CLE/,N
BRE,IK
DIRECTORS REPORT
for the year ending 31 March 2024
Clean Break Theatre Company
Annual Report and Financial Statements
31 March 2024
2 Patshull Road
London NW5 2LB
Company Limited by Guarantee
Registration number: 2690758 (England and Wales)
Charity Registration number: 1017560

DIRECTORS REPORT
for the year ending 31 March 2024
The members of the Board present their statutory report together with the consolidated
financial statements of Clean Break Theatre Company (the company) and its trading
subsidiary. Clean Break Productions Limited, for the year ended 31 March 2024.
The report has been prepared in accordance with Part 8 of the Charities Act 2011 and
constitutes a directors. report for the purposes of company legislation.
The financial statements have been prepared in accordance with the accounting
policies set out on pages 3T to 40 of the attached financial statements and comply with
the charitable company's memorandum and articles of association. the Charities Act
2011 and 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 United Kingdom and Republic of Ireland (FRS 102),
effective f rom accounting periods commencing 1 January 2015 or later.
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CONTENTS
KEY REFERENCE AND ADMINISTRATIVE DEfAILS
Co-chair introduction
Introduction
ACTIVITIES AND IMPACT OF THE CHARITY
Croato bold, eourageous and outstandlng th•atr• that #park* eompassion and
action in our audiences
nv•st in and nurtur• th• voic•s. ex￿rIenC•s. oxp•rtl$e. and asplratlons of our
M•mb•r*
13
B• a loadlng fore• in th• 8•ct•r• w• work In and wlth
16
Drlv• forward •qu•lityi div•r41ty •nd Inclu•lon In •nd b•yond
our organisation
18
Our workforco
Op•ration8 and administration
Flnanee and fundlng
23
StOt•ment of th• mombers of th• Board'i r•4ponsibiliti
Ind•p•nd•nt fAKlitorfs r•w to momborn of Cloan Break theatre ¢ompany
CX)NSOUDATED sfATEMEKf OF FINANCIALACTIVMES
84l•nc• *h••t*
Conlolidatod •tst¢mgrt of c••h fl(¥w•
Princip•l •ccounting polieios
Not•a to the fJnanci¥l st•tement•
41
Thanks
30155

STRUCTURE, GOVERNANCE, AND KEY REFERENCE AND
ADMINISTRATIVE DETAILS
The charity is constituted as a company limited by guarantee and is therefore governed by a
Memorandum and Articles of Association. The maximum liability of members in the event of a
winding up is £1. At 31 March 2024 there were 14 members who are all Directors of the
company.
The charity has one active, wholly owned trading subsidiary? Clean Break Productions Limited.
Any profits go to support the charity.
The membars of the Board constitute directors of the charity for the purposes of the Companies
Act 2006 and trustees for the purposes of charity legislation. At any one time there must be
minimum of six members but never more than 14. New members of the Board are electad by
existing members. Members of the Board are required to retiro after four years, service but are
eligible for re-election for up to a further four years: and in extraordinary circumstancos can
have their term extended by a further year. In May 2024 the trustees passed a special resolution
to increase the maximum number of trustees to 16.
The Board regularly reviews the diversity of it$ members and proactively plans for succession;
creating a Nominations Committee to lead recruitment. In 2024. the trustees18d an open
recruitment to find new Co<hairs to lead the Board and will welcome them at the July 2024
AGM.
MEMBERS OF THE BOARD
Emily Ashton - Chair of the Finance Committee
Josette Bushell-mingo - appointed July 2024- Co-chair
Sarah Jane D8nt- appointed July 2024; Co-chair
Joni Emary- apFX)inted July 2024
Alison Frat8r- Co-chair; retiring July 2024
Lara Grace Ilori - appointed July 2023
Catriona Guthrie- appointed July 2￿23
Alison Jefferis - Chair of Development Committeo
Rania Jumaily
Rose Mahon
Carien Meijer- appointed July 2023
Winsome Pinnock - sabbatical 2023/24
Alexandra Rowse - Interim Co-chair. maternity leave from May 2024
Amanda Richardson - reappointed July 2023
Naima Sakand8- appointed July 2023
Jess Southgate- appointed July 2023
Nola Sterling
Tanya Tracay - Co-chair, retired July 2023
COMPANY SECREfARY
Erin G3v8ghan
4ofSS

Key management personnel for Clean Break are the Board of trustees (who do not receive
remuneration lor their setrvices as trustees), the Executive Team and the Senior Management
Team.
EXECUTIVE TEAM
Anna Herrmann (Artistic Director & Joint CEO)
Erin Gava9han (Ex8CUtivo Director & Joint CEO)
SENIOR MANAGEMENT
Lakesha Arie-Angelo (Associate Artistic Director. from March 2024)
Saffi Jones (Head of Finance & Operations)
Sally Muckley (Head of Development & Communications)
Jacqueline Stewart (Head of Participation & Deputy CEO)
AUDITOR
Goldwin$. 75 Maygrove Road, London NW6 2EG
SOLICITORS
Bates Wells Braithwaite, 10 Queen Street Place. London. EC4R 1BE
BANKERS
CAF Bank Ltd
25 Kings Hill Avenue. Kings Hill
West Malling. Kent ME19
Co-operative Bank plc
PO Box 101, 1 Balloon Street
Manchester. M60 4EP
60156

CO-CHAIR INTRODUCTION
This is my last 'chair intro. as I come to the end of my term this July. I leave Clean Break reflecting on
the past four years With many thanks=
to Members: whose voices are at the heart of Clean Break infoming creativity. guiding
man8g8ment. directing governance. For me. the film, HOPE (2023). stories from four women finding
ways to hold on to hope. was a great example of how the work comes together. It delivers on Clean
Break's commitment to Co-creation and inspires debate questioning the relentless damag8 caused by
the criminalisation of women. it presents a better way.
to the Staff: for building e communty for creative learning that crafts confidence, inspires resilience,
imparts well-being. During my tenure, their flexibility and innovation faced down the pandemic. Thay
switched to digital but also kicked off a letter writing tsunami ensuring that women in prison were
seen, heard and valued. They moved quickly to open the building for r8fug8 once rules allowed. And,
in the recovery period, theVve taken the leaming into the Members. programme embedding trauma
informed, anti-racism and anti•ppressiv• practices. Now, motivated by the crisis in funding for the
cultural $8Ctor and responding to widespread interest in their practice, thrfre rebuilding earned
income. Sharing a unique approach to coaching and personal development theyre offering their
practice through training to corporate businesses and s¢xial enterprises. My thanks especially to
Anna, Erin and Jacqueline for their drive and leadership.
to the Community, being the stsff together with Members. Member artists and fre81ance creatives:
reeching new audiences through provocative. new stories and partnerships. This year alone included
a debut at the National Theatre selling 17,000 tickets for Dixon and Daughter {D8bor8h Bruce) and
now seen by many mor• via National Theatre at Home; touring with Catch (Sonia Jalaly) to non-
traditional venu88 across the country, and A Proposal for Resisting Darkness (Yasmin Josoph)
transformed into an audio-drama with Nati1￿81 Prison Radio following its creation with wornen in
prison. And as I writ8 this there has been international collaboration bringing empathy with women
globally. The Trial$ and Pa&8iorL8 of Unfamous Women made by Member artists with Brazilian artists
Janaina Leite and Lara Duarte immerses audience in the madness and misogyny of a juslice system
that judges women bydifferent standards - unbroken they stsnd for each olher.
to brilliant trustees". Current, new and past for bringing wisdom. care and compassion into
governance, strategy and financial management. Wekn strengthened leadership on the Board with a
model where co-ch8irs bring equ81 weight to anchor the company. My thanks especially to Alex
Rowse this year for her guidance arKI leadership as interim co<hair. Working in this wayj has been a
joy and privilege. the b8St r8spons8 in an organisation that holds listeningg sharing and collaborating
as the central tenet of rts working rhythm. l am thrilled by the appointment of new Ctrchairs Sarah
Jane Dent and Josette Bushell-mingo. They will bring deep love arKI formidable energy.
to our supporters and funder¥: whose generosity e*(ends beyond money. W8 honour their faith in
our mission.
Alison Frater,
outyoing Cochair
6ot55

INTRODUCTION
Clean Break is a women's theatre company established by two women prisoners in 1979
at HMP Askham Grange in Yorkshire.
We are the only organisation of our kind in the UK and since our founding we have been
producing award winning theatre productions which share the untold stories of women
who are criminalised with audiences across the UK. We also work directly with women
themselves through theatre.'creativity and support. both from our studios in Kentish
Town, north London and in prisons and women centres around the country.
PRINCIPAL AIMS AND OBJECTSOF THE CHARITY
Our charitable objects as stated in our governing document are:
To advance education for the public benefit through the promotion of the arts with
particular but not exclusive reference to imprisonment of women.
To help rehabilitate and re-integrate women ex-prisoners and offenders by
promoting and developing the creative, artistic and practical abilities of such
persons.
We do not use the term 'offenders' in our communications internally or externally as we
recognise that this label is stigmatising and unhelpful. Instead. we speak of ￿oMen with
lived experience of the criminal justice system, to emphasise that they are women first
and foremost. We refer to women who attend our on-site and online programme of
activities as our Members. They either have lived experience of the criminal justice
system or identify as at risk of entering it. with drug/alcohol use and/or mental health
needs. Members can be currently attending or have attended in the past and want to
maintain an ongoing affiliation with Clean Break. Member artists are those who have
progressed into professional creative careers and are employed by us.
7of56

PUBLIC BENEFIT
The members of the Board confirm that they have complied with their duty under the
Charities Act 2011 to ensure the charity provides public benef it. They have considered
the public benefit guidance published by the Charity Commission and believe that they
have followed its guidance in this area.
The annual report gives a detailed description of the activities undertaken by the charity
during the period in furtherance of its charitable purposes. and the Board are satisf led
that all such activities provide public benefit.
Specif ically. we define our beneficiaries as:
Clean Break Members. as participants and artists engaged in our work;
Women with lived experience of the criminal justice system and those at risk of
entering it, in the wider community including prison:
Artists and freelance creatives who contribute to, create and deliver work;
Members of the public engaging with Clean Breaws work on stage, online and in
print.
Our Wision: A society where women can realise their full ￿ential, freo from
criminalisation.
Our Mission: Producing ground-breaking theatre which puts women's voices at its
heart and creates lasting change by challenging injustice in and beyond tho criminal
justico sygtom.
As a theatre company. we make bold. courageous and outstanding theatre that impacts
positively on the lives of women in the criminal justice system. We do this in
collaboration with artists. Members, partners in the criminal justice sector, in theatre
and beyond. We engage with audiences to provoke dialogue and mobilise them to make
change with us.
Ourvalues:
co
conipassion courage
craativity
equity
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CONTEXT FOR 2023-24
2023 saw us develop our strategic plan for the coming three years and refine our aims.
We were able to build on the rich learning captured since the introduction of our new
business model in 2018. to best meet our intentions for the period ahead.
Our business model and financial sustainability is contingent on a mixed model of
income generation. to ensure we can continue to provide our core services and
activities and invest in future work. From 2018 we intended to build earned income and
reduce reliance on trusts and foundations: however. this ambition was impacted
adversely by the pandemic which saw our hires and training income reduce significantly
with the Closu￿ of our building.
We have bean steadily supported by our funders over the past few years of disruption.
and now that we are able to return to our earned income activities, we are working hard
to grow these sources of income and embed an enterprising approach to our business
modal. With the generous support ol two funders. we are investing in our resilience and
business development with a plan to build capacity to fully realise our ambitions.
The involvement of our Members across the company has been a strategic aim since
2018, and in 2023 in striving to accelerate this shift and hold us accountable we have
brought together our plans for Members activity into one strategic aim, signalling the
investment and focus in this area.
Create bold. courageous and
outstanding theatre that sparks
cornpassion and action in our
audiences.
Invest in and nurture the voices,
experience, expertise, and
aspirations of our Members (women
at risk and with criminal justice
experience).
Be a leading force in the sectors we
work in and with, altering the theatre
and criminal justice ecologies.
Drive forward equality, diversity and
inclusion in and beyond our
organisation.
In a similar way. equ81ty. diversity and inclusion which underpins all our work, is now
explicitly articulated in our fourth strategic aim as we know that dedicated attention,
accountability and resources are required to really drive change.
This report will highlight key activities and approaches used to deliver our aims in 2023-
24 and how this was supported financially.
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ACTIVITIES AND IMPACT OF THE CHARITY

CREATE BOLD. COURAGEOUS AND OUTSTANDING THEATRE
THAT SPARKS COMPASSION AND ACTION IN OUR AUDIENCES
DIXON AND DAUGHTERS BY DEBORAH BRUCE
"It wos genuinely one of the most powerful plays I have ever seen and l urged everyone I
know to see it. I would love it if it bvas to run ogoin."
Thought the acting was fantostic and I changed my views on the chomcters as the play
developed. One of the best plays I have seen."
Our co-production with the National Theatre on their Dorfman stage in spring of 2023
ofFered us many additional opportunities to further our aims. Along with championing
an all women cast and creative team, to promote further gender representation in the
theatre sector, this production also oftered incredible partnership learning for both
companies.
W8 extended our audience wellbeing offer
which includes a self-care pack, to also
have a quiet space. and Mental Health First
aiders at all performances (NT staff were
trained). Alongside delivering our trauma-
informed practice training, Leading with
Kindness, staff reported feeling supported
and empowered in their roles and used their
new skills and tools in approximately V3 of
performances to support audiences. This
was then replicated for the NT production
of Grenfell: in the words of survivors.
Ixon an
aug
ers
3,013
16,933
Str•arns
- 3 M•mbor artl
JO NT Staff tr*ln
3 Port4how tslkl
We reached more audiences than we have
before and succeeded in shifting
perspectives with our work. The play
successfully communicated the
complexities around cycles of abuse which
led audiences to think about the characters
in a nuanced way. complicating the notion
of 'victim' and the impact on families.
60 M•mb•r•
39 fr•• tlek•ts
39 publk•tbon•
he different ways that each of the women had been impacted by Dixon and the woy
thot each of their "untold" stories combined to keep them stuck until they were able to
see that they were all survivors of his abuse - was great."
At the same time, it was clear that audiences experienced increased empathy for
women in similar circumstances. feeling that the play"humanised° the issues, while
inspiring some to consider action.
Dix
110155

CATCH BY SONIA JALALY
Our successful small scale production continued to tour into this financial year as the
initial tour booking was particularly challenging•
being affected by both University and
rail strikes in early 2023.
In total. the tour reached 15 venues. The project was open to past and present Members
as an acting pathway beyond their engagement on the programme, and open to those
interested in a future in performing. This extension of the tour was offered as a paid
employment opportunity for the cast.
Among the 8udiences were probation workers. prison staff, aeAdemics and university
students, theatre professionals and third sector workers.
"It gove me much more insight into how I can work with women on my caseload more
effectively."
In addition to the £19.310 invested in 2023, earning £11.300: the extension of the tour
cost £5.068 and earned £3,566.
COMMISSIONS
As a theatre company who commissions artists diractly to write our plays. we have
number of artists under commission across each year. Each play requires a different
level of engagement and 8UPPOrt to develop it before it is ready for the stage. This year
we worked with Yasmin Joseph, Gurpreet Kaur Bhatti, Emma Dennis-Edwards and
Natasha Marshall on their work.
We also embarked on an exciting
collaboration with LIFf (London
Festival of International Theatre) to
Co-commission Brazilian artists
Janaina Leite and Lara Duarte
together with five of our Member
artists to co-create a new work for
presentation in June 2024 at Brixton
House, London.
Inv•stm•nt In productlons
and produetlon plp•lln•
Incom• •arft￿ Ineludlng
theatre tax credits
£21,393
£122,954
In January 2024, we welcomed
babirye bukilwa as our writer on
attachment for a year, supported by
the Peggy Ramsay Channel 4 bursary
in partnership with Soho Theatre.
They began their engagement with
Clean Break supporting our Writers
Circle. working with Lakesha Arie-
Angelo in the delivery.
Support costs
£189.V23
Total costs
£312.47T
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INVEST IN AND NURTURE VOICES. EXPERIENCES, EXPERTISE,
AND ASPIRATIONS OF OUR MEMBERS
PLAYWRIGHTS PATHWAYS
This year saw the culmination of our programme to develop six Members as writers
beyond our usual Writers Circle offering. Led by Creative Associates fitilola Dawudu
and Rachel Valentine Smith in partnership with the Royal Court Theatre, the 12-month
programme had a sharing of five pieces in July followed by a showcase of performances
at the Royal Court in September 2023.
The quality of the work produced was of a high standard and reflected the diversa and
unique perspectives of Clean Break Member artists - bringing these voices and stories
to a wider audience was a great outcome.
The writing was unique. deep and creative. Each artist has moved forward with their
work and sense of artistry...In the questions they asked. in the confidence they exuded
and the ex￿ternent for their writing they held. - Rachel Valentine Smith
Member writers feedback*.
My dmmoturg vvos great leading me to think in
diffe￿nt Vol￿S. Questioning me. Everyone reolly
supportive. Especially omund my illness and disability.
Felt whole team where routing for us individually.
Playwrights
Pathways
530 tickets
The sharing crt Cleon Break and Royal Court
absolutely blew me away. Being a writer. Putting in
my time and energy, sweat and tsors for myploy and
to have 10 minutes from my full-length piece shared
by octors in the industry and directed by industry
directors was an absolute treat. Both sharing's were
very different, and it was a great experience to step
back as a writer to see what choices they made and
how they interpreted the text I had written. Very
diffe￿nt pieces from the same scene which bvas really
lovefy to see.
20 Sessions
11 Artists
Investment in this programme was over 2 years:
£3,502 (2023) and £8,918 (2024) plus significant staff
delivery time Irom both Clean Break and Royal Court
Theatre.
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MEMBER FACILITATOR TRAINING
We received funding this year to design and deliver a training course which paid
Member artists to develop their skills and expertise running workshops, with the aim of
them taking on future paid facilitation roles. We approached Royal Central School of
Speech and Drama to partner with us and delivered a seven-day programme across
November 23- March 24. Nine Members were offered places and successfully
completed the training. All Member artists have been offered paid work for the
company since on our Members programme.
MEMBERS PROGRAMME AND suppoKr
Our core on-site Members Programme delivered 119 sessions over the year and provided
support to a total of 68 women across four different strands (Health & Wellbeing9
Theatre Makers, Writers Circle and Creative Spac8).
Enhancing this core programme. we also offer additional opportunities to engage with
theatre. We delivered five masterclasses engaging with 50 women, including sessions
on writing* screen acting and auditions. We are thankful for all the artists who have
offered their expertise. On top of providing 39 tickets to Members and Member artists
for our own production of Dixon and Daughters at the National Theatre, we were able to
take 32 Members to see six other performances providing 45 free tickets to theatre
productions on stages across London.
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Underpinning our creative offer is our holistic support. Across the year we provided
regular support and advocacy, addressing a range of issues including mental health,
drug relapses. access to digital services. liaising with statutory services, provision of
food, and seeking refuge from domestic violence. We continued our partnership with
Mary Ward Legal Centre to offer advice on financial wellbeing, benefits support and
created opportunities for 1.1 legal advice workshops monthly for Members.
Through our partnership with Holloway United Therapy, Institute for Arts in Therapy
and Education and Roehampton University, we have been able to offer 311 hours of
direct therapy to women across the year.
We invested £151,157 (2023: £154.870) direct costs and direct staff delivery in our core
Members programme, progression activities and support offer this year
PARTICIPATION AND OUTREACH WORK. IN PRISON AND IN THE COMMUNITY
Our work in prisons and women's centres is a vital part of our wider practice, ensuring
that there is a strong interconnection between the theatre we produce for audiences
and the creative energy that is born in prisons and outreach settings. This relationship
inspires women inside prison walls, artists we work with and our core team - and
speaks to the unique position of our work.
We delivered 64 creative sessions in three women's centres in London, under contracts
with Advance Minerva and Women in Prison, engaging with women 192 times (average
of three women per session) led by artists. Our contracts for delivering this work come
to £30k per year and are fully spent in year on the costs of delivery and administrating
the work.
Investment in Members
and particlpation work
Last yearfs work with Housing for
Women was completed this year,
with a full day at our studios
delivered alongside
performance of Catch. This
activity fulfilled the contract and
spent down the £3k carried
forward designated funds.
Income earned through
grants and fees for service8
Q023: £58.900)
£34,480
Direct costs
£175,164
We returned to HMP Downview
this year to deliver the second
year of our work with Open Book.
Support CO8t8
(2023: £209,760 2tr22: £287,623)
£315,083
Total costs
(2023; £607297 2￿21. s4￿.894)
£490,247
15of55

BE A LEADING FORCE IN THE SECTORS WE WORK IN AND WITH
KNOWLEDGE HUB: ACCELERATING OUR DIGITAL REACH
As part of Bloomberg Philanthropies. Digital Accelerator programme, we created and
launched a new digital platform attached to our website to enable us to engage more
with our digital audiences and share the depth of our work more effectively. We have
created a site that can serve us to continue exploring digital aspects of our work for the
future, and engaged in audience development, web development. content creation and
working with our Members to understand their needs.
"It s nice because if you miss [something] you can go onto this, and iys kind of joyful"
Member feedback
The project continues until the end of June 2024, and we are planning new digital
offerings from autumn 2024 as part of our programme.
Hope
The launch of the Hub gave us an opportunity to
release the film project we made last year with
Kirsty Housley collaborating with Member artists
to explore the radical act of hope. We had a live
event at Kiln Theatre in London in October,
introduced by our Patron Zawe Ashton. and then
released the film as a paid offer online with our
Blueprint for Hope resource available for
purchase and download alongside it.
Hope
28 purchases
gkn fvll K¢•whr •ll M*nl)
1,458
Hr*pe page vlov
We also offered a screening and accompanying
workshop available for groups interested. which
was taken up by 328 attendees across seven
different venues.
plu4 952 pag• ¥1￿ for
oth•r wr•p*roufid eont•nl
Thank you so much for sharing the film with us, you certainly inspired hope in me. The
power you demonstrated in coming together as women and resisting the violence of
systems. Holding each other especially when we lose hope. Thank you x
I want to express how powerful you and your film is. It is resonating thmugh me ond
rippling through my thoughts. You gave me hope and a real sense of how I want to share
that with other women. Thank you amazing women, hope is our tmditionl
A Proposal for
Resisting Darkness
A Proposal for Resisting Darkness
The other digital work that we are showcasing on
our Hub is the radio play of Yasmin Joseph's play
from our Inspiring Future project last year. We
partnered with Prison Radio to realise the play as
an audio drama. and after broadcasting it via
Prison Radio we were able to offer it for free online
from November 2023.
263
plus 262 p•9• vi￿$
f¢x oth•r Tm
around ¢ont•nt
listens
16of55

RESEARCH AND LEADERSHIP
Our work undertaking research to understand women's experiences of the criminal
justice system, and particularly how the arts can contribute to improved outcomes for
women. continues to advance sector wide learning* promote best practice and build a
strong body of work with our academic partners.
We completed our work on the Women Theatre Justice multi-disciplinary research
project. led by Queen Mary University of London and thanks to funding from the Arts
and Humanities Research Council (AHRC). in May 2023. Warwick Business School
hosted the event at the Shard in London, which showcased speeches from Baroness
Helena Kennedy KC. Tanya Tracey and Jacqueline Stewart alongside the academic
sharing.
We continued our partnership with Goldsmiths University. eompleting the research
project A Story of Her Own in summer 2023, and then successfully secured funding for
second phase exploring the importance of narrative care in working with those with
lived experiance. The second project completed with th'e delivery of two workshops for
invited women from academia. criminal justice sector and women with lived experience.
Two Member artists continued to deliver Transformative Justice. a Nuffield supported
project in Stoke on Trent, offering eight sessions. The project continues through to June
2024.
We have experienced a consistent demand to learn more about our practice and have
regularly offered training and talks to support this ask. Our business model has
developed its enterprising approach to this, extending how we share our leadership and
genérate income from the activities.
We developed our Leading with Kindness offer, exploring our approach to trauma-
informed practice, for public sale as well as to partners to extend the reach.
We are committed to growing this
area of our earned income
generation to strengthen our
sustainability. We generated
£17,323 (2023: £11.618) across our
offer of speaking engagements,
training courses and workshops.
Invostm•nt In Lead•rshlp
and Research
Incom• •arn
12023: £35,SW. 2021. £34078)
£35.163
This year saw us attract support
from funders to invest in this area
of our work, employing a new
staff member specifically to help
us catalyse the income generating
aspect of this work which has
increased costs but is expected to
show a return on investment in
the next financial year.
Direct costs
£n,300
Support costs
£114155
Totsl costs
£185,455
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DRIVE FORWARD EQUALITY, DIVERSITY AND INCLUSION IN AND
BEYOND OUR ORGANISATION
Equality. diversity, and inclusion are deeply embedded in our mission. values and all
activities. Alongside integrating these in all of our work, we are conscious of the need to
take specific, tangible action to drive progress. This is monitored by working groups.
with membership drawn from across our community to ensure that there is
accountability and diversity of voice. In turn, reporting is to the community including
the staff and trustees to maintain transparency.
ANTI-RACISM
We continue to invest in and progress our anti-racism practice. led by the action plan
we agreed in April 2022. Our team is held to account by a working group that includes
Members, staff and Trustees; and our CEOS report quarterly on our progress to our
whole community. We h&ve accomplished much in our plans this year including:
agreeing a guide to preferred language to describe identities of those from the
global majority and commissioning a visual poster for display:
creating an induction video to welcome new staff to our journey and launched a new
appraisal framework;
our first anti-racism takeover day in June 2023 with our community:.
completing a pay review to audit for pay inequities relating to ethnicity;
undertaken a needs assessment of our support staff:
engaged a facilitator to hold a regular healing space for our global majority staff.
Financial investment in our action plan included completing the pay review. engaging a
facilitator to hold the healin9 space. and supporting the take-over day.
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MEMBERS ADVISORY GROUP
Keeping women's voices at the heart and ensuring that our Membars. voices are
amplified and central to Company life is vital to our sustainability. Our ambition to have
Members represented in decision making structures continues to strengthen and is
most visible through our Member Advisory Group (MAG) who meet monthly to consider
aspects of the company.
In September. they created a presentation for our Strategy Day to showcase how they
work together and the work they engag8 in. It was creative and insightful.
TRANS INCLUSION
Clean Break is a Company for all women. for avoidance of doubt this includes cis,
intersex. and trans women. We employ the Equality Act exemption clause to legally
rnaintain a women-only service. Our commitment to anti-discriminatory and anti-
oppressive practice Cincluding operating as a trans-inclusive space) exists beyond our
legal requirements.
Our Trans inclusion working group has been strongly led by our staff team, with good
allyship and support from trustees. Our policy is now signed off and operational, and
top up training has been delivered by members of our working group for the whole staff
team. Actions progressed in 23/24 include:
drafting an executive summary of our policy accessible on our website:
celebrating Pride month as a community:
inviting the sharing of pronouns across company activity;
challenging transphobia through our anti-bullying and safer spaces frameworks;
providing inclusion training and awareness raising spaces:
encouraging a commitment by staff to see productions by trans artists as part of
their work and introducing Membars to trans artists as part of our theatre visits Cin
progress).
ANTI-ABLEISM
As of April 2024, we Convened an Anti-ableism workin9 group and will report more
specifically on actions and progress made in our 24/25 annual report. Our first steps
have been to conduct a new access audit of our building. which we were able to
undertake with the generous support of City Bridge Foundation.
19of55

OUR WORKFORCE
As of 31 March 2024. we emFiloyed 28 staff with no vacancies (2023: 27 with 1 vacancy).
The full-time equivalent staff count was 21 with 36% of the team working part-time
hours (2023: 20 FfE: 52% part time).
We engaged 65 freelancers (2023: 82) across the year in addition to our staff team to
realise our work. This included playwrights on commission, actors and artists who
created work and facilitated sessions in our pro9rammes; it also includes the individuals
who lent their expertise to our talks and events (both internally and externally facing).
Our volunteers are a vital part of how we deliver our ambitions. W8 Ware supported by
49 volunteers working 1.340 hours across the year (2023: 46 volunteers; 1.265 hours).
Our volunteers supported a range of projects including the delivery of our Members
programme; delivered Art/Drama Therapy to Members; cooked meals for Members,
cared for our courtyard garden and supported our administration. Our volunteers are
led and supported by our experienced Volunteer Manager. We also found opportunities
for our Members to volunteer outside of Clean Break, with 14 Members offering 227
hours to Donmar Warehouse and National Theatre as front of house placemants.
Clean Break is accredited with the Living Wage Foundation and comrnitted to fair pay
as an ITC Ethical Manager as well. Pay and Reward Review Policy sets out the systems
in place to set and review pay. A coSt￿)f-11vln9 increase is considered by the Board
annually and if approved is awarded to all staff who have completed their probationary
period. A cost-of-living increase of 2% was awarded to all staff equitably in 2023/24.
20of66

This chart illustrates our diversity as of 31 March 2024 and includes some benchmarking
from Arts Council England121/22). the known make-up of the diversity of women in
prison (Bromley Brief ings, Prison Reform Trust 20%) and UK ethnicity data from the 2021
census. We capture our workforce data annually through an anonymous survey.
Cl•an Br•ak 2023124
Indurtry Stati•tic¥ for Be￿hMarkIn9
Vdunl••rn
ACE
Worn•n In th•
W•
Sample size
Ro$pon80 rate
% of those who ro8pondod
32165
28128
14/14
49/49
49%
100%
100%
Asian
6%
4%
0%
12%
3%
9%
20%
Black
28%
18%
12%
16%
14%
MIX￿ or multiplo
ethnic backgroundg
White British
or1ri8h
13%
8%
6%
39%
43%
74%
Whits Other
16%
18%
14%
6%
6%
Other ethnic group
Profer not to say/
not knrpwn
0%
2%
6%
M%
14X
26%
0%
Disabled or having
long-tenn di$8bility
including mentsl
health i88u
41%
25%
29%
22%
Not available
18%
13%
Identify 88
neurodivoryent
34%
18%
Not
available
Not availabla
Not
available
Not
available
Have experience of
tho CJS
Not
a￿11¥bI0
Not
ov•ilablo
Not
availablo
47%
higher
socio-economlc
backgr¢)und
middle
8ocio-economi¢
background
low
socitroconomic
background
38%
54%
43%
28%
Not
available
M%
14%
14%
Not av4il$ble
Not
available
28%
of55

OPERATIONS AND ADMINISTRATION
With our values centred. we aim to run our organisation with equity and fairness.
placing women's voices and sustainability at the heart. Our general support costs
(overheads and admin) reflect the financial impact of this aim.
We achieve this aim by ensuring that our governance framework is strong: our Members
are represented: our staff team is thriving: our business model is fit for purpose; and our
operational systems and processes are robust. Costs reflecting the financial impact of
this aim are naturally embedded within and allocated across all of our activities, but
mostly reflected in our support costs. This yearfs support costs. including support staff,
totaled £629,147 making up 53% of our expenditure (2023: £637,282, 51%; 2022:
£518,4￿, 42%).
The economie landscape remains a challenge. and we while we continued to rely on
fundraising for our income, we are beginning to see growth in our earned income
generation to balance this.
However, as we were not able
to reach our projected income
targets for the year, we have
had to utilise reserves to
balance the year end.
Op•ratlons and
adminlstratlon
Other earned income
(2023: 24707: 202*. £54104)
£33.394
We began to gain momentum
with earned income generation
through our building this year.
Over the year we generated
£30,758 in hires income (2023:
£24,249; 2022: £8.312); this is
still lagging far behind the pre-
Pandemic income (2019:
£128,522).
Support staff
(2023: U47.7612022: £290,75
£369,483
Other support costs
(2023: £289.5*: 2022: £2ZT.740)
£259,664
Total support costs
£629,147
This year was the second of a three-year capital
refurbishment project. This year we invested in
mechanical, engineering and plumbing systems to
improve the infrastructure and environmental
sustainability of our building. Alongside this, we
participated in the Mayorfs Business Climate
Challenge, an energy efficiency programme that has
supported businesses to reduce their energy
consumption and accelerate building decarbonisation
efforts in London. We benefited from an energy audit
to inform our project as well as learning more about our
energy use over the year. Our charity was highlighted
by the Challenge with a film case study: May
Mayofs Business
Climate Challenge
Y•du¢•d by
16.3"A
Y•due•d by
r•du¢•d by
22of55

FINANCE AND FUNDING
OVERVIEW
Total income for the year was £1.233.160: an improvement of 28% on last year {2023:
£967,203; 2022: £1,064,744. Fundraised income from Donations and Legacies made up
90°A of income {2023:82%: 2022: 86%: 2021: 96%) as our ambitions for generating
earned income were less successful than anticipated.
An error in our budget resulted in starting the year with an increased in-year £70k
planned deficit (planned in-year deficit had been £44k): noting that our in-year
bottom line doesn't account for designated or restricted funds carried forward.
At the year end, we are pleased to have achieved an in-year surplus of £53,452
through prudent savings and balancing the shortfall on income generation with
additional fundraising success.
Income from charitable activities was less this year at £91,036 (2023: £153,388;
2022: £114,625) as our primary production was financially held by our partner
National Theatre. There was less expenditure but also a reduction to income as we
did not realise box off ice or theatre tax relief for productions.
Opening restricted f unds were £153,01612023: £127,554: 2022: £211,599) for
projects and activities that were tracked rigorously. At the year-end we will carry
forward £205,853 in restricted funds for next year. Much of this relates to multi-year
projects or f unding agreements that run to different dates than our financial year.
Opening unrestricted/designated reserves in the general fund were £146,628 (2023:
£319,n1): impacted by the error, we planned to end the year with £89.331 and the
result of savings and careful management ensured £85,039 unrestricted/designated
funds at year end.
Total expenditure for the year was £1,180,997 (2023: £1.243.068: 2022: £1,244,736).
We invested less in our productions and pipeline this year, in part relating to the
main production being held by partners financially.
We increased our Research & Leadership investment. more than doubling direct
costs, and increasing support costs through the addition of a new post and
additional staff time.
Costs of raising funds remained steady at £154,029 (2023: £157,152). Vacancies were
covered with consultant support.
While we had budgeted for an in-year deficit, we agreed with the Board that this year
needed to offer a shift in our f inancial trajectory. We achieved this in ending the year
with an in-year surplus, however it was very challenging to arrive at this point. In wider
context, we find that we are not alone in needing to utilise reserves for operational
reasons this year with other charities reflecting similar positions to us.
Trustees have designated £3.040 from unrestricted funds towards the year ahead to
realise the final elements of the Keystone Resilience funding (2023: designated £3k to
project with Housing for Women which was fully spent in year).
23of55

INCOME
Income from donations and legacies
Clean Break follows the fundraising practices as per section 13 of the Charities
(Protection and Social Investment) Act 2016. Clean Break does not currently work with
any commercial or professional fundraisers. Clean Break has received no complaints
relating to fundraising during the year. If any complaints are received. these would be
dealt with the by the trustees and Leadership Team.
Income from donations and legacies totalled £1,108,730 (2023: £789,108), exceeding
target and enabling additional activities and capital work to be undertaken. Having a full
team in place by mid-year supported us to ensuring that n% of next yearfs target had
been achieved before the start of the financial year 2024/25 (2023: 65%).
Some significant successes in the year included:
Completing the fundraising toward our capital project to make our studios more
accessible and environmentally sustainable.
Exceeding our target for our Big Give Christmas Challenge campaign, raising
£42,064 (2023: £33.923).
Securing investment in our resilience and business development through CAF
Keystone Fund and multi-year support from Fidelity UK Foundation.
Being awarded a Merit grant as part of Impact 100 London, a collective philanthropy
group funding charities who support women and girls.
We are incredibly grateful to the regular funders who continued to support our work
and those new supporters who are helping to secure our future.
Income from charitable and other activities
Earned income is usually generated from ticket sales and other production income, fees
for delivering work and training. and through hiring our space in our building.
As noted. production income was low as planned and comparison to previous years also
shows the impact of no theatre tax relief. Income from service level agreements
remained steady and earned income from our enterprising activities (training and talks
etc) balanced at a similar level to last year.
Our charitable activities earned £91,036 (2023: £153,388: 2022: £114,625) showing a dip
in the previous positive trend of rebuilding.
EXPENDrruRE
Direct Expenditure on raising funds
Expenditure on raising funds was £154,029 (2023: 134,040; 2022: £147,245). Cost
include £3,250 spent on freelance fundraising consultant to support us during a
vacancy period.
Direct Expenditure on charitable activities
Direct costs of delivering against our charitable activities totalled £369,418 (2023:
£506.065; 2022: £539,448) this year.
24of55

Direct spend on theatre productions and related engagement activity decreased as
noted earlier, to £76,513 (2023: £209,507).
Direct costs of research projects and leadership activities (training and talks) increased
compared with the previous year to £71.300 (2023: £30,678: 2022: £100,372, 2021:
£57,878, 2020: £61.437); this was in relation to specific investment in our training
delivery including a project to train Members as facilitators.
Direct costs of delivering our Members programme and related support services
returned to its usual level of investment this year at £175,164 (2023: £216,537: 2022:
£1n,233).
Direct costs of delivering projects for women's centres and prisons decreased this year
to £24,007 (2023: £61,667: 2022: £33,138).
Staff costs
Total staff costs (Note 10), including core support from f reelance consultants. were
£834.895 (2023: £799,543: 2022: £744,534), and full-time equivalent headcount of 22
(2023: 18.6).
Interim freelance staff support was brought in for a cost of £9.335 {2023: £7,130) in the
year to support on finance and fundraising efforts.
Staff were awarded a cost-of-living inflationary rise in salaries of 2% in the sprin9.
Support costs
Support costs overall were similar this year at £629,147 (2023: £637,282). Depreciation
increased in relation to the investment in capital improvements to our building. The
other support costs relate to our work on inclusion including our Member Advisory
Group and investment in business development.
RESERVES
Clean Break's Trustees review and revise the charitys reserves policy annually
considering the charity's financial position. planned activities and the financial risks
ahead. The policy as included has been updated to reflect current needs and is
monitored quarterly by trustees.
The Board set the reserves target for the charity to be a minimum of £250,000 in free
reserves, being equivalent to 3 months operating costs.
These reserves funds may be utilised to cover short term cashflow requirements: the
business model sometimes necessitates payment of salaries, operating overheads and
project costs ahead of receipt of related funding or earned income: provided there is a
clear replenishrnent within the period. A secured overdraft is in place in place to support
cashflow of this nature.
Restricted reserves are carefully managed to ensure that they are used for intended
purposes only. and this is reported in the monthly management accounts. Trustees may
designate unrestricted funds at the year-end towards projects that are multi-year.
25of55

Should reserves need to be utilised, this decision will be taken by the trustees; pending
all other options being exhausted. Following any use of reserves. a plan to rebuild them
will be implemented without delay.
As at 31 March 2024. Clean Break has free unrestricted cash reserves (general funds) of
£81,999 which is below our target level (2023: £143,628).
The trustees have set a target of £125k for reserves to be rebuilt to as a minimum by 31
March 2027 (within three years).
RISK MANAGEMENT
Risk management remains a key consideration as all charities are navigating an
uncertain world. Risk management is a standing agenda item for all trustee meetings.
Identified risks are listed in a register which outlines the nature of each individual risk
and rates them either high. medium or low risk with regards to both probability and
impact. A risk management approach is agreed for each listed risk and a net risk rating
after mitigation of either high, medium or low is assigned. Ratings are reviewed
regularly, and progress is actively monitored.
GOING CONCERN
The trustees have considered the requirement that the financial statements should be
prepared on a going concern basis unless they intend to liquidate the charity or cease
operations or have no realistic alternative but to do so.
Trustees have discussed the impact on the charity and the sectors it operates in relation
to the on-going global conflicts, potential change of government with a general election
on the horizon and lingering economic hardships. in the context of the charity's
resources, policies, processes and plans for the twelve months ahead.
In making their assessment, the Trustees have considered whether there is a material
uncertainty that the charity can continue as a going concern and how this should be
presented in the financial statements. They have concluded that on*oing uncertainty
does not constitute a material uncertainty related to going concern.
Trustees continue to identify the risks relating to the company's ongoing operations and
discuss the strategies designed to manage them regularly through the risk register.
Trustees have highlighted the rebuilding of reserves and increasing the diversification
and growth of income as priorities needed to maintain the charity as a going concern in
the future. n% of the fundraising target for the financial year ahead has been achieved
at April 2024. compared with 43% last year (April 2023).
26of55

Despite a challenging landscape, Clean Break has demonstrated its. ability to manage
the financial risk through careful planning, regular reforecasting and continuous risk
assessment; the past two years have required operations to be supported by use of
reserves and an overdraft facility is in place. if necessary for cashflow. Budgets for the
next 3 years are balanced and intend to rebuild this use of reserves.
Trustees have therefore concluded that the financial statements of Clean Break for the
year ended 31 March 2024, should be prepared on a going concern basis.
27ofSS

STATEMENT OF THE MEMBERS OF THE BOARD'S
RESPONSIBILITIES
The members of the Board (who are also directors of Clean Break for the purposes of
company law) are responsible for preparing the report of the Board and financial
statements in accordance with applicable law and United Kingdom Accounting
Standards (United Kingdom Generally Accepted Accounting Practice).
Company18w requires the members of the Board to prepare financial statements for
each financial year, which give a true and fair view of the state of affairs of the
charitable company and of its incoming resources and application of resources,
including its income and expenditure of the charitable company* for that period.
In preparing these financial statements the members of the Board are required to:
select suitable accounting policies and then apply them consistently;
observe the methods and principles in Accounting and Reporting by Charities:
Statement of Recommended Practice applicable to charities preparing their
accounts in accordance with the Financial Reporting Standard applicable to the
United Kingdom and Republic of Ireland (FRS 102);
make judgements and estimates that are reasonable and prudent:
state whether applicable United Kingdom Accounting Standards 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 members of the Board are responsible for keeping proper 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 statements 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 irregularities.
Each of the Board members confimis that:
so far as the Board member is aware, there is no relevant audit information of which
the charitYs auditor is unaware: and
the Board member has taken all thé steps that she ought to have taken as a Board
member in order to make herself aware of any relevant audit information and to
establish that the charitys auditor is aware of that information.
28of55

This confirmation is given and should be interpreted in accordance with the provisions
of s418 of the Companies Act 2006.
The members of the Board are responsible for the maintenance and integrity of the
corporate and financial information included on the charitable companys website.
Legislation in the United Kingdom governing the preparation and dissemination of
financial statements may differ from legislation in other jurisdictions.
Approved by members of the Board and signed on their behalf by:
Alison Frater
Co-chair of the Board
23 July 2024
29of55

INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF CLEAN
BREAK THEATRE COMPANY
OPINION
We have audited the financial statements of Clean Break Theatre Company for the year
ended 31 March 2024 which Gornprise the consolidated Statement of Financial
Activities, the group and charitable parent companys Balance Sheets. group's
statement of cash flows and notes to the financial statements, including a summary of
significant accounting policies. The financial reporting framework that has been applied
in their preparation is 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).
Opinion on financial statements
In our opinion the financial statements:
give a true and fair view of the state of the group's and charitable parent companvs
affairs as at 31 March 2024 and of its income and expenditure for the year then
ended:
have been properly prepared in accordance with United Kingdom Generally
Accepted Accounting Practice: and
have been prepared in accordance with the requirements of the Companies Act
2006.
Basis for opinion
We conducted our audit in accordance with International Standards on Auditing {UK)
(ISAS (UK)) 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 in accordance with the ethical
requirements that are relevant to our audit of the financial statements in the UK,
including the FRCS 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 relating to going concern
In auditing the financial statements, we have concluded that the trustees. use of the
going concern basis of accounting 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 conditions that. individually or collectively. may cast
significant doubt on the group-s and the charitable parent companys 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 and the responsibilities of the directors with respect to going
concern are described in the relevant sections of this report.
30of55

Other information
The trustees are responsible for the other information. The other information comprises
the information included in the annual report other than the financial statements and
our auditorfs report thereon. Our opinion on the financial statements does not cover the
other i nformation and. except to the extent otherwise explicitly stated in our report, we
do not express any form of assurance conclusion thereon.
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
inconsistent 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 determin8
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.
Opinion on other mattor prescribed by the Companies Act 2006
In our opinion. based on the work undertaken in the course of the audit:
the inforrnation given in the trusteès. report Cincorporating the directors, report) for
the financial year for which the financial statements are prepared is consistent with
the financial statements; and
the trustees, report (incorporating the directors. report) have been prepared in
accordance with applicable legal requirements.
Mattors on which we aro required to report by •x¢eption
In the light of the knowledge and understanding of the group and the charitable parent
company and their environment obtained in the course of the audit, we have not
identif led material misstatements in the Trustees. Annual Report.
We have nothing to report in respect of the following matters where the Companies Act
2006 requires us to report to you if, in our opinion:
adequate accounting records have not been kept or returns adequate for our audit
have not been received from branches not visited by us; or
the financial statements are not in agreement with the accounting records and
returns" or
certain disclosures of trustees. remuneration specified by law are not made: or
we have not ￿e1Ved all the information and explanations we require for our audit.
Responsibilities of the trustees
As explained more fully in the Trustees. Responsibilities Statement. the trustees (who
are also the directors of the charitable company for the purposes of company law) 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 they determine is
necessary to enable the preparation of financial statements that are free from material
misstatement. whether due to fraud or error.
ofS5

In preparing the financial statements. the trustees are responsible for assessing the
group.s and the charitable parent company's ability to continue as a going 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
charitable parent company or to cease operations. or have no realistic alternative but to
do so.
Our responsibilities 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 misstatement. whether due to fraud or
error. and to issue an auditorfs report that includes our opinion. Reasonable 8ssurance 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 exists. Misstatements
can arise from fraud or error and are considered material if. individually or in the
aggregate, they could reasonably b8 expected to influence the economic decisions of
users taken on the basis of these financial statements.
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 extent to
which our procedures are capable of detecting irregularities. including fraud are set out
below.
In identifying and assessing risks of material misstatement in respect of irregularities,
including fraud and non-compliance with laws and regu18tions, our procedures included
the following:
We enquired of management. which included obtaining and reviewing supporting
documentation, concerning the charitable parent companvs policies and
procedures relating to:
Detecting, evaluating. and complying with18ws and regulations and whether
they were aware of any instances of non-compliance.
Detecting of the risks of fraud and responding whether they have knowledge of
any actual or suspectsd fraud:
The internal controls in place to mitigate risks related to fraud or non-
compliance with laws and regulations.
We obtained an understanding of the legal and regulatory framework that the group
and the charitable parent company operate in, focusing on those laws and
regulations that had a material effect on the financial statements or that had a
fundamental effect on the operations of the charitable parent company from our
professional and sector experience.
We performed analytical procedures to detect any unusual or unexpected
relationships that may indicate risks of material misstatement due to fraud.
32of55

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. The risk is also greater regarding
irregularities occurring due to fraud rather than error, as fraud involves intentional
concealment. forgery. collusion. omission or misrepresentation.
A further description of our responsibilities for the audit of the financial statements is
located on the Financial Reporting Council's website at=
This description forms part of our auditorfs
report.
Use of our rnport
This report is made solely to the charitable companvs members, as a body, in
accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has
been undertaken so that we might state to the charitys 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 charity and the charitys members as a body* for our audit work, for this report,
or for the opinions we have formed.
Anthony
(Senior Statutory Auditor)
for and on behalf of
Goldwins Limited
Statutory Auditor
Chartered Accountants
75 Maygrove Road
West Hampstead
London NW6 2EG
(6Y-
33of6S

CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES:
YEAR TO 31 MARCH 2024
furl
541G38 II•Q1192 1.106.n•
416.119 3TI
1S3.388
.1(*
153J8B
24.707
107.018 xa92 13341•) $9¢214 3r2.￿ ￿203
RwiTr4 furth
154lf29
1Xtral
991.375 •68.17•
134.040
771.177
134.L110
314J3 1,OBI440
n4193 1,11•ml s28M￿ 314￿ 1.241068
N•t l•xp•ndliurn) Ine•m•
V17.129
$41
C334W1) . . @728 (27*8651,.
1&17
11W1 (114451)
33284 (33264
N•tm¢)¥wM•ntlnfirrKI•
•nd not l•xw**Jr•)
74)
51163 ry11.wl 25,462 I27&￿}
B143M 15iQ16 968.377
1,114888
127.5S4 1244242
815.361
153,010 9￿371
Th8rn were no other re¢ognlzed galns or losses othwthan Ihose stated atrf)ve.
All ofthe charW$ aCt￿tieS derived from contlnuiNJ opwakn dwlng Ihe abtr¥8 two finarKaal ped8.
34of56

BALANCE SHEErs
(¥r￿P
Charity
J*
TarvJibb assets
13
14
729.648 668.733
15
61.871
.311
61.879
88,3TI
Cash * b3rl( WKI In IWKI
386,824 390,747
386K3 390,746
Cr•dltr>r&: wnwrtstslSrvJ
thllhin
16
195.932) (91.103)
195,9321 (91.103)
Tol•l n•1 ••MI•
1,020W ￿.377
1.020.540 968,3TI
17
853 153.016
205,853 153.016
18
. Gene￿ *JThJ
81,999 143.628
81,999 143.628
. BLsilding fixNI
553,6n s76215
175.975
92.518
1.020.540 W,3TI
553.6n 576,215
175.975
92,518
1,020,540 968,377
Approved by the rnembws of ts Board and sig1￿d
on their behalf by.
Memberofthe Board Approved on:
Clean Break Theatre Cryary
Company R•3istration Number 2￿758 (Ens*nd and Wales)
3Sotss

CONSOUDATED STATEMENT OF CASH FLOWS
139.682
{IW2,781)
(119.16S)
2Q,517
{34,013)
(34.013)
Ch•ng• In ¢Mh and ¢a•h •qthaknl• In lh• y
20.517 (226.794)
Calh and ￿*h •qulvah•Thts at 1 Awll W23
531230
Ca•h and cmh •quhalents at 31 IAar¢h 2024
Notes to th• statomont of ca•h Ilows forlh y•arto 31 March 2024
A ReconciliatiJn of n& mment in furKls to net cash wovthd by (¥J8rnting
51163
1275.865)
58.250
48257
48,675
(13.848}
{1¥2,781)
N•t (u•ed In) prwld•d by op•rnthg
139,682
Analysls ofcash and cash
Cash at barl( and in
324.953 304,436
324953 W,436
Clean Break Theatre Company dogs not have any borrtr*lThJs or lease obligatK)r6. Net debt consists
therefor8 of the cash at bank WKI in hand.
36of66

PRINCIPAL ACCOUNTING POLICIES
The principal accounting policies adoptedg I￿199ments and key sources of estimatlon
ncertainty in the preparati¢)n of th8 financial statements aro laid out belryw.
B•$18 olaecounting
These financial ststernonts hab* boon Prepar￿ for tho year to 31 March 2024.
The financial 8tatem•nts have been prep8r¢d under the historical cost convention with items
initially recognised at cost or transaction valua unless otherwise ststed in thè rèlevant
accounting policy not•.
The financial ststements beon prepared in accordance with Accounting and Reporting by
Charities: Statement of Recommended Practice •pplicablè to charities preparing their accounts
in accordanc• with the Financial Reporting Standard applicable in thé UK and Republic of
Ireland (FRS 102) (Charities SORP FRS 102). the Financial Reporting Standard applicablo in tho
UK and Republi¢ of Ir•land (FRS 10¥ and the Componies A¢t 200&
The charty con$titutos • public benafft entity as doffin￿ by FRS 101
The financig18tatoments aro prolontod in sierling •nd arn rounded to the no8re8t wnd.
Tho consolidated ststement of finarKial activitie5 and grwp balance sheot incorporato the
financial statements of the aean Break Theatro Company and its subsidiary* Clean Brook
Productions Limited for tho yoar ondad 31 March 2024, as the Cloan Break Thoatre Company
owns 100% of the issued sh•rg ¢apital of Clean Break Production$ Limited. Further details are
given in nole 4 to tho accounts.
No 88parat8 statsmont ot financi81 activities hos been prosènted for tho charity alon8
pennitted by se¢tion 408 of the Companies kt 2006.
The Trusteos ha¥* ¢ongidered the rewiromonl that tho linoncial statements should bo prepared
. on a going concern bas1$. They have discuued the componY$ operations in 2024-25 rdKI
beyond. They have ¢on¢luded that it is appropriate that the financial statements bo prepar￿ on
going con¢em ba618.
In making this #8$8s8mont. th• Trustees haw considgrod whother there is a material un¢ortsinty
that ih6 charity continue as a going ¢oncem and h<M this sh(yJld bo prnsented in the
financial ststements. They h•v¢ conduded that whilst some uncertainty remains in the financial
landscape, this do￿ not constitute a matsrial uncertainty relatod to going concern.
The risks are ￿ing managod through ongoing risk assessment of tho extorn818nvironment,
strong focus on key stskeholder communication, continuous monrtoring of progress against
in¢oma targats and regular roview and roforKa¥ting of •xpendilure and cashfiows. Tha charty
ha8 on4Joing support from its bankers and tunders. At the time of finalis•ng this rewt. tho
charity has sacured f2% of its voluntary incomo tsrget tr the next 12 months.
Takin9 Anto occount tho abo￿. a¥ TA*II as the ¢haritf• cost bo98 arKI reser￿$ position at 31
March 2024. and homng looked at least 12 months from tho dots of signiNJ these accounts. tho
trustses ha%* ¢onduded that there are no material uncertainties abcxrt tho charitable cornpanY8
abiltty to continue ￿ a going ¢on¢em.
37of55

Income is recogni8ed in the period in which the charity is entitlod to receipt and the amount c
bo measured with reo¥onable cortainty Incom• 18 daforrod only when the charity must fulfil
¢onditions before becomin9 entitled to it Or where the donor or fundor has Specified that th•
in¢ome is to be expended in a future ￿¢￿ntIng period.
Grants from governm•nt and Othor oggTrcies hava been ineludod as income Irom chvitablè
activities where thes8 amount to a contract for services, but 88 donations where the money 1$
given in response to an app681 or with greater freedom ol use. for example monie5 for core
funding.
Legacies are included in thé statomgnt of financial activltios when tho charity is 8ntitl8d to tho
legacy, the executors have eÈt•bfish¢d that there are sufficiont Surplus assets in the estats to pay
the legacy. and any conditions attsched to the legacy aro within the control of th6 eharity.
Entitlemont is taken as the earlier of the dato on which eithv. the ¢haiity 1$ aware that probate
hu or will be grnntsd. th8 est•ts has be8n finalised ¥nd nolification h•$ been made by the
execulor to tho ¢harFty that a distriEKrtion will bg rnade. or whon • distribution is recei¥ed from
the 88tate.
Receipt of a legacy. in whole or in part. is only considered probabla when the arnount can
measured reliably and the eharity hos been r￿tIfied of the executorfs intenlion to make
distribution. Whore legacies have been notifiad to tho ch8rity. or the ¢harity is aware of the
grantin9 of probate, but the criteria for income recognition have not been Tht, then the legacy
ig tro•tod a5 8 conlingent asset and disclosed rf matsrial. In 8￿1t that the gift is in tha forni
of an a8SOt other th8n cash or a financial 0$8Ot traded on a recogftisad stock axchang
recognition is subject to the valu0 of the gift being reliabty measurable with 8 degree of
ro•8onablo accuracyAnd ihatitlaof tho asset having been tr8nslorrgd lo the charity.
Expenditure 18 includod in tho ¥tatsment of finaficiAI actMtio8 when incurrnd and in¢lud0S
attributabl• VAT which cannth be r¢¢owod.
Expenditure compri808 the foll(Avinq".
The costs of raising funds incbJde tho galarfés, diroct co¥ts and overhead$ •s¥o¢i•tod
with generating donated inc<xn&
The ¢osts of charitable activitses includo •xpgnditurn on the charitys primary charitable
purpo￿8 48 d•g¢ribod in the report of tho Board.
Support costs ropre￿nt indirect charitable expenditure. In order to carry wt the primary
purposes of the charity it is neceésary to provide support in the to￿ of personnel development.
financial procedures. provision of 0ffi¢o sorvice8 and equipment and a suitabl• working
environment.
Gt)vemanc8 costs ¢ornpris• the costs involving the public accountsbility of the charrty Cincluding
audit CO8ts) and costs in respect of its compliance with regulation and g(Kxl pr8clice.
Support Costs including governanc• costs aro OPPOrtionwJ based on the proFJOrtion of timo
spent on each 8CtMty by staff.
38ofSS

Debtor4
Debtors are reeognised at the settlement arnount. less any prthision for non-recoverability.
Prepayments are valued at the amount prèpaid. Thffy hove boon dixountod to tho presontv4lug
of the luture cash receipt where Such discounting 1$ materiol.
C••h •tb•nk•ndin hnd
Cash at bank and in hand rernsents 8u¢h o¢¢ounts and instruments that are W￿114b10 pn
demand or have a maturity of thw thro0 months from tho dato of a¢quisition.
Creditors and provisions are reco9ni8ed when there 18 an oblrgation at the b•lan¢e sheet dats a$
a result of a past evont, it is probable that a transfer of economic benofit wll be requirnd in
settlement, and thè amount of th• Èottlamwrt ¢an b• ostimatod roliobl¥ Creditors and provi¥￿1¥
ara recognised at the arnount the charity anticipales it will pay lo settle thè debt. They have
boon di8¢ounted lo the present valuo of the future cash payment whoro such digcounting"
matsrial.
r•ngibl• fix￿•￿•￿
All a8￿ts co8ting more than £500 and with an oXPOCtod usoful lifo ex¢oeding on• aro
capitali88d. Where a886ts aro dopr8ciat8d in accordanca with thi$ poli¢y. o full yoar,
deprnciation 18 oxpen88d in the year of acquisition.
Freehold land and buildin98
Freehold ￿lIding6 aro induded in the financial statsments at ¢ost #nd •ro dèprnciated at a raté
of 2% annum on a straight-line ba$is in ordor to write the buildings off over their estimatod
useful econornic life to the charity. No depreciation is charged on freehold land.
b. Building irnpmments and Tefurbishment
Building improvgments aro capitalised at cost and dopreciated at the rate of 10% per annurn
based on cost in order to writ8 tham off ovèr their eslimatod u$oful I￿￿. R8furbi$hmont is
capitalised at cost and depreciated at a rats of 20% per annum in order to writs tt off over its
Ostimatgd useful lif•.
Equipmonl f￿re1 and ffttings
Equipment, fixtures and fittings are capitsli88d at cost and d•pr￿18t•d At thè rats of 20% por
annum bawd OTr cost in order to write them off their estimated Iiv8s.
Fund•￿nting
Restricted funds comprise monies raised for. or thir use rastrictod to. a $p8¢ifi¢ purpose. or
contrik￿tiOII5 subject to donor-impLxed conditions.
Gan•ral funds roprosont tho¥0 moni85 which •ro freely Milabto for application towards
achioving any ¢h•ritable purpose that falls within the chafitys charitable objects.
Designat¢d funds represent monies or assets set aside by th• trust￿, out of gonoral funds. for
specific purposes.
39of55

Cntiuloccounrfng •strin8tes •nd•rNs ofJudgen￿l
Preparation of the fin8ncial #tatsrnents requires the trustees and management to moke
¥ignificant judgements and 88timats¥.
The item$ in tho financial stateff*nts whoro thos0 j￿1geMents and estim•lo¥ have been made
include:
estimating the useful economic life of tangible faed assèts fortho purpose of
calculating depreciation:
tho 8Stirnation of the value of assets di$FX)sed of in year;
tho estimatè of tho holiday pay accrual;
tho pr￿￿$10n for and doubtful debts: and
estimating fvturo income and oxpenditurn flows for th• purpose of a8wsing going
concern.
400+56

NOTES TOTHE FINANCIAL STATEMEKrs
1. kncomo from donatlons
fundx
064
ln
24173
111843
141.135
474151
112
141,135
255￿71
22Q1n
.1n2C
4•.n7
. Th9 1)ty Brxlgg Tn
. Cdln Othj & F￿lty I￿rIl￿rnAli
10.000
13113
10.IIIMI
. 11y) WAw¥￿P￿1 tt* Grfl Fur#J
35.0
1151MI
l7YJ
. wy Charrl&*Tn¥l
20.0
20,0
4n.016
25.000
35.IIIMI
17.142
. GMS Esl8i•s Lkl
17.142
17.842
.042
41ofSS

1. In¢omefrom donations (C￿rtInUed)
31285
.S19
31310
36.519
23).1TJ
220.173
39.145
.145
22Q1n
33&381
. 1772CI•
15.IX)
15.fJXI
. Th• City BrKlg9 Tn*l
10.((
10.(
. Fenkn Arlg TnL
10.1
10.Ln)
15,IXKI
109.
1S1>))
.756
125.(
17.142
17.142
11642
178.642
416.119
3T1989
42ofS6

2. In¢omefrom tharitabl• activHI8s
Tatsl
fvmJ•
nth
16,IX1
35,163
38,113
975
91,036
47.
47,
14
514
35.514
35,514
1&1,388
153.388
43ofSS

3. Othor Incoma
Room Iw
30.758
30.758
2023 Talal fund•
24249
24249
SurKty
2022 Tcrtal ,
24,707
24.707
4. Investmont In tradlng gubsldlary
The chadty mntrols 100% of the sFAre wital of cl￿ Break Productiorts Limited (Company No.
09753638) whith was inO)rpX￿ on 28 2015. Its rxlnclp31 a￿1￿ is th8 woduclion oftheatre
The net assets and liatiilti8s of Clegn Br￿ PrOd￿lI0r￿ Lln¥ted at 31 March 2024
23.599
(23,598)
Creditors: thJewilhin on8
(81
A summary of tts tradilg results for th8 perhxl ended 31 March 2024 is Sh(Y￿ bekM7.
128.976
po.294) (125,626)
3,350
(3.350>
prufft
AdMI￿$11a11¥e axpw
Opwathbg IrAs .
Gfft aid paynwnl
3,350)
23,5321
(23.5321
23,532
1973>
9n
Taxation tr the
44tsf55

5. Expenditurn 4>n rni8ing funds
2024
nd%
Fundraisiry (>>ts
141A
4026
1341
&193
1¥029
141A69
4,026
3,341
5.193
154,029
. Events
. Support rx*ts
2024 Total fund•
funds
lund&
Fundraising *x
124.525
616
4.074
124.525
818
4.074
4.825
134.LHO
. SupE*)rt (t6ts
2023 Tota fLnds
134,CblO
6. Expondlturn on dwltabh athllhs
W13
113.182
76A61
189.823
1•9.675
122.802
312A7T
124
124,502
•OiTJ
4427
114155
151.15T
206mB
437.245
23.$97
11,W
1741
17A13
31UI83
4KI347
3A418
11(761
9W179
45ofS5

6. Expenditure on charTlabl• athiim {contlnu•d)
Inotg
174.679
74,T32
249h11
384,11
124,075
16.rA4
14.824
13.496
28,12D
1S4
31743
28.924
216.537
21.1
507.297
$79,375 1,rAs.440
7. Othor oxpondiiurn
20rJ
Total
funds
252n
5,193
8.323
38.78•
25,273
5,193
18.763
4,825
Supwl ca)sts: Rix)m
2024Tolal oth•f •xp•rn1￿rn
38.789
Other CA)sts rèlate to Iwsiness developn8nt a3 fi￿ded through CAF Keystone and FklelltyUK
investmnt #i our ￿mM￿l81 Income goneralion and improved reslli8nce financially. There were no
costs analysed as other expendlbJr8 in the pri(Y year.
8. Support costs
sup1￿¥t$1aff (n(kn 10)
347.761
48257
43,603
197.661
637.282
$8.250
157.W
629.147
Support costs are allocated to expethre on ralslry funds. e￿ndI￿re on charitable adivitss and
other expendiiure (notes 510 7).
46of6S

9. Nel movemont In funds
This is stated after tharying:
799.543
10,083
5B250
17.724
48.257
10. Employ•eg and staff costs and r•mun•ratlon of k•y rnanag•rn•nt p•r¥<mrnl
staff costs during the year were as fokns:
Wag88 and
736.717
64,993
23.850
825,560
9,335
8¥895
704.n4
65225
792.413
7,130
799543
During theyear. the average numberof employees. expressed as average head counL was 28 (2023: 25).
and as full-time equivalents was 21.0 (2023: 18.6). Employee c£*ts and employee numbers include staff on
casual and variable hwrs (xjntracts.
Three employees ￿Med between £60.001 and £70.000 p8rannum. induding taxab￿ benefits (2023: one):
one employee eamed between £70.(K11 and £80.000 (2023: nil).
Totsl staff costs indudes the cost (rffre8lance ￿nSuttantS eThJag8d to Supplem￿ tho core staff team. for
example PR. HR and Finance supprt etther on an intsrim basis when a rd8 k¥ vacanL or on
longer temi b8sls vhwe Con$￿8r￿Y 8UPPOrt is nM)ro su1￿8 than an in4K)use role.
Th8 kay rn8nagen￿nt personrd of the ¢*arity in charge ￿direL￿Tra and controlffirvJ. running aTrJ operating
the charity on a day-tfrday basis comFNiS8 thé m8mb8rs of the Board. the ExecutFV8 Team (Artistic Director
& Executive Diractor, joint CEOS) and the Senior Management Team (ASS￿l8t8 Artistic Director. Head of
' Development & Communlcations. Head of Flnance and Op6raltons, Head of Participatlon & Deputy CEO}.
The total remuneration (including taxablè benefits a￿1 employ8rfs pension and national Insura￿
contributio￿} of tho key management pers(nnel was £334.78212023: £317.639).
11. Marnb￿ oftho Board
No Board member r•c8iv8d any remuneratKJn in respect dlheir services.
Out of pocket travel. acccAnmodation and childcare expenses totalled £548 (2023. £320) arKI were
re1mburs￿ to or paKI on behalf of f￿r members of tr* Board (2023: M￿be(S of1he Board).
47of55

11 Taution
Cle8n Break Theatre Company Isa reglster•J charity and therefore is not liab￿ to Income tax or
rporation tsx on in￿rne derived from ils charilable acafvities. as it falls wlthln the various exernptx)ns
availab￿ to registered charities.
13. Tangible fixod assets
FreePA)kJ Equipm
land and
fumibn
Ihsr
andfi
At 1 21)23
dibons
1.126.999
122,549
108.868
166,7(
10.297
(888)
176.115
1816354
119,165
At 31 March 2(Q4
1.126.999
231,417
1.5¥531
At 1 Aprfl 2023
550.784
22.542
132,788
747A1
17.054
58,250
(8881
(888)
148.934 804,883
18.654
At31 Marth 2024
573226
81623
At 31 March SJ24
At 31 ma￿ 2Q3
553.sr3
576215
148,794
2T.181
729,648
066,733
A c*tarye over freehold land arwj t￿lId1r1> was granted to CAF Bank as s8￿rity ftjr an overdraft
facilty.
14. Invostmw
1nv0strnr￿l in %thKIi
Clean Break cl￿$ 1(IO% ofthe Share capital of Clean Broak Prcxludiork8 LIMI￿￿ (Company No. 09753638).
which was incorporated on 28 August2015. whlth Is registered in Eryland. and commen￿1 tradirfj during
the perifyl ended 31 Marth 2016. Ils principal actr¥Tty is the productim of tt18atre shows.
1& D•btorn
¢knJp
24.799
24245 24.79B
27A
10298
23,532
27,491 10,298
TI￿atre tsx uwjib
10.132
61.871
10.132 27,682
61.879
86,37T
48d55

16. Creditors: am(wnts falling dug within on• y
16.971
24.S31
19882 19.IM2
17A65
3.194
10J82 9,687
4J07
251
27,125 34.398
9fi 91.103
16.971
19.482
17.465
10.312
4507
27.125
24.531
19,042
3.194
9.687
251
34,398
91.103
Socia S￿lity and dherlax88
VAT o)ntrnl
Balarto &s at 1 2023
Amount rel6aÈed to tr*>)me
Amount defeThed ￿ y
Bela￿e as at 31 2024
3,194
194)
17.465
17A65
3,194
(3.194)
17A65
17863
(9.995)
3.194
3.194
(9.995)
3,194
3,194
49of55

17. Restrictsdfunds
The incorne fvnds of ￿ tharlty Ind￿¥8 restrthd furKls comw*kng the fo1lry￿ng urw0nd￿l balan￿8 of
d[￿atrOnS and grants hold on trusts to be applied fix VFoses:
31 Ilarch
141100)
(4154 {107.IJ
101•1 24IMM
.7Q)
1500
P41MI
CruublB FoundJt*)n
M•)00)
140
75•
4750
141.1
11215)
17*1 •1100
73)
11027
14000)
151018 5W1192 rw04) (11¢451)
Restricted funds are presentsd by fwthr to htrw the tharity manag8s its restrictsd fvndiry. Mary
fvnders support Clgan Break's athilios across a number of charit*Ae aclivitlgs: for example. a funder may
support a range of a￿￿￿tIes invohryw and supporiing Member5: FK(x5uctlons and pff4ects. o)mm15SK)ns. the
Members. programme and related infrastr￿￿ and equiFxnenL
Fund balances held at 31 March 2024 t(Avards the PUfFM)8es we exf*(thd to be spent in the next
flrkincial year.
Restricted aThl unrestrthd fvrrfjlng spent on now taryible fixed assets (tr￿ fr(xn Restricled
Incorng funds and Gereral fvThJ to Olher ￿ed assets fijnd).
Temporary cashll(M suppc*t from the General fund to cover expendlture on activthes to be furKled
from Re5trict8d Income funds not yet rnceived (transfers from General fund to Restricted incrxne
fvnds. rever￿1 in thg year that the Restricted fullds are rerthedl
SOofSS

17. Rostricted funds (conlinued)
31 klareh
A145
114050) (2W)
7r
m7
CtyBINJ> Trwt
10.000
(140
Fffiton Tn*l
(4r
(1,76n
(1.1
1iUOXI V40fy))
A175)
14Y5T
V405n
Vidryia
17MOO
141JOD)
127￿4
14263
13%164) 15%016
of56

18. Unrn8trictod funds
and 31 MarEh
Gr<wp and ¢hwlty
Ger*r81 fixK1
Housirq WonwfivKI
K&ythe Resll*Ke
Land and 8uildirwJs fwwj
Tanglble ￿ed assets fiknj
143,628 667.(
81m9
11000)
,rn)
10,800
516215
92.518
81SJ61
83.457 175,975
116.451
814687
167,018
17M193)
TATtslets
and 31 Marth
Grn￿P and dwty
Gertrèl fu
319.711
114.C
9.214
(829.W51
(114.IXJO)
443)8 143,628
I￿nd and finl
598.757
TanA4ble r￿ed a55ets fivKJ 84220
1.116,688
P2.542) 576.215
92,518
33284 815,361
9214
(943.8051
Th8 d8SIgnat￿ ActiV￿e$ fund was created In 2021 and represents Ihe amwnt of unrestrictèd fijnding
raised in advancetowards directand support costs ofactsvitses planned fc* the year ahead. Hwng spent this
as planned In 2022-23. a thS￿nated Housing for Women fur¥J was ¢Teated in the year t(Avards a project
comploted in 202&24. During 2￿24. a new deslgnated Keyskne Resnience fund was created to 8nabl8
cornplotlon of the *x)rk on the devek¥Kn•tt of Iho CRM databB8e.
Funds set aside SFwfKalty try•Ards aciThviti8s in Ih8 nextfnarKlal year (transfer from G8neral furKI
to A¢lprfitJes fvnd).
Annua de￿edati￿ charged IM tha Iw1￿1￿ and Iwolble fthl as#ots (trw￿frryn Olher tsed as8* fisrMI
arrtl L8nd & Buiklir*J$ furKI to General fund).
and Gen8rn1 fijnd to Other frAad a5sots fvrKII.
{transfers from Re3triG*od inco￿* funds to G8nwd fijnd).
Restri￿￿ In(xTh fvnds not ￿ r￿lled (trath from G8n8rn1 fuThl to Restrt￿ Incorn fvnd8. fEver5ed in
th8 that the Re8trhXed fvnds received).
52ofS5

19. Anaty$ts of net assets bei*wn fimds
Tanglbl•
Totsl
2024
FurMI
fund•
Group and elm
Fvndbalanc•8at
31 MoY¢h 2024
Are r•prw•ntod
T•wibk assets
174975
81,999
81,gY9
so
3,1)40 5S1673
290.892
204863 1,020.040
Total n•tags•ts
175,975
Total
2023
FLYKI
Group orKI th•#y
Fwd bala￿ at
31 Marth 2023
e represented ty.
Tangibltt ￿ed 8$8ets
576215
2.518
888,733
299,644
968,371
143.628
143,628
153.016
153.016
Tot81 not8s8eb
576.215
92,518
20 Liability of members
The charity is constituted as a compary limited by guarantee. In the event of the charity being wound up
rnembers are required to contribute an amount not exceeding £1.
21 Related party transactions
Two trustees. Nola Sterling and Alison Frater received a total of £450 for event speaker services (2023:
none).
Members of the Board, the Develowent Committee, the Executive Team and Senior Management
Team made donations with a total value of £4,335 during the year (2023: £3,753).
53ot55

THANKS
So many individuals and companies contributed to Clean Break this year, tn particular we would like lo
thank:
Jennifer Jones. Financial Consultant
Nancy Poole, Press and PR Consukant
Henri Seebohm, Clinical Supervisor
Lynne Temple, Health & Safety Consultant
Our Patrons for their ambassadorial support. in particular Zawe Ashton and Michelle Greenidge for their
pro bono m8Sterclasses.
Our staff team. trustees, commissioned artists, workshop leaders and all our volunteers who have all
worked incredibly hard in support of th8 charity* With passion, commitment and creativity.
Our academic partners, theatre partners and women's sector partners.
We are grateful for the g8n8rosity of our funders and supporters:
Inner London Magistrates. Court's P¢)or
Box Charity and Feeder Charity
Mary Kinross Charitable Trust
The Swire Charitsble Twst
Tallow Chandlers, Benevolent Fund
The Wictoria Wood Foundation
Austin and Hope Pilkington Trust
Richenthal Foundation
The 29th May 1961 Charitable Trust
A B Charitable Trust
The Crucible Foundation
Debtors, Relief Funds Charity
Drapers, Charitable Fund
Fenton Arts Trust
Harold Higham Wingate Foundation
Katie Bradford Arts Trust
ARTS COUNCIL Bloomberg
ENGLAND
Philanthropies
IMPACT
100
. LONDON
COMMUNITY
FUND
BackstageTrust
ILN / SNr
?COLUhABIA
THREADNEEDLE
John Ellerman
Foundation
noEL
COLIIA12D
GNqS
CITY
L l .Ki I r L 11
OF
LONDON
FOYLE FOUNDATION
The trcwcarte Ctsritabte Trust
54of55

IMAGE CREDrrs
TRACEY ANDERSON
Page 10.. Catch (top right), Members
Programma (bottom leW. Dance Project 2023
(bottom right) Page 14: Members Programme
Page 20: Members Programm8
KIRSTY HOUSLEY
Page 10: Hope Film <top18ft)
TAMARA-JADE KAZ
Page 18: Our Guide to Anti-racist Language
ELLIE KURTrz
Page 7: Tri8ls & Passions of Unf8mous Women
HELEN MURRAY
Page 10: Dixon and Daughters (middle)
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