CIO Registered Number: 1170745 PERFORMING ROOM ANNUAL REPORT AND FINANCIAL STATEMENTS FOR YEAR ENDING 31 MARCH 2025 ANNUAL REPORT AND FINANCIAL STATEMENT FOR THE YEAR ENDED 31ST MARCH 2025 PERFORMING ROOM (A CIO Registered Number: 1170745) Performing Room Index Pago Index Legal and Administrative Information Trustees, Annual Report 3-25 Independent Examiners Report 26 ststement of Financial Activities 27 Balance Sheet 28 Principle Accounting Policies 29 Notes to the Accounts 30-32 ANNUAL REPORT AND FINANCIAL STATEMENT FOR THE YEAR ENDED 318T MARCH 2025 PERFORMING ROOM (A CIO Registered Number.. 1170745) LEGAL AND ADMINISTRATIVE INFORMATION CIO Roglstered Number: 1170745 (founded 14 Dec 2016) Governlng Document: Constitution (last amended 7 June 2020) Reglsterod Office: 9 Guildhall Road, Northampton NN11 DP Loaso: 25-year lease secured 2019120 Bankern: Royal Bank of Scotland Trustees: stephen Warwick - Chair (appointed 06.01.25) Richard Smith - Treasurer (appointed 15109125) Annie McGann Independent Examlner: Brenda Peers-Ross ANNUAL REPORT AND FINANCIAL STATEMENT FOR THE YEAR ENDED 31ST MARCH 2025 PERFORMING ROOM (A CIO Registered Number: 1170745) Structure, Governance & Management Organlsatlonal Summary Performing Room is a registered Charitable Incorporated Organisation {ClO), founded on 14 December 2016 and operating under its governing constitution, most recently amended on 7 June 2020, The charity operates in line with Charity Commission guidance and maintains a clear separation between govemance, strategic oversight, and operational delivery. Governance & Accountability The organisation is overseen by a Management Committee Board of Executive Members, currently comprising nine members, working alongside a Board of Trustees (currently three of a possible ￿e1ve), including a Chair, Treasurer, and Secretsry. Trustees hold ultimate responsibility for legal compliance, financial oversight, safeguarding, and strategic direction, Trustees are elected by the Management Committee and formally appointed at the Annual General Meeting (AGM). All trustees receive induction, role-specific training, and ongoing support to ensure they understand and meet their ststutory duties. Trustees retire on a rotational basis to support continuity and skills renewal, with reappointment possible where vacancies exist. The Management Committee Board and Trustees meet regularly, with fomial quarterly meetings and additional meetings as required. Clear reporting structures are in place, with robust oversight of organisational performance, finances, safeguarding, risk, equality and inclusion, and strategic development. Management & Operational Dellvery Day-to-day management of the charity is led by one full-time, freelance, part-salaried Chief Executive Member (CEM), Janan Fifield, the Founder of Performing Room. The CEM is responsible for operational delivery, financial management, and reporting, and also serves as the ongoing Project Coordinator and named estatelland leaseholder. Janan Fifield brings over 25 years, experience in managing community music and creative arts spaces, including the successful leadership of three former venues sin 2003. The CEM reports to both the Management Committee Board and the Trustees as required, providing regular updates on activities, outcomes, and financial performance. ANNUAL REPORT AND FINANCIAL STATEMENT FOR THE YEAR ENDED 31ST MARCH 2025 PERFORMING ROOM (A CIO Registered Number: 1170745) Lived Experience & Co-Production A defining strength of Performing Room is that 1 OOOA of its Board has direct Ilved experlence of the Issues the charlty exlsts to address. This ensures governan decisions are informed, grounded, and responsive to participant need. Co-production is embedded across the organisation, with people with lived experien involved in governance, programme design, delivery, volunteering, and progression into paid practitioner and leadership roles. Many volunteers and facilitators are former project participants, ensuring services remain authentic, relevant, and participant-led. Workforce, Volunteers & Partnerships Operational delivery is supported by: Specialist consultants (paid and pro bono) providing expertise in fundraising, philanthropy, business development, and performance management A core volunteer team of six creative freelance practitioners specialising in songwriting, DJ-ing, instrumental performance, singing, music production, and multimedia digitsl creation A wider network of over 50 associate and alumni volunteers with skills in musicianship, youth work, caring, administration, ICT, fundraising, hospitality, mentoring, facilitation, and building maintenance Work pla￿rnents are also supported, including individuals and partner organisations such as The King's Trust. Rlsk, Safeguarding & Commissioning Readiness The charity maintains robust safeguarding and risk management policies aligned with statutory guidance. Building, Project, and Event isk assessments are undertaken for all activities, with oversight provided by the Management Committee and Trustees. Clear reF￿rting, supervision, and escalation Pro￿dureS protect participants, staff, and volunteers. Performing Room aims to be commissioning-ready for Local Authority and NHS partners, demonstrating strong governance, lived-experience leadership, effective risk management, and outcome-focused delivery aligned with prevention, early intervention, and community wellbeing priorities. ANNUAL REPORT AND FINANCIAL STATEMENT FOR THE YEAR ENDED 31ST MARCH 2025 PERFORMING ROOM (A CIO Registered Number: 1170745) ANNUAL REPORT 2024125 As the Founder, Chief Executive Member and Project Coordinator of PerfO￿nIng Room, l am proud to introduce this report [1] presenting a current overview of our operations, [2] detailing, in particular, the highlights and performance data for 2024125 (another extraordinary and transformative year of achievement and growth for our Charity which has continued its remarkable progress in enabling its expanding client base massively to improve their lives and life skills through their creative participation in music, heritsge and the arts and to engage the wider community in the outputs and outcomes of its work) and [3] setting out some of our strategic issues and business planning objectives for our continued development in the current year 2025126 and beyond. 'At the end of 2024125, the latest dats from the Office for National Statistics (ONS) eVIn￿S a significant rise in the number of young people and adults out of work due to mental health challenges. The stsrk and alarming scale of this growing crisis demonstrates an urgent need for action. It provides compelling evidence that will underpin our funding applications to support the pressing need for the rapid expansion of the Performing Room's work and the realisation of its vision to transport individuals on a personal creative journey of self-discovery using the inherent power of creative arts and music to renew minds and transform lives. At the heart of this vision is commitment to open up creative pathways that lead to future education, training, and employment opportunities. By fostering confidence, nurturing talents, and building transferable skills, we can empower individuals not only to express themselves creatively but also to develop the resilience and capability needed to thrive in their future lives and work environments. Completing the renovation of our building will massively increase our capacity and provide sustaining income generating opportunities, firmly establishing our presen as a durable and vital community hub - a space where creativity meets opportunity and where personal growth and social transformation become possible with wide ranging outcome impacts strengthening our local community and economy, improving the well-being and resilience of individuals and their families and communities for generations to come, and broadening the public understsnding and perception of mentsl health issues and young people for good" Janan Flfleld, Founder, Chief Executive Member and Project Coordlnator, The Perfornilng Room Charity, December 2024 ANNUAL REPORT AND FINANCIAL STATEMENT FOR THE YEAR ENDED 31ST MARCH 2025 PERFORMING ROOM (A CIO Registered Number: 1170745) Aims & Objectives Charftable Alm Performing Room advances education, improves mental health and wellbeing, and reduces social isolation through inclusive access to music, heritage, and creative arts activity. The charity supports children and young people and adults who face barriers to mainstream education, including mental health challenges, SEND, disadvantage, trauma, or social exclusion. strateglc Allgnment Performing Room's delivery supports.. Alternative Education l AP prioritie8: engagement outside mainstream settings, re-engagement with learning, personalised pathways, inclusion and reintegration Educatlon outcomes: improved attendance, confidence, transferable skills, and progression Publlc Hoalth outcomo8.' improved mental wellbeing, redU￿d isolation, increased resilience NHS prlorltles: early intervention, community mental health support, prevention and social prescribing Objectlves by Provision Type Chlldren & Young People - Alternatlve Educatlon l AP • Provide safv, 3tructured, non.formal learning environments that engage leamers who struggle in mainstream education Use creatlve arts and music as alternatlve pedagogical tools to support engagement, regulation, and expression Improve emotional wellbelng, self-e8tsem, and behavlour through consistent, supportive creats've routines Develop transferable and accredlted skills (communication, teamwork, timekeeping, problem-solving, creative and digital skills) that support re-engagement with education or training Redu￿ persistent absence and exclusion rlsk by offering positive, motivating learning experiences Support transltlon pathways back into mainstream education, FE, training, volunteering, or employment ANNUAL REPORT AND FINANCIAL STATEMENT FOR THE YEAR ENDED 31ST MARCH 2025 PERFORMING ROOM (A CIO Registered Number.. 1170745) Children & Young People- Earfy Help I SEND Deliver Incluslvo provision that supports neurodiverse learners and those with additional needs Provide trauma-informed creative environments that support emotional regulation and social development Strengthen relationships with trusted adults, improving safeguarding and engagement Adult Mentsl Health- Community & Rocovery Provide accessible creatlve educatlon and 8kill8-based activlty for adults unable to access formal learning Support recovery, confidence, routine, and progression through non-clinical, community-based provision • Reduce isolation and improve employability and life chances SMART Outcomes l Loglc Model Inputs (Alternatlvo Educatlon Focus> Inputs Trained creative educators and practitioners with lived experience • Safe, inclusive learning environment outside mainstream education Partnerships with schools, AP providers, SEND servI￿s, Early Help, NHS and VCSE partners Actlvltles Structured creative leaming sessions (music, arts, heritage) • Small-group and one-to-one engagement Skills development, mentoring, and progression planning Pulic showcases and accreditation-linked projects Outputs (SMART) Engage CYP per year in alternative education provision Deliver hours of structured creative learning per week Support leamers at risk of exclusion or disengagement Facilitate progression pathways into education, training, or employment Short-Term Outcomes (34 months) . 90%+ ofloarnors show improved engagement, confidence, and emotional regulation Improved attendance to provision and reduced disengagement Increased positive behaviour and social interaction ANNUAL REPORT AND FINANCIAL STATEMENT FOR THE YEAR ENDED 31ST MARCH 2025 PERFORMING ROOM (A CIO Registered Number: 1170745) Medium-Temi Outcomes (￿12 months) Re*ngagement with mainstream education, FE, or accredited leaming Improved mental wellbeing and resilience . Reduced need for high-cost statutory intervention Long-Term Impact Improved educational outcomes and life chances Reduced exclusions and NEET risk • Lower pressure on education, health, and social care systems Create happier, healthier, and active, families, communities and economies Achievements & Performance (2024125) During 2024125, Performing Room demonstrated strong organisational performance and measurable impact, achieving significant growth in participation, reach, and delivery capacity despite continued financial and operational pressures across the voluntary and community sector. Key Achievements • Expanded operatlonal capacity, increasing usable rooms from 9 to 12 (approximately 700/0 of total building capacity), enabling increased programme delivery, improved accessibility, and reduced waiting times Noarly 2,000 indivlduals dlrectly engaged across creative, education, wellbeing, and heritage-based programmes Over 30,000 indlrect beneflclarles reached through public events, exhibitions, performances, and digital engagement Volunteer capaclty strengthened, supporting delivery, peer support, building development, and progression routes for participants • Referral pathways strengthened with NHS services, local authorities, and third- sector partners, supporting prevention, early intervention, and social prescribing priorities Sustalned hlgh wellbelng outcomes, with over 95 % of participants reporting positive change across key measures, including confidence, emotional wellbeing. social connection, and resilien Value for Money & Soclal Return • Expansion of physical space and programme capacity was achieved largely through volunteer-led renovation and in-kind support, minimising capital and revenue costs ANNUAL REPORT AND FINANCIAL STATEMENT FOR THE YEAR ENDED 31ST MARCH 2025 PERFORMING ROOM (A CIO Registered Number: 1170745) The volunteer-supported delivery model enables intensive, high-quality engagement at significantly lower cost than clinical or crisis-based interventions Lived*xperience leadership and peer-led delivery increase engagement, retention, and long-term outcomes, maximising social retum on investment Performing Room provides a cost-effective early-intervention and community-based wellbeing offer, helping to reduce demand on statutory health and social care services Partnershlp Perfomiance strong and trusted partnerships across health, education, and cultural sectors NHS and local authority partners consistently identify Performing Room as an effective route for engaging individuals who are underserved or disengaged from traditional services The organisation is recognised as a reliable community anchor supporting integrated, place-based approaches to wellbeing Partner & Partlclpant Feedback Partner organisations describe Performing Room as 'an exceptional grassroots organisation delivering measurable wellbeing outcomes through creativity and trust" Partners highlight its 'ability to reach people who fall between statutory thresholds and traditional provision" Participants describe Performing Room as °a lifeline during periods of poor mental health" and °a safe, welcoming space that restored confidence, purpose, and connection" Many participants progress into volunteering, facilitation, and mentoring roles, evidencing sustained impact and personal development Together, these achievements demonstrate Performing Room's ability to deliver hlgh-quality, scalable, and co8t.effectlve servlces with strong social value and measurable outcomes. Detailed performance data supporting these results is provided in the Performance Report in Section 8. Client base Children and young peoplo (CYP), and adults with complex mental health conditions and those struggling to fit in with mainstream education. Based on Membership data since 2017 ('Members' being our registered participants, primarily referrals from our network partner organisations), we estimate that 650k of our client Members are CYP aged &25 - our main target clientele - experiencing autistic spectrum disorders, schizophrenia, leaming disabilities, ADHD, OCD, PTSD, domestic abuse, anxiety and eating disorders, speechlreading andlor hearing ANNUAL REPORT AND FINANCIAL STATEMENT FOR THE YEAR ENDED 31ST MARCH 2025 PERFORMING ROOM {A CIO Registered Number.. 1170745) impairments, depression and social isolation; the other 35 % are adults aged 2540 (20 % ) and adults over 40 (150h) with these same conditions. We take referrals and particularly target CYP who are 'Not in Education, Employment or Training, (NEET), living in care or with parents dealing with substance-abuse, electively home-schooled, identified as having intellectual disabilities (SEND) and being physically challenged, and those from low-income households andlor who have little or no opportunities to engage in creative activities and opportunities by not having ICT equipment available to them or home environments conducive to engaging in musical, artistic and cultural artistic creativity. These CYP 'client Members, are often vulnerable and lonely individuals, disconnected if not isolated from their communities and wider society, and consequentially at risk of being groomed and lured into involvement in criminal activity. Often living in areas of the town with poor unemployment rates, their life expectancy outcomes are significantly poorer than average and they are at much higher risk of suicide. Their circumstsnces and situations have been exacerbated, too, by the impact of the pandemic and its aftermath. Dealing with these client Members, complex and often demanding needs is immensely costly for the NHS and, equally consequentially, negatively impactful on the community and economy. Cllont Member Outputs [1] Pastoral care and mentorship. Providing individual 1.,1 support to identify client Members, unique needs, set them personalised goals and action plans andlor refer them to other specialist providers (e.g. mental health counsellors) iflas necessary. [2] Muslc workshops and events. Within a highly supportive and inclusive environment, offering a range of creative, open access, music making workshops and events for the engagement and direct participation of people of all ages, abilities and backgrounds meeting our client Member base target Griteria. Our flagship project 'Making Music Making Friends, is a free twice-weekly afternoon activity which exemplifies our mission to engage. inspire and empower our client Member base. Participants split up into groups to learn to play music with different instruments, sing, write lyrics and songs, leam digital and media production and music sound engineering skills, and rehearse for live public performance at local events and festivals across Northamptonshire and the East Midlands 10 ANNUAL REPORT AND FINANCIAL STATEMENT FOR THE YEAR ENDED 31ST MARCH 2025 PERFORMING ROOM (A CIO Registered Number., 1170745) The teaching, which involves highly experienced staff and volunteers, is highly interactive and deliberately engaging using graphic content, videos, in-person tactile demonstrab-ons, and game-like paths for progression and creative leaming in tasks with a range of levels of difficulty. The inherently therapeutic, mood-enhancing and socialising benefits of these National Lottery funded activities have been well documented. [3] Cultural herltage resource development. Engaging the client Member base (working in groups and individually) in creating original and imaginative multimedia content exploring and Celebrating the town's historic built and wider cultural heritage; promoting and making these resources widely ac￿ssible to local public aUdIen￿S through standing exhibitions, digital plarforms and social media, using leading edge interactive graphic content and arts performance. P8rtIClP8nts engaged with physical and tangible artefacts and archive evidence including old photographs,. and creatively researched, recorded, filmed, produced and edited original multimedia content relating to the heritage of the Charity's premises and its setting within the town. This has created material exhibited publicly to wide visiting audiences using standing physical displays and interactive digital resources. Cllent & Wider Beneflt Outcomes: The Charity's work is recognised as having a deep and transformative impact on the individual lives of its client Members and their interactions and relationships with their families, communities and wider society. Cllent Member Indlvidua18: educational and health benefits - increased creativity, personal expression, motivation, confidence and feeling of self-worth,, greater happiness and interpersonal potential for symbiotic working with group dynamics and social interactions; development of marketable skills and increased employability Libby, 19, was born with acute deafness. Separated from her younger brother, she spent her childhood in 25 different foster homes. She struggled with severe mental illness and attended Performing Room for over five years. Now she has a career ahead of her, has bought her first home, and is reunited with her brother, who has also become a regular volunteer at Performing Room. She says, °We are such a family- fnendly unit, I can't imagine us not being together. As a Ghild I didn't have the best upbringing so when I came here it gave me a home with the chance to sing freely, write songs and make friends. It's not just about the music, it's about kindness and 11 ANNUAL REPORT AND FINANCIAL STATEMENT FOR THE YEAR ENDED 31ST MARCH 2025 PERFORMING ROOM (A CIO Registered Number.. 1170745) communication and community, and knowing that we can help each othercope, leam and grow despite what life throws at us and the everyday battles we face." Dillon is mute and has severe communication needs. His care worker comments, "I have travelled miles into neighbouring counties to find somewhere like this for Dillon. Finally, a pla￿ where he can relax and explore sound in a way that suits him best with freedom and variety of instniments to play with, it thrills himl He adores the lights and fully abSo￿S himself in the experience made possible by what this magical and very unique place provides. A million words could not suffice or do credit to the seryice that Janan and Performing Room offer to the community. The wam7, welcoming feeling we get when we walk through the frontdoorof Performing Room is second to none. A truly inspirational org8nis8tion that is built upon pillars of love, safety, diversity, dignity and equal opportunity." Communltylsocletsl: greater inclusivity, diversity and equality of opportunity; wider understanding and appreciation of mental health issues and their effective treatment through cross Pag• 28 &4LANCE SHEET A8 AT 31 MARCH 2025 Mun*•r. 4719118 Unv••trtct•d R••thct•d rt)t•l Unr••tr1C￿ ft••trf￿ Tot*1 2026 4.962 4,962 9,672 231 Dobloro C••h h•nd 13,875 18,149 30,024 {2.322) 8.878 Cr•dfto Amount8 faI￿rI d wllhln on• y8*r F•lNw du• •ft•r on• y••r 13.8001 15,8271 15eoi 14.386) 15.62D (5.462) {9.772) (5,4821 19,7721 NET A88Ef8 11,231 3,347 Uhr••trt¢l•d Il••trlot•d Tot•1 Uftr••lrfcl•d R••Ir￿ Total X126 FUNDS UnMthd•d fiJnd• 9.404 (7.884) 17,8841 11.231 3,J47 15,J89 15,589 11,231 11,231 Forth• y••r•rKlhy 3111 M•rr** 202S, tr* CIO w•• •n¥tt•d to •X￿pkn frorn aud 111 tr* m•mb•rn not rwulr•J th• ¢harfty to obt•ln •n audm ol fA for lh• yw kn qu••kn kn •r4xthrK• ••L*>n 470. 1111 th•tr￿t••# •¢kro• l¢r whh th• rnquts•m•nM IMI) I￿nI1 b••Th y•pw•d In ag>Jrdanc• wothi• •pWhxbl• th• C￿r￿8 2011. Ap￿0￿d ty th• tw•t095 •1 • conwrkn m••Ury Ikikj on 11th M•rth 2028 and 8lgn•d on tr*lr behaw by.. nn Th8 note• on p•g8s 30 to 32 ftym of these flnindol st8t•m•nts. PERFORMING ROOM (A CIO Number.. 1170745) Pay 29 PRINCIPAL ACCOUNTING POLICIES FOR THE YEAR ENDED 31 MARCH 202S A¢¢wnting Polici The fviancial statements ofthe CIO, whith 18 a public benefit enb.ty FRS 102, hav8 been pr8parsd under Ihp hi8ton¢81 ￿81 corwenlion and in acojrdance wth the Chariles Act and the Slalement of Recommended Practice SORP IFRS 1021 issued Charilie8 Acl and the Slalement of ReCOmmer￿ed Practs'ce SORP IFRS 1021 IBBued on 1 Bt Oclober 2019. ap￿￿ble UK Accounliny Stsndarfs 8nd the Chgrities Ad 2011. Fornmt The tharity has taken advantage of the provision8 of the Gharities Aci 2012 and presented an income and expenditvre acLounts in the fom of a Statsm￿l of Finanual Acilviiies on the grounds that (e enable8 th8 finanaal statsments to show a true and fair vie of the fesult trthe year. FuThl accountlng G8n8ral fvnds are unrestrit*d funds vthich are available for LM at th• discretion of Iha trustaes In th¢ fiJrthoran¢e of the ger￿al objectives ofthe charity lthlch have not been deslgnaled for other purposes. 0￿19nated funds comprw unre8trT'Cted funds that have b88n sat asidg by thg truslo8s for partcular propo8ed. The aim of each dewgnaled funds16 8et out Sn the notes to the finanryal statements. Re8lrict8d funds are funds are to be used in accordanc¥ with Specific reslrictlons imFwd by the donorn. or whKh have been raised by the eJ)arity for particul8f PUfPOSè8. Incoming r•sourc AN incoming resoLKCES a￿ induded in the SOFA when the ¢hority 18 l&gally entiupd lo the in¢om¢ and the amount can be quanlitsj wrth reasonable accuracy. Grants arn brought into a￿￿U￿1 on a re￿1¥a￿e basis. Defetred income rep￿entS amounts received lor future periods and is released to inrA)ming ￿8￿r¢e5 in the pwod for vknich il has bew) recoive(l. All expenditure 15 aCC￿lDIed for on an basis and ha8 been dassified under headings that category. Expenditurè is stated inclusN8 ofvalue add￿1 tax. Tanglble fix•d u••ts •r￿ d•pr•c￿tIon Depreoalion is Cakulated lo down the cost of all tangibSe fixed assets by instalments over 9ggr8gate all *>)sts related to Ihe exFeCted u8elul lives. The per￿￿ generally appliCa￿e are.. 16% straight line method IntanglN• Income IntaTrJit48 ir￿, in the form of donated facTrlitie8 and voluntary help etc.. is not induded in the it is not considered wacticable lo quantify such income. Tho curT8nt reserve poliry 18 to maintain sufficient cash flcw for kno￿ commitments, and the replacement ofcertain a88ets. Not all gr￿1$ are recelved at the beginning of the financial year others a￿ received in arrears. 8k The trustees do not believe the organisalion is subject to any sub8tanbal risk beyond those disclosed in the Annu81 Report and Accounts. The organisalion has public liability insurance to protect it in the case of a dairn. PERFORMING ROOM (A CIO Number.. 1170745) Pag• 30 NOTES TO THE ACCOUNTS Unrestrteted Regtrfct•d Total Unr•gtrl¢t•d R••trlrtod 2025 Totsl 2024 I Ch*rftsblè Activbti Grnnts Postcode Lottery Garfield Weston Foundallon National Lottery Heritage Fund Arts Coundl England Nats'or￿1 Grfd Brian Murtagh Foylg Foundation R8nk WNC Award8 For All 25,C 25,000 12,000 7,447 1.478 12.LXKJ 7,447 1.478 13,410 13,410 4,940 5.000 4.940 16,5TrJ 18,500 15,0)O 19,874 19,874 20.IYJO 94.224 15,000 20.1￿0 58.410 47,413 2 Othffi Incom Mu81c workshop Other Income. membernhlp V8nu8 & 8quipmenl hire 3,175 21,192 3.175 21.192 0,819 11,958 8,819 11,958 1.950 20.727 3 Tn*t••• Ind Empl¢)ym•nt co•ts Gros$ 88lartes Therg no *M￿t)y￿s. Dudng th• y••rth• trust￿ recthd £nll In remunerallon. (2024.. £nill Th• total expendllurn relmburned to truth•8 amounl•J lo £nll. 12024.. £nlll PERFORMING ROOM (A CIO Numb8r. 11707451 P•g• 31 NOTES TO THE ACCOUNTS UnrMtrl¢t•d Rwtrl¢t•d Total Unr••tri¢tod R••trlcl•d Total 2018 2024 Co•t A8 at 1 April 2024 Additions in the yegr As At 31 March 2025 29,437 5,789 35,200 29,437 5,769 35,2 5.769 35.206 29,437 t*￿latIon Al 1 April 2024 CharyJ8 in year Al 31 Marc* 2025 19.765 4.710 5.538 231 15,055 4,710 19,765 4,815 923 5,63B 19.870 5,633 25,303 4.941 N•t Booll Valu• Al 31 March 2025 4,901 At 31 Mar(* 2024 9,903 UnM•trlct•¢l RMtrlct•d Total Unr••trl¢t•d R••trth Totthl 2Q20 2024 5 D•btor• Prepaymonls 6 Cr•dltorn . Amoun1• falllng du• wllhln on• y•ar Unr••trl¢t•d R••tri¢tod Total Unr••trfct•d R••trlet•d Totsl 2025 2024 Sundry Gr￿￿orn Am•ls 12,3081 16eo> 12.886) - 2,782 {2,702) 2,700 5,462 Cr•dltorn- kniounts falllng duo *ft•r on• y•ar Unr••trl¢t•d R••trl¢t•d Tot•1 Unmtrlct•d R••trlct•d 2025 Total 2024 Loan 2023 Loan 2024 (2.7021 12,7021 5,82 PERFORMING ROOM (A CIO Numbor.. 11707451 Pag• 32 NOTES TO THE ACCOUMTS Openlng Transf 8*lanc• Mov•m•nt Mov•mont betw•oft 2026 In Out funds Clotslng B•lan¢o 2025 Flxed A88ets WNC Cuhufe WNC N81iong1 &ld Foylè Foundation Brian Murt8gh Unreslii¢Xed 9,6n (4.710) 18321 19861 {4.W) {63) {1,242) 34.712 47,509 3.876 B,250 24 5.937 3.7S8 15581 s,￿0 36,420 64,488 17,558 287 311 Tran•f•r Balanc• M0￿MOnt Movgm•nl botwmn 2025 In Out fund• Clo•Sng B R••trlct•d Fund• 2025 A88et dorbatlon Art8 Council 9rant Garf¢ld Wwton P081code Lottery A￿rdS forAtI 231 12311 {4,267) 110,5551 125,1341 13,$54 13,410 9,143 11,000 1445) 134 25,000 As8èt donation- capSlali8ed to be depwatsd each year. Art8 Coundl England - contribution tOW8rd8 salarie$. musiG lea(ler fe•8, and ut11m￿, Ggrfi8ld Walton FoundatKJn- a conlMbutk*n toward3. rent, ub'lib'ej. inlomgt, aruunt8ncy and Inwrance. P081cthé Lottory. eonrfbution low4rd8 cor¢ 8nd project8 coJl8. Award8 lor All - fundB towards 8taffing, volunl•er8 •XF4n8e8, equlpm•nl and v•nu• hlr8. and running c•8ts. 9 UltlmAt• Controlllng Party ChA￿ty Is und•r the ulllmal• control of Its Iru8ts08, who80 nameb aro Shown al the front oltho finandal 8latement8.