for the Period Ended 31 March 2025
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
As at
| Notes | 2025 | 2024 | |
|---|---|---|---|
|
|
£ |
£ |
|
| Fixed assets | |||
| Tangible assets: | 3 |
|
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| Total fixed assets: |
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| Current assets | |||
| Stocks: | 4 |
|
|
| Debtors: | 5 |
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| Cash at bank and in hand: |
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|
|
| Total current assets: |
|
|
|
| Creditors: amounts falling due within one year: | 6 |
(
|
(
|
| Net current assets (liabilities): |
( |
( |
|
| Total assets less current liabilities: |
|
|
|
| Creditors: amounts falling due after more than one year: | 7 |
(
|
(
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| Total net assets (liabilities): |
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|
|
| Members' funds | |||
| Profit and loss account: |
|
|
|
| Total members' funds: |
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The notes form part of these financial statements
The directors have chosen not to file a copy of the company's profit and loss account.
This report was approved by the board of directors on
and signed on behalf of the board by:
Name:
Status: Director
The notes form part of these financial statements
for the Period Ended 31 March 2025
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
Intangible fixed assets amortisation policy
Other accounting policies
for the Period Ended 31 March 2025
| 2025 | 2024 | |
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 31 March 2025
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
|---|---|---|---|---|---|---|
| Cost | £ | £ | £ | £ | £ | £ |
| At 1 April 2024 |
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| Additions |
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| Disposals | ||||||
| Revaluations | ||||||
| Transfers | ||||||
| At 31 March 2025 |
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| Depreciation | ||||||
| At 1 April 2024 |
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| Charge for year |
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| On disposals | ||||||
| Other adjustments | ||||||
| At 31 March 2025 |
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| Net book value | ||||||
| At 31 March 2025 |
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| At 31 March 2024 |
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for the Period Ended 31 March 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Stocks |
|
|
| Total |
|
|
for the Period Ended 31 March 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Trade debtors |
|
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| Other debtors |
|
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| Total |
|
|
for the Period Ended 31 March 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Trade creditors |
|
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| Taxation and social security |
|
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| Other creditors |
|
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| Total |
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for the Period Ended 31 March 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Other creditors |
|
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| Total |
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The UK live music and performing arts sector continue to struggle under economic and cultural pressures. The Music Venues Trust annual report 2024, shows a decline in audience visits of 15.4% since 2023, and the climate is certainly challenging for the John Peel Centre (JPC). Despite this, 2024 saw an increased number of performances, and a significant increase in community users and local businesses benefiting from the John Peel Centre space. Regular users included a young theatre company, and an older person's movement class and the JPC held several cultural and community-led events. A supportive political climate locally for the cultural redevelopment of Stowmarket and surrounding area, meant plans to unite our Church Walk venue with the Grade 1 listed building on Market Place made progress. Funding was sought for the expansion, and steps were taken in the planning stages to re-connect the two buildings, with the aim of work taking place in 2026. In the meantime, the Market Place space provided opportunity for us to expand our mission to provide equal access to arts and culture for all, increasing our reach through a programme of live performances, social and cultural events and an increased hospitality offer through a now popular daytime cafe, and new and growing evening bar and social space.
Our stakeholders include our volunteer community, audiences and participants, town, district and county councils, community group leaders, artists, and a growing number of sponsors and supporters. We held regular forums with volunteers to gather feedback on best practices and ideas that guide future development and programming at the centre. Meetings with the local town council, individual councillors, Mid Suffolk District Council, and community and economic development teams, ensured unity in community objectives, providing us with insight into local economic and social objectives and policies, helping to inform programming, community events, and decision-making. Additionally, in response to witnessing challenges faced by young artists in today’s climate, we instigated plans for a future Young Creatives Programme supporting career development, partnerships and networking. A new relationship was also forged with Tonic Music to promote mental health and well-being amongst artists, staff, and audience members. We continued to grow our working relationships with the Independent Venue Community and Music Venue Trust and Alliance, and discussions led us to establish future programmes to support touring artists and young learners at the JPC. We worked with Attitude is Everything and AccessAble, resulting in minor upgrades to our venue, strengthened policies, training for staff, and the subsequent awarding of the Live Events Access Charter Bronze Award. We offered work experience placements to local school students, who gained experience in marketing, social media, and video editing, sound and audio, and venue operations. The JPC attended The Culture, Media and Sport Committee session as part of a short inquiry into the ongoing crisis facing grassroots music venues, via invitation from the Music Venue Trust. The JPC welcomed the output document to which our evidence, together with that of other UK-wide venues, contributed.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
11 December 2025
And signed on behalf of the board by:
Name: Andrew Patton
Status: Director