Company no. 02157661 Charity no. 800174
# **acta Community Theatre Ltd Report and Unaudited Financial Statements**
**31 March 2021**
## **acta Community Theatre Ltd**
## **Reference and administrative details**
## **For the year ended 31 March 2021**
**Company number** 02157661 **Charity number** 800174 **Registered office** actacentre **and operational** Gladstone Street **address** Bedminster Bristol BS3 3AY **Trustees** Trustees, who are also directors under company law, who served during the year and up to the date of this report were as follows: Alex Bishop Stephanie Brammar Ruth Cochrane John Davidson Barbara Dettering Stephen Fenton Kathryn Hopkins Chair Shahida Khatun resigned 1 September 2020 Mohamed Kamal resigned 1 September 2020 Maria Nilsson Treasurer Dr Kerrie Schaefer Amy Steele resigned 1 September 2020 Charlotte Williams **Secretary** Stephen Fenton **Key management** Neil Beddow Artistic Director (to March 2021) **personnel** Oliver Jones Artistic Director (from March 2021) Helen Tomlin Executive Director **Bankers** CAF Bank 25 Kings Hill Avenue Kings Hill West Malling Kent ME19 4JQ **Independent** Godfrey Wilson Limited **examiners** Chartered accountants and statutory auditors 5th Floor Mariner House 62 Prince Street Bristol BS1 4QD
1
## **acta Community Theatre Ltd**
## **Chair's report**
## **For the year ended 31 March 2021**
The past 12 months have truly been momentous. acta was presented with a series of extraordinary challenges by the unfolding of the Covid-19 pandemic. In person workshops were cancelled, live theatre shows postponed, new projects suspended.
In true acta fashion, the company showed remarkable resilience and found ways to deliver an engaging and exciting programme and overcome those challenges. Workshops and sessions moved online. This resulted in a series of beautiful films, taking full advantage of new digital confidence with experiments in Green Screen and augmented reality. Vital work was also delivered on doorsteps, ensuring that those without access to technology could still take part.
acta made the most of the Summer easing of restrictions to devise and present new theatre shows to small in-person audiences in and around the actacentre. Youth theatre shows which had been postponed at the start of the year were re-rehearsed and presented outdoors in the Summer and early Autumn in gardens and forests.
This year has seen a change in leadership at acta with the appointment of a new Director. In response to the pandemic Neil Beddow, acta Founder and Artistic Director, extended his leaving date to end March 21. Oliver Jones was appointed to the role of Director in October, and began work at the end of January. This enabled a two-month transition period with Oliver and Neil working together to ensure a smooth and successful hand-over. Thus, Neil continued to lead the Company, and the new Artistic Directorate approach, in preparation for a post-pandemic landscape of hugely increased need and opportunity with our new Director.
The investment from Paul Hamlyn Foundation to deliver the Cornerstone programme has enabled the Company to respond flexibly and creatively to the fear and uncertainty caused by the pandemic; the inability to plan, the need to cancel work due to restrictions, the inability to meet face to face with participants and colleagues. In the end, a company practice that is based on getting people together to grow close, create, make friends and learn about each other, is completely stymied when getting together is impossible. However, trustees have been impressed with the staff team response to these challenges - their unceasing commitment, passion for the work, creativity and problem-solving, care and compassion for our participants and each other, willingness to accept change, deal with disappointment – and all with constant good humour. The creativity of the team, and their ability to inspire creativity in the participants, has resulted in a body of high-quality artistic products, and satisfied participants and audiences – both in-person and online.
The additional Culture Recovery Fund (CRF) investment secured in the second half of the year supported the Company’s gradual transition back to reopening, although some programme delivery continued throughout. Although several members of staff were unable to fulfil all of their duties, and the Company made some limited use of the Furlough scheme, the CRF grant enabled the organisation to deliver as much of our participatory programme as possible, whilst simultaneously preparing and adapting for the return of in person workshops and live theatre. We will continue to be adaptable, flexible, innovative and ingenious in our programme delivery, using the skills and strategies we developed during the Lockdowns of this last year.
In conclusion, I would like to thank all of acta’s staff for their perseverance and ingenuity throughout this challenging year, my fellow Trustees, all of our dear participants and our audiences.
2
## **acta Community Theatre Ltd**
## **Chair's report**
## **For the year ended 31 March 2021**
Finally, an enormous thank you to Neil Beddow for his dedication to the company since its foundation in 1985 and for his indelible influence on the wider world of Community Theatre. I foresee continued success and development in our future with our new Director, Oliver Jones.
Kathryn Hopkins Chair, acta Council of Management
3
## **acta Community Theatre Ltd**
## **Report of the trustees**
## **For the year ended 31 March 2021**
The trustees, who are also directors of the charity for the purposes of the Companies Act 2006, submit their annual report and the unaudited financial statements for the year ended 31 March 2021.
Reference and administrative information set out on page 1 forms part of this report. The financial statements comply with current statutory requirements, the Memorandum and Articles of Association and the Statement of Recommended Practice - Accounting and Reporting by Charities (effective from January 2019).
As a charity registered in England and Wales, the charitable company also reports in accordance with the Charity Commission for England and Wales’ guidance on public benefit and the Charities Act 2011.
## **Structure, governance and management**
The Charity is a charitable company limited by guarantee.
It is governed by Memorandum and Articles of Association (September 1987), which provide details of the Council of Management and procedures for the Annual General Meeting, at which at least one third of trustees, those who have been longest in office, will be subject to retirement or rotation. The Memorandum of Association established the objects and powers of the charitable company, which is governed under its Articles of Association. The Council of Management act as both Directors of the Company and trustees of the Charity, and give their time voluntarily and receive no financial benefits.
The Council of Management meets bi-monthly, and meetings are also attended by the Senior Management Team (SMT) who work with the Chair and sub-committees to set the agenda. Trustees are also expected to serve on at least one of four sub-committees, which are currently responsible for People, Money, Building and Business Development. Each sub-committee appoints a representative to report back on actions and proposals to be signed off by the full Council of Management.
The Company accounts are reviewed by the trustees on a quarterly basis to ensure annual targets will be met, with the Treasurer attending bi-monthly finance subcommittee meetings with SMT prior to reporting back to the full Council of Management.
Company and charity law requires the trustees to prepare financial statements for each year that give a true and fair view of the state of affairs of the charity and of the surplus or deficit of the charity for that period. The trustees have overall responsibility for ensuring that the charity has appropriate systems of controls, financial and otherwise. They are also responsible for keeping accurate and complete accounting records that disclose with reasonable accuracy at any time the financial position of the Charity and enable them to ensure that the financial statements comply with the Companies Act 2006. They are further responsible for safeguarding the assets of the Charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
Employees are consulted on issues of concern to them through weekly Company meetings and have been kept informed on specific matters directly by the SMT, in addition to regular supervision meetings. There is regular communication between management members and employees, both through the SMT, the Artistic Directorate and staff reports to the Council of Management.
The Director liaises with the trustees on the annual job review process for each employee.
4
## **acta Community Theatre Ltd**
## **Report of the trustees**
## **For the year ended 31 March 2021**
The Charity has implemented a number of detailed policies in relation to all aspects of personnel matters including Equality, Diversity & Inclusion, Health & Safety and Volunteers.
Full details of the business plan and policies are available from the actacentre.
## **Public benefit**
All of acta's work exists for the benefit of the public, to bring about positive change for individuals and the community through promoting active, creative participation in theatre.
acta exists to support vulnerable people and marginalised communities; for those who may have low confidence and self-worth; live in isolation; suffer poor mental and physical health.
acta's tried and tested method, which uses a combination of sharing stories and experiences, developing imaginations and creativity, devising and performing theatre, has been proven to:
- **Reduce social isolation** : working with partner agencies to identify and engage potential beneficiaries in creative social activities;
- **Improve well-being** : being part of a team, being valued, raising self-esteem and self-worth;
- **Improve self-confidence and transferable skills** : developing skills in presentation, language, communication, co-operative working; and
- **Improve relationships between cultures and generations** : working together across cultures and generations to develop mutual respect, and make new friendships.
acta creates high quality and relevant community theatre, whilst also making happier, healthier and more connected people.
Core values are: Participation acta exists to provide access to participation in the arts for the most vulnerable and excluded sections of society;
Ownership acta is committed to co-creation of all artistic product, with participants and professional facilitators sharing equal status;
- Excellence Excellence in facilitation, in performance process, in co-production and in the product;
- Inclusiveness acta is committed to providing equal opportunities to people without privilege, engaging marginalised people and promoting intercultural and intergenerational dialogue through theatre;
- Partnership acta is committed to proactively developing collaborations and partnerships within arts and wider sectors at local, national and international levels; and
- Valuing people acta is a caring organisation that listens to and supports vulnerable people, valuing their stories, cultural heritage and life experiences and enabling them to share these assets through making new theatre.
5
## **acta Community Theatre Ltd**
## **Report of the trustees**
## **For the year ended 31 March 2021**
Despite the pandemic restrictions limiting programme delivery this year, the Company has delivered **265 workshops** (74% online and 26% in person) with **246 people** of all ages (two thirds of children and young adults up to 25 years.)
This programme has enabled the production of **5 original new** shows that performed to live audiences over the summer and early Autumn period, plus more than **30 original films** created and shared online. (In a normal year, the Company would expect to produce approximately 20 original shows.)
The Company continuously reviews its aims and objectives to ensure that activities are developed in accordance with stated charitable purposes. Trustees have referred to the Charity Commission’s general guidance on public benefit to review acta's aims and objectives and in planning future activities.
## **Aims and objectives**
The Memorandum and Articles of Association describe our objects as follows:-
- Instigate and supervise drama projects for youth and community groups;
- Provide all sections of society with the opportunity to participate in theatre;
- Supervise drama sessions with people who are encouraged to create and perform their own show;
- Identify (in conjunction with others if necessary) areas and communities in which theatre activities are lacking and to remedy deficiencies identified as a result;
- Design projects which emphasise the educational aspects of workshops and the personal and social development of individuals within a group; and
- Supervise projects which are designed to assist community development.
## **Purpose – strategic aims**
acta believes that theatre is for everyone, and exists to promote opportunities to access theatre and the related arts.
The Company works to a diversity action plan with the following strategic aims:-
- acta workshops are open to everyone within the project target group;
- acta will make no charges to participants for workshops, and keep box office prices to a minimum, to ensure people are not prevented from participating for economic reasons;
- Workshop and performance venues are always welcoming, and accessible to the needs of the specific target group;
- acta will endeavour to provide transport to workshops for participants who may not otherwise be able to attend; and
- acta’s artistic policy is to give all participants an equal opportunity to be involved in the project, with people encouraged to develop their own roles within the group. Project participants devise all acta shows, thus ensuring their relevance to the communities with which we are working.
## **Achievements and performance – a review of activities**
Despite a challenging year, acta has delivered significant artistic programme activity this year, which has included exciting work with the acta associates, a creation in isolation programme through the first Spring lockdown, a series of online films, seminars and CPD workshops, an in-person Summer programme at actacentre, creation of a new festive family show, Footsteps in the Snow (unfortunately cancelled as the second lockdown approached); and two new ongoing theatre groups beginning, Withywood Youth Theatre and Hard Evidence projects.
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## **acta Community Theatre Ltd**
## **Report of the trustees**
## **For the year ended 31 March 2021**
## **Key programme activities**
## _Creation in isolation_
The Company stayed connected with its community performers and isolated participants throughout the pandemic through doorstep visits to more than 50 people, chatting, collecting stories, filming and working creatively on a one to one basis. The Malcolm X Elders Theatre Company created a series of four new films to share with local schoolchildren and others. The Making Time participants received food parcels and creative care packages delivered to their doorsteps, supported later in the year through the Holding On project support from the Community Fund.
## _Cornerstone_
The three-year Cornerstone programme, supported by Paul Hamlyn Fund (PHF), enables the Company to engage new community performers and workers from a diverse range of different backgrounds, as well as developing new work in collaboration with six acta associates. When the pandemic hit in this first year of the programme, we created an initiative for acta associates that we called Sandbox, through which associates worked together online to develop new creative ideas independently of the acta core team; with a total of 22 different project concepts created, many of which have since been developed into full project proposals.
Three acta associates also worked on the Summer programme at acta, bringing together a wide range of existing and new community performers for two in-person events, the Home arts trail in August, and the Museum of Unsung Heroes in September. Through the Autumn, we supported Jody Cook to secure investment for her own Silent Heroines Disco for women in Lockleaze and worked with Hiba Elhindi to develop her work with Sudanese young people and families.
The PHF investment also supports the Company’s sector development initiatives, which include the seminar series, digital resources and community theatre facilitator training. The seminar series was moved online and we delivered three seminars through the year, with a national and international focus.
The Cornerstone outreach programme was largely postponed to post-pandemic, but a few new pilot projects were developed this year. These included a new youth theatre for Hartcliffe & Withywood that met when in-person workshops were possible in September and October; also, Hard Evidence, a new awareness-raising theatre project began online, with survivors of domestic abuse, in partnership with the University of Bristol.
## _Youth theatre_
The Lockleaze Kids group workshops, supported by BBC Children in Need, moved their weekly workshops online and developed online drama workshops for teachers to share with children learning at home. They enjoyed a few in-person workshops in early Autumn, and at the end of the year the children created an outdoor event for local families, in partnership with Lockleaze Neighbourhood Trust. Additionally, an intensive online project engaged some new children in February, working in partnership with local primary schools.
The Company’s longstanding Lockleaze Youth Theatre & Bedminster Youth Theatre groups presented their postponed shows when lockdown was lifted in the Summer: Forest of Fears performed to an audience of family and friends outside in the woods in Lockleaze, and Evil vs Evil performed to a small family audience in the acta theatre.
Lockleaze Youth Theatre continued to meet for in-person workshops through the early Autumn and performed Spooky Tales at dusk in the woods for a small local audience.
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## **acta Community Theatre Ltd**
## **Report of the trustees**
## **For the year ended 31 March 2021**
Workshops with acta’s youth theatre for young carers moved online for the whole year, with young people focusing on creating films together, which they could film from their homes. The Company also delivered two online intensive projects for new young carers, in July and February, in partnership with the Carers Support Centre.
Phoenix, acta’s young adults’ theatre company, continued online through most of the year, with a few in-person workshops over the summer and early Autumn period. The group began devising a new show to perform post-pandemic.
## _International_
The two-year Creative Europe partnership, RAPPORT (Refugee arts with participants and practitioners open to integration,) bringing together local people from different nationalities to make and share theatre across Europe, developed online through the year with community arts partners in Barcelona, Stockholm and Poland. International exchanges between partners in Sweden and Poland were replaced with an ongoing online partner exchange, which included partners working together to deliver online workshops in each country, learning and taking inspiration from each other’s methodologies, and planning for shared performances of Babel in each of the four partner countries on June 21.
## **Financial and reserves review**
After a challenging year, the Company ends with an income deficit. Despite this, general funds have increased slightly, to nearly £90,000.
Whilst acta has remained partially open throughout this year, there has been a 26% reduction in turnover as a direct result of Covid-19 compared to the original budget for the year, including a 60% reduction in project funding due to the reduced programme activities. Direct project expenditure and overheads were reduced accordingly, and the reduced restricted grant income was replaced with a Culture Recovery Fund grant.
The trustees continuously review their policy on free reserves, consulting Charity Commission guidance. acta has established a policy whereby the unrestricted funds not committed to, or invested in tangible fixed assets held by the charity (general funds), should be three months’ normal operating costs, circa £100,000, although trustees recognise that this is challenging to meet in the current climate.
Although the charity’s reserves currently fall slightly short, the charity will work towards meeting its reserves target, and has confirmed funding for the majority of its planned projects over the next 12 months. The trustees therefore consider that the charity will continue as a going concern for a period of at least 12 months from the date on which these financial statements are approved.
## **Risk management**
The trustees work closely with the Senior Management Team (SMT) to manage risks associated with the management of the Company.
acta has successfully developed a range of strategies to mitigate Covid-19 risks to the organisation including creative solutions to project delivery, continued engagement and support for participants, maintaining relationships with funders and promotion of the work of the organisation. Furthermore, additional core funding has been secured from charitable and government sources to underpin company costs, including the government job retention scheme (furlough).
8
## **acta Community Theatre Ltd**
## **Report of the trustees**
## **For the year ended 31 March 2021**
The Company continues to invest in fundraising, and to diversify its funding sources and activities, to hedge against the potential loss of income. The Company benefits from a clear fundraising strategy, and has secured funding from Paul Hamlyn Foundation, Arts Council England and Bristol City Council Culture until 2022/23, as well as from new charitable sources.
Internal risks are minimised by the implementation of procedures for authorisation of all transactions and projects, to ensure consistent quality of delivery for all operational aspects of the charitable company. These procedures are periodically reviewed to ensure that they still meet the needs of the charity.
Risk management this year has included the appointment of a new Director and review of SMT job descriptions, due to the stepping down of Neil Beddow (Founder & Artistic Director) at the end of the financial year. Trustees approached this transition with an awareness of the importance of investing in the Artistic Directorate and programme delivery, responding creatively to need, taking risks and learning.
## **Statement of responsibilities of the trustees**
The trustees (who are also directors of the charity for the purposes of company law) are responsible for preparing the trustees' report and the financial statements in accordance with 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).
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 charity and of the income and expenditure of the charity for that period. In preparing those financial statements the trustees are required to:
- select suitable accounting policies and then apply them consistently;
- observe the methods and principles in the Charities SORP;
- make judgements and accounting estimates that are reasonable and prudent;
- state whether applicable accounting standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements; and
- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation.
The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charity and which enable them to ensure that the financial statements comply with the Companies Act 2006. The trustees are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.
Members of the charity guarantee to contribute an amount not exceeding £1 to the assets of the charity in the event of winding up. The trustees are members of the charity but this entitles them only to voting rights. The trustees have no beneficial interest in the charity.
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## **acta Community Theatre Ltd**
## **Report of the trustees**
## **For the year ended 31 March 2021**
## **Independent examiners**
Godfrey Wilson Limited were re-appointed as independent examiners to the charitable company during the year and have expressed their willingness to continue in that capacity.
Approved by the trustees on 27 May 2021 and signed on their behalf by
## Kathryn Hopkins
Kathryn Hopkins - Chair
10
## **Independent examiner's report**
## **To the trustees of**
## **acta Community Theatre Ltd**
I report to the trustees on my examination of the accounts of acta Community Theatre Ltd (the charitable company) for the year ended 31 March 2021, which are set out on pages 12 to 27.
## **Responsibilities and basis of report**
As the trustees of the charitable company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (‘the 2006 Act’).
Having satisfied myself that the accounts of the charitable company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of the charitable company's accounts as carried out under section 145 of the Charities Act 2011 (‘the 2011 Act’). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5) (b) of the 2011 Act.
## **Independent examiner’s statement**
Since the charitable company’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of the Institute of Chartered Accountants in England and Wales (ICAEW), which is one of the listed bodies.
I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:
- (1) accounting records were not kept in respect of the charitable company as required by section 386 of the 2006 Act; or
- (2) the accounts do not accord with those records; or
- (3) the accounts 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; or
- (4) the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).
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.
## William Guy Blake
Date: 2 June 2021 **William Guy Blake ACA Member of the ICAEW** For and on behalf of: **Godfrey Wilson Limited** Chartered accountants and statutory auditors 5th Floor Mariner House 62 Prince Street Bristol BS1 4QD
11
## **acta Community Theatre Ltd**
**Statement of financial activities** _(incorporating an income and expenditure account)_
## **For the year ended 31 March 2021**
|Restricted Unrestricted
Note
£
£
**Income from:**
Donations and legacies
3
-
194,377
Charitable activities
4
71,534
1,759
Other trading activities
5
-
175
Investments
-
94
**Total income**
71,534
196,405
**Expenditure on:**
Raising funds
-
64,682
Charitable activities
131,015
114,531
**Total expenditure**
6
131,015
179,213
7
(59,481)
17,192
**Reconciliation of funds:**
Total funds brought forward
103,432
96,725
**Total funds carried forward**
43,951
113,917
**Net income / (expenditure) and net**
**movement in funds**|**2021**
**Total**
**£**
**194,377**
**73,293**
**175**
**94**
**267,939**
**64,682**
**245,546**
**310,228**
**(42,289)**
**200,157**
**157,868**|2020
Total
£
122,970
292,815
4,372
230|
|---|---|---|
|||420,387|
|||68,842
284,514|
|||353,356|
|||67,031
133,126|
|||200,157|
All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in Note 14 to the accounts.
12
## **acta Community Theatre Ltd**
## **Balance sheet**
## **As at 31 March 2021**
|Note
**Fixed assets**
Tangible assets
10
**Current assets**
Debtors
11
Cash at bank and in hand
**Liabilities**
Creditors: amounts falling due within 1 year
12
**Net current assets**
**Net assets**
13
**Funds**
14
Restricted funds
Unrestricted funds
Designated funds
General funds
**Total charity funds**|**£**
**10,680**
**144,513**
**155,193**
**(11,262)**|**2021**
**£**
**13,937**
**143,931**
**157,868**
**43,951**
**23,937**
**89,980**
**157,868**|2020
£
11,580|
|---|---|---|---|
||||6,958
189,673|
||||196,631
(8,054)|
||||188,577|
||||200,157|
||||103,432
11,580
85,145|
||||200,157|
The directors are satisfied that the company is entitled to exemption from the provisions of the Companies Act 2006 (the Act) relating to the audit of the financial statements for the year by virtue of section 477(2), and that no member or members have requested an audit pursuant to section 476 of the Act.
The directors acknowledge their responsibilities for:
- (i) ensuring that the Company keeps proper accounting records which comply with section 386 of the Act; and
- (ii) preparing financial statements which give a true and fair view of the state of affairs of the Company as at the end of the financial year and of its profit or loss for the financial year in accordance with the requirements of section 393, and which otherwise comply with the requirements of the Act relating to financial statements, so far as applicable to the company.
These accounts have been prepared in accordance with the special provisions applicable to companies subject to the small companies' regime.
Approved by the trustees on 27 May 2021 and signed on their behalf by
## Kathryn Hopkins
Kathryn Hopkins - Chair
13
## **acta Community Theatre Ltd**
## **Notes to the financial statements**
## **For the year ended 31 March 2021**
**1. Accounting policies**
## **a) Basis of preparation**
- The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities in preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.
acta Community Theatre Ltd meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note.
## **b) Going concern basis of accounting**
- The accounts have been prepared on the assumption that the charity is able to continue as a going concern. The trustees have considered the ongoing impact of the COVID-19 pandemic on the charity’s current and future financial position. The charity holds unrestricted, general reserves of £89,980, a cash balance of £144,513, has confirmed funding for the majority of its planned projects over the next 12 months. It has also continued to make use of the Coronavirus Job Retention Scheme throughout the lockdown periods. The trustees therefore consider that the charity has sufficient cash reserves to continue as a going concern for a period of at least 12 months from the date on which these financial statements are approved.
## **c) Income**
Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the item of income have been met, it is probable that the income will be received and the amount can be measured reliably.
Income from the government and other grants, whether 'capital' grants or 'revenue' grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred.
## **d) Interest receivable**
- Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity: this is normally upon notification of the interest paid or payable by the bank.
## **e) Funds accounting**
Unrestricted funds are available to spend on activities that further any of the purposes of the charity. Designated funds are unrestricted funds of the charity which the trustees have decided at their discretion to set aside to use for a specific purpose. Restricted funds are donations which the donor has specified are to be solely used for particular areas of the charity's work or for specific projects being undertaken by the charity.
14
## **acta Community Theatre Ltd**
## **Notes to the financial statements**
## **For the year ended 31 March 2021**
## **f) 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 settlement will be required and the amount of the obligation can be measured reliably.
Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.
## **g) Allocation of support and governance costs**
Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Governance costs are the costs associated with the governance arrangements of the charity, including the costs of complying with constitutional and statutory requirements and any costs associated with the strategic management of the charity’s activities. These costs have been allocated between cost of raising funds and expenditure on charitable activities on the following basis:
|ities on the following basis:|||
|---|---|---|
||**2021**|2020|
|Raising funds|**24.0%**|25.0%|
|Charitable activities|**76.0%**|75.0%|
## **h) Tangible fixed assets**
Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows:
Stage equipment 25% reducing balance Office fittings and equipment 25% reducing balance
Items of equipment are capitalised where the purchase price exceeds £500.
## **i) Debtors**
Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.
## **j) Cash at bank and in hand**
Cash at bank and cash 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.
## **k) Creditors**
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 after allowing for any trade discounts due.
## **l) Financial instruments**
The charitable company only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently recognised at amortised cost using the effective interest method.
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## **acta Community Theatre Ltd**
## **Notes to the financial statements**
## **For the year ended 31 March 2021**
## **m) Pension costs**
The company operates a defined contribution pension scheme for its employees. There are no further liabilities other than that already recognised in the SOFA.
## **n) Accounting estimates and key judgements**
In the application of the charity's accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and underlying assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods.
The key sources of estimation uncertainty that have a significant effect on the amounts recognised in the financial statements are described below.
## **Depreciation**
As described in note 1h to the financial statements, depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life.
16
## **acta Community Theatre Ltd**
## **Notes to the financial statements**
## **For the year ended 31 March 2021**
**2. Prior period comparatives: statement of financial activities**
|Restricted
£
£
**Income from:**
Donations and legacies
-
122,970
Charitable activities
281,809
11,006
Other trading activities
-
4,372
Investments
-
230
**Total income**
281,809
138,578
**Expenditure on:**
Raising funds
10,603
58,239
Charitable activities
196,775
87,739
**Total expenditure**
207,378
145,978
**Net income / (expenditure) and net movement in funds**
74,431
(7,400)
**3.**
**Income from donations and legacies**
**2021**
Restricted
**Total**
£
£
**£**
**Core funding:**
Arts Council England NPO Funding
-
81,472
**81,472**
Arts Council England Cultural Recovery Fund
-
50,000
**50,000**
Coronavirus Job Retention Scheme grant
-
34,993
**34,993**
Bristol City Council Key Arts Provider
-
20,400
**20,400**
29th May 1961
-
5,000
**5,000**
Donations
-
2,512
**2,512**
**Total income from donations**
-
194,377
**194,377**
Unrestricted
Unrestricted|**2020**
**Total**
**£**
**122,970**
**292,815**
**4,372**
**230**|
|---|---|
||**420,387**|
||**68,842**
**284,514**|
||**353,356**|
||**67,031**|
||2020
Total
£
80,000
-
-
25,500
-
17,470|
||122,970|
All income from donations and legacies in the prior year was unrestricted.
17
## **acta Community Theatre Ltd**
## **Notes to the financial statements**
## **For the year ended 31 March 2021**
## **4. Income from charitable activities**
|**Grants > £5,000**
BBC Children in Need
Quartet Community Foundation
Church Urban Fund
Nisbet Charitable Trust
Community Fund: Holding On
**Other grants < £5,000**
**Total grants**
Box office and ticket sales
Fee income
**Total income from charitable activities**
**Prior period comparative**
**Grants > £5,000**
Paul Hamlyn Foundation
Youth Investment Fund
EU Creative Europe: RAPPORT
BBC Children in Need
Community Fund: Making Time
Bramble Trust
Nisbet Charitable Trust
**Other grants < £5,000**
**Total grants**
Box office and ticket sales
Book sales
Fee income
**Total income from charitable activities**|Restricted
£
£
19,842
-
14,820
-
10,000
-
10,000
-
9,870
-
7,002
-
71,534
-
-
144
-
1,615
71,534
1,759
Restricted
£
£
90,000
-
83,586
-
41,517
-
18,850
-
10,000
-
5,000
-
5,000
-
27,856
-
281,809
-
-
3,952
-
16
-
7,038
281,809
11,006
Unrestricted
Unrestricted|**2021**
**Total**
**£**
**19,842**
**14,820**
**10,000**
**10,000**
**9,870**
**7,002**|
|---|---|---|
|||**71,534**
**144**
**1,615**|
|||**73,293**|
|||2020
Total
£
90,000
83,586
41,517
18,850
10,000
5,000
5,000
27,856|
|||281,809
3,952
16
7,038|
|||292,815|
18
## **acta Community Theatre Ltd**
## **Notes to the financial statements**
## **For the year ended 31 March 2021**
## **5. Income from other trading activities**
|**Income from other trading activities**||||
|---|---|---|---|
|Premises hire
Theatre bar sales
**Total income from other trading activities**|Restricted
£
£
-
175
-
-
-
175
Unrestricted|**2021**
**Total**
**£**
**175**
**-**
**175**|2020
Total
£
1,931
2,441|
||||4,372|
All income from other trading activities in the prior year was unrestricted.
## **6. Total expenditure**
|**Total expenditure**|||||
|---|---|---|---|---|
|Staff costs (note 8)
Freelance fees
Premises costs
Vehicle hire
Production costs
Office costs
Insurance
Travel and accommodation
Depreciation
Print, publicity and documentation
Venue hire
Participant expenses
Training
Audit and accountancy
Affiliations and subscriptions
Bank charges
Bad debt
**Sub-total**
Allocation of support and governance costs
**Total expenditure**|Raising
funds
£
44,448
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
44,448
20,234
**64,682**|Charitable
activities
£
£
143,667
61,040
24,152
-
-
8,846
152
-
4,860
-
-
4,876
-
6,715
691
-
3,138
-
2,628
-
570
-
289
-
-
97
-
2,219
-
754
-
61
-
1,025
180,147
85,633
65,399
(85,633)
**245,546**
**-**
Support and
governance
costs||**2021**
**Total**
**£**
**249,155**
**24,152**
**8,846**
**152**
**4,860**
**4,876**
**6,715**
**691**
**3,138**
**2,628**
**570**
**289**
**97**
**2,219**
**754**
**61**
**1,025**|
||||85,633
(85,633)
**-**|**310,228**
**-**|
|||||**310,228**|
Total governance costs were £3,900.
19
## **acta Community Theatre Ltd**
## **Notes to the financial statements**
## **For the year ended 31 March 2021**
|**6.**
**Total expenditure (continued)**
**Prior period comparative**
Staff costs (note 8)
Freelance fees
Premises costs
Vehicle hire
Production costs
Office costs
Insurance
Travel and accommodation
Depreciation
Print, publicity and documentation
Venue hire
Bar costs
Participant expenses
Training
Audit and accountancy
Affiliations and subscriptions
Bank charges
**Sub-total**
Allocation of support and governance costs
**Total expenditure**|Raising
funds
£
49,345
-
-
-
-
-
-
-
-
-
-
1,389
-
-
-
-
-
50,734
18,108
68,842|Charitable
activities
£
£
145,493
35,129
39,649
-
-
14,178
13,165
-
12,910
-
-
5,744
-
7,672
6,950
-
3,545
-
5,742
-
2,162
-
-
-
1,508
-
-
5,747
-
1,680
-
1,199
-
149
231,124
71,498
53,390
(71,498)
284,514
-
Support and
governance
costs|**2020**
**Total**
**£**
**229,967**
**39,649**
**14,178**
**13,165**
**12,910**
**5,744**
**7,672**
**6,950**
**3,545**
**5,742**
**2,162**
**1,389**
**1,508**
**5,747**
**1,680**
**1,199**
**149**|
|---|---|---|---|
||||**353,356**
**-**|
||||**353,356**|
Total governance costs were £3,900.
20
## **acta Community Theatre Ltd**
## **Notes to the financial statements**
## **For the year ended 31 March 2021**
**7. Net movement in funds**
This is stated after charging:
|Depreciation
Trustees' remuneration
Trustees' reimbursed expenses
Independent examiner's remuneration|**2021**
**£**
**3,138**
**Nil**
**78**
**1,740**|2020
£
3,545
Nil
270
1,680|
|---|---|---|
Trustee reimbursed expenses relate to travel expenses for two trustees (2020: two trustees).
## **8. Staff costs and numbers**
Staff costs were as follows:
|Salaries and wages
Social security costs
Pension costs|**2021**
**£**
**227,784**
**16,198**
**5,173**
**249,155**|2020
£
209,083
16,067
4,817|
|---|---|---|
|||229,967|
No employee earned more than £60,000 during the year.
The key management personnel of the charitable company comprise the Trustees, Executive Director and Artistic Director. The total employee benefits of the key management personnel were £74,463 (2020: £78,928).
|Average head count|**2021**
**No.**
**9.0**|2020
No.
8.5|
|---|---|---|
## **9. Taxation**
The charity is exempt from corporation tax as all its income is charitable and is applied for charitable purposes.
21
## **acta Community Theatre Ltd**
## **Notes to the financial statements**
## **For the year ended 31 March 2021**
## **10. Tangible fixed assets**
|**Cost**
At 1 April 2020
Additions in year
At 31 March 2021
**Depreciation**
At 1 April 2020
Charge for the year
At 31 March 2021
**Net book value**
**At 31 March 2021**
At 31 March 2020
**11. Debtors**
Trade debtors
Prepayments
Other debtors
**12. Creditors : amounts due within 1 year**
Trade creditors
Accruals
Other taxation and social security
Deferred income
Other creditors|£
£
122,606
55,095
-
5,495
122,606
60,590
113,085
53,036
2,380
758
115,465
53,794
**7,141**
**6,796**
9,521
2,059
**2021**
**£**
**-**
**3,437**
**7,243**
**10,680**
**2021**
**£**
**156**
**2,219**
**5,838**
**2,520**
**529**
**11,262**
Stage
equipment
Office fittings
& equipment|**Total**
**£**
**177,701**
**5,495**|
|---|---|---|
|||**183,196**|
|||**166,121**
**3,138**|
|||**169,259**|
|||**13,937**|
|||11,580|
|||2020
£
3,037
3,921
-|
|||6,958|
|||2020
£
1,980
1,680
4,394
-
-|
|||8,054|
Deferred income relates to project fee income received in advance of delivery.
22
## **acta Community Theatre Ltd**
## **Notes to the financial statements**
## **For the year ended 31 March 2021**
## **13. Analysis of net assets between funds**
|**Analysis of net assets between funds**|||||
|---|---|---|---|---|
|Tangible fixed assets
Current assets
Current liabilities
**Net assets at 31 March 2021**
**Prior year comparative**
Tangible fixed assets
Current assets
Current liabilities
**Net assets at 31 March 2020**|£
-
43,951
-
**43,951**
£
-
104,681
(1,249)
**103,432**
Restricted
funds
Restricted
funds|Designated
funds
£
13,937
10,000
-
**23,937**
Designated
funds
£
11,580
-
-
**11,580**|£
-
101,242
(11,262)
**89,980**
£
-
91,950
(6,805)
**85,145**
General
funds
General
funds|**Total**
**funds**
**£**
**13,937**
**155,193**
**(11,262)**|
|||||**157,868**|
|||||**Total**
**funds**
**£**
**11,580**
**196,631**
**(8,054)**|
|||||**200,157**|
23
## **acta Community Theatre Ltd**
## **Notes to the financial statements**
## **For the year ended 31 March 2021**
## **14. Movements in funds**
|**Movements in funds**||||||
|---|---|---|---|---|---|
|**Restricted funds**
Nisbet Charitable Trust: Phoenix
Community Fund: Holding On
EU Creative Europe: RAPPORT
Bramble Trust: Young Carers
Quartet: Lockleaze YT
Church Urban Fund: Windrush
Other small grants (various)
**Total restricted funds**
**Unrestricted funds**
_Designated funds:_
Premises repairs reserve
Equipment reserve
_Total designated funds_
General funds
**Total unrestricted funds**
**Total funds**
BBC Children in Need: Lockleaze
Kids
Stop the Loan Sharks: Lockleaze
Stories
Paul Hamlyn Foundation:
Cornerstone|At 1 April
2020
£
66,922
4,379
-
-
22,927
5,000
-
1,357
-
2,847
103,432
-
11,580
11,580
85,145
96,725
200,157|Income
£
-
19,842
10,000
9,870
-
-
10,000
4,874
10,000
6,948
71,534
-
-
-
196,405
196,405
267,939|£
(57,967)
(17,020)
(5,700)
(4,829)
(18,420)
(3,000)
(5,100)
(1,184)
(10,000)
(7,795)
(131,015)
-
-
-
(179,213)
(179,213)
(310,228)
Expenditure|£
**£**
-
**8,955**
-
**7,201**
-
**4,300**
-
**5,041**
-
**4,507**
-
**2,000**
-
**4,900**
-
**5,047**
-
**-**
-
**2,000**
-
**43,951**
10,000
**10,000**
2,357
**13,937**
12,357
**23,937**
(12,357)
**89,980**
-
**113,917**
-
**157,868**
Transfers
between
funds
**At 31 March**
**2021**||
||||||**43,951**|
||||||**10,000**
**13,937**|
||||||**23,937**|
||||||**89,980**|
||||||**113,917**|
||||||**157,868**|
24
## **acta Community Theatre Ltd**
## **Notes to the financial statements**
## **For the year ended 31 March 2021**
## **14. Movements in funds (continued)**
|**Restricted funds**
Singer Foundation
Youth Investment Fund
Nisbet Charitable Trust: Phoenix
Community Fund: Making Time
EAR Erasmus Plus
EU Creative Europe: RAPPORT
Bramble Trust: Young Carers
Church Urban Fund: Windrush
Quartet: Sudanese Youth Theatre
Other small grants (various)
**Total restricted funds**
**Unrestricted funds**
_Designated funds:_
Equipment reserve
_Total designated funds_
General funds
**Total unrestricted funds**
**Total funds**
**Prior period comparative**
Paul Hamlyn Foundation: Stories
and Cornerstone
BBC Children in Need: Young
Carers and Lockleaze Kids
Quartet, Wessex Water:
Lockleaze Stories
Stop the Loan Sharks: Lockleaze
Stories|At 1 April
2019
£
18,630
3,831
3,040
-
-
-
-
-
-
-
-
-
-
3,500
29,001
13,866
13,866
90,259
104,125
133,126|Income
£
90,000
18,850
-
83,586
5,000
10,000
4,665
41,517
5,000
4,940
4,927
4,650
4,674
4,000
281,809
-
-
138,578
138,578
420,387|£
(41,708)
(18,302)
(3,040)
(80,739)
(5,000)
(10,000)
(4,665)
(18,590)
-
(4,940)
(3,570)
(4,650)
(4,674)
(7,500)
(207,378)
-
-
(145,978)
(145,978)
(353,356)
Expenditure|£
**£**
-
**66,922**
-
**4,379**
-
**-**
-
**2,847**
-
**-**
-
**-**
-
**-**
-
**22,927**
-
**5,000**
-
**-**
-
**1,357**
-
**-**
-
**-**
-
**-**
-
**103,432**
(2,286)
**11,580**
(2,286)
**11,580**
2,286
**85,145**
-
**96,725**
-
**200,157**
Transfers
between
funds
**At 31 March**
**2020**|£
**£**
-
**66,922**
-
**4,379**
-
**-**
-
**2,847**
-
**-**
-
**-**
-
**-**
-
**22,927**
-
**5,000**
-
**-**
-
**1,357**
-
**-**
-
**-**
-
**-**
-
**103,432**
(2,286)
**11,580**
(2,286)
**11,580**
2,286
**85,145**
-
**96,725**
-
**200,157**
Transfers
between
funds
**At 31 March**
**2020**|
|---|---|---|---|---|---|
||||||**103,432**|
||||||**11,580**|
||||||**11,580**|
||||||**85,145**|
||||||**96,725**|
||||||**200,157**|
25
## **acta Community Theatre Ltd**
## **Notes to the financial statements**
## **For the year ended 31 March 2021**
## **14. Movements in funds (continued) Purposes of restricted funds**
Paul Hamlyn Foundation: Cornerstone
Three year (2020 – 23) support for engagement of diverse communities in programme and workforce, plus sector development.
BBC Children in Need: Lockleaze Kids
Three year (2019 – 21) support for drama and theatre workshops with children aged 5 – 9 years in Lockleaze.
Nisbet Charitable Trust: Phoenix Phoenix Theatre, weekly drama and theatre workshops for vulnerable young adults aged 16 – 25 years, funded by Nisbet Charitable Trust. Community Fund: Holding On Creative support for isolated older people (Making Time group) through lockdown. EU Creative Europe: RAPPORT A two year refugee integration partnership project during 2020 and 2021, bringing together local people from different nationalities and sharing theatre across Europe.
Bramble Trust: Young Carers Weekly youth theatre for young carers, meeting online this year. Quartet: Lockleaze YT A youth theatre for older children and young people in Lockleaze. Stop the Loan Sharks: Lockleaze A weekly community theatre company of adults in Lockleaze, Stories creating a radio drama from their theatre show that raised awareness of debt and loan sharks. Church Urban Fund: Windrush Malcolm X Elders Theatre Company doorstep films for local schoolchildren. Other small grants (various) Various smaller grants to support the local programme.
26
## **acta Community Theatre Ltd**
## **Notes to the financial statements**
## **For the year ended 31 March 2021**
## **15. Related party transactions**
There were no related party transactions in the year.
## **16. Government grants**
The charitable company receives government grants, comprising Key Arts Provider funding made by the local authority, National Portfolio Funding from the Arts Council, and Coronavirus Job Retention Scheme grant to fund the programmes of acta Community Theatre Ltd. The total value of these grants is shown below. There were no unfulfilled conditions or contingencies attaching to these grants in the current or prior year.
|Arts Council England NPO Funding
Arts Council England Cultural Recovery Fund
Bristol City Council Key Arts Provider
Coronavirus Job Retention Scheme grant
**Total government grants**
**Prior year comparative**
Arts Council NPO Funding
Bristol City Council Key Arts Provider
BIG Lottery: Youth Investment Fund
**Total government grants**|Restricted Unrestricted
£
£
-
81,472
-
50,000
-
20,400
-
34,993
-
186,865
Restricted Unrestricted
£
£
-
80,000
-
25,500
83,586
-
83,586
105,500|**2021**
**Total**
**£**
**81,472**
**50,000**
**20,400**
**34,993**|
|---|---|---|
|||**186,865**|
|||2020
Total
£
80,000
25,500
83,586|
|||189,086|
27