OpenCharities

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

2022-12-31-accounts

THE BIG HOUSE THEATRE COMPANY

(A COMPANY LIMITED BY GUARANTEE)

UNAUDITED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2022

COMPANY NO: 08297808 REGISTERED CHARITY NUMBER: 1151106

THE BIG HOUSE THEATRE COMPANY CONTENTS OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31ST DECEMBER 2022

Page
Reference and Administrative Details 1
Trustees’ Annual Report 2 to 8
Independent Examiner's Report 9
Statement of Financial Activities 10
Balance Sheet 11
Statement of Cash Flows 12
Notes to the Financial Statements 13 to 22

THE BIG HOUSE THEATRE COMPANY REFERENCE AND ADMINISTRATIVE DETAILS FOR THE YEAR ENDED 31ST DECEMBER 2022

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 (resigned 5 December 2022) E Corbett (resigned 23 June 2022) H Edginton C Evans (appointed 5 December 2022) M Goodin Z Marar R Meteyard S Ruane (resigned 23 June 2022) R Saunders (resigned 23 June 2022) W Scott L Seary K Shoman

D Wilkinson (appointed 17 August 2022)

Independent Examiner

Tom Wilcox FCIE Counterculture Partnership LLP Unit 115 Ducie House Ducie Street Manchester M1 2JW

Bankers

The Co-Operative Bank 1 Islington High Street Islington N1 9TR

1

THE BIG HOUSE THEATRE COMPANY REFERENCE AND ADMINISTRATIVE DETAILS FOR THE YEAR ENDED 31ST DECEMBER 2022

The Big House community continues to grow through participation in our Open House Projects (OHP). Care leavers and at-risk young people joining our projects become members of The Big House and can access support through development opportunities provided by The Big House and its growing network of partners. Members can continue their involvement with the charity after the intensive OHP period, and following 12 months of ongoing support through other project opportunities, being a peer mentor to a young person new to The Big House, participating in 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.

2022 saw The Big House begin to grow again after the pandemic, whilst sustaining our intensive pastoral support for our members. Alongside our Open House Projects, we were able to expand our delivery to include exciting new creative projects that developed the skills and talents of our members.

The Spring Open House Project saw The Big House stage Mission, written by David Watson and directed by Maggie Norris. Mission , was a play about making amends, and trying to make the journey to a whole new world. It explored key themes raised by our members with lived experience and was a cathartic journey for the young people, who utilised their passion and frustrations to fuel their creativity and desire to perform. Through Mission, David Watson composed a deep-dive into the hard realities of addiction issues and curated a safe space for those with lived experience to feel empowered and enthralled in the passion of performing. A member shared ‘It was the first time I'd had anyone believe in me’.

In the Summer of 2022, The Big House remounted its production of Redemption, written by James Meteyard. A newly formed relationship with 42 Management and Production saw the company invest in a restaging of the 2021 production, featuring a cast of nine. Eight of those were members of The Big House who were employed as professional actors, for whom four it was their first professional credit. The relationship between The Big House and 42 flourished throughout the process and continues to be a fruitful partnership, with the agency representing 4 of our members.

The Autumn Open House Project was titled CASHMONEY NOW . Written by James Fritz, and directed by The Big House’s Associate Director, Bel Parker, the production was an exploration into the financially “left-behind” and the high risk versus high reward world of Crypto currency and the dark web. The show was born from the desire of young people to rebel against the unjust financial system that benefits the elite and is becoming ever more excluding of marginalised communities.

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.

The Board is extremely proud of the achievements and dedicated hard work that Maggie Norris and her team have delivered during 2022. 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.

2

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 2022. 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 including the guidance 'public benefit: running a charity (PB2)'.

Volunteers

During 2022 our staff team was joined by more than 55 volunteers, working in a range of different capacities. This included providing pro bono creative, venue and logistics support, helping us to deliver our creative projects, offering fundraising assistance and providing information and skills-building opportunities to the young people taking part in our Open House Projects. We would like to thank all our volunteers for their hard work throughout 2022; 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.

Care leavers are one of the most vulnerable and socially excluded groups in society. There are 103,000 children in care in the UK today (Home for Good, 2023). 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:

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.

3

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 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 self-sufficiency and independence, our doors always remain open to young people if future problems arise.

The Big House currently serves London, although we are preparing to expand our reach nationally. Our work through The Big House Means Business sees performances and workshops being delivered 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. We are also developing our work online, through a new Digital Platform, The Big Mouth, that will enable us to reach new audiences across the country.

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:

Over the last 10 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 16 OHPs and worked with over 500 young people with highly successful outcomes:

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:

4

2022 achievements:

Two 12-week Open House Projects (OHP):

In 2022, The Big House delivered two Open House Projects, working with a team of professional creatives alongside the project participants. 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.

Mission : Spring OHP

12 young people completed the Spring 22 Open House Project. Of the 12 young people - 10 were BME and 7 were care experienced.

The group took part in Life Skills across March and then rehearsed and performed Mission , written by David Watson and directed by Maggie Norris. The production received two OFFIE nominations for Best Performance and Best Direction.

5

There were 22 performances to almost 700 audience members.

Impact:

Further to this, of those 12 members:

CASHMONEY NOW : Autumn OHP

We had 12 young people complete the Autumn 22 OHP. We had 10 BME young people, and 10 care experienced young people. They took part in performing CASHMONEY NOW which had 22 performances to almost 600 audience members.

Impact:

Further to this:

5 DAY FILM SCHOOL:

We recruited 6 young people from The Big House membership for this special summer project. The 8 members took part in 5 days of workshops led by a filmmaker and editor to explore how to shoot and edit their own short film. They shot scenes from a script previously performed on stage at The Big House and then edited the sound and music themselves before doing a showing on the final day. These 6 included - 5 BME young people and 2 care experienced young people. Further to this:

REDEMPTION REMOUNT:

In the Summer of 2022, in partnership with 42 Management, we reproduced our production of Redemption , an OHP from 2021.

The cast included 8 members plus 1 professional actor. For 4 of the members, Redemption was their first paid professional acting credit.

FINANCIAL REVIEW

Significant events

6

2022 was another challenging year for fundraising at The Big House due to the ongoing effects of the pandemic as well as the cost-of-living crisis. With extra support from our regular funders as well as the utilisation of freelance fundraising consultants, the organisation ended the year in a stable financial position going into 2023. Robust budget management and quarterly reforecasting allowed The Big House to end the year with reserves 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 this is now a growth area for The Big House as we expand our reach through The Big House Means Business and our new digital platform, The Big Mouth.

Reserves

In 2022, 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 the company’s exposure to the major risks.

7

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.

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:

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.

21 July

Approved by the Board of Trustees on ………………… 2023 and signed on its behalf by

H Edginton

Date: 31 August 2023

8

Independent Examiner's Report to the Trustees of The Big House Theatre Company

I report to the charity trustees on my examination of the accounts of the charitable company for the year ended 31[st] December 2022.

Responsibilities and basis of report

As the charity trustees (and also its 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 2011 (‘the Act’).

Having satisfied myself that the accounts of the company are not 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 your company’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 charity’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination by virtue of being a Fellow Member of the Association of Charity Independent Examiners, which is one of the listed bodies.

I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:

  1. accounting records were not kept in respect of the company as required by section 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 requirements of section 396 of the 2006 Act 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 be reached.

Tom Wilcox FCIE Counterculture Partnership LLP Unit 115 Ducie House Ducie Street Manchester M1 2JW

31 August 2023 Dated ……………………….

9

The Big House Theatre Company

Statement of financial activities (incorporating an income and expenditure account)

For the year ended 31 December 2022

Unrestricted
Note
£
Income from:
2
225,866
3
79,690
4
112,528
6,561
424,644
5
70,809
5
271,374
5
342,182
82,462
35,382
117,844
Reconciliation of funds:
549,005
16
666,849
Total funds brought forward
Net income/(expenditure) for the year
Total funds carried forward
Transfers between funds
Net movement in funds
Raising funds
Other
Total income
Expenditure on:
Total expenditure
Charitable activities
Other Trading Activities
Donations and legacies
Charitable activities		 Restricted
£
321,916
8,331
-
-
330,247
-
324,626
324,626
5,621
(35,382)
(29,761)
511,330
481,569		 2022
Total
£
547,782
88,021
112,528
6,561
754,891
70,809
595,999
666,808
88,083
-
88,083
1,060,335
1,148,418		 Unrestricted
£
284,233
66,913
60,900
-
412,046
51,853
116,807
168,660
243,386
(42,923)
200,463
348,542
549,005		 Restricted
£
454,940
1,260
-
-
456,200
-
370,007
370,007
86,193
42,923
129,116
382,214
511,330		 2021
Total
£
739,173
68,173
60,900
-
868,246
51,853
486,814
538,667
329,579
-
329,579
730,756
1,060,335

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 Note16 to the financial statements.

The notes on pages 13 to 22 form part of these financial statements

10

The Big House Theatre Company Balance sheet As at 31 December 2022

Company no. 08297808

----- Start of picture text -----
2022 2021
Note £ £ £ £
Fixed assets:
Tangible assets 11 143,919 167,112
143,919 167,112
Current assets:
Debtors 12 84,044 118,474
Cash at bank and in hand 1,059,062 847,180
1,143,106 965,654
Liabilities:
Creditors: amounts falling due within one year 13 138,607 72,431
Net current assets / (liabilities) 1,004,499 893,223
Total net assets / (liabilities) 15 1,148,418 1,060,335
The funds of the charity: 16
Restricted income funds 481,569 511,330
Unrestricted income funds:
-
Designated funds 114,778
General funds 552,071 549,005
Total unrestricted funds 666,849 549,005
Total charity funds 1,148,418 1,060,335
----- End of picture text -----

For the financial period in question, the company was entitled to exemption from audit under section 477 of the Companies Act 2006 relating to small companies.

Trustees’ Responsibilities:

These financial statements, which have been prepared in accordance with the special provisions relating to the small companies regime within Part 15 of the Companies Act 2006 and in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019), were approved by the Board on and signed on its behalf by: 21 July 2023

…………………………….. - Trustee

Name : Humphrey Edginton

11

The Big House Theatre Company

Statement of cash flows

For the year ended 31 December 2022

Note
Net income / (expenditure) for the reporting period
Depreciation charges
(Profit)/loss on the disposal of fixed assets
(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		 £
(6,737)		 £
88,083
29,384
547
34,430
66,176
218,619
(6,737)
211,882
847,180
1,059,062
At 31
December
2022
£
1,059,062
1,059,062
At Start of
year
£
847,180
2022		 £
-
Cashflows
£
211,882		 £
329,579
28,240
-
(43,360)
(247,661)
66,798
-
66,798
780,382
847,180
At 31
December
2021
£
847,180
847,180
At end of
year
£
1,059,062
2021

12

The Big House Theatre Company

Notes to the financial statements

For the year ended 31 December 2022

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.

The charitable company meets the definition of a public benefit entity under FRS 102.

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.

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.

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.

Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

13

The Big House Theatre Company

Notes to the financial statements

For the year ended 31 December 2022

j) Operating leases

Rental charges are charged on a straight line basis over the term of the lease.

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:

12 years 4 years

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.

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.

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.

14

The Big House Theatre Company

Notes to the financial statements

For the year ended 31 December 2022

p) Significant accounting policies

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
Bernard Sunley Foundation
Bleu Blanc Rouge Foundation
CAF Foundation
Charles Hayward Foundation
City Bridge Trust
Esmee Fairbairn Foundation
Garfield Weston
Harold Hyam Wingate Foundation
Henry Smith Charity
John Lyons
Krish Philanthropies
Lloyds Bank Foundation
National Lottery Community Fund
Corporate Donations
Young Londoners Fund
Government Grant - Furlough Scheme
Government Grant- Local Restrictions Support
Dyer's Company
Other
Gnanam Foundation
Foyle Foundation
ACE Lottery
London Youth CVC
Ashley Family Foundation
Leathersellers company
National Heritage Lottery Fund
Individual donors
Donated services		 Unrestricted
£
-
50,000
-
-
11,200
4,204
26,249
-
7,563
-
-
13,083
-
50,421
-
-
-
1,000
-
1,000
-
-
-
-
20,000
-
39,586
1,560
225,866		 £
41,602
-
-
-
-
31,558
32,721
-
5,000
43,837
33,000
-
19,444
-
17,437
49,038
-
-
-
2,504
113
25,000
2,230
3,724
7,333
-
7,375
-
-
321,916
Restricted		 2022 total
Total
£
41,602
-
50,000
-
-
42,758
36,925
26,249
5,000
51,400
33,000
-
32,527
-
67,858
49,038
-
-
1,000
2,504
1,113
25,000
2,230
3,724
7,333
20,000
7,375
39,586
1,560
547,782		 2021
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
49,038
27,278
68,357
1,000
7,443
-
-
-
-
-
-
39,163
-
739,173

Income in 2021 comprised of unrestricted income of £284,233 and restricted income of £454,940 Donated services includes the approximate value of The Theraputic Consultants probono services.

15

The Big House Theatre Company

Notes to the financial statements

For the year ended 31 December 2022

3.
North Somerset Council
Open House Production - government
Redemption - stand alone Open House Production
Open House Production
HMRC Theatre Tax Relief
Income from charitable activities
The Big House Means Business
Total income from charitable activities		 Unrestricted
£
27,753
-
10,302
32,614
2,400
6,621
79,690		 Restricted
£
-
8,331
-
-
-
-
8,331		 2022
Total
£
27,753
8,331
10,302
32,614
2,400
6,621
88,021		 2021
Total
£
34,094
-
-
28,733
-
5,346
68,173

Income in 2021 comprised of unrestricted income of £66,911 and restricted income of £1,260

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
£
58,285
49,239
5,003
112,528
112,528		 £
-
-
-
-
-
Restricted		 2022
Total
£
58,285
49,239
5,003
112,528
112,528		 2021
Total
£
4,346
52,254
4,300
60,900
60,900

All income in 2021 was unrestricted

16

The Big House Theatre Company

Notes to the financial statements

For the year ended 31 December 2022

5 Analysis of expenditure

Staff costs (Note 8)
Creative professional fees
Depreciation
Fundraising events
Independent examination fees
Insurance
Legal and professional fees
Loss on Disposal of Asset
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 2022
Total expenditure 2021		 Cost of
raising
funds
£
35,481
-
-
10,275
-
-
-
-
180
-
-
-
-
-
-
-
45,936
24,872
70,809
51,853		 Partnership &
central
delivery
£
78,489
7,223
-
-
144
-
605
-
1,433
2,791
-
960
1,419
2,494
5,048
41,006
141,612
76,676
218,288
105,485		 Open House
Project
£
84,596
35,507
-
-
-
-
-
-
800
569
78,622
-
7
595
2,863
28,997
232,556
125,918
358,475
310,242		 The Big
House Means
Business
£
43,529
2,077
-
-
-
-
-
-
-
14
2,036
-
-
1,668
362
4,677
54,364
29,436
83,799
71,087		 Governance
and Support
costs
£
28,481
600
29,384
-
1,200
2,028
6,211
547
-
9,254
-
3,413
109,994
15
1,213
-
192,340
(192,340)
-
-		 2022 Total
£
270,576
45,406
29,384
10,275
1,344
2,028
6,816
547
2,413
12,629
80,659
4,373
111,420
4,773
9,486
74,680
666,808
-
666,808
538,667		 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

Of the total expenditure, £342,182 was unrestricted (2021: £168,660) and £324,626 was restricted (2021: £370007).

17

The Big House Theatre Company

Notes to the financial statements

For the year ended 31 December 2022

This is stated after charging / crediting:

----- Start of picture text -----
|||| |---|---|---| |2022|2021| |£|£| |Depreciation|29,384|28,240| |Independent examination|1,344|1,200|

----- End of picture text -----

Analysis of staff costs, trustee remuneration and expenses, and the cost of key management personnel

Staff costs were as follows:

----- Start of picture text -----
|||| |---|---|---| |2022|2021| |£|£| |Salaries and wages|236,717|202,988| |Social security costs|24,917|16,421| |Employer’s contribution to defined contribution pension schemes|8,943|8,660| |270,576|228,069|

----- End of picture text -----

One employee earned more than £60,000 during the year (2021: 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 £138,476 (2021: £102423). 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 (2021: £nil). No charity trustee received payment for professional or other services supplied to the charity (2021: £nil).

During the year, no trustee was reimbursed travel expenses of nil (2021: ni).

8 Staff numbers

The average number of employees (head count based on number of staff employed) during the year was as follows:

----- Start of picture text -----
|||| |---|---|---| |2022|2021| |No.|No.| |Cost of raising funds|0.9|1.1| |Partnership & central delivery|2.0|2.1| |Open House Project|2.2|2.5| |The Big House Means Business|1.1|1.4| |Governance and support|0.7|0.9| |6.9|8.0|

----- End of picture text -----

The average weekly number of employees (full-time equivalent) during the period was as follows:

----- Start of picture text -----
|||| |---|---|---| |2022|2021| |No.|No.| |Cost of raising funds|0.9|0.8| |Partnership & central delivery|2.0|1.6| |Open House Project|2.1|1.9| |The Big House Means Business|1.1|1.1| |Governance and support|0.7|0.7| |6.8|6.0|

----- End of picture text -----

18

The Big House Theatre Company

Notes to the financial statements

For the year ended 31 December 2022

During the year there were receipts from Anne Currell (trustee) of £5,000 (2021: £1,200) for purchase of gala tickets and Nil (2021: £350) for gala auction. Additionally, Humphrey Edginton (trustee) paid £1,200 (2021: Nil) and Robert Meteyard (trustee) paid £600 (2021: Nil) towards purchase of Gala tickets.

During the year a payment of £1,852 (2021:£283) was made to James Meteyard, the son of Trustee Robert Meteyard for writing work and £75 (2021: nil) for facilitation.

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.
Eliminated on disposal
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
Disposals 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
6,737
(799)
249,854
76,804
29,384
(253)
105,935
143,919
167,112
2022
£
8,361
-
75,683
84,044		 Total
£
243,916
6,737
(799)
249,854
76,804
29,384
(253)
105,935
143,919
167,112
2021
£
9,275
-
109,199
118,474

19

The Big House Theatre Company

Notes to the financial statements

For the year ended 31 December 2022

Deferred income (note 14)
Trade creditors
Taxation and social security
Other creditors
Pensions
Accruals		 2022
£
573
3,101
31,945
3,583
98,332
1,074
138,607		 2021
£
731
2,657
36,111
5,691
26,234
1,007
72,431

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
£
143,919
408,152
552,071
General
unrestricted
£
167,112
381,893
549,005		 £
-
114,778
114,778
£
-
-
-
Designated
Designated		 2022
£
26,234
(26,234)
98,332
98,332
Restricted
£
-
481,569
481,569
Restricted
£
-
511,330
511,330		 2021
£
268,259
(268,259)
26,234
26,234
Total funds
2021
£
143,919
1,004,499
1,148,418
Total funds
2020
£
167,112
893,223
1,060,335

15 Analysis of net assets between funds

20

The Big House Theatre Company

Notes to the financial statements

For the year ended 31 December 2022

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
New work development
Flex
Comms Officer
Big Mouth Coordinator Salary
Open House Day
The Big Mouth Platform
Heritage Project
Total restricted funds
Total designated funds
General funds
16
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
Venue and Events Coordinator
New work development
Flex
Comms Officer
Overheads and Core Cost
Hot House
Total restricted funds
General funds
Designated funds:
Total unrestricted funds
Unrestricted funds:
Total funds
Total unrestricted funds
Restricted funds:
Unrestricted funds:
Total funds
Movements in funds
Restricted funds:
Capital works		 At 1
January
2022
£
37,487
-
264,108
13,218
44,024
51,272
38,493
50,833
8,067
3,828
-
-
-
-
-
-
511,330
-
-
549,005
549,005
1,060,335
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		 Incoming
resources &
gains
£
32,479
38,435
143,120
-
29,999
16,440
36,374
-
-
-
3,840
14,437
4,748
3,000
-
7,375
330,247
-
-
424,644
424,644
754,891
Incoming
resources &
gains
£
48,515
17,091
178,059
-
45,849
35,926
49,570
-
-
-
-
-
8,748
46,847
25,595
456,200
412,046
412,046
868,246		 Outgoing
resources &
losses
£
(33,092)
(72,941)
(96,793)
-
(30,363)
(15,659)
(43,755)
-
-
-
(2,132)
(16,823)
(4,750)
(2,738)
(71)
(5,510)
(324,626)
-
-
(342,182)
(342,182)
(666,808)
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)		 Transfers
£
-
34,506
(70,945)
-
568
-
-
-
-
-
(1,708)
2,386
2
(262)
71
-
(35,382)
114,778
114,778
(79,396)
35,382
-
Transfers
£
-
41,176
-
-
-
2,907
-
-
-
(2,907)
-
-
1,747
-
-
42,923
(42,923)
(42,923)
-		 At 31
December
2022
£
36,874
-
239,490
13,218
44,228
52,053
31,112
50,833
8,067
3,828
-
-
-
-
1,865
481,569
114,778
114,778
552,071
666,849
1,148,418
At 31
December
2021
£
37,487
-
264,108
13,218
44,024
51,272
38,493
50,833
8,067
-
3,828
-
-
-
-
511,330
549,005
549,005
1,060,335

21

The Big House Theatre Company

Notes to the financial statements

For the year ended 31 December 2022

16 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 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

17 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		 2022
£
100,000
400,000
266,667
766,667		 2021
£
100,000
400,000
366,667
866,667

22