## **TROUBADOUR STAGEWORKS** **Annual Return and Trustee Report** 15 March 2021- 30 September 2021 ## **1. Objectives and Activities** ## **1.1. Statements of Constitutional Objectives** The charitable purposes of Troubadour Stageworks are: To advance education for the public benefit in the performing arts in particular but not exclusively by writing, designing and delivering a range of events in the theatrical and dramatic arts, through hosting indoor and outdoor performances to: 1. To promote and facilitate high standards in the creation of theatre and the arts 2. To promote greater awareness and public education of all styles, forms, traditions and variants of the dramatic arts 3. To develop public appreciation of the arts through the presentation. ## 1.2. **Activities undertaken within the financial period** - 1.2.1. In the 6 months post gaining charitable status the main activity was staging a rurally touring production of Shakespeare’s All’s Well That End’s Well; a project that furthered all three of the charity’s main purposes. - 1.2.2. A series of educational videos related to our touring work that promoted greater awareness and public education of the dramatic arts were created. - 1.2.3. The registering of the CIO to the Charity Commission was achieved. ## **1.3. Public Benefit** - 1.3.1. Our production of All’s Well That Ends Well was recognised for its quality and imagination of conception and performance. - 1.3.2. The trustees have paid due regard to the Charity Commission's guidance on public benefit when reviewing their aims and objectives and planning future activities. Specifically, our commitment to broad accessibility and to affordable education projects shaped our ticketing and pricing policy as we planned for a financially stable going concern. ## **2. Achievements and Performance** ## **2.1. Covid 19 Response** - 2.1.1. Like all arts companies in the UK, Troubadour Stageworks has faced continuing challenges posed by the ongoing pandemic. We have been particularly vulnerable as a start-up. We are proud that, while making the company’s and audiences’ safety our first priority, we both successfully 1 toured and grew the company in our first six months. ## **2.2. Theatre Presentation** - **2.2.1.** Building on the success of 2020’s Twelfth Night outdoor production, staged in August at the height of the pandemic, this summer the company toured for a month, including to 3 new regions of Devon, Surrey and London as well as our home base of Wiltshire. We increased the number of performances by 70.1% compared to the same period in 2020, with a comparable increase in audience numbers. This gave us a strong foundation from which we continue to make exciting touring theatre and build the company’s wider public outreach. ## **2.3. Public Education and Accessibility** - 2.3.1. We received our first charitable grant of £500 from Magic Little Grants towards a virtual education programme to promote greater awareness and public education of the arts. - 2.3.2. We worked with three venues which had no prior experience of public presentation of performances, bringing affordable theatre to communities without other local access. ## **3. Financial Review** ## **3.1. Financial Review Statement** - 3.1.1. From 15 March 2021 – 30 September 2021 the charity’s income was £12,851. Expenditure was £9000, resulting in a net gain of £3,851. ## **3.2. Reserves Policy** - 3.2.1. The Trustees recognise the need to establish a level of general reserves that enables financial stability. In particular, reserves are needed to meet working capital requirements, to cover short-term fluctuations in income and expenditure and to enable the Charity to respond to unexpected needs or new opportunities, and to finance major projects. Free reserves are deemed to be those that are readily realisable, excluding funds whose uses are restricted or designated for particular purposes. - 3.2.2. The Trustees also recognise that the Charity is in its initial growth development phase. While it builds its track record of public benefit, the Trustees are committed to progressively increasing income and containing costs in order to achieve financial stability. - 3.2.3. In light of the size and age of the Charity, as well as the current light of the pandemic, the Trustees have determined that the Free Reserves of the Charity should be grown to cover the potential deficit of a lost 6 months of work. Looking into the growth forecast, this reserve size target also grows. The current target is £15,000 in the next few years. 2 ## **4. Structure, Governance and Management** - 4.1. The Charity is a Charitable Incorporated Organisation, with a governing document approved and held by the Charity Commission. - 4.2. At the end of the annual period there were three trustees. The trustees meet approximately four times a year. - 4.3. New trustees are appointed by the Chair. - 4.4. All Trustees give of their time freely and no remuneration or expenses were paid for their activities as Trustees in the year. - 4.5. Trustees have developed and regularly review policies. These policies are implemented through operating procedures that are agreed by the Trustees. Trustees regularly review the risks faced by the charity. - 4.6. Management of the day to day charitable operation is delegated to the Artistic Director and Programme Director, who report regularly to the Board. ## **5. Reference and Administrative Information** ## **5.1. The Trustees** **5.1.1.** Ostin D’Silva (Chair) - **5.1.2.** Susan Hitch - **5.1.3.** Colin Howard ## **5.2. Charity Registered No. 1193809** ## **5.3. Registered Office** - 5.3.1. Old Wardour House, Tisbury, Salisbury, Wiltshire, SP3 6RP > 8 August 2022 Prepared on behalf of the trustees by Mingma Hughes 3