Reglstered number: 037J2985 (England & Wales)
Charlty number. 1089185
BOUNDLESS THEATRE
A company limited by guarantee
UNAUDITED
TRUSTEES. REPORT AND FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2025
*AEH7G5JS*
1111212025
COMPANIES HOUSE
A30

BOUNDLESS THEARE
A company Ilmlted by guarantee
CONTENTS
Page
Refgr•n¢e and admlnlstratlve d•talls of the charlty. Its trustees and advlsers
Trustees. Annual Report
2-12
Independent Examlnerfs Report
13
Statement ol Flnanclal Actlvltles
14
Balance Sheet
15
Notes to the Flnanclal Statements
16-26

BOUNDLESS THEATRE TRUSTEES, REPORT
FOR THE YEAR ENDED 31 MARCH 2025
The Trustees present their annual report together with the financial statements for the period 1 April 2024 to 31
March 2025. Since the charty qualffies as small under section 383 of the Companies Ad 2006, the strategic report
required of medium and large cornpanies under The Companies Act 2006 (Strategi.c Report and Directorfs Report)
Regulations 2013 is not required.
REFERENCE AND ADMINISTRATIVE DETAILS
Name of the Charlty
The company name is Boundless Theatre.
Trustees
André Renaud, Chair
Tom Stickland (resigned on 8 Pecember 2024)
Caspar Cech-Lucas (resigned on 8 October 2025)
Charlotte Mcmillan
Adaeze Aghaji (resigned on 6 May 2025)
Deepa Menon
Benjamin Quashie
Felicity Gush
Layla Chowdhury
Kirsten Adarn
Company rnglstored number
.03712985 (England & Wales)"
Charlty reglstered number
1089185
R•glstered office
Stanley Arts,12 South NoThvood Hill, London, SE25 6AB
Company Secretary
Phylisia Watkis (resigned on 7 April 2025)
Exècutlve Dlre¢tor a Co4hlef Executlve Offlc•r
Adele Reeves
Creatlve Dlrector & Co-chlef Executlve Officer
Pavlos Christodoulou
Coro Team
Laura Evans, Head of Communlcations & Developnfènt (appoSnted April 1811+ 2025)
Rebecca McGreevy., Programme Administrator (left company November 14ib 2025)
Beth Drury. Associate Programme Director (appointed 27th January-24th October 2025)
Goiga M'llaurie. Social Media Manager (left company April 2024)
Advlsory Group (2025-2026)
Jacky Carr, Cecilia Wallace. Jaslene Gyimah, Néa Ishana Ranganathan. Emilia Hargreaves, Zakiyyah Deen.
Robyn Lexi (Lex)
Bankers
CAF Bank Limited, PO Box 289, West Malling, Kent, ME19 4TA
HSBC, 71 High Street, Deal. Kent, CT14 6EH
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BOUNDLESS THEATRE TRUSTEES, REPORT
FOR THE YEAR ENDED 31 MARCH 2025
OBJEcllvES AND ACTIVITIES
Misslon
Boundless makes space for young people to create, connect: and lead.
We work with 1 ￿25 year olds, co-creating projects that put young voices in charge. Whether it's taking part or ..
leading the way, we back young people to shape the future of the arts - and beyond.
We're rooted in Croydon and support young creatives across the UK. Whether it's a project round the corner or
global collabs, we show up with,curiosity. creativity, and trust. Our work is grounded in care, and together wlth
young people, we call the worfd to care rnore. because we think that's where real change begins.
What we do
Our programme is boundless. What started with plays on stages has grown to involve all kinds of creative projects
- from podcasts and music to performances on Ihe phone and through the post. You might catch us in the parf(
mixing tunes on a random Sunday. but you'll also find us on the frontlines of youth-led change. We've produced
intemational festivals, hosted.youth summits, and brought radical ima'gination into schools. We grow big ideas
through Accelerator, our artist development programme. and sow the seeds through our wider ecosystem,
Boundless Creats've Community.
Through our projects. creatives get the chance to meet people, exchange ideas, make stuff together, boost their
skllls, flex their curiosity and make noise in th8 industry. Our Compass of Care keeps us accountable.. every project .
we do contributes to social and climate justice in ways big and small. If it's not making things better, we're not
doing It. Young people are the experts on young people. Our Advisory Group and Young Leadershlp roles drlve
the work. keeping us groundeil in listenlng, advocacy and activism.
Our Manlfesto
Don't rush; build trust.
Be curious. Dream radically.
Meet people where they are.
Joy is resistance. l<nowledge is power,
Shake up the system; rebuild it together.
More care I care more.
Charltable Oblects
The principal object of the charity as set out in its Memorandum of Association is to advance the educa'tion of the
public (with particular but not exclusive reference to young people) in the dramatlc arts.
Publlc Boneflt
When planning activities, the Trustees have considered the Charity Commission's guidance on public benefit and
fee charging. The charity focuses on access to its work by all members of the public and makes every effort to
ensure both artistic and employment opportunities can be accessed by people of all protected characteristics.
Throughout all activities it strives to reduce barriers to access, in particular economic barriers to engagement.
The principal benefits of the charitys work are to..
.Increase wellbeing through the enjoyment of and participation in relevant and engaging artistlc work
Empower teéns and young adults through engaging in participatory and shared activit16S
Increase skills of teenagers, young adults and artists, not limited to but including: creative skills. speech
and language. confidence and social skills and employability
Increase resilience by connecting people through shared activity and dialogue between cultures
Improve understsnding of. and dialogue around. relevant issues through our work
Contribute to a more equal society through the promotion of equality of opportunity and active engagement
with diverse artists and audiences
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BOUNDLESS THEATRE TRUSTEES, REPORT
FOR THE YEAR ENDED 31 MARCH 2025
Chalfs Introductlon - Boundless Theatre Annual Report 202*25
This year has been a pivotal one for Boundless Theatre. As we look back on 2024-25, we do so with immense
pride in the progress we've made. the voices we've championed, and the partnerships we￿e deepened. Amid
continued uncertainty across the arts sector, we've taken meaningful steps to build long-term resilience. unlock
new opportunities for young artists and audiences, and shape the future of the organisation through a refreshed
leadership model and renewed strategic clanty.
At the heart of thls has been the successfiJl appolntment of our new Co-CEOs.' an Executlve Dlrector and a
Creative Director now working in tandem to lead the organisation. This co-leadership model, now fifmty
established. has bTought fresh energy, insight, and collaboration into every part of Boundless, operations and
outlook. It has also enabled greater transparency,. shared accountability, and a stronger, mor8 direct Connection
bet4veen the leadership team and the Board of Trustees. We were also pleased to confirn the appointment of our
new Head of Communications & Development, who joined the team early in 202&26 to help tdl the Boundless
story and build sustainable support for our ambitions.
The year also marked the continued success and expansion of our crpative wort<. The 8oundl8ss Box retumed
with another season of activity, with participation both in London's Waterfoo. and a powerful new programme in
Scarborough. extending our national reach. Our commitment to early-career artists remained central to our misslon
as the 2023-24 Acceler8tor cohort culminated in a dynamic showcase of new work, with alumni including Yasmine
Dankwah (nominated for the 2025 Bruntwood Prize for Playwriting) and Jade Franks, whose Eat the Rich (But
Maybe Not Me Mates x) enjoyed 2025 Fringe success, with a sold-out 2026 run at Soho Theatre secured.
We've also continued to take important steps to ernbed youth insight Into our organisational planning. reshaping
the Advisory Group ahead of welcoming a new cohort in 2025-26. This new cohort has since been appointed and
Is already contributing meanlngfully to our worf(. Equally, we launched Year 2 of our co-leadership prograrnme,
applying key learnings to refine our developrnent offer and provide both access to supported autonomous work as
well as training and development. With this, the Boundless Drama Club was redeveloped under the leadership of
Assoctate Programme Director Beth Drury, now themself recognised as a Clore Emerging Leader, delivering both
lasting impact to Boundless. and ensuring that our investment in future leadership goes beyond our own walls.
Localty, our work in Croydon has contlnued to evolve as we shape a more robust strategy for communlty
engagement by forging new relationships with creatives, young people, and organisations to grow Boundless,
impact al a grassroots level, the result5 of whlch wlll begin to emerge in 2025-26.
During the year, we also undertook a comprehensive review and refresh of our internal company policies, including
Safeguardlng. accessibility, and dignity at work. to ensure an Inclusive, safe and sustainable organisation. In
addition, the Board of Trustees has established a new People & Planet subcommittee. which will provide dedicated
oversight of safeguardSng and environmental sustainability as we recommit to putting Individual care at the heart of
our company.
These achievements come during a period of ongoing economic pressure and a challenging fundraising
environment. We remain a stable and forward-laclng organisation. grateful for our continued support from Arts
Council England as a National Portfolio Organisation. while focused on building the strategic capacity needed to
thrive in the long term.
l am deeply proud of the work we have done this year, work that has strengthened our foundations while slaying
true to our values.
As always. l offer my sincere thanks to our Board of Trustees, our eX￿ptional team, and the many partners.
funders, and individuals who make this work possible. Boundless exists to champion new voice¥ and bold ideas.
Thanks to your support, we continue to do exactly that, with clarity. purpose, and care.
André
André Renaud . Chair of Board of Trustees for Boundless Theatre
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BOUNDLESS THEATRE TRUSTEES. REPORT
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ACHIEVEMENTS AND PERFORMANCE 2024125
Key Projects from 2024125
Makina: A Class Feellng
After the success of the previous year's production, Custom's House moved the show Into their main house and
invited Pavlos Christodoulou back to direct.an expanded version, rewritten to a longer length with additional
characters. This tim& we reengaged MC Tolman and Flecky as part of the on-stage cast, integrating the Makina
Mcs and centring their'experiences, while also having the entire cast take on MC roles wilhin the show.
Boundless A¢¢elerator Programme
In 2024, Boundless Theatre continued its commitment to nurturing young talent through Its third cohort of the
Boundless Accelerator Programme. recruited in late 2022 as the 2023-2024 cohort. The programme. led by Talent
Development Producers Gabi and Joshua, provided intensive support to ernerging artists as they developed their
creative work over the Fourse of the year
The 202&2024 Boundless Accelerator Programme focused on the complex and multrfaceted theme of Money.
Each year, Boundless selècts a theme that prornpts artists to explore big. challenging topics. and this year's theme
encouraged partlcipant5 to delve into the intrlcate ways money impacts society. The theme was chosen for its
vastness, recognizing that it intersects with many different issues, including power, inequality, Opportunity, and
culture.
The focus of the programme was to guide the artists toward producing 30-minute industry sh8rings of thelr work,
which took place at the Union Theatre in Central London in, July 2024. Throughout the year, the cohort participated
in a range of developmental activities, including a rnid-point sharing where they presented drafts of their work to
one another and received valuable peer feedback. This collaborative environment helped refine their ideas and
pushed their creative boundaries.
The 202&2024 cohort featured a diverse group of artists, including On the Common, Jade Fr8nks. Christopher
Whyte and Y88ffl1ne Dankwah, all of whom brought unique perspectives and artlstic approaches to the
programrne.
As the artlsts continued to receive guidance, the programme also provided fundlng to ensure thal they had the
necessary resources to develop their projects.
Boundless Box•8
This year. the Box had another season of activty across the UK, in Scarborough and in London Waterfoo through
a Cockayne Foundation and London Cornmunity funded run. The adivity in Scarborough took place from June to
August and included exhibitions, a podcast featuring local young creatives. an interactive art project, and space for
many artists to share their woth. In London, the Box continued with exhibitions and public workshops, along with a
remounting of Rewire, our youth rnental health project from the previous year. In this version of Rewire we invited
young poets to come together and share work reflecting their experiences as young people In a poetry night
curated by a more experienced poet. who also ran a workshop for the group the week before. We also hosted
wellbeing focused interactive art to engage with locals and the wider public about rnental health.
Co-l•adershlp
In its second year we used our year one learnings to redesign our Blagrave Foundation and Listening Fund
supported co-leadershlp program, focusing on the depth of the offer and the substantiveness of its irnpact on o
work. As a result, we shifted from young co-leaders over five months to one co-leader over nine months, with
substantially more funding allocated to training and development. The nine-month tenure for this role began in
January 2025. T.his allowed us to focus more closely on the co-leaderfs development throughout their tenure. We
also changed the role b'tle to Associate Programrne Director to Teflect a more specific remit centred.on developing
and reimagining our Boundless Drama Club community wogram.
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BOUNDLESS THEATRE TRUSTEES, REPORT
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The beginning of their role this year involved extensive training and active participation in shaping our evoFving
vision and mission. They also took on responsibility for sending weekly newsletters and organising show trips to
theatres auoss London, In addition, we began developing the strategy for the remainder of their program.
-Appointing a young person like me to programme foryoung people the community Boundless serves puts'into
action the belief that young people are expert at being young people. Only by working with us will the industry
know what we need and care about.
It feels 8ffinning to be given the responsibility and l also value being given Ihe pennission - and stability- to take
the space and time to think in depth about why fomiing creative communities with young people is important."
Beth Drury
Boundless Drama Club
Continuing our commitment to creating opportunities for our community of young creatives, the 8oundless Drama
Club expanded its offer this year with additional show trips and workshops. This included 12 theatre visits. five
workshop opportunities, and our regular newsletter sharing opportunities and updales. We also r.e8ched out
directly to our Drama Club network with specific opportunities, including the c(hleadership role, and successfully
recruited 8eth for Ihis position through that process,
Ll$tonlnglMentorlng
A core focus of our program this year was listening to our community of young people through conversations and
mentoring. Thfough 20 hours of focussed conversation with young people in our community, and a commitment to
8 hours a month thereafter from our Creative Director, we have been leaming about what young people need frorn
the sector and us. Through this process some key headlines included:
The need for creauve communlty and connectlon
The need for thlrd space and space to play creatively
The need for training and leaming about,artistic practice
Resources to Incubate Idea$ that slt outslde of conventlon81 dlsclpllnary boxes
The need for organisations to show up Sn their values in 8 ttolistic way
The need for consistent support.
With these findings, we are shfftlng our programming and practice towards resources that support artists in these
more holistic ways, and away from a focus on commissioning mora established Write￿ to develop work for young
audiences.
8luo.mlst
This year, we partnered with playwright Zain-moharned Dada and touring theatre company Tamasha to begin work
on co-producing a 2026 tour of Zain's ¢ebut p.lay, Blue Mist. As part of this project. Boundless is collaborating with
the creative team to design a bespoke wraparound engagement programme that will train and support young
produ￿r5 in each tour location. These producers will create community event5 that respond to the themes of the
show and offer accessible entry points into the.theatres for South Asian and Muslim audiences.
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BOUNDLESS THEATRE TRUSTEES. REPORT
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Boundloss at. Destelhelde
In September 2024, Creative Director Pav headed to Belgium to an arts education residential at Destelheide a5
part of Codenama.. Seedling. a project organised by Erasmus+ The UK artists brought a project called 'The Island.
working with young people in the UK and Vanuatu to explore Climate Justice. This then culminated in the
development of a performance workshop for audiences to think about their accpuntability and responsibility in the
context of the inequity of the clim8te crisis.
This proj8ct involved co118borators frorn Belgiuin, Denmark. France and Portugal, and represents the.beginning of
this project and an ongoing international collaboration through Erasmus+ and the University of Brussels.
Our Organlsatlon
2024125 has been a year of renewal and consolidation for Boundless Theatre. defined by the continued
strengthening of our leadership, govemance, and organisational foundatlons. With the appointment of Creatlve
Director & CO-CEO Pavlos Christodoulou in October 2024. working alongside our Executive Director & CO-CEO
Adèle Reeves appointed in February 2024, we have further embedded the co-leadership model at the heart of the '
organisation. This stwcture has brought clarity. shared accountability, and a more collaborative way of working
across the company, enabling Boundless to respond to the needs of young people and the sector with renewed
focus.
Alongside this, at the end of the year we welcombd four new Trustees whose industry expert¢se has enhanced the
Board's ability to offer strategic guldance at a time of sector-wlde uncertainty. This expanded governance capacity
has come alongside a comprehensive review of our. internal frameworks, including updated organisational policies
and a refreshed approach to safeguarding, accessibility, and dignity at worf(. As part of this ongoing work. we are
Currently redefining our subcommittee structure to ensure we have dedicated oversight of areas vital to our values,
induding access, safeguarding, diversity and indusion. climate juslice, finance and risk, and fundraising. This work
strengthens the organisation's long-term resilience.
Intemally, we have invested in deepenjng our systems, practice, and shared culture. Staff-wide training in co-
creation. as well a5 vision and mission development sessions led by Ned Glasier fonnally of Cornpany 3. have
helped shape a clearer organisalional identity grounded In collaboration, care. and youth insighl. Building on
learning from the first year of our youth Co-Leadership programme, we relaunched the initiative supported by the
Blagrave Foundation and the Listening Fund. appointing Beth Drury as our Associate Programme Director, with
enhanced scaffolding. trainlng. and group leaming, ensuring thal young leaders are supported not only to be
embedded within our work but to grow as cultural leaders. We believe that young creatives shouldn't have to wait
their tum, but with the right support, they can lead now. This sits alongside the relaunch of our Advlsory Group
format, whose new cohort appointed at the beginning of the next financial year will bring renewed energy and
perspective to our strategic thinking and youth listening.
Our base at Stanley Arts remains central to our identity, and this year we priorltlsed beglnning lo build stronger
relah'onships across Croydon. Rather than accelerating delivery, we focused on establishing meaningful
connections wilh community partners, creatives, and young people. laying the groundwork for a more embedded
' and responslve local programrne. This has supported the development of a long-temi communlty strategy whose
eafly outcomes will begin to ernerge in the coming year.
Despite ongoing pressures caused by the cost-of.l&vlng crisis and a challenging fundraislng landscape, we have
tsken practical steps to strengthen.the stability of our organisation. We continued to shift towards more permanent
roles, improved staff retention, and upheld our Commitrnent to fair pay, including for earfy-career positions. We also
laid the foundations for a more robust income strategy, preparing to welcome a new Head of Cornmunications &
Development while upskilling team members to support financial and operational resilience.
Looking ahead, we are also preparing for the next phase of Boundless, development by deepening our evaluation
processes and ensuring that they remain both democratic and dynamic. With the extended Arts Council England
NPO timeline offering space for more strategic preparation, we are using this year to clarify our long-temi vision,
strengthen our storytelling, and ensure Boundless remains an organisation defined by purpose, care, and the
voices of the young people we exist to seNe.
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BOUNDLESS THEATRE TRUSTEES. REPORT
FOR THE YEAR ENDED 31 MARCH 2025
' Factors affectlng the achlevement of obJ•¢iives
This year. the ongoing cost-of-living crisis has conkn'nued to raise our operational costs, from staffing and freelan
fees to inaterials and venue hire. These pressures are also affecdng our audiences and participants. with reduced
disposable income influencing attendance and engagement,
At the same time. the fundlng landscape hal become even more competitive, making it harder to secure grants
and meet financial targets. L4ke many arts organisations, we have felt this acutely. In response. we have focused
on strengthening our fundraising strategy and develoixng more efficient ways of working, including deepening
partnerships wilh other organisations. We remain'committed to fair London-weighted pay for all roles, though this
has become Increaslngty challenging as costs rise.
Our community of young creatives Is also particularly affected by the current financial pressures in the sector.
' Across the industry. rnany larger arts organisations have scaled back or abandoned early￿reer support schemes
due to limited resources. reduced capacity for training. and an increased reluctance to take artislic or hiring risks.
These schemes, however. are core to our mission and vision. We are both unable and unwilling to step away from
this work, even as it becomes more challenging to sustain. While we rem8in committed to investing In entry-level
roles and ensuring we have the capacity to train. onboard, and support young professionals meaningfully. the
wider.decline in funding for opportunities for earfy<areer artists does create additional pressures that affect the
achievemenl of our objectives.
FUTURE PLANS (2025126 QI AND BEYOND)
AS we look towards the future, Boundless Theatre is committed to building on the progress made over the past
year while focusing on creatlng sustainable and impacttul opportunities for both our team and the communities we
serve. Our plans for the upcoming year focus on developing core activity to reach its full potential. finding new
ways to bring Croydon-based creativity to new platforms. strengthening local connections, and continuing lo evolve
as a dynamic, responslve organisation. We have committed to deliverlng the followlng In 2025-2026 as part of our
continued Arts Council England National Portfolio Organisation status:
Continuing the development of the Co-leadershlp role supporting them to strengthen their leadership skills
and to find a platfonn within the industry.
Deepening ties with Croydon and it8 communitles to ensure Boundless Theatre remains an Integr81 part of
local cultural lrfe.
Worklng on rebranding the Boundless Drama Club with a fresh vision led by the Year 2 under-25 Co-
Leader, offering more opportunities, growing membership, and providing a consistent programme of
activities lo strenglhen community engagement, culminaling in a fundraising event later in the year,
Developing a new company vision and plan for the 2025126 Arts Council NPO funding round, 811gned with
Arts Council England's priorities.
Recruiting a new round of our Advisory Group with a new dearer and more accessible model, including
compensaling a group of up. to 8 young advisors to consult with us on our program and strategy.
Completing an audit of our existing company policies and evaluation procedures. identifylng mlsslng areas
of focus, clarifying opportunities for leaming and development, and comrnitting to an atiitude of advocacy
and transparency as we move into our next year.
Following on from our time in Destelheide, we will Sha￿ our work on 'The Island at Shoreditch Town Hall
in April. looking to find new partners for further collaboration over the coming years.
We are establishing a new youth theatre programme in partnership with Zooco, a Croydon-based theatre
company. The programme will support young people aged 1 ￿21 through intensive weekend workshops, a
residency. and a full rehearsal process, leading to a perfonTran￿ in Summer 2026.
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BOUNDLESS THEATRE TRUSTEES, REPORT
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Rettjming to the Customs House to collaborate on a new show exploring young people's rights to public
spaces. We will support a writerldirector from Croydon to develop the piece with local youth se￿l¢e$ in
South Shields and direct the show. to be shared in November 2025.
Across the Summer we will conduct a series of workshops with the Southbank Centre in the Clore
ballroom, focused on investigating what young creatives need right. now in temis of creative community
and space. We will do this alongside artist collective TCMO, made up of young black artists expert in
hosting events for young creatives.
As part of thelr Summer of Play program, we will take the Box prototype out for one final season in Crystal
..Palace Park, where we w511 commisslon TCMO to develop a weekend of activity focused on young and
marginalised aUdIen￿S corning into the park to do creative activities and workshops.
Continuing work on our C￿prOduction of 81ue Mist touring in 2026. working to secure an Arts Council
England Touring strand grant, and designing our wraparound engagement prograrn for young creatives.
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BOUNDLESS THEATRE TRUSTEES, REPORT
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I. FINANCIAL REVIEW
Boundless Theatre achieved its aim of sustaining a healthy financial position.
Income
£233.763 {2023-24: £257,420) funds were recelved in the year..
Boundless Theatre is an Arts Council England National Portfolio Organisation (NPO) with the Current round of
funding ending on 311t March 2027.
We received:
£8,354 from Stanley Arts towards ARCADIA
£33,000 from The Blagrave Trust towards CORE COSTS,
£15,000 from The London Community Foundation towards BOUNDLESS BOXES.
£15,443 was returned to the London Borough of Croydon for HOUSE OF COMMONS.
The Trustees confirm that the funding received from all sources has been used to finance the company's charitable
activities or 18 Carried forward to 2025-26.
'Expondlturo
Boundless Theatre's expenditure during the year totalled £201.460 (2023-24: £342,320) with 860/0 (2023-24.. 93Yo)
directly attributed to reallsing th8 artistic programme:
£23.369 (12Vo) was spent on realising producllons
£30.605 (15 % ) was spent on artistic developrnent (including commissioning future work)
£85,145 (42°/0) was spent on delivering projects and audience developtrient
£33,536 (17Q/o) was spenl on digital, marketirtg and press
The remaining 14Vo of costs consisted of staff, admin and overheads to deliver the artistic programme.
R•80rve8 Pollcy
Following the Impact of COVID-'19 and the subsequent recovery, the, Trustees have decided to maintaln a reduced
General Reserve to an amount equal to 10 weeks operating.costs for 2024-25. then returning to a sum equal to
th￿e - slx monlhs. staff. admin, overheads and fundralsing costs plus 100/0 by the end of March 2026, which
equates to £61,050 - £122,100. The resepies are considered sufficlent to safeguard agalnsl any temporary
shortfall in income or any additional unforeseen overhead costs.
The unrestricted funds of £60,995 are carried forward to 2025-26 as a General ReseNe. Thls represents just under
3 months of staff. admiri, overheads and fundraising costs plus 10'/0. The organisation has a plan in place to
ensure that Boundless Theatre sits within the free unrestricted reserves range set out within its reserve policy.
Restrlcted Funds carried forward are comprised of £2.060 for BOUNDLESS DRAMA CLUB.
. Going concern
Taking the opportunty to explain any financial uncertainties regarding the charitls financial sustainability and
consideration of going concem (paragraph 1.23) and the steps being taken to address these uncertainlies.
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BOUNDLESS THEATRE TRUSTEES, REPORT
FOR THE YEAR ENDED 31 MARCH 2025
After maktng appropriate enquiries, the Trustees have a reasonable expectation that the charity has adequate
. resources to continue in operational existence for the foreseeable future. For this reason, they continue to adopt the
going concern basis in preparing the financial statements. Furtherdetails regarding the adoption of the going con￿rn
basis can be found in the Accounting Policies.
Investment policy"
Give consideration whether there are any implications for any existing Of Potential'defined benefrt pension liability
(paragraph 1.47) and investments the charity holds (paragraph 1.47)
The Trustees consider it prudent to keep all funds in immediately accessible bank accounts. save where cash flow
forecasts indicate that a substantial surn can be placed on long term deposit.'The company has accounts with CAF
Bank Ltd and HSBC: all accounts are regularly monitored to ensure that, wherever possible. the maximum sum
guaranteed by the Financial Services Compensation Scheme is not breached.
Deflclt
There are no fund$ or subsidiary undertakings that are materially in deficit.
Rl$k Management
The Trustees have assessed the major risks to whlch the charity is exposed. in particular those related to the
operations and finances of the charity and are satisfied that systems and procedures are in place to mitigate our
exposure to Ihe major risks. Employef s Liability Insurance is in place to mitigate certain risks and a Trustees.
Indemnity Insurance policy is also in pla￿. The charity has a detailed risk assessrnent which is reviewed annualty
by Truslees.
A. Finance & Risk Sub-committee, comprising of 4 appointed Trustees, meet prior to quarterfy Board meetings to
provide an additional overview of finance and risk management.
2. STRUCTURE. GOVERNANCE AND MANAGEMENT
Constitutlon
The charity's objects and regu18tions are govemed by its Memorandum and Artlcles of Association. It was
registered as 8 company limited by guarantee on 12 February 1999. Charitable status was granted on 2 NovembeT
2001, with registered charity number 1089185.
Arnendments to the Artides of Association were adopted on 26 November 2009 with further amendments to the
Articles of Associatton adopted on 9 December 2014. The most re￿nt amendment was by a written resolution on
02 November 2016 in order to change the company name from Company of Angels to Boundless Theatre. A
certificate of incorporation on change of name was provided by Companies House on 18 November 2016.
Recrultment, •ppolntment or election of Trustees
The management of the charity is the responsibility of the Trustees who are elecled and c04)pted under the terms
of the Articles of Association. New Trustees are recruited through a specrfic recruitment process or can be propose
by current Trustees or by the charity's officers and are appointed by existing Trustees.
The Trustee skills audit Is regularly reviewed. In spring 2024 the Trustees took the decision to proactively recruit
both theatre-industry specific and under-30 members to bring young adult representation and sector-based skills to
the board and fill identified skills gaps whilst further improving represenlation by those with underrepresented
protected characterlstics. Following a particulady success￿1 recruitment process the company was able to
successfully identify four new candidates who all joined as full board members in March 2024.
An initial induction comprises: information on the fomiat of the company; policies of the charity. training on charity
finance and its specific application to the company,. provision of Charity Cornrnission publications on Trustee
101Page

BOUNDLESS THEATRE TRUSTEES, REPORT
FOR THE YEAR ENDED 31 MARCH 2025
responsibilities and effective stewardship and provision of publications for new Trustees from the Independent
Theatre Council (ITC). Both new and existing Trustees are invited to attend ITC training courses on Board
Development and to participate in regular Boundless Theatre 'stralegy days. at which the charity's strategic direction
is fomulated. Most recently. we have created a Board Handbook which contains all 'the salient infomation for
Trustees and our key policies in one place. We have also revised the terms of our committees, such as. the Financial
and Risk Commiltee.
Other pollGles
Key policies available on request include Heatth and Safety, Equal Opportunities, Data Protection, Dignity at Wort(,
and Safeguarding & Child Protection.
Boundless Theatre prolects often comprise workshops for children and young adults. The charity operates a full
Disdosure and Barring'SeNice check in strict compliance wilh legislation and has a child protection policy which
incorporates best practice on working wllh children and vulnerable adults.
Employment policies are outlined in the Company Handb¢)ok. In accordance with the charity's Equal opportunities
policy. the charity has long established fair employment practices in the recruilment, seleclion. retention and training
of staff with protected charactertstics and Is proactive in recruitlng diverse members of staff.
Organlsatlonal Struclure and Declslon maklng
The Board of Trustees. which meets quartèrly, administers the charity. 80th the Executive Director & CO-CEO and
Creative Director & CO-CEO are responsible for.the chanty's operation. They report to ttte Board of Trustee5 at the
quarterly meetings
The Flnance & Rlsk Sub-committee meets quarterly and reports directly to th& Board of Trustees. Its delegated
powers include overseelng the company accounts (quarterly management accounts and end of year), financial
controls, to review and appoint the company's accountants, and review the companys risk assessrnent.
Related Partles
At each Board rneeting, the Trustees are requlred to declare any interest in the business of the company so that
consideration can be given as to whether any conflicts might arise. During the year, no such interest was declared.
MEMBERS. LIABILITY
The Members of the charity guarantee to contribute an amount not exceeding £1 to the assets of the charity in the
evenl of winding up.
11 |Page

BOUNDLESS THEATRE TRUSTEES, REPORT
FOR THE YEAR ENDED 31 MARCH 2025
TRUSTEES. RESPONSIBILMES STATEMENT
The Trustees (who are also directors of Boundless Theatre for the purposes of company law) are responsible for
preparing the Trustees, report and the financial statements in accordance wtth applicable law and United Kingdom
Accounting Standards {United Kingdom Generally Accepted Accounting Practice).
Company law requires the Trustees to prepare financial ststements for each financial year. Under company law the
Trustees musl not approve the financial statements unless they are satisfied that they give a true and fair view of the
state ol affairs of the charitable company and of the incoming resources and application of resources, including the
income and expenditure, of the charitable company for that period. In preparing these financial ststernents, the
Trustees are required to..
select suitable accounlSng pollaes and than apply them consistently;
• observe the methods and prlnciples in the Charities SORP:
make judgments and accounting estimates that are reasonable and prudent:
prepare the financial slatements on the going concern basis unless it is'inappropriate to presume that the
chantable company will continue in operation.
The Trustees are responsible for koeping adequate accounting records that are sufficient to show and explain the
charitable company's transactions and 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 lor the prevention and detectlon of fraud and other irregularlties.
This report was approved by the Trustees on
André Renaud (Chair of the Board)
05112125
and slgned on'their behalf by:
12 IPage

INDEPENDENT EXAMINER'S REPORT
FOR THE YEAR ENDED 31 MARCH 2025
INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF BOUNDLESS THEATRE (the 'Charity:
l ￿pOrt to the charity Trustees on my examination of the accounts of the Charity for the year ended 31 March
2025.
This report is rnade solely to the Charity's Trustees, as a body, in attordance with Part 4 of the Charities
(Accounts and Reports) Regulations 2008. My WOTk has been undertaken so that I might state to the Charity's
Trustees those matters l am required to slate to them in an Independent examineffs report and for no other
purpose. To the fullest exient permitted by law, I do not accept or assume responsibility to anyone other than
the Charity ano the Charity's Trustees as a body, for. my work or for this report.
RESPONSIBILITIES AND BASIS OF REPORT
As the Trustees of the Charity (and ils directors for the purposes of company law) you are responsible for the
preparation of the accounts in accordance with the requirements of the Companies Act 2006 ('the 2006 AGr).
Having satisfied myself that the accounts of the Charity are noi required to be audited under Part 16 of the
2006 Act and are eligible for independent examination, I report in respect of my examination of the Charity's
accounts carried out under section 145 of the Charities Act 2011 ('the 2011 Acr). In carrying out my
exarnination I have followed the Directions given by the Charty Commission under section 145(5){b) of the
2011 Act.
INDEPENDENT EXAMINER'S STATEMENT
I have completed my examination. I can confirm that no matter¥ have come to ry attention In connection with
the examination giving me cause'to believe:
accountlng records were not kept in respect of the Charity as required by sectlon 386 of the 2006 Act; or
2. the accounts do not accord with those records,. or
3. the accounts do not comply with the accounting requlrements of sects'on 396 of the 2006 Act other than any
requirement that the accounts give a 'true and fail view which is not a matter considered as part of an
independent examination., or
4. the accounts have not been prepared in accordance with the methods and principles of the Statement of
Recommended Practice for accounting and reporting by charities [applicable to charities preparing their
accounts in accordance wlth the Financial Reportlng Standard applicable in the UK and Republic of Ireland
(FRS 102)].
I have no concerns and have come across no other matters in connection with the examination to which
attention should be drawn in this report In other to enable a.proper understanding of the accounts to be
reached.
Signed:
Dated: Z
Luna Muncaster ACA
LUNA MUNCASTER LTD.
Chartered Accountants
40 Vera Avenue
London, N21 1RG
13 IPage

STATEMENT OF FINANCIAL ACTIVITIES INCORPORATING INCOME AND EXPENDITURE ACCOU
FOR THE YEAR ENDED 31 MARCH 2025
Unrestrlcted Restrlcted
Funds
Funds
2025
2025
Totsl
Funds
2025
Total
Funds
2024
Note
INCOME FROM:
Charitable activities
Investments
TOTAL INCOME
222.993
1,059
224,052
9,711
232,704 256,369
1,059
1,051
233,763 257,420
9,711
EXPENDITURE ON:
. Charitable activities
169,590
31,870
201,460 342,320
TOTAL EXPENDITURE
169,590
31,870
201,460 342,320
NET INCOME I (EXPENDITURE)
BEFORE TRANSFERS
Transfers between Funds
54,462
(22,159)
32,303 (84,900)
14
NET INCOME I (EXPENDITURE)
BEFORE OTHER RECOGNISED
' GAINS AND LOSSES
54,462
(22.159)
32,303 (84,900)
NET MOVEMENT IN FUNDS
54,4fj2
(22,159)
32.303 {84,900)
RECONCILIATION OF FUNDS:
Total funds brought forward
26,533
24,219
50,752
135,652
TOTAL FUNDS CARRIEDFORWARD
80,995
2,060
83,055
50,752
All Income and expenditure derive from contlnulng actlvities.
The Statement of Financial Activities includes all gains and losses recognised during the year.
The notes on pages 16 to 26 lorrn part of these financial statements.
14 IPage

. BALANCE SHEET AS AT 31 MARCH 2025
.2025
2024 .
Note
FIXED ASSETS
Tangible assets
CURRENT ASSETS
Debtors
Cash at bank and in hand
277
3,054
12
51,019
34,607
85,626
3,450
69,230
72,680
CREDITORS: amounts falling due
within one year
13
(2,848)
(24,982)
NET CURRENT ASSETS
82,778
47,698
NET ASSETS .
83,055
50,752
CHARITY FUNDS
Restricted funds
Designated funds
Unrestricted funds
14
2,060 .
20,000
60,995
24,219
26,533
TOTAL FUNDS
83,055
50,752
The Trustees conslder that the chadty is entltled to exemption from the requirement to have an audlt under the
provisions of section 477 of the Companies Act 2006 ("the Act.) and members have not required the charity to
obtain an audlt for the year In question In accordance with section 476 of the Act.
The Trustees acknowledge their responsibililies for complying with the requirements of the Companies Act
2006 with ￿spect to accounting records and the preparation of financial statements..
The fln8ncial statements were approved by the Trustees on 0511212025 and signed on their behalf, by.
André Ronaud
Chair
The notes on pages 16 to 26 fom) part of these financial statements
15jPage

NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2025
SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
1.1 General infomiation and basls of preparatlon
Boundless Theatre is a company limited by guarantee and is registered with the Charity
Commission (Charity Registered Number 1089185) and Registrar of Companies (Company
Registration Number 03712985) in England and Wales. In the event of the Charity being wound
p. the liability in respect of the guardntee is limited to £1 per member of the Charity. The address
of the registered office is given in the Charity infomiation on page 1 of these financial statenlents.
The.Charity constitutes a public benefit entity as defined by FRS 102. 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 (FRS 102) issued on
16 July 2014 (as updated through Update Bulletin 1 published on 2 February 2016). the Financial
Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the
Charities Act 2011, the Companles Act 2006 and UK Generally Accepted Practice as it applies
from 1 January 2015.
.The Charity has applied Update Bulletin 188 published on 2 February 2016 and does not include
a cash flow statement on the grounds that it is applying FRS 102 Section 1A.
Tho fln8ncial statements are prepared on a going concern basls under the historical w81.
convention. modifiod to include certain items at fair value. The financial slatements are p￿sented
in sterling whlch is the lunctlonal currency of the Charity and rounded to the nearest pound.
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.
1.2 Funds
Unrestricted funds are available for use at the discretlon of the Trustees in furtherance of the
general objectives of the Charity and whlch have not been designated for otherpurposes.
Designated funds comprlse 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 fijnds are funds which are to be used in accordance with specffic restrictions irnposed
by donors or which have been raised by the Charity for particular purposes. The cost of raising
and administering such fiJnds are charged against the specffic fund. The aim and use of each
restricted fund is set out in the notes to the financial statements.
16 IPage

NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2025 (contlnued)
SUMMARY OF SIGNIFICANT ACCOUNTING POUCIES (contlnued)
1.3 Incorne recognition
All incoming resources are included in the Statement of Financial Activities (SOFA) when the Charity is
legally entitled to the income after any performance conditions have been. met. tho 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 thesettlernent 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 Chaiity and it is probable that they will be fulfilled.
The Charity receives govemment granls iri respect of fijrthering its charitable objectives. Income from
govemment and other grants are recognised at fair value when the Charit¥ has entltlement 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 aredeferred.
Interest on funds held on deposit Is included when rece5vable and the amount can be measured rellably
by the Charity: this is nomially upon notification of the interest paid Of payable by the Bank.
1.4 Expendltur• rKognltlon
All expenditure Is accounted for on an accruals basls and has been classified under headings that
aggregate 811 costs related to Ihe category. Expenditure Is recognised where there is a legal or
constructive Dbligation to make payments to third parties, it is probable that the settlement will be required
and the amount of the obligation can be measured reliably. Redundancy and temiinalion payments are
recognised immedialely upon becoming a constructlve obligatlon. Expenditure is categorised under the
following headings:
Expenditure on charitable activltles includes all costs Incurred on furthering the
objects of the Charity,. and
Other expenditure represents those items not falling into the categories above.
Irrecoverable VAT is charged as an'expense agalnst the activity for which expenditure arose.
Grants payable to thlrd partles are within the charStable objectives. Where uncondltlonal grants are
offered. this is accrued as soon as the recipient is notified of the grant. as this gives rise to a reasonable
expectation that the recipient will receive the grants. Where grants are conditional relating to performance
then the grant Ss only accrued when any unfulfilled condltlons are outslde of the control of the Charlty.
1.5 Support Costs allocatlon
Support costs are those that assist the work of the Charity but do not directly represent charitable
activities and include office costs, govemance costs, administrative payroll costs. They are incurred
directty in support of expenditure on the objects of the Charity and include project management carried
out at Headquarters. Where support costs cannot be directly attributed to particular headings they have
been allocated. to expenditure on charitable activities on a basis consistent with use of the resources.
Governance costs are those incurred in connection with the running of the Charity and compliance with
constitutional and statutory requirements.
Fund-raising costs are those incurred in seeking voluntary c0ntrfbu￿onS and do not include the costs of
disseminating infonnation in support of the chaiitable activities.
The analysis of these costs is included In note 8.
.17 IPage

NOTES TO THE FINANCIAL STATEMENTS
- FOR THE YEAR ENDED 31 MARCH 2025 (continued)
SUMMARY OF SIGNIFICANT ACCOUNTING POUCIES (contlnued)
1.6 Tanglble flxed assets
Tangible fixed assets are stated at cost (or deemed cost) or valuation less accumulated depreciation and
accumulated impainnent losses. Cost includes costs directly attributable to making the asset capable of
operating as intended.
Depreciation is provided on all tangible ,fixed assets, at fates calculated to write off the cost, less
estimated residual value, of each asset on a systernatsc basis over its expected useful lrfe as follows:
Office equipment
Other fixed assets
three years on cost
three years on cost
1.7 Debtors and creditors reeelvable I payable wlthln one year
Debtors are recogniséd 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 wlll
be received.
Creditors are recognised when the Charity has a present legal or constructive obligation resulling from a
past event and the settlement is expected lo result in an oufflow of economic benefits.
1.8 Tax
The Chadty is an exempt Charity within the meaninu of schedule 3 of the Chafities Act 2011 and Is
considered.to pass the tests set out in Paragraph 1 Schedule 6 Finance Act 2010 and therefore it meets
the définition of a charitable company for UK corporation tax purposgs. It therefore does not suffer tax on
incomp or gains applied for charitable purposes.
1.9 Golng concern
The financlal statements have been prepared on a golng concem basls a8 the Trustees believe thal no
material uncertainties exist. The Trustees have considered the level of funds held and the expected level
of income an¢J expenditure for 12 months from auth0ri5ing these flnancial statements. The budgeted
Income and expenditure is sufficient with the level of reserves for the Charity to be able to continue as 8
going concem,
1.10 Flnanclal Instruments
The Charity only holds basic Flnancial Instruments,. The financial assets and financial liabililies of the
Charity are as follows:
Debtors - trade and other debtors (Including accrued income) are basic flnanèial instrum8nts and a
debt inslwments measured at amortised cost as detailed in Note 12. Prepayments are not financial
instruments.
Cash at bank - Is classified as a basic financial Instrument and is measured at face value.
Liabilitles - trade creditors, accruals and other creditors will be classified as financi81 Instruments, and
are measured at amortised cost as detailed in Note 13. Taxation and social security are not included in
the financial Instruments disdosure. Deferred income is not deemed to be a financial Ilability, as in the
cash settlemenl has already taken place and there is simply an obligation to deliver charitable services
rather than cash or another financial instrument.
18 IPage

. NOTES TO THE FINANCIAL STATEMENTS.
FOR THE YEAR ENDED 31 MARCH 2025 (conllnued)
2. ANALYSIS OF INCOME FROM CHARITABLE ACTIVITIES
Unrestricted Restrlcted
Funds
Funds
2025
2025
Total
Funds
2025
Total
Funds
2024
Productions
Artistic Development
Projects & Audience Development
Digital, Marketing & Press
Core
10
(15,443) (15,433)
1.148
40,123
2,377
204,489
232,704
3,991
5,619
80,942
2,576
163,241
1,148
14,969
2,377
204.489
25,154
222,993
9,711
256,369
Total 2024
192,146
64,223
256,369
ANALYSIS OF INCOME FROM CHARITABLE ACTIVITIES BY TYPE OF INCOME
Total
Funds
2025
Total
Funds
2024
Box Office and simllar Income
Partnership income
Theatre Tax relief
Grants
Donations
215
378
22,223
232,198
291
231,487
2,281
232,704
256,369
19 |Page

NOTES TO THE FINANCIAL STATEMENTS .
FOR THE YEAR ÉNDED 31 MARCH 2025 (contlnued)
GRANTS RECEIVABLE
2025
2024
ACE - National Portfolio Organisation
London Borough of Croydon - retum of grant
REWIRED Youth
189,487
{15.443)
1,800
8,354
33,000
15,000
189,487
Stanley Arts
The Blagrave Trust
The London Community Foundation
42,000
Total
232,198
231.487
INVESTMENT INCOME
Unr•strlcted Restricted
Funds
Funds
2025
2025
Total
Funds
2025
Total
Funds
2024
Bank Interest
1,059
1,059
1,051
Total 2024
1,051
1,051
20 IPage

NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2025 (contlnued)
ANALYSIS OF EXPENDITURE BY CHARITABLE ACTIVITIES
Actlvltles
undertaken
dlrectly
2025
Support -
costs
2025
Total
2025
Total
2024
Productions
233
23.136
24,901
59,467
31,227
28,493.
167,224
23,369
30,605
85,145
33,537
28,804
201,460
55,087
52,166
159,672
51,282
24,113
342,320
Artistic Development
Projects & Audience Development
Digital, Marketing & Press
Core
Total 2025
5,704
25,678
2,310
311
34,236
Totsl 2024
105,934
236,386
342,320
Direct costs are analysed in Note 7. Suppoit costs are analysed in Note 8.
In 2024, of total expenditure on charitable activities, £223,066 was from unrestricted fvnds,
£119,254 was from restricted funds.
ANALYSIS OF TOTAL EXPENDITURE ON DIRECT COSTS
2025
2024
Artistic direction and fees
Co-productions
Performprs fees
Marketing
Venue hire
Travel and subslstence
Royalties and commissions
Production costs
550
7,674
4,754
6,775
2,822
303
1,126
8,883
33
21,069
4,635
274
81.272
General administration
Wages and other Creative fees
Total
34,236
105,934
21 IPage

NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2025 (continued)
ANALYSIS OF TOTAL EXPENDITURE ON SUPPORT COSTS
2025
2024
Premises and utilities
General administration
Governance
Wages and salaries
Depreciation
6,113
54.385
2,038
101.911
2.777
5.670
45,313
1,724
180,903
2,776
Total
167,224
236,386
Governance costs include £900 for the Independent Examiners, remuneration.
NET INCOME I(EXPENDITURE)
This is stated after charging:
2025
2024
Depreciation of tangible fixed assets:
- Owned by the charity
2,777
2,776
Auditorfs renumeration - EC reportlng
Independent examlnerfs remuneratlon - statutory accounts
900
900
Independent examlnerfs remuneratlon - accounting & tax service
During the year, no Trustee received any remuneration (2024 - £NIL)
During the year, no Trustee received any benefits in kind (2024 - £NIL)
During the year. no Trustee received any reimbursement of expenses (2024 - £N IL)
10.
STAFF COSTS
2025
2024
Wages and salaries
Social security costs
Other pension costs
97,156
2,819
1,936
169,257
8,624
3,022
Total
101,911
180,903
22 IPage

NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2025 (contlnued)
The average number of persons employed by the Charity during the year was as follows:
2025
No.
2024
Mo.
. Part-time.
Full-time
No employee received remuneration amounting to more than £60,000 in either year. No employee
rec8ived benefits..
The Senior Mana9ement Personnel are the Executive Director and Creative Director. Remuneration
ceived by Key Management Personnel amounted to £57,923 {2024: £70,496).
11.
TANGIBLE FIXED ASSETS
Offlce Other flxed
equlpment
assets
Total
Costs
At 1 April 2024
Additlons
Disposals
At 31 March 2025
24,174
13,500
37,674
24,174
13,500
37,674
D6pr8clatlon
At 1 April 2024
Charge for the year
On disposals
At 31 March 2025
21.120
2.777
13,500
34,620
2,777
23,897
13,500
37.397
Net book value
At 31 March 2025
277
277
At 31 March 2024
3,054
3,054
23 |Page

NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2025 (contlnued)
12.
DEBTORS
2025
2024
Trade debtors
Other debtors
Prepayments and ac¢rued incorne
VAT recoverable
51,019
3,450
51,019
3,450
13.
CREDITORS: Amounts falllng du• wlthln one y•ar
2025
2024
Trade creditors
Other creditors
Accruals and deferred income
38
1,892
918
11,033
13,049
900
2,848
24,982
14.
MOVEMENTS IN CHARITABLE FUNDS
SUMMARY OF FUNDS- CURRENT YEAR
Balanc• at
1 Aprll
2024
Balance at
31 March
2025
Tran5f•rs
Inlout
Incoffle Expondlluro
Unrestrfcted Fund
Deslgnated Fund
General Fund
20.000
{20,000)
20,000
60,995
80.995
26,533
26,533
224,052
224.052
169,590
169,590
Restrlcted Fund
24,219
9.711
31.870
2,060
Total of funds
50,752
233,763
201,460
83,055
24 |Page

NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2025 (contlnued) .
Nature and purpose of funds
The Trustees carried forward a £60,995 General Fund in line with the company reserye policy
and designated £20,000 for the Co-Leader salary.
Restricted Funds carried forward are comprised of £2,060 for BOUNDLESS DRAMA CLUB.
SUMMARY OF FUNDS- PRIOR YEAR
Balance at
1 Aprll
2023
Balance at
31 March
2024
Transfers
Inlout
. Income Expenditure
Unrestrlctsd Fund
Designated Fund
General Fund
56,402
56,402
193,197
193,197
223,066
223,066
26,533
26,533
Restrlcted Fund
79.250
64,223
119,254
24,219
Totsl of funds
135,652
257,420
342,320
50,752
25 |Page

NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2025 (continued)
15.
ANALYSIS OF NET ASSETS BETWEEN FUNDS
ANALYSIS OF NET ASSETS BETWEEN FUNDS- CURRENT YEAR
Unrestrlcted Restrlcted
Funds
Funds.
2025
2025
Total
Funds
2025
Tangible fixed assets
Current assets
Creditors due within one year
277
277
85,626
(2,848)
83,566
(2.8481
2,060
80,995
2,060
83,055
ANALYSIS OF NET ASSETS BETWEEN FUNDS. PRIOR YEAR
Unrestricted
Funds
2024
Restricted
Funds
2024
Totsl
Funds
,2024
Tangible fixed assets
Current assets
Creditors due within one year
3,054
48,461
(24,982)
3,054
72,092
(24,394)
24,219
26,533
24,219
50,752
16.
RELATED PARTY TRANSACTIONS
Other than Trustee and Senlor Management Personnel transactions detailed in note 10, there were no
related paty transactions during the period (2024: £ nil).
26 jPage.