for the Period Ended 31 March 2025
| Directors report | |
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
Directors' report period ended
The directors present their report with the financial statements of the company for the period ended 31 March 2025
Principal activities of the company
Directors
The director shown below has held office during the whole of the period from
1 April 2024
to
31 March 2025
The director shown below has held office during the period of
1 April 2024
to
6 March 2025
The above report has been prepared in accordance with the special provisions in part 15 of the Companies Act 2006
This report was approved by the board of directors on
And signed on behalf of the board by:
Name:
Status: Director
As at
| Notes | 2025 | 2024 | |
|---|---|---|---|
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£ |
£ |
|
| Fixed assets | |||
| Tangible assets: | 3 |
|
|
| Total fixed assets: |
|
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|
| Current assets | |||
| Debtors: | 4 |
|
|
| Cash at bank and in hand: |
|
|
|
| Total current assets: |
|
|
|
| Creditors: amounts falling due within one year: | 5 |
(
|
(
|
| Net current assets (liabilities): |
( |
( |
|
| Total assets less current liabilities: |
|
( |
|
| Creditors: amounts falling due after more than one year: | 6 |
(
|
(
|
| Provision for liabilities: |
(
|
(
|
|
| Total net assets (liabilities): |
( |
( |
|
| Members' funds | |||
| Profit and loss account: |
( |
( |
|
| Total members' funds: |
( |
( |
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
for the Period Ended 31 March 2025
| 2025 | 2024 | |
|---|---|---|
| Average number of employees during the period |
|
|
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 | |
|---|---|---|
| £ | £ | |
| Trade debtors |
|
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| Other debtors |
|
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| Total |
|
|
for the Period Ended 31 March 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Bank loans and overdrafts |
|
|
| Trade creditors |
|
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| Taxation and social security |
|
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| Other creditors |
|
|
| Total |
|
|
for the Period Ended 31 March 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Bank loans and overdrafts |
|
|
| Total |
|
|
The Cultural Engine has continued to add new capacity and creative thinking in supporting cultural, social and heritage organisations to develop new strategies, funding and partnerships in order to help the sector within Rochford, Southend, Essex, Suffolk and London to thrive, unlocking creativity and helping organisations realise their economic potential. We recognise that the cultural/heritage sectors are interconnected with other sectors including tourism, eco- nomic development and regeneration, as well as social wellbeing. The Cultural Engine has throughout the year undertaken paid work in order to support its unpaid work with cultural and social organisations. Our unpaid work includes: -Assisting the Fishermen’s Chapel (Leigh) to develop a National Lottery Heritage Fund application. -Writing and submitting a number of funding applications to support Frinton & Walton Heritage Trust. -Assisting Dunmow Museum in its continuing development. -Supporting The Design Cabin CIC, writing bids and giving advice around the Freighthouse project. -Running 3 Cultural Research Group events (free of charge) to stimulate local cultural organisations into developing projects and thinking more widely about cultural activities and their positive impacts. -Providing funding and operational advice for at least 10 other organisations. -New funding streams have been opened up for local organisations and the economy.
The Cultural Engine operates its free services within Rochford, Southend, Essex, Suffolk and London with its stakeholders being any organisation, no matter of its size, which has a cultural, social or economic impact. In order to ascertain stakeholders and their needs the Cultural Engine staff attend local cultural networking events; business forums work with Local Authority and colleges. The main areas of support required is: Bid writing and fundraising, developing ideas and concepts from early stages, Partnership development, Strategy development, Business planning, Academic Research and Links, Corporate Sponsorship, working with the public sector and linking to public sector strategies and contexts, Evaluations and Evidence Base.
The aggregate amount of emoluments paid to or received by directors in respect of qualifying services was £0.00 There were no other transactions or arrangements in connection with the remuneration of directors, or compensation for directors' loss of office, which is require to be disclosed.
No transfer of assets other than for full consideration
This report was approved by the board of directors on
13 August 2025
And signed on behalf of the board by:
Name: Giles Tofield
Status: Director