The Oxford Playhouse Trust
(A company Ilmlted by guarantee)
Trustees, Annual Report and Financial Statements
for the year ended 31st March 2024
Company registered number 2397373
Charity registered number 900039
01)
OXFORD
PLAYHOUSE

The Oxford Playhouse Trust
Report of the Trustees
for the year ended 31st March 2024
The Trustees present their report and the audited financial statements of the charity for the year ended 31st
March 2024. The trustees have adopted the provisions of the Statement of Recommended Practice (SORPI
"Accounting and Reporting by Charities" {FRS 102) in preparing the annual report and financial statements of
the charity.
Trustees of the charity
The directors of the charitable company are its trustees for the purposes of charity law. The trustees who have
served during the year and since the year end were as follows:
D Dance (Chair)
S Eltis
C Mayer {resigned 28 November 2023)
K Wilkes
C Thurby-Brooks (resigned 28 November 20231
A Buonfino
J Pillman (Vice Chairl
S Staunton (resigned 30 April 20231
R Collins {re5igned I September 20231
E Claughton (appointed 20 February 2024)
A Ray (appointed 20 February 20241
A Knight {appointed 20 February 20241
J Bhogal (appointed 20 February 20241
D Baker (appointed 20 February 2024}
M Tuckwell {appointed 20 February 20241
G Aitken {appointed 20 February 2024)
G Rose (appointed I September 20231
Reference and admlnistrative detalls
Secreta
G Baker
Chief Executive Officer:
M Tweddle
Charit
number:
900039
Com
an
number:
2397373
Princi
al Office:
11- 12 Beaumont Street
Oxford
OXI 2LW
Bankers:
The Royal Bank of Scotland CAF Bank Ltd
32 St Giles,
25 Kings Hill Avenue
Oxford
West Malling
OXI 3ND
Kent
ME19 4JQ
Barclays Bank plc
54 Cornmarket Street
Oxford
OXI 3HB
Auditors:
Wenn Townsend
30 St Gile5'
Oxford
OXI 3LE
Solicitors:
Harbottle & Lewis
7 Savoy Court
London
WC2R OEX

The Oxford Playhouse Trust
Report of the Trustees (continued)
for the year ended 31st March 2024
Objectives and Activltles
The charitable objectives of Oxford Playhouse are the promotion and advancement of the education of the
public, to raise the general standard of dramatit production in the United Kingdom, to educate public taste, to
encourage the arts of drama and music, and to stimulate public awareness and appreciation of the visual arts.
Vision: A Playhouse for Everyone
Purpose: To inspire audience5 and positively impact lives by nurturing and championing creativity and artistic
excellence on our stages, online and in our communities.
Mission: to deliver high-quality, innovative and inclusive artistic programmes that nurture the curiosity of
audiences and participants; and to invest in partnerships and collaborations within the cultural sector and
Oxfordshire's communities.
Our Interconnected programmes:
Playhouse Presents: we present and produce world-class, inspirational theatre on our stages, online,
on tour and in community & educational settings, that nourish & entertain audiences and reflect &
celebrate Oxfordshire's diverse communities.
Playhouse Artlsts: we connect and support emerging, developing and mid-career artists, to enable
creative practice and experimentation; creating an environment within Oxford Playhouse for innovative
new work.
Playhouse Communitles: working with community partners, we deliver accessible artistic and
participatory programmes, with a focus on breaking down barriers to attendance and widening creative
opportunities for all.
Public benefit statement
The Trustees have complied with their duty to have due regard to the guidance on public benefit published by
the Charity Commission in exercising their powers and duties.
Achlevements and performance
Oxford Playhouse is one of the country's leading regional theatres. The only not-for-profit mld-scale venue In
Oxfordshire, The Playhouse Is at the heart of cultural life in the city and region, with a wonderfully rich heritage,
dating back to 1938, of live performance, drama, dance, spoken word, music and comedy. The expertise and
outstanding reputation of the team including its technical, programming & production, marketing & sales
functions, ensure that it is a favoured venue on the mid-5cale touring map. It also produces its own mid-5cale
and studio productions, including a hugely popular pantomime which plays to audiences of around 38,000 each
year. As well as being a home for inspirational performance, The Playhouse is an active charity with artistic,
social and educational aims, which are embedded through its vibrant and inclusive creative learning
programme.
During 2023124, Oxford Playhouse presented over 90 companies in 624 performances (248 of which were for
family audiences). selling 141,OCXJ tickets. We commissioned artists to produce original work for OP, managed
three Young Companies and an Adult Acting Company, co-produced the annual Offt)eat Festival to showcase
new work, and toured the Playhouse Plays Out Tent to schools and community settings across the county,
playing free to over 3000 children and their families.

The Oxford Playhouse Trust
Report of the Trustees (continued)
for the year ended 31st March 2024
RECEIVED PROGRAMME
The varied and diverse Main House programme included: the award-wining musical Blood Brothers {playing
for the first time at Oxford Playhouse); high-quality drama including Somerset Maugham's The Circle, starring
Jane Asher, I, Daniel Blake, KIN, Farm Hall, The Way Old Friends Do, Murder in the Dark, The Verdict, When
Darkness Falls,. contemporary dance from Ballet Black {Pioneers) and Richard Chappell Dance Company. opera
from.Opera Up Close and English Touring Opera; music from Fairport Convention; Eliza Mccarthy & Jon
Boden, Fascinating Aida, Bach Explored, Gilbert & Sullivan's HMS Pinafore, The Pasadena Roof Orchestra and
RUSH.. A Joyous Jamaican Journey; one nighters including Natalie Haynes, Sir Bradley Wiggins, Dr John Cooper
C-larke, Susie Dent, Red Sky ot Sunrise with Anton Lesser, Uncanny l Know What I Saw with Danny Robbins and
an audience with Dame Patricia Routledge. as well as comedy from Stewart Lee, Bridget Christie, Jenny Éclair,
Michael Mclntyre, Miles Jupp, Ivo Graham, Nick Mohammed, and Lucy Beaumont. The programme also
included a new co-production for Oxford Playhouse, Royal & Derngate Northampton, China Plate, Inspector
Sands of Emily Brontè's Wuthering Heights.
Children's and family theatre included Northen Ballet's Tortoise & The Hare, Julia Donaldson's Zog, Peppa Pig'5
Fun Doy Out, Comedy Clubfor Kids, Blippi.. The Wonderful World Tour,. as well as a musical production from The
Children's Theatre Partnership of Charles Dickens/Michael Rosen's Unexpected Twist; and from Le5 Enfants
Terribles, The House With Chicken Legs.
Productions staged by community companies included The Addams Family performed by Musical Youth
Company of Oxford, The Hobbit performed by pupils from Magdalen College School, The Chinese New Year
Festival Show in association with Oxford Brookes University, and Oxford5hire Mind's Comedy Gala. University
of Oxford co-productions with Oxford Playhouse and supported by Oxford University Dramatic Society (OUDS)
during the year included the student productions of The Great Gat5by, Angels in America and The Cherry
Orchard. The year also included the triennial Oxford Greek Play, a new translation of Medeu, produced by
students supported by Oxford University Classical Drama Society {OUCDSI and Oxford Playhouse.
OXFORD PLAYHOUSE PRODUCTION5
Playhouse Plays Out Tent (Summer 2023) Mlnd the Monsters
"You con be inspired andfeel like you can do anything." {Pupil attending the show)
Each year, The Playhouse aims to tour a piece of accessible children's theatre and accompanying creative
workshops to schools and community settings across the county, with a particular emphasis on areas of low
cultural engagement and/or deprivation. Our Playhouse Tent show in summer 2023 was entitled Mind the
Monsters. an original piece of drama, written by Ben Watson and directed by Al Miller. The show, aimed at KSI
and KS2 children and families, explored how we can keep our brains healthy and be aware of negative thought
patterns and behaviours. We were pleased to partner with One Eighty, an Oxfordshire children's mental health
charity, who advised us the final script, as well as on our planning/resources for schools, workshops.
Funding was secured from the Lucy Group, The Pye Charitable Settlement, The D'oyly Carte Charitable Trust,
Moulsford School and Blenheim Palace, which enabled the tour of 60 performances and 25 workshops to be
delivered free to all audiences. With school settings across the county {1926 schoolchildren), we also toured to
5 community venues {1193 audience5) including The Leys Witney, Flo Fest in Florence Park Oxford, Oxford
Children's Hospital, and RAF Ben50n.

The Oxford Playhouse Trust
Report of the Trustees (continued)
for the year ended 31st March 2024
Oxford Playhouse Pantomime
Jack & The Beanstalk
-what o delight. The Oxford Playhouse pantomime this yeor presents o pantomime with all the tried and tested
traditional elements but with t7 noveltyfactor that counterpoints the whole show to perfection... Joyfull Oxford
Times
The Oxford Playhouse pantomime Jack & The Beonstolk, written by Jack Counsel and directed by Toby Hulse,
was hugely successful and played to 36,197 audiences, including 8400 schoolchildren, from November 2023 -
January 2024 and recorded record sales for an OP pantomime.
A cast of 8 professional actors were joined on stage by a 14 strong Young Company. The Playhouse continued
its commitment to its Open House programme, by giving away over 1434 free tickets to community groups,
whose members might otherwise not have been able to attend. These groups included: Helen & Douglas
House, Asylum Welcome, Yellow Submarlne Charity, Homeless Oxfordshire, Bounce Back 4 Kids, Autlsm at
Kingwood, Be Free Young Carers, Oxfordshire Deaf Children's Society, The Leys Family Solutlons Service and
Rose Hill Junior Youth Club. Access performances across the run included Audio Described l& Touch Tour),
Captioned, Relaxed and Dementla Friendly (in partnership with Age UK Oxfordshire). We also worked in
partnership with the Freemasons on an invited audience of children with special and additional needs.
Burton Taylor 5tudlo Chrlstmas Show
Dear Father Christmas
"These children were entranced. They didn't move or speak other than to engage in the Show and when they did
they were so excited... it was warm and seemed designed ubsolutely with all the things that young children like
firmlyfront of mind... an absolute delight." Daily Info
Dear Fother Christmas, written by Helen Eastman, was a restaging of this very popular OP production (original
20111 and over 60 performances played to 2555 audiences, including 1390 children. Directed by Helen Eastman
and Sam Rayner, the production was aimed at 3- 7-year-olds and was set in Santa's postroom on Christmas Eve
with interactive elements during the show for the children to enjoy as well as the story itself. All performances
for this production were Relaxed. Children were invited to write to Father Christmas before the show and post
their letters in a special postbox, with the letters forming part of the set for the production.
ARTIST DEVELOPMENT
During the year, Oxford Playhouse continued its commltment to working with developing artists.
The annual Offbeat Festival of new work ran in July 2023, in partnership with Arts at The Old Flre Station and
the New Theatre, Oxford, with a range of outdoor, indoor, and digital productions.
Our flagship professional artist schemes, Evolve and Playhouse Playmaker, were both relaunched thi5 year.
During Autumn 2023, we recruited six writers to Playhouse Playmaker, a playwriting course which began in
January 2024, with monthly se55i0ns, mentoring and support led by writer Clare Bayley. Over the length of the
programme, each writer has produced a complete draft of a new play, and excerpts will be performed as part
of Offbeat Festival 2024. Our current Playmaker writers are: Paula David, Louis Emmitt-stern, Afsaneh Gray,
Jessica Norman, Lare Oyefusi and Sarn Parker.
We also recruited three artists and companies to Evolve, our attached artists scheme, which a150 commenced
in January 2024, with tailored mentoring support, cash support and space/facilities resource. Our current Evolve
artists/companies are: Oxford People's Theatre, Seemia Collective and Stephen Bailey.

The Oxford Playhouse Trust
Report of the Trustees (continued)
for the year ended 31st March 2024
A renewed focus was placed through the year on wider support for regional artists, with artist coffee mornings,
co-working space and networking sessions all taking place.
CREATIVE LEARNING & PARTICIPATION
The Playhouse delivered an extensive Participation programme during 23/24, with a total engagement level of
14060.
Children & Young People
Our weekly, term-time sessions, including music & story fun with Hey Diddle Diddle {age5 0-5), Playhouse
Youth Theatre (ages 12-16) and Playhouse Young Company117-25 year olds) successfully continued, with
numbers reaching full capacity across the year. Our Playhouse Young Company participants presented a
production on the Main Stage: Blue Stocking5 by Jessica Swale and holiday schemes included Play in a Week
(ages 7- 111 and Comedy & Clowning (ages 12-161 and delivered our tenth Fun Palace event, as part of the
national initiative. There were audition opportunities for young people to take part in professional
productions, with fourteen teenagers cast in our pantomime, Jack and The Beanstalk and 3 young people
performing during the Oxford run of English Touring Theatre's Macbeth.
Communlties & Adults
This programme continued to grow and included an ongoing collaboration with KEEN Oxford to deliver
accessible drama workshops. The participants, all living with additional needs and disabilities, created their
own short version of Jack & the Beanstalk, ahead of their visit to see our Panto. The Spring Term explored
stories by Roald Dahl, with a similar sharing taking place for an invited audience of families and KEEN Oxford
service users.
Social Thursdays continued providing free sessions for older or socially isolated people to explore creative
activities including play readings, craft activities, and music workshops. OP continued to co-chair the ROAR
partnership, seeking to increase and improve accessible creative opportunities across Oxfordshire. We also
provided work experience placements to young adults with additional needs, working in partnership with the
charity Yellow Submarine.
Through the year we ran a programme of post-show discussions around the main stage programme, open to
all to attend. The Playhouse Adult Company (ages 26+1 continued to be popular, now delivering at full
capacity120 x participants}, with a waiting list for places. Among the projects the group worked on was a
ensemble staging of Under Milk Wood by Dylan Thomas, performed in the Burton Taylor Studio.
Creatlve Educatlon
Our Creative Education work included our flagship literacy and creative programme, Primary Playmaker. 420
schoolchildren in Years 5 & 6 from 11 Oxfordshire primary schools took part in ten weeks of workshops
delivered in their school setting by Oxford Playhouse practitioners. The workshops guided the
children to write their very own playscript. A showcase of their work, with a selection of the children's scripts
rehearsed and performed by a cast of four professional actors, played on the main stage at OP with all those
who had participated in the Primary Playmaker scheme attending.
We also began planning for a pilot project entitled Open House for Schools, to open access for schoolchildren
and schools who wouldn't otherwise be able to attend production5 at OP. Work Experience weeks offered 46
teenagers across 4 placement weeks the opportunity to learn about a professional theatre and work with
multiple departments in our organisation.

The Oxford Playhouse Trust
Report of the Trustees (continued)
for the year ended 31st March 2024
KEY UPDATES & FUTURE PLANS
The recruitment and onboarding of new leadership, trustees and senior staff was a major focus and priority for
the 23/24 period. After a wide executive search and recruitment process, Mike Tweddle joined as Artistic
Director & CEO in September 2023. He brought a wealth of art15tic leadership experience, expertise as a director
and producer, and a strong personal history and affinity with Oxford Playhouse. Director of Marketing Marianne
Jacques, who had successfully steered the organisation's recovery for six months as Interim CEO, was appointed
to the new role of Executive Director in October 2023. They worked in partnership with the Chair and Vice Chair
on a Board development process, which led to the recruitment of 7 new trustees in January 2024, enriching and
diversifying the skills and perspectives represented by the Board.
Further key appointments included Katy Snelling, who returned to Oxford Playhouse in the new role of Director
of Programming and Creative Partnerships. In addition, Ashley Bale stepped up to a new and expanded role as
Technical Director and Head of Production, tasked with delivering efficiencies and innovation in our producing
model, and working to establish new co-producing relationships and approaches. The Senior Management
Team was further strengthened by internal promotion across departments including Marketing &
Communications, Participation and Operations. By the end of the financial year, senior staff and new trustees
had been sufficiently integrated to begin work with the wider team and stakeholders on a new five-year strategy
12025-30). The organisation has continued its recovery from the effects of the pandemic, with audience
numbers increasing yearon year, and now approaching pre-covid levels. The organisation has placed a renewed
focus on increasing the reach of engagement with audiences, artists and participants.
Workforce
During the year, Oxford Playhouse employed 34 permanent members of staff {full and part-time). It also
employed 83 contractual, freelance, or commissioned staff.
The charity is supported by a team of 85 volunteers, who give their time to assist in the Front of House operation
of the theatre. This dedicated group share ushering duties for each of the 560+ performances during the year
and make a huge contribution to the organisation through their advocacy within our communitie5.
Financial Review
Despite an ongoin8 challenging economic climate for cultural organisations, The Playhouse continued its
commitment to artistic and creative learning programmes for all. We continued to see recovering audience
confidence in attending live events, and the increasing availability of touring work. This had a positive impact
on income and combined with effective cost-control we generated a surplus for the year. An increase in income
generated from Oxford Playhouse productions on the main and studio stages was encouraging, as was income
generated from the received programme. At 31 March 2024, there was a surplus generated of £117,000 and a
free reserves Posltion of £558,200.
Reserves Policy
Oxford Playhouse maintains reserves to provide business stability and to invest in the artistic programme and
a550ciated creative learning activities. The Board believes that general funds reserves should be maintained at
a level equating to 8 weeks full operating costs- equivalent to three months excluding direct charitable activity
costs. This equates to £487,500. Free reserves at 31 March 2024 showed a significantly improved position of
E558,200 - up £352,200 from the March 2023 position of £206,000. The Trustees plan to continue building
these reserves whilst balancing the current needs of The Playhouse and its beneficiaries.
Funding
In this period, Oxford Playhouse received the first year of its Art5 Council England National Portfolio Funding for
2023 - 2026, a grant of £386,456. In January it was announced that the funding period will be extended to
2027 for current NPOS in a non-competitive process. Oxford Playhouse is grateful for the continued support of
the University of Oxford, who provide an annual grant of £102,050. The Playhouse is also funded by Oxford City
Council (£20,000) as part of the Community Impact Fund.

The Oxford Playhouse Trust
Report of the Trustees (continued)
for the year ended 31st March 2024
Risk Management
Investment powers and policy
Under the Memorandum and Articles of Association, the charity has the powerto invest in any way the trustees
wish. The trustees, investment policy is to obtain as high an income as possible with low risk. Such funds should
be easily accessible given the trustees, intention to spend designated funds and the requirement to hold liquid
funds to meet troughs in cash flow and unexpected liabilities.
Risk Management
The trustees are responsible for the management of risks faced by the organisation. The board carries out
formal review of the charity's risk management processes on an annual basis and the charity maintains a risk
register. Risks are identified, analysed and assessed, in terms of likelihood and probable impact, with mitigation
actions, monitoring, ownership and controls in place.
We recognise three categorles of risk management:
Avoidance- managing to avoid the occurrence of the risk or ellminatin8 Its cause.
Mitigation- managing the risk to reduce the impact of the rlsk if it does occur, e.g. insurance.
Acceptance
accepting the consequence of the risk either by producing a contingency plan to
implement if the risk event occurs or by adjusting plans and intentions to cope with its effects.
We consider three outputs when managing risk:
Direct action- measures to avoid or mitigate the risk occurring or reducing the consequences of the
occurrence.
Contingency- a plan to implement if risk occurs, action undertaken in anticipation of risk occurring.
Review- setting a time at which the risk identification and analysis is reviewed and revised if nece55ary.
Main risks that carry a potential threat to the organisation have been identified as follows:
The lower level of free reserves." management and the board actively review reserves levels on an at
least quarterly basis; building financial resilience Is a strategic objective and building reserves Is
prioritised in decision making;
Economic conditions: current economic uncertainty, high interest rates & inflation, and cost of living
crisis may impact booking behaviour of audiences; mitigation comes from robust financial deals around
shows, dynamic ticket pricing, realistic income target setting, combined with strengthening and
diversifying funding from non-programme sources.
Availability of high-quality touring shows. This risk may continue as the sector continues its recovery
post pandemic. Our position is strengthened by a growing reputation for strong ticket sales attracting
visiting producers and an increase in co-productions.
Potential instability caused by changes in leadership and governance.
The long-term effect of the pandemic on the theatre industry and the national economy more widely.
Other external factors affecting the UK'5 economic and political stability.
Governance
Oxford Playhouse Trust is a registered charity and company limited by guarantee. Oxford Playhouse is
governed by an independent, diverse, and experienced Board of Trustees, in accordance with the objectives
and procedures set out in the organisation's Memorandum and Articles of Association 25 May 1989, amended
22 September 2001 and 23 September 2006. The liability of members is limited by guarantee to an amount
not exceeding £1 per member. At the balance sheet date there were 13 members.

The Oxford Playhouse Trust
Report of the Trustees {continued)
for the year ended 31st March 2024
The Board of Trustees meet quarterly with the Executive and by exception if required. Members of the Senior
Management Team (SMT} join sessions by invitation. Departmental reports, including progress against Arts
Council England investment principles, and activity actions plans, are produced for each meeting.
Management Accounts, Balance Sheet, Cash Flow Statement and Funds Summary are emailed monthly for
review to all Trustees and discussed at Finance Committee and Board meetings. Vision and strategy are
discussed and developed with Trustees and SMT at an annual Board Away Day.
The Board is supported by three committees chaired by trustees (Governance; Finance & Risk. Programme,
Productions & Participation. Nominations) and three Taskforces chaired by staff members (Dynamism &
Development; Equity, Diversity & Inclusion; Buildings & Sustainability). Each committee has its own terms of
reference. Committees meet quarterly with relevant staff, appointed Trustees, invited industry professionals
and volunteers.
All Board and Committee meetings are recorded, and minutes circulated to Trustees and auditors. The Board
is responsible for considering and formally ratifying recommendations rnade by the sub committees. The
Finance Committee is responsible for appointing an auditor every five years. The Auditor presents the year-
end accounts and audit findings to Trustees.
Appointment of Trustees
The Memorandum and Articles of Association of The Oxford Playhouse Trust stipulate that the appolntment of
trustee5 is as follows: Two by The University of Oxford, one by St John's College, Oxford, and at least four by
the company in general meeting.
The Board appointed Mrs. Debbie Dance, who is an existing Board member, as Chair in March.
Leadership & Management
Marianne Jacques took over as Interim Chief Executive Officer in April 2023. After an extensive external search
process, Mike Tweddle was appointed as Artistic Director & Chief Executive Officer. He took up the position in
September 2023. Marianne Jacques was appointed into a new position of Executive Director in October 2023.
Key Management Personnel Remuneration
The Trustees consider the Board of Trustees, the Artistic Director & CEO, Executive Director and the Senior
Management Team to comprise the key management personnel of the charity, in charge of directing and
controlllng the charity, and overseeing day to day operations.
All Trustees give of their tlme freely and no Trustee remuneration was paid in the year in their capacity as
Trustees. Details of Trustee expenses and related party transactions are disclosed in note 9 to the accounts.
Trustees are requjred to disclose all relevant interests and, in accordance with the Trust's policy, withdraw from
decisions where a conflict of interest arises. The pay of the senior leadership team is reviewed annually and is
normally increased in accordance with average earnings. Remuneration is reviewed to ensure that it is fair and
in line with similar roles internally and externally.
Trustees are required to disclose all relevant interests and withdraw from decisions where a conflict of
interest arises.
Related parties
Arts Council England, The University of Oxford and Oxford City Council provide essential core funding and have
nominated representation on the board. In the case of Oxford City Council, the nominated individual is non-
voting observer. St John's College, Oxford, which 15 the freeholder of The Playhouse building, also nominates a
board member. Details of transaction5 With these organisations are provided in the notes to the accounts.

The Oxford Playhouse Trust
Report of the Trustees (continued)
for the year ended 31st March 2024
Statement of Trustees, responslbllities
The Trustees (who are also directors of The Oxford Playhouse Trust 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 situation of the charitable company and of the incoming resources and application of
resources, including the income and expenditure, of the charitable company for the year. In preparing these
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 2015 IFRS 1021,
make judgements and estimates that are reasonable and prudent.
state whether applicable UK Accounting Standards have been followed, subject to any
material depa rtures disclosed and explained in the financial statements.
prepare the financial statements on the going concern basis unless it is inapproprlate to
presume that the charitable company will continue in operation.
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
statement5 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
irregularitie5.
Disclosure of information to the 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:
there is no relevant audit information of which the company's auditor5 are unaware; and
we have taken all the steps that we ought to have taken as directors to make ourselves aware of any
relevant audit information and to establish that the company's auditors are aware of that information.
This report ha5 been prepared having taken advantage of the small companies, exemption in the Companies
Act 2006.
y order of the trustees
D Dance (Chair)
..2024

Independent Auditors, Report to the Members of The Oxford Playhouse Trust
Opinion
We have audited the financial statements of The Oxford Playhouse Trust for the year ended 31st March
2023 which comprise the Consolidated Statement of Financial Activities, the Consolidated and Charity
Balance Sheet, the Consolidated Cash Flow Statement and the related notes, including a summary of
significant accounting policies. The financial reporting framework that has been applied i n their preparation
is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The
Finoncial Reporting StandGrd (7pplicGble in the UK and Republic of Ireland (United Kingdom Generallv
Accepted Accounting Practice).
In our opinion the financial statements:
give a true and falr view of the state of the group's and parent charitable company's affairs as at 31st
March 2023, and of the group's incoming resources and application of resources, including its income
and expenditure, for the year then ended-
have been properly prepared in accordance wlth United Klngdom Generally Accepted Accounting
Practice; and
have been prepared in accordance with the requirements of the Companies Act 2006 and the Charities
Act 2011.
Basls for opinion
We conducted our audit in accordance with International Standards on Auditing IUKI IISAS IUK)} and
applicable law. Our responsibilities under those standards are further described in the Auditorfs
responsibilities for the audit of the financial statements section of our report. We are independent of the
group and parent 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 relatlng to golng concern
In auditing the financial statements, we have concluded that the trustees, use of the going concern basis of
accountins 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 conditlons that, individually or collectively, may cast significant doubt on the cha rita ble 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 a nd the responsibilities of the trustees with respect to going concern are described in
the relevant sections of this report.
Other information
The trustees are responsible for the other information. The other information comprises the information
included in the trustees, annual report, other than the financial statements and our auditor's report
thereon. 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.
io

Independent Audltors, Report to the Members of The Oxford Playhouse Trust (continued)
In connection with our audit of the financial statements, our responsibility is to read the other information
and, in doing so, consider whether the other information is materially incons1Stent with the financial
statements or our knowledge obtained in 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 there is a material misstatement in the financial statements or a material misstatement of the
other information. 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 prescrlbed by the Companies Act 2006
In our opinion, based on the work undertaken in the course of the audit..
the information given in the trustees, report {incorporating the directors, report) for the financial year
for which the financial statements are prepared is consistent with the financial statements; and
the directors, report has been prepared in accordance with applicable legal requirements.
Matters on which we are requlred to report by exceptlon
We have nothing to report in respect of the following matters in relatlon to which the Companies Act 2006
requires us to report to you if, in our opinion:
adequate and sufficient accounting records have not been kept by the parent charitable company, or
returns adequate for our audit have not been received from branches not visited by us,. or
the parent charitable company's financial statements are not in agreement with the accounting records
and returns,. or
certain disclosures of directors, remuneration Specified by law are not made; or
we have not received all the information and explanations we require for our audit.
Responsibilities of trustees
As explained more fully i n the directors, responsibilities statement, the trustees (who are also the dlrectors
of the charitable company for the purposes of company lawl 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 group's and parent
charitable company's ability to continue as a 8olng 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 group or the parent charitable company or to cease operations, or have no realistic alternative but to
do 50.
Auditor's responsibilitles 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 mi55tatement, whether due to fraud or error, and to Issue an auditorfs 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 exi5t5.
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.
li

Independent Auditors, Report to the Members of The Oxford Playhouse Trust (continued)
A further description of our responsibilities for the audit of the financial statements is located on the Financial
Reporting Council's website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our
auditorfs report.
We communicate with those charged with governance regarding, among other matters, the planned scope and
timing of the audit and significant audit findings, including any significant deficiencies in internal control that
we identify during our audit.
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 15 detailed below:
Enquiry of management, those charged with governance around actual and potentlal Iltlgation and
claims;
Enqulry of entity staff in tax and compllance functions to identify any instances of non-compliance with
laws and regulations;
Reviewin8 minutes of meetings of those charged with governance;
Reviewing financial statement disclosures and testingto supporting documentation to assess compliance
with applicable laws and regulations;
Performing audit work over the risk of management override of controls, including testing of journal
entries and other adjustments for appropriateness, evaluating the business rationale of significant
transactions outside the normal course of business and reviewing accounting estimates for bias.
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.
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 and to the charitable companWs trustees, as a body, in accordance with Part
4 of the Charities {Accounts and Reports) Regulations 2008. 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 auditorfs
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.
Lee Baker FCA (Senior Ststutory Auditor)
For and on behalf of
Wenn Townsend
Statutory Auditor
30 St Giles,
Oxford
OXI 3LE
. 2024
12

The Oxford Playhouse Trust
Consolidated Statement of Financial Activities (including income and expenditure account)
for the year ending 31st March 2024
Note Unrestricted Designated
Funds
Funds
Restricted
Funds
Total
Funds
2024
Total
Funds
2023
Income from:
Donations and legacies
Charitable activities
Other trading activities
Other income
Investments
645,563
3,175,545
514,922
22,125
115,950
1,862
783,638
816,545
3,177,407 2,859,488
514,922
450,696
88,197
58,404
11,844
2,854
4b
88,196
11,844
Total income and endowments
4,347,875
22,125
206,008
4,576,008 4,187,987
Expendlture on:
Raising funds
Charitable activities
Trading to generate
funds
Total expenditure
264,650
3,393,509
390,282
11,976
69,889
11,976
33,133
250,611
33,133
309,759
319,596
3,714,009 3,821,866
435,391
429,051
4,048,441
93,841
316,877
4,459,159 4,570,513
Net
incomel(expenditure)
299,434
{71,716}
{110,8691
116,849
{382,5261
Transfer between funds
52,754
(33,2101
{19,5441
Net
Income/{expenditure)
after transfers
18
352,188
1104,926)
{130,4131
116,849
(382,5261
Reconciliation of Funds
Total funds brought
forward
Total funds carrled
forward
18
206,007
503,909
1,368,454
2,078,370 2,460,896
18
558,195
398,983
1,238,041
2,195,219 2,078,370
The statement of fi nancial activities includes all gain5 and105ses recognised in the year.
All incoming resources and resources expended derive from continuing activities.
The notes on pages 16 to 30 form part of these financial statements
13

The Oxford Playhouse Trust (Company Number 2397373)
Balance sheet
as at 31st March 2024
Group
Charity
Note
2024
2023
2024
2023
Fixed assets
Tangible assets
Investments
li
12
1,383,665
1,539,416
1,383,665
1,539,416
1,383,665
1,539,416
1,383,666
1,539,417
Current assets
Stock
Debtors
Cash at bank and in hand
13
14
13,393
316,457
1,333,973
12,524
202,333
1,224,126
13,393
316,457
1,333,973
12,524
202,333
1,224,126
1,663,823
1,438,983
1,663,823
1,438,983
Current liabilities
Creditors falling due within one year 15
(852,2691
{900,0291
1852,2691
1900,0291
Net current assets
811,554
538,954
811,554
538,954
Net assets
2,195,219
2,078,370
2,195,220
2,078,371
The funds of the charity
Restricted income funds
Unrestricted income funds:
General
Designated
18
1,238,041
1,368,454
1,238,041
1,368,454
18
18
558,195
398,983
206,007
503,909
558,196
398,983
206,008
503,909
Total unrestrlcted funds
957,178
709,916
957,179
709,917
Total charlty funds
2,195,219
2,078,370
2,195,220
2,078,371
The financial statements have been prepared in accordance with the Special provisions of part 15 of the
Companies Act 2006 relating to small companies.
11.1.09.1..
These financial statements were approved by thetrustees on .... .
by:
2024 and were signed on their behalf
D Dance (Trustee)
The notes on pages 16 to 30 form part of these financial statements
14

The Oxford Playhouse Trust (Company Number 2397373)
Statement of Cash Flows
for the year endlng 31st March 2024
Note
2024
2023
Net cash flow from operating activities
20
139,782
44,081
Cash flow from investlng activities
Payments to acquire tangible fixed assets
Bank interest received
11
(41,7791
11,844
(106,384)
2,854
Net cash flow from Snvestlng actlvltles
(29,935)
{103,530)
Net Increase In cash and cash equivalents
109,847
(59,449)
Cash and cash equlvalents at 1st April 2023
1,224,126
1,283,575
Cash and cash equivalents at 31st March 2024
1,333,973
1,224,126
Analys15 of cash and cash equlvalents:
Cash at bank and in hand
1,333,973
1,224,126
Total cash and cash equlvalents
1,333,973
1,224,126
15

The Oxford Playhouse Trust
Notes to the accounts
for the year ended 31st March 2024
I Summary of significant accounting policies
al General Information and basis of preparation
Oxford Playhouse Trust is a company limited by guarantee governed by it5 memorandum and articles of
association dated 25th May 1989 and amended 22nd September 2001 and 23rd September 2003. It is
registered as a charity with the Charity Commission in the United Kingdom. In the event of the charity being
wound up, the liability in respect of the guarantee is limited to £1 per member of the charity. The address
of the registered office is given in the charity information on page l of these financial statements. The
nature of the cha rity's operation5 and principal activities are included in the trustees, report.
The charity constitutes a public benefit entity as defined by FRS 102. These accounts have been prepared
on an accruals basis and include income and expenditure as they are earned or incurred, rather than as cash
is received or paid. The financial statements have been prepared in accordance with 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
Issued in October 2019, the Financial Reporting Standard applicable in the United Kingdom and Republic of
Ireland (FRS 1021, the Charities Act 2011, and UK Generally Accepted Accounting Practice.
The financial statements are prepared on a going concern basis under the historical cost convention,
modified to include certa in items at fair value. The financial statements are prepa red in sterling which is
the functional currency of the charity and rounded to the nearest £.
The significant accounting policies applied in the preparation of these financial statements are set out
below. These policies have been consistently applied to all years presented unless otherwise stated.
b) Group financial statements
These financial statements consolldate the results of the charity and its wholly owned subsidiary Oxford
Playhouse Productions Lim ited on a l ine by line basis. A separate Statement of Financia l Activities, or income
and expenditure account, for the charity itself is not presented because the charity has taken advantage of
the exemptions afforded by Section 408 of the Companies Act 2006.
c) Funds
Unrestricted fund5 are available for use at the discretion of the trustees in furtherance of the general
objectives of the charity and which have not been designated for other purposes.
Designated funds comprise unrestricted funds that have been set aside by the trustees for particular
purposes. The aim and use of each designated fund is set out in the notes to the financial statements.
Restricted funds are fund5 which are to be used in accordance with specific restrictions imposed by donors
or which have been raised by the charity for particular purposes. The cost of raising and administering such
funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes
to the financial statements.
16

The Oxford Playhouse Trust
Notes to the accounts {continued)
for the year ended 31st March 2024
I Summary of signlficant accounting policies
d) Income recognltlon
All incoming resources are included in the Statement of Financial Activities (So FAI when the charity Is legally
entitled to the income after any performance conditions have been met, the amount can be measured
reliably and it is probable that the income will be received.
For donations to be recognised the charity will have been notified of the amounts and the settlement date
in writing. If there are conditions attached to the donation and this requires a level of performance before
entitlement can be obtained then income is deferred until those conditions are fully met or the fulfilment
of those conditions is within the control of the charity and it is probable that they will be fulfilled.
No amount is included in the financial statements forvolunteer time in line with the SORP IFRS 102}. Further
detail is given in the Trustees, Annual Report.
For legacies, entitlement is the earlier of the charity being notified of an im pendi ng d istribution or the legacy
being received. At this point income is recognised. On occasion legacies will be notified to the charity where
it is not possible to measure the amount expected to be distributed. On these occasions, the legacy is
treated as a contingent asset and disclosed.
Income from trading activities includes income earned from fundraising events a nd trad ing activities to raise
funds for the charity. Income is received in exchange for supplying goods and services in order to raise funds
and is recognised when entitlement has occurred.
The charity receives government grants via Arts Council England and Oxford City Council. Income from
government and other grants are recognised at fair value when the charity has entitlement after any
performance conditions have been met, it is probable that the income will be received, and the amount can
be measured reliably. If entitlement is not met then these amounts are deferred,
Investment income is all earned from cash holdings in bank deposit accounts.
Other income includes gains on disposals of tangible fixed assets and currency revaluations.
(e) Expenditure recognition
All expenditure is accounted for on an accruals basis and has been classifled under headinES that aggregate
all costs related to the category. Expenditure is recognised where there is a lega l or constructive obligation
to make payments to third parties, It is probable that the Settlement will be required and the amount of the
obligation can be measured relia bly. It is categorised under the following headi ngs:
Costs of raising donations and legacies includes salaries and the costs of fundraising events and promotional
material;
Expenditure on cha rita ble activities includes production costs and fees pa id to Vlslting companies, along
with salaries and costs of providing educational experience5 to schools and the public,. and
Costs of trading to generate funds represents those items not falling into the categories above.
Irrecoverable VAT is charged a5 an expense against the activity for which expenditure arose.
17

The Oxford Playhouse Trust
Notes to the accounts (continued)
for the year ended 31st March 2024
1 Summary of signlficant accounting policies (continued)
(f) Support costs allocation
Support costs are those that assist the work of the charity but do not directly represent charitable activities
and include office costs, governance costs, administrative and payroll costs. They are incurred directly in
support of expenditure on the objects of the charity. Where support costs cannot be directly attributed to
particular headings they have been allocated to cost of raising funds and expenditure on charitable activities
on a basis consistent with use of the resources. Overheads have been allocated on a per capita basis.
Fund-raising costs are those incurred in seeking voluntary contributions and do not include the costs of
disseminating information in support of the charitable activities.
The analysis of these costs is included in note 6.
8) Tangible fixed assets
Tangible fixed assets are stated at cost lor deemed cost) or valuation less accumulated depreciation and
accumulated impairment losses. Cost includes costs directly attributable to making the asset capable of
operating as intended.
Depreciation is provided on all tangible fixed assets, at rates calculated to write off the cost, less estimated
residual value, of each asset on a systematic basi5 over its expected useful life as follows:
Leasehold improvements
Fixtures and fittings
Computer equipment
Life of lease lending October 20371
5-20% straight line
20-25% straight line
h) Stocks
Stock is included at the lower of cost or net reali5able value. Stock consists of purchased goods for resale.
l) Debtors and credltors recelvable / payable wlthin one year
Debtors and creditors with no stated interest rate and receivable or payable within one year are recorded
at transaction price. Any losses arisin8 from impairment are recognised in expenditure.
J) Provisions
Provisions are recognised when the charity has an obligation at the balance sheet date as a result of a past
event, it is probable that an outflow of economic benefits will be required in settlement and the amount
can be reliably estimated.
k) Leases
Rentals payable and receivable under operating leases are charged to the SOFA on a straight line basis over
the period of the lease.
l) Foreign currency
Foreign currency transactions are initially recognised by applying to the foreign currency amount the spot
exchange rate between the functional currency and the foreign currency at the date of the transaction.
Monetary assets and liabilities denominated in a foreign currency at the balance sheet date are translated
using the closing rate.
18

The Oxford Playhouse Trust
Notes to the accounts (continued)
for the year ended 31st March 2024
I Summary of significant accounting policies (continued)
m) Employee benefits
When employees have rendered service to the charity, short-term employee benefits to which the
employees are entitled are recognised at the undiscounted amount expected to be paid in exchange for
that service. The charity operates a defined contribution plan forthe benefit of its employees. Contributions
are expensed as they become payable.
n) Tax
The charity is an exempt charity within the meaning of schedule 3 of the Charities Act 2011 and is considered
to pass the tests set out in Paragraph I Schedule 6 Finance Act 2010 and therefore it meets the definition
of a charitable company for UK corporation tax purposes.
o) Golng Concern
The financial statements have been prepared on a going concern basis as the Trustees believe that no
material uncertainties exist. The Trustees have considered the level of funds held and the expected level of
Income and expenditure for 12 months from authori5ing these financial statements. They have concluded
that the budgeted income and expenditure is sufficient with the level of reserves held for the charity to be
able to continue as a going concern.
p) Judgements and key sources of estlmatlon uncertalnty
The preparation of the financial statements requires the Trustees 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 event5 that are believed to
be reasonable under the circumstances.
In preparing these financial statements, the Trustees have made the following judgements:
Basls of allocatlon of support costs (note 6)
Support costs totalling £1,003,17812023: £1,054,099) are allocated to expenditure categories in the
Statement of Financial Activities based on an estimate of the time spent on these activities.
Estlmate of useful economlc Ilfe of flxed assets (note 11)
As noted in note Ig above, fixed assets totalling £1,383,665 {2023: £1,539,416) are depreciated on a
straight line basis based on an initial estimate of their useful economic l ives.
2 Income from donations and legacles
2024
2023
Gifts
Oxford University Grant
Oxford City Council Grant
Art5 Council England
275,132
102,050
20,000
386,456
307,749
101.040
21,300
386,456
783,638
816,545
In 2024, income from donations and legacies attributable to restricted funds totalled £115,95012023:
£188,609).
19

The Oxford Playhouse Trust
Notes to the accounts (continued)
for the year ended 31st March 2024
3 Income from charitable activities
Unrestricted Unrestricted
Funds
Funds
2024
2023
Income relating to presented programme
Admission Charges & Hire Fees:
Oxford Playhouse
Burton Taylor Studio
Membership
Theatre Tax Relief
2,199,239
22,090
28,263
95,347
1,985,337
19,995
27,188
108,000
Income from In-house Productions and Touring:
Performances at Oxford Playhouse
Performances at Burton Taylor Studio
Performances on tour
753,365
39,627
13,204
644,897
31,066
17,239
Education related income:
Admission & Workshop charges
26,272
25,766
3,177,407
2,859,488
In 2024, £1,862 from charitable activities was attributable to restricted funds12023: £11,346).
43 Income from other trading activities
2024
2023
Tickets Oxford Agency
Bar and Catering operation
BT Management Fees
Sponsorship
50,144
370,892
84,986
8,900
44,049
320,252
83,795
2,600
514,922
450,696
In 2024, no income from trading activities wa5 attributable to restricted funds12023: £nil).
20

The Oxford Playhouse Trust
Notes to the accounts {continued)
for the year ended 31st March 2024
4b Other income
2024
2023
Government Grant: Job Retention Scheme
Restoration Levy
2,533
55,871
88,197
88,197
58,404
In 2024, £88,197 from other income was attributable to restricted funds12023., £55,871).
5 Income from investments
All of the investment income arises from interest bearing deposit and current accounts.
In 2024, no income from investments was attributable to restricted fund512023: £nill.
6 Total resources expended
Charltable Actlvltles
Raising Generating
Funds
Funds Programme
Total
2024
Productlons
Educatlon
Direct Costs
Production Costs
Staff Costs (note 101
Cost of Sales
Marketing Activity
Fundraising/Gala Cost
1,216,820
729,666
510,404
185,733
65,220
13,267
1,792,444
1,326,665
130,140
202,225
4,508
199,000
199,000
130,140
161,194
41,031
4,508
Support Costs
Governance (note 71
Premises Costs
Irrecoverable VAT
Depreciation
IT Costs
Administration
12,164
38,507
12,164
38,507
44,600
141,194
235,013
108,641
7,365
87,789
2,732,282
11,353
35,940
59,821
27,654
1,875
22,346
896,157
811
2,567
81,092
256,715
294,834
197,530
13,390
159,615
4,459,159
29,630
2,008
23,942
309,759
29,630
2,008
23,942
435,391
1,975
134
1,596
85,570
21

The Oxford Playhouse Trust
Notes to the accounts (continued)
for the year ended 31st March 2024
6 Total resources expended {continued)
Prior year
Charitable Activities
Raising Generating
Funds
Funds Programme
Total
2023
Productions
Education
Direct Costs
Production Costs
Staff Costs {note 10)
Cost of Sales
Marketing Activity
Fundraisin8/Gala Cost
1,354,248
717,809
492,224
182,715
33,682
13,051
1,880,154
1,305,107
118,112
204,384
8,657
195,766
195,766
118,112
162,915
41,469
8,657
Support Costs
Governance (note 7)
Premises Costs
Irrecoverable VAT
Depreciation
IT Costs
Administration
17,577
39,631
17,577
39,632
64,450
145,316
228,195
121,478
37,488
53,568
2,885,467
16,405
36,990
58,086
30,922
9,542
13,635
881,988
1,173
2,642
117,182
264,211
286,281
220,870
68,160
97,395
4,570,513
33,131
10,224
14,610
319,596
33,130
10,224
14,610
429,051
2,209
682
972
54,411
Included in the above is £316,877 (2023: £262,273) charged to restricted funds.
Governance costs
2024
2023
Auditor remuneration for audit
Auditor remuneration for non-audit
Legal and professional fees
Trustee Expenses
10,000
10,006
60,993
93
9,020
60,786
47,376
81,092
117,182
Net (expenditure)
Thi5 IS Stated after charging/(crediting):
2024
2023
Depreciation
Payments under operating leases
Auditor's remuneration
Non-audit remuneration
197,530
61,350
10,000
10,006
220,870
61,350
9,020
60,786
22

The Oxford Playhouse Trust
Notes to the accounts (continued)
for the year ended 31st March 2024
Trustees, and key management personnel remuneration and expenses
The trustees neither received nor waived any remuneration during the year {2023: £nill.
The total amount of employee benefits received by key management personnel is £232,534 (2023:
£302,885). The charity considers its key management personnel comprise:
Artistic Director & CEO
Executive Director
Director of Programming & Creative Partnerships
Finance Controller
Technical Director & Head of Production
Director of Operations
No trustees are accruing pension arrangements {2023: None). During the year, Trustees were reimbursed
expenses totallin8 £573 {2023- £2,823).
10 Analysis of staff costs and numbers
2024
2023
Wages and Salaries
Social security costs
Defined contribution pension costs
1,205,294
95,475
25,896
1,125,417
97,678
24,563
1,326,665
1,247,658
No employees received total employee benefits of more than £60,000 In the current year12023: None).
The average monthly number of employees and full-time equivalent (FTE) during the year was as follows:
2024
Number
2023
Number
ProEramming, Productions, Educatlon, Marketing, Development,
Operations
Front of House, Box Office and Bar/Caterin& Admin and Finance
18
19.5
10
28
28.5
23

The Oxford Playhouse Trust
Notes to the accounts {continued)
for the year ended 31st March 2024
11 Tanglble fixed assets
Leasehold
improvements
Flxtures &
fltting5
Computer
equipment
Total
Cost
At 1st April 2023
Additions
Disposals
3,116,245
8,946
1,511,516
11,573
220,186
21,260
4,847,947
41,779
At 31st March 2024
3,125,191
1,523,089
241,446
4,889,726
Depreciation
At 1st April 2023
Charge for year
Disposals
2,049,626
74,007
1,114,127
86,810
144,778
36,713
3,308,531
197,530
At 31st March 2024
2,123,633
1,200,937
181,491
3,506,061
Net book value
At 31st March 2024
1,001,558
322,152
59,955
1,383,665
At 31st March 2023
1,066,619
397,389
75,408
1,539,416
12 Subsldiary Companles
2024
2023
100 £1 ordinary shares in The Oxford Playhouse Limited
l £1 ordinary share in Oxford Playhouse Productions Limited
Provision against investment in The Oxford Playhouse Limited
loo
100
(100)
{iooi
At 31st March 2024The Oxford Playhouse Limited (registered in England and Wales) had aggregate capital
and reserve5 of £100. The company is dormant and there were no gains or losses for the current or
previous year. The investment has been impaired to nil as the subsidiary 15 not trading.
24

The Oxford Playhouse Trust
Notes to the accounts (continued)
for the year ended 31st March 2024
12 Subsidiary companies (contlnued)
Oxford Playhouse Productlons Limited {registered in England and Wales) is a wholly owned subsidiary of
The Oxford Playhouse Trust. Summary of results for Oxford Playhouse Productions Limited are as follows:
2024
2023
Assets
Liabilities
95,219
107,777
Funds
95,219
107,777
Income
Expenditure
570,613
1570,613)
583,525
1583,5251
Net profit
Other income- Theatre tax credits
95,218
107,776
Operating profit
95,218
107,776
13 Stocks
2024
2023
Goods for resale
13,393
12,524
14 Debtors
2024
2023
Trade debtors
Other debtors
Prepayments and accrued income
34,597
1,335
280,525
36,263
166,070
316,457
202,333
25

The Oxford Playhouse Trust
Notes to the accounts (continued)
for the year ended 31st March 2024
15 Creditors due within one year
2024
2023
Trade Creditors
Social Secu rity & other taxe5
Other Creditors and Accruals
Deferred income
Amount owed to subsidiary companies
143,774
40,125
200,423
467,847
loo
243,522
27,776
285,099
343,532
loo
852,269
900,029
16 Deferred income
Deferred income comprises advance ticket sales and grants received for projects taking place in the next
financial year.
2024
2023
Balance at 1st April 2023
343,532
251,382
Amount released to incoming resources
Amount deferred in year
1343,532)
467,847
1251,3821
343,532
Balance as at 31st March 2024
467,847
343,532
17 Leases
Operatlng leases
Total future minimum lease payments under non-cancellable operating leases are as follows:
2024
2023
Not later than one year
Later than one and not later than five years
Later than five years
25,012
83,922
1,479
61,350
214,250
345,725
110,413
621,325
26

The Oxford Playhouse Trust
Notes to the accounts (continued)
for the year ended 31st March 2024
18 Fund Reconciliation
Unrestrlcted funds
Balance at 1st
April 2023
Incoming
Resources
Resources
Expended
Transfers Balance at 31st
March 2024
General Fund
Designated Boiler
Designated Artist Development
Designated Pit Lift
Designated Fixed Assets
206,007
89,Crf)O
14.000
4,347,875
14,048,441)
52,754
189,000}
558,195
114,000)
22,125
50,000
5,790
72,125
326.858
400,909
179,841)
709,916
4,370,000
{4,142,282)
19,544
957,178
Restrlcted funds
Balance at 1st
Aprll 2023
Incomln8
Resources
Resources
Expended
Transfer$ 8alance at 31st
March 2024
Oxford Playhouse: Leasehold Buildings
Oxford Playhouse- Fixtures and Fittings
Tent
Creative Learning
Participation Communities
Cameron Mackintosh
Building Works
Gladstone
OCC Big Ideas Grant
Consultancy
I,OCrf),693
137,814
49,895
35,848
2,803
20,000
61,041
17,000
20,000
23,360
164,3421
153,3461
149,9481
142,2971
117,3971
115,4591
(48.8911
11,8371
8,946
27,043
945.297
111,511
55,O¢JO
16,059
9,495
6.203
94,476
55.053
22,508
24,089
1,662
93,196
9,500
110,8701
124,6631
120,0001
123,3601
1,368,454
206,008
1316,8771
119,5441
1,238,041
Designated funds
Deslgnated Fixed Assets: thls Is the cost of fixed assets purchased from unrestrlcted surpluses. Additlons are capitalised
and defined as designated funds with a fund transfer from unrestricted funds. Depreciation on such assets is char8ed to
the designated fund over their useful economic life per note Ig.
Designated Artlst Development Fund: Fund covers our Playhouse Playmaker and EVOLVE schemes whlch help progress
early-mid career artlsts.
Restrirted funds
Oxford Playhouse: Leasehold Bulldlngs- Capital Funds raised to refurbish The Oxford Playhouse.
Oxford Playhouse: Flxtures and Flttings- Capital Fund5 raised to refurbish The Oxford Playhouse.
Tent: decorated marquee that travels to schools and community groups with Interactive play.
Creative Leavlng: pro8rammes to support literacy for children and young people
Partlclpatlon Communltles: Participation Outreach - community engagement project.
Cameron Mackintosh: to underwrite any1055es incurred on student productions taking place in main house.
Buildin8 works: includes restoration levy of £88.196 and specific grants to fund building projects at OPT.
Gladstone: To help pay for a new projector.
OCC Big Ideas Grant: to Co-create immersive theatre with young people and community group5. Effectively the main
grant became project-based and not core; the grant w35 released to general fund in 23/24.
Consuftancy: to support the ongoing programme of change management at executive level.
27

The Oxford Playhouse Trust
Notes to the accounts (continued)
for the year ended 31st March 2024
19 Analysls of net assets between funds
Consolidated:
Unrestricted
General funds
Designated
Funds
Restricted
income
funds
Total
Fixed assets
Cash at Bank and in hand
Other Current assets
Current Liabilities
326,857
72,126
1,056,808
181,233
1,383,665
1,333,973
329,850
{852,2691
1,080,614
329,850
{852,269)
558,195
398,983
1,238,041
2,195,219
Charity:
Unrestrirted
General funds
Designated
Funds
Restricted
income
funds
Total
Fixed assets
Investments
Cash at Bank and in hand
Other Current assets
Current Liabilities
326,857
1,056,808
1,383,665
1,080,614
329,850
{852,269)
72,126
181,233
1,333,973
329,850
1852,269}
558,196
398,983
1,238,041
2,195,220
20 Reconclllation of net income/(expendlture) to net cash flow from operatlng actlvltles
2024
2023
Net income / (expenditure) for the year
116,849
1382,5261
Depreciation of fixed assets
Bank interest
(increase) / decrease in stock
(Increase) / decrease in debtors
(Decrease) / increase in creditor5
197,530
(11,8441
{8691
(114,1241
147,7601
220,870
(2,8541
1,405
(70,2281
277,414
Net cash flow from operating activities
139,782
44,081
28

The Oxford Playhouse Trust
Notes to the accounts (continued)
for the year ended 31st March 2024
21 Pensions and other post-retirement benefits
Defined contribution pension plans
The charity operates a defined contribution pension plan for its employees. The amount recognised as an
expense in the period wa5 £25,89612023: £24,563).
The defined contribution liability is allocated to unrestricted funds.
22 Related party transactions
Information about related party transactions and outstanding balances is outlined below:
St John5 College, Oxford owns the freehold of Oxford Playhouse and adjoining off ices, and in line with the
Memorandum of A550ciation, has a representative on the Board. Rent paid under the two separate leases
totalled £34,12512023: £34,125). There are no outstanding balances with the college at 31st March 2024.
The University of Oxford also has representatives on the Board. The University provided a 8rant of £nil
during the year12023: £101,040) and owns the Burton Taylor Studio, which it pays the charity to manage
on its behalf. The total fee for this was £84,986 (2023: £83,795) of which £nil was outstandin8 at year end
{2023: £nil).
23 Comparative funds
Unrestricted funds
Balance at 1st
April 2022
Incomln8
Resources
Resources
Expended
Transfers Balance at 31st
March 2023
General Fund
Designated Tent Fund
Deslgnated Boiler
Designated Artist Development
Designated Fixed Assets
512,571
3,275
89,000
3,921,436
13,2751
14,220,967)
17,0331
206,007
89,000
14,000
400,909
14,000
440,879
187,2731
47,303
1,045,725
3,932,161
14.308,2401
40,270
709,916
Restricted funds
Balance at 1st
Aprll 2022
Incomlng
Resources
Resources
Expended
Transfer5 Balance at 31st
March 2023
Oxford Playhouse.. Leasehold Building5
Oxford Playhouse.. Fixtures and Fittings
Tent
Creative Learning
Participation Communities
Cameron Mackintosh
Building Work5
CRF2
Gladstone
OCC Big Ideas Grant
Consultancy
1,005,507
207,516
20,080
43,000
6,207
20,000
45,425
67,436
163,8941
169,7021
139,0131
110,1521
111,0281
59,080
1,000,693
137,814
49,895
35,848
2,803
20,000
61,041
68,828
3,000
15,127
17,503)
56,871
116.8441
124.4111
167,4361
17,000
20,000
75,000
17,000
20,000
23,360
151.6401
1,415,171
255,826
1262,2731
140,2701
1,368,454
29

The Oxford Playhouse Trust
Notes to the accounts {continued)
for the year ended 31st March 2024
24 Comparative analysis of net assets between funds
Consolidated:
Unrestrirted
General funds
Designated
Funds
Restricted
income
funds
Total
Fixed assets
Cash at Bank and in hand
Other Current assets
Current Liabilities
400,909
103,000
1,138,507
229,947
1,539,416
1,224,126
214,857
{900,0291
891,179
214,857
1900,029)
206,007
503,909
1,368,454
2,078,370
Charity:
Unrestrlcted
General funds
Designated
Funds
Restricted
income
funds
Total
Fixed assets
Investments
Cash at Bank and in hand
Other Current assets
Current Liabilities
4(JI,909
1,138,507
1,539,416
891,179
214,857
1900,0291
103,OCK)
229,947
1,224,126
214,857
1900,029)
206,008
503,909
1,368,454
2,078,371
30