for the Period Ended 31 December 2025
| Directors report | |
| Profit and loss | |
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
Directors' report period ended
The directors present their report with the financial statements of the company for the period ended 31 December 2025
Principal activities of the company
Directors
The director shown below has held office during the whole of the period from
1 January 2025
to
31 December 2025
The above report has been prepared in accordance with the special provisions in part 15 of the Companies Act 2006
This report was approved by the board of directors on
And signed on behalf of the board by:
Name:
Status: Director
for the Period Ended
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As at
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| Tangible assets: | 3 |
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| Creditors: amounts falling due within one year: | 5 |
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The notes form part of these financial statements
This report was approved by the board of directors on
and signed on behalf of the board by:
Name:
Status: Director
The notes form part of these financial statements
for the Period Ended 31 December 2025
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
Other accounting policies
for the Period Ended 31 December 2025
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| Average number of employees during the period |
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for the Period Ended 31 December 2025
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
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| Cost | £ | £ | £ | £ | £ | £ |
| At 1 January 2025 |
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| At 31 December 2025 |
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| At 31 December 2025 |
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| At 31 December 2024 |
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for the Period Ended 31 December 2025
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| £ | £ | |
| Other debtors |
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for the Period Ended 31 December 2025
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| £ | £ | |
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for the Period Ended 31 December 2025
| Name of director receiving advance or credit: |
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| Balance at 31 December 2024 |
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| Advances or credits repaid: |
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| Balance at 31 December 2025 |
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2025 was a year of great change for the organisation. Since 2018, many of our productions and classes had been held in a church, which also doubled as a hire space. Early in 2025, the venue decided they wanted to increase their focus on church activities and, as such, gave us a year's notice to move our productions elsewhere. This revelation sparked a huge effort from within our parent body and wider community to help us find a new home for 2026. After months of searching and worry, we were delighted to take occupancy of The Cowane Centre in Stirling in October. Formerly a community centre operated by the council, it gave us not only a permanent and much larger home, complete with a built-in theatre, but also an opportunity for additional income generation and to support other groups in the community by hiring out our space, This also meant leaving our office space in Dunblane and withdrawing our provision from the town. We did this in a staggered manner and were relieved when the large majority of customers were willing to come with us to Stirling. Despite the huge changes caused by moving home, we were determined to keep things as business as normal as we could. Throughout 2025, our classes remained popular, with many of them operating at or close to capacity. Shows and productions continued to remain a core part of our programme delivery, with demand remaining incredibly high. To help increase opportunities for performance, we continued to utilise multiple casts for many of our productions. In the autumn of 2025, we launched registration for Matilda Jr, to be performed in 2026, and such was the interest that we had to introduce an unprecedented fourth cast. All of these activities were important in developing not only performance and stagecraft, but everyday transferable skills such as communication, confidence and working together. Our outreach and community work saw us attending local events and performing or hosting stalls. Once again, we attended Stirling Pride, The Dunblane Fling, The Dunblane High Street Extravaganza and Bloody Scotland. In addition, our open evening at our new home at The Cowane in November saw many members of the public, local community, politicians and local businesses attend, allowing us to reach out and build relationships with these groups. Commercially, we were also commissioned once again by Blair Drummond Safari Park to take a lead on producing their Christmas season offerings. Overall, despite the challenges and uncertainty that came with such a significant year of change, we continued to provide opportunities for children and young people to take part in performing arts activities throughout 2025. The move to The Cowane also gave us the opportunity to widen our impact, providing a new home for the organisation while creating a space that could be used by other groups and members of the wider community. As we ended the year, we were in a much stronger position to continue developing our activities and the opportunities we could offer in the years ahead.
The company's stakeholders continued to be the children, young people and wider communities in and around Dunblane and, more significantly for the future, Stirling. Throughout the year, we continued to listen to the people who took part in our activities and engaged with the organisation. Feedback came through a variety of channels, including social media, conversations with members and families, and the many informal discussions that took place during classes, productions and community events. A specific new group that we were keen to build relationships with was our local neighbours, as our new home was located in a city centre area with many residential properties nearby. The increased use of the building led to increased traffic in the immediate vicinity, and we worked with our customers and building users to help reduce the impact of this wherever possible. These conversations helped us understand what was working well, where improvements could be made and what our community wanted from us. This feedback continued to inform how we developed our activities and made decisions about the organisation, We remained committed to ensuring that the people who used and engaged with Rubber Chicken Theatre CIC had opportunities to share their views and that these were considered as the organisation continued to develop.
The total amount paid or receivable by directors in respect of qualifying services was £24,457. There were no other transactions or arrangements in connection with the remuneration of directors, or compensation for director’s loss of office, which require to be disclosed.
No transfer of assets other than for full consideration
This report was approved by the board of directors on
13 July 2026
And signed on behalf of the board by:
Name: Miss P Mackie
Status: Director