REGISTERED COMPANY NUMBER: 01588845 (England and Wales)

REGISTERED CHARITY NUMBER: 512019

Report of the Trustees and

Unaudited Financial Statements for the Year Ended 31 March 2026

for

Castle Park Arts Centre

Page

Report of the Trustees

1

to

4

Independent Examiner's Report

5

Statement of Financial Activities

6

Balance Sheet

7

to

8

Notes to the Financial Statements

9

to

14

The trustees who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 31 March 2026. The trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019).

OBJECTIVES AND ACTIVITIES

Objectives and aims

Castle Park Arts Centre continues to stimulate interest, knowledge and understanding of the arts in their broadest sense. It aims to improve the perception, awareness and enjoyment of the Arts regionally, locally and especially in young people.

Consistent with this statement the Centre has the following vision:

To make people happy through culture, support, inspiration and entertainment. Our overriding aim is for everyone who visits or uses the Arts Centre to enjoy themselves and leave feeling good and look forward to returning.

Building on this vision, our aims and objectives centre on using our building, with its rich history and beautiful setting, to provide galleries, places and spaces for the community to gather socially, participate in arts-based activities and to be excited and inspired by art works created by emerging and established artists.

We want the Centre to remain a cultural hub for the professional arts community whether it be arts practitioners running workshops across the art forms or participants who learn new skills and make new connections at the rich variety of events and courses offered or members of the public of all ages who visit the gallery, attend functions, visit the arts-based retail outlets or socialise in the café.

To realise these ambitions, it is our primary task to maintain the building in good condition, to provide a safe space for all these activities to take place and to invest, subject to the availability of funds, in those improvements that can enhance the experience for artists, staff, volunteers and visitors.

Public benefit

The trustees have complied with the duty in Section 4 of the 2006 Act to have due regard to public benefit guidance published by the Charity Commission.

ACHIEVEMENTS AND PERFORMANCE

Charitable activities

This financial year all our efforts have concentrated on building on the strong financial base we have put in place over the past 3 years and sharpening our focus on solid corporate governance. The need for robust financial management is being driven by the increasing costs of overheads and direct expenditure due to inflationary pressures and above all, the hikes in energy costs. Good corporate governance is vital if we are to remain compliant with legislation, be financially stable, and continue to be trusted by the general public.

We have a well-structured board of trustees with diverse skills and experiences that make informed decisions in response to the variety of challenges, oversee risks and provide strategic direction. This year we have engaged a new trustee with specific skills in marketing and social media with the aim of significantly strengthening our visibility and growth. We are confident that strengthening the board of trustees in this way will help us reach wider communities and increase income sustainably through new insight, clearer messaging, brand development and stronger campaigns.

The focus of our new marketing and social media strategy is on people and community, and the aim is to maintain and grow our supporter base and audiences along with creating new opportunities for revenue growth and sustainability. Great importance is being given to using social media to our advantage. The Centre is now on Trip Advisor for business and early analytics show we are competing well. A new interactive newsletter is being regularly distributed, and plans are at an advanced stage to renew our web site to make it visually attractive and easily navigated.

The new staff structure has settled into an effective regime. Charitable activities are managed separately from ancillary and primary purpose trading activities, and this has brought clarity to duties and responsibilities and has given a better understanding to everybody on how our new strategic plan will be delivered.

Throughout the year we have also continued to develop, regularly review, and implement policies that are demanded of a responsible charity. All the policies we now have in place ensure proper governance, safeguarding and risk management and are made effective because we ensure people know about them, understand them, and apply them.

Our 10 year strategic plan has been reassessed and updated this year. Five new medium term strategic targets are now in place after an in depth strategic review and public consultation. Having a strategic plan augments the Arts Centre's obligations under the Charities Act 2011 and builds on its Articles of Association and Charitable Objectives. It also helps the board of trustees make better, more consistent decisions. Financial stability, artistic integrity and sourcing external funding continued to take high strategic importance and in this revision our top priority is to extend our lease to 20 years. This is essential in order to secure grant funding for substantial capital improvements. A further strategic objective of maintaining the building and courtyard to a high standard was added. The vision for the Arts Centre is to be a vibrant cultural hub where creativity flourishes, communities connect, and everyone feels inspired and welcome. Our overriding aim through culture, support, inspiration and entertainment is to make people happy and we believe this remains powerful and relevant in the current climate.

A new recycling initiative started this year has proved invaluable to people wishing to start their journey into art at low expense. Artists donate paint, brushes, art materials, frames etc, to the Centre and we pass on, at very low cost, to other artists. The reuse and recycle shop is a popular addition.

In line with our revised strategic plan we have put in place a systematic maintenance schedule to protect our beautiful buildings. In the short term we are still faced with costly emergency repairs, but over time, with regular upkeep, we will extend the life of our facilities, and this will support our reputation, and allow better budgeting through planned, rather than reactive, spending. This year emergency lighting has been renewed, and the out dated electricity consumer board has been replaced. All the outdoor courtyard tables and chairs have also been renewed.

Linked to making continuous improvements detailed planning has taken place on refurbishment of our 5 galleries consisting of new flooring, professional gallery lighting and hanging boards. Grant funding is being sought for the project.

Improvements to the administration of our prestigious Open Exhibition have been made with the introduction of an online administrative system designed to provide a platform for managing artist entries. There are considerable administrative benefits to using this established software.

This year we have undertaken a customer survey to seek people's views about the Arts Centre. This provided direct insights into the needs, experiences, and expectations of people using the Centre and shows them that their opinion matters. Not only has this assessed how effectively we deliver our services, which was encouraging, but has identifed areas for improvement. The survey results will also support our funding applications by offering evidence of impact and community engagement. We intend to continue with this initiative every year because we believe it will build loyalty and deliver long term community support.

Legacy, fundraising and the various types of donations are starting to make a positive impact. An important consideration for all those "giving" is how is this money being used and what difference it makes. Our focused public relations programme spreads the message at every opportunity that as well as it contributing to running inspiring arts programmes, the money donated, however small, is used to support the maintenance and upkeep of the buildings.

Our courtyard café has established itself as a warm and welcoming space. It is our main ancillary trading activity, and its surplus income has provided crucial support for our charitable activities, with plans to build on this success in the future. It is growing in popularity with those visiting and working on their art in the galleries.

Our annual programme of art-related events continues, including talks, demonstrations, workshops, and interactive activities to engage diverse audiences. Added to this our Arts Committee has continued to update the arts strategy to promote excellence in art education for all ages.

The Events Committee has remained focused on short-term fundraising initiatives that not only generate revenue but also increase footfall at the Arts Centre, strengthening its appeal within the local community.

Our outdoor spaces continued to thrive, offering daily free musical performances to the public. These events provided significant cultural benefits: supporting artists, offering the community live music experiences, and revitalizing interest in the Arts Centre. This initiative also boosted café revenue and broadened our audience.

Each of our galleries remained fully booked throughout the year, with exhibitions rotating every six weeks to accommodate the high demand from artistic groups and individual artists. The return of groups renting spaces for workshops and creative activities has also been a welcome development.

We are dedicated to offering robust cultural engagement opportunities, particularly for underserved groups, and fostering local creative talent. The majority of artists featured in our galleries over the past year were from the region, showcasing remarkable work, often as amateurs. The increasing number of applicants for exhibitions and the success of the Open Exhibition reflect the strength of our inclusive approach. We maintain an open-door policy, ensuring free and accessible admission, including facilities for disabled access, to welcome a diverse audience. The Arts Centre's commitment to delivering joy and inspiration to its visitors remains at the heart of our strategic vision.

The courtyard units were fully occupied throughout the year, contributing not only to our revenue but also enhancing the Centre's cultural offerings and character.

Our artistic gift shop, which is stocked with unusual art gifts, continues to be well received by our discerning customers. We hope to further develop this primary purpose trading activity.

Volunteers continue to play a crucial role in delivering our charitable objectives, and this year we embarked upon a volunteer recruitment campaign which we hope will be transformative for our small charity. Attracting new skills and perspectives strengthens community connections. To augment our existing strong volunteer base we are attracting new volunteers in to support gallery invigilation, workshop assistance, live music events, front-of-house welcome, and café support. We hope this initiative will reinforce our brand, showing that we are active, inclusive, and community led. Ultimately, we aim to increase capacity, resilience, and impact without significantly incurring higher costs.

Throughout the year, the Arts Centre has upheld its status as a vital community hub and a sanctuary for artists from all walks of life. By staying attuned to their needs and preserving the historic character of our building, we have cultivated an inclusive environment where everyone feels welcome, safe, and inspired. Our workshops, exhibitions, and performances by accomplished musicians and artists have enriched the community, ensuring visitors leave with a sense of anticipation for their next visit.

Investment policy and objectives

The Arts Centre's formally approved investment policy is to hold funds in a current bank account for dealing with day to day transactions and to hold the reserves separately at the interest-bearing COIF Charity Investment Fund in the CPAC Investment Account for safety and to maximise returns. The investment policy was reviewed on 13 December 2024.

FINANCIAL REVIEW

Financial position

The Statement of Financial Activities for the year ended 31 March 2026 accompanies this report. This shows that income for the year increased from £214,953 in 2025 to £226,649, Expenditure decreased from £202,523 in 2025 to £185,851 resulting in a surplus of £40,798 in 2026.

Reserves policy

In line with the Charity Commission's expectations, the trustees reviewed their reserves policy on 20 August 2025 and agreed on a realistic, achievable target of a reserve of £100,000 to cover unforeseen expenditure. The trustees will continue to keep this reserves policy under review in line with the accounting information presented for the 2026-27 financial year.

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing document

The charity is controlled by its governing document, a deed of trust, and constitutes a limited company, limited by guarantee, as defined by the Companies Act 2006. In February 2025 the Articles of Association were updated to bring them in line with changes in legislation and to clarify the clauses relating to membership. The management of the charity is the responsibility of the trustees, who are listed in this report.

Organisational structure

The Centre is run by a Board of Trustees in line with its approved Articles of Association.

Charitable activities are controlled by the Charity Administrator, who is appointed by and accountable to the Board of Trustees. The Charity Administrator is supported by two part time caretakers, cleaning staff and volunteers. Trading activities are controlled by a Commercial Manager, who is also appointed and accountable to the Board of Trustees and is supported by two full time catering assistants and local volunteers.

The Board of Trustees provides the necessary direction to the Charity Administrator and Commercial Manager.

There are currently 5 trustees.

Risk management

Trustees of Castle Park Arts Centre have a duty to identify, review and assess the risks the charity is exposed to ensure appropriate controls are in place to provide reasonable assurance against fraud and error and to plan for the management of those risks. Comprehensive risk assessments are regularly undertaken, and a risk register is kept up to date, including a financial management framework.

REFERENCE AND ADMINISTRATIVE DETAILS

Registered Company number

01588845 (England and Wales)

Registered Charity number

512019

Registered office

Castle Park Arts Centre

Off Fountain Lane

Frodsham

Cheshire

WA6 6SE

Trustees

Dr H A Hoather

P Vickery

Mrs S Burkey

J Wathen

Mrs D C Vickery (resigned 4.2.26)

S Mac (appointed 10.9.25)

J Catherall (appointed 17.9.25) (resigned 26.9.25)

Independent Examiner

KPD Business Services Limited

The Old Shippon

Bradley

Frodsham

Cheshire

WA6 7EP

Approved by order of the board of trustees on 15 May 2026 and signed on its behalf by:

Mrs S Burkey - Trustee

Independent examiner's report to the trustees of Castle Park Arts Centre ('the Company')

I report to the charity trustees on my examination of the accounts of the Company for the year ended 31 March 2026.

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 Companies Act 2006 ('the 2006 Act').

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 145 of the Charities Act 2011 ('the 2011 Act'). In carrying out my examination I have followed the Directions given by the Charity Commission under Section 145(5) (b) of the 2011 Act.

Independent examiner's statement

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:

1.	accounting records were not kept in respect of the Company as required by Section 386 of the 2006 Act; or

2.	the accounts do not accord with those records; or

3.	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 examination; or

4.

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.

Mrs Kathryn Davies

KPD Business Services Limited

The Old Shippon

Bradley

Frodsham

Cheshire

WA6 7EP

15 May 2026

2026

2025

Marshes

Community

Unrestricted

Restricted

Benefit

Total

Total

fund

fund

Fund

funds

funds

Notes

£

£

£

£

£

INCOME AND

ENDOWMENTS FROM

Donations and legacies

5,266

-

-

5,266

14,485

Other trading activities

2

217,567

-

-

217,567

200,468

Investment income

3

3,816

-

-

3,816

-

Total

226,649

-

-

226,649

214,953

EXPENDITURE ON

Raising funds

76,318

-

-

76,318

83,883

Charitable activities

Activity

109,533

-

-

109,533

118,640

Total

185,851

-

-

185,851

202,523

NET INCOME

40,798

-

-

40,798

12,430

RECONCILIATION OF

FUNDS

Total funds brought forward

200,334

-

-

200,334

187,904

TOTAL FUNDS CARRIED FORWARD

241,132

-

-

241,132

200,334

2026

2025

Marshes

Community

Unrestricted

Restricted

Benefit

Total

Total

fund

fund

Fund

funds

funds

Notes

£

£

£

£

£

FIXED ASSETS

Tangible assets

8

131,572

-

-

131,572

135,510

CURRENT ASSETS

Debtors

9

3,759

-

-

3,759

6,352

Cash at bank and in hand

111,512

-

-

111,512

73,577

115,271

-

-

115,271

79,929

CREDITORS

Amounts falling due within one year

10

(5,711

)

-

-

(5,711

)

(15,105

)

NET CURRENT ASSETS

109,560

-

-

109,560

64,824

TOTAL ASSETS LESS CURRENT LIABILITIES

241,132

-

-

241,132

200,334

NET ASSETS

241,132

-

-

241,132

200,334

FUNDS

11

Unrestricted funds

241,132

200,334

TOTAL FUNDS

241,132

200,334

The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 March 2026.

The members have not required the company to obtain an audit of its financial statements for the year ended 31 March 2026 in accordance with Section 476 of the Companies Act 2006.

The trustees acknowledge their responsibilities for

(a)	ensuring that the charitable company keeps accounting records that comply with Sections 386 and 387 of the Companies Act 2006 and

(b)

preparing financial statements which give a true and fair view of the state of affairs of the charitable company as at the end of each financial year and of its surplus or deficit for each financial year in accordance with the requirements of Sections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to financial statements, so far as applicable to the charitable company.

These financial statements have been prepared in accordance with the provisions applicable to charitable companies subject to the small companies regime.

The financial statements were approved by the Board of Trustees and authorised for issue on 15 May 2026 and were signed on its behalf by:

H A Hoather - Trustee

S Burkey - Trustee

1.	ACCOUNTING POLICIES

Basis of preparing the financial statements

The financial statements of the charitable company, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) 'Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019)', Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and the Companies Act 2006. The financial statements have been prepared under the historical cost convention.

Income

All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received and the amount can be measured reliably.

Expenditure

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.

Tangible fixed assets

Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life.

Freehold property

-

2% on cost

Improvements to property

-

2% on cost

Plant and machinery

-

10% on reducing balance

Fixtures and fittings

-

10% on reducing balance

Computer equipment

-

25% on reducing balance

Taxation

The charity is exempt from corporation tax on its charitable activities.

Fund accounting

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

Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.

Further explanation of the nature and purpose of each fund is included in the notes to the financial statements.

Hire purchase and leasing commitments

Rentals paid under operating leases are charged to the Statement of Financial Activities on a straight line basis over the period of the lease.

Pension costs and other post-retirement benefits

The charitable company operates a defined contribution pension scheme. Contributions payable to the charitable company's pension scheme are charged to the Statement of Financial Activities in the period to which they relate.

2.	OTHER TRADING ACTIVITIES

2026

2025

£

£

Art Centre Activities

19,439

26,270

Room lettings

69,230

59,380

Café Sales

128,898

114,818

217,567

200,468

3.	INVESTMENT INCOME

2026

2025

£

£

Interest receivable - trading

3,816

-

4.	NET INCOME/(EXPENDITURE)

Net income/(expenditure) is stated after charging/(crediting):

2026

2025

£

£

Depreciation - owned assets

3,938

3,939

Hire of plant and machinery

1,351

876

5.	TRUSTEES' REMUNERATION AND BENEFITS

There were no trustees' remuneration or other benefits for the year ended 31 March 2026 nor for the year ended 31 March 2025.

Trustees' expenses

There were no trustees' expenses paid for the year ended 31 March 2026 nor for the year ended 31 March 2025.

6.	STAFF COSTS

The average monthly number of employees during the year was as follows:

2026

2025

Administration

1

1

Security

1

1

Café Staff

3

3

5

5

No employees received emoluments in excess of £60,000.

7.	COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES

Marshes

Community

Unrestricted

Restricted

Benefit

Total

fund

fund

Fund

funds

£

£

£

£

INCOME AND ENDOWMENTS FROM

Donations and legacies

2,485

-

12,000

14,485

Other trading activities

200,468

-

-

200,468

Total

202,953

-

12,000

214,953

EXPENDITURE ON

Raising funds

83,883

-

-

83,883

Charitable activities

Activity

106,640

-

12,000

118,640

Total

190,523

-

12,000

202,523

NET INCOME

12,430

-

-

12,430

RECONCILIATION OF FUNDS

Total funds brought forward

187,904

-

-

187,904

TOTAL FUNDS CARRIED FORWARD

200,334

-

-

200,334

8.	TANGIBLE FIXED ASSETS

Improvements

Freehold

to

Plant and

property

property

machinery

£

£

£

COST

At 1 April 2025 and 31 March 2026

106,734

45,313

2,626

DEPRECIATION

At 1 April 2025

17,078

6,646

1,727

Charge for year

2,134

906

112

At 31 March 2026

19,212

7,552

1,839

NET BOOK VALUE

At 31 March 2026

87,522

37,761

787

At 31 March 2025

89,656

38,667

899

Fixtures

and

Computer

fittings

equipment

Totals

£

£

£

COST

At 1 April 2025 and 31 March 2026

51,215

2,767

208,655

DEPRECIATION

At 1 April 2025

44,927

2,767

73,145

Charge for year

786

-

3,938

At 31 March 2026

45,713

2,767

77,083

NET BOOK VALUE

At 31 March 2026

5,502

-

131,572

At 31 March 2025

6,288

-

135,510

9.	DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

2026

2025

£

£

Trade debtors

2,971

4,073

VAT

788

2,279

3,759

6,352

10.	CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

2026

2025

£

£

Trade creditors

1,874

662

Other creditors

604

623

Accrued expenses

3,233

13,820

5,711

15,105

11.	MOVEMENT IN FUNDS

Net

movement

At

At 1.4.25

in funds

31.3.26

£

£

£

Unrestricted funds

General fund

200,334

40,798

241,132

TOTAL FUNDS

200,334

40,798

241,132

Net movement in funds, included in the above are as follows:

Incoming

Resources

Movement

resources

expended

in funds

£

£

£

Unrestricted funds

General fund

226,649

(185,851

)

40,798

TOTAL FUNDS

226,649

(185,851

)

40,798

Comparatives for movement in funds

Net

movement

At

At 1.4.24

in funds

31.3.25

£

£

£

Unrestricted funds

General fund

187,904

12,430

200,334

TOTAL FUNDS

187,904

12,430

200,334

Comparative net movement in funds, included in the above are as follows:

Incoming

Resources

Movement

resources

expended

in funds

£

£

£

Unrestricted funds

General fund

202,953

(190,523

)

12,430

Restricted funds

Marshes Community Benefit Fund

12,000

(12,000

)

-

TOTAL FUNDS

214,953

(202,523

)

12,430

A current year 12 months and prior year 12 months combined position is as follows:

Net

movement

At

At 1.4.24

in funds

31.3.26

£

£

£

Unrestricted funds

General fund

187,904

53,228

241,132

TOTAL FUNDS

187,904

53,228

241,132

A current year 12 months and prior year 12 months combined net movement in funds, included in the above are as follows:

Incoming

Resources

Movement

resources

expended

in funds

£

£

£

Unrestricted funds

General fund

429,602

(376,374

)

53,228

Restricted funds

Marshes Community Benefit Fund

12,000

(12,000

)

-

TOTAL FUNDS

441,602

(388,374

)

53,228

12.	RELATED PARTY DISCLOSURES

There were no related party transactions for the year ended 31 March 2026.