## ## ## ## ||||||SORP reference|| |---|---|---|---|---|---|---| |Summary||ofthe purposes||of|Para 1.17|The purpose ofthe charitable
company as| |the charity as set out
governing
document|||in its|||set out in the governing
documents
continues to be:
'TO PROMOTE, IMPROVE, DEVELOP| |||||||AND MAINTAIN
PUBLIC EDUCATION| |||||||AND THE APPRECIATION
OF THEATRE,| |||||||DRAMA AND THE PERFORMING ARTS| |||||||IN ALL ITSASPECTS BY,BUT NOT| |||||||LIMITED TO:| |||||||1. THE PREPARATION
AND| |||||||PRESENTATION OF THEATRE| |||||||AND MUSIC THEATRE| |||||||PERFORMANCES BYPRIMARILY,| |||||||BUT NOT EXCLUSIVELY,| |||||||DISADVANTAGED
CHILDREN| |||||||AND YOUNG PEOPLE:| |||||||2. THE PROVISION OF THEATRE,| |||||||DRAMA, PERFORMING ARTS| |||||||AND DRAMA THERAPY| |||||||WORKSHOPS FOR CHILDREN,| |||||||YOUNG PEOPLE AND ADULTS.| |Summary
activities||ofthe main
in relation to those|||Para 1.17and
1.19|To connect
young
people,
who
would
not
normally
have any access to contemporary| |purposes||for the public||||theatre.| |benefit,|in particular,||the|||| |activities,||projects or||||To
deliver
regular,
high
quality
drama| |services||identified
in|the|||workshops
for
young
people
in
an| |accounts.||||||underserved
community,
raising aspirations| |||||||and
enhancing
their
social
and
personal| |||||||development.| |||||||To create a sense of belonging
and foster| |||||||positive relationships
between young people| |||||||and
their
community
through
an
active| |||||||membership
programme,
utilising| |||||||background
in both professional
theatre and| |||||||drama thera| ||||Todevelop partnership
work with other|local| |---|---|---|---|---| ||||schools and the community|| ||||using drama
and drama
therapy
to support|| ||||well-being
and enhance
the pastoral|care| ||||young people are receiving.|| ||||To provide a volunteer scheme for members|| ||||aged
18
plus,
providing
training|and| ||||encouraging
them to take responsibility,|get| ||||involved
in the running
of the activities|and| ||||supporting
the younger
children.|| ||||To encourage
WCYT
members
to|look| ||||beyond
their immediate
surroundings|and,| ||||through
the charity's
links
with the theatre|| ||||industry
and drama schools, to provide them|| ||||with opportunities
to further
their education|| ||||and gain work experience,
ofien leading to|| ||||employment.|| |||Para 1.18||| |Statement|confirming||The Trustees
of the
White
City
Theatre|| |whether the bustees have|||Project
aflirm
that
they
have
taken|into| |had regard|to the guidance||account
the
guidance
provided
by|the| |issued by the Charity|||Charity Commission
on 'public benefit' when|| |Commission|on public||making
decisions
and
regularly
review|the| |benefit|||organisation's
aims and objectives.|| ||||||positive
role models
while
also
exploring| |---|---|---|---|---|---| ||||||their own potential
and acquiring
invaluable| ||||||life
skills.
Their
contributions
are
highly| ||||||valued, and they form an integral
part ofthe| ||||||youth theatre community.| ||||||At White City Theatre Project (WCTP), we| ||||||prioritise
the safety
of children,
providing| ||||||both
online
and
onsite
Child
Protection| ||||||training.| ||||||We also offer training
and support to assist| ||||||our members
in pursuing
further education,| ||||||such ascollege, university,
ordrama school,| ||||||as well as various work opportunities.| |Achieve|men|ts|and Performance||| |||||SORP reference|| |Summary|ofthe main||||White City Theatre ProJect gNCTP) is an| |achievements
identifying
the||ofthe charity,
dfiference the||Para 1.20|established
charity
in West
London
who
believe
in the therapeutic
and healing power| |charity's|work|has made to|||of the arts and their ability to bring
young| |the circumstances|||of its||people
together
with a common
purpose.| |beneficiaries
and|||any wider||They
unite
communities
through
drama,| |benefits to society as a
whole.|||||break down bamers, and help young people
to develop
lasting
and transferable
skills. '| ||||||The
organisation
places
emphasis
on| ||||||accessibility and availability
for all.| ||||||White City Youth Theatre
fWCYT) serves| ||||||as
the
cornerstone
of our
organisation,| ||||||providing
a regular,
safe
and
welcoming| ||||||space
for
young
people
to
engage
in| ||||||theatrical
activities.
As
part
of
our| ||||||commitment
to
accessibility,
all
youth| ||||||theatre
activities are offered free ofcharge.| ||||||By removing
financial
bamers,
we ensure| ||||||that every young person, regardless
oftheir| ||||||economic
background,
can participate
and| ||||||benefit
from
the
transformafive
power
of| ||||||drama.
WCYT
continues
to
flourish,| ||||||providing
a
nurturing
environment
for| ||||||creative
expression,
personal
growth,
and| ||||||the development
oflasting connections.| ||||||Outreach
Community
Projects| ||||||In line with our mission to engage the wider| ||||||community,
WCTP collaborates
with
local| ||||||theatres
and
schools
to deliver
outreach| ||||||community
projects. These initiatives
aim to| ||||||extend
the benefits
of drama
beyond
our| ||||||immediate
outh
theatre
artici
nts,| ## ## ## ||||||managed
its resources
during
the
given| |---|---|---|---|---|---| ||||||period.| |Statement
explaining||the||Para 122|| |policy for holding reserves|||||| |stating|why they are|held|||The White City Theatre Project has a policy| ||||||in place for holding reserves, and the| ||||||trustees'
objective isto maintain
free| ||||||reserves
in unrestricted
funds at a level| ||||||equivalent
to approximately
three months| ||||||ofunrestricted
charitable
expenditure.
The| ||||||purpose of holding reserves at this level is| ||||||toensure that the organisation
has| ||||||sufficient funds available to address various| ||||||needs and contingencies.| ||||||One of the primary
reasons for maintaining| ||||||reserves
is to respond
to applications
for| ||||||grants.
By
having
a
suflicient
level
of| ||||||reserves,
the charity
can allocate funds to| ||||||support
grant requests
and fulfill its mission| ||||||of providing
financial assistance
to projects| ||||||and
initiatives
aligned
with
its charitable| ||||||objectives.
This
ensures
that
the| ||||||organisation
can continue to make a positive| ||||||impact
and
contribute
to
the
causes
it| ||||||supports.| ||||||Additionally,
the reserves help cover support| ||||||and
governance
costs. Running
a charity
involves various operational
expenses, such| ||||||as staff salaries,
administrative
costs, and| ||||||compliance
requirements.
By
holding| ||||||reserves, the organisation
can ensure that it
governance| ||||||has
the necessary
financial
resources
to| ||||||cover these ongoing expenses. This allows| ||||||the
charity
to
function
effectively
and| ||||||maintain
good
practices,| ||||||enabling
it
to
fulfill
its
obligations
and| ||||||operate
in a sustainable
manner.| ||||||Overall, the policy for holding
reserves at a| ||||||level
equivalent
to
approximately
three| ||||||months
of
unrestricted
charitable| ||||||expenditure
provides
financial
stability
and| ||||||flexibility to the White City Theatre Project. It| ||||||allows the organisation
to respond to grant| ||||||applications
and
deliver
its services
while| ||||||also ensuring
the smooth
functioning
ofthe| ||||||charity's
operations.
By maintaining
these| ||||||reserves,
the
trustees
believe
they
are| ||||||taking
a
prudent
approach
to
financial| ||||||management
and
safeguarding
the| ||||||organisation's
ability to fulfill
its charitable| ||||||mission
in the long term.| |Amount|ofreserves|held||Para 1.22|f10,000| |Reasons for holding||zero||Para 1.22|| |reserves|||||| |Detafis|offund materially||in|Para 1.24|| |deficit|||||| ## |||||||The
White
City
Theatre
Project
relies| |---|---|---|---|---|---|---| |The charity's
principal
sources offunds (including|||||Paw 1.47|primarily
on grants as its principal source of
funds.
The
charity
has
established| |any fundraising)||||||relationships
with several local funders
who| |||||||consistently
provide
support.
These
loyal| |||||||funders
play a crucial role in sustaining
the| |||||||organisation's
activities and initiatives.| |||||||In addition
to grants,
the
charity
actively| |||||||focuses on developing
its outreach
efforts| |||||||and
continuously
seeks
new
grant| |||||||opportunities.
By proactively
searching
for| |||||||and
securing
additional
grants,
the| |||||||organisation
aims
to diversify
its funding| |||||||sources and expand
its financial support.| |||||||Moreover,
the White City Theatre Project is| |||||||always
exploring
new ways of fundraising.| |||||||The charity
employs
various
strategies
to| |||||||generate
additional
funds.
The Charity
is| |||||||working
towards
hosting fundraising
events,| |||||||launching
crowdfunding
campaigns,| |||||||seeking
individual
donations,
or partnering| |||||||with businesses
or sponsors.| |||||||By combining
grant funding
with a proactive| |||||||approach
to outreach
and fundraising,
the| |||||||charity
aims to ensure
a sustainable
and| |||||||stable financial base. This allows the White| |||||||City
Theatre
Project
to
continue
its| |||||||operations,
fuNII
its charitable
objectives,| |||||||and
make
a
positive
impact
in
the| |||||||community
it serves.| |Investment|policy and|||||| |objectives induding||||any|Para C46|| |social investment|||policy|||| |adopted||||||| |||||||There are some common
external
risks that| |A description||ofthe||principal|1ara 1.43|could pose a threat to our Charity.| |risks facing|the charity|||||These are general
examples
and
do not| |||||||reflect the specific
risks
identNed
by the| |||||||trustees.| |||||||Funding
Uncertainty:
Reliance
on grants| |||||||and donations exposes the charity tothe risk| |||||||of fluctuating
funding
levels.
Changes
in| |||||||government
policies, economic
downtums,| |||||||or shifts
in donor priorities
could affect the| |||||||availabili
of funds. A sudden
reduction
or| |loss offunding
could make it challenging
for| |---| |the organisation
to sustain
its operations.| |Regulatory
Compliance:
Charities
are| |subject
to various
laws
and
regulations.| |Failure to comply
with legal and regulatory| |requirements,
such as reporting
obligations| |or governance
standards,
could
result
in
penalties
or
loss
of
charitable
status.| |Significant
non-compliance
issues
could| |lead
to reputational
damage
and
loss of| |public trust, making
it difficult for the charity| |to continue operating.| |External
Economic
Factors:
Economic| |downtums
or
recessions
can
impact| |charitable
giving.
During
challenging| |economic
times,
individuals
and| |organisations
may reduce or redirect
their| |charitable
contributions,
affecting
the| |charity's
income
stream.
A
prolonged| |economic downturn
could make itdNicult for| |the
organisation
to sustain
its operations| |and fulfill its mission.| |Changes
In Social or Cultural
Trends:| |Changes
in social or cultural
trends
can| |influence
public
interest
and
support
for| |speclfic causes.
If the White
City Theatre| |Project's activities orobjectives become less| |aligned
with societal
interests,
it may face| |challenges
in
attracting
funding
or| |maintaining
community
engagement.| |Adapting
to evolving
trends
and
ensuring| |ongoing relevance
is crucial to sustain
long-| |term operations.| |Legal and Regulatory
Changes: Changes| |in laws and regulations
that directly
impact| |the charity's operations,
such as fundraising| |regulations,
can
create
additional| |compliance
burdens or financial constraints.| |Failure to adapt to or comply with new legal| |requirements
may impede the organisation's| |ability to continue
its activities.| |Natural
Disasters
or
Catastrophic
Events: These can cause severe damage to| |infrastructure,
property,
or assets As with| |the
recent
Covid-19
pandemic,
these| |events may lead to a complete disruption
of| |operations.
It is essential
for the charity to| |have
contingency
plans
and
appropriate| |insurance coverage to mitigate the impact of| |such events.| |These arejust afew examples ofevents that| |could potentially
threaten
the operations
of| |the White City Theatre Project. We regularly| |review
identified
risks
and
the| ||implementation|implementation|of procedures
to minimise|of procedures
to minimise|of procedures
to minimise| |---|---|---|---|---|---| ||their
potential||impact.|By|proactively| ||assessing|and|addressing|these|risks, the| ||charity can|enhance
its resilience|||and ability| ||to continue|operating
in the||face|ofexternal| ||challenges.||||| |Other|||||| ## |Description|ofcharity's|ofcharity's||| |---|---|---|---|---| |trusts:||||As a Charitable
Incorporated
Organisation| |||||(CIO), the White City Theatre Project has a| |||||specific
legal
structure
and
governance| |||||framework.| |||||CIO Status: The White City Theatre Project| |||||is registered
as a Charitable
Incorporated| |||||Organisation.| |||||Voting
Members:
As a
CIO,
the
only| |||||individuals
with
voting
rights
within
the| |||||organization
are
its charity
trustees.
This| |||||means
that
the
ultimate
decision-making| |||||authority
rests
with the trustees,
who are| |||||responsible
for
overseeing
the
charity's| |||||activities,
making
strategic
decisions,
and| |||||ensuring
compliance
with
legal
and| |||||regulatory
requirements.| |||||Charitable
Trustees:
The
charity's| |||||charitable
trustees
are the individuals
who| |||||serve on the board and are responsible
for| |||||the
governance
and
management
of the| |||||organisation.
They
have
a
legal
and| |||||fiduciary
duty to act in the best interests of| |||||the
charity
and
its
beneficiaries.
The| |||||charitable trustees
play a vital role in setting| |||||the
strategic
direction,
overseeing
the| |||||financial
affairs, and ensuring
the effective| |||||operation ofthe charity.| |||||Date
of Registration:
The
White
City| |||||Theatre
Project
was
registered
as
a| |||||Charitable
incorporated
Organisation
on the| |||||17th April 2019.This signifies
the point at| |||||which
the
organisation
acquired
its legal| |||||status and became formally recognized asa| |||||CIO
under
the
applicable
laws
and| |||||regulations
governing
charitable
entities.| |||||Overall, as a CIO, the White
City Theatre| |||||Project
operates
with
a
governance| |||||structure
where the charity trustees are the| |||||only
voting
members.
This
structure| |||||provides
a
clear
line
of
authority
and| |||||accountability,
allowing the trustees to make| |||||decisions
in the best interests ofthe charity.| |||||The CIO status offers legal protections
and| |||||benefits,
allowing
the organisation
to carry| |||||out its charitable
activities effectively.| |Type ofgoverning||document|Para 1.25|Foundation
Model Constitution| |trust doed,|ro ai|charter||| |How is the|charity||Para 1.25|CIO Status: The White City Theatre Project| |constituted7||||is registered
as a Charitable
Incorporated| |Ie.ct ulllocoiuol ated||||Organisation.| |assoc,atior-|c'IO|||| |Policies and procedures
adopted for the induction|Policies and procedures
adopted for the induction|Para 1.51||||| |---|---|---|---|---|---|---| |and training|oftrustees|||||| |The charity's
organisational
structure
and any wider||Para 1.51||||| |network
with|which the|||||| |charity works||||||| |Relationship|with any|Para 1.51||||| |related parties||||||| ||||No trustee received any||remuneration|or| |Other|||other benefits,|including|reimbursed|| ||||expenses, for|the period|ended 31August|| ||||2022.|||| ## ## ||Trustee|name|name|Oflice (ffany)|Dates acted ifnot for whole
eaf|Name
toa|ofperson (or body) enffffed
nt trustee
Ifan|ofperson (or body) enffffed
nt trustee
Ifan| |---|---|---|---|---|---|---|---|---| ||Karen|Anne Lintem||Chair||||| ||Nathan|David Bryon||||||| ||Alexander||Schmidt|||||| ||Janet|Michell Ellis||||||| ||MBE|||||||| |5||||||||| |6||||||||| |7||||||||| |8||||||||| |9||||||||| |10||||||||| |11||||||||| |12||||||||| |13||||||||| |14||||||||| |15||||||||| |16||||||||| |17||||||||| |18||||||||| |19||||||||| |20||||||||| ## ## ## ## ## ||Categorie|Details||||||| |---|---|---|---|---|---|---|---|---| |S1|Cash hlads|||||||| ||||cttehAwdh,
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