefits will be required
in selllemenl and the amount of the obligation can be measured reliably.
Go Live Theatre Projects 28

Principal accounting policies Year to 31 August 2022
All expenditure is accounted for on an accruals basis. Expenditure comprises direct costs and support costs.
All expenses, including support costs, are allocated or apportioned lo the applicable expenditure headings as
deseribed below. The classification between activities is as follows."
+ Expenditure on raising funds includes all expenditure associated with raising funds for the charity. This
includes staff costs associated with fvjndraising (including lime spent by the director on fundraising
acliviliesl and the rental of the third floor studio, all direct costs associated with fundraising and allocated
SUPPOrt costs.
+ Expenditure on charitsble activities includes all costs associated with furthering the charitable purposes of
the charity through the provision of its charitable activities. These costs include all expenditure directly
attributable to programmes, such as directly allributable stsff costs, the cost ofworkshop practitioners and
the cost of theatre lickels, as well as allocated support costs.
All expenditure is slated inclusive of irrecoverable VAT.
Allocatlon of support and governance costs
Support costs represent indire¢l charitable expenditure. In order lo cary out the primary purposes of the
charity, it is necessary lo provide support in the form of personnel development, financial procedures, PR and
marketing, provision of office services and equipment, and a suitable working environment.
Governance costs comprise the costs involving the public aceounlability of the charity (including audit costs)
and costs in respect to Ils compliance with regulation and good practice.
Support costs and governance costs are apportioned based on the ratio of time spent working on the charity's
various programmes by stsff.
Expenditure on staff furloughed under the Coronavirus Job Retention Scheme has not been apF)Ortioned
between costs headings on the basis that such an apportionment would be distortive and therefore not present
a true and fair view of the cost of the organisalion's charitable and fundraising activities during the year.
Tangible fixed assets
Tangible fixed assets are staled al cost less depreciation. All assets costing more than £1,000 and with an
expected useful life exceeding one year are capilalised. Depreciation is provided at rates calculated lo write
off the cost less estimated residual value of each asset over its expected useful economic life as follows".
Leasehold improvements
Over the temi of the lease
+ Computer equipment
250/0 per annum on a reducing balance basis
Investments
Listed investments are a form of basic financial instrument and are initially recognised al their transaction
value and subsequently measured at their fair value as at the balance sheet date using the closing quoted
market pri￿. Realised and unrealised gains lor losses) are credited lor debiledl lo the statement of financial
activities in the year in which they arise.
The charity does not acquire put options, derivatives or other complex financial instruments.
Go Live Theatre Projects 29

Principal accounting policies Year to 31 August 2022
Realised gains lor losses) on investment assets are calculated as the difference be￿een disposal prO￿edS
and their opening carrying value or their purchase value if acquired subsequent to the first day of the financial
year. Unrealised gains lor losses) are calculated as the difference between the fair value al the year end and
their carrying value at that date. Realised and unrealised Investment gains lor losses) are combined in the
ststement of financial activities and are credited lor debiledl in the year in which they arise.
The main form of financial risk faced by the charity is that of volatility in equity markets and investment markets
due lo wider economic conditions, the attitude of Investors lo investment risk, and changes In sentiment
concerning equities within particular sectors or sub sectors.
Debtors
Debtors are recognised at their settlement amount, less any provision for non-recoverability. Prepayments are
valued al the amount prepaid. They have been discounted lo the present value of the future cash receipt
where such discounting is material.
Cash at bank and in hand
Cash at bank and in hand represents such accounts and instruments that are available on demand or have a
maturity of less than three months from the dale of acquisition. Deposits for more than three months but less
than one year have been disclosed as short term deposits. Cash placed on deposit for more than one year is
disclosed as a fixed asset investment.
Creditors and provisions
Creditors and provisions are recognised when there is an obligation al the balance sheet date as a result of a
past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of
the settlement can be estimated reliably. Creditors and provisions are recognised at the amount the charity
anlicipales il will pay to settle the debt. They have been discounted lo the present value of the future cash
payment where such discounting is material.
Fund structure
Unrestricted general funds represent those monies which are freely available for application towards achieving
any charitable purpose that falls within the charity's charitable objects at the discretion of the Ttustees.
Restricted funds comprise monies raised for, or restricted by donor imposed conditions lo a specific purpose.
Leased assets
Rentals applicable to operating leases where substsntially all of the benefits and risks of ownership remain
with the lessor are charged lo the statement of financial activities on a straight-line basis over the term of the
lease.
Pension Contributions
Contributions lo the personal pension schemes of the charity's employees and the charity's defined
contribution employer pension scheme are charged to the statement of financial activities when they are
payable lo the scheme. The charity's contributions are restricted to the contributions disclosed in the staff
costs note. The charity has no liability beyond making ils contributions and paying across the deductions for
the employees, contributions.
Go Live Theatre Projects 30

Notes to the Flnanelal Statements Year lo 31 August 2022
1 Donations and gifts
Unreslri￿ed
Funds
Restricted Totsl Funds
Funds
2022
Theatre Guardians and major individual donors
The Childhood Trust
Raise Your Hands
St Martin's Theatre Ltd
Mousetrap Dress Circle Club
Percent
Donations < £5,000 and Gift Aid
Less.. Gift Aid not able to be daimed from Life ol Pi fundraiser
Total funds
81,241
45,000
21,700
12,500
13,100
8,590
32,586
18.1771
206,540
81,241
45,000
21,700
12,500
13,100
8,590
32,586
18,1771
206,540
Unr8Stric18d
Funds
R8stftFCt8d To181 Funds
Funds
2021
The8tre Guardians and major individual donors
Garfield Weston Foundation
The Childhood Trust
Raise Your Hands
Sl Martin'5 Theatre Ltd
Donations < £5,000 and Gift Aid
Less". Jacada Travel donation from 2020 not re￿iVed
Total funds
9Q.686
25,000
20.(￿)
t5,000
12.5QO
26,820
(4,705)
185.301
90,686
25,000
20.000
15,000
12.500
26,820
(4, 705)
185.301
During the years to 31 August 2022 and 31 August 2021, contributions were made to the charity by theatres
and producers through the supply of tickets al a discounted price. The discount has not been recognised in
the financial statements- please see the accounting policy for Gifts in Kind on page 28 for further details.
Go Live Theatre Projects 31

Notes to the Flnanelal Statements Year lo 31 August 2022
2 Grants receivable
unres1ri￿ed
funds
Reslrided
funds
Totsl funds
2022
John Lyon's Charity
C Supplies Ltd
Society of London Theatre through the Theatie Development Trust
Bank ofAmerica
Lehman Brothers Foundation Europe
City Bridge Trust, the City of London Corporation's Charity
Colwnston CharitableTrust
The Sobell Foundation
Shaftesbury PLC
Westminster Amalgatnated Charities
Westminster Foundation
Guildford School for the Arts
Barings
Ned's Fund
Brown Rudnick Charitable Foundation Corp.
Investec
Birkdale Trust for Hearing Impaired
Noèl Coward Foundation
Derwent London
The Garrick Charitable Trust
Other grants < £5,(XJO
Total funds
52,500
40,000
37,500
36,337
35,000
28,200
20,000
10,000
10,000
9,807
9,000
8,000
7,593
7,000
6.509
6,000
5.000
5,000
5,000
5,000
9,792
353,238
52,500
40,000
37,500
36,337
35,000
28,200
20,000
10,000
10,000
9,807
9,000
8,000
7,593
7,000
6,509
6,000
5,000
s,000
5,000
5,000
9,792
353,238
Unreslricled
funds
Restricted
fun(ts
Total fvnds
2021
City Bridge Trust, the City of London Corporation's Charity
Lehman Brothers Foundation Europe
John Lyon's Charity
Bank ofAmerica
The Linbury Trust
Masonic Charitable Foundation
The Childhood Trust
Anonyrnous donor
Society of London Theatre through the Theatre Development Trust
Sh8ftesbury PLG
The Ovingdean Hall Foundation
The Victoii8 Wood Foundation
St Giles & St George Education Charity
Investec
The Peter Slebbings Memorial Charity
Brown Rudnick Charitable Foundation Corp.
Derwent London
Garrick Charitable Trust
Aberde8n Standard InvestrnentS
Noel Coward Foundation
Hyde Paik Place Estate Charity
Other grants < £5,(X)O
Total funds
56.822
50,OQO
30.000
28,596
25.000
20,OQO
15,029
13.OQO
12,5QO
10.000
10,OQO
56.822
50,000
30.000
28,596
25,000
20,OOQ
15,029
13.000
12,500
10.000
io,ooo
9,500
8,803
6,000
6,OOQ
5,274
5,OOQ
5,000
5,000
5,OOQ
4,948
16,50Q
34T,9t2
8,803
5,214
4,948
16,500
347,912
Go Live Theatre Projects 32

Notes to the Flnanelal Statements Year lo 31 August 2022
Other income
unres1ri￿ed
funds
Reslrided
funds
Totsl funds
2022
Coronavirus Job Retention Scheme
1.392
1,392
1,392
1,392
Unrestrict8d
funds
RestiFCted
furjds
Total funds
2021
CororJ8vNrus Job R8t8ntion Sch8lTie
45,552
45,552
45,552
45,552
During the year, three members of the charity's staff were placed on furlough12021
nine members of stsffj,
as discussed in More detail in the trustees, report and note 4. The charity applied to the Government's
Coronavirus Job Retention Scheme to cover the costs of furloughed staff and received £1,392 from the
scheme12021- £45,552).
4 Expenditure
Direct
staff
costs
Support
staff
costs
Support
costs
{note 51
Direct
costs
2022
Raising funds
Fundraising
Studio rental
Fundraising events
Investment m8n8geTnenl wsts
Charitable activities
. Access
Creative Leaming and Youth Engagement
Fudough staff costs covered by CJRS
115,076
956
2,925
481
73,890
370
19,151
226
48,090
376
185,242
2,039
73,890
370
122,147
128.940
1,392
368,511
136,442
143,229
23,024
24.255
54.610
60,646
336,223
357,070
1,392
956,226
357,337
66,656
163,722
Di￿1
staff
costs
Support
staff
costs
Support
costs
(note 5)
Direct
costs
2021
Raising funds
. Fundraising
StudNo ￿￿181
Fundraising events
Investment management Costs
Charitable activities
. Access
c￿alIve Leaming and Youth Engagement
Futlough stèff ct)sts cove￿1 by CJRS
Furfough staff Gosts bome by the cljarity
7QO,695
1,510
671
10,768
734
25,020
47,823
175,048
671
10, 168
734
69,527
142,540
45,552
11,827
370, 129
71,736
77,512
16,403
36,119
29,506
67,616
127,166
317,787
45,552
11,821
688,947
96,331
77.542
144,945
The Chief Executive's salary has been allocated to Support Staff Costs and across expenditure on raising
funds and charitable activities to reflect the relative proportion of her time spent working on each of these
areas.
Go Live Theatre Projects 33

Notes to the Flnanelal Statements Year lo 31 August 2022
S Support costs
2022
2021
Property C05t5
IT development and support
Phone and Inteinet
Printing, postage and stationery
Training costs
Payments and donations pro￿$$ing fees
Marketing activities
Sundry
Depreciation
Health and Safety
Subscriptions and membership
Governance
92,208
22,098
6,718
83,764
15,488
5,308
6,681
99
1,760
- 11
5,439
684
12,851
6,776
3,334
1,121
8,289
163.722
3,608
10,540
4,120
7,02e
829
1,081
6,401
144,945
6 Movement in funds
This is slated after charging..
2022
2021
Auditorfs remuneration
Current year- independent examination
Prior year- audit fees
Depreciation (note 101
6,170
5,500
888
7,026
6,776
7 Staff costs
2022
2021
Wages and salaries
Employer's National Insurance
other pension cost5
379,302
34,934
20,930
435,166
3￿.359
34,716
22.596
447,671
The average monthly number of employees, calculated on an average headcounl basis, during the period
was..
2022
No.
2021
No.
Full time
Parttim$
Full time
Part time
Total
There was one employee who earned be￿een £70,000 and £80,000 (excluding employer's pension
contributions bul including benefits) during the year12021
one). £7,020 was paid in employer's pension
contributions for this employee12021- £7,020).
The key management personnel of the charity in charge of directing and controlling, running and operating the
charity on a day-lo-day basis comprise the Chief Executive and the Deputy Director. The total remuneration
(including taxable benefits, employer's pension contributions and employer's national insurance conlributionsl
of the key management personnel for the year was £140,788 {2021- £136,257).
Go Live Theatre Projects 34

Notes to the Flnanelal Statements Year lo 31 August 2022
8 Trustee remuneration and reimbursed expenses
No Trustee received remuneration or reimbursed expenses during either the year ended 31 August 2022 or
the year ended 31 August 2021.
9 Taxation
Go Live Theatre Projects Ltd is a registered charity and, therefore, is not liable to income tax or corporation
tax on income derived from ils charitable activities, as il falls within the various exemptions available to
registered charities.
10 Tangible fixed assets
Leasehold
improve-
ments
Computer
equipment
Total
Cost
Al 1 September 2021
Additions
Al 31 August 2022
30.786
57.505
2,874
60,379
88,291
2,874
91,165
30.786
Depreciation
At 1 September 2021
Charge for the year
At 31 August 2022
21,386
3,390
24,776
45,380
3,386
48,766
66,766
6.776
73,542
Nat book valuè
Al 31 August 2022
At 31 August 2021
6.010
9,400
11,613
12,125
17,623
21.525
11 Investments
Movements in listed investments during the year were as follows..
2022
2021
Market value al 1 September 2021
Additions at cost
Disposals 81 book value12021'. proceeds £11,437,. ie81ised gains.. £8331
Net unrealised investment gain
Market value at 31 August 2022
10,604
76,202
{10,6041
3,118
79,320
Cash held by investrnent managers
Total investments
4,842
84,162
77,676
77,676
Cost of listed investments at 31 August 2022
76,202
The total unrealised gains as al 31 August 2022 relate solely to the annual revaluation of the portfolio..
2022
2021
Unrealised Ilossesl at 1 September 2021
Add.. Net gains arising in respect of disp05a15 in the year
Less.. Net gains arising on revaluation arising in the year
Total unrealised gains at 31 August 2022
11771
177
3,118
3,118
Go Live Theatre Projects 35

Notes to the Flnanelal Statements Year lo 31 August 2022
12 Debtors
2022
2021
Debtor5
Prepayments and accrued income
36,523
82,107
118,630
2,969
52,583
55,552
13 Credltors: Amounts falllng due wlthln one year
2022
2021
Payroll taxes and soaal security
Trade ¢iedilor$
Covid-19 Bounceback Loan
Acciuals and defeired incotne
Funds held as agent
9,32S
12,742
10,525
8.164
5,000
9,672
3,500
36.861
11,291
3,500
36,858
14 Creditors: amounts falling due after one year
2022
2021
Covid-19 Boun￿back Loan
45.000
45,(XJO
Loan Maturlty
Debt due in one year or less Inole 131
In more than one year but not more than two years
In more than two years bul not rnore than five years
In more than five years
5.000
10,000
30.000
5,000
50,000
15 Opgrating leaso commitmonts
Al 31 August 2022, the charity's future minimum lease payments under non-cancellable operating leases were
as follows..
Land and buildings
2022
2021
Arlloun13 due..
thin one year
Be￿een one and two years
Between two and five years
57.875
57,875
57,875
57.875
43,406
159.156
115,750
Other Equipment
2022
2021
thin one year
1.160
1,160
Go Live Theatre Projects 36

Notes to the Flnanelal Statements Year lo 31 August 2022
16 Pension costs
The company makes contributions lo the personal pension schemes of its employees as well as its own
defined contribution employer pension scheme. The assets of the schemes are held separately from those of
the company in independently administered funds. The pension cost charge represents contributions by the
company to the funds and amounted lo £20,93012021- £22,596). At 31 August 2022, nil conlributions12021
£1,427) were outstanding.
17 Restricted funds
The income funds of the charity include reslricled funds comprising the following unexpended balances of
donations and grants to be applied ft)r specific purposes..
Balance at
1 September
2021
Balance at
31 August
2022
Income
Expenditure
Transfers
Access
Ci88tiv8 L88rning & Participation
31,64e
164,569
196,215
158,665
194,573
353,238
1179,5101
1239,5371
1419,0471
10,801
119,605
130,406
Balance èt
7 September
2020
Balance at
31 August
2021
Income
Expenditure
Transfers
Access
GreatAve Leaming & P9rtNGIpal￿n
7,510
122,640
130, 750
43,500
304.412
341,912
(t9,364J
(262.4831
(281,847)
31,646
164,569
196,275
Access
To enable young people with limited resources, support or a disability the opportunity to attend London theatre,
often as a first lime experien￿ and encourage further thealregoing.
Creative learning & Participation
To use theatre as an educational resource in and out of the classroom lo." stimulate creative work and lo
develop theatre related and personallsocial skills., reduce barriers and enhance knowledge of the theatre,. and
provide leadership and career development opportunities for young people.
Go Live Theatre Projects 37

Notes to the Financial Statements Year lo 31 August 2022
17 Analysis of net assets between funds
Total
funds
2022
Restricted
funds
Unrestricted
funds
Fixed assets
Investments
Current assets
17,623
84,162
294.944
136,8581
359,871
17.623
84.162
425,350
136.8581
490,277
130,406
130,406
Total
funds
2021
Restricted
funds
￿n￿stricted
funds
Fixed assets
Inv8slments
Cunpnt assets
21,525
77,676
261,818
(87,8611
279, 158
21,525
77,676
458,033
(87,8611
475,375
196,215
t96,215
18 Company limited by guarantee
The charity is limited by guarantee and accordingly has no share capital.
The liability guaranteed by each member is £10. The authorised membership of the company is unlimited. At
31 August 2022 the membership was 1212021 131.
19 Related parties
During the year, the charity received donats'ons of £12,500 12021 £12,500) from SM Theatre Limited. Sir
Stephen Waley-cohen is a Director of this company. Additionally, the charity received two donations tolalling
£5,00012021 £nill from TMCT Associates and Palmer Tabor Properties. Christopher Tabor is a Director of
these companies.
During the year, donations lotalling £23,05012021- £27,180) were received from 912021 131 Trustees.
Al the end of the year, there were no amounts outstanding in respect of any of the above transactions.
20 Funds held as an agent
The Charity acts as an agent in dislribuling the annual Michael Northen bursary for lighting design. As a result,
grant payments of £50012021 £5001, have been excluded from the statement of financial activities as the
charitable company does not have control over the application of the funds. Al 31 August 2022 the Charity
held funds amounting to £3,500 {2021- £3,500) on behalf of the late Robert Camac for distribution in respect
of future bursaries.
Go Live Theatre Projects 38

Notes to the Financial Statements Year lo 31 August 2022
21 Comparative statement of financial activities for the year ended 31 August 2021
Total
funds
2021
Un￿stricted
Funds
Restricted
Funds
Notes
Income from..
Donations and gifts
FundréisNng events
Charitable aclivibes
Grants receivable
The01￿ tickets
. Programme fees and wortshops
Sfvdio rental
Investments
Otherincome
Total income
185,301
120,544
185,301
120,544
347,912
347,912
4,145
6,652
4. 145
6,652
2,829
45,552
365,023
2,829
45,552
T12,935
347,912
Expenditure on..
Raising funds
Fuftdraising
Sfvdio r8ntsl
Fundmising events
Investmentm8nag8m81Jt f88S
ChaiFtable activities
. ACCESS
C￿31{ve Leaming & Youth Engagement
OtherexpendNture
Total expenditure
175,048
671
10,767
734
175,048
671
70, 167
734
107,802
55,305
51,373
407, 700
79,364
262,483
127, 766
377,788
57,373
688,947
281,847
Net (expenditu￿? income before investment gains
Nel gains on listed invesln7ents
(42,077)
833
66,065
25,988
833
Nel (expenditure) income tser￿ transfe
(41,244)
66,Q65
24,821
Transfers belween fvnds
16
Net movement in funds
11
(41,244)
66,Q65
24,821
ReeoneilialFon of funds."
Balances brought foward
at I September2020
Balances carried fonvard
0131 August 2021
320,402
130, 150
450,552
279. 758
196.215
475.373
Go Live Theatre Projects 39