OpenCharities

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

← The Big House Theatre Company

2024-12-31-accounts

THE BIG HOUSE THEATRE COMPANY

(A COMPANY LIMITED BY GUARANTEE)

UNAUDITED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2024

COMPANY NO: 08297808

REGISTERED CHARITY NUMBER: 1151106

THE BIG HOUSE THEATRE COMPANY

CONTENTS OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31ST DECEMBER 2024

Page
Reference and Administrative Details 1 to 2
Trustees’ Annual Report 3 to 12
Independent Examiner's Report 13
Statement of Financial Activities 14
Balance Sheet 15
Statement of Cash Flows 16
Notes to the Financial Statements 17 to 26

THE BIG HOUSE THEATRE COMPANY

REFERENCE AND ADMINISTRATIVE DETAILS FOR THE YEAR ENDED 31ST DECEMBER 2024

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 H Edginton C Evans M Goodin Z Marar R Meteyard W Scott L Seary (resigned 31December 2024) K Shoman (resigned 31 December 2024) D Wilkinson T Hescot (appointed 1 December 2024) M Di Po a la (appointed 1 March 2025) D Wise (appointed 1 April 2025)

Independent Examiner

Tom Wilcox FCIE Counterculture Partnership LLP 23 St Leonards Road Bexhill-on-Sea East Sussex TN40 1HH

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 2024

The Big House is a theatre company with a mission to empower care affected young people to fulfil their potential. Using drama as a transformative tool, our programmes help young people to build resilience, improve wellbeing and develop essential skills. We work with leading creatives to create first-rate, thought-provoking theatre and short films which address societal challenges that affect the young people we work with.

The Big House continues to grow its community of members; the young people we support. Our expanded programme of delivery beyond the Open House Project (OHP) allowed us to support 232 young people in 2024. Our programming is designed to encourage long-term involvement and to be flexible to the needs of our members. The launch of the Get In programme in 2023 - a bridge project designed for young people who are not emotionally or practically ready to take part in an OHP - demonstrated the powerful impact of shorter-term projects as an introduction to The Big House. In 2024 we continued to develop new ways for young people to either be introduced to, or to reengage with, The Big House. Alongside two OHPs in the Spring and Autumn, we delivered two Get In projects, 12 supper clubs, 18 Drop-in sessions, seven outreach workshops, one short film project and one standalone production.

Being ������-led remains integral to The Big House. We put our members’ voices at the centre of our programme design, whether that be by involving them in script development of creative projects or through reviewing and implementing their feedback on programme delivery. Our aim is to create a long-term community where members can come to be supported, but also to offer support. In 2024 we facilitated peer mentoring relationships by offering paid opportunities to older members who were welcomed back to deliver outreach workshops or take on pastoral support “buddy” roles on the OHP. Supper clubs and Drop-in sessions offer the chance for new referrals to The Big House to meet older members and learn about their experiences of our programmes. Some older members even refer their friends directly to us. Our community of members is what makes The Big House - through our programme design, delivery and participation.

The Big House continued to formalise mentoring opportunities to facilitate pathways into education, employment or training (EET) for our membership. In 2024 our team delivered mentoring sessions which ranged in focus from CV writing or job interview preparation, to support applying for drama schools. We offered upskilling opportunities internally and trained five of our members to become facilitators for outreach workshops or as part of The Big House Means Business - our corporate training offer. We also continued to strengthen our external mentoring opportunities through programmes like OG partnerships which connected 13 creative industry mentors to our members in 2024.

Creatively, The Big House continued to grow its repertoire of work. In response to feedback from our membership who requested more practical creative shadowing opportunities, we adapted the format of the Spring OHP from a theatre production to a short film. The short film, I wish you roses, looked at sibling relationships and explored themes of loss and how to navigate grief. The film is now hosted on The Big Mouth, our digital streaming platform designed to amplify stories relevant to care-affected young people.

In summer 2024, The Big House redeveloped a former OHP production, No Man’s Island, into a new play, Between the Lines. The redevelopment was co-produced with New Diorama Theatre (NDT) and performed by a cast of eight members of The Big House. Using video projections and live music performances, the audience were transported to the studio of a pirate radio station in the early 2000s. The show gained critical acclaim and was attended by over 1,000 audience members.

Whilst the Autumn OHP saw a return to the theatre production format, we again challenged ourselves creatively by performing an adaptation of the traditional fairy tale, Hansel and Gretel. Chosen for the tale’s themes of abandonment and self-discovery, which resonate with our membership, the play was performed in promenade style and attracted over 600 audience members.

In the Autumn we also produced Under the blanket, a short film which was co-created with our members. This was a hands-on opportunity for members to contribute to script development and gain on-set experience. The short film explored themes of isolation and loneliness and will be released on The Big Mouth in early 2025.

2

��������������������������������������������������������������������������������������������������������������������

THE BIG HOUSE THEATRE COMPANY

TRUSTEES’ ANNUAL REPORT FOR THE YEAR ENDED 31ST DECEMBER 2024

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 2024. 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 2024 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 202�; 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 the chance of a promising future.

Only 1% of children in the UK have been in care (Prison Reform Trust), yet:

Our solution combines arts interventions with long-term relational support to empower care-affected young people to achieve their potential. The Big House is a community that creates a stable environment to build emotional resilience and to develop essential skills. Our programmes support young people to not only access employment, but to build the tools they need to sustain employment long term.

In 2024, we further developed our programming to provide support that meets the varying needs of the young people we support. Beyond our core programme, the 12-week Open House Project (OHP), we developed a series of shorter projects that are designed to be more accessible for young people in precarious situations, or to

3

��������������������������������������������������������������������������������������������������������������������

THE BIG HOUSE THEATRE COMPANY TRUSTEES’ ANNUAL REPORT FOR THE YEAR ENDED 31ST DECEMBER 2024

build specific skills. Central to our programme design are the young people we support; we listen to their needs and create projects that meet them where they are at. Whether this is taking part in the two-week Get-in, which has pastoral support at its core, or shadowing the creative team on a short film shoot, we want to set careaffected young people up for success.

BENEFICIARIES

The Big House's beneficiaries are care-affected young people aged 16-25. "Care-affected" refers to young people for whom statutory services such as social care, the criminal justice system, the NHS, healthcare providers, education services, and housing authorities have a duty of care, due to experiences of familial or relational neglect, harm, or abuse. It is because of this that care-affected young people often find themselves overrepresented in statistics related to poor mental health and suicide, NEET (Not in Education, Employment or Training), and at risk of (re)offending. We work with those young people who have fallen through the cracks of services, and partner with existing services (youth offending teams, probation officers & leaving care teams) to ensure we identify those young people who are most vulnerable, hardest to reach and in need of our support.

ACHIEVEMENTS AGAINST OBJECTIVES

2024 Strategic Refresh

In 2024, The Big House conducted a strategic refresh, led by our Artistic Director and senior team, including the Finance & Operations Director and Head of Strategic Partnerships. We were supported by our Fundraising Consultant Doireann Larkin, a former senior fundraiser at the charity Tender, and Professor of Understanding Domestic Violence at Goldsmiths University. The refresh was co-led with our members, using evaluation and feedback collected from 2023/24 to reaffirm our strategic aims. We outlined four major challenges faced by careaffected young people which are embedded into our strategic plan going forward: Mental Health, Access to Employment, Offending/Reoffending and Awareness of the Care-affected Experience.

This process helped us to view our programmes through the lens of creating long-term impact and driving systemic change. Whilst every young person’s journey with The Big House is bespoke, our programmes are all designed with outcomes related to the four pillars of our strategic plan in mind.

Core Programmes

Varying in length and intensity, our core programmes are designed with the community in mind and offer different touchpoints for young people to access The Big House. We champion peer mentoring and have an open-door policy for older members to return to take part in bespoke projects or to seek pastoral support from The Big House. Our core programmes include:

Drop-ins - weekly evening drama sessions designed to be a low-pressure space where young people can build peer bonds and trust. Drop-ins are often the first interaction young people have with The Big House. They offer an introduction to our staff team, an insight into the kinds of activities on offer, and a chance to meet with existing members.

The Get in - a short programme of structured creative workshops which offer a nurturing environment to build essential skills, learn coping mechanisms, form healthy routines, and build stamina. The project has become a gateway for those not ready for the Open House Project due to unstable circumstances. In 2024, we successfully delivered 2 Get In projects. 46% of participants were care-experienced and 84% were from the global majority.

Recruitment for The Get In was initially challenging, as social workers prioritised quick EET placements over programmes which focus on wellbeing. To combat this, The Big House introduced outreach workshops in community youth spaces such as The YMCA, The Lift and The Hive, meeting young people where they are. Outreach workshops proved a highly effective recruitment strategy to reach young people suitable for the Get In.

4

��������������������������������������������������������������������������������������������������������������������

THE BIG HOUSE THEATRE COMPANY

TRUSTEES’ ANNUAL REPORT FOR THE YEAR ENDED 31ST DECEMBER 2024

The Big House is committed to collecting robust monitoring and evaluation data to assess the impact of our programmes. Whilst we had strong data showing the long-term impact of our programmes, designing a monitoring and evaluation strategy for a short, 2-week programme required different data collection methods. Using a mixture of 1-2-1 feedback sessions with members and the Participation team and observations during sessions, we were able to assess the impact on wellbeing and EET outcomes of the Get In.

Get In Impact:

Open House Project (OHP) - A twelve-week theatre programme, designed to facilitate a supportive environment for young people to build essential skills, emotional resilience and express themselves creatively. The programme is divided into 4 weeks of life skills workshops, 4 weeks of rehearsals, and culminates in a run of a full scale theatre production which young people perform in. Participants work with a team of professional creatives to develop the production alongside The Big House’s participation team who provide trauma-informed pastoral support. Beyond the 12-week project, all participants on the OHP have access to long-term pastoral and employment support from The Big House team. This includes the opportunity to be matched with a mentor to support them to build skills and access sustained employment. 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.

In 2024 we delivered two OHPs to 15 young people per cohort. Each new OHP group is supported by two ‘buddies’; paid older members of The Big House who act as peer mentors.

I Wish You Roses: Spring OHP

Straying from the traditional OHP format of a theatre production, I Wish You Roses took the form of a short film. Exploring film format for an OHP was a response to feedback from young people who expressed a desire to gain practical, creative experience that can build skills for employment beyond acting. Participants shadowed members of the creative team, including the Director of Photography, Director, Production Assistant, and Camera Operator. This new approach to OHPs showed us the value of offering on-set shadowing opportunities with creative professionals to our members. We intend to increase the number of short film projects we produce in order to continue to offer these opportunities.

Participants of the Spring OHP were in line with our target beneficiaries. Of the group, 57% were care-experienced, 86% were of global majority heritage and 14% had been involved in the criminal justice system.

The Big House is proud to continue strengthening our monitoring and evaluation framework to assess the wellbeing and EET outcomes of participants in an OHP. We use a mixture of 1–2-1 feedback sessions, case studies and Warwick Edinburgh Mental Wellbeing Scale (WEMWBS) assessments to assess our impact against desired outcomes.

Spring OHP Impact:

5

��������������������������������������������������������������������������������������������������������������������

TRUSTEES’ ANNUAL REPORT FOR THE YEAR ENDED 31ST DECEMBER 2024

THE BIG HOUSE THEATRE COMPANY

Hansel & Gretel: Autumn OHP

For the Autumn OHP we returned the original format of a theatre production. Working with writer Josh Azouz (Buggy Baby, Yard Theatre) and director Bel Parker (Young Vic Creators Programme, CASHMONEYNOW at The Big House), we created a retelling of the classic fairytale, Hansel and Gretel. The production ran from 27 November to 13 December, with over 600 audience members. During this production’s run, we made raising awareness of our work a priority both in the creative industry and by working with our referral partners to invite 102 care-affected young people to see the show for free.

We continued to offer places on the Autumn OHP to young people who were most in need. Of the group, 56% were care-experienced, 81% were of global majority heritage and 13% had been involved in the criminal justice system.

Autumn OHP Impact:

Beyond our core programmes

Beyond core programme delivery, The Big House also delivers standalone and fixed-term projects which contribute to the rich programme of development and support opportunities on offer to our members. Bespoke projects focus on strengthening our EET outcomes through targeted skills development and mentoring opportunities. They are a means for existing members of The Big House to build specific skills and develop specific areas of interest. The Big House’s Careers Fair, OG Partnerships and Supper clubs are all designed to support young people into sustained employment opportunities by connecting them with industry professionals and facilitating ongoing relationships.

Careers Fair - Our bi-annual careers fair was launched with the aim of connecting young people directly to employment opportunities. In 2024 we welcomed organisations from across the creative industries. For example, creative events company Bearded Kitten, Channel 4, StoryMix Illustrations/Literature, NTS Radio and London Lighting. Each careers fair resulted in tangible careers opportunities like internships and work experience placements. Looking ahead, The Big House plans to solidify pathways into employment from the careers fair by ensuring all organisations in attendance have open employment opportunities that they can offer to our young people.

OG Partnerships - Bespoke mentoring relationships facilitated between our members and individuals and organisations at the heart of the creative industries, such as the BBC, Netflix and Vaults Festival. The OG

6

��������������������������������������������������������������������������������������������������������������������

THE BIG HOUSE THEATRE COMPANY

TRUSTEES’ ANNUAL REPORT FOR THE YEAR ENDED 31ST DECEMBER 2024

Partnerships programme continues to grow, ending year one with 13 creative industry mentors. New partnerships such as ITV Academy, John Lewis and Partners and The London Academy of Music and Drama (LAMDA) have also created employment and education opportunities for The Big House members.

Supper clubs - Starting with a shared meal between members new and old, The Big House’s monthly Supperclubs are an opportunity for members to be inspired and mentored by successful creatives who host Q&A sessions, or by each other through open mic nights.

In 2024, The Big House saw tangible outcomes through facilitating these employment and mentoring programmes:

Hot House

The Hot House programme allows us to mentor and train our ambitious young people post-OHP, developing their innate talents so that they can become professionals in their own right. Through the Hot House, we equip our participants with further tools and resources to tell their own stories on their own terms. The Big House is already recognised for providing a platform for unique stories and performers, yet The Hot House goes a step further and ensures we are diversifying and creating a talent pool for the wider industry, instilling skills that support young people’s chosen career paths. This involves sessions with creatives, industry mentors, professionals in various fields, where young people get inspired and receive industry-level mentorship. This builds into their EET skills and opens up further opportunities.

The full workshop series included:

These workshops reflect our commitment to bridging the gap between talent and opportunity and preparing careexperienced young people for sustainable careers in the creative industries.

7

��������������������������������������������������������������������������������������������������������������������

THE BIG HOUSE THEATRE COMPANY TRUSTEES’ ANNUAL REPORT FOR THE YEAR ENDED 31ST DECEMBER 2024

Creative projects

In 2024, The Big House produced two bold standalone theatre projects that placed our members at the heart of the creative process. These productions are a vital part of our artistic vision to build a nationally recognised body of work that amplifies the voices of care-experienced young people and sparks wider conversations around the challenges they face. Each project is developed collaboratively with our members, who contribute at every stage, from script development workshops to paid performance roles and behind the scenes training with professional directors, designers, and technicians. Our productions are not only powerful vehicles for storytelling and social commentary, they are also intensive skills building opportunities. By engaging with complex themes on stage and participating in high quality creative processes, our members grow as artists and gain the confidence, discipline and professional experience that can launch careers in the creative industries. Through this work, The Big House champions a future where lived experience shapes powerful and relevant theatre.

The Big Up

In November 2024, The Big Up, an animated virtual exhibit created through The Big House’s partnership with the National Lottery Heritage Fund, won both a Silver Lovie Award and the People’s Choice Lovie Award for Best Film and Video in the Diversity, Equity and Inclusion category at the 14th Annual Lovie Awards. This powerful project brings to life the untold stories of inspirational global majority figures in UK history, researched, voiced and performed by our young members. Recognised alongside global names such as CNN and BBC Studios, The Big Up celebrates digital innovation and social impact. Directed by our CEO/Artistic Director Maggie Norris, scripted by BAFTA winner David Watson, with visuals by Titash Sen and music by Grime artist Jammz, the series showcases the creativity and talent of our young people while challenging historical exclusion through bold and engaging storytelling.

Co-production with The New Diorama Theatre, Between the Lines

The Big House worked in collaboration with New Diorama Theatre (NDT) to redevelop No Man’s Island, a production which saw its genesis as an OHP, into Between the Lines. The production is set in a pirate radio station and explores themes of censorship, immigration and community. With a heady soundtrack of grime, garage and drill, the production was met with widespread acclaim: The Stage described the show as, “an impassioned rallying cry”. The cast of 8 were all members of The Big House. Between the Lines at NDT offered them the chance to develop their skills and showcase their talents in an industry-standard production attended by over 1200 people.

Under the Blanket

Supported by the Mayor of London’s Violence Reduction Unit Stronger Futures programme, The Big House created Under the Blanket, a short film exploring themes of isolation, loneliness, parental relationships and friendship. This film was created in collaboration with members of The Big House, who contributed to script development and were offered opportunities on set to shadow members of the film crew. The film will be published in 2025 on The Big House’s digital platform, The Big Mouth and will be submitted to film festivals for consideration.

The Big House Means Business (TBHMB)

The Big House Means Business is The Big House’s corporate training offer. In 2024, TBHMB won partnerships with key institutions that interact with the young people who are our target beneficiaries, including the police. Our hope for TBHMB is to extend our impact beyond direct programme delivery and start creating systemic change by influencing the practices of the criminal justice system, government and the social care system. TBHMB also creates employment opportunities for members of The Big House who are employed as co-facilitators on workshops. This creates a powerful dynamic where young people can train the services who have shaped their lives.

The Police

8

��������������������������������������������������������������������������������������������������������������������

THE BIG HOUSE THEATRE COMPANY

TRUSTEES’ ANNUAL REPORT FOR THE YEAR ENDED 31ST DECEMBER 2024

The Big House delivered a bespoke series of training workshops to the Metropolitan Police which focussed on building empathy and communication skills in senior officers. The first of this workshop series was delivered in October 2024 with potential further sessions planned for 2025.

British Embassy in Stockholm

After successfully delivering workshops for the Ministry of Justice and for the Foreign, Commonwealth and Development Office in 2023, we were invited to deliver training to 20 embassies from around the world at the British Embassy in Stockholm in 2024. Using The Big House’s unique methodology, we led an intensive workshop for over 20 Embassy staff from around the world, focused on communication strategies during crisis situations such as terror attacks and human trafficking. 100% of attendees felt better equipped to deal with crisis situations following the workshop.

This marked an important step in demonstrating how our approach can be applied to influence systems well beyond our usual context. It was also a proud moment for The Big House as we were able to take one of our members abroad to help deliver the training, showcasing the leadership and professionalism of our young people on an international stage.

Following the success of the session, both the Greek and American Embassies have expressed interest in working with us, opening the door to further international collaboration and impact.

The British Transport Police

We also began an important partnership with the British Transport Police, who reached out to us in response to a rise in suicidal crises among young women aged 16 to 25, many of whom are care leavers. In response, we codeveloped and launched a pilot programme focused on handling difficult conversations and recognising early signs of distress. This is set to be delivered to British Transport Police Officers in January 2025 in London, Manchester and Birmingham.

Frontline

The Big House was also approached by long-term partners Frontline (who train social workers) to co-produce a short-play on grooming and exploitation. This created 6 employment opportunities for members and led to feedback such as:

"I just wanted to say a huge thank you to you both, but especially to your cast, who were amazing! We had really good feedback from people about how brilliant they were and what a powerful performance it was. I had goosebumps by the end, and I know that some people were in tears because they found it so emotional. A testament to their talents and, of course, yours for writing and directing such a brilliant piece. It’s been really great working with you both on this, a great experience for us, and I hope for you all too."

Beyond the above partnerships, TBHMB has also delivered to Leadersquest, The Danish Foundation, The Foreign Office and The Ministry of Justice.

Systemic Change

In 2024 The Big House sharpened its focus on our new strategy and achieved meaningful outcomes against each priority area.

1. Maintaining Positive Mental Well-being

The Big House continues to develop a robust monitoring and evaluation framework which allows us to assess the impact of our programmes on the mental wellbeing of our young people. We use a combination of qualitative

9

��������������������������������������������������������������������������������������������������������������������

THE BIG HOUSE THEATRE COMPANY

TRUSTEES’ ANNUAL REPORT FOR THE YEAR ENDED 31ST DECEMBER 2024

assessments during 1-2-1s with members and quantitative results of WEMWBs to monitor the wellbeing of our members. In 2024:

2. Access to Employment, Education & Training (EET)

In 2024 we strengthened the links between our programme delivery and supporting young people to enter sustainable employment. This included centering skills development in our programmes and building our network of creative partnerships who can offer mentoring opportunities, for example:

3. Pathways to stop (re)offending

We remained committed to supporting young people who were most in need of our programmes which includes young people who are involved in, or at risk of involvement in, the criminal justice system. Of the young people who took part in our programmes in 2024:

The Big House was pleased to maintain a low (re)offending rate amongst our members:

4. Awareness of the care-affected experience

The Big House continued to strengthen our advocacy work both through theatre and other creative outputs and through our training offering, The Big House Means Business. Notable achievements in 2024 include:

10

��������������������������������������������������������������������������������������������������������������������

TRUSTEES’ ANNUAL REPORT FOR THE YEAR ENDED 31ST DECEMBER 2024

THE BIG HOUSE THEATRE COMPANY

FINANCIAL REVIEW

Significant events

In 2024, The Big House continued the year-on-year increase in income and ended the year in a strong financial position. This included securing extensions in funding from our existing multi-year funders, including Propel New Deal for Young People, who confirmed they would fund us for a third year.

Robust financial management processes, including quarterly forecast updates, ensure that the charity maintains an accurate financial picture of the organisation and can manage expenditure throughout the year accordingly. With a high proportion of income from restricted sources, these quarterly re-forecasts ensured accurate financial management in line with requirements from funders.

In November 2024, Sarah Stallwood-Hall, the Finance and Operations Director at The Big House, sadly left the organisation. A rigorous recruitment process to find her successor ensured that financial management at the charity would be maintained to the same standard. In January 2025, Molly Rutherford will join the team as the new Finance and Operations Director. She comes with 5 years of charity finance experience.

Our fundraising strategy continues to focus on four distinct strands: trusts and foundations, individual & corporate giving, events and earned income. With competition for grants from trusts and foundations becoming increasingly competitive, The Big House is prioritising diversifying our income streams. A focus for this is to increase income from the sale of The Big House Means Business workshops and to build our corporate funder network.

Reserves

In 2024, 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

11

THE BIG HOUSE THEATRE COMPANY

TRUSTEES’ ANNUAL REPORT FOR THE YEAR ENDED 31ST DECEMBER 2024

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.

Approved by the Board of Trustees on ………………… 2025 and signed on its behalf by 17th September

HeAcie by: H Edginton

Date:

12

13

��������������������������������������������������������������������������������������������������������������������

The B ig H ouse T heatre C ompany

Statement o f f inancial a ctivities (incorporating an income and expenditure account)

For t he y ear e nded 3 1 D ecember 2 024

Unrestricted
Note
£
Incomef
rom:
2
236,068
3
97,598
4
62,506
7,123
403,295
5
96,428
5
205,721
5
302,149
101,146
(22,857)
78,289
Reconciliationo
ff
unds:
828,311
16
906,600
Total funds brought forward
Neti
ncome/(expenditure)f
ort
hey
ear
Totalf
undsc
arriedf
orward
Transfers between funds
Raising funds
Other
Totali
ncome
Expenditureo
n:
Other Trading Activities
Totale
xpenditure
Charitable activities
Netm
ovementi
nf
unds
Donations and legacies
Charitable activities		 Restricted
£
476,635
19,674
-
-
496,309
-
458,921
458,921
37,388
22,857
60,245
476,387
536,632		 2024
Total
£
712,703
117,272
62,506
7,123
899,604
96,428
664,642
761,070
1
38,534
-
138,534
1,304,698
1,443,232		 Unrestricted
£
238,213
53,727
56,486
1,068
349,494
92,196
94,984
187,180
162,314
(852)
161,462
666,849
828,311		 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

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 17 to 26 form part of these financial statements

14

Company no. 08297808

The B ig H ouse T heatre C ompany Balance s heet

As a t 3 1 D ecember 2 024

Note
Fixeda
ssets:
11
Tangible assets		 £ 2024
£
91,001		 £ 2023
£
115,921
Currenta
ssets:
12
Debtors
Cash at bank and in hand		 55,859
1,404,706		 91,001 131,884
1,212,422		 115,921
Liabilities:
13
Creditors: amounts falling due within one year		 1,460,565
108,334		 1,344,306
155,529
Netc
urrenta
ssets/
(
liabilities)		 1,352,231 1,188,777
15
Totaln
eta
ssets/
(
liabilities)		 1,443,232 1,304,698
16
Restricted income funds
Unrestricted income funds:
Designated funds
Thef
undso
ft
hec
harity:
General funds		 114,778
791,822		 536,632 114,778
713,533		 476,387
Total unrestricted funds 906,600 828,311
Totalc
harityf
unds		 1,443,232 1,304,698

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’ R esponsibilities:

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:

…………………………….. - Trustee A cig _ Name : Humphrey Edginton

15

The B ig H ouse T heatre C ompany

Statement o f c ash f lows

For t he y ear e nded 3 1 D ecember 2 024

Note £ £
2024		 £ £
2023
Neti
ncome/
(
expenditure)f
ort
her
eportingp
eriod		 1
38,534		 156,280
Depreciation charges
(Profit)/loss on the disposal of fixed assets
(Increase)/decrease in debtors
Increase/(decrease) in creditors		 2
5,479
-
7
6,025
(
47,195)		 28,706
-
(47,840)
16,922
Netc
ashf
rom/(usedi
n)o
peratinga
ctivities		 192,843 154,068
Cashf
lowsf
romi
nvestinga
ctivities:
Purchase of fixed assets (559) (708)
Netc
ashp
rovidedb
y/
(
usedi
n)i
nvestinga
ctivities		 (559) (708)
Changei
nc
asha
ndc
ashe
quivalentsi
nt
hey
ear		 192,284 153,360
Cash and cash equivalents at the beginning of the year 1,212,422 1,059,062
Casha
ndc
ashe
quivalentsa
tt
hee
ndo
ft
hey
ear		 1,404,706 1,212,422
Analysiso
fc
asha
ndc
ashe
quivalents
Cash in hand and at bank		 At3
1
December
2024
£
1,404,706		 At 31
December
2023
£
1,212,422
Totalc
asha
ndc
ashe
quivalents		 1,404,706 1,212,422
Analysiso
fc
hangesi
nn
etd
ebt
Cash in hand and at bank At Start of
year
£
1,212,422		 Cashflows
£
192,284		 At end of
year
£
1,404,706

16

��������������������������������������������������������������������������������������������������������������������

The B ig H ouse T heatre C ompany Notes t o t he f inancial s tatements

For t he y ear e nded 3 1 D ecember 2 024

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.

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.

17

��������������������������������������������������������������������������������������������������������������������

The B ig H ouse T heatre C ompany Notes t o t he f inancial s tatements

For t he y ear e nded 3 1 D ecember 2 024

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 a ssets

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 L iabilities

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 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.

18

��������������������������������������������������������������������������������������������������������������������

The B ig H ouse T heatre C ompany Notes t o t he f inancial s tatements

For t he y ear e nded 3 1 D ecember 2 024

p) Significant a ccounting p olicies

In the application of the company’s accounting policies, the charity is required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an on-going basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised, if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods.

There are no estimates and assumptions that are considered to have a significant risk of causing a material adjustment to the financial statements in a future period.

2 Income f rom d onations

&H Pilington
B Charitable Trust
rts Council
ackstage Trust
BC Children in Need
leu Blanc Rouge Foundation
etsy Foundation
ig Change Charitable Trust
herry Foundation
ity Bridge Trust
ockayne Grants
ompass Wellbeing
hampan Trust
harles Hayward Foundation
halk Cliff trust
smee Fairbairn Foundation
arfield Weston
enry Smith Charity
ohn Lyons
loyds Bank Foundation
Morel
ew Deal for Young People
ational Lottery Heritage Fund
etwork for social change
orporate Donations
yer's Company
ortal Trust
PT Transatlantic
ayne Foundation
wire Charitable Trust
he Skinner's Company
he Hardy Family Foundation
RU Stronger futures
intners Foundation
William Allen Young Trust
uture Stewards
shley Family Foundation
eathersellers company
oel Coward Foundation
ndividual donors
onated services		 Unrestricted
£
-
20,000
-
-
-
50,000
-
12,687
-
8,628
-
8,342
-
-
10,000
1,026
8,750
-
-
-
-
18,739
-
12,500
5,000
1,000
-
-
4,338
-
-
-
16,627
4,260
-
-
-
20,000
-
34,171
-
236,068		 £
-
-
25,460
9,291
12,485
-
-
6,410
-
29,316
-
11,957
2,000
25,000
-
18,921
-
-
-
-
1,000
193,944
7,844
-
70,000
-
-
5,000
15,662
10,000
8,000
2,500
17,815
-
2,000
-
-
-
2,000
30
-
476,635
Restricted		 2024t
otal
Total
£
-
20,000
25,460
9,291
12,485
50,000
-
19,097
-
37,944
-
20,299
2,000
25,000
10,000
19,947
8,750
-
-
-
1,000
212,683
7,844
12,500
75,000
1,000
-
5,000
20,000
10,000
8,000
2,500
34,442
4,260
2,000
-
-
20,000
2,000
34,201
-
712,703		 2023
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

Income in 2023 comprised of unrestricted income of £238,213 and restricted income of £618,260 Donated services includes the approximate value of The Theraputic Consultants probono services.

19

The B ig H ouse T heatre C ompany Notes t o t he f inancial s tatements

For t he y ear e nded 3 1 D ecember 2 024

3. Incomef
romc
haritablea
ctivities
2024 2023
Unrestricted Restricted Total Total
£ £ £ £
Open House Production 9,892 - 9,892 29,721
Redemption - stand alone Open House Production 498 19,674 20,172 -
The Big House Means Business 38,230 - 38,230 11,117
HMRC Theatre Tax Relief 48,978 - 48,978 12,889
Total income from charitable activities 97,598 19,674 117,272 53,727
All income in 2023 was unrestricted
4 Incomef
romo
thert
radinga
ctivities
Acting fees received from agencies 2024
2023
Unrestricted
Total
Total
£
£
£
£
701
-
701
6,328
Restricted
Fundraising events 61,643
-
61,643
49,758
Room/Venue hire 113
-
113
400
Sale of Anthology 49
-
49
-
Total income 62,506
-
62,506
56,486
Total income from other trading activities 62,506
-
62,506
56,486

All income in 2023 was unrestricted

20

2023
Total
£
370,605
139,841
-
68,171
28,706
8,759
1,500
1,692
4,790
-
3,793
12,752
41,555
6,347
108,972
11,141
2,848		 811,472
-		 811,472
Cost of
raising
funds
Partnership &
central
delivery
Open House
Project
The Big
House Means
Business
Governance
and Support
costs
2
024T
otal
£
£
£
£
£
£
Staff costs (Note 8)
49,206
99,529
103,694
53,032
31,637
337,098
Creative professional fees
-
34,313
34,690
4,467
7,142
80,612
Research and development
-
225
62,747
-
-
62,972
YP fees, travel and expenses
-
16,777
20,106
5,553
1,291
43,727
Depreciation
-
-
-
-
25,479
25,479
Fundraising events
12,375
-
-
-
-
12,375
Independent examination fees
-
-
-
1,878
1,878
Insurance
-
-
-
-
1,786
1,786
Legal and professional fees
-
-
-
-
6,106
6,106
Bad debts
-
24,514
1,740
-
-
26,254
Marketing
976
26
71
-
-
1,073
Office costs
55
1,741
-
98
8,304
10,198
Production costs & equipment hire
-
929
16,574
-
-
17,503
Recruitment
-
7,823
-
-
6,568
14,391
Rent, rates and utilities
1,275
179
-
-
111,339
112,793
Staff travel and other staff costs
-
2,593
6
1,467
115
4,181
Venue and catering
-
427
822
1,031
364
2,644		 63,887
189,076
240,450
65,648
202,009
761,070
Support costs
32,541
65,821
68,575
35,071
(202,009)
-		 Totale
xpenditure2
024
96,428
254,897
309,025
100,719
-
761,070		 Total expenditure 2023
92,194
257,958
402,643
58,677
-
811,472		 Of the total expenditure, £302,149 was unrestricted (2023: £187,180) and £458,921 was restricted (2023: £624,294).

��������������������������������������������������������������������������������������������������������������������

The B ig H ouse T heatre C ompany Notes t o t he f inancial s tatements

For t he y ear e nded 3 1 D ecember 2 024

This is stated after charging / crediting:

----- Start of picture text -----
|||| |---|---|---| |2024|2023| |£|£| |Depreciation|25,479|28,706| |Independent examination|1,878|1,500|

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

Staff costs were as follows:

----- Start of picture text -----
|||| |---|---|---| |2024|2023| |£|£| |Salaries and wages|303,216|340,973| |Social security costs|23,930|17,380| |Employer’s contribution to defined contribution pension schemes|9,952|12,252| |337,098|370,605|

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

One employee earned more than £60,000 during the year (2023: 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 (employers pension contributions) were £112,571 (2023: £120,505). 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 (2023: £nil). No charity trustee received payment for professional or other services supplied to the charity (2023: £nil).

During the year, no trustee was reimbursed travel expenses of nil (2023: nil).

8 Staff n umbers

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

----- Start of picture text -----
|||| |---|---|---| |2024|2023| |No.|No.| |Cost of raising funds|1.5|1.2| |Partnership & central delivery|3.0|4.9| |Open House Project|3.1|3.5| |The Big House Means Business|1.6|1.4| |Governance and support|0.9|1.0| |10.1|12.0| |The average weekly number of employees (full-time equivalent) during the| |period was as follows:|2024|2023| |No.|No.| |Cost of raising funds|1.3|1.1| |Partnership & central delivery|2.7|4.4| |Open House Project|2.8|3.2| |The Big House Means Business|1.4|1.3| |Governance and support|0.9|0.9| |9.1|10.9|

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

22

��������������������������������������������������������������������������������������������������������������������

The B ig H ouse T heatre C ompany Notes t o t he f inancial s tatements

For t he y ear e nded 3 1 D ecember 2 024

9 Related p arty t ransactions

During the year there were receipts from trustees - Claire Wilkinson £800 (2023: £3,100), Mark Goodin £197 (2023: £150), Humphrey Edginton £150 (2023: £1,350), Lesley Seary £nil (2023: £1,200), Kieran Shoman £300 (2023: £nil), Julie Dark £320 (2023: £nil), Chloe Evans £160 (2023: £nil) and Robert Meteyard £nil (2023: £300) for purchase of gala tickets. Additionally, from Kiren Shoman £nil (2023: £250) and Ziyad Marar £nil (2023: £250) for Xmas party contribution.

During the year a payment of £4,000 (2023:£1,648) was made to James Meteyard, the son of Trustee Robert Meteyard for writing work and nil (2023: £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 f ixed a ssets

----- Start of picture text -----
Computer
equipment Total
£ £
Cost
At the start of the year 250,562 250,562
Additions in year 559 559
At the end of the year 251,121 251,121
Depreciation
At the start of the year 134,641 134,641
Charge for the year 25,479 25,479
At the end of the year 160,120 160,120
Net b ook v alue
At t he e nd o f t he y ear 91,001 91,001
At the start of the year 115,921 115,921
All of the above assets are used for charitable purposes.
Debtors
2024 2023
£ £
Grant debtors 20,000 21,091
Prepayments and accrued income 35,859 110,793
55,859 131,884
----- End of picture text -----

23

��������������������������������������������������������������������������������������������������������������������

The B ig H ouse T heatre C ompany Notes t o t he f inancial s tatements

For t he y ear e nded 3 1 D ecember 2 024

----- Start of picture text -----
13 Creditors: a mounts f alling d ue w ithin o ne y ear
2024 2023
£ £
Trade creditors - 15,998
Taxation and social security 5,281 8,523
Other creditors 23,611 27,778
Accruals 9,616 2,400
Deferred income (note 14) 68,673 100,605
Pensions 1,153 225
108,334 155,529
----- End of picture text -----

14 Deferred i ncome

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
15
General
unrestricted
£
£
91,001
-
700,821
114,778
791,822
114,778
General
unrestricted
£
£
115,921
-
597,612
114,778
713,533
114,778
Analysiso
fn
eta
ssetsb
etweenf
unds
Deferred income comprises income received during the year for future years.
Tangible fixed assets
Designated
Tangible fixed assets
Designated
Net current assets
Net current assets
Neta
ssetsa
tt
hee
ndo
ft
hey
ear
Neta
ssetsa
tt
hes
tarto
ft
hey
ear		 2024
£
100,605
(100,605)
68,673
68,673
Restricted
£
-
536,632
536,632
Restricted
£
-
476,387
476,387		 2023
£
98,332
(98,332)
100,605
100,605
Totalf
unds
2023
£
91,001
1,352,231
1,443,232
Totalf
unds
2022
£
115,921
1,188,777
1,304,698

24

��������������������������������������������������������������������������������������������������������������������

The B ig H ouse T heatre C ompany Notes t o t he f inancial s tatements

For t he y ear e nded 3 1 D ecember 2 024

----- Start of picture text -----
16 Movements i n f unds
At 1 Incoming Outgoing At 3 1
January resources & resources & December
2024 gains losses Transfers 2024
£ £ £ £ £
Restricted f unds:
-
Engagement Manager salary 40,654 21,952 (25,690) 36,916
-
Artistic Director Salary 1,148 76,931 (79,595) 1,516
OHP Collective Restricted Funds 204,327 71,027 (73,034) - 202,320
-
Associate Director Salary 46,993 41,719 (36,790) 51,922
-
TBHMB Manager 54,880 35,534 (2,025) 88,389
-
Finance and Ops Director salary 32,311 42,965 (45,015) 30,261
- - -
Capital works 50,833 50,833
- - - - -
Strategy Consultant
- - -
New work development 3,828 3,828
Comms Officer - 43,337 (27,352) - 15,985
-
Big Mouth Coordinator Salary 5,012 10,682 (13,211) 2,483
-
The Big Mouth Platform 8,025 (9,812) (3,496) 5,283
Stand Alone Productions - 43,926 (57,997) 14,071 -
Heritage Project 2,537 7,844 (9,756) - 625
- -
Propel 19,906 49,278 (69,184)
- -
The Big Education Challenege 1,955 (3,942) 1,987
-
Stronger Futures 5,933 8,971 (11,834) 3,070
YP EET Fund - 50,000 - - 50,000
Total r estricted f unds 476,387 496,309 (458,921) 22,857 536,632
Unrestricted f unds:
- - -
Designated funds: Capital works 114,778 114,778
General funds 713,533 403,295 (302,149) (22,857) 791,822
Total u nrestricted f unds 828,311 403,295 (302,149) (22,857) 906,600
Total f unds 1,304,698 899,604 (761,070) - 1 ,443,232
16 Movements i n f unds
At 1 Incoming Outgoing At 3 1
January resources & resources & December
2023 gains losses Transfers 2023
£ £ £ £ £
Restricted f unds:
-
Engagement Manager salary 36,875 34,644 (30,865) 40,654
Artistic Director Salary - 76,549 (75,401) - 1,148
OHP Collective Restricted Funds 239,490 171,234 (219,615) 13,218 204,327
OHP 1 Restricted Funds 13,218 - - (13,218) -
-
Associate Director Salary 44,228 34,175 (31,410) 46,993
-
TBHMB Manager 52,053 8,757 (5,930) 54,880
-
Finance and Ops Director salary 31,112 44,198 (42,999) 32,311
- - -
Capital works 50,833 50,833
- - -
Strategy Consultant 8,067 (8,067)
- - -
New work development 3,828 3,828
Comms Officer - 19,722 (20,574) 852 -
Big Mouth Coordinator Salary - 34,947 (29,935) - 5,012
The Big Mouth Platform - 9,814 (1,789) - 8,025
-
Heritage Project 1,865 73,833 (73,161) 2,537
Propel - 87,595 (67,689) - 19,906
The Big Education Challenge - 16,459 (16,459) - -
Stronger Futures - 6,333 (400) - 5,933
Total r estricted f unds 481,569 618,260 (624,294) 852 476,387
Unrestricted f unds:
- - -
Designated funds: Capital Works 114,778 114,778
General funds 552,071 349,494 (187,180) (852) 713,533
Total u nrestricted f unds 666,849 349,494 (187,180) (852) 828,311
Total f unds 1,148,418 967,754 (811,474) - 1,304,698
----- End of picture text -----

25

��������������������������������������������������������������������������������������������������������������������

The B ig H ouse T heatre C ompany

Notes t o t he f inancial s tatements

For t he y ear e nded 3 1 D ecember 2 024

Purposes o f r estricted f unds

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

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.

17 Operating l ease c ommitments

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		 2024
£
100,000
400,000
66,667
566,667		 2023
£
100,000
400,000
166,667
666,667

26