Charity registration number SC051752 (Scotland) Company registration number SC431256 (Scotland)
RESONATE TOGETHER
ANNUAL REPORT AND UNAUDITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 APRIL 2025
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RESONATE TOGETHER
CONTENTS
| Page | |
|---|---|
| Legal and Administrative Information | 3 |
| Chair’s Statement | 4 |
| Trustees’ Report | 6 |
| Independent Examiner’s Report | 22 |
| Statement of Financial Activities | 24 |
| Balance Sheet | 26 |
| Notes to the Financial Statements | 27 |
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RESONATE TOGETHER
LEGAL AND ADMINISTRATIVE INFORMATION
Trustees Iain Barclay Lynsey Uttley Clark Whyte Alisha Thomson Michelle Briggs (resigned 19.11.25) Margaret Daniels (resigned 19.08.25) William McEwan (resigned 19.08.25) Senior Management Angela Watt, Founder & CEO Charity number (Scotland) SC051752 Company number (Scotland) SC431256
Registered office Resonate House 71 Cleuch Drive, Alva Clackmannanshire FK12 5NY Principal office Carsebridge Cultural Campus Carsebridge Road, Alloa Clackmannanshire FK10 3LU Independent Examiner AIMS Accountants for Business Broom Cottage 53 Grane Road, Alloa Clackmannanshire FK10 1LU
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RESONATE TOGETHER
CHAIR’S STATEMENT
I am honoured to present the Annual Report for Resonate Together for the year ended 30th April 2025.
This year has been one of both challenge and meaningful progress for Resonate Together.
As Chair, I have witnessed an organisation navigating a highly complex and uncertain environment with resilience, integrity, and a deep commitment to its community. Following the Scottish Land Fund award announcement in October 2023 regarding the intended acquisition of the Carsebridge site, the year that followed required patience, adaptability, and careful stewardship, as timelines extended due to planning and technical considerations outwith the organisation’s control.
This uncertainty created a sustained period of pressure. Decisions had to be made carefully, balancing ambition with responsibility, while continuing to support staff, volunteers, and the wider community.
Despite this, Resonate Together has continued to grow in strength. The organisation has deepened relationships, strengthened governance, and maintained a consistent presence across Clackmannanshire, ensuring that momentum was not lost.
A particular highlight has been the investment in leadership and governance through a tailored Personal Leadership Programme for Board Trustees, delivered in partnership with STEP’s HR/OD team. This reflects a strong commitment to reflective leadership, self-awareness, and continuous improvement.
Throughout this period, the organisation has remained true to its values — taking a community-led, innovative approach to creating space for connection, creativity, enterprise, and opportunity. Even in the most complex moments, warmth, humour and humanity have remained central to how the organisation operates.
With gratitude
Iain Barclay
Chair of the Board of Trustees
Date: 09/04/2026
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RESONATE TOGETHER
HARVEY HOUSE ENTRANCE – CARSEBRIDGE CULTURAL CAMPUS - ALLOA
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RESONATE TOGETHER
TRUSTEES’ REPORT
The trustees and chief executive officer present their annual report and financial statements for the year ended 30 April 2025.
Introduction
The period from 1 May 2024 to 30 April 2025 has been one of learning, transition, and strategic positioning.
Resonate Together continues to operate as a community-led civic platform, supporting individuals and communities to build confidence, skills, and connection. All activity remains aligned with the organisation’s charitable purposes, with a focus on community benefit, education, cultural development, and regeneration.
Increasingly, this work is positioned within a wellbeing economy framework, recognising that culture, employability, enterprise and innovation are interconnected drivers of sustainable economic development and long-term regeneration within Clackmannanshire.
Resonate Together’s activities throughout the year have been delivered in direct alignment with the organisation’s charitable purposes, as set out in its Articles of Association. These include advancing community development, education, wellbeing, arts and culture, employability, and partnership working, all within a sustainable, community-led framework.
All activities undertaken during the year have been assessed against the charity’s duty to provide public benefit, ensuring that outcomes are accessible, inclusive, and contribute positively to individuals and communities within Clackmannanshire.
A Year of Challenge, Transition and Learning
This year required resilience at every level. Extended timelines relating to the Carsebridge site created ongoing uncertainty, requiring careful pacing of activity, clear communication, and strong internal coordination.
Alongside this, the organisation undertook important changes to accounting systems and support. While this created additional pressure during the year, it represents a strengthening of financial governance and organisational resilience, laying more robust foundations for the future.
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This period has therefore been one of significant learning — both operationally and strategically — as the organisation has adapted to increased scale, complexity, and responsibility.
Listening to Community
Resonate Together has continued to engage deeply with its community through surveys, conversations, and ongoing direct engagement across a wide range of settings.
This work confirmed a strong desire for the Carsebridge site to honour its heritage while also becoming a vibrant, mixed-use space offering cultural, social, enterprise, and employability opportunities. There was also a clear call for accessible pathways into skills development, confidence building, and participation.
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Engagement included both structured consultation and informal dialogue, with consistent feedback shaping programme design. This ensures that activity remains genuinely community-led, reflecting lived experience and real need rather than assumption.
Cultural Leadership and Regeneration
Through the Creative Scotland Place Partnership Programme, Resonate Together has taken an active leadership role in shaping a cultural strategy for Clackmannanshire.
This has involved extensive engagement across the county, working with artists, community groups, businesses, and partners to explore cultural identity, opportunity, and future potential.
This work positions culture as a driver of wellbeing, innovation, community cohesion, and economic development. It also aligns with wider policy areas including community wealth building, inclusive growth, and regional regeneration.
Through this process, Resonate Together has contributed to the early development of a shared cultural narrative for the county, strengthening connections and creating a platform for future collaboration.
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Employability, Enterprise and Innovation – Resonate Training Centre (RTC)
The Resonate Training Centre has been developed in direct response to local need, particularly for individuals seeking accessible and supportive pathways into employment.
Through engagement with local people and partners, a clear gap was identified in practical, confidence-building training that connects directly to real-world opportunities.
The RTC model combines hands-on trades training with personal development, enabling participants to explore disciplines such as electrical, plumbing, carpentry, and plastering while building confidence and transferable skills.
Initial delivery demonstrated strong engagement and positive outcomes. Participants reported increased confidence, improved wellbeing, and clearer pathways into employment and creative participation.
A significant milestone has been successful inclusion on the Clackmannanshire and Stirling Council Employability Framework, achieving a high evaluation score. This represents a major step forward in positioning Resonate Together as a credible provider within formal employability and enterprise pathways.
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AI Community & Culture Nexus
The AI Community and Culture Nexus has been developed as an innovative, community-led response to emerging technological change.
Through workshops, discussions, and partnership activity — including collaboration with public sector organisations — the initiative has supported accessible understanding of AI within community settings.
Engagement has revealed both curiosity and concern, reinforcing the importance of ensuring that technological developments are inclusive, understandable, and beneficial to local people.
This work positions Resonate Together at the intersection of culture, technology, and community learning, ensuring that innovation is approached in a way that strengthens, rather than excludes, communities.
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Programme Activity
Programme delivery throughout the year has been intentionally flexible, responsive, and community led.
Key activity included the Cultural Explorations Festival, artist development workshops, and early groundwork for the reintroduction of Open Studios across Clackmannanshire.
Participation included a diverse range of individuals, including those engaging with cultural activity for the first time. Feedback highlighted strong demand for ongoing opportunities, informing future programme development.
This approach has enabled the organisation to test ideas, respond to need, and build activity in a way that is both innovative and grounded in community experience.
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Communication and Community Connection
The weekly Cultural Column has become a significant platform for connection and visibility.
Through direct engagement with individuals, storytelling, and documentation of local activity, the organisation has strengthened relationships across the community and increased awareness of the cultural sector.
This consistent communication has created new connections, encouraged participation, and supported a deeper understanding of the role of culture within everyday life in Clackmannanshire.
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Governance and Leadership
Resonate Together has prioritised strong governance and leadership development throughout the year.
This has included Board development, policy review, and engagement with Volunteer Scotland to ensure that governance arrangements remain robust, transparent, and aligned with best practice.
The introduction of the Personal Leadership Programme has provided dedicated oneto-one support for Board members, strengthening confidence, clarity of role, and collective decision-making.
This reflects a commitment to continuous improvement and responsible organisational leadership.
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Operations and Team
The operations team has worked consistently throughout the year, maintaining delivery while navigating complexity and uncertainty.
The organisation continues to be supported by volunteers whose contribution remains central to delivery and community connection.
Regular team meetings and one-to-one support structures have ensured alignment, wellbeing, and shared ownership of organisational direction.
This approach has strengthened internal resilience, communication, and the organisation’s ability to continue delivering in challenging circumstances.
Operations and Site Development
Work has continued with partners, including John Gilbert Architects, to progress planning, repair, and long-term development considerations for the Carsebridge site.
This has involved detailed feasibility work, coordination across partners, and ongoing learning in relation to heritage development and capital projects.
The scale and complexity of this work represent a significant step up for the organisation, contributing to increased capacity and strategic understanding.
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Risk Management
The trustees have considered the principal risks facing the organisation, including funding dependency, project timing, and capacity associated with growth. Mitigation measures include diversification of income streams, strengthened financial systems, and ongoing governance development.
Financial Overview
The results for the year ended 30 April 2025 are set out in the Statement of Financial Activities.
Total incoming resources for the year were £255,634, with total expenditure of £297,029, resulting in a net deficit of £41,395.
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During the year, some grant income was received later than anticipated due to external processing timelines, contributing to timing differences between income and expenditure.
During the year, Resonate Together experienced a significant increase in the scale and complexity of its financial activity. This reflects both the continued development of the Carsebridge Cultural Campus and the expansion of programme delivery across culture, employability, and community engagement.
Income continued to be primarily derived from grant funding, supporting both project delivery and strategic development. Key funding streams included Creative Scotland, Greenspace Scotland, Clackmannanshire Council, and other national and local partners. These funds enabled the organisation to deliver a wide range of communityled activity while continuing to invest in the long-term development of the Carsebridge site.
Expenditure during the year reflects a balance between direct project delivery and the strengthening of organisational infrastructure. This includes investment in staffing, programme delivery, specialist consultancy, and essential overheads required to support a growing and increasingly complex operation.
The organisation also undertook a transition in its financial systems and accounting support during the year. While this created additional pressure within the reporting period, it represents a positive step towards strengthening financial governance, improving clarity, and supporting future growth.
As part of this process, work has been undertaken to ensure that restricted funding is aligned as accurately as possible with project delivery. This reflects the organisation’s commitment to transparency, accountability, and responsible stewardship of funds.
At the year end, the charity remains financially stable, with sufficient resources to support ongoing delivery and planned development activity. This is supported by a combination of restricted and unrestricted funds, enabling both ongoing delivery and future development. The trustees continue to monitor reserves closely and remain committed to building financial resilience in line with the organisation’s reserves policy. The trustees aim to maintain a level of reserves sufficient to manage shortterm financial fluctuations and ensure continuity of core operations.
Overall, this year represents a period of financial learning, system strengthening, and continued investment in the organisation’s long-term sustainability.
This approach aligns with the organisation’s charitable purposes and powers, including partnership delivery and contracted service provision in support of community benefit.
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Future Sustainability
Resonate Together is committed to developing a sustainable and resilient operating model that supports long-term impact.
Alongside continued grant funding, the organisation is increasingly focused on developing earned income through commissioned contracts, partnership delivery, and enterprise activity. This includes expanding delivery through the Resonate Training Centre, cultural programming, and place-based initiatives that align with local and regional priorities.
There is also a continued emphasis on increasing community participation and activity, creating accessible entry points for individuals to engage with skills development, creativity, and enterprise. This approach not only strengthens community outcomes but also supports income generation aligned with the organisation’s core mission.
By balancing grant funding with contracted delivery and enterprise opportunities, Resonate Together aims to build a more financially sustainable model that can support growth, innovation, and long-term regeneration within Clackmannanshire.
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Looking Ahead
This has been a year of learning, resilience, and quiet determination.
While progress has not always been visible externally, the foundations laid during this period position Resonate Together strongly for the future.
The organisation is now positioned to deliver at scale through partnerships, contracts, and community-led enterprise.
The organisation moves forward with greater clarity, strengthened systems, and a continued commitment to community-led development, innovation, and inclusive economic growth.
Conclusion
This year has not been defined by ease or certainty, but by resilience, learning, and commitment.
Throughout a period of extended complexity, Resonate Together has remained focused on its purpose — to support people, strengthen community, and create pathways for meaningful participation across culture, employability, enterprise, and local economic life.
The organisation has navigated significant challenges while continuing to deliver activity, build partnerships, and invest in governance and leadership.
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Importantly, this has been a year of listening. The voices of the community have remained central, shaping both immediate activity and longer-term vision.
While this year has tested the organisation, it has also strengthened it.
Resonate Together moves forward with care, creativity, and determination — alongside the community it serves.
The trustees confirm that they have complied with their duty to act in the best interests of the charity and in accordance with its charitable purposes.
Structure, governance and management
The charity is a company limited by guarantee without share capital, a social enterprise. Resonate Together was founded in 2010 and the company was incorporated in August 2012 and became a registered charity with the Scottish Charity Regulator (OSCR) in May 2022. The charity is governed by a Board of Trustees in line with the memorandum and articles of association. The names of the trustees are listed in this document. Trustees are also listed with Companies House as Directors of the company. The charity is led by the Founder and CEO, with day-to-day operations delivered by employed staff and supported by volunteers.
Statement of trustees' responsibilities
The trustees (who are also the directors of Resonate Together 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), including FRS102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland".
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 its income and expenditure, of the charitable company for that period. In preparing these financial
statements, the trustees are required to:
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select suitable accounting policies and apply them consistently;
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observe the methods and principles in the Charities SORP;
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make judgements and estimates that are reasonable and prudent;
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state whether applicable accounting standards, comprising FRS 102 have been followed, subject to any material departures disclosed and explained in the financial statements; and
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- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.
The trustees are responsible for keeping proper accounting records that can 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, Charities and Trustee Investment (Scotland) Act 2005 and The Charities Accounts (Scotland) Regulations 2006 (as amended). They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.
Small companies provision statement
This report has been prepared in accordance with the small companies regime under the Companies Act 2006.
The annual report was approved by the trustees of the charity on 09 April 2026 and signed on its behalf by:
Iain Barclay
Chair of the Board of Trustees Date: 09/04/2026
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RESONATE TOGETHER
INDEPENDENT EXAMINER’S REPORT TO THE TRUSTEES OF
RESONATE TOGETHER (‘THE COMPANY’)
I report to the charity trustees on my examination of the accounts of the Company for the year ended 30 April 2025.
Responsibilities and basis of report
As the charity’s trustees of the Company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Charities and Trustee Investment (Scotland) Act 2005 (‘the 2005 Act’), the Charities Accounts (Scotland) Regulations 2006 (as amended) and the Companies Act 2006 (‘the 2006 Act’). You are satisfied that the accounts of the Company are not required by charity or company law to be audited and have chosen instead to have an independent examination.
Having satisfied myself that the accounts of the Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity’s accounts as carried out under section 44 (1) ( c) of the 2005 Act and section 145 of the Charities Act 2011 (‘the 2011 Act’). In carrying out my examination I have followed the requirements of Regulation 11 of the Charities Accounts (Scotland) Regulations 2006 (as amended) and the Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.
Independent examiner’s statement
Since the Company is required by company law to prepare its accounts on an accruals basis and is registered as a charity in Scotland your examiner must be a member of a body listed in Regulation 11(2) of the Charities Accounts (Scotland) Regulations 2006 (as amended). I can confirm that I am qualified to undertake the examination because I am a registered member of Chartered Institute of Management Accountants, which is one of the listed bodies.
I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe:
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accounting records were not kept as required by section 386 of the 2006 Act and Regulation 4 of the 2006 Accounts Regulation; or
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the accounts do not accord with those records and comply with the accounting requirements of Regulation 8 of the Charities Accounts (Scotland) Regulations 2006; or
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the accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a ‘true and fair view' which is not a matter considered as part of an independent
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examination; or
- the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities [applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)].
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.
John Mallon
Chartered Institute of Management Accountants
Broom Cottage 53 Grange Road Alloa Clackmannanshire FK10 1LU
9 April 2026
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Statement of Financial Activities for the Year Ended 30 April 2025
(Including Income and Expenditure Account and Statement of Total Recognised Gains and Losses)
| Note Income and Endowments from: Donations and legacies 3 Charitable activities 4 Other trading activities 5 Total income Expenditure on: Charitable activities Total expenditure Net (expenditure)/income Transfers between funds Net movement in funds Reconciliation of funds Total funds brought forward Total funds carried forward 12 |
Unrestricted funds £ Restricted funds £ Total 2025 £ 19,991 188,597 208,588 20,310 - 20,310 26,736 - 26,736 |
|---|---|
| 67,037 188,597 255,634 |
|
| (47,057) (249,972) (297,029) |
|
| (47,057) (249,972) (297,029) |
|
| 19,980 (61,375) (41,395) 20,000 (20,000) - |
|
| 39,980 (81,375) (41,395) 50,905 116,060 166,965 |
|
| 90,885 34,685 125,570 |
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Statement of Financial Activities for the Year Ended 30 April 2025
(Including Income and Expenditure Account and Statement of Total Recognised Gains and Losses)
| Note Income and Endowments from: Donations and legacies 3 Charitable activities 4 Other trading activities 5 Total income Expenditure on: Charitable activities Total expenditure Net (expenditure)/income Transfers between funds Net movement in funds Reconciliation of funds Total funds brought forward Total funds carried forward 12 |
Unrestricted funds £ Restricted funds £ Total 2024 £ 6,547 287,051 293,598 5,418 - 5,418 1,909 - 1,909 |
|---|---|
| 13,874 287,051 300,925 |
|
| (15,293) (128,322) (143,615) |
|
| (15,293) (128,322) (143,615) |
|
| (1,419) 158,729 157,310 44,169 (44,169) - |
|
| 42,750 114,560 157,310 8,155 1,500 9,655 |
|
| 50,905 116,060 166,965 |
All of the charity's activities derive from continuing operations during the above two periods. The funds breakdown for the above two periods is shown in note 12.
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Balance Sheet as at 30 April 2025
| 2025 | 2024 | ||
|---|---|---|---|
| Note | £ | £ | |
| Fixed assets | |||
| Tangible assets | 8 | 35,504 | 46,827 |
| Current assets | |||
| Debtors | 9 | 33,249 | 5,390 |
| Cash at bank and in hand | 10 | 58,162 | 116,611 |
| 91,411 | 122,001 | ||
| Creditors: Amounts falling due within one year | 11 | (1,345) | (1,863) |
| Net currentassets | 90,066 | 120,138 | |
| Netassets | 125,570 | 166,965 | |
| Funds of the charity: | |||
| Restricted income funds | |||
| Restricted funds | 12 | 34,684 | 116,059 |
| Unrestricted income funds | |||
| Unrestricted funds | 90,886 | 50,906 | |
| Total funds | 12 | 125,570 | 166,965 |
For the financial year ending 30 April 2025 the charity was entitled to exemption from audit under section 477 of the Companies Act 2006 relating to small companies.
Directors' responsibilities:
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The members have not required the charity to obtain an audit of its accounts for the year in question in accordance with section 476; and
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The directors acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of accounts.
The financial statements on pages 20 to 45 were approved by the trustees, and authorised for issue on 09 April 2026 and signed on their behalf by:
Mr. Iain Barclay Chair
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Notes to the Financial Statements for the Year Ended 30 April 2025
1 Charity status
The charity is limited by guarantee, incorporated in Scotland, and consequently does not have share capital. Each of the trustees is liable to contribute an amount not exceeding £1 towards the assets of the charity in the event of liquidation.
The address of its registered office is: Resonate House 71 Cleuch Drive Alva FK12 5NY
The principal place of business is: Carsebridge Cultural Campus Carsebridge Road Alloa FK10 3LU
2 Accounting policies
Summary of significant accounting policies and key accounting estimates
The principal accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated.
Statement of compliance
The financial statements have been prepared in accordance with the charity's constitution, the Charities and Trustee Investment (Scotland) Act 2005, the Charities Accounts (Scotland) Regulations 2006 (as amended), and FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland”.
The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £.
Basis of preparation
Resonate Together meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated.
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Going concern
The trustees consider that there are no material uncertainties about the charity's ability to continue as a going concern.
Income and endowments
All income is recognised once the charity has entitlement to the income, it is probable that the income will be received, and the amount can be measured reliably.
Donations and legacies
Donations are recognised when the charity has been notified in writing of both the amount and settlement date.
Grants receivable
Grants are recognised when the charity has entitlement to the funds and any conditions have been met.
Expenditure
All expenditure is recognised once there is a legal or constructive obligation and the amount can be measured reliably.
Charitable activities
Charitable expenditure comprises those costs incurred in delivering services and activities for beneficiaries.
Support costs
Support costs include central functions and are allocated consistently across activities.
Governance costs
These include costs associated with compliance, strategic management, and trustee meetings.
Taxation
The charity is exempt from taxation on income and gains applied for charitable purposes.
Tangible fixed assets
Assets are recorded at cost less depreciation.
Depreciation
Fixtures and fittings: 20% straight line Computers: 50% straight line
Trade debtors
Trade debtors are amounts due from customers and are measured at amortised cost.
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Cash and cash equivalents
Cash includes bank balances and short-term deposits.
Trade creditors
Trade creditors are obligations to pay for goods and services.
Borrowings
Borrowings are recognised at amortised cost.
Fund structure
Unrestricted funds are available for general use. Restricted funds are used for specific purposes as defined by funders.
Financial instruments
Financial assets and liabilities are recognised when the charity becomes a party to the contractual provisions.
Recognition and measurement
All financial instruments are initially measured at transaction price.
Fair value measurement
Where applicable, fair value is based on market evidence or valuation techniques.
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