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← The Big House Theatre Company

2023-12-31-accounts

THE BIG HOUSE THEATRE COMPANY

(A COMPANY LIMITED BY GUARANTEE)

UNAUDITED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2023

COMPANY NO: 08297808 REGISTERED CHARITY NUMBER: 1151106

THE BIG HOUSE THEATRE COMPANY CONTENTS OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31ST DECEMBER 2023

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 2023

Registered Company Limited by Guarantee

Registration Number 08297808 (England and Wales)

Registered Charity number 1151106

Registered office

151 Englefield Road London N1 3LH

Trustees J Dark (appointed 23 Jan 2023) H Edginton C Evans M Goodin Z Marar R Meteyard W Scott L Seary K Shoman D Wilkinson

Independent Examiner

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

Bankers

The Co-Operative Bank 25 Islington High St London N1 9LQ

1

THE BIG HOUSE THEATRE COMPANY

REFERENCE AND ADMINISTRATIVE DETAILS FOR THE YEAR ENDED 31ST DECEMBER 2023

The Big House community continues to grow through participation in our Open House Projects (OHP) and newly established Get-In projects. 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 or by becoming a member of our core staff.

No Man’s Island, our Spring OHP, was an exploration of the consequences of racial profiling and discrimination, as well as unjust immigration laws and the censorship of artists from marginalised communities. The play was set in a Pirate Radio station and charted music from Jungle to Grime and controversially, Drill. 14 young people participated in the OHP, a further 2 joined as buddies and another 3 were our older members paid as professional actors. 13 young people in total completed the project, all of whom reported a significant increase in their well-being and over 80% left the project ‘feeling loved’, ‘feeling closer to others’ and ‘interested in new things’. Further to this, 2 were successfully accepted into the undergraduate Acting course at The Royal Academy of Dramatic Arts (RADA), and 3 secured industry leading agents.

The young people who did not complete the project were enrolled in the newly developed project of The Big House. ‘The Get In’ launched in Spring 2023, is an offer of extra support and foundation-building for young people whose socio-emotional development, stability and circumstances mean the OHP is too demanding. They will experience more intense well-being support and creative workshops, which will prepare them for a full OHP. 100% of those who did complete the OHP have created education, employment and training plans with our Participation Manager. They are currently putting those plans into action, including two young people starting their studies at the Royal Academy of Dramatic Art with a scholarship to study Theatre and Music.

The audience reaction to No Man’s Island was overwhelmingly positive, with one stating, "This was hands down one of the best plays I have seen this year. Raw, honest and gritty...I felt I was taken back in time through the music and could feel things from each era”. - Audience member, 2023

The Autumn OHP was a reintroduction of one of our previously successful musical shows, The Realness. This production tackled yet another hard-hitting narrative around youth offending and life-changing decisions through music. 11 young people joined the project, joined by another 2 buddies, 3 paid elder members and 2 older professional actors, with 10 of our new cohort completing.

The Realness garnered a powerful response from both the social care sector and the creative industry. It has been shortlisted for an Off West End Award and gained 5-star reviews, a remarkable achievement for our cast, many of whom had never acted or sung before. Broadway World described it as "a powerful production that allows its performers to shine through fantastic songs and heartbreaking scenes”.

The autumn also saw the delivery of the second Get-In project, with a focus on film, supporting a further 8 young people under the age of 18. The group explored collaborative working methods, discipline and emotional management through creative and practical workshops. The project culminated in each young person writing and filming their own short monologue, supported by a professional creative team.

Across 2023, The Big House held our drop-ins evenings for members as well as a newly introduced Supper Club, a more intimate setting over dinner, where members can meet potential mentors. We held eight Supper Clubs in 2023, with up to 15 young people attending each. This provided an opportunity for older members to connect with our newer cohorts alongside industry professionals, who offered advice and guidance towards potential career opportunities. Guests included: Mark Ravenhill, Genika Stewart from Lionsgate, Creative Producer Lauren Brown and music producer and artist, Jammz.

2

THE BIG HOUSE THEATRE COMPANY REFERENCE AND ADMINISTRATIVE DETAILS FOR THE YEAR ENDED 31ST DECEMBER 2023

Supported by the London Propel Fund, The Big House formalised its mentoring opportunities this year. The team delivered over 207 1-to-1 mentoring sessions, whilst fostering peer-to-peer support and group mentoring opportunities throughout our Supper clubs, Open House Projects and other programmes of delivery. This mentoring programme enabled young people to garner external mentoring opportunities, including The Barbican, Ink Jockey with Ben Lambert (Actor featured in Zero Dark Thirty), TV writer, Liz Lake, and with Christina Patterson, former columnist at the Independent and Sunday Times, and life-coach.

Another strand of our London Propel Fund delivery is our Pupil Referral Unit work. Our PRU workshop programme grew in its success, delivering to 3 PRUs across London. West Norwood, Kennington, and Islington participated in weekly creative workshops, led by TBH’s Associate Artists (young people from our membership, with lived experience). Our Associate Artists experience has been invaluable in developing connections with young people in care or at-risk of social exclusion at an earlier intervention point than TBH has ever before.

2023 saw the development of The Big Mouth, our innovative new digital platform. This platform offers a chance for organisations and individuals, anywhere in the world to access and benefit from our work – through our podcasts, films, theatre shows, music, documentaries and our virtual educational workshops, all co-created with our members. Pilot projects including Bellyfull Kitchen - a cooking programme hosted by one of our members; and Social Media Sagas - a series of short films written by a member and featuring young people from the memberships, all began in 2023 whilst the platform was built alongside professional web developers. The platform is set to launch in February 2024. The Big Mouth platform will provide professional development opportunities for our members, developing their skills within the creative industry.

Members involved in our Heritage project, The Big Up, in 2023 accessed a series of archive workshops across London and the UK, enabling them to develop skills in oral history and archiving, and source material that best represented and inspired them. This research was transformed into 11 video animated podcasts, featuring lesser known or forgotten global majority figures from history. Partnering with organisations such as the British Library and Getty Images, this project was designed to Launch The Big Mouth Platform, whilst developing a range of new partners to engage with The Big House. The Big Up allowed us to develop inclusive resources for young people, enabling more diverse audiences to engage with and participate in oral history. It was the first time that The Big House has worked in animation and our members relished the new artform and voicing the animated characters.

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 2023. The charity continues to punch 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.

3

THE BIG HOUSE THEATRE COMPANY

TRUSTEES’ ANNUAL REPORT FOR THE YEAR ENDED 31ST DECEMBER 2023

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 2023. 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 2019).

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 2023 our staff team was joined by more than 70 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 2023; 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.

4

THE BIG HOUSE THEATRE COMPANY

TRUSTEES’ ANNUAL REPORT FOR THE YEAR ENDED 31ST DECEMBER 2023

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. By furthering our reach, we are continuing the promotion of social inclusion for care-experienced and at-risk young people, sharing skills and best practise across a multitude of sectors. 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 12 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 18 OHPs and worked with over 650 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:

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THE BIG HOUSE THEATRE COMPANY

TRUSTEES’ ANNUAL REPORT FOR THE YEAR ENDED 31ST DECEMBER 2023

2023 achievements:

Two 12-week Open House Projects (OHP):

In 2023, 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.

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THE BIG HOUSE THEATRE COMPANY

TRUSTEES’ ANNUAL REPORT FOR THE YEAR ENDED 31ST DECEMBER 2023

No Man’s Island : Spring OHP

11 young people completed the Spring 2023 Open House Project. Of the 11 young people, 10 were BME and 7 were care experienced. The group took part in Life Skills across March and then rehearsed and performed No Man’s Island , written by James Meteyard and Jammz, and directed by Maggie Norris. The production received two OFFIE nominations for Best Performance and Best Direction. There were 28 performances to over 850 audience members.

To accompany the production of No Man’s Island, The Big House also held a Roundtable event. The event raised awareness of the outcomes for care leavers within UK systems and created a greater public understanding of the challenges our members face in their interactions with authorities, such as the Police and immigration services. We invited influential individuals from the police, arts, journalism and law sectors. Amongst our 40 guests, we had 6 panel members:

The panel took questions from our audience, and the cast of young people, reflecting on the themes of No Man’s Island- including the treatment of young people and marginalised communities by the police in London. The event was exceptionally well received and our members and invited audience were able to ask challenging questions and raise their experiences with key influential figures.

Impact:

Following the Spring OHP:

Following on from the project, participants of the Spring OHP have gone onto:

The Realness : Autumn OHP

11 new young people completed the Autumn 2023 Open House Project alongside 3 older members who were employed. 14 of those young people were BME and 5 were care experienced. They took part in performing The Realness which had 25 performances to over 840 audience members.

Impact :

Following the Autumn OHP:

Following on from the project, participants of the Autumn OHP have gone onto:

7

THE BIG HOUSE THEATRE COMPANY TRUSTEES’ ANNUAL REPORT FOR THE YEAR ENDED 31ST DECEMBER 2023

THE BIG UP - HERITAGE PROJECT:

2023 saw the start of our National Lottery Heritage project, The Big Up. 15 members were given a paid opportunity to create diverse and care-leaver-led content through work to document the lives of global majority role models in history. The Big Up grew from the Black Lives Matter Movement, and from teachers voicing concern over a lack of educational resources that feature global majority role models. Through archiving and research, our young people produced 11 video podcasts for The Big Mouth, set to launch in February 2024, with an education resource pack that can be used by teachers alongside the podcasts. The project partnered with organisations such as The British Library and Getty Images. Further to this:

THE GET-IN

The Get In is a bridge project designed to facilitate a supportive environment for young people who are not yet emotionally or practically prepared to participate in our Open House project. Developed in response to feedback from our members, it is a 4-week series of workshops focused on building relationships, encompassing elements of group and peer-peer mentoring. Parallel to the workshops, young people have regular 1:1 sessions with our pastoral team to assess and monitor their needs and vulnerabilities. In 2023, we delivered two Get-In projects.

Spring Get-In

8 young people completed the Spring Get-in. Of the 8 young people - 7 were BME and 5 were care experienced.

Autumn Get-In

10 young people completed the Autumn Get-in. Of the 10 young people - 7 were BME and 4 were care experienced.

THE BIG MOUTH:

In 2023, The Big House began developing our online digital platform, The Big Mouth, to launch in early 2024. The platform is designed to disseminate the high-quality work, as well as methodologies of The Big House nationally. Alongside the building of the platform, a number of creative projects were completed, giving young people the opportunity for creative skills development in areas such as writing, directing, camera work and editing. 100% of young people who took part reported feeling more confident, and increased wellbeing. These projects are set to be shared on The Big Mouth platform moving into 2024.

THE BIG HOUSE ANTHOLOGY

In the Summer, The Big House had the opportunity to publish an anthology of 5 plays with Bloomsbury Publishing. The anthology includes the production s Phoenix Rising, Knife Edge, Bullet Tongue Reloaded, The Ballad of Corona V and Redemption . The book is described as ‘Diverse Plays for a Diverse Cast’ and has cemented The Big House as an industry leader in creating diverse and important work.

8

THE BIG HOUSE THEATRE COMPANY

TRUSTEES’ ANNUAL REPORT FOR THE YEAR ENDED 31ST DECEMBER 2023

FINANCIAL REVIEW

Significant events

2023 saw an expansion of The Big House, and with this fundraising and diversifying our income streams remained a priority. With extra support from our in-house fundraising team as well as the utilisation of freelance fundraising consultants, the organisation ended the year in a stable financial position going into 2024. Robust budget management and quarterly re-forecasting 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 & corporate giving, events and earned income. Fundraising was targeted towards funds for delivery of our Open House Projects, core running costs (including core salaries), as well as seeking more multi-year funding opportunities. The Big House Means Business continues to be an income generation stream for The Big House, and having gone through a period of review and development was a focus for Q4 of 2023 and into 2024.

Reserves

In 2023, 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.

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 2023

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.

30/08

Approved by the Board of Trustees on ………………… 2024 and signed on its behalf by

H Edginton

Date: 02/09/2024

10

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 2023.

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.

Andrew M Wells FMAAT Tom Wilcox FCIE 99 Western Road Counterculture Partnership LLP Lewes Unit 115 Ducie House, Ducie Street East Sussex Manchester M1 2JW BN7 1RS

Dated ………………………. 02 September 2024

11

The Big House Theatre Company

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

For the year ended 31 December 2023

Unrestricted
Note
£
Income from:
2
238,213
3
53,727
4
56,486
1,068
349,494
5
92,196
5
94,984
5
187,180
162,314
(852)
161,462
Reconciliation of funds:
666,849
16
828,311
Other Trading Activities
Donations and legacies
Charitable activities
Total expenditure
Charitable activities
Net movement in funds
Raising funds
Other
Total income
Expenditure on:
Total funds brought forward
Net income/(expenditure) for the year
Total funds carried forward
Transfers between funds		 Restricted
£
618,260
-
-
-
618,260
-
624,294
624,294
(6,034)
852
(5,182)
481,569
476,387		 2023
Total
£
856,473
53,727
56,486
1,068
967,754
92,196
719,278
811,474
156,280
-
156,280
1,148,418
1,304,698		 Unrestricted
£
225,866
79,690
112,528
6,561
424,644
70,809
271,374
342,182
82,462
35,382
117,844
549,005
666,849		 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

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 15 to 24 form part of these financial statements

12

The Big House Theatre Company Balance sheet

Company no. 08297808

As at 31 December 2023

----- Start of picture text -----
2023 2022
Note £ £ £ £
Fixed assets:
Tangible assets 11 115,921 143,919
115,921 143,919
Current assets:
Debtors 12 131,884 84,044
Cash at bank and in hand 1,212,422 1,059,062
1,344,306 1,143,106
Liabilities:
Creditors: amounts falling due within one year 13 155,529 138,607
Net current assets / (liabilities) 1,188,777 1,004,499
Total net assets / (liabilities) 15 1,304,698 1,148,418
The funds of the charity: 16
Restricted income funds 476,387 481,569
Unrestricted income funds:
Designated funds 114,778 114,778
General funds 713,533 552,071
Total unrestricted funds 828,311 666,849
Total charity funds 1,304,698 1,148,418
----- 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: 30/08/2024

…………………………….. - Trustee

Name :

Humphrey Edginton

13

The Big House Theatre Company Statement of cash flows

For the year ended 31 December 2023

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 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
Cash flows from investing activities:
Purchase of fixed assets		 £
(708)		 £
156,280
28,706
-
(47,840)
16,922
154,068
(708)
153,360
1,059,062
1,212,422
At 31
December
2023
£
1,212,422
1,212,422
At Start of
year
£
1,059,062
2023		 £
(6,737)
Cashflows
£
153,360		 £
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 end of
year
£
1,212,422
2022

14

The Big House Theatre Company Notes to the financial statements

For the year ended 31 December 2023

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.

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.

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.

Interest on funds held on deposit is included when receivable.

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.

15

The Big House Theatre Company Notes to the financial statements

For the year ended 31 December 2023

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:

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.

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.

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 2023

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

A&H Pilington
AB Charitable Trust
Arts Council
Bleu Blanc Rouge Foundation
Betsy Foundation
Big Change Charitable Trust
Cherry Foundation
City Bridge Trust
Cockayne Grants
Esmee Fairbairn Foundation
Garfield Weston
Harold Hyam Wingate Foundation
Henry Smith Charity
John Lyons
Krish Philanthropies
Lloyds Bank Foundation
New Deal for Young People
National Lottery Heritage Fund
Corporate Donations
Young Londoners Fund
Dyer's Company
Portal Trust
Other
The Skinner's Company
Gnanam Foundation
Foyle Foundation
VRU Stronger futures
Future Stewards
ACE Lottery
London Youth CVC
Ashley Family Foundation
Leathersellers company
National Heritage Lottery Fund
Individual donors
Donated services		 Unrestricted
£
-
-
-
52,500
-
19,539
-
21,121
-
4,189
35,001
-
7,563
-
-
-
31,092
-
528
-
1,000
-
-
-
-
-
3,940
2,234
-
-
-
20,000
-
35,901
3,605
238,213		 £
1,000
17,000
33,898
-
10,000
30,461
19,705
21,427
15,000
72,612
-
-
43,837
36,000
-
13,889
141,240
109,272
19,722
-
-
20,000
-
6,000
-
-
6,530
-
-
-
667
-
-
-
-
618,260
Restricted		 2023 total
Total
£
1,000
17,000
33,898
52,500
10,000
50,000
19,705
42,548
15,000
76,801
35,001
-
51,400
36,000
-
13,889
172,332
109,272
20,250
-
1,000
20,000
-
6,000
-
-
10,470
2,234
-
-
667
20,000
-
35,901
3,605
856,473		 2022
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

Income in 2022 comprised of unrestricted income of £225,866 and restricted income of £321,916 Donated services includes the approximate value of The Theraputic Consultants probono services.

17

The Big House Theatre Company Notes to the financial statements

For the year ended 31 December 2023

3. Income from charitable activities

North Somerset Council
The Big House Means Business
Total income from charitable activities
Open House Production
HMRC Theatre Tax Relief
Open House Production - government
Redemption - stand alone Open House Production		 Unrestricted
£
29,721
-
-
11,117
-
12,889
53,727		 Restricted
£
-
-
-
-
-
-
-		 2023
Total
£
29,721
-
-
11,117
-
12,889
53,727		 2022
Total
£
27,753
8,331
10,302
32,614
2,400
6,621
88,021

Income in 2022 comprised of unrestricted income of £79,690 and restricted income of £8,331

4 Income from other trading activities

Fundraising events
Total income
Acting fees received from agencies
Room/Venue hire
Total income from other trading activities		 Unrestricted
£
6,328
49,758
400
56,486
56,486		 £
-
-
-
-
-
Restricted		 2023
Total
£
6,328
49,758
400
56,486
56,486		 2022
Total
£
58,285
49,239
5,003
112,528
112,528

All income in 2022 was unrestricted

18

The Big House Theatre Company Notes to the financial statements

For the year ended 31 December 2023

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 2023
Total expenditure 2022		 Cost of
raising
funds
£
39,687
10,128
-
8,759
-
-
-
-
60
328
-
5,580
705
6,411
-
-
71,658
20,538
92,196
64,558		 Partnership &
central
delivery
£
155,317
22,703
-
-
-
-
-
1,552
2,534
-
-
-
3,709
339
14,339
200,493
57,465
257,958
199,018		 Open House
Project
£
111,496
100,616
-
-
-
63
-
-
2,181
576
41,555
-
124
881
2,416
53,039
312,947
89,696
402,643
326,830		 The Big
House Means
Business
£
44,091
690
-
-
-
-
-
-
-
-
-
-
-
92
-
733
45,606
13,071
58,677
76,402		 Governance
and Support
costs
£
20,014
5,704
28,708
-
1,500
1,629
4,790
-
-
9,314
-
767
108,143
48
93
60
180,770
(180,770)
-
-		 2023 Total
£
370,605
139,841
28,708
8,759
1,500
1,692
4,790
-
3,793
12,752
41,555
6,347
108,972
11,141
2,848
68,171
811,474
-
811,474
666,808		 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

Of the total expenditure, £187,180 was unrestricted (2022: £342,182) and £624,294 was restricted (2022: £324,626).

19

The Big House Theatre Company Notes to the financial statements

For the year ended 31 December 2023

This is stated after charging / crediting:

----- Start of picture text -----
|||| |---|---|---| |2023|2022| |£|£| |Depreciation|28,708|29,384| |Independent examination|1,500|1,344|

----- 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 -----
|||| |---|---|---| |2023|2022| |£|£| |Salaries and wages|340,973|236,717| |Social security costs|17,380|24,917| |Employer’s contribution to defined contribution pension schemes|12,252|8,943| |370,605|270,576|

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

One employee earned more than £60,000 during the year (2022: one).

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 £120,505 (2022: £138,476). 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 (2022: £nil). No charity trustee received payment for professional or other services supplied to the charity (2022: £nil).

During the year, no trustee was reimbursed travel expenses of nil (2022: nil).

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 -----
|||| |---|---|---| |2023|2022| |No.|No.| |Cost of raising funds|1.2|0.9| |Partnership & central delivery|4.9|2.0| |Open House Project|3.5|2.2| |The Big House Means Business|1.4|1.1| |Governance and support|1.0|0.7| |12.0|6.9| |The average weekly number of employees (full-time equivalent) during the| |period was as follows:|2023|2022| |No.|No.| |Cost of raising funds|1.1|0.9| |Partnership & central delivery|4.4|2.0| |Open House Project|3.2|2.1| |The Big House Means Business|1.3|1.1| |Governance and support|0.9|0.7| |10.9|6.8|

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

20

The Big House Theatre Company Notes to the financial statements

For the year ended 31 December 2023

9 Related party transactions

During the year there were receipts from trustees - Anne Currell £nil (2022: £5,000) Claire Wilkinson £3,100 (2022: nil), Mark Goodin £150 (2022: nil), Humphrey Edginton £1,350 (2022: £1,200), Lesley Seary £1,200 (2022: nil) and Robert Meteyard £300 (2022: £600) for purchase of gala tickets. Additionally, from Kiren Shoman £250 (2022: nil) and Ziyad Marar £250 (2022: nil) for Xmas party contribution.

During the year a payment of £1,648 (2022:£1,852) was made to James Meteyard, the son of Trustee Robert Meteyard for writing work and nil (2022: £75) 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.
12
Grant debtors
Prepayments and accrued income
Cost
Depreciation
Net book value
At the end of the year
At the start of the year
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
Debtors		 Computer
equipment
£
249,854
708
250,562
105,935
28,706
134,641
115,921
143,919
2023
£
21,091
110,793
131,884		 Total
£
249,854
708
250,562
105,935
28,706
134,641
115,921
143,919
2022
£
8,361
75,683
84,044

21

The Big House Theatre Company Notes to the financial statements

For the year ended 31 December 2023

Accruals
Deferred income (note 14)
Trade creditors
Taxation and social security
Other creditors
Pensions		 2023
£
15,998
8,523
27,778
2,400
100,605
225
155,529		 2022
£
573
3,101
31,945
3,583
98,332
1,074
138,607

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 assets at the start of the year
Tangible fixed assets
Analysis of net assets between funds
Tangible fixed assets
Net current assets
Net current assets
Net assets at the end of the year		 General
unrestricted
£
115,921
597,612
713,533
General
unrestricted
£
143,919
408,152
552,071		 £
-
114,778
114,778
£
-
114,778
114,778
Designated
Designated		 2023
£
98,332
(98,332)
100,605
100,605
Restricted
£
-
476,387
476,387
Restricted
£
-
481,569
481,569		 2022
£
26,234
(26,234)
98,332
98,332
Total funds
2023
£
115,921
1,188,777
1,304,698
Total funds
2022
£
143,919
1,004,499
1,148,418

15 Analysis of net assets between funds

22

The Big House Theatre Company Notes to the financial statements

For the year ended 31 December 2023

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
New work development
Comms Officer
Big Mouth Coordinator Salary
The Big Mouth Platform
Heritage Project
Propel
The Big Education Challenege
Total restricted 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
New work development
Flex
Comms Officer
Big Mouth Coordinator Salary
Open House Day
The Big Mouth Platform
Heritage Project
Total restricted funds
General funds
Movements in funds
Restricted funds:
Total unrestricted funds
Unrestricted funds:
Total funds
Designated funds: Capital Works
Movements in funds
Total funds
Total unrestricted funds
Restricted funds:
Designated funds: Capital works
Stronger Futures
Unrestricted funds:		 At 1
January
2023
£
36,875
-
239,490
13,218
44,228
52,053
31,112
50,833
8,067
3,828
-
-
-
1,865
-
-
-
481,569
114,778
552,071
666,849
1,148,418
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		 Incoming
resources &
gains
£
34,644
76,549
171,234
-
34,175
8,757
44,198
-
-
-
19,722
34,947
9,814
73,833
87,595
16,459
6,333
618,260
-
349,494
349,494
967,754
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		 Outgoing
resources &
losses
£
(30,865)
(75,401)
(219,615)
-
(31,410)
(5,930)
(42,999)
-
(8,067)
-
(20,574)
(29,935)
(1,789)
(73,161)
(67,689)
(16,459)
(400)
(624,294)
-
(187,180)
(187,180)
(811,474)
Outgoing
resources &
losses
£
(33,091)
(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)		 Transfers
£
-
-
13,218
(13,218)
-
-
-
-
-
-
852
-
-
-
-
-
852
-
(852)
(852)
-
Transfers
£
-
34,506
(70,945)
-
568
-
-
-
-
-
(1,708)
2,386
2
(262)
71
-
(35,382)
114,778
(79,396)
35,382
-		 At 31
December
2023
£
40,654
1,148
204,327
-
46,993
54,880
32,311
50,833
-
3,828
-
5,012
8,025
2,537
19,906
-
5,933
476,387
114,778
713,533
828,311
1,304,698
At 31
December
2022
£
36,875
-
239,490
13,218
44,228
52,053
31,112
50,833
8,067
3,828
-
-
-
-
-
1,865
481,569
114,778
552,071
666,849
1,148,418

23

The Big House Theatre Company Notes to the financial statements

For the year ended 31 December 2023

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 Participation Manager (formerly known as Engagement Manager). Covered By Henry Smith, Propel New Deal for Young People, National Lottery Heritage Fund and the Big Change Foundation.

Artistic Director Salary: Salary of Artistic Director & CEO. Covered by Esmee Fairbairn, Lloyds Foundation, National Lottery Heritage Fund, The Big Change Foundation and Propel New Deal for Young People.

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 Arts Council England Project Grants, John Lyons Foundation, The Cherry Foundation, The Betsy Foundation, The Austin and Hope Pilkington Trust, The Young Londoners Fund, AB Charitable Trust,Cockayne Grants for the Arts and Portal Trust

Associate Director Salary: Salary of Associate Director. Covered by City Bridge Foundation, Propel New Deal for Young People and The Big Change Foundation.

TBHMB Manager: Salary of The Big House Means Business Manager. Covered by City Bridge Foundation and Propel New Deal for Young People

Finance and Ops Director salary: Salary of Finance & Operations Director. Covered by Esmee Fairbairn, The National Lottery Heritage Fund and Henry Smith Foundation.

Capital works: Funds allocated to capital works.

Strategy Consultant: Funds allocated to strategy consultant

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.

Comms Officer: Salary of the Marketing & Communications Officer. Covered by SAGE Publishing.

Big Mouth Coordinator Salary: Salary of the Big Mouth Coordinator/Director role. Covered by Esmee Fairbairn and the National Lottery Heritage Fund.

The Big Mouth Platform: Costs towards the digital platform, The Big Mouth, and associated projects creating digital content. Covered by Esmee Fairbairn, The Big Change Foundation and the National Lottery Heritage Fund.

Heritage project: Costs associated with The Big Up, a project delivering a series of audio-visual podcasts on forgotten minority figures in British history. Covered by the National Lottery Heritage Fund.

Propel: Funds contributing to mentoring work across The Big House programme, including Pupil Referral Unit workshops, The Get-In Project, the OG-Partnership programme and associated salary costs. Covered by Propel New Deal For Young People.

The Big Education Challenge: Funds contributing towards The Big House’s involvement in The Big Education Challenge, including outreach workshops, content creation and delivery costs. Covered by The Big Change Foundation.

Stronger Futures: Funds contributing to the work delivered to 16-18 year olds across The Big House programme including Drop-In workshops, Supper Clubs and outreach. Covered by the VRU Stronger Futures Fund.

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		 2023
£
100,000
400,000
166,667
666,667		 2022
£
100,000
400,000
266,667
766,667

24