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2021-03-31-accounts

UNITY THEATRE

ANNUAL REPORT AND FINANCIAL STATEMENTS

FOR

THE YEAR ENDED MARCH 31 2021

Company number 03333987 Charity number 1062463

UNITY THEATRE CHAIR’S FOREWORD FOR THE YEAR ENDED MARCH 31 2021

INDEX
Chair’s foreword 1
Administrative information 2
Trustees’ and Directors’ annual report 3 – 10
Auditors’ report 11 – 13
Statement of financial activities 14
Balance sheet 15
Statement of cash flows 16
Notes to the financial statements 17 – 27

UNITY THEATRE CHAIR’S FOREWORD FOR THE YEAR ENDED MARCH 31 2021

As I look back at the last 12 months and the many challenges and achievements that have been met, I want to start my forward by once again thanking everyone that makes up the team at Unity for all that they do. It has, and continues to be, one of the most difficult periods in the history of the organisation, but the strong position in which Unity finishes this year – both financially and creatively - is testament to the remarkable dedication the staff team and my fellow Trustees give to their roles here. I want to offer a huge thanks to them all for their invaluable time, ideas, thoughts, and passion which have got us where we are today and puts us in the best place to meet the challenges no doubt yet to come.

When planning our response to the pandemic, the Unity team ensured that freelance artists and creatives were central in the discussion from the very beginning; like their peers across the country, the pandemic has had an immeasurable impact on the Merseyside freelance community, with projects grounding to a halt and paid work disappearing overnight. Following many conversations with artists and partners, in May 2020 the team launched an emergency response programme which over the next 18 months supported over 600 individual artists with funding, mentoring, rehearsal space and performance opportunities.

In recent months it has been inspirational to see the Unity staff team bring our building on Hope Place back to life after a year being closed to the public, with the team continually thriving when able to do what they do best, providing high-quality creative experiences for and with the people of Merseyside. Our Open Call season was a wonderful example of this, featuring 22 performances by local artists and companies. Each company received a fee of up to £1250, technical support, rehearsal space and mentoring from our team. We programmed the season through a call-out for practitioners of all kinds which proved so popular that we received 16 times the number of applications than there were performance slots available. A Crowdfunder fundraising campaign was launched in early 2021 to allow even more artists to be supported through the programme - over 370 individual supporters gave to the campaign, many of them local creatives themselves, raising over £10,000. It was incredibly special to be able to offer a programme for local artists, supported by their peers, and we are hugely grateful for the opportunity.

My sincere thanks to all our supporters and friends who have given so much to ensure Unity can continue surviving and growing. I want to thank our core funders, Arts Council England and Liverpool City Council for both their ongoing support as well as their flexible and rapid response to the pandemic, supporting Unity through their Emergency Grants programmes. 2021 marked the first year of our Creative ‘Pool programme, greatly expanding opportunities for Merseyside creatives to produce and tour work nationally, which has been made possible by the support of the Esmée Fairbairn Foundation through a three-year grant. During 2020 we also secured funding from the Garfield Weston Foundation, a key donor of our Build Unity Better capital campaign, to continue delivering our core programmes during the pandemic and work towards financial stability.

These funding successes, alongside a difficult but necessary organisational review in the summer of 2020, has allowed us to build back our reserves to levels that meet our policies, and start making exciting plans for the future. The latter includes investment in our digital ambitions and infrastructure which will allow Unity to remove many financial, geographical and access barriers faced by artists and audiences, and continue offering ground-breaking creative experiences.

This is my last chairs report as my term of office comes to an end in October 2021. It feels appropriate to take a brief moment to reflect on Unity’s journey over the past seven years. It is quite incredible how much change to both the building and the business has taken place (in some very challenging circumstances) for the better and yet still Unity continues to deliver its main aim in providing high quality creative experiences to the people of Liverpool. The changes are immense, the building is now more flexible, more accessible and more sustainable, the business is more resilient both in terms of finance and governance. There is a strong leadership team in place with a wide experienced committed board along with two very supportive core funding organisation of Liverpool City Council and Arts Council England, plus a growing base of supporters.

I would like to express my sincere thanks to everyone involve with Unity over my term of office that has supported and enabled me to carry out my role as chair, I am extremely proud of everything that we have collectively achieved, and I know the business is in a very strong position for the future.

I wish the team, the board, our artists and of course our audiences all the very best and I look forward to watching in the wings the further developments that undoubtedly will unfold in the near future.

C J Bliss - Chair

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UNITY THEATRE ADMINISTRATIVE INFORMATION FOR THE YEAR ENDED MARCH 31 2021

DIRECTORS &TRUSTEES C J Bliss Chair
Y M Bottomley Finance Committee Chair
G Buttoo
M J Cavanagh
R Cobban (resigned 7/07/21)
E Edwards
C Hewitson (resigned 7/07/21)
M Jennings
S Jones
G Millar
G M Pengelly
COMPANY SECRETARY R M Palmer
SENIOR MANAGEMENT TEAM G Millar Chief Executive
R M Palmer Executive Director
REGISTERD OFFICE AND Unity Theatre
PRINCIPAL PLACE OF BUSINESS 1 Hope Place
Liverpool L1 9BG
AUDITORS & ACCOUNTANTS HGA Accountants & Financial Consultants Ltd t/a Chittenden Horley
Chartered Accountants
456 Chester Road
Old Trafford
Manchester M16 9HD
BANKERS HSBC Bank Plc
99 Lord Street
Liverpool L31 2LZ

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UNITY THEATRE TRUSTEES’ AND DIRECTORS’ ANNUAL REPORT FOR THE YEAR ENDED MARCH 31 2021

The trustees present their annual report together with the financial statements of the charity for the year ended March 31 2021 which are also prepared to meet the requirements for a directors’ report and accounts for Companies act purposes.

REPORTING FRAMEWORK

The financial statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association, and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) (effective 1 January 2019), referred to as the Charities SORP (FRS 102) (second edition – October 2019).

OBJECTIVES AND ACTIVITIES

Chartable objects and aims

The charitable objectives are:

“To advance the education of the public in all aspects of the art of drama, dance, mime and music and to develop the public appreciation of such art and to provide and manage a theatre within the postal district of Liverpool without distinction of age, sex, race, political or religious or other opinions, by associating with statutory authorities, voluntary organisations, institutions and inhabitants and to promote all or any objects for the benefit of the community which now or hereafter may be deemed by law to be charitable.”

Unity Theatre aims to:

In the summer of 2020 Unity’s Executive team and Trustees undertook an organisational review of our objectives, activities, staffing, methods of working and financial models. This chance to take stock has also seen the team embark on a renewed strategy, delivering on our core charitable aims through five new key objectives:

Public benefit

Access, opportunity and diversity are core to what Unity is, influenced by our origins as the last surviving venue of the 1930s’ unity theatre movement which presented work produced by and for working-class audiences. To this day, bringing people together from different backgrounds is what we are nationally known for, a method which drives how we plan and deliver all of our work.

All of Unity’s artistic offer in 2020/21 was designed in close consultation with Merseyside creative communities, with strong feedback loops built in at all levels of planning. Close partnership work with organisations specialising in diversity and access ensures that our aim to see 70% of creatives involved in our programmes be from diverse backgrounds is consistently met and exceeded. We remain committed to making our programme accessible to audiences, and alongside outreach initiatives, our ticket prices are consistently more than 60% lower than our peers across the North West.

The trustees have had regard to the Charity Commission guidance on public benefit in determining the fees for performances.

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UNITY THEATRE TRUSTEES’ AND DIRECTORS’ ANNUAL REPORT FOR THE YEAR ENDED MARCH 31 2021

ACHIEVEMENTS AND PERFORMANCE

Although it was possibly the most difficult period in Unity’s history, decisions made in the last 18 months have left the organisation in a far stronger position of long-term financial sustainability. The work done during this period will give us the best possible chance of weathering challenges that may be to come, both from the global pandemic and other associated external factors. We set and met ambitious objectives over the period which included:

We have considerably reduced overheads, employing a core team to undertake core work and flexing up with personnel when we have income certainty. Additionally, we have invested in digital equipment and services that can be monetised and widen the exposure of Unity and its brand, making future funding applications more compelling.

Supporting Local Freelancers and Audiences

The pandemic had a critical impact on the creative freelance community in Merseyside. At the beginning of lockdown our staff met to discuss the best way of supporting local artists and creatives to continue developing their practice and most importantly bring in much needed income.

Unity Emergency Response Programme

Following consultations with local creatives, we launched an emergency response programme in mid-May which was described by Lyn Gardner on Twitter as ‘the way to do it’. Alongside local creatives, the programme included session by the likes of Matthew Xia, Jess Thom (Tourretteshero) and Scottee, all offering peer to peer support. Through the emergency response programme, we were able to offer:

Open Call Performance Season

When we commenced plans for reopening our building for performances – which marked over a year of being closed to the general public – we wanted to build on our work during lockdown and help the Merseyside freelance community get back on their feet after an incredibly tough period. Created to provide income and performance opportunity to local artists after a year without both, our Open Call programme as designed to celebrate Liverpool artists, their stories, communities and lives.

A call-out for applications in December 2020 was open to a wide range of people and practices including theatre companies, performers, community practitioners, musicians, devisers, comedians, puppeteers, digital artists & spoken word artists. The programme was so popular, we received 16 times the number of applications than there were performance slots available. A Crowdfunder was launched in early 2021 to allow even more artists to be supported through the programme – over 370 individual supporters gave to the campaign, many of them local creatives themselves.

In total, our 2021 performance programme featured 22 performances by local artists and companies, all receiving a fee of up to £1250, technical support, rehearsal space, mentoring and the opportunity to showcase their work nationally through our Programmers Portal. Alongside digital commissions, every in-venue production was also recorded and made available to watch online at a Pay What You Can rate.

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UNITY THEATRE TRUSTEES’ AND DIRECTORS’ ANNUAL REPORT FOR THE YEAR ENDED MARCH 31 2021

Creative ‘Pool

With the recruitment of our first Associate Producer role in January 2021 (funded by the Esmée Fairbairn Foundation) we have been able to roll out a regular schedule of workshops and networking sessions through our Creative ‘Pool programme. This builds on our lockdown artist support programme as well as our pilot activity from the previous two years and will continue to be shaped by and with the creatives taking part. Since we re-opened our building to the public in May 2021, regular activity has included:

Building Financial Stability

In July 2020, following the retirement of our long-term Finance Officer, we contracted Liverpool-based Financial Consultants Adding Value to manage our finance functions, including management accounts, bookkeeping and payroll. The highly experienced team of finance specialists is led by Finance Director Matthew Brown and also work with Liverpool based arts organisations FACT and Bluecoat. Over the last 12 months the team have greatly modernised all areas of the financial process, including producing transparent financial reports that empower budget holders to make better decisions such as analysing supplier spend and identifying areas of saving.

Fundraising in the period included:

Thanks to this work we now have unrestricted reserves built up that match our policy levels and overheads that can be supported by achievable, yet ambitious income targets. The Trustees are now exploring setting up a restricted fund for ongoing capital needs, allowing us to undertake more in-depth maintenance of our building where required and pursue a greener policy to ensure longterm sustainability.

An Agile and Responsive Business Structure

A new organisational structure was designed in the summer of 2020 to maximise the skills and talent within our staff base, empowering them to develop work and projects that respond directly to our organisational and stakeholder needs. This new way of working meant streamlining the existing staff team, leading us to make several roles in the previous structure redundant. As a result, we now have a core team made up of eight permanent roles (two full time; six part-time, averaging four days a week) and a pool of experienced casual and freelance staff working predominantly across Front of House and Technical. In May 2021 we also reviewed the structure of our Executive team, introducing an Executive Director role (previously General Manager) to share more of the demands and responsibilities of organisational management with our CEO/Artistic Director.

As part of the process we identified that Unity has always been at its most successful when seeking a collaborative approach across departments, developing projects that are innovative not just in creative output but in the artists we work with and the audiences we attract. To this end we redesigned job descriptions to include ‘core’ responsibilities and ring-fenced period of time to develop standalone projects aiming to motivate the team to take responsibility for the ethos of the company and undertake a broader portfolio of tasks. This new method of working is being slowly embedded during the 2021/22 year with the target to have it fully adopted by the team in 2022/23.

We now have an experienced and supportive permanent staff team who represent a balance of creative and commercial skillsets, allowing us to continue delivering on our core aims whilst also exploring new projects. We can call on an equally knowledge freelance pool allowing us to remain fleet of foot and respond to opportunities when they are presented to us.

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UNITY THEATRE TRUSTEES’ AND DIRECTORS’ ANNUAL REPORT FOR THE YEAR ENDED MARCH 31 2021

FINANCIAL REVIEW

Overview

Through prompt and considered changes made at the beginning of 2020/21 Unity have emerged from the pandemic a more agile organisation able to respond to external factors as and when they arise. We have reduced overheads whilst maintaining a talented and dedicated core team of staff who continue to build an exciting programme of creative experiences for our surrounding communities. Our overheads are supported by achievable, yet ambitious income targets across the board including growing opportunities in fundraising and commercial income.

This work has left Unity in a strong position for the future, ending 2020/21 with a surplus on unrestricted funds of £175,231 and plans to build further unrestricted funds to ensure ongoing sustainability.

Risk management

The risks faced by the organisation are reviewed regularly throughout the year. A comprehensive risk register encompassing all areas of the business is kept and updated regularly by the AD/CEO and Executive Director and is scrutinised at every Financial Sub-Committee before going to Board each quarter (meetings were increased to monthly during the first 12 months of the pandemic). Our Executive team meet minimum weekly during the period to evaluate our position. We continue to invest in staff training where appropriate to ensure we meet best practice across the business, including in line with government guidance around Covid-19.

Our risk management policy is supported by wider organisational policies including finance, fundraising, HR and safeguarding. Risk management is factored into all organisational decisions including business planning, artistic programming, audit, finance management and commercial and fundraising opportunities. Risks are split into five key categories:

Principal funding sources

Key funders for our core activity in the period were Arts Council England and Liverpool City Council. We have secured funding from the Esmée Fairbairn Foundation to support the development of our Creative ‘Pool talent development programme until December 2023. During 2020 we secured funding from the Garfield Weston Foundation to continue delivering our core work during the pandemic and work towards financial stability.

The Senior Management team are working to further diversify our income streams in the coming year through private fundraising and commercial opportunities. They are supported by our Business Development Manager (who looks after individual and corporate giving alongside box office income and communications strategy) and a freelance Fundraising Consultant who works with our Executive Director to develop funding bids. Between them they raised over £250,000 of new fundraised income in the 2020/21 financial year.

Investment policy and review

Due to the current percentage of income received from statutory sources and fundraising, the appetite for investment risk is judged as low. This appetite is reviewed annually by the Board and may change as income streams continue to diversify. All future investments will be agreed between the AD/CEO and Chair of Finance Committee, signed off at Board level. Unity currently holds all funds in accounts connected with HSBC, split between standard current accounts and a deposit account. To aid with petty cash spending, the team have introduced SOLDO pre-payment cards to key budget holders; individual debit cards have a fixed monthly spend cap, imbursed from the organisation’s main bank account.

Reserves

Following a review in early 2020/21, Unity has set a target for free reserves (unrestricted funds not invested in fixed assets or otherwise designated) for the charity of 12 weeks operating costs, which following an organisation restructure in 2020 is judged to be £123k. This takes account of the funding and trading environment in which the charity operates, and of its strategic plans.

As at March 31 2021 free reserves were in surplus by £121,518 (2021 deficit - to £53,713), just below the target level.

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UNITY THEATRE TRUSTEES’ AND DIRECTORS’ ANNUAL REPORT FOR THE YEAR ENDED MARCH 31 2021

Going concern

The financial statements have been prepared on a going concern basis. The organisation has been able to successfully negotiate the economic disruption caused by the Covid-19 pandemic through careful management of costs, obtaining funding commitments from core funders, together with additional fundraising and cash flow management.

The trustees have considered the level of funds held and the expected level of income and expenditure for the twelve months from authorising these financial statements. The trustees assess the charity to be a going concern based on review of financial performance of the 2021/22 year to date, the management accounts forecast for the remainder of 2021/22, the rolling cash flow forecast, and future funding commitments.

As a result, the trustees are confident about the financial future of the charity and satisfied that these accounts are prepared on a going concern basis.

FUTURE PLANS

What has emerged from our work over the last 18 months is a renewed commitment for Unity to provide space and opportunity for people to be creative, enjoy high quality entertainment and celebrate the communities of Liverpool. We want to continue to inspire creative risk and achieve and fairer, more accessible and supportive world.

From our origins as a theatre for working class audiences, access, opportunity and diversity remain core to our ethos. Unity is proud of its diverse audience, and artists and we work hard to grow it through providing a relevant and inclusive programme, on the stage, in our talent development programme and in communities. Each year we aim to see a minimum of 70% of our wider programme being created by and with artists from diverse backgrounds.

The nationally produced productions featured in our programme are unique within Merseyside and a core part of what Unity is as an organisation. Providing covid infection rates continue a downward trajectory, a key artistic priority is to welcome back national touring companies to Liverpool as more of our peers in the sector begin to develop and tour work again. We will build on established relationships with touring companies (Paines Plough, Scottee, Told by an Idiot) whilst introducing audiences to new exciting talent from across the country. Alongside the theatre, dance and physical theatre offer that has become a mainstay of our national touring programme in recent years, we will continue to widen our comedy and music offer (to help build commercial income) and work for children and young people. This work will be shown both in our building on Hope Place and in community spaces in Liverpool including performances and wrapround activity for both our local communities and artists.

We have supported a predominantly local offer in our reopening seasons, and we will continue offering prime programming slots to Merseyside creatives ensuring their work has equal standing alongside established work from the national touring circuit. At least 20% of the local productions featured will be as part of our Takeover initiative where artists are chosen through an Open Call and receive 100% of box office profits plus in-kind producing and marketing support.

ProPortal

ProPortal – an online library of work available for tour - is our free platform for artists and programmers to connect and discover new work. Launched in September 2021, ProPortal houses established companies such as Wise Children, Improbable and Complicité and newer companies that are being developed through funded talent development programmes at various venues throughout the UK.

Develop and Support Local Artists

We continue to develop our flagship Creative ‘Pool programme for Merseyside creatives, tackling the lack of producing talent in Liverpool by equipping local artists and producers with the skills they need to develop high-quality work and grow sustainable careers. The offer will include:

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UNITY THEATRE TRUSTEES’ AND DIRECTORS’ ANNUAL REPORT FOR THE YEAR ENDED MARCH 31 2021

As things open up further there will be a renewed focus on the touring element of the programme, increasing the number of Liverpool artists and companies producing successful tours outside of the North West:

Youth Theatre

Unity has joined forces with 20 Stories High to deliver a weekly Youth Theatre for working class and culturally diverse young people aged 14-21 who meet at Unity to make challenging plays with a difference. The young people are given the opportunity to tell their stories through a mash up of dance, spoken word, music, song, street dance and puppetry.

Platform and Celebrate Local Communities

Unity has always existed for the broad communities of Liverpool – diversity is part of our history, beginning with our roots in the Unity Theatre movement of the 1930s that developed work with, by and for the working classes. We have made a shift in our programme in recent years to honour this legacy further, developing and programming work that is informed by the lived experience of our communities. We now want to build on these successes by going one step further by:

We will work with an external evaluator to ensure the above pilot work responds to the needs of our surrounding communities and supports Merseyside creatives.

An Accessible, Supportive Society

Diversity is part of Unity’s history. From our origins as a theatre for working class audiences, access, opportunity, and diversity remain core to our ethos. Unity is proud of its diverse audience,and artists and we work hard to grow it through providing a relevant and inclusive programme, on the stage, in our talent development programme and in communities. Each year we aim to see a minimum of 70% of our wider programme being created by and with artists from diverse backgrounds.

Access programme

In 2020 we made a commitment that 100% of Unity’s programming in the reopening season would be fully accessible. As we work towards programming our building full-time at capacity, we are committed to building on this ambition and encouraging others to do the same. While Covid continues to be a national health concern we will work to ring-fence performances throughout our programme that are offered socially distanced with mask wearing encouraged to ensure our productions continue to be accessible for everyone in our community. We also want to explore potential partnerships in the local tech sector to further our digital access ambitions.

Ticket Prices

Maintaining affordable ticket prices is at the heart of Unity's ethos, and we are committed to maintaining a low, affordable ticket price that is consistently 60% lower than those offered by our peer venues across the North West. Targeted ticket schemes for local artists and community groups compliment this offer. This ambition has been built on further in the last 18 months through the expansion of our digital offer, with all streamed performances offered on a Pay What You Wish basis.

Ensure Financial and Organisational Viability

As detailed above we have revisited our programming structure, expanding our reach to offer more creative experiences in community settings and online. Programming taking place in our building will be structured to both offer consistency to audiences and ring-fence targeted periods for hire of our building to higher education and commercial partners; income generated through this activity will be reverted to fund our creative ambitions.

Increased project work both inside and outside our building will help to generate a stronger case for support for future funding, both with our core funders Arts Council England and Liverpool City Council and with Charitable Trusts and corporate partners.

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UNITY THEATRE TRUSTEES’ AND DIRECTORS’ ANNUAL REPORT FOR THE YEAR ENDED MARCH 31 2021

STRUCTURE GOVERNANCE AND MANAGEMENT

Governing document

The charity is a company limited by guarantee governed by its Memorandum and Articles of Association dated March 11 1997 as amended by special resolutions dated May 1 1997 and September 27 2016. It is a registered charity with the Charity Commission.

Members of the company

The members of the company are the directors and any other persons or organisations admitted to membership by the directors. Currently the only members of the company are the directors.

Appointment of trustees

The directors, who are the trustees of the charity, are appointed by the members in general meeting. The Directors have the power to co-opt to fill a casual vacancy and such persons hold office until the next AGM. The directors are appointed initially for a three year term and are eligible for re-election for a second consecutive three year term. In extraordinary circumstances a director may be, with the Board’s approval, appointed for a third consecutive three year term but not beyond that.

Only retiring directors or those proposed by the Board are eligible for election at the general meeting, unless due notice has been given by a member of their intention to propose someone.

Trustee induction and training

All new Trustees receive an induction prior to starting their first term, led by a member of the HR Committee and/or Executive Director. This induction covers the history of the organisation, its current work and the role and expectations required of a Trustee.

Shortly after the election of a new group of Trustees, a training session is arranged covering governance and current charity legislation, run by an external consultant.

Organisation

The Board, which must be no less than three and not more than 15 people, meets as required and normally 4 times per year. Day to day management of the charity is delegated to the Chief Executive and the other members of the Senior management team who together with the directors constitute the key management personnel of the charity.

Pay and remuneration for senior staff

All roles are formally reviewed prior to each vacancy being advertised, with adjustments made in order to ensure our structure meets the business’ current and future needs. Where there is a vacancy in our senior team, pay and remuneration packages are benchmarked against a minimum of three regional peer venues and advertised within a range in order to remain competitive.

Staff pay at all levels of the organisation is reviewed annually in order to achieve fair salary bands and avoid discrimination.

Related parties

We have no related parties that we require to be disclosed.

Co-operation with other organisations/charities

Unity is regularly funded by Arts Council England and Liverpool City Council.

Our Artistic Associates are organisations that partner with us to deliver our creative ambitions and strengthen the range of innovative opportunities available to the people of Merseyside to participate in the arts:

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UNITY THEATRE TRUSTEES’ AND DIRECTORS’ ANNUAL REPORT FOR THE YEAR ENDED MARCH 31 2021

TRUSTEES’ RESPONSIBILITIES IN RELATION TO THE FINANCIAL STATEMENTS

The trustees (who are also directors of Unity Theatre for the purposes of company law) are responsible for preparing the Trustees’ Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the trustees to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to:

The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to 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 detection of fraud and other irregularities.

STATEMENT OF DISCLOSURE TO AUDITORS

We, the directors of the company who held office at the date of approval of these Financial Statements as set out above each confirm, so far as we are aware, that:

SMALL COMPANY PROVISIONS AND APPROVAL

This report has been prepared in accordance with the provisions applicable to companies entitled to the small companies exemption.

Approved by the Board of Trustees and signed on its behalf by:

C J Bliss

C J BLISS – Director

Date: October 26 2021

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UNITY THEATRE STATEMENT OF FINANCIAL ACTIVITIES (including the income and expenditure account) FOR THE YEAR ENDED MARCH 31 2021

Opinion

We have audited the financial statements of Unity Theatre (the ‘charitable company’) for the year ended March 31 2021 which comprise the Statement of Financial Activities, Balance Sheet, Statement of Cash Flow and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The other information comprises the information included in the trustees annual report[2] , other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report[2] . Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the [strategic report and the][3] directors’ report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

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UNITY THEATRE STATEMENT OF FINANCIAL ACTIVITIES (including the income and expenditure account) FOR THE YEAR ENDED MARCH 31 2021

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement, set out in the Directors’ and Trustees’ Report, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The specific procedures for this engagement and the extent to which these are capable of detecting irregularities, including fraud is detailed below.

Our approach to identifying and assessing the risks in respect of irregularities and non-compliance with laws and regulations, was as follows:

We assessed the susceptibility of the company’s financial statement to material misstatement, including obtaining an understanding of how fraud might occur, by:

To address the risk of fraud through management bias and override of controls, we:

In response to the risk of irregularities and non-compliance with laws and regulations, we designed procedures which included, but were not limited to:

No instances of material non-compliance were identified.

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UNITY THEATRE STATEMENT OF FINANCIAL ACTIVITIES (including the income and expenditure account) FOR THE YEAR ENDED MARCH 31 2021

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

A further description of our responsibilities is available on the Financial Reporting Council’s website at: https://www.frc.org.uk/Our-Work/Audit/Audit-and-assurance/Standards-and-guidance/Standards-and-guidance-forauditors/Auditors-responsibilities-for-audit/Description-of-auditors-responsibilities-for-audit.aspx. This description forms part of our auditor’s report.

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Peter Smith

Peter Smith BA FCA DChA

For and on behalf of: HGA Accountants & Financial Consultants Ltd t/a Chittenden Horley Chartered Accountants and Statutory Auditors

456 Chester Road Old Trafford Manchester M16 9HD Date: October 26 2021

13

UNITY THEATRE STATEMENT OF FINANCIAL ACTIVITIES (including the income and expenditure account) FOR THE YEAR ENDED MARCH 31 2021

Notes
INCOME
Donations
2
Charitable activities
3
Other trading activities
4
Investment income - bank interest
TOTAL INCOME
EXPENDITURE
Costs of raising funds
5
Expenditure on charitable activities
6
TOTAL EXPENDITURE
NET INCOME/(EXPENDITURE)
BEFORE TRANSFERS
Transfers between funds
13
NET MOVEMENT IN FUNDS
TOTAL FUNDS:
BROUGHT FORWARD
13
CARRIED FORWARD
13		 General
Designated
Funds
Funds
£
£
525,427
-
3,097
-
3,586
-
24
-
Unrestricted		 General
Designated
Funds
Funds
£
£
525,427
-
3,097
-
3,586
-
24
-
Unrestricted		 Restricted
Funds
£
137,297
116,825
-
-		 Total
Total
2021
2020
£
£
662,724
373,894
119,922
118,584
3,586
13,453
24
170
532,134 - 254,122 786,256
506,101
15,240
374,393		 -
32,003		 -
71,753		 15,240
22,933
478,149
631,627
389,633 32,003 71,753 493,389
654,560
142,501
32,730		 (32,003)
32,270		 182,369
(65,000)		 292,867
(148,459)
-
-
175,231
(53,713)		 267
1,794,308		 117,369
-		 292,867
(148,459)
1,740,595
1,889,054
121,518 1,794,575 117,369 2,033,462
1,740,595

The notes on pages 15 to 25 form part of these financial statements.

14

UNITY THEATRE BALANCE SHEET AS AT MARCH 31 2021

Notes
FIXED ASSETS
Tangible Assets
10
CURRENT ASSETS
Stocks
Debtors
11
Cash at Bank and in Hand
CREDITORS
Amounts falling due in one year
12
NET CURRENT ASSETS/(LIABILITIES)
NET ASSETS		 2021
£
1,994
113,466
220,345		 2021
2020
2020
£
£
£
1,764,575
1,794,308
1,994
56,667
16,905
75,566
129,279
268,887
(53,713)
2,033,462
1,740,595
335,805
66,918
FUNDS
Unrestricted
General fund
13
Designated funds
13
Restricted
13
TOTAL FUNDS		 121,518
(53,713)
1,794,575
1,794,308
117,369
-
2,033,462
1,740,595

These financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies regime.

The notes on pages 15 to 25 form part of these financial statements

Approved by the Board of Directors and authorised for issue on: October 26 2021

C J Bliss

C J BLISS - DIRECTOR

Company registration number: 3333987

15

UNITY THEATRE STATEMENT OF CASH FLOWS AS AT MARCH 31 2021

notes
Cash used in operating activities
15
Cashflows from investing activities
Interest and dividends
Purchase of tangible fixed assets
Proceeds of sale of fixed assets
Payments to acquire investments
Cash provided by/(used in) investing activities
Cashflows from financing activities
Proceeds from new borrowings
Repayment of borrowing
Cash used in financing activities
Increase/(decrease) in cash & cash equivalents in the year
Cash and cash equivalents brought forward
Cash and cash equivalents carried forward
Cash and cash equivalents consist of:
Cash at bank and in hand		 2021
2020
£
£
205,686
(48,399)
24
170
(2,270)
-
-
-
-
-
(2,246)
170
-
-
-
-
-
-
203,440
(48,229)
16,905
65,134
220,345
16,905
220,345
16,905
220,345
16,905

The notes on pages 15 to 25 form part of these financial statements

16

UNITY THEATRE NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED MARCH 31 2021

1 BASIS OF PREPARATION AND ACCOUNTING POLICIES

Basis of preparation

The financial statements have been prepared: under the historic cost convention; in accordance with the Statement of Recommended Practice – Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) effective January 1 2019 (second edition – October 2019); FRS102; and the Companies Act 2006. The charity constitutes a public benefit entity as defined by FRS102.

The accounts are prepared in £ sterling the functional currency of the charity.

Going Concern

To be drafted following the finance meeting

Judgements and key sources of estimation uncertainty

The preparation of the financial statements requires management to make judgements, estimates and assumptions that affect the amounts reported. These estimates and judgements are continually reviewed and are based on experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances.

Income recognition

All income is recognised once the charity has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably. The following applies to particular types of income:

Grants , whether of a capital or revenue nature, are recognised when the charity has entitlement to the funds, any performance conditions have been met and it is probable that the income will be received.

Donations from individuals and other bodies (not being of the nature of a grant) are recognised when receivable.

Earned income is measured at the fair value of the consideration received or receivable for services and goods supplied, net of discounts and VAT.

Deferred income

Income is only deferred and included in creditors when:

Expenditure and irrecoverable VAT

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that the settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings:

Costs of raising funds

including those associated with fundraising activities, managing investments and commercial trading by the subsidiary company.

Charitable activities costs of undertaking the work of the charity.

The charity is registered for VAT and can recover all input tax charged. Costs are stated exclusive of VAT were charged.

Allocation of support costs

Support costs are those functions which assist the work of the charity either by supporting the delivery of charitable activities or by supporting the generation of funds. They include staff costs, marketing, subscriptions, insurance, office and support costs, bank charges and depreciation. The basis of allocations is set out in note 7

Pension contributions

The charity operates a defined contribution pension scheme for its employees, agreeing the contribution rates with each individual. The contributions are paid to a third party who invests the contributions in a money purchase plan. Contributions are charged to the SoFA as they become payable.

17

UNITY THEATRE NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED MARCH 31 2021

1 BASIS OF PREPARATION AND ACCOUNTING POLICIES (continued)

Tangible fixed assets and depreciation

Individual fixed assets costing more than £1,000 are capitalised at cost and are depreciated over their estimated useful lives on a straight line basis as set out below.

Depreciation rates are as follows:

Leasehold land and buildings Over the period of the lease Furniture and equipment 25% pa straight line

Debtors

Trade and other debtors are recognised at the settlement amount due and prepayments are valued at the amount prepaid.

Cash at bank and in hand

Cash at bank and in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

Creditors and provisions

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount.

Financial instruments

The charity has only basic financial instruments which are initially recorded at cost subsequently measured at their settlement value.

18

UNITY THEATRE NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED MARCH 31 2021

2 DONATIONS
Revenue grants:
Arts Council England
Liverpool City Council
Austin and Hope Pilkington Trust
Garfield Weston Foundation
ACE Catalyst: Evolve
COVID funding
ACE emergency Funding COVID19
ACE CRF1
Liverpool City Council
HMRC - CJRS
Granada Foundation
Donations
Unity Angels
Open Call Programme
General donations
Total		 Unrestricted 2021
Restricted		 Total Unrestricted 2020
Restricted
Total
£
277,005
74,400
1,000
40,000
-		 £
-
-
-
-
-		 £
277,005
74,400
1,000
40,000
-		 £
272,000
80,000
-
-
721		 £
£
-
272,000
-
80,000
-
-
-
-
-
721
392,405 - 392,405 352,721 -
352,721
-
-
19,431
104,215
2,000		 62,173
65,000
-
-
-		 62,173
65,000
19,431
104,215
2,000		 -
-
-
-
-		 12,822
12,822
-
-
-
-
-
-
-
-
125,646 127,173 252,819 - 12,822
12,822
1,649
-
5,727		 -
10,124
-		 1,649
10,124
5,727		 1,820
6,531		 -
1,820
-
6,531
7,376 10,124 17,500 8,351 -
8,351
525,427 137,297 662,724 361,072 12,822
373,894

19

UNITY THEATRE NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED MARCH 31 2021

Unrestricted
£
3 INCOME FROM CHARITABLE ACTIVITIES
Theatre
Box office
597
Theatre hires
-
597
Projects and outreach
Esmée Fairbairn Foundation
-
Granada Foundation
-
Participation activity
2,500
LCVS
-
Theatres Trust
-
Brabners
-
CHECK account
-
2,500
Ancillary trading
Bar income
-
-
Total per Charity
3,097
4 INCOME FROM OTHER TRADING ACTIVITIES
Rental and service income
3,586
Per charity
3,586		 Unrestricted 2021
Restricted		 Total Unrestricted 2020
Restricted
Total
£
-
-		 £
597
-		 £
58,492
21,228		 £
£
-
58,492
-
21,228
597 - 597 79,720 -
79,720
-
-
2,500
-
-
-
-		 112,825
4,000
-
-
-
-
-		 112,825
4,000
2,500
-
-
-
-		 -
-
867
-
-
-
-		 -
-
-
-
-
867
2,000
2,000
5,000
5,000
8,000
8,000
-
-
2,500 116,825 119,325 867 15,000
15,867
- - - 22,997 -
22,997
- - - 22,997 -
22,997
3,097 116,825 119,922 103,584 15,000
118,584
- 3,586 13,453 -
13,453
3,586 - 3,586 13,453 -
13,453

20

UNITY THEATRE NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED MARCH 31 2021

5 COSTS OF RAISING FUNDS
Direct costs
Support costs
6 CHARITABLE EXPENDITURE
Theatre and performance
Project costs
Ancillary trading
ACE emergency funding		 Unrestricted 2021
Restricted		 Total Unrestricted 2020
Restricted
Total
£
4,272
10,968		 £
-
-		 £
4,272
10,968		 £
12,198
10,735		 £
£
-
12,198
-
10,735
15,240 - 15,240 22,933 -
22,933
416,620
49,893
2,056
(62,173)		 -
9,580
-
62,173		 416,620
59,473
2,056
-		 523,570
48,744
34,313
(12,822)		 -
523,570
25,000
73,744
-
34,313
12,822
-
406,396 71,753 478,149 593,805 37,822
631,627

Expenditure in the charity is analysed as follows:

2020/21
Theatre and performance
Project costs
Ancillary trading
2019/20
Theatre and performance
Project costs
Ancillary trading		 Direct
Costs
£
31,518
10,002
425		 Direct
Salaries
£
129,269
36,277
-		 Support
Costs
Total
£
£
255,833
416,620
13,194
59,473
1,631
2,056
41,945 165,545 270,658
478,149
116,423
18,555
8,545		 123,068
39,441
10,020		 284,079
523,570
15,748
73,744
15,748
34,313
143,523 172,529 315,575
631,627

Depreciation of £32,003 (2020 - £32,049) has been charged to the designated fund representing the investment in fixed assets.

21

UNITY THEATRE NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED MARCH 31 2021

7 SUPPORT & GOVERNANCE COSTS

SUPPORT & GOVERNANCE COSTS
2020/21
Support salaries costs
Staff related costs
Marketing salaries
Marketing costs
BO system and other subscriptions
Insurance costs
Office & other support costs
Bank and other charges
Depreciation
Governance costs
Support salaries costs
Professional fees
2019/20
Support costs
Support salaries costs
Staff related costs
Marketing salaries
Marketing costs
BO system and other subscriptions
Insurance costs
Office & other support costs
Bank and other charges
Depreciation
Governance costs
Support salaries costs
Professional fees		 Theatre
£
92,368
951
49,062
28,336
1,479
7,834
9,041
6,994
30,403		 Projects &
participation
£
4,861
63
2,582
1,491
78
412
476
-
1,600		 Ancillary
£
-
-
-
-
-
-
-
-
-		 Total
Fundraising
2021
£
£
10,714
107,943
254
1,268
-
51,644
-
29,827
-
1,557
-
8,246
-
9,517
-
6,994
-
32,003
226,468
1,800
27,565		 11,563
100
1,531		 -
100
1,531		 10,968
248,999
-
2,000
-
30,627
255,833 13,194 1,631 10,968
281,626
111,978
1,005
48,567
51,256
2,045
7,179
12,929
9,288
28,844		 6,801
72
2,698
2,848
-
399
718
-
1,602		 6,801
72
2,698
2,848
-
399
718
-
1,602		 10,448
136,029
287
1,435
-
53,963
-
56,951
-
2,045
-
7,977
-
14,365
-
9,288
-
32,049
273,091
-
10,988		 15,138
-
610		 15,138
-
610		 10,735
314,102
-
-
12,209
284,079 15,748 15,748 10,735
326,311

Support costs are allocated on the following basis:

Area basis comment

Marketing costs estimate of usage Support salaries estimate of time spent

Other costs:

All other costs Depreciation

estimate of usage/head count estimate of usage

22

UNITY THEATRE NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED MARCH 31 2021

8 STAFF INFORMATION
a Employees
Salaries and wages
Pension costs
Employer's NI contributions		 2021
2020
£
£
281,157
288,489
5,437
8,036
14,979
20,068
301,574
316,593

No employees earned more than £60,000 p.a. In either year.

b Key management personnel

The key management of the charity comprise the trustees and senior staff (as set out on page1).

No trustees received remuneration for their services as trustees.

The total employee benefits of other key management were as follows:

Total employment benefits

£ £
88,251 91,644

c Average staff numbers

The average number of employees, was as follows:-

2021
Average
number
40		 2021
Average FTE
number
13		 2020
2020
Average
average FTE
number
number
29
13
40 13 29
13

9 NET INCOME/(EXPENDITURE) BEFORE TRANSFERS

This is stated after charging/(crediting):
Auditors remuneration:-
Audit fees
Accountancy fees
Advice/other services
Operating lease rentals
Depreciation of fixed assets
Loss on disposal
Trustees expenses
Trustees claiming expenses		 £
£
3,100
3,100
1,601
3,150
-
1,027
556
556
32,003
32,049
-
-
-
-
-
-

23

UNITY THEATRE NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED MARCH 31 2021

10 TANGIBLE FIXED ASSETS

Cost or valuation
As at April 1 2020
Additions
As at March 31 2021
Depreciation
As at April 1 2020
Charge for the year
As at March 31 2021
Net Book Value
As at March 31 2021
As at March 31 2020
11 DEBTORS
Trade debtors
VAT refundable
Grants and income receivable
Other debtors
Prepayments
12 CREDITORS falling due within one year
Creditors
Other taxes and social security
Accruals
Income and grants in advance
Other creditors		 Land &
Buildings
£
2,057,678
-		 Furniture &
Equipment
Total
£
£
259,576
2,317,254
2,270
2,270
2,057,678 261,846
2,319,524
280,806
20,577		 242,140
522,946
11,426
32,003
301,383 253,566
554,949
1,756,295 8,280
1,764,575
1,776,872 17,436
1,794,308
2021
£
5,579
9,720
88,906
8,929
332		 2020
£
15,171
-
25,330
150
16,016
56,667
43,713
2,807
20,736
60,415
1,608
129,279
113,466
7,334
1,742
20,238
32,462
5,142
66,918

24

UNITY THEATRE NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED MARCH 31 2021

13 STATEMENT OF FUNDS

2020/21
Income
Expenditure
Transfers
31/03/2021
£
£
£
£
532,134
(389,633)
32,730
121,518
-
-
30,000
30,000
-
(32,003)
2,270
1,764,575
-
(32,003)
32,270
1,794,575
532,134
(421,636)
65,000
1,916,093
62,173
(62,173)
-
-
65,000
-
(65,000)
-
10,124
(124)
-
10,000
112,825
(9,456)
-
103,369
4,000
-
-
4,000
-
-
-
-
-
-
-
-
-
-
-
-
254,122
(71,753)
(65,000)
117,369
786,256
(493,389)
-
2,033,462		 2020/21
Income
Expenditure
Transfers
31/03/2021
£
£
£
£
532,134
(389,633)
32,730
121,518
-
-
30,000
30,000
-
(32,003)
2,270
1,764,575
-
(32,003)
32,270
1,794,575
532,134
(421,636)
65,000
1,916,093
62,173
(62,173)
-
-
65,000
-
(65,000)
-
10,124
(124)
-
10,000
112,825
(9,456)
-
103,369
4,000
-
-
4,000
-
-
-
-
-
-
-
-
-
-
-
-
254,122
(71,753)
(65,000)
117,369
786,256
(493,389)
-
2,033,462		 2020/21
Income
Expenditure
Transfers
31/03/2021
£
£
£
£
532,134
(389,633)
32,730
121,518
-
-
30,000
30,000
-
(32,003)
2,270
1,764,575
-
(32,003)
32,270
1,794,575
532,134
(421,636)
65,000
1,916,093
62,173
(62,173)
-
-
65,000
-
(65,000)
-
10,124
(124)
-
10,000
112,825
(9,456)
-
103,369
4,000
-
-
4,000
-
-
-
-
-
-
-
-
-
-
-
-
254,122
(71,753)
(65,000)
117,369
786,256
(493,389)
-
2,033,462		 2020/21
Income
Expenditure
Transfers
31/03/2021
£
£
£
£
532,134
(389,633)
32,730
121,518
-
-
30,000
30,000
-
(32,003)
2,270
1,764,575
-
(32,003)
32,270
1,794,575
532,134
(421,636)
65,000
1,916,093
62,173
(62,173)
-
-
65,000
-
(65,000)
-
10,124
(124)
-
10,000
112,825
(9,456)
-
103,369
4,000
-
-
4,000
-
-
-
-
-
-
-
-
-
-
-
-
254,122
(71,753)
(65,000)
117,369
786,256
(493,389)
-
2,033,462		 2020/21
Income
Expenditure
Transfers
31/03/2021
£
£
£
£
532,134
(389,633)
32,730
121,518
-
-
30,000
30,000
-
(32,003)
2,270
1,764,575
-
(32,003)
32,270
1,794,575
532,134
(421,636)
65,000
1,916,093
62,173
(62,173)
-
-
65,000
-
(65,000)
-
10,124
(124)
-
10,000
112,825
(9,456)
-
103,369
4,000
-
-
4,000
-
-
-
-
-
-
-
-
-
-
-
-
254,122
(71,753)
(65,000)
117,369
786,256
(493,389)
-
2,033,462		 2020/21
Income
Expenditure
Transfers
31/03/2021
£
£
£
£
532,134
(389,633)
32,730
121,518
-
-
30,000
30,000
-
(32,003)
2,270
1,764,575
-
(32,003)
32,270
1,794,575
532,134
(421,636)
65,000
1,916,093
62,173
(62,173)
-
-
65,000
-
(65,000)
-
10,124
(124)
-
10,000
112,825
(9,456)
-
103,369
4,000
-
-
4,000
-
-
-
-
-
-
-
-
-
-
-
-
254,122
(71,753)
(65,000)
117,369
786,256
(493,389)
-
2,033,462		 2020/21
Income
Expenditure
Transfers
31/03/2021
£
£
£
£
532,134
(389,633)
32,730
121,518
-
-
30,000
30,000
-
(32,003)
2,270
1,764,575
-
(32,003)
32,270
1,794,575
532,134
(421,636)
65,000
1,916,093
62,173
(62,173)
-
-
65,000
-
(65,000)
-
10,124
(124)
-
10,000
112,825
(9,456)
-
103,369
4,000
-
-
4,000
-
-
-
-
-
-
-
-
-
-
-
-
254,122
(71,753)
(65,000)
117,369
786,256
(493,389)
-
2,033,462		 2020/21
Income
Expenditure
Transfers
31/03/2021
£
£
£
£
532,134
(389,633)
32,730
121,518
-
-
30,000
30,000
-
(32,003)
2,270
1,764,575
-
(32,003)
32,270
1,794,575
532,134
(421,636)
65,000
1,916,093
62,173
(62,173)
-
-
65,000
-
(65,000)
-
10,124
(124)
-
10,000
112,825
(9,456)
-
103,369
4,000
-
-
4,000
-
-
-
-
-
-
-
-
-
-
-
-
254,122
(71,753)
(65,000)
117,369
786,256
(493,389)
-
2,033,462
b/f and c/f
31/03/2020
01/04/2020
£
(53,713)		 -
1,794,308		 1,794,308 1,740,595 -
-
-
-
-
-
-
-
-		 - 1,740,595
2019/20
as restated
01/04/2019
Income
Expenditure
Transfers
£
£
£
£
1,879,054
478,279
(584,689)
(1,826,357)
-
-
-
-
-
-
(32,049)
1,826,357
-
-
(32,049)
1,826,357
1,879,054
478,279
(616,738)
-
-
12,822
(12,822)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
2,000
(2,000)
-
-
5,000
(5,000)
-
-
8,000
(8,000)
-
10,000
-
(10,000)
-
10,000
27,822
(37,822)
-
1,889,054
506,101
(654,560)
-
Unrestricted funds:
General fund
Designated funds:
Development
Investment in fixed assets
Total unrestricted funds
Restricted Funds:
ACE emergency funding
ACE - CRF1
Open Call Programme
Esmée Fairbairn Foundation
Granada Foundation
LCVS
Theatres Trust
Brabners
One Ark
Total restricted funds
Total Funds

25

UNITY THEATRE NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED MARCH 31 2021

13 STATEMENT OF FUNDS (continued)

Transfers

A transfer has been made in respect of the CRF1 funding received to rebuild reserves of £65,000 from restricted to unrestricted funds, and from unrestricted funds to designate £30,000 of the Garfield Weston monies towards future development.

A transfer has been made to represent the investment in fixed asets in the year.

Restricted fund balances

Open Call Programme to support the open call programme in 21/22 Esmée Fairbairn Foundation for talent development programme in 21/22 and 22/23. Granada Foundation for access and inclusion programme in 21/22.

14 ANALYSIS OF NET ASSETS BETWEEN FUNDS

Fund balances at March 31 2021
are represented by:-
Fixed assets
Net current assets		 General
Designated
£
£
-
1,764,575
121,518
30,000
Unrestricted funds		 General
Designated
£
£
-
1,764,575
121,518
30,000
Unrestricted funds		 Restricted
Total
Funds
£
£
-
1,764,575
117,369
268,887
121,518 1,794,575 117,369
2,033,462

Fund balances at March 31 2020

are represented by:-

Fixed assets
Net current assets
Free Reserves:
Net current assets/(liabilities)		 -
(53,713)		 1,794,308
-		 -
1,794,308
-
(53,713)
(53,713) 1,794,308 -
1,740,595
2021
£
121,518		 2020
£
(53,713)

15 RECONCILIATION OF NET MOVEMENT IN FUNDS TO NET CASHFLOW FROM OPERATING ACTIVITIES

Net income/(expenditure)
Add back depreciation
Deduct interest income shown in investing activities
Decrease/(increase) in stocks
Decrease/(increase) in debtors
Increase/(decrease) in creditors
Net cash generated from/(used in) operating activities		 292,867
(148,459)
32,003
32,049
(24)
(170)
-
-
(56,799)
21,519
(62,361)
46,662
205,686
(48,399)

16 CONSTITUTION

The Company is limited by guarantee and does not have a share capital. In the event of the Company being wound up the members are committed to contributing £1 each.

26

UNITY THEATRE NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED MARCH 31 2021

17 TAXATION

The company is a registered charity and is entitled to claim annual exemption from UK corporation tax under sections 466 to 477 of the Corporation Tax Act 2010.

18 CAPITAL COMMITMENTS

The company had no capital commitments at the year end (2020 - none)

19 RELATED PARTY TRANSACTIONS

On February 4 2020, the Chief Executive Officer G Millar was appointed as a trustee and director of the Company. He did not receive any remuneration for acting as a trustee. His employment benefits in the year were £53,393.

There are no other related party transactions that are required to be disclosed.

20 OPERATING LEASE COMMITMENTS

Minimum commitments under non-cancellable operating leases:

Minimum commitments under non-cancellable operating leases:
Operating leases which expire:
Within one year
Between 2 and 5 years		 2021
£
278
-
278		 2020
£
556
278
834

27