## **Newbiggin Arts Centre** 

_(A Charitable Incorporated Organisation)_ 

## **Annual Report** 

**Report and Financial Statements For the Year Ended 31 December 2025** 

Charity Number 1163002 

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## **Annual Report January to December 2025** 

## **Our Vison** 

Our vision is to be a community-based “Arts for All” organisation where people from all walks of life can learn, socialise and enjoy creative activity in a safe, welcoming and inclusive environment. 

## **Introduction** 

It’s been another lively and creative year at Newbiggin Arts Centre, shaped by new ideas, growing participation, and a strong sense of community. 

Across the year, we’ve continued to expand our workshops, exhibitions, and creative opportunities, welcoming people of all ages and abilities into a space where creativity, wellbeing, and connection sit at the heart of everything we do. 

We’ve also been out in the community more than ever — sharing our work at local events, building partnerships, and finding new ways to reach people beyond our walls. 

This report reflects on a year of creativity in action, and the people, moments, and ideas that continue to move NAC forward 

2 



## **Newbiggin Arts Centre** 

_(A Charitable Incorporated Organisation)_ 

**Financial Statements For the Year Ended 31 December 2025** 

## **Contents** 

Legal and Administrative Information Annual Report of the Management Committee 2025 Financial Report and Accounts 

3 



## **Newbiggin Arts Centre Report of the Trustees for the year ended 31 December 2025** 

The Trustees presents its annual report and audited financial statements for the year ended 31 December 2025. 

## **Reference and Administrative Information** 

**Charity Name:** Newbiggin Arts Centre 

**Charity registration number:** 1163002 

**Registered Office and operational address** : 

74B Front Street Newbiggin-by-the-Sea Northumberland NE64 6QD 

## **Trustees** 

Steve Wilkinson Chair & Treasurer Sue Andrew Vice-Chair Sue Case Val Hearn Leigh Patterson – until 8th December 2025 Frank Mills – since 11[th] October 2025 

## **Studio Manager** 

Wendy Storey 

**Bankers** - Lloyds Bank, 3 Station Road, Ashington, Northumberland, NE63 9UZ 

4 



## **Structure Governance and Management** 

## **Governing Document** 

The organisation is a Charitable Incorporated Organisation, which was registered as a charity on 5[th] August 2015.  In the event of the charity being wound up the trustees have no liability to settle its debts and liabilities 

## **Recruitment and Appointment of the Trustees** 

Under the requirements of the Constitution, at each Annual General Meeting one third of the Trustees, by rotation, shall be offered for re-election.  A charity trustee who has served for three consecutive terms may not be reappointed for a fourth consecutive term but may be reappointed after an interval of at least three years. 

There shall be a minimum of three Trustees and no defined maximum; but we aim to have less than eight Trustees. 

Any person retiring as a Trustee is eligible for reappointment. 

All Trustees give their time voluntarily and receive no financial or remuneration benefits from the charity. 

## **Organisational Structure** 

Newbiggin Arts Centre has up to eight (currently six) Charity Trustees who are responsible for ensuring all legal requirements of the charity are met.  They are supported by a part-time Studio Manager and a group of approximately twenty volunteers who effect the day-to-day running of the operations. 

## **Responsibilities of the Trustees** 

The Trustees are responsible for preparing financial statements for each financial year.  These statements must give a true and fair view of the charity’s financial position at the end of the year, as well as its income and how funds have been spent during the year. 

When preparing these financial statements, the Trustees will follow good practice and: 

- choose appropriate accounting policies and apply them consistently; 

- make reasonable and careful judgements and estimates; 

- prepare the accounts on a “going concern” basis, unless it is not appropriate to assume the charity will continue operating. 

The Trustees are also responsible for keeping proper accounting records.  These records must accurately show the financial position of the CIO at any time and support the preparation of financial statements that meet legal requirements, including compliance with the Companies Act 1985. 

In addition, the Trustees are responsible for protecting the assets of the CIO.  This includes taking reasonable steps to prevent and detect fraud or other irregularities. 

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## **Members of the Trustees** 

Members of the Trustees, who served during the year and up to the date of this report are set out on page 4. As the CIO’s Trustees, we certify that we have taken all the steps that we ought to have taken in order to make ourselves aware of any relevant audit information. 

## **Our Aims and Objectives** 

## **Purposes and Aims** 

Our charity's purposes as set out in the objectives contained in the CIO’s constitution:  Our objective is to advance education in Arts and Crafts for the local community; in particular, but not exclusively, by providing tuition and art/craft facilities. 

## **Ensuring Our Work Delivers Our Aims** 

Each year, we review our objectives and activities to make sure our work continues to support the charity’s aims.  Reflecting on the year helps us understand what has worked well and where we need to focus next, so we can keep developing and strengthening our impact in the year ahead. 

## **Who We Are** 

Newbiggin Arts Centre (NAC) is an independent community-based charity operating from two buildings in the heart of Newbiggin-by-the-Sea, Northumberland. 

We believe creativity has a simple but powerful role — bringing people together, improving wellbeing, and helping our community thrive.  Throughout the year, the Centre provides a welcoming space where people of all ages and backgrounds can take part in arts, heritage and community activities. 

People come to NAC for many different reasons:  to try something new, to return to a forgotten hobby, to build confidence, or simply to spend time in a friendly and supportive space. 

What unites it all is the belief that art is for everyone.  NAC is as much about connection and conversation as it is about making work — a place where people share ideas, learn from each other, and feel part of something creative and inclusive. 

We work to keep our doors open to all, reducing barriers wherever we can so that everyone who comes in feels welcome, included, and encouraged to take part. 

6 



## **What We Do** 

Across the year, NAC offers a wide range of creative opportunities for people at every stage of their artistic journey, from complete beginners to experienced artists. 

Our programme includes painting, drawing, ceramics, crafts, workshops, courses, and relaxed drop-in sessions where people can create at their own pace in a supportive environment. 

Alongside this, our exhibition programme showcases the work of local and visiting artists, bringing a constant flow of inspiration into the Centre and providing opportunities for artists to display and sell their work. 

Our small on-site shop provides art materials and supplies that support both our classes and individual creative practice, helping people to continue their creativity beyond the studio. 

Throughout everything we do, we focus on creating opportunities for people to connect through creativity.  Whether in a workshop, an exhibition space, or a quiet moment of making, NAC is a place where people learn new skills, share ideas, and feel part of a wider creative community. 

## **How We Do It** 

Behind the scenes, NAC is run by a dedicated Board of Trustees who give their time and expertise to help the charity grow and thrive.  With backgrounds in areas including the arts, education, finance, and organisational development, they help guide the Centre, oversee finances, and secure the funding and support that make our work possible. 

As NAC has grown, so has our team.  In 2024, we welcomed our first part-time paid team member to support the day-to-day running of the Centre.  As demand increased, this role developed into a Studio Manager position, now helping to coordinate classes, workshops, exhibitions, events, and the smooth running of our studios and office. 

We also work with a fantastic team of freelance artists, tutors, and creative practitioners who bring energy, skills, and inspiration to our programme of classes and workshops. 

None of this would be possible without our wonderful volunteers.  They are the heart of the Centre, helping with everything from opening the studios and keeping the space welcoming and tidy, to supporting events, greeting visitors, and even baking cakes for our fundraisers and community gatherings. 

At the heart of everything we do is a simple belief that creativity should be accessible to everyone.  We work to create a warm and welcoming environment where people 

7 



feel comfortable trying something new, building confidence, making connections, and enjoying the many benefits that creativity can bring. 

Guided by values of respect, inclusion, openness, and creativity, NAC continues to grow as a community-focused organisation that puts people at the centre of everything we do. 

## **How We Did** 

This has been a year full of growth, creativity, and connection at NAC, with a strong sense of energy building across all areas of our work. 

One of the most exciting developments this year was the introduction of our internship programme, developed in partnership with Newcastle University.  This initiative has allowed us to welcome emerging artists into the Centre, giving them valuable hands-on experience in a real working arts environment while also bringing fresh ideas and energy into our creative offer.  We were fortunate to welcome two interns through the programme, each contributing in different ways to our workshops and activities. 

Our first intern developed and delivered workshops inspired by the Japanese art of Kintsugi, exploring themes of repair, transformation, and the value of imperfection — sessions that were warmly received by participants. 

Our second intern delivered a six-week course that encouraged some of our regular members to step outside their comfort zones and explore new ways of painting 


and expressing themselves.  The course proved extremely popular, and the success of this course led to them returning to NAC as a tutor, where she now continues to deliver new classes as part of our ongoing offer. 

Alongside the internship programme, we continued to deliver a wide variety of workshops and creative sessions, including painting, ink work, jewellery making, etching, ceramics, and mixed-media activities. Sessions such as paper jewellery and ink & watercolour workshops were particularly well received, with strong demand for further sessions. 

As the year progressed, activity across the Centre continued to grow, with summer being especially busy and a record number of workshops taking place across both sites.  It was inspiring to see so many people taking part and making full use of the Centre’s 

spaces. 

8 



Another key development this year was the arrival of our ceramics kiln, made possible through grant funding from the Sir James Knott Trust.  Its installation and successful first firings marked an exciting milestone for our ceramics offer, opening up new opportunities for participants and expanding what we can deliver in-house. 


As the year moved into winter, we embraced a lively festive period filled with creativity, connection, and a real sense of celebration. It became a season of “firsts” for the Centre, including our very first Paint and Sip event, which brought people together for an enjoyable evening of art, laughter, and relaxed creativity. 

We also held our first Studio Christmas celebration, a special moment that saw the space transformed 

into a warm and welcoming gathering place for our community. It was an opportunity to come together, reflect on the year, and enjoy a shared sense of achievement and connection. 



We also introduced a new Winter Exhibition, which included a visitor voting element, encouraging greater engagement with the artwork on display and offering audiences a more active role in the experience. 

These events continue to play an important role in bringing people together and strengthening the sense of community within the Centre. 

Overall, 2025 was a year of growth, development, and connection.  NAC continued to expand its creative offer, welcome new participants into the Centre, and strengthen its role as a vibrant community space where creativity can thrive. 

## **Getting Our Message Out There** 

A key focus this year has been sharing what we do more widely and making it easier for people to discover and engage with NAC.  One of the highlights was “Art on the Beach”, where we took our creativity out into the community and invited the public to see us in action.  It was a chance for people to experience the Centre in a different setting, try activities for themselves, and connect with what we offer in a relaxed and open way. 

Events like this help us break down barriers and reach people who may not have visited the Centre before 


Alongside this, we have continued to develop and improve our website, making it clearer, more accessible, and better able to showcase our workshops, exhibitions, and opportunities 

9 




(although there is still significant room for improvement – planned for 2026, with support from Sunderland Software City).  Our social media presence has also grown steadily, helping us reach new audiences, share our work more regularly, and keep our community informed and engaged (again, to be re-visited in 2026). 

Together, these efforts are helping us tell the story of NAC more widely — not just as a place to take part in activities, but as a vibrant community space where creativity is open to everyone. 

## **Building Our Partnerships and Networks** 

We continued to strengthen our connections with local organisations throughout the year, working together to reach new audiences and explore creative ways to support wellbeing in our community. 

One of the highlights was our involvement in the Wellness Event in the spring, which brought together a wide range of local groups and services.  The event had a real sense of energy and openness, with people sharing experiences, talking about challenges, and enjoying a relaxed, welcoming atmosphere. 

Alongside the conversations and activities, there was plenty of laughter and connection throughout the day.  Our focus was to highlight 

the role creativity can play in supporting wellbeing, and it was encouraging to hear so many people say they would like to try something creative for themselves. 

We also developed our first Community Initiative event in partnership with Community Action Northumberland, delivering an “Art of Slow Cooking” workshop. This light-hearted and practical session explored the versatility of slow cookers, sharing ideas for saving energy and reducing household costs in a simple and accessible way. 

The session was well attended and warmly received, with participants clearly enjoying both the activity and the opportunity to come together in a relaxed setting. 

Each attendee also received a slow cooker to take home, adding a practical benefit alongside the shared experience. 

Together, these events reflect our ongoing commitment to partnership working — bringing people and organisations together in ways that are creative, supportive, and rooted in the needs of our community. 

**The Importance of Exhibitions** 

10 



This has been a busy and vibrant year for our Exhibition Team, with a full programme of shows that brought colour, creativity, and conversation into the Centre throughout the year. 

We hosted six exhibitions by independent artists, featuring work from across the county, alongside eight exhibitions showcasing the work of our own members and class participants. Across these fourteen exhibitions, an impressive range of work was displayed, with an average of around 42 pieces in each show.  Together, they represented an incredible variety of styles, subjects, and media. 

From independent exhibitions such as _Reflections_ and _Beauty of Nature_ , to displays of local landscapes, seascapes, and regional scenes, each show brought something new into the Centre.  Our own exhibitions celebrated the creativity within NAC, featuring oils, pastels, acrylics, watercolours, ceramics, and crafts.  Themes ranged from local stories such as the skiff _Bella Arkle_ , to portraits, pets, and personal interpretations of seasonal and open-themed exhibitions. 

Our craft groups also continued to flourish, producing a beautiful and varied collection of work including paper-cutting, textiles, and quilts.  Participants from workshops also contributed work, including striking examples inspired by Kintsugi, reflecting the skills and confidence being developed across our programme. 


It has been especially encouraging to see more of our members gaining the confidence to exhibit beyond NAC as well, including submitting work to the Northumberland Open Exhibition at Woodhorn Museum, with a growing number being selected for inclusion.  This is something we are proud to support and expect to see continue to grow in the years ahead. 

Alongside the exhibitions themselves, we are pleased that a number of works resulted in sales, with commission income helping to support the ongoing sustainability of the Centre. 

Overall, our exhibition programme continues to grow in both scale and ambition, and NAC is increasingly being recognised across the county as a welcoming and inspiring place to experience, share, and take part in the visual arts.  We look forward to building on this momentum and showcasing even more of our community’s creativity in the year ahead. 

Many of our exhibitions have been recorded and are available for retrospective viewing via our website (including in 3D, if the viewer has a VR headset). 

11 



## **Volunteer Development** 

As a volunteer-led organisation, the strength of NAC depends on the people who give their time, skills, and energy to help guide and shape its future — particularly our Board of Trustees. 

In March, our Trustees took part in two business planning workshops facilitated by Kate Duffy from Junction Point CIC (through Peer-to-Peer Networking, Funded by UK Government). 

The workshops proved to be a really valuable exercise for us.  They gave us the space to step back from day-to-day activity and take a clearer look at where NAC is now, and where we want to be in both the short and longer term.  From this, we were able to strengthen our shared understanding of the Centre’s direction and priorities, helping to build a stronger foundation for future decision-making.  The outcome forms the foundation for the NAC Business Plan which will be developed in 2026. 

To support the increased involvement from volunteers, we carried out a structured review and re-writing of all our policies, processes, procedures guidelines and risk assessments, better to look after the interests of the individuals and the community space in which they are working. 

## **What Comes Next?** 

Building on the progress made in 2025, Newbiggin Arts Centre is looking ahead to 2026 with a focus on continuing to grow in a sustainable and meaningful way, while strengthening the foundations that support everything we do. 

We plan to continue developing our creative programme across painting, drawing, ceramics, crafts, and informal sessions, ensuring there are opportunities for people of all ages and abilities to take part.  Wellbeing remains central to this work — not just as an outcome, but as a guiding principle that shapes how and why we deliver what we do. 

A key priority for the year ahead is sustainability.  While external funding and sponsorship will always play an important role in supporting our work, we recognise the importance of reducing over-reliance on progressively more-scarce grant income.  With this in mind, we will begin developing a membership scheme to provide a more stable and ongoing source of income, while also strengthening the sense of belonging and connection within our community. 

At the same time, we will continue to improve how we share our story and reach new audiences, building on our website and social media presence to increase visibility, attract new participants, and support the growth of our membership and community engagement. 

12 



We also recognise that sustainability is not only financial, but organisational.  As part of this, we will continue to strengthen our volunteer programme, ensuring volunteers are supported, valued, and given meaningful opportunities to contribute and develop within the organisation. 

In terms of governance and leadership, we will focus on succession planning within the Board, with particular emphasis on developing the Vice Chair role.  This will help ensure continuity, shared leadership, and long-term resilience, strengthening NAC’s ability to grow in a stable and supported way. 

We will also continue to develop our internship programme and wider partnerships, building on the success of our work with emerging practitioners and creating meaningful opportunities for learning, exchange, and development within community arts practice. 

In support of our growing ceramics offer, we also plan to invest further in kiln access, providing greater flexibility for participants and strengthening our in-house creative capacity. 

Alongside all of this, we will place increasing emphasis on collecting both qualitative and quantitative data.  This will help us better understand and evidence our impact, strengthen funding applications, and clearly demonstrate the difference NAC makes within our community. 

Overall, 2026 will be a year of consolidation and thoughtful development — strengthening our foundations, building resilience, and continuing to grow NAC as a welcoming, inclusive, and creative space where people can connect, learn, and experience the benefits of creativity. 

## **Financial Review** 

## **Overview** 

At 31[st] December 2024, NAC had £2,513 to its name (of which £500 was restricted funds) and at 31[st] December 2025, NAC had £17,834, an increase in available funds of £15,321 reflecting a more acceptable reserve. 

Our income continued to be from a varied source of grants, general donations, specific donations from session participants, shop sales and painting commissions. 

Whereas our expenditure included rent (for the two premises), electricity, telephones and Internet, payroll, tutor fees, art supplies & equipment, office supplies and miscellaneous purchases. 

## **Reserves Policy** 

The Trustees continued to examine the charity’s requirements for reserves in light of the main risks to the organisation.  The reserves are needed to meet the day-to-day 

13 



expenditure requirements of the charity and the Trustees are confident that at this level they would be able to continue the current activities of the charity in the event of a significant drop in external funding. 

The Board has confirmed a policy whereby the funds held by the charity should be at least three months of the expenditure, but we are aiming to have six months reserves.  Budgeted expenditure for 2026 is £98,000 and therefore the target for three months reserves is £24,500 in the general funds.  The target for six months reserves is £49,000.  We recognise, as a new charity, we still fall well short of this level of reserves and it will take time to achieve.  But the indications from 2025 performance indicates that we are approaching an acceptable level. 

The strategy is therefore to continue to build reserves through normal revenue surpluses, to enable us to consider future plans for NAC, including an increase in session provision, and build reserves for any future expenditure that may arise. 

## **Independent Check of the accounts** 

In 2024, an independent check of the accounts was performed by The Finance Officer of Northumberland CVA, 107 & 109 Station Road, Ashington, Northumberland, NE63 8RS.  As a result of this careful consideration and review, we are in receipt of a ratification of these accounts from Caroline Rogan, CEO Northumberland CVA. 

This report has been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities (issued in March 2005) and in accordance with the special provisions of Part VII of the Companies Act 1985 relating to small entities. 

Approved by the Trustees on 30[th] June 2026 and signed on its behalf by 


Mr Steve R Wilkinson (Chair & Treasurer) 

14 




## **2025** 

**Charity Name No (if any) Newbiggin Arts Centre 1163002 Receipts and payments accounts For the period** Period start date Period end date **To from** 01/01/2025 31/12/2025 

**CC16a** 

## **Section A Receipts and payments** 

|**A1 Receipts**|**Unrestricted**<br>**funds**<br>**to the nearest**<br>**£**<br>**0**<br>**1811**<br>**25710**<br>**1326**<br>**574**<br>**0**<br>**0**<br>**0**|**Unrestricted**<br>**funds**<br>**to the nearest**<br>**£**<br>**0**<br>**1811**<br>**25710**<br>**1326**<br>**574**<br>**0**<br>**0**<br>**0**|**Restricted**<br>**funds**<br>**to the nearest £**<br>**59820**<br>**0**<br>**0**<br>**0**<br>**0**<br>**0**<br>**0**<br>**0**|**Restricted**<br>**funds**<br>**to the nearest £**<br>**59820**<br>**0**<br>**0**<br>**0**<br>**0**<br>**0**<br>**0**<br>**0**|**Endowment**<br>**funds**<br>**to the nearest £**<br>**0**<br>**0**<br>**0**<br>**0**<br>**0**<br>**0**<br>**0**<br>**0**|**Endowment**<br>**funds**<br>**to the nearest £**<br>**0**<br>**0**<br>**0**<br>**0**<br>**0**<br>**0**<br>**0**<br>**0**|**Total funds**<br>**to the nearest £**<br>**59820**<br>**1811**<br>**25710**<br>**1326**<br>**574**<br>**0**<br>**0**<br>**0**|**Total funds**<br>**to the nearest £**<br>**59820**<br>**1811**<br>**25710**<br>**1326**<br>**574**<br>**0**<br>**0**<br>**0**|**Last year**<br>**to the nearest £**|
|---|---|---|---|---|---|---|---|---|---|
|Grants|**0**||**59820**||**0**||**59820**||**51573**|
|Donations|**1811**||**0**||**0**||**1811**||**6350**|
|Session Donations|**25710**||**0**||**0**||**25710**||**25472**|
|Shop Sales|**1326**||**0**||**0**||**1326**||**1513**|
|Paintings Commission|**574**||**0**||**0**||**574**||**437**|
|Unspentgrants frompreviousyear|**0**||**0**||**0**||**0**||**500**|
||**0**||**0**||**0**||**0**||**0**|
||**0**||**0**||**0**||**0**||**0**|
|**_Sub total_**_(Gross income for_<br>_AR)_|<br> <br>**29421**||**59820**||**0**||**89241**||**85845**|
||**0**<br>**0**||**0**<br>**0**||**0**<br>**0**||**0**<br>**0**|||
|**A2 Asset and investment sales,**<br>**(see table).**||||||||||
||**0**||**0**||**0**||**0**|||
||**0**||**0**||**0**||**0**||**0**|
|**_Sub total_**<br>**_Total receipts_**<br>**A3 Payments**|<br>**0**||**0**||**0**||**0**||**0**|
|||||||||||
||**29421**||**59820**||**0**||**89241**||**85845**|
|||||||||||
|Rent(both facilities)|**10236**|<br> <br>|**4710**||**0**||**14946**|<br> <br>|**14192 **|
|Electricity (heat and light)|**1618**||**1881 **||**0**||**3499**||**3316**|
|Telephonics and internet|**931 **||**319**||**0**||**1250**||**1266**|
|Zettle Fees|**195**||**0**||**0**||**195**||**193**|
|Payroll|**3335**||**17993**||||**21328**||**10931 **|
|Tutor & Professional(PM)Fees|**13128**||**7329**||**0**||**20457 **||**31854 **|
|Cleaners|**284 **||**0**||**0**||**284 **||**1773**|
|Art Supplies|**1440**||**2300**||**0**||**3740**||**13211**|
|Office Supplies,inc. insurance & s'ware|**2762 **||**0**||**0**||**2762 **||**3036**|
|Misc. Purchases inc. independent<br>examiner'sfees|**1959**||**3500**||**0**||**5459**||**7396**|
|**_Sub total_**||||||||||
||**35888**||**38032**||**0**||**73920**||**87168**|



|**A4 Asset and investment**<br>**purchases, (see table)**|**0**<br>**0**|**0**<br>**0**|**0**<br>**0**|**0**<br>**0**|**0**<br>**0**|**0**<br>**0**|**0**<br>**0**|**0**<br>**0**||
|---|---|---|---|---|---|---|---|---|---|
||**0**||**0**||**0**||**0**|||
||**0**||**0**||**0**||**0**|||
|**_Sub total_**<br>**_Total payments_**<br>**_Net of receipts/(payments)_**<br>**A5 Transfers between funds**<br>**A6 Cash funds last year end**<br>**_Cash funds this year end_**|**0**||**0**||**0**||**0**||**0**|
|||||||||||
||**35888**||**38032**||**0**||**73920**||**87168**|
||**-6467**||**21788**||**0**||**15321**|||
||**-6467**||**21788**||**0**||**15321**||**-1323**|
||||**0**|<br>|**0**|<br>|**0**|<br>|**0**|
||**3500**||**-987**||**0**||**2513**||**3836**|
||**-2967**||**20801**||**0**||**17834**||**2513**|



15 



## **Section B Statement of assets and liabilities at the end of the period** 

|**Categories**<br>Signed by one or two trustees on<br>behalf of all the trustees<br>**B5 Liabilities**<br>**B3 Investment assets**<br>**B4 Assets retained for the**<br>**charity’s own use**<br>**B2 Other monetary assets**<br>**B1 Cash funds**|Bank Account<br>Cash in hand<br>**Details**<br>**_Total cash funds_**<br>(agree balances with receipts and payments<br>account(s))<br>**Details**|Bank Account<br>Cash in hand<br>**Details**<br>**_Total cash funds_**<br>(agree balances with receipts and payments<br>account(s))<br>**Details**|**Unrestricted**<br>**funds**<br>**to nearest £**|**Unrestricted**<br>**funds**<br>**to nearest £**|**Restricted**<br>**funds**<br>**to nearest £**|**Restricted**<br>**funds**<br>**to nearest £**|**Endowment**<br>**funds**<br>**to nearest £**|
|---|---|---|---|---|---|---|---|
||||**-                     4,095**||**20,801**||**-**|
||||**1,128**||||**-**|
||||**-                2,967**||**20,801**||**-**|
||||OK<br>**Unrestricted**<br>**funds**<br>**to nearest £**||OK<br>**Restricted**<br>**funds**<br>**to nearest £**||OK|
||||||||**Endowment**<br>**funds**<br>**to nearest £**|
||Art materials stock||**3,000**||**-**||**-**|
||||**-**||**-**||**-**|
||||**-**||**-**||**-**|
||||**-**||**-**||**-**|
||||**-**||**-**||**-**|
||**Details**||**Fund to which**<br>**asset belongs**||**Cost (optional)**||**Current value**<br>**(optional)**|
||||||**-**||**-**|
||||||**-**||**-**|
||||||**-**||**-**|
||||||**-**||**-**|
||**Details**||**Fund to which**<br>**asset belongs**||**Cost (optional)**||**Current value**<br>**(optional)**|
||||||**-**||**-**|
||||||**-**||**-**|
||||||**-**||**-**|
||||||**-**||**-**|
||||||**-**||**-**|
||**Details**||**Fund to which**<br>**liability relates**||**Amount due**<br>**(optional)**||**When due**<br>**(optional)**|
|||||||||
|||||||||
||||||**-**|||
||||||**-**|||
||||||**-**|||
||Signature||Print Name<br>Steve R Wilkinson<br>April Dobson||||Date of<br>approval|
||||Steve R Wilkinson||||**26/06/2025**|
||||April Dobson||||**26/06/2025**|



16 



## **Notes to the Unaudited Financial Statements** 

## **Basis of Preparation** 

The financial statements have been prepared under the historical cost convention with items recognized at cost of transaction values unless otherwise stated in the relevant notes to these accounts. 

The Charity constitutes a public benefit entity as defined by FRS 102.  The financial statements have been prepared on the going concern basis, which assumes that the charity will continue in operational existence for the foreseeable future. 

## **Accounting Policies** 

## _**Income**_ 

All Incoming resources are included in the Statement of Financial Activities once the Charity has entitlement to the income and the amount can be quantified with reasonable accuracy. 

## _**Expenditure**_ 

All expenditure is accounted for as soon as there is a legal constructive obligation committing the Charity to that expenditure. 

## _**Depreciation**_ 

No depreciation is charged in these accounts because any and all Capital Equipment or new fixtures or fittings will be written off in the year of purchase. 

## _**Fixtures and Equipment**_ 

No value has been included in these Financial Statements for the market value of Fixtures and Equipment that may have been written off in the Financial Statements. 

## _**Taxation**_ 

As a Charity, Newbiggin Arts Centre is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988 or section 256 of the Taxable of Chargeable Gains Act 1992 to the extent that these are applied to charitable objects, no tax charges have arisen on the charity. 

## _**Fund Accounting**_ 

Unrestricted funds can be used in accordance with the charitable objectives of the charity at the direction of the trustees. 

Restricted funds can only be used for particular restricted purposes within the objectives of the charity, and/or as specified by the donor or when funds are raised for a specific purpose. 

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