## THE BIG HOUSE THEATRE COMPANY
(A COMPANY LIMITED BY GUARANTEE)
## UNAUDITED FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 DECEMBER 2021
COMPANY NO: 08297808
REGISTERED CHARITY NUMBER: 1151106
**THE BIG HOUSE THEATRE COMPANY CONTENTS OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31ST DECEMBER 2021**
||Page|Page|Page|Page|
|---|---|---|---|---|
|Reference and Administrative Details||1|||
|Trustees’ Annual Report|2 to||10||
|Independent Examiner's Report|11||||
|Statement of Financial Activities|12||||
|Balance Sheet|13||||
|Statement of Cash Flows|14||||
|Notes to the Financial Statements|15|to||24|
**THE BIG HOUSE THEATRE COMPANY**
## **REFERENCE AND ADMINISTRATIVE DETAILS FOR THE YEAR ENDED 31ST DECEMBER 2021**
Registered Company Limited by Guarantee Registration Number 08297808 (England and Wales)
Registered Charity number 1151106 Registered office 151 Englefield Road London N1 3LH Trustees A Currell E Corbett H Edginton R Meteyard S Ruane Z Marar L Seary R Saunders (appointed 12 April 2021) M Goodin (appointed 4 May 2021) W Scott (appointed 16 July 2021) K Shoman (appointed 16 July 2021) V Fea (resigned 5 May 2021) C Leadbeater (resigned 13 December 2021)
Independent Examiner Andrew M Wells FMAAT Tom Wilcox FCIS FCIE DChATom Wilcox Counterculture Partnership LLP 99 Western Road Unit 115 Ducie House Lewes Ducie Street Manchester East Sussex M1 2JW BN7 1RS
Bankers The Co-Operative Bank 1 Islington High Street Islington N1 9TR
1
**THE BIG HOUSE THEATRE COMPANY**
**TRUSTEES’ ANNUAL REPORT FOR THE YEAR ENDED 31ST DECEMBER 2021**
The Big House community continues to grow through participation in our Open House Projects. Care leavers joining our projects become members of The Big House and can access intensive support for the first eighteen months through development opportunities provided by The Big House and its growing network of partners. Members can continue their involvement with the charity after that through being a peer mentor to a young person new to The Big House, by delivering our weekly drop-in workshops, referring young people to The Big House, or as an advocate for improvements in the Social Care sector. They can also become part of The Big House Means Business - delivering paid workshops and performances in schools, corporate settings and training in the social care world.
2021 saw The Big House continue to respond dynamically to the Coronavirus Pandemic, not only through increased pastoral support for our members, but through exciting new creative projects that developed the skills and talents of our community.
Lockdown in the first few months of 2021 required The Big House to move its work back to online and remote settings. Our Hot House project, which began in the Autumn of 2020 came to fruition, and saw five members deliver scripts for a series of short films, working with a playwright over Zoom. This project was the first of its kind for The Big House, with our members writing scripts to be performed by new participants at The Big House.
The Spring Open House Project responded to government lockdowns, by expanding into a two-part project, completed through hybrid work online and in-person. In the first phase, new members performed in the short films, created by the Hot House writers, filming across six days with a professional film crew. In the second part of the project, The Big House staged The Ballad of Corona V: The Remix, a direct response to the developing COVID-19 crisis. This script was reworked and directed by Maggie Norris. We continued to use our model of social distancing for audience members, allowing bubbles of audience members to experience the promenade performance across The Big House venue.
In the Summer of 2021, The Big House worked with a writer and director, to develop a taster script for a TV show pilot, Rat-a-Tat. The project saw 6 new members, alongside 7 existing members collaborate with professionals from the creative industry, to conceive and develop the characters and story for a comedy series about the UK underground rap scene.
In the autumn, working with the new participants of the Open House Project, we staged a hugely successful four week run of Redemption, directed by Maggie Norris. This production showcased the array of talent within our membership through singing, rap, and movement, and delivered performances to sell out audiences. This promenade production was the first show since the beginning of the pandemic in which we welcomed back the public to our venue in its full capacity.
Our Board of Trustees has continued to support and guide our activities, bringing expertise in safeguarding, Law, Social Care, Education, Marketing, Business and Governance. Additionally and importantly, we continue to benefit from the support of a large number of volunteers who act as mentors, fundraisers, ambassadors and friends of The Big House throughout the year.
We are deeply grateful to all our funders who have enabled us to continue reaching out to those care leavers who find themselves marginalised in society.
2
**THE BIG HOUSE THEATRE COMPANY TRUSTEES’ ANNUAL REPORT FOR THE YEAR ENDED 31ST DECEMBER 2021**
The Board is extremely proud of the achievements and dedicated hard work that Maggie Norris and her team have delivered during another turbulent year. The charity punches well above its financial weight and attracts substantial interest and praise nationally, locally and from within the artistic community. It is a truly unique organisation that I am incredibly proud to be associated with. On behalf of the Board of Trustees I would like to take this opportunity to thank all our funders, supporters, volunteers, mentors and friends for continuing to help The Big House grow and build upon its success to date.
The Trustees, who are also directors for the purposes of company law, have pleasure in presenting their report and the financial statements for the charitable company for the year ended 31 December 2021. The Trustees have adopted the provisions of 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 the Republic of Ireland (FRS 102) (effective 1 January 2015).
## OBJECTIVES AND ACTIVITIES
The objects for which the company is established (as outlined in the Articles of Association) are: The promotion of social inclusion for the public benefit among those leaving the care system or the penal system or who are otherwise at risk of exclusion by society, or part of society (as a result of unemployment; financial hardship; poor educational or skills attainment; relationship and family breakdown), in particular but not exclusively by:
1. Providing arts based activities which develop their skills, capacities and capabilities to enable them to participate in society as mature and responsible individuals; and
2. Providing advice, guidance and general support. In setting objectives and planning for
- activities, the Trustees have given due consideration to the general guidance published by the Charity Commission relating to public benefit.
The trustees have considered the Charity Commission's guidance on public benefit, including the guidance 'public benefit: running a charity (PB2)'.
## Volunteers
During 2021 our staff team was joined by over 30 volunteers, working in a range of different capacities. This included providing pro bono specialist legal and HR support, helping us to deliver our creative projects, offering fundraising assistance, mentoring the young people who have taken part in our Open House Projects and providing pastoral support during the pandemic. We would like to thank all our volunteers for their hard work throughout 2021; their support has been vital to the charity and its work.
## THE NEED FOR OUR WORK
The Big House has a simple mission: to enable care leavers to fulfil their potential. We refuse to accept that childhood abuse and a lifetime in social care should limit a young person’s opportunities and chances of a promising future.
3
**THE BIG HOUSE THEATRE COMPANY**
**TRUSTEES’ ANNUAL REPORT FOR THE YEAR ENDED 31ST DECEMBER 2021**
Care leavers are one of the most vulnerable and socially excluded groups in society. There are 80,850 children in care in the UK today. This is the highest it has ever been and is showing no signs of decreasing in the future. Due to sustained trauma, abuse, isolation, and bullying, care leavers are four or five times more likely to commit suicide (Barnados).Only 1% of children in the UK have been in care (Prison Reform Trust), yet:
- 75% of these children end up in care because they have experienced neglect or abuse, and whilst living in care, experience transient and volatile lifestyles (University of York)
- A staggering 41% of care leavers are not in education, training or employment by the age of 21, compared to only 12% of their peers (DoE 2021).
- Access into higher education alone is much lower for care experienced young people, with only 13% of pupils who were looked after continuously for 12 months or more entering higher education, compared to 43% of all other pupils (DoE 2021).
- 70% of sex workers have been in care (Centre for Social Justice)
- 40% of all prisoners under 21 have been in care (Centre for Social Justice)
- 33% of care leavers experience homelessness within two years (Homeless Link)
- Nearly 25% of young women leave care are already pregnant or mothers (Centre for Social Justice)
- 39% of care leavers are NEET (Not in Education, Employment, or Training) and only 6% go on to higher education (Department for Education)
- Looked-after Children and Care Leavers are between four and five times more likely to selfharm in adulthood (Department for Health)
The National Audit Office in their report Pressures on Children's Social Care (January 2019) highlighted that local authorities have seen their spending power for children’s services decrease by 28.6% in the last decade. This is despite the number of children being looked after by those services being the highest it’s been for a generation.
This has meant local authorities have had to make difficult cuts to some of their children’s services and “early intervention and prevention services have taken the biggest hit” (Barnardos). This makes the work of The Big House more important than ever.
"Young people in care should not be defined by the scars left by their past experiences, but by their incredible ability to heal. Only when we truly nurture and inspire these young people will the link between being in care and offending behaviour, long term unemployment, drug addiction, mental health problems, homelessness and suicide cease, and we as a society will reap the wonderful benefits of seeing them flourish". Maggie Norris, Founder of The Big House.
Our core activity, the 'Open House Project' (OHP) is a bridge course designed to facilitate a supportive environment with effective learning outcomes for young people who are not yet ready to be situated within the common core qualification framework. We use a combination of drama techniques, life and employment skills development and therapy to develop a relationship of trust and address behavioural
4
**THE BIG HOUSE THEATRE COMPANY TRUSTEES’ ANNUAL REPORT FOR THE YEAR ENDED 31ST DECEMBER 2021**
and emotional problems. All participants on the Open House Project also have access to long-term pastoral support and have the opportunity to be matched with a mentor to support their 12-month follow up plan if they would like one. Whilst the ultimate aim of The Big House is to foster selfsufficiency and independence, its doors always remain open to young people if future problems arise.
Though the Big House currently serves London, our ultimate aim is to expand the charity’s services nationally. Initially through The Big House Means Business, where performance extracts are performed across the UK. As these commissions expand, we are developing new partnerships and collaborators across the country and a growing interest in the replication of our model.
BENEFICIARIES:
The Big House's target group is care leavers aged 16 to 25 years who are classified as NEET (Not in Education, Employment, or Training). However, we work with some young people who have fallen through the cracks of social services and may not have been taken into care but should have been. We work with existing services (e.g. youth offending teams, probation officers and leaving care teams) to ensure we identify the young people who are most difficult to reach and at-risk.
Achievements against objectives
The strategies employed to achieve the charity's aims and objectives are to:
- Reduce the inequalities associated with the care system by encouraging and supporting our beneficiaries to live independent lives.
- Increase awareness of the challenges faced by marginalised young people to help promote positive changes for young people and create more empathic communities.
- Be responsive to needs and use our resources effectively.
Over the last 9 years, our monitoring and evaluation has evidenced that young people benefit profoundly from the intense 1-1 nature of our work combined with long term support. So far we have delivered 14 OHPs and worked with over 500 with highly successful outcomes:
- 93% have not offended or re-offended a year after project completion.
- 80% have been supported into EET (Education, Employment or Training) after project completion
Participants develop a range of core “soft skills” which support them to steer clear of gang involvement
and crime and sustain EET opportunities. Following OHPs, a vast majority of members feel:
- More able to cope with stressful situations
- Less isolated and closer to other people
- Better about themselves
2021 achievements:
- Two Open House Projects resulting in;
- two theatre productions, attended by over 1500 people.
5
**THE BIG HOUSE THEATRE COMPANY TRUSTEES’ ANNUAL REPORT FOR THE YEAR ENDED 31ST DECEMBER 2021**
- six short films produced with a professional film crew.
- A variety of online and in-person events throughout the year including drop-in sessions and workshops.
- Completion of one Hot House programme, commissioning six new writers for their first professional script.
- One development project, resulting in a TV Pilot taster, produced with a professional film crew.
- Ad-hoc support to care leavers and at-risk young people who have not been able to take part in our projects but in desperate need of support.
- Ongoing pastoral support and counselling for young people who have been on our previous projects.
- Ongoing employment opportunities found for our members.
- Further growth of The Big House Means Business (TBHMB, our drama-based training offering to the corporate and social care sector) through the development of training to be delivered online & creating the content for a new service. Whilst TBHMB continued to be impacted by the pandemic and subsequent lockdowns, it is now more robust and sustainable as a department. Popular services that were originally running at a loss now are delivered with a profit margin of 85.71%.
- TBHMB delivered 11 events with over 2392 attendees.
- TBHMB trained 3 new members as actors and facilitators and provided paid employment for The Big House members 33 times.
- Sourced employment for and represented our members with major production companies such as Sky, Netflix and BBC.
- Ensured best practice monitoring and evaluation practices and a strong governance structure.
Two 12-week Open House Projects (OHP):
Due to the pandemic, The Big House closed its doors, yet again, at the start of 2022. Despite this, we were able to deliver two Open House Projects, with our Spring project working both online and inperson. Both OHPs worked with care leavers and other vulnerable at-risk young people over two separate creative projects.
Activities in the OHP included: life and employment skills development and drama workshops; script development; rehearsals; nightly public performance and goal-setting. In addition, each young person received pastoral support and individualised education and employment guidance.
We carried out evaluations at the beginning and end of the project through specially developed feedback forms as well as recording the weekly observations of the professional team. These evaluations revealed that the projects had a profoundly positive impact on the young people's lives, as outlined in the statistics below.
6
**THE BIG HOUSE THEATRE COMPANY TRUSTEES’ ANNUAL REPORT FOR THE YEAR ENDED 31ST DECEMBER 2021**
The Ballad of Corona V - The Remix: OHP Spring 2021
13 young people took part in this special two-part Open House Project. Of the 13 young people - 11 were BME and 11 were care experienced.
The group took part in Life Skills on Zoom, due to the early 2021 lockdown and were then cast in the This is an Emergency short film series, written by the 5 Hot House Short Film writers. We shot 6 short films in total, across April 2021, and we showed them to the cast and crew at a special showing in September 2021.
Additionally, this group performed The Ballad of Corona V: The Remix - rehearsing across May and performing in June 2021. There were 126 performances to over 550 audience members.
Impact:
Following the Spring OHP - the 13 members have gone on to:
- 3 studying at university (studying Law / Drama & English / Drama & Psychology)
- 2 on apprenticeships (1 with the Civil Service and 1 in Marketing & Branding)
- 4 are working full time (in HR, youth work, IT and the NHS)
- 1 is working part time
- 2 are working as freelance creatives (1 in filmmaking and 1 as an actor)
Further to this, of those 13 members:
- 100% have not offended or reoffended
- 54% said they felt more confident
- 57% said they had improved relationships
Redemption: Autumn 21 OHP
We had 9 young people complete the Autumn 21 OHP. We had 9 BME young people, of whom 6 were care experienced. They took part in performing Redemption which had 21 performances to over 990 audience members.
## Impact:
Following the project, of the 9 young people on the project:
- 4 are now in employment (in hospitality and the NHS)
- 2 are applying to drama school - 1 of which has already got offers from universities
- 1 signed with a top acting agency
- 1 has been accepted onto the RADA Technical Training Course - learning about working backstage in theatre as part of their Youth Company.
## Further to this:
- 100% have not offended or reoffended
- 100% said they felt more confident
- 75% said they had improved relationships
7
**THE BIG HOUSE THEATRE COMPANY**
## **TRUSTEES’ ANNUAL REPORT FOR THE YEAR ENDED 31ST DECEMBER 2021**
## Rat-a-Tat Summer 2021:
We recruited 6 new young people for this special industry project, along with hiring 7 of our members as actors. The 6 new young people took part in 4 weeks of industry workshops and employability development skills as well as being cast in a 10 minute pilot episode to try out an idea for a new TV series, written by David Watson and directed by Tyrell Williams. These 6 included - 4 BME young people and 2 care experienced young people.
## Impact:
## Following Rat-a-Tat:
- 1 young person is working full time
- 1 young person has been successfully offered a Business Administration apprenticeship at a charity
- 1 young person is studying Screen Acting & Production at university
- 2 young people joined the Autumn 2021 OHP
- 1 young person will be on the Spring 2022 OHP.
Further to this:
- 100% have not offended or reoffended
- 83% said they felt more confident
- 89% said they had improved relationships
## Hot House:
In the Autumn of 2020, we commissioned six of our members to produce their first piece of professional writing. Of these 6 members, 5 were BME backgrounds.
Of the 6 members participating, 5 completed the project in Spring 2021, and their scripts were utilised in the short-film series, This is an Emergency, performed by our Spring 2021 OHP cohort.
## FINANCIAL REVIEW
## Significant events
2021 was another challenging year for fundraising at The Big House due to the pandemic, but with extra support from our regular funders, the organisation ended the year in a stable financial position going into 2022. Although utilising a small portion of our reserves, the end of the year saw these reserves topped up and maintained in line with our reserves policy; ensuring that we had at least six months of basic running costs in our unrestricted reserves.
Our fundraising strategy continues to focus on four distinct strands: trusts and foundations, individual giving, events and earned income. Income generation was targeted at raising funds for delivery of our Open House Projects, core running costs (including core salaries), as well as seeking more multi-year funding opportunities. Demand for online delivery from The Big House peaked in the pandemic and
8
**THE BIG HOUSE THEATRE COMPANY**
**TRUSTEES’ ANNUAL REPORT FOR THE YEAR ENDED 31ST DECEMBER 2021**
this is now a growth area for The Big House as we expand our reach through The Big House Means Business.
## Reserves
In 2021, The Big House maintained its reserves policy that ensures that the charity maintains 'at least six months of basic running costs in our unrestricted reserves in order to ensure the stability and continued smooth running of the charity's activities’
It is the Board of Trustees responsibility to ensure that the reserves policy is implemented. The reserves policy is outlined in the Financial Policies and Procedures document which is updated annually.
## Going concern
After making appropriate enquiries, the Trustees have a reasonable expectation that the company has adequate resources to continue to adopt the going concern basis in preparing the financial statement. Further details regarding the adoption of the going concern basis can be found in the Accounting Policies.
## STRUCTURE, GOVERNANCE AND MANAGEMENT
## Governing document
## Constitution
The company was incorporated on 19 November 2012. The company is registered as a charitable company limited by guarantee with the registered charity number 1151106.
## Organisational structure and decision making
The business of the charity is managed by the Trustees who may exercise all the powers of the charity. The Trustees for the financial period are listed on page 1. The Trustees are responsible for the overall management of the organisation. The CEO/Artistic Director manages the day-to-day operations of the organisation.
## Risk Management
The Trustees have assessed the major risks to which the company is exposed, in particular those related to the operations and finances of the company and are satisfied that systems and procedures are in place to mitigate our exposure to the major risks.
## Recruitment and appointment of trustees
The management of the company is the responsibility of the Trustees who are elected and co-opted under the terms of the Trust deed.
9
**THE BIG HOUSE THEATRE COMPANY TRUSTEES’ ANNUAL REPORT FOR THE YEAR ENDED 31ST DECEMBER 2021**
## STATEMENT OF TRUSTEES’ RESPONSIBILITIES
The Trustees (who are also directors of The Big House Theatre Company for the purposes of company law) are responsible for preparing the Trustees' report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company law requires the Trustees to prepare financial statements for each financial year. Under company law the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of 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 statements, the Trustees are required to:
- Select suitable accounting policies and then apply them consistently;
- Observe the method and principles in the Charities SORP;
- Make judgements and accounting estimates that are reasonable and prudent;
- Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation.
The Trustees are responsible for keeping 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 assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
In preparing this report, the Trustees have taken advantage of the small companies exemptions provided by Section 41SA of the Companies Act 2006.
Approved by the Board of Trustees on 30 March 2022 and signed on its behalf by
A Currell Date: 01/08/2022
10
INDEPENDENT EXAMINERS REPORT
FOR THE YEAR ENDED 31 DECEMBER 2021
I report to the trustees on my examination of the accounts of the charitable company for the year ended 31 December 2021.
## Responsibilities and basis of report
The trustees (who are also the directors of the company for the purposes of company law) are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (“the 2006 Act”).
Having satisfied myself that the accounts of the Company are not required to be audited for this year under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity’s accounts as carried out under section 145 of the Charities Act 2011 (“the 2011 Act”). In carrying out my examination, I have followed the Directions given by the Charity Commission (under section 145(5)(b) of the 2011 Act.
## Independent examiner’s statement
Since the Charitable company’s gross income exceeded £250,000, your examiner must be a member of a body listed in section 145 of the 2011 Act. I can confirm that I am qualified to undertake the examination by virtue of being a Fellow Member of the Institute of Chartered Secretaries and Administrators (ICSA), which is one of the listed bodies.
I have completed my examination. I confirm that no material matters have come to my attention which gives me cause to believe that:
1. accounting records were not kept in accordance with section 386 of the Companies Act 2006; or
2. the accounts do not accord with such records; or
3. the accounts do not comply with the relevant accounting requirements under section 396 of the Companies Act 2006 other than any requirement that the accounts give a ‘true and fair’ view which is not a matter considered as part of an independent examination; or
4. the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to reached.
## Tom Wilcox
Institute of Chartered Secretaries and Administrators Counterculture Partnership LLP Unit 115 Ducie House Ducie Street Manchester M1 2JW
1 August 2022
11
## The Big House Theatre Company
Statement of financial activities (incorporating an income and expenditure account)
For the year ended 31 December 2021
|Unrestricted
Note
£
Income from:
2
284,233
3
66,911
4
60,900
412,043
5
51,853
5
116,807
5
168,660
243,384
(42,923)
200,461
Reconciliation of funds:
348,542
17
549,003
Total funds brought forward
Net income/(expenditure) for the year
Total funds carried forward
Transfers between funds
Net movement in funds
Raising funds
Total income
Expenditure on:
Total expenditure
Charitable activities
Other Trading Activities
Donations and legacies
Charitable activities|Restricted
£
454,940
1,260
-
456,200
-
370,007
370,007
86,192
42,923
129,115
382,214
511,329|2021
Total
£
739,172
68,171
60,900
868,243
51,853
486,814
538,667
329,576
-
329,576
730,756
1,060,335|Unrestricted
£
290,994
17,290
7,870
316,154
68,386
201,239
269,625
46,529
-
46,529
302,013
348,542|Restricted
£
349,366
28,200
-
377,566
-
225,540
225,540
152,026
-
152,026
230,188
382,214|2020
Total
£
640,360
45,490
7,870
693,720
68,386
426,779
495,165
198,555
-
198,555
532,201
730,756|
|---|---|---|---|---|---|
All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in Note17 to the financial statements.
The notes on pages 20 to 30 form part of these financial statements
12
The Big House Theatre Company
Company no. 08297808
## Balance sheet
As at 31 December 2021
**----- Start of picture text -----**
2021 2020
Note £ £ £ £
Fixed assets:
Tangible assets 11 167,112 195,352
167,112 195,352
Current assets:
Debtors 12 118,474 75,114
Cash at bank and in hand 847,180 780,382
965,654 855,496
Liabilities:
Creditors: amounts falling due within one year 13 72,431 320,092
Net current assets / (liabilities) 893,223 535,404
Total net assets / (liabilities) 16 1,060,335 730,756
The funds of the charity: 17
Restricted income funds 511,329 382,214
Unrestricted income funds:
- -
Designated funds
General funds 549,003 348,542
Total unrestricted funds 549,003 348,542
Total charity funds 1,060,335 730,756
**----- End of picture text -----**
Approved by the trustees on and signed on their behalf by
…………………………….. - Trustee
The notes on pages 20 to 30 form part of these financial statements
13
The Big House Theatre Company
## Statement of cash flows
For the year ended 31 December 2021
|Note
Net income / (expenditure) for the reporting period
Depreciation charges
Dividends, interest and rent from investments
(Increase)/decrease in debtors
Increase/(decrease) in creditors
Net cash from/(used in) operating activities
Analysis of cash and cash equivalents
Cash in hand and at bank
Total cash and cash equivalents
Analysis of changes in net debt
Cash in hand and at bank
Cash flows from investing activities:
Purchase of fixed assets
Cash and cash equivalents at the beginning of the year
Cash and cash equivalents at the end of the year
Change in cash and cash equivalents in the year
Net cash provided by / (used in) investing activities|£
-|£
329,576
28,240
-
(43,360)
(247,661)
66,795
66,795
780,382
847,178
At 31
December
2021
£
847,178
847,178
At Start of
year
£
780,382
2021|£
(53,580)
Cashflows
£
66,796|£
198,555
27,122
-
40,041
121,242
386,960
(53,580)
333,380
447,002
780,382
At 31
December
2020
£
780,382
780,382
At end of
year
£
847,178
2020|
|---|---|---|---|---|
14
The Big House Theatre Company
Notes to the financial statements
## For the year ended 31 December 2021
- 1 Accounting policies
- a) Company information
- The Big House Theatre Company is a charitable company limited by guarantee registered in England with registration number 08297808. Its registered office address is 151 Englefield Road, London N1 3LH.
- b) Basis of preparation
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) (effective 1 January 2019) - (Charities SORP FRS 102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and Update Bulletin 2, and the Charities Act 2011. The accounts are presented in GBP rounded to £1, which is the functional currency of the charity. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy or note.
- c) Public benefit entity
The charitable company meets the definition of a public benefit entity under FRS 102.
- d) Going concern The trustees assess whether the use of going concern is appropriate i.e. whether there are any material uncertainties related to events or conditions that may cast significant doubt on the ability of the charity to continue as a going concern. The trustees make this assessment in respect of a period of one year from the date of approval of the financial statements. In making this assessment the trustees have considered the impact of Covid 19.
Annual budgets have been revised taking this into account with prudent figures for both income and expenditure. The charity holds significant reserves and has liquid assets in the form of cash held in short term deposits. For this reason the trustees continue to adopt the going concern basis in preparing the financial statements.
- e) Income Income, including from Government and other grants, whether 'capital' or 'income', is recognised when the charity has entitlement to the funds, any performance conditions attached to the income have been met, it is probable that the income will be received and that the amount can be measured reliably.
Income for activities and projects spanning two or more accounting periods is allocated over the period to which it relates in order to more accurately recognise the performance conditions associated with this income. Income received in advance of delivery of a specified service is deferred until the criteria for income recognition is met.
- f) Interest receivable Interest on funds held on deposit is included when receivable.
- g) Fund accounting Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure which meets these criteria is charged to the fund.
Unrestricted funds are donations and other incoming resources received or generated for the charitable purposes.
Designated funds are unrestricted funds earmarked by the trustees for particular purposes.
- h) Expenditure and irrecoverable VAT Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings:
- Costs of raising funds relate to the costs incurred by the charitable company in inducing third parties to make voluntary contributions to it, as well as the cost of any activities with a fundraising purpose.
- Expenditure on charitable activities includes the costs of offering fellowships and delivering related services undertaken to further the purposes of the charity and their associated support costs.
- Other expenditure represents those items not falling into any other heading.
Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.
15
The Big House Theatre Company
Notes to the financial statements
## For the year ended 31 December 2021
- 1 Accounting policies (continued)
- i) Allocation of support costs Resources expended are allocated to the particular activity where the cost relates directly to that activity. However, the cost of overall direction and administration of each activity (support costs), comprising the salary and overhead costs of the central function, is apportioned on the following basis which are an estimate, based on staff time, of the amount attributable to each activity.
## j) Operating leases
Rental charges are charged on a straight line basis over the term of the lease.
- k) Tangible fixed assets
- Items of equipment are capitalised where the purchase price exceeds £500. Depreciation costs are allocated to activities on the basis of the use of the related assets in those activities. Assets are reviewed for impairment if circumstances indicate their carrying value may exceed their net realisable value and value in
Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows:
- Leasehold improvements
- Office equipment
12 years 4 years
- l) Financial Instruments The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value.
## Financial assets
Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.
## Financial Liabilities
Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.
- m) Cash at bank and in hand Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account. Cash balances exclude any funds held on behalf of service users.
- n) Pensions
The charity contributes towards the employees' personal pension schemes. The cost of the contribution is charged to the statement of financial activities on an accruals basis.
- o) Employee benefits
The costs of short-term employee benefits are recognised as a liability and an expense.
The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.
Termination benefits are recognised immediately as an expense when the company is demonstrably committed to terminate the employment of an employee or to provide termination benefits.
16
The Big House Theatre Company
Notes to the financial statements
## For the year ended 31 December 2021
- 1 Accounting policies (continued)
## p) Significant accounting policies
In the application of the company’s accounting policies, the charity is required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an on-going basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised, if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods.
There are no estimates and assumptions that are considered to have a significant risk of causing a material adjustment to the financial statements in a future period.
## 2 Income from donations
|Arts Council
Baring Foundation
Bernard Sunley Foundation
Big Lottery Fund (Awards for All)
Bleu Blanc Rouge Foundation
CAF Foundation
Charles Hayward Foundation
City Bridge Trust
Comic Relief
Coronavirus Community Support Fund
Esmee Fairbairn Foundation
Garfield Weston
Henry Smith Charity
John Lyons
Krish Philanthropies
Lawrence Atwell Foundation
Lloyds Bank Foundation
London Community Foundation
National Lottery Community Fund
Sage Publications
Savills
Segelmen Trust
Young Londoners Fund
Government Grant - Furlough Scheme
Government Grant- Local Restrictions Support
29th May 1961 Charitable Trust
Dyer's Company
Other
Individual donors|Unrestricted
£
-
-
5,000
-
75,000
304
-
49
-
-
-
45,000
-
-
7,500
-
27,763
-
-
400
1,400
-
-
7,254
68,357
-
1,000
6,042
39,163
284,233|£
103,035
-
-
-
-
15,482
25,000
71,425
-
-
19,075
-
51,400
30,000
-
-
-
-
61,713
8,748
-
-
49,038
20,024
-
-
-
-
-
454,940
Restricted|2021 total
Total
£
103,035
-
5,000
-
75,000
15,786
25,000
71,474
-
-
19,075
45,000
51,400
30,000
7,500
-
27,763
-
61,713
9,148
1,400
-
49,038
27,278
68,357
-
1,000
6,042
39,163
739,172|2020
Total
£
47,813
8,000
-
9,998
50,000
9,737
25,000
44,876
23,878
18,285
70,267
16,250
-
-
-
9,167
43,884
10,000
74,081
-
11,175
22,917
49,038
19,014
3,000
3,000
1,000
6,291
63,689
640,360|
|---|---|---|---|---|
Income in 2020 comprised of unrestricted income of £290,994 and restricted income of £349,366
17
The Big House Theatre Company
## Notes to the financial statements
## For the year ended 31 December 2021
3. Income from charitable activities
|Open House Production
HMRC Theatre Tax Relief
The Big House Means Business
Total income from charitable activities|Unrestricted
£
32,833
28,732
5,346
66,911|Restricted
£
1,260
-
1,260|2021
Total
£
34,093
28,732
5,346
68,171|2020
Total
£
11,104
17,290
17,096
45,490|
|---|---|---|---|---|
Income in 2020 comprised of unrestricted income of £17,290 and restricted income of £28,200
## 4 Income from other trading activities
|Total income from other trading activities
Acting fees received from agencies
Room/Venue hire
Total income
Fundraising events|Unrestricted
£
4,346
52,254
4,300
60,900
60,900|£
-
-
-
-
-
Restricted|2021
Total
£
4,346
52,254
4,300
60,900
60,900|2020
Total
£
7,870
-
-
7,870
7,870|
|---|---|---|---|---|
All income in 2020 was unrestricted
18
The Big House Theatre Company
Notes to the financial statements
## For the year ended 31 December 2021
5 Analysis of expenditure
|Staff costs (Note 8)
Creative professional fees
Depreciation
Fundraising events
Independent examination fees
Insurance
Legal and professional fees
Marketing
Office costs
Production costs & equipment hire
Recruitment
Rent, rates and utilities
Staff travel and other staff costs
Venue and catering
YP fees, travel and expenses
Support costs
Total expenditure 2021
Total expenditure 2020|Cost of
raising
funds
£
30,005
-
-
4,190
-
-
-
-
-
-
-
-
-
-
-
34,195
17,658
51,853
-|Partnership &
central
delivery
£
59,772
-
-
-
-
-
-
-
1,329
732
3,600
1,321
1,377
1,313
120
69,563
35,922
105,485
317,156|Open House
Project
£
71,013
71,077
-
-
-
-
-
2,406
785
13,113
-
35
201
4,734
41,228
204,592
105,650
310,242
125,263|The Big
House Means
Business
£
40,918
1,264
-
-
-
-
-
-
-
-
-
-
262
-
4,435
46,879
24,208
71,087
52,747|Governance
and Support
costs
£
26,360
-
28,240
-
1,200
1,260
17,232
-
5,691
-
2,089
101,175
191
-
-
183,437
(183,437)
-
-|2021 Total
£
228,068
72,341
28,240
4,190
1,200
1,260
17,232
2,406
7,805
13,844
5,689
102,531
2,031
6,047
45,783
538,667
-
538,667
495,166|2020
Total
£
231,752
43,254
27,122
(2,128)
1,200
825
24,323
1,280
6,261
7,513
7,075
111,214
2,359
1,375
31,741
495,166
-
495,166|
|---|---|---|---|---|---|---|---|
Of the total expenditure, £168,660 was unrestricted (2020: £269,625) and £370,007 was restricted (2020: £225,540).
19
The Big House Theatre Company
Notes to the financial statements
For the year ended 31 December 2021
## 7
Analysis of staff costs, trustee remuneration and expenses, and the cost of key management personnel
Staff costs were as follows:
|Employer’s contribution to defined contribution pension schemes
Salaries and wages
Social security costs|2021
£
202,988
16,421
8,660
228,068|2020
£
206,727
16,753
8,272
231,752|
|---|---|---|
No employee earned more than £60,000 during the year (2020: nil).
The key management personnel of the Charity comprise the trustees (“Directors” for the purposes of the Companies Act) and Senior Management Team. The total amounts paid in respect of the key management personnel of the Charity (including employer's National Insurance contributions and employers pension contributions) were £102,423 (2020: £105,975). None of the trustees received any remuneration or benefits from the charity during the year.
The charity trustees were not paid or received any other benefits from employment with the charity in the year (2020: £nil). No charity trustee received payment for professional or other services supplied to the charity (2020: £nil).
During the year, no trustee was reimbursed travel expenses of nil (2020: ni).
## 8 Staff numbers
The average number of employees (head count based on number of staff employed) during the year was as follows:
|Cost of raising funds
Partnership & central delivery
Open House Project
The Big House Means Business
Governance and support
Cost of raising funds
Open House Project
Governance and support
The average weekly number of employees (full-time equivalent) during the
period was as follows:
Partnership & central delivery
The Big House Means Business|2021
No.
1.1
2.1
2.5
1.4
0.9
8.0
2021
No.
0.8
1.6
1.9
1.1
0.7
6.0|2020
No.
0.4
3.8
0.7
2.8
3.0
10.8
2020
No.
0.4
-
-
-
2.8
3.2|
|---|---|---|
20
The Big House Theatre Company
Notes to the financial statements
For the year ended 31 December 2021
## 9 Related party transactions
During the year there were receipts from Anne Currell (trustee) of £1,200 for purchase of gala tickets and £350 for gala auction. During 2020 there were receipts totalling £1,500 from Currell Residential Limited, a trading company owned by Anne Currell (Chair of Trustees of The Big House). These receipts were donations and are included in Donations and legacies income in note 2. During the year a payment of £283 (2020:£300) was made to James Meteyard, the son of Truatee Robert Meteyard for writing work.
## 10 Taxation
The charitable company is exempt from corporation tax to the extent that all its income is charitable and is applied for charitable purposes.
## 11 Tangible fixed assets
|All of the above assets are used for charitable purposes.
12
At the end of the year
At the end of the year
At the start of the year
Charge for the year
At the start of the year
Additions in year
At the end of the year
At the start of the year
Cost
Depreciation
Net book value
Debtors
Grant debtors
Other debtors
Prepayments and accrued income|Computer
equipment
£
243,916
-
243,916
48,564
28,240
76,804
167,112
195,352
2021
£
9,275
-
109,199
118,474|Total
£
243,916
-
243,916
48,564
28,240
76,804
167,112
195,352
2020
£
425
965
73,724
75,114|
|---|---|---|
21
The Big House Theatre Company
## Notes to the financial statements
## For the year ended 31 December 2021
- 13 Creditors: amounts falling due within one year
|Deferred income (note 14)
Trade creditors
Taxation and social security
Other creditors
Pensions
Accruals|2021
£
731
2,657
36,111
5,691
26,234
1,007
72,431|2020
£
810
5,176
40,278
4,539
268,259
1,030
320,092|
|---|---|---|
## 14 Deferred income
Deferred income comprises income received during the year for future years.
|Balance at the beginning of the year
Amount released to income in the year
Amount deferred in the year
Balance at the end of the year
Net current assets
Net assets at the end of the year
Net current assets
Tangible fixed assets
Analysis of net assets between funds
Tangible fixed assets
Net assets at the start of the year|General
unrestricted
£
167,112
381,894
549,006
General
unrestricted
£
195,352
153,190
348,542|£
-
-
-
£
-
-
-
Designated
Designated|2021
£
268,259
(268,259)
26,234
26,234
Restricted
£
-
511,329
511,329
Restricted
£
-
382,214
382,214|2020
£
134,885
(134,885)
268,259
268,259
Total funds
2021
£
167,112
893,223
1,060,335
Total funds
2020
£
195,352
535,404
730,756|
|---|---|---|---|---|
## 16 Analysis of net assets between funds
22
The Big House Theatre Company
## Notes to the financial statements
## For the year ended 31 December 2021
## 17 Movements in funds
|Engagement Manager salary
Artistic Director Salary
OHP Collective Restricted Funds
OHP 1 Restricted Funds
Associate Director Salary
TBHMB Manager
Finance and Ops Director salary
Capital works
Strategy Consultant
Development Manager
Venue and Events Coordinator
New work development
Flex
Comms Officer
Overheads and Core Cost
Hot House
Total restricted funds
General funds
17
Engagement Manager salary
Artistic Director Salary
OHP Collective Restricted Funds
OHP 1 Restricted Funds
Associate Director Salary
TBHMB Manager
Finance and Ops Director salary
Capital works
Strategy Consultant
Development Manager
Venue and Events Coordinator
New work development
Flex
Hot House
Total restricted funds
General funds
Total unrestricted funds
Unrestricted funds:
Total funds
Total unrestricted funds
Restricted funds:
Unrestricted funds:
Total funds
Movements in funds
Restricted funds:|At 1
January
2021
£
14,984
-
203,856
13,218
11,093
36,649
14,230
50,833
8,067
-
2,907
3,828
3,806
-
-
18,743
382,214
348,542
348,542
730,756
At 1
January
2020
£
10,613
-
80,106
13,218
16,877
21,828
10,512
50,000
14,817
-
8,389
3,828
-
-
230,188
302,013
302,013
532,201|Incoming
resources &
gains
£
48,515
17,091
178,059
-
45,849
35,925
49,570
-
-
-
-
-
-
8,748
46,847
25,595
456,199
412,043
412,043
868,242
Incoming
resources &
gains
£
29,628
19,623
184,153
-
18,303
27,633
47,615
833
-
6,589
8,315
-
9,998
24,876
377,566
316,154
316,154
693,720|Outgoing
resources &
losses
£
(26,012)
(58,267)
(117,807)
-
(12,918)
(24,210)
(25,307)
-
-
-
-
-
(3,806)
(10,495)
(46,847)
(44,338)
(370,007)
(168,660)
(168,660)
(538,667)
Outgoing
resources &
losses
£
(25,257)
(19,623)
(60,403)
-
(24,087)
(12,812)
(43,897)
-
(6,750)
(6,589)
(13,797)
-
(6,192)
(6,133)
(225,540)
(269,625)
(269,625)
(495,165)|Transfers
£
-
41,176
-
-
-
2,907
-
-
-
-
(2,907)
-
-
1,747
-
-
42,923
(42,923)
(42,923)
-
Transfers
£
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-|At 31
December
2021
£
37,487
-
264,108
13,218
44,024
51,271
38,493
50,833
8,067
-
-
3,828
-
-
-
-
511,329
549,003
549,003
1,060,331
At 31
December
2020
£
14,984
-
203,856
13,218
11,093
36,649
14,230
50,833
8,067
-
2,907
3,828
3,806
18,743
382,214
348,542
348,542
730,756|
|---|---|---|---|---|---|
23
The Big House Theatre Company
Notes to the financial statements
For the year ended 31 December 2021
## 17 Movements in funds (continued)
Transfers include:
Overspent restricted grants transferred from general funds
Unrestricted funds used to fund staff time and other costs associated with the restricted funds
Purposes of restricted funds
Engagement Manager Salary: Salary for Engagement Manager. Covered By Henry Smith and Young Londoners Artistic Director Salary: Salary of Artistic Director & CEO. Covered by Arts Council England
OHP Collective Restricted Funds: Funds allocated for the Open House Project, a core delivery item for The Big House that happens twice a year (12 weeks per project). Covered by National Lottery Reaching Communities, Charles Hayward, Young Londoners Fund, Arts Council England Cultural Recovery Fund, John Lyons, Arts Council England Project Grants
Associate Director Salary: Salary of Associate Director. Covered by Young Londoners Fund & City Bridge
TBHMB Manager: Salary of The Big House Means Business Manager. Covered by Comic Relief & City Bridge
Finance and Ops Director salary: Salary of Finance & Operations Director. Covered by Esmee Fairbairn & Henry Smith
Capital works: Funds allocated to capital works.
Strategy Consultant: Funds allocated to strategy consultant
Development Manager: Funds allocated to Fundraising staff member. Covered by NA
Venue and Events Coordinator: Funds allocated to Venue Manager (same position as TBHMB Manager)
New work development: Funding allocated to developing new work
Flex: Funding allocated to a delivery project called Flex, that's provides upskilling opportunities to our members. The transfer to unrestricted funds is to account for the staff time utilised and venue and overhead costs incurred, which were funded from unrestricted funds in 2020.
Hot House: Funding allocated to a delivery project called Hot House, that provides long-term creative work
## 18 Operating lease commitments
The charity's total future minimum lease payments under non-cancellable operating leases is as follows for each of the following periods
|Less than one year
One to five years
Over five years|2021
£
100,000
400,000
366,667
866,667|2020
£
100,000
400,000
466,667
966,667|
|---|---|---|
24