Company Number: 02985939 Charity Number: 1043588 **Core Arts Audited Consolidated Financial Statements For the Year Ended 31 March 2023** ## Core Arts |**Contents**|**Page**| |---|---| |Legal and Administrative Information|2| |Directors’ Report|3-22| |Auditor’s Report|23-25| |Consolidated and Charity Statement of Financial Activities|26| |Consolidated and Charity Balance Sheet|27| |Consolidated Cash Flow Statement|28| |Notes to Accounts|29-41| 1 | P a g e Core Arts ## Legal and Administrative Details Directors **Vivienne Havell Stuart Edward Glyn Jones Mark Steven Salter Shaun Adams Ellen Faith Willetts** Company Secretary Vivienne Havell Stuart Jones Company Number 02985939 Charity Number 1043588 (England and Wales) Bankers HSBC 1-3 Bishopsgate London EC2N 3AQ Senior Statutory Auditor Faustino Franco Auditors Perlin Franco Statutory Auditors & Chartered Accountants Solar House, 915 High Road, North Finchley, London, N12 8QJ Registered Office 1 St Barnabas Terrace Homerton High Street Homerton London E9 6DJ Business Address 1 St Barnabas Terrace Homerton High Street Homerton London E9 6DJ 2 | P a g e ## **Group Trustees Report** ## Core Arts The trustees are pleased to present their annual trustees’ report together with the financial statements of the group for the year ended 31 March 2023 which are also prepared to meet the requirements for a directors’ report and accounts for Companies Act purposes. The financial statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association, and 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 2015). ## Governing Document The charity is a charitable company limited by guarantee and was set up on 2 November 1994 and registered as a charity on 24 January 1995. It is governed by Articles of Association for a Charitable Company. (The New Articles of Association of Core Arts was adopted by a special resolution of the charity passed on the 7[th] June 2016.) ## **Objectives and activities for the public benefit** The annual report has been updated for new public benefit reporting requirements. In particular, the report explains how the trustees have used our public benefit guidance and explains in more detail which groups used and benefited from the charities services. We have referred to the guidance contained in the Charity Commission’s general guidance on public benefit when reviewing our aim and objectives and in planning our future activities. In particular, the trustees consider how planned activities will contribute to the aims and objectives they have set. The principal activities of the company are to relieve the need of persons suffering from mental health illness and /or those at risk of social exclusion, by the encouragement of participation in creative activities, particularly, but not exclusively, arts, music, multimedia, sports and horticulture and to relieve the need of people with mental health disabilities by arranging work for them. Core Arts exists to enrich the lives of socially excluded people with severe mental health issues Through professional educational input and emotional support, we are able to develop and promote the individuals artistic and creative ability Our aim is to empower and equip service users to achieve their personal goals and aspirations and make a full contribution to society ## Strategic Aims ØTo challenge negative stereotypes and the stigma facing people with mental health problems by the promotion of their positive attributes and strengths ØTo develop the artistic and creative potential of our service users and increase their access to the benefits of the arts. ØTo expand and develop Social Firms and Social Enterprises in order to 1. Increase service users’ confidence and self esteem through their engagement with a practical working enterprise 2. To increase the service users’ employability 3 | P a g e 3. To generate income for Core Arts to enable the organisation achieve its charitable aims and objectives ØTo expand the strategic and operational management capacity to ensure that the organisation is fit for purpose. 4 | P a g e Core Arts The financial position of the charity at the end of the financial year is as detailed in the attached financial statements. How our activities deliver public benefit our main activities and who we try to help are as described in our objectives and activities listed above. All our charitable activities focus on these objectives to further our charitable purposes for the public benefit. The activities and outcomes during the year under review are as described overleaf. ## **CORE ARTS Overview 2023** Our members had complex care needs including contact with the criminal justice system, drug and alcohol dependency and homelessness. We have proven in the past 30 years that we are unique in our ability to engage this group, especially young African and Caribbean men who are overrepresented in the mental health services. In this financial year we had 1500+ individuals adults referred to our service from across 22 London Boroughs. Core’s diversity is clear in our demographics. We have a targeted support program for LGBTQIA+ adults suffering mental health issues. Members are referred over the funding annum from NHS contracts. We also supported people to access personal health budgets to support their recovery goals. We also have bespoke program for digital only members with our zoom classes 6 days a week. Full reports on other projects for 2023 are downloadable from our website under the publication section. https://www.corearts.co.uk/publications/ We focus on the most excluded groups in society and fight to improve their capacity to cope with their mental health, build confidence through creative education and progression pathways to develop the individual through a service user led ethos to allow them greater control over their future. We challenge the negative stereotypes and the stigma facing people with mental health issues by promotion of their positive attributes and strengths. We develop the artistic potential of our learners through high quality education, working alongside established musicians and artists and increase their access to the benefits of the arts. Core Art is currently engaging clients on section 117c directly referred by NHS East London Federation Trust with substantial and critical mental health needs, supporting members to be social included in a creative and empowering community alongside accessing opportunities to learning and achievement and advice and guidance. Core Arts Service: Core Arts is committed to excellence and innovative responses to health care needs in our community. Core Arts is a service user guided organisation, reflected through our board of trustees; in 20222023 we had 69% service users or ex service users on the board. Our key responses to our members health needs is to provide a constructive educational environment where they feel safe and empowered to learn and progress. Setting their own creative learning pathways where they are enabled to work in a serious way to achieve their goals. This creates an environment where people termed hard to reach feel ownership and want to attend and progress. Education: CORE provides 97+ creative workshops a week under 5 departments: Art, Music, Sport, Multi-media and Horticulture; to engage our members in lifelong learning and improvement of skills. 5 | P a g e Core Arts The development of Social Enterprises offers our members supported work experience with alternative business models to allow for periods of ill health. This opens up to them the possibility of future employment. Supporting Social Networks: Core Arts has developed ways to engage with those excluded from society by helping to set up supportive networks for those who face continuous exclusion in their everyday lives. This includes pastoral care with one-to-one support, mentoring and buddy systems. For many of our members Core Arts becomes their family and with that comes all levels of support from emotional to practical. The partnership contracts have significantly improved the patient experience of care, especially inpatients or those who are socially isolated. Core Arts has been recognised as a resource by inpatient teams and considered for patients as part of any leave or discharge plan. The service is also easily accessible to persons under high support care coordinators such as the Rehab and Recovery team or Assertive Outreach Service offering a consistent, routine building support service, supporting those who are most disengaged or hard to engage. It is widely agreed that instant access is crucial when working with clients that have varied momentum and stability. ## **EVENTS** Events: CORE organises an extensive events program and through the year plus educational trips and excursions per year, showcasing our members’ talents and abilities through gigs, exhibitions, poetry readings and conferences. This not only helps develop confidence and talent but also provides an important link with the general community to help combat stigma and fear of people with mental health issues. Of the many events and opportunities, the **highlights this year were** : - Our partnership with the British Museum and the Victoria and Albert Museum, for educational history trips for our members continues with numerous trips to their excellent shows, and community preview events. - Partnership with Kew Gardens, for educational horticultural trips for our members, again an excellent resource for our landscape department. - Inside Out A collaborative group exhibition involving Royal College of Arts and Core Arts students to celebrate Mental Health Awareness Week at the Core Arts gallery - Bernie Plastiras and Felix Condua Art Opening Private View at the Core Arts gallery - BIG FASHION SHOW At the Core Arts Gallery showcasing work from our fashion students and logic electronic musicians. - Crafts Fair An excellent summer crafts fair in June at Core Arts hall where our members were able to sell their creative works directly to the community. This event was in partnership with London Open Garden Squares. - Summer Gig music festival Summer Gig music festival in the hall - CLUB CORE Art opening and Poetry recitals in the Core Arts hall - For Mental health week - Tuesday 10, Wednesday 11, Thursday 12 October events/classes on the Canal Boat – - CLUB CORE Music Social -on a Friday afternoon - CLUB CORE PRESENTS -Day of the Dead Music night - Chess tournament Friday in the Core Arts hall. - Table tennis tournament Friday in the Core Arts hall. Please check our website and Facebook for a full report on events: www.corearts.co.uk http://www.facebook.com/coreartshackney https://twitter.com/coreartshackney https://vimeo.com/corearts https://www.instagram.com/coreartshackney/ 6 | P a g e Core Arts ## **New Projects 2022-23** ## **Core Arts: three new creative centres for mental health 2022** We have a future vision where creative arts education, sport and horticulture are an integrated part of the support offer available for those with severe and enduring mental health conditions and for disadvantaged communities, improving mental health and inclusion for all. To achieve the above, we aim to create a number of flag-ship projects that work alongside our creative award-winning centre in Hackney. In 2021 and 2022 we began all three projects and look forwards to creating innovative excellent community services in Hackney in 2023 -24. ## ***NEW* Homerton Community Garden- Core Arts & St Barnabas Terrace Community Garden –** Created a new community garden and teaching hub in the heart of Homerton empowering participants to create a safe accessible community space that offers inclusive respite from the urban bustle surrounding it and a resource for green education and vocational pathways into the green sector. To support adults with severe mental ill-health, enhance community cohesion and challenge mental health stigma. Teaching sustainable horticulture, responding to the local need for safe green spaces to increase community wellbeing. Collaboratively transforming 1,276 m2 of underused land behind St Barnabas church E9 into a co-designed and user-led community garden bordering Core Arts’ Creative Education Centre at 1 St Barnabas Terrace. Core’s community garden has enabled greater numbers of people, most adversely impacted by COVID-19, to lead more resilient, creative, and socially connected lives using horticulture, engaging with the natural world within an integrated community setting. Empowering people to impact positively on their environment, and thereby on themselves, to promote recovery and ongoing self-care; using shared common goals to better prepare for future challenges. ## ***NEW* Core Arts Flag-Ship @ the River Lea** A new community creative education facility, open 7 days a week for adults with mental health issues with free long-term mooring on the Queen Elizabeth Olympic site and assistance from our Partners the Canal and Riverside Trust. A place where disadvantaged, marginalized and disabled community can have assisted access to creative timetabled sessions on a refurbished Canal Boat, transformed into an inclusive community hub of creativity and free events. A travelling centre that can go to the point of need using the canal networks in Greater London and adjoining counties. Providing projects at the point of need in a fully equipped boat. The new floating Core Arts Flag Ship – offering creative education sessions and events on the canal, 6 days a week, to excluded adults, with a youth focus on 18- to 25-year-olds with mental health issuesPlus opportunities to engage with mainstream venues which they would not be able to access on their own. Developing the self-esteem and progression opportunities of adults who suffer from severe and enduring mental ill health and have very low economic activity and high stigmatisation and marginalisation will be the primary outcome of the project. The new boat capital funds have been raised and the boat has been commissioned and the building has started. We have been piloting the youth classes on the existing canal boat so we are fully ready to start delivery once the new boat is completed. 7 | P a g e Core Arts ## ***NEW* *Core Turbine Hall @ Eastway Depot** Our vision is for the transformation of the depot from a place of ‘storage’ into a thriving hub of social enterprise enabling local community and voluntary organisations to work collaboratively to deliver a rich package of services that reduce poverty, raise aspirations and increase individual and community wellbeing. We offer a collaborative service model that begins with co-location, but ends with the delivery of truly integrated services that provide residents in Hackney’s most deprived communities with a menu of health, education, cultural, training, leisure and employment opportunities that can be accessed through the _**Eastway Community Hub.**_ The container spaces are reaching completion and we have begun to rent the spaces to community groups and we have started to advertise the rentals for the large Depot building the Turbine Hall to create new earned income for the charity. ## AWARDS ## **Recent Awards 2022-2023** Landscape department GOLD + OVERALL WINNER 'Roof Garden' Award 2023 L in Bloom OUTSTANDING 'It's Your Neighbourhood' Award 2023 L in Bloom GOLD 'Our Community' Award 2023 L in Bloom Green Flag Award 2022/23 GOLD + OVERALL WINNER 'Environment Challenge' Award 2022 L in Bloom GOLD Award Chelsea Flower Show 2022 ## **Sports Department** - HSJ wards for our collaboration - Core Arts, City and Hackney ICP, North East London CCG, East London Foundation Trust and The Advocacy Project – who won the Digital Clinical Transformation Award for a Digital Recovery Platform for Severe Mental Illness. 2021 winner - HSJ wards for our collaboration - Core Arts, City and Hackney ICP, North East London CCG, East London Foundation Trust and The Advocacy Project –2021 Highly commended for their Digitizing patient services initiative for Severe Mental Illness. 2021 Highly commended - London Sports shortlisted for The Health & Wellbeing Award 2022 results in March 23 *Core Arts are featured in the Science Museum New Medicine Galleries in ‘Rethinking Treatments’, open for the next 25 years. We are represented by our charity founder and Director Paul Monks and we have been chosen to showcase our work as innovators using creative education to improve mental health. For more information, please click Link https://www.sciencemuseum.org.uk/see-and-do/medicine-wellcome-galleries ## **ELFT /CCG referrals** Core Arts supports the health care teams by providing information regarding patients in terms of routine, attendance, progress and early intervention. ELFT statistics approximately a third of patients are readmitted within 3 months, Core Arts is specifically targeting this client group to reduce health care usage by 96%. 8 | P a g e Core Arts ## **Social Enterprises** Core Arts has two Social Enterprises providing high quality services: 1. Core Design exists to provide graphic design services - to handle commercial and community design activities. www.coredesignlondon.co.uk 2. Award winning Core Landscapes - bringing about social change locally through inclusive - environmental projects through the use of meanwhile spaces. http://www.core landscapes.co.uk ## **Partnership** As an organisation we can evidence 30 years of partnership working with the NHS, the Homerton Hospital, John Howard Centre (MSU) and CMHT’s across London. We have been jointly commissioned to work constructively within the borough aims and providing services to those who are hard to engage and particularly vulnerable due to their mental health support needs. Core Arts is an attractive service to persons who experience mental health issues, promoting positive mental health through creativity and the arts by providing a non-clinical, motivational and strengths focussed environment. Core Arts - learning and education environment for persons with severe and enduring mental health needs, who have significant health problems limiting their ability to engage with mainstream opportunities of education. The service provides creative sessions and workshops/ courses in a nonclinical environment likened to a creative arts college whilst the patient is undergoing inpatient treatment or under CPA. The service works with patients that are difficult to engage in any activities, may reject a mental health diagnosis/ service and are especially versed at engaging those from the medium secure unit John Howard Centre and Wolfson House and work closely with mental health NHS staff to provide a treatment plan which includes meaningful occupation/ structured use of time and increased self-awareness/quality of life. ## **Evidence and Outcome based** The service is in very close proximity to all inpatient mental health services in Hackney (including TCOS) and offers choice and control to those with limited choice regarding vital aspects of their immediate environment and engagement with mental health services. The service plays a vital role in social support systems, relationships and risk management as well as encouraging other social roles and responsibilities through improving motivation; self- esteem and strengths orientated goal setting. The service is supportive and psychologically informed however, promotes boundaries with expectations that patients will conform to a mainstream setting and are therefore able to demonstrate this as part of their recovery. Core Arts has a significant role to play in a person’s self-management and promoting independence and discharge from services. Core Arts has a numerous case studies, which can evidence the impact the service has had on individuals and their recovery and map the client development with reviews and self- assessment (including evidence-based reporting). Particularly evidenced in the following areas: -Identity in mental health and recovery -Improve engagement with NHS resources (appropriate use of clinical services) -Self-esteem and confidence/survivor stories -Increase social network and support through social events and participation -Peer support and promote positive mental health through talent and inspiring networks -Promotes the use of creativity and the arts in long term wellbeing -Access to learning and education and move on pathways -Motivation for life-long learning and adult education and skills. 9 | P a g e Core Arts -Activities and peer support whilst on the ward as part of treatment plan - -Improved quality of life and access to opportunities - -Increase in discharges from ward/ sections/CPA and reduce likelihood of admission The service currently works in partnership with the ELFT and the CCG, specifically the Occupational Therapy (OT) departments at the Homerton Centre for Mental Health (inpatients) and discharge planning including CPA as well as the specialist community mental health teams in the borough (AOS/ R&R/ EQUIP) and locality teams. Core Arts is also a subcontracted partner of the City and Hackney Wellbeing Network, a service aimed at persons who have experienced moderate to severe mental health issues and which to access support services to support their wellbeing and recovery. Core Arts has established new referral routes through this pathway alongside a new programme geared towards sports and health achievements. These new contracts have engaged the primary care support teams, such as GP’s and therapy departments referring to Core Arts. The main aim of the service is to provide a real life, adult environment and support skill development in order to enable patients to regain self-esteem, promote social norms and encourage move on to mainstream education, progression or work activities and sustained achievement through a better sense of identity and acceptance of mental illness (through breaking down internal stigma). Core Arts appeals to service users who do not traditionally engage in mental health services; therefore, we reach persons who may otherwise not engage. Based in Hackney where the level of mental health service needs, as concluded by the Sainsbury Centre for Mental Health, is 87% above the national average. We consider the following outcomes: - Connecting with others: Core Arts provides those who are experiencing mental health issues and at risk for social exclusion an opportunity to interact with others who have had similar experiences and to build relationships with them. A necessary support system can be established here - especially for those who do not have social support systems (or family) in place. - Peer support and mentoring: the emphasis on creative expression, progression and learning through creative activity allows members creative freedom to regain confidence and reconstruct own identity as an artist/competent individual. - Skill Development/access to learning: Creative skill development is the main focus at Core Arts and establishes human capital (self-investment/own assets/strengths) for each member. Learning and skill development, completion of projects & goals can continue regardless of mental health difficulties. Engagement in the creative process encourages skill development in cognitive process as well, such as planning, decision-making, problem solving etc. - Self-esteem building: In addition to skill development, social factors, such as the support and affirmation from tutors as one’s artwork/composition is appreciated, encourages improvements in the member’s self-perception and beliefs about their potential and actualise/realise achievements. - Development of artist identity (changing the label): The opportunities for creative skill development and the validation of ability. - Bridging Opportunities: Members are able to take on greater responsibility through volunteering positions at Core Arts, work training and build employable skills. They are also able to establish relationships with the community through the exhibitions and event opportunities made available 10 | P a g e Core Arts to members/local networks/arts community. - Being active & structured activities; impact on motivation, routine and lifestyle and wellbeing. Core Arts timetable plus daytime/evening and various weekend events as part of events program. - Education and Progression routes/achievements; Core Arts have established move on opportunities for members to continue personal development (away from mental health services) - Non clinical environment in preparation for mainstream opportunities (of which is not currently able to engage due to support needs) - Keeping Safe/risk management/well-being; early intervention and communication with services (Core Arts supported communication & intervention) re: welfare, safeguarding, self-care. - Less crisis admissions/less CMHT input/less dependency on NHS services & access from the wards- part of treatment plan/ rehabilitation. As an extension of the psychiatric units and NHS provision in Hackney for 25 years, we have offered community involvement to those who might otherwise not be able. We have a consultant psychiatrist as trustee on the board and act as a base for patients on s.17 on leave from hospital. Naturally we support the CPA document for many areas including activities and learning as well as a risk management plan. We engage those who are considered the most vulnerable and those unable or unwilling to engage elsewhere. Core Arts users are not obliged to use the service, the service is available to those who choose it as part of their treatment/self-management; many case studies provide insight into the impact of the service on individuals who manage their mental health. Service users progress through further education in mainstream settings and discharge from secondary care services (to GP support) and many volunteer within the service to support the recovery of others or gain skills in which they teach others (peer support). Outcomes for those with critical and substantial needs; - Improved satisfaction of inpatient services/choice and control of treatment plan - Increase activities available to inpatients and outpatients - Shorter hospital admissions - Increased risk management at discharge (step down provision) - Increased discharge from CPA due to service engagement (duty of care) - Increased discharged of MSU clients, as part of community planning - Increased patients involved in learning and education as part of CPA (skill development irrelevant of fluctuations in MH) - Improved engagement with treatment plans (including behaviour management and medication management) - Reduced crisis admissions - Increase access to provision/speed of access - Increased engagement of hard-to-reach groups specifically BME males. - Increase in signposting/ referrals to voluntary sector agencies for support regarding housing/benefits and substance use concerns (as agreed with care team) - Improved sense of wellbeing/confidence and self-esteem/ personal achievement (reduced 11 | P a g e Core Arts dependency on care team) - Increase support network for persons who are socially excluded (single) - Increased engagement in mainstream opportunities for this client group - Support families and carers to maintain relationships by providing meaningful occupation/ respite/promoting independence The service promotes four of the CCG strategic priorities: - Improve the equality of health care for Hackney and City of London residents; Aimed at disadvantaged group - severe and enduring mental health/BME. Ensuring people feel supported to manage their condition. - Ensure our health care system is affordable of high quality and improves patient experience; Service feedback from patients is excellent/service will continue to engage inpatients for excellent value for money and improve patient satisfaction in Hackney. - Develop integrated out of hospital services to mitigate the increasing cost of hospital based unscheduled care; - Structured pathway of service availability is established/ service improves activities offered by NHS and treatment plan leading to reduced use of impatient care. Avoid crisis admissions and support the crisis pathway of support. NHS (England) Outcomes 2015/16 readmissions within 30 days of discharge. - Reducing premature death in people with serious mental illness: people with severe mental illness who have received a list of physical checks. Core Arts communicates directly with GP to support any engagement with physical health intervention and as part of the welfare support at Core Arts promotes health and signposts to various health centres & can host projects also. Integrated approach regarding physical health and mental health services and support to engage with life prolonging treatments and support. ## Clinically: Long term conditions and the management of these, specifically increasing the quality of life to those who suffer severe mental illness. Targeted to BAME groups and the high proportion of black males on the hospital wards. And nationally support the CCG aims regarding: Reducing avoidable emergency admissions; Improving patient experience of hospital services ## **Volunteer programme** Core Arts has a tried and tested volunteer programme in which there are levels of service engagement, peer support and volunteers that assist tutors to plan and run sessions, become trained tutors (PTTLS) and deliver workshops. Core Arts also facilitates volunteering as peer leaders, such as running the core council or leading the weekly tours. Volunteers can choose to get expenses or they can access more workshops for their invested time (time bank) Core Arts also promotes management opportunities and 60% of the trustee board are current or ex members of Core Arts. Through the experience of responsibilities, job profiles and expectations (including the code of respect) patients are able to use their experiences to apply for further opportunities and develop CV’s alongside their ability and confidence. Core Arts workforce and staffing relies upon peer membership and supportive members to engage new members, and promote and inspire recovery and ability. Members progress to qualifications, such as access courses, masters, NVQ’s, external volunteering and employment which greatly enhance a persons’ well-being, quality of life and contribution to society. Core Arts is open in the evening two days a week, and offers those who are in work or have commitments elsewhere to be able to continue to engage to enhance their well-being. 12 | P a g e Core Arts Service users progress through further education in mainstream settings and discharge from secondary care services (to GP support) and many volunteer within the service to support the recovery of others or gain skills in which they teach others (peer support). ## **REVIEW OF ACTIVITIES AND PERFORMANCE** ## **INTRODUCTION:** ## Core Arts is a Leading Mental Health Day Care Service - •Core Arts has 30 years’ experience in providing best practice and best value in Mental Health Creative Day Care in London. - •Based in Hackney it promotes positive mental health and wellbeing through creative learning. - •Providing quality education, training, Employment and social enterprise initiatives enabling people who experience mental health issues to overcome barriers, fulfill their potential and participate fully in their community. - •Our mission is to support and promote recovery, social inclusion and mental wellbeing through the arts and enhance service user experience. ## Core Arts offer a fully equipped and staffed Creative Day Service - •Offering access to 97 creative classes a week under four departments: Arts, Music, Multimedia, Horticulture and Sport. - •Open studios and resources to work on self-directed projects. 3 bookable studios, 4 exhibition spaces, 2 art studios & an ICT Suite. - •52 professional PGCE/PTTLS equivalent, established and practicing tutors offering excellent education and inspiration in the creative arts. Effective individual guidance and support in personalised progression and skills development. - •19 staff on PAYE and 52 self-employed tutors working the equivalent. - •140 volunteers per week, working as tutors assistants per week offering 1:1 individual support and guidance. - •Individual assessment of referral and Creative Work Plan goal-setting with achievable objectives to promote success and provide personalised service tailored to the individuals needs and aims. ## Progression Pathways - •Opportunities for clients to progress to public performances, exhibitions, publishing, further education, volunteering, work experience opportunities and employment. - •Placements in our award winning innovative Social Enterprises: Core Landscapes (Horticulture company) Core Design (Graphic Design company). In the year March 2023 the company had been struck off. The company was re-instated at Companies House on 02 March 2023. - •Opportunities to volunteer, develop existing skills and experience work like activity and training; including contributing to the running of Core Arts through the members Involvement Scheme and Core Council. ## Community Events and Social Inclusion - •Core Arts offers an internal and external events program with over 50 events a year, giving members opportunities to exhibit, perform and socialise in a safe space. - •The hall has a 300 capacity, with a fully equipped stage run by technical staff, special guest artists and bands and a fully licensed bar. 13 | P a g e Core Arts - •Partnerships and networking opportunities offered regularly to clients with creative institutions across London, the UK and abroad. ## Outcomes •Service users are supported to gain education, training, volunteering and/or other experience and qualifications through increased opportunities including those in mainstream settings which enable them to acquire or enhance their skills, gain or re-gain employment and/or become involved in other meaningful and socially inclusive activities •Improved communication and social skills, self-confidence and motivation, and reduced sense of social isolation - •Reduction in admission and re-admission to in-patient services for users of this project - •Diversion from criminal justice system for service users, particularly those with forensic histories. Core Arts is open all year for referrals for over 18’s experiencing and managing severe and enduring mental health issues - •Refer your clients to Core Arts to access creative education that will improve their opportunities, promote their well-being, give structure to their day and prevent isolation. •Safe and enabling environment which promotes positive mental health, choice and greater independence •Open communication with wards, providing feedback and joint working to sustain membership. ## **OUR REFERRAL PROCESS** ## How to Refer to Our Service The service currently works in partnership with the ELFT and the CCG, specifically the Occupational Therapy (OT) departments at the Homerton Centre for Mental Health (inpatients) and discharge planning including CPA as well as the specialist community mental health teams in the borough (AOS/ R&R/ EQUIP) and locality teams. Core Arts is also a subcontracted partner of the City and Hackney Wellbeing Network, a service aimed at persons who have experienced moderate to severe mental health issues and which to access support services to support their wellbeing and recovery. Core Arts has established new referral routes through this pathway alongside a new programme geared towards sports and health achievements. These new contracts have engaged the primary care support teams, such as GP’s and therapy departments referring to Core Arts. Eligibility for membership of Core Arts is the following ## CCG/Recovery Alliance Hackney: Persons with severe and enduring mental health issues and are currently engaging with clinical mental health care team, inpatient, CPA or S.117 due to high support needs (NHS referral necessary) Persons looking for meaningful activity, social inclusion, structure, routine and development opportunities (risk management and support package) 14 | P a g e Core Arts ## Hackney Mental Health Network: Persons with mild to severe mental health issues, outpatients or persons who manage their mental health via their GP, medication or therapy. May have a history of mental health and previous contact with services. Persons looking to engage with time-bound skill development courses, which encourage goal setting, increased self-esteem, personal development through the participation of creative activities. As a member you will have access to a variety of sessions and workshops run by professional tutors, with experience of the creative industries ## Sports Programme Persons with mild to severe and enduring mental health issues wishing to participate in health and sports activities which are inclusive and suitable to a range of abilities (GP referral required) ## Personalisation and Personal Budgets Core Arts encourages self-referrals, we will contact agencies on behalf of an individual to support the referral, to ensure multi-disciplinary support planning for Core Arts membership and duty of care for the individual if there are concerns regarding health or welfare. The three Membership Managers are the first point of contact for referrers, clients and existing members; - Assessment of suitability for the service, current artistic skills and any support needs upon referral to the service. - Thorough induction, and creative goal setting, including objectives for managing any identified needs. - Recovery, strengths and solution focused support through 1:1 support sessions - Initial and ongoing partnership working with support services involving the member, as required such as CPA feedback, assertive preventative planning, and signposting to relevant agencies. - Creative Personal Development; evidence progression and achievements through creative work plans. - Progression: encourage and facilitate further development such as volunteering, member involvement scheme or courses and work training ## **PROGRESSION TOWARDS MEETING OUR STRATEGIC OBJECTIVES** ## OBJECTIVE 1 ØTo challenge negative stereotypes and the stigma facing people with mental health problems by the promotion of their positive attributes and strengths ## External Our remit is to provide opportunities for all our members and ex members to reintegrate back into society and showcase their creative talents. Partnerships have ranged from: - •International partners with Bavaria www.bezirkskliniken-schwaben.de, - •RHS Chelsea Flower show - •Church of England - •Research partners with New Philanthropy Capital. 15 | P a g e Core Arts - •Partnership with Trusts and Foundations: Tudor Trust , City Bridge Trust, , Lloyds Foundation, Act Foundation , Taurus Trust, AKO foundation. •Horticulture Partners: Capital Growth, Groundwork, Transport for London, Balfour Beatty, Serco, Bouyers, East London Business Alliance (ELBA) Deutsche bank, Barclays Wealth, - •Educational Partners from The Learning Trust, East London University, St Marys University College, Queen Marys university London, LSE. •Local partners such as Whitechapel Gallery, The Freud Museum, Willian Morris Museum, Hackney Museum, East London Business alliance, Mind, HCVS, HVC, Chats Palace, Hackney College, Cycling Club Hackney, The Sovereign, Libraries, bookshops and local venues. - •Music and art Exhibitions at the British Museum, Wellcome Collection, Tate Exchange, Science Museum Medicine galleries. - •Poetry readings and book sales at bookshops across London and selling on Amazon. - •Partnership with media organisations: BBC, Channel 4, The Community Channel, Rethink, LBC all made videos, radio. ## OBJECTIVE 2 ØTo develop the artistic and creative potential of our service users and increase their access to the benefits of the arts. ## Non Remit Clients •15% discretion is applied by Core Arts for persons who display a high level of skill or added value whose presence at the centre is beneficial to service user experience and the organisation (role model for new members/peer support element). This percentage/allowance also includes a small number of persons who may otherwise fall through the gap, as they are unconventional or find it difficult to conform/express themselves and are considered socially isolated, excluded and vulnerable by the health services, i.e. their GP. ## OBJECTIVE 3 ØTo expand and develop Social Firms and Social Enterprises in order to 1Increase service users’ confidence and self-esteem through their engagement with a practical working enterprise 2To increase the service users’ employability 3To generate income for Core Arts to enable the organisation achieve its charitable aims and objectives Associated social enterprises and social firms continue to be actively encouraged by Core Arts with the following objectives in mind: - To provide members with a bridge to the outside world. It can be hard for members who have lost confidence through mental health issues to launch back into the community. The experience of building and working for a social business in a supportive environment can be an excellent way to start to gain self-esteem and experience. - To challenge prejudice. Challenging prejudice about mental health issues is central to the ethos of Core Arts. The development of successful social businesses by Core Arts members contributes to this mission. 16 | P a g e Core Arts - To encourage ownership and responsibility. - Part of the road to recovery for those who suffer from mental health issues is to take responsibility and to feel involved in something where individual contributions count. Associated small businesses can provide exactly this, with members being encouraged to pursue their ideas with the support of Core Arts. - Maintaining focus on the central work of Core Arts. Core Arts is committed to providing creative activities and structured support programmes to help its members. Associated social businesses are created as legally and financially autonomous organisations. Core Arts will therefore be protected from any risk of these ventures. Also, the time devoted by Core Arts in supporting these ventures is limited and appropriately managed. - To gain income for Core Arts. In some (but not all) cases, associated businesses can provide income for Core Arts. Also, the existence of some of these associated businesses will help publicise the work of Core Arts, making the task of fundraising easier. ## **- 1. Core Landscapes http://www.core landscapes.co.uk** Established in 2006: Core Landscapes is a Social Enterprise owned by Core Arts. We provide professional garden design for private gardens and public spaces, landscape design, landscaping, maintenance and project management services. From 2010 we have been running a commercial nursery in East London. We are committed, wherever it is appropriate, to providing training and meaningful work experience to people who have mental health issues. **Profits go back to Core Arts.** The aims of the project are to: •Promote mental health for all by empowering individuals and communities to improve their environment. •Combat discrimination against individuals and groups with mental health problems, and promote their social inclusion. •Offer a care package that will include training, meaningful work experience and volunteering opportunities. This approach will help to address the social isolation of individuals with severe mental health issues by helping to improve social skills and social networks. •Involve service users in the service planning process of their environment. •Develop and evaluate occupational activities which maximise social participation, enhance selfesteem and promote exercise and healthy living. •Develop research tools with service users to assess how the environment of their services can best meet their needs. The business aims of the project are to: •Gain professional experience in running a horticultural training and maintenance project at the highest standard. •Provide Core Arts with show piece gardens to obtain further contracts in neighbouring boroughs and community spaces in central London. 17 | P a g e Core Arts - •Have a satisfied influential customer, who will provide good references. - •Make a profit for Core Arts and act as a trading and employment arm for the charity. ## **Project Partners for Core Landscape project** : • RHS Chelsea Flower show, RHS, St Barnabas Church, Tower Hamlets, Barts NHS Trust and Newham Council, GLA, Groundwork and Ecominds and London Catalyst has provided us with funds to support a volunteer and work training project on this site for the next two years we have over 16 professional partners in this project that work alongside our members and the community volunteers and groups including Fabric, Deutsche bank, Barclays Wealth, ELBA, LBH Newham regeneration Teams and Guibes developers. Canning Town and Custom House Regeneration team: Sarah Braithwaite and Sam Clark, Living Places: Anita Nadkarni Fabric Architects, University of East London (UEL) London Borough of Newham Council:, Arts and Leisure, Community Leaders and Engagement, Parks, Groundwork, East London Business Alliance (ELBA), Capital Growth, Community Payback, Parkside Gardening, Canals and Riverside Trust. ## **2. Core Design** ## Based at Core Arts www.coredesignlondon.co.uk •Established in 1999: This social enterprise exists to provide excellent graphic design services, for example brochures, flyers, posters, logos, websites and annual reports. Core Design attracts many repeat jobs from satisfied clients and, in a highly competitive industry, turning in a good profit is an excellent result. Profits go back to Core Arts. •Where possible and reasonable, Core Design aims to provide members of Core Arts with work experience. Members of Core Arts are paid for their artwork, photography and for reviewing documentation. Core Design also provides graphic design work for Core Arts at cost. Core Design supports the mission of Core Arts by raising awareness of the centre’s work through its clients, and thereby improving Core’s links with other organisation’s. ## OBJECTIVE 4 ØTo expand the strategic and operational management capacity to ensure that the organisation is fit for purpose. - We have continued to be competitive and innovative in these challenging times for community social health and wellbeing services. This is partly reflected in the increase in referrals from across London, from boroughs where they have no comparable service. Currently 22 boroughs refer. We also believe that our flexible approach to each members application and the bespoke funding package they bring, increasingly makes us an attractive service for support workers and case managers, who are themselves still learning how to best to promote and support personal budgets in mental health. As this success in attracting membership has currently been built on word of mouth we have decided to invest, over the coming years, in promoting our service to potential membership from across the neighbouring boroughs. Not only do we know there is a demand for what we offer but there is also the mechanisms for gaining access to Personal Budgets to buy the service. 18 | P a g e Core Arts - Continued Professional Development is integral and embedded in all our Trustees, staff and volunteer support. We continue to develop our staff skills both internally and externally though appropriate training and peer mentoring. - The senior management team has been preparing the organization for tender readiness and will continue review and refine policies and procedures to ensure no opportunity is missed. - Our volunteers program numbers over 140 yearly. These are externally recruited, qualified creative professionals offering their skills and experience free to support our service delivery, enhancing and expanding our client’s opportunities and learning in the creative fields. - Our intern placement program places university students from UK Universities and from abroad in our creative centre as tutor assistants, giving them valuable work experience . Directors The following served as directors during the year covered by these accounts: Vivienne Havell Gary Paul Molloy - Resigned on 14 June 2023 Stuart Edward Glyn Jones Mark Steven Salter Shaun Adams Ellen Faith Willetts The directors at the time the financial statements were approved are as follows: Vivienne Havell Stuart Edward Glyn Jones Mark Steven Salter Shaun Adams Ellen Faith Willetts Directors’ Responsibilities The charity trustees (who are also the directors for the purposes of company law) are responsible for preparing a trustees’ annual report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company law requires the directors to prepare financial statements for each financial period. Under that law the directors have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). Under company law the directors 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 company and of the surplus or deficit of the company for that period. In preparing these financial statements, the directors are required to: - •Select suitable accounting policies and then apply them consistently; - •Observe the methods and principles in the Charities SORP; - •Make judgements and estimates that are reasonable and prudent; 19 | P a g e Core Arts - •State whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements; - •Prepare the Financial Statements on the going concern basis unless it is inappropriate to presume that the company will continue to provide services. The directors are responsible for keeping adequate accounting records that are sufficient to show and explain the company’s transactions and disclose with reasonable accuracy at any time the financial position of the company and to enable them to ensure that the Financial Statements comply with the Company Act 2006. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for 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 in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. In so far as the directors are aware: - there is no relevant audit information (information needed by the company’s auditors in connection with preparing their report) of which the company’s auditors are unaware, and - the directors have taken all the steps that they ought to have taken as directors in order to make themselves aware of any relevant audit information and to establish that the company’s auditors are aware of that information ## **Financial Review** The principal funding sources of the charity during the reporting period are as detailed in Note 4 of the accounts. These sources include earned contracts, donations, grants, and fundraising activities, all of which have been vital in supporting the charity's mission and programs. These funds have been utilised to support the key objectives of the charity, as detailed in the Trustees' Report. The resources have been allocated to various programs and activities that align with the charity's mission, ensuring the effective achievement of its goals. ## **Reserves Policy** As of 31st March 2023, total funds amounted to £2,230,836 (2022: £2,260,926), as detailed in Note 16 of the accounts. The Trustees have carefully reviewed the budgets for the 2023/24 financial year, including the reserves and secured income. They have determined that there is sufficient funding in place to prepare these financial statements on a going concern basis. **A designated reserve of £210,000,** which represents four months of our yearly expenditure is held to enable the orderly closure of the charity should this become necessary. If, in the unlikely eventuality that Core Arts had to close, four months salaries and running costs are sometimes used by charities as a reasonable figure to provide an orderly closure of the project. As at 31 March 2023 there were free **unrestricted reserves of £216,378** which will be used to support the organisation’s future activities. 20 | P a g e Core Arts ## ñDecision Making The directors meet about once every 2 months to review the progress of the charity and to make any decisions that are needed to keep Core Arts in pursuit of its objectives. A manager and development director are appointed by the directors to manage the day-to-day running and development of the charity. In turn, the development director and manager appoint staff and volunteers to further the work of Core Arts. In addition, Core Council, a group of members of the charity, meet about once every 2 weeks to discuss the progress of Core Arts and to make recommendations to the directors and managers. ## **Organisational Structure and Key Management Personnel** The CEO reports to the Chair of Core Arts, who is responsible for convening Board meetings and ensuring correct governance of the charity with other Trustees. The Chair is also responsible for appraising the performance of the CEO and Trustees. The SORP considers the key management personnel of the charity to be those persons having authority and responsibility for planning, directing and controlling the activities of the charity, directly or indirectly. The Trustees consider that the Core Arts Board of Trustees and the CEO are Key Management Personnel of the charity. The pay of the CEO is reviewed annually by the Chair and benchmarked to similar posts within the sector. Details of Trustee expenses and related party transactions are disclosed in note twenty to the financial statements. Trustees are required to disclose all relevant interests and register them with the CEO and, in accordance with the charities policy, withdraw from decisions where a conflict of interest arises. Directors Selection Method The trustees are elected at the Annual General Meeting and any other time when a vacancy arises. The tenure of office is from date of appointment to the next Annual General Meeting. New Trustees are inducted by the Chair, Vice- Chair, CEO and Deputy CEO and Finance and offered training as necessary. The Board meets at least six times a year. Day-today management of the charity has been delegated to the CEO. The CEO is supported by staff and volunteers, if applicable, and a scheme of delegation is in place. ## Risk Review Financial – Core Arts continues to increase its annual income and expenditure, hence the potential to increase the risk of financial mismanagement is obvious. In order to address this situation, the post of Finance Worker has been created. The main aim of this worker is to reduce or eliminate the risk by implementing financial systems and to report to the Management and Director on the financial state of Core Arts. 21 | P a g e Core Arts Service delivery – As Core Arts has increased, the number of workshops it runs have also increased. It means we must have and continue to develop a sound approach to service delivery. This is accomplished by training for staff, volunteers and members to ensure that standards are maintained and improved. ## **Key aims for 2023/24** - consolidating the recent growth of the organisation. - creating a series of spaces for our members. - Develop and deliver a refreshed membership offer for individuals. ## Auditors Perlin Franco are deemed to be reappointed in accordance with the Section 487(2) of the Companies Act 2006. This report has been prepared in accordance with the provisions applicable to companies subject to the small companies’ regime. This report was approved by the board on 27th September 2024 and signed on its behalf by: Vivienne Havell (Director) Registration number: 02985939 22 | P a g e Core Arts ## Report of the Independent Auditors to the Members of Core Arts ## **Opinion** We have audited the financial statements of Core Arts (the 'parent company') and its subsidiaries (the 'group') for the year ended 31 March 2023 which comprise the Consolidated Statement of Financial Activities ,Consolidated Balance Sheet, Consolidated Cash Flow Statement and Notes to the Financial Statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' (United Kingdom Generally Accepted Accounting Practice). In our opinion the financial statements: - give a true and fair view of the state of the group's and of the parent company affairs as at 31 March 2023 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended; - have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and - have been prepared in accordance with the requirements of the Companies Act 2006. ## **Basis for opinion** We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditors' responsibilities for the audit of the financial statements section of our report. We are independent of the group in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC's Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. ## **Conclusions relating to going concern** In auditing the financial statements, we have concluded that the trustees use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the group's and the parent company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report. ## **Other information** The trustees are responsible for the other information. The other information comprises the information in the Report of the Trustees, but does not include the financial statements and our Report of the Auditors thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. ## **Opinions on other matters prescribed by the Companies Act 2006** In our opinion, based on the work undertaken in the course of the audit: - the information given in the Report of the Trustees for the financial year for which the financial statements are prepared is consistent with the financial statements; and - the Report of the Trustees have been prepared in accordance with applicable legal requirements. 23 | P a g e Core Arts ## Report of the Independent Auditors to the Members of Core Arts ## **Matters on which we are required to report by exception** In the light of the knowledge and understanding of the group and the parent company and its environment obtained in the course of the audit, we have not identified material misstatements in the Group Report of the Trustees. We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion: - adequate accounting records have not been kept by the parent company, or returns adequate for our audit have not been received from branches not visited by us; or - the parent company financial statements are not in agreement with the accounting records and returns; or - certain disclosures of trustees' remuneration specified by law are not made; or - we have not received all the information and explanations we require for our audit; or - the trustees were not entitled to take advantage of the small companies' exemption from the requirement to prepare a Group Strategic Report. ## **Responsibilities of trustees** As explained more fully in the Statement of Trustees’ Responsibilities set out on page nineteen, the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the group's and the parent company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the group or the parent company or to cease operations, or have no realistic alternative but to do so. ## **Auditors' responsibilities for the audit of the financial statements** Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue a Report of the Auditors that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below: We obtained an understanding of the legal and regulatory frameworks applicable to the Company and the sector in which they operate. We focused on specific laws and regulations which we considered may have a direct impact material effect on the financial statements, or the operations of the company which included the Companies Act 2006, the Charities Act 2011, taxation legislation, data protection, anti-bribery, employment, environmental and health and safety legislation; - Identifying and assessing the design effectiveness of controls management has in place to prevent and detect fraud; - Understanding how those charged with governance considered and addressed the potential for override of controls; - Challenging assumptions and judgments made by management in its significant accounting estimates; - Assessing the extent of compliance with the relevant laws and regulations. - Discussions with management, including consideration of known or suspected instances of non-compliance with laws and regulations and fraud; We identified the greatest risk of material impact on the financial statements from irregularities, including fraud, to involve the completeness and timing of income recognition and the override of controls by management. To address the risk of fraud in relation to revenue recognition, we: - Performed detailed substantive testing to address completeness and accuracy of income; - Assessed the appropriateness and application of the accounting policy concerning income recognition; and - Performed detailed cut-off testing either side of the balance sheet date. Core Arts 24 | P a g e ## Report of the Independent Auditors to the Members of Core Arts To address the risk of fraud through management bias and override of controls, we: -Performed analytical procedures to identify any unusual or unexpected relationships; -Identifying and testing journal entries, in particular those with unusual account combinations, unusual words or unusual users -Assessed whether judgements and assumptions made in determining the accounting estimates were indicative of potential bias; -Investigated the rationale behind significant or unusual transactions. Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation. A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our Report of the Auditors. ## **Use of our report** This report is made solely to the company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the company's members those matters we are required to state to them in a Report of the Auditors and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the company and the company's members as a body, for our audit work, for this report, or for the opinions we have formed. Faustino Franco (Senior Statutory Auditor) for and on behalf of Perlin Franco Chartered Accountants & Statutory Auditors Solar House - PF 915 High Road North Finchley London N12 8QJ Date: 27th September 2024 25 | P a g e ({￿EARTS (￿￿￿￿lated5t￿￿emert rf FI￿￿r￿1 ALtlthe5Prth&w loTihDy•w 31 MITthIDIJ Furnd lur 2021 Gr￿P1￿12 2021 VL4untAiy kirtxnB. 10.161 I￿.¢10 205 3K,X70 27,th) ais.170 19D.4JO Tr•dlN ot￿r￿rAt1￿ i￿￿￿rr 27, È32 42.411 a32 393.333 420,333 ats).$98 Eainedin0￿.{(kitrart5 177,027 39934 559.421 740.rfj5 a9 >34 717,101 IB.276 J.W7.395 960 l.055.9 20.283 21.185 .213 21.31$ IB.582 Tridlrrf E￿￿￿1•￿ 1.thl 62 591,984 32,562 1.192.315 E.OG7 Net In[￿￿/{e4￿￿￿ltLye> andnBt 2.453 35,773 Ctsrw*tithlt* Re[￿￿lIat￿oft￿ 1,743.105 2JO.WD 7.111 2,210.528 1,116,911 Gains ar￿105￿e5 revalUat￿n &￿￿15set5 ￿th￿￿rIty'S W¢nU5 ell￿nt ￿le¥alUatI￿re5eTVe 38,JSB 3E.15S 3B,iSR - IS.￿8 I.673.￿5 210.(th1 347.75J I.2￿.925 1 266526 C(XiE AR T5 cOr￿lI￿ated and Charity Bala￿e Sheet a5 at 31 Marth 2023 Nott Gr¢up 2023 Group 2022 Chariiy 2023 Ch)rity 2022 Fixed A55et5 io li 2.506.9 2,290.102 2.SO8.964 2.290.102 Investments 2,508.964 2,290.102 2.508,969 2,290.107 Current A￿t$ Oebtors Cash at Bank and in Hand 12 100.921 456.388 557.310 240.576 566.937 807.513 104.003 441,522 545,526 250.126 552.071 802.197 Cre&tor5.. Amount5 fallins thJe wit￿￿ one year 13 130.194 lQ5.463 118,429 94.552 NÈt Current Asset 427.116 702.050 427,096 707,645 Total Asseis Lesscurrem ￿a￿litIeS 2.936.080 2.992.152 2.936.065 2.997.752 CrEthtor5.. Amount5 fallinE thJe over onE year 14 705.244 731.226 705.244 731.226 NEt A55etS 2,230.836 2,260.926 2.230,821 2,266.526 Reprtsented 6y'. 15 16 16 347.751 15 1,671.070 210.000 2,230.836 307.121 347,751 307.121 Nonlharitable Trading Funds UnrèstriLtéd Funds Oesignated Fund 1.749.4D5 210.000 2,260.926 1.673.070 210.000 2.230,821 1.749,405 210.000 2.266.526 16 The finanaal 5tatempnt5 have been prepared In accordance with the prov1510n applicable to companie5 5ubje(t tothe stnall companie5 regime. The finanoal statements wÈro approvéd by thé board on 27th Sèptember 2024 and ￿gned on Its bÈhalf by Registration nLTnbEr.' 02985939 C((IE ARTS C￿$011daled Statement of Cash Flows Year ended 31 Marth 2023 Note 2023 2022 Irestatedl Cash Ltsed irb oper8tlrKg adivltles Net rnvew*nt in fvnds Deduct addition5 of fixed assets Add bad( depreciation Deduct interest incorne in itwestiw activities Dedurt movement in revaluation Decrease lincreasel in debtors Increase Idecreasel in creditors 8,067 284,570 65,707 93,317 58,039 61,393 832 38.158 139,655 24,731 20 38.158 83,454 35,831 85,400 106,116 Cash flows from investin8 activities Interest income 832 20 Cash provided by Iu5ed inl irwe5tins a(tivities 832 20 Cash fiews from finanong activities Repayment of borrowing Net rnovernent in borrowin8 Purthase of fixed assets Ca$h used irb fina￿1￿% adivitles 25,982 25,147 25.982 25.147 Increase Iderreasel in cash and rash equivalent In the year 110,550 80,989 Cash and tash equivalent èt the beginninK ofthe year 566,937 485,948 Total Gish and cash equivalent at the end of the year 456 387 566 937 ReCO￿lIation ol net irKoming resouKesto net fash inflow from tharita￿e activities Cash in operating activities Net rrw)vement in fvnds Deduct additions of fixed assets Add bad( depreciatio Deduct interest incorne in itwesting activities Deduct rnovernent in revaluation Decrease lincreasel in debtors In￿ease IdeLTeasel in creditors 8,067 284,570 65,707 93,317 58,039 61,393 832 38,158 139,655 24,731 20 38,158 83,454 35,831 85.400 106.116 C(XIE ARTS P•)testtsthe Con501idated A(c¢)￿t$ for the year ended 31 March 1023 l. A(xwntir* Pdiaes 1.1 A¢¢oumirrf Convemion The ffinjnoal statements have been prepared in axord•nty with Accounting and Reporting by charitie5. Statement of Recommended Practitr applicable to tharities prepèring their ryDunt5 in aCCDrdancÈ with th@ Finanaal Reportin8 Standard applicable In the UK and Republicof Ireland IF￿ 1021 leffeLtiv@ l January 2019I-1(harities 50RP IF￿ 1021, the Finènaal Reporting Standard applicèble in the UK and Republlc of Ireland (FPS 1021 and the Corwènies Act 2006 ènd Charities Act 2011. The 5tatemEnt offinanaal a(tivitie5 ISOFAI and balan￿ sheet con501idate the finan￿al 5tatemEnt5 of the tharity Jnd Irs subsidiaries. The results of the subsidiaries Jre wnsolidated on a line by line The awunts ?re prepared in 5terlin8. whith isthe funrtional currency of the 8roup. m￿et)rY ?mount5 in these finana&l statements are rounded to the nearest El. The Charity mett5 the definition of a public benefit entity under FRS 102. Assets and liabilities are initially reco8nised at historiral ￿st or tran58Ction v&luE unless otherw15e stated in thE relevant accounting policy nDtel51. l.Z L¢8al Status of Chjrity The tharity is a privatÈ (Ompany limited by guarantee incorporated in England and Wales and has no share Apital. In the event of the th¥rity being wound up. the liability In re$¥rt ofthe guarantee 15 limited to £1 per rnber of the tharity. The re¥istered office ofthe charity Is sited at The registered offi￿ of the charity IS Sited at I St. Barnaba$Terra￿. Homerton. London. Unlted KIn8d0￿ E9 6DJ 1.3 Graup FinB ￿la1 Statements The financial 5tatemEnts con501idate the results ofthe tharity and it5 whDIIy Dwned 5ub5idiaries on line*y4ine basi5. A separate srarement of Financi41 Aciiyities and Income and Eypenditure Account for the tharity hes not been presented because the tharity ha5 t?ken ?dv8ntaie of the exemption afforded by Companies Act 2006, s.408. 1.4 Fund ALuJurrtiry Unrestricted fvnds are available to spend on activities that bJrther any of the purposes of tharity. Designated frjnds are unresrricred fvnds of the Charity whith the trustees have deaded èt their discretion to set aside to use for & 5peafic purpD5e. The 8im and purpD5e of each desisnated fund 15 set out in the notes to the finanaal 5taternent5. Restricted fvnds are fvnds ofthe tharity restrirted for 5peaficservi￿5 undertaken the tharity. The mst of r?Isinz and administerinK suth funds Ire th?r8ed a8?Inst the speufic fvnd. The aim and use of eÈth material designated and restritted fund is set Out in the notes to the fin8ncial 5taternents. 1.5 Inc￿￿1￿ Resour 1.5a Re(08nition of inwme In￿rnE Is Induded In thE Staternent of Financial Activities ISOFAI when.. *the charity becomES entitled to the re50urces-. 'it is ￿re likely than not that the trusteeswill re￿1ve the resour￿5.. and *the monetjry v?lue can be rneasured with 5uffioent reliability. l.sb Donat￿good5 and servi￿$/fa￿lItles Gifts in kind for use by the charity are induded In the SOFA when re￿IV￿61e. Donated tsir v?lue (the Jrnount for whith th@ asset Could ￿ @xthan8edl unless impraLti￿l to do so. Donared services and faalitiesare induded in ihe SOFA when re￿iVed ai the value of the 81ft io the tharity provided it (an be me&5ured reliably. Donated servi￿5 and kalitie5thBt are ￿nSUmed imtnedi&tely are re￿gnised as in(xJmE With an equivalent of expense under the appropriate hEadinE in the SOFA. 1.5t5ales Trading income represent the InV(4￿d value of servltss rendered. CORE ARTS Note5 tothe CotHlidatedA((Lwnt5 fortheyear ended 31 Marth2023 1.5d IrNestrnent I￿(Xne Invest￿*￿t incomE 15 Induded when re￿IVa￿le. L.Se Grarrt5 Granis. where entitle￿nt Is not noi ¢wdltloNI ¢n the dellvtry of a spedfl¢petsrn)D by the tharity. Bre re￿￿￿1$ed whenthe thBrity becvmp5 Un[￿dItIon￿lIY entitled tothe grBnt. 1.6 Fimed A55et5 and DEpreaation DÈpreaation is prtsvidéd at ratescalculilÈd towritÈ oftthe cost or valuation, lessestimatÈd r8&idu41 value oleath asset over the eyLted usefvl life aSfoll￿5'. Freeh￿d Property MathiDEry Fixtures Fittings &Equipment Motvr Vehide 2% (05t 20% ¢n W5t 20% on ￿5t 25% on Item&olexpenditure are capitalised when purtha&e price exceeds E51X) Tangible fixed a55et5 arp stated at (Dst le55 a￿￿[￿ulated depreuation. 1.7 R￿0￿rr￿SE￿￿ndÈd All eypenditur8 isaccountedfrrf on &c¢rual 1.8Vdunteers The value of the 5ErYice5 pr(widEd ￿ volunteer5 15 iTKorporatEd Into the* state￿￿￿15. Further det4ils of their ￿ntriL￿rtIan is pr<)vided In the trLUtees' report. 1.9 Carital Grants C&pit&l grants have beentre&ted in au￿rdanCe withthe SORP, they are recognised 45 in￿MIng rÈsources on rècèipt. this Is not In attordantè vdlth tho Companiès Act. Thè CompanlésAct requires thé income to bè déferred and reléased lothe Incom and éynditurÈ ac£ount rAI strai¢ht line ba515 over the lifr trfthe 4550tsated 45*15. The 50RP 15very iTnpurtant. theref(Yethe director5 have undertaken a true and fair override. 1.6 Restrirted Fu￿J5 Rostyicted fvnds to bè usÈd for spèclfitpUr￿S0S as lald dtswn by thÈ dontsr. whith rneétsthis criterii is tharged to Ihè ￿nd. 1.7 u￿￿St￿l￿ed Unre5trirted fvnd5 are dunatI￿5 and other reSuur￿5 rE￿1VIble w gEnErated t ¢bje¢tsolthe dwrity WIth￿rt furthet sytsfied purptrse are availèble è$ lenetèl fvnds. 1.8 De￿g￿ted Fund Thèse Compri￿ unrestr1Ltedf￿1dsth￿l hav• been sèt tht directors for speaficpurpoms. Tht èlmand of eath desilnated fur￿ lsset wt Inthe notes iothe fnanoal $1)temenis. 1.9 DEbt￿5 Trade ¢thet debtors ate feC¢lhised at the settlemeht due èftet èty trade diS(oJnt Qfftred. Prtpèyn*rtts ate vBlued at the arnD￿t prepaid net of any tr4de dixDunt5 due. ALuupd In￿rne 15 included Bt thp best estimate ofthe Bfflount5 reEeivablE at the balan￿ 5hpet date. 1.10 Cash4t bank and Sn hand Cash al bank and cash In hand Indudescash and short teim highly liquid invé%trnÈnls with a short mturity ofthree ¢r le55 fromthE date of a￿Ul51t1¢￿ Or opening of the dew51t sIN￿lar a￿o￿Trt. L.IL Crethtor5 Creditor5 are rE￿nISed wherE thE tharity ha5 a prp5eTrt t&li8ation resulting from a past evert that will Pro￿blY result in the transfer of fundsto a third party andthe arnount duetosettle thp obligation be mpasured or estifflated reliably. Creditor5 Bre normally rerognised 4t their SettleTh￿￿t aThwJunt after allowing fDr Bny trade di5￿U￿t5 due. CIJRE ARTS P￿te5 tothe (Drndidated for the year erthd 31 Marth 2023 1.12 TaxatlLYI As a tharity the Drzanisation is Èxempt from taxon incorne and gainsfallinz within section 505 of the TaxosAct 1988 or $256 of ihe Taxaiion of Ch4r8eable GaiD5 Art 1992 10 the ¢￿ent that these are applied to its charitable obiert% No taxcharges have arisen In the tharity. 1.13 Criti(zl at4xJunting estirnates and ju*emeThts E5tITnate5 and iud8eTnent5 afE Euntinually evaluated are based on histori(al experien￿ and other fattDrs. indudin eype¢tatlws ¢ffvtvre evenis thèt are belleved t¢ be reasonèble vnder the orWmstèn￿$. The Charliy mèkesestiN￿I¢S atbd a55umptlQll5 (onEErning the tuture. ThE re5ultins a￿untIng e5tifflatE5 and a55umptlQll5 will. by definitio Seld￿ egu¥I the related artual results No jud#ETnent5 (apart frtsmth05e inv¢lvine e5timatesl have been made in the prc*ess of applying the aL￿ve a¢¢ountin8 wlioès. The kèy assumptions concernini thè future and kÈy ￿urceS ofestirnation of uncertainty at tho roportin8 d)tè that have a Si8nifi¢aDt risk of (au*n8 a Mater￿al adjustment t¢ the ￿rrY￿nI amounts of as*ts and I￿abIlitIeS within the finanaal year Indudè.. stimarion ofthe useful ewrthnic Ilfe ¢ftreehdd property. fvrnitvre aDd fixtures. plant and mathiner¥.' motor vehlde and 4hè r￿alUation of tho free￿d prtspÈrty.' 1.14 Finanrial instrLYnÈnts 1.15 pens10￿$ The tru5tee5 agreed that from 1st Awil 2016the organ15ation will automati(ally enrd staff intothe NEST pen￿on 5therne. whith is funded by ￿ntribUtIonStr0Mer￿ployees￿nd ernplryer. unless staff opt out ofthe stheffle. The sthemp is a mDney purtha5e definEd (ontributiDn sthemp and In theyear 31 Marth 23 the total ￿￿rtribUtIon was£110.29712022 £86.9311. CiIRE ART5 NDt*sto thÈContolthl•dA(ttunts loi thtye4r erthd >1 MDIth2023 In *ssÈsslng going ttonttrn pos1tltsrtoft￿ CDmpaw Grw. th* Trustéésh•vé dètalléd. yet adaptatrdè. plafi thpt U￿Sider thE sri￿p.${Dre(3st prO￿￿tel aUi¥rtie5. the relatedfinanual bu*ets. r35hflows and IKDNditYfw thp pErigdtoAv4U5t 2025.whith isi period of le4st 12 moThthstrom do¢eol4pwtr4al ofthefiThBnuil stotement5. At v•4r tndtlo irouphlsfjot aYr•nt 1￿15￿£427.1l6 IDd Mt •s¥tlsvf E2,230.836 Tho r•5ults fDr ywr ilow Iheyoup ha5been Wthtgb1ea￿gerer￿tlry P051tweo5hflw45. Thé trustèè are tOn5tantly Tewlèwing bré(Jst5 andtaking appfowiatè aLt1￿$ ttsensule thEOPErations tDnrlrtu withwf InterTvptipD Eiirnple5 01?tfioD5 takefi dpvelopin¥ new inrome 5freafD5 ènJ5eekiwfvrtlEr (undiw5ovrres. (ontinu• to¢p•Y4t• In Its ￿rro￿t FJrm for th• for•s*••bl• fvJtur•. Theretre1￿ ¥rouP(Drt1￿5tO adopt thp8(XW (WKerD ba515 iv prE￿ri￿ It5ffi￿n0￿I *4tery*nl5. Chwity 1012 Unyéstrfrtéd 6,331 10,16¥ 2023 Rwtri(ted Unre5triLted 2022 P￿rI￿ted unre5t11￿e￿ Ir￿c<￿e DeS18n￿ted Dey8nated 4.1 Eamlldcontratt Budgèt Into ty & Ha(knEy Mind PHB Iwome landsts￿S EASTLNHS7 477.027 219 077 488.024 4.2 CQh•i Gr•rti Éast End ConYnuThlty Ftsuhdatlon sp￿¢￿ Foun￿tIOn Ako F￿ndIt￿Tr tsty &idg* Trust Th• Ptud•rK* Trust 2.90D 2W 95. I￿,236 90.(( 47,040 Merth•nt Tiv1￿5, lond￿¢9m￿nIlv Resp￿￿51 Fund Grow￿￿￿ Greener Fwd Our SpaEe Award-GrDundwwk ttEr v COVID-19 Aè5PanSè F￿d Conm￿nItY Alh*letltGLA Swt Urdl•s 16.084 10.0 11.548 16.000 69.246 17.392 29.1 Ku5Ima Trusr u¥ i•*t￿r$*I1*1ScQ￿￿ffl¥ Tru# iortdM Ltsgaty Dèv tttp 6L4 Unite51 ESC Furd Natianal lottwy thelsea rElaratio Relief 8rltishCydl 32,1 49,433 lo.o¢¢ io,( 3.148 27,C 248 I￿.r CORE ARTS tes tothe C¢thsdldated A<¢ounts lor the year ended 31 Marth 20Z3 5. tharita￿e aaivities Unre5t- Designated ided 2023 Restricted Total Total 2023 2023 2023 2022 15S,841 15.604 3,134 27.616 1,190 6.254 87,656 4,581 1,757 2,745 10.181 11,152 343.518 36.410 7,312 499,3S9 52.014 10,446 27.6LS 1.190 6.254 209,801 4.581 1,757 2,745 10.181 11,152 453,583 38.016 9,803 24.755 6,791 4.772 193,752 6,115 2,342 2,602 8.984 13,000 Ernployer'5 NJtion•l In5ur•rKe Ernployer's Pensian Services Insuran Se55ional WorkEf5 and Exp2nse5 E4UIPtt*nt Printin8. Post&8e and Stationérv Alarm Maintenance Tèlephone Subscription5 & Publications siness Developmenr SPOE Other ExpÈn5e5 Covid- 19 Safet¥ Ekpenses Motor &Travellinw Ewen5e5 &JildinR ExpEnSe5 tDnsultang Fees Publicity and prOt￿tIOn 122,145 420 3.312 7,908 53,062 3,657 89 2.526 2,973 1.676 653 26.045 2,035 31,806 1,859 1,275 60 342 8,641 56,630 3,210 1,839 2.553 1,780 4.199 488 25.209 149 36,909 1,558 8,641 63.906 3.210 1,839 2.553 1,780 4.199 488 25.209 149 36.909 1.558 7.276 Food and Drink General admin Bank thariÈ5 Loan Interest Recruitment Expenses IT Developrnent Payroll Cost Web51te Event5 other ProjeLts 5.021 1,479 5.021 1.479 LO.651 66.801 2.034 LO.651 66.018 31.626 4.867 864 2,400 26,920 (hurth Gjrden Core Oeslgn Depo Project ead Debt5 Provision for Bad Debts Governan￿ Costs (see note 51 Oepreaation- Freehold Property Depreoation- F F & E 783 2,034 24,974 6,634 17,966 15.274 5,275 550.316 24,974 6.634 17,966 22.274 5.175 1.150.646 7,495 22.274 961 600.330 1,001.620 ofth8 £1,001,620 in 2022, ££426,446 was tharged to r@StriLt8d funds and £575,174 was th&r8ed to unrestricted funds. YIE ART5 fwtheyear wthd31 Marth W13 ￿d￿rit￿blE R*lk*f d F￿r￿￿1￿OI￿r*￿*￿jill￿ Costs 2023 Z023 2022 2022 2022 St•llCotti $34.742 27M77 561.819 479.872 $01.402 5prvbre5 27.616 24.755 24.￿5 L190 1.1>) 6.791 6,￿1 In5ui4r 6.254 6.251 4,772 4.772 S•55lyMI Wry*qrs •nd •hp•nws 209,801 209.801 1g3,n2 Equip￿￿1 4.581 4.581 6.115 Printiw. P05fi8e arl SlalionEry L757 1.757 2,342 AlaTm mal￿te￿ 2.745 2.745 2.602 2.602 Tplep￿t 10.IBI B.984 SukcriPtlons& PutrliCatifJrÉ SPOE (Xhér ÉMp*nsÈs ILI52 11.152 ia.fm ia,fknl 420 420 4ld- 19 Sbf•ty E>p•nMs Motor &Ti4v•lllw Ildiw ENW ultanty FÈÈS 8.S41 8.S4X 7.908 63. 63.9 53.062 J)1 3.210 4,657 a,6S7 Pthlldiv •nd kYW*XI 1,839 1.839 89 HOSPIt￿lIty 2553 2.553 Drihk L780 1.7&) 1973 2,973 Gene1414drfvn 4.199 4.199 k dwrles 488 653 653 25,209 25.209 26.045 26,045 Re￿￿1t￿Ent Ewen5e5 149 2,035 2￿5 IT 36.909 31.JOfj Payrpll Cost 1558 1.558 1.859 I.￿9 i.z 5.021 5.OIL PIoj•#& 1.479 342 H￿tI¢L￿t￿ra1 Project ch￿r¢￿Sa￿d* 10,651 10.651 8L626 31,626 8S.801 66.801 4.867 4,867 Cwe De*8 2.034 2.034 D•po Proj• Prrrfbsi￿tsr£Od Debt5 6th34 6.6Y ead D*bts 24.974 24.974 28.>20 26,920 17.966 J7.gE6 7.495 7.493 Depreoatipn-Freeh>ld Propprty 22.174 Depyéttatlon. F F &E 961 *1 1.15D.646 i.Wi.S20 COAE ARTS l*testOt￿c0r￿d*d1t￿dAC￿￿rts frrf t￿year endÉd 41 Marth 2023 5.2 AnalY￿SOf swi rthtsAswrtknMd 2023 2022 27.077 21.530 94.2S3 83.ÉSg CaTrwrvJnir4tian 36.909 33.081 158,289 138.270 5.3 6rJvernanc•sls linkedtothe strBte8lC CORE ART5 F*)te5tot￿(￿thteO￿￿￿Arts foi the ye•r enthd31MarthlOIJ p￿ri￿ad TotDI TctBI iLled 2023 023 2023 2022 2022 20.2S3 20.2S3 ofthÈ £20,28a In2023 all rfit was thargéd to uThréstri¢ièd Rttiilct Total Tot•1 i(ted 2023 2023 2023 2022 3.566 14.4 3.566 14.400 3,295 7A95 . Staff Co#$ Grou Group rlty Charlty 2022 2023 513.214 54.810 9.S03 489.315 38.016 9.S03 499.359 52,014 10.446 475.460 38.016 Employei'i thtlcfAI p•￿ir￿C￿lS 523.279 Or￿+￿p1**• Ih•yth*$4fE60.0th) Th• 4v•ri8•ro*rkn Ot￿r•￿ve*S inDlys•d by fiJnttlon wis.. 2022 17 arlty 18 20 The wiJtokey per5oDDpI induded in 5?1?ries15 £96.791 Thp ￿01nd tru51ee5are consldèred as key rnanai*r(*nt pÈrsonnel. Noné of thé tYu>tÈes received • ￿111¥. Th• dlr•ctorsKtrurt••s r•c•iV• 4ny i•munor4tlonfor th•Sr not r•lmbuii•d lorth•lr •ynt• durinH ihe yearl2022.. NIL) CORE ARTS FwttEY¢wrEthd31 blorrh ZV23 10. FiYqdA Motor v*hld¢s L•41•h￿d Pr(y¥r¢v M•thin*ry U￿￿ t¢￿t Urtdèr CoThst Flxtvr*s& Pl¢¢￿V At l Aptll 2022 Additio 137.388 iuo.000 28,373 15.419 5S,039 21.536 1879.219 284.570 263.034 At Il Mbith 2023 2 6th).th)o D•pr•datkn. 413.114 Z8.3?3 15.41Y 589.111 4r1• lor1￿ y•41 N•t V4luv. At 31 MoTih 2023 At 31 Marth 2.Ib6.354 The freehdtswwerty Wa5 rev￿lued ￿3Qjan￿ry 2019 4t £2.fy10.WO by MrChri5114n Rl re¥15teredValw oloarke Hillyer. The Wfjperty 15 Stated at 4 rev4lued relea1D￿lhpfr1r m￿Tket valupvftlEwoperty. Thp propprty wa5 revilupd in 2017ar 2020. andt￿ revèluatlon w•s Induded In the rOval￿￿10Th resÈYvè. The v11￿ti￿1 bas￿ Dn tho compit4blo ulè&wK*solclh•i DI wop•rtl•s sold In th•*r•4 *￿h￿sWm￿tloTri thv 5t•tv a1￿ldIn# b•lni bv i buildiry 5Ury•y. Shèie5 At 31 Marth2023 At 31 M*rth2022 Th• Ihv•Stffl*nt r1￿•￿15 1(W holdltsl In bothCot¢ Dt51iD Il¢￿￿1 Ltd C41• L•r&¢*wLt4 ¢omp•ni4* whith Dr• Inxfw4ted ifi th• Vnit•d Kinldrth. Group 2023 Graup 2022 Ch•nty 2023 2022 12. DeL*(w5 TradÈ Dèbtors Le55 Provi%￿tr Bad De￿5 other DebtryS Pr•payrMnls A￿0￿￿t Sthi¢i•ry vndert4kl 103.247 6.634 3.798 510 226,287 101.307 LB5.547 .181 6.108 3.075 6,lOS 50.290 6.255 C<*E AR TS tès ltsthÈ Con￿￿11&tÈdAtt1xknt￿ ForthÈ Year EndÈdai Marth 2023 13. (reJ1￿ Am¢Juntsf•lliry wItNThcM y*ar GICLV 2021 Group 2022 •iity 2022 2023 Tra&(reditor5 Ckhew (reditor5 Alr￿1 R•c•lv•d OnA(Co￿l Arrwl ro￿1¥¢d ID Itt•v Arr￿t tswedTo Vndert4ki 34.223 3.816 31.806 30,fy13 3.816 24.658 4A88 5.333 224 224 224 51.193 463 3.654 12.790 51,192 14,496 51.193 Cihti Ta￿5 &Sotsèl Setufity Srènt5 Peceived in Adwanre Aqru415 14.496 3.654 10.330 17.256 14,40D CIXtEARTS Not•llO Ih•Conwlklai•d Accounti lorth¢Jwrend¢d 31 a)23 An￿U￿t$1￿th¥ du•O¥•ronè Group Gr (harity 2023 Charity 2Q22 Mrrt¢4¢• Lclh e￿a￿le in five ypar5 705.244 7Q￿.244 731 226 Th• Thrtg•g• lo4n1ss•ux•d ty • first hxld l•i•l thDi8• wlth fvii tlll•quir4fittt over frtttrdd propoity kThown 15 Th• C•Thtr• I St ifid 109 ￿0￿•rtan Ailh Stv••t Lth)dDn E9 60J. oftèpayment". Cutrenl rale of Intpre5t.. T*al 5erured.. monthsat a of É4266.05 3.47% over Ease Rète E756,436 15th 2044 IS R#strf(*4d Fund8 Movemert lrt 31 M4rth 2022 2023 R•v•nu• R•v•r M•w Mqn SryJeFIMrt(YEttry ISF Gr¢￿￿&Wo￿k LondD (0￿m￿ni1v AtheleticGL4 pital Sr4Dt Property PurthI5e Oty *idg• Trust Th• PrLthnr• Trust The T4uiw Trust MerthantTayliYs' Companv iorthic￿￿UnI1Y Fund LahdDn Work_Rodtop ￿inG￿r￿?￿l￿ Lott*r ¥ COVID-19 AÉspons• Fthid Cowffjjnliv AthtlotlcGLI Swt Unltqj D• LI￿1¢ Foufithtion Ku￿rna Trust UK ièathÈisÈllétsCoMpany Trusi rthi LÈgècy Dèv Cot GLA Unite51 E5CLottery Fv tioMI lolt•ry •ls•4 r•loutlon co￿( Rdi¢f Itishcyding 17.590 11.548 11.983 26fi1KK) 17.590 11.548 259.0 105,236 90,000 a249 29.000 29.f 9,000 32.100 5.000 49.433 4.348 io.ooo 10,000 32.IC 49.433 io.( io.( 6.805 27.000 27.(*J) >7.121 3779 197292 CORE ART5 P*)te5tothPlon￿r￿ted4Ir(VrtS foi the year ethjl M4vth 1023 16. Antylysisof N¢1 As*ts•¢tweW P*Jliirtqd Vnr•stilct•d N￿<￿rIt￿bIl Tat•l 10)3 Currgrt A$5tts Tin8ibl• Fix•d Asi•ts 88.751 259.CO) 128.Y45 20 210.¢ 427.116 2.508,964 705.244 1.456M2 705.244 Invéstmènt 347.751 210.IX)O 1.4%.892 2.230.836 Dè￿Enated Fund Thés* fvnds dÈslgn&tédknr SPetsfitwrM￿$lsfrI10+JS.' £210,(W-repre5ertiwfwr oftbe tharity'5 annual •penditure ￿th?￿r￿prlY do5ureofttE(ttarity rfit ever Unie5trided Fund The vDre51ritted ufE21fi378 will bp u5edtoontinue thp deyelopmpnt ofthree ￿W{re*￿erentre5 MÈntal health. nèmÈly=' Core Arts&St Garden e Fla8*hip @ Fiver Lea C(rfe Turbine H•ll @ H4(kMy Wl¢k whith w•r• onErAw 41 31MarthlOI3. 17. CCIn￿ Th• coThwny ownsth w￿*aft￿l Issu•d ordlniry ￿r4 c•pitil ofCor• O•$14n ILoThdDnlitd. no.04366112. mp•ny |ts¢tyWr*t¢dlh UKtyI4 F+btu•Ty 2(X)2 wJh¢¥• r¢8lSt*i¢d olh¢* isS¢liT M¢vS*-Pf919 Ml8h W. NL28ty. Subsidi•ty IS usedbr *#iviti*strrtrt th* y¢•t It w4sdtyrtt￿rtt It also tswns th& ofth¢ s￿1*10f nother compiny. Care Land5c•pes Ltd. cryry no. 06538866. 4 ￿Tr￿nY IncorpDrèted In UK on 19 m4rth2c￿.wknt Te8lJteredoffice IJ Salar Hou5e- P1915 Hi¥h North Fir￿leY. Landon. EnHlond. N12 8￿. Thé subsldlaty 1$4lsousÈd for￿￿￿￿10&1 artivitiÈS.All atttlvitltsshavè bÉén consolldatÈd on Ilné by IlnÉ bjsls I￿t￿S{￿A.A dthe tÈsultS Dfthè subsldlarlés atè SI￿￿￿ bÉlow. e D￿1¥￿ (ore liththlitd Core DeSI￿n Ltd ILonthThl Ltd Land￿￿ itd 2024 2023 27,(W 2022 2022 20,50 Cost of Sales 10.342 10,443 10,471 20,914 492 492 l.Q02 l.Q02 20,B93 Opèr4tini Profitiiwss) eènk lThtétèst Aé(Èiv• Othér incom 492 6,107 1,th)2 414 911 C¢rpu14tiofi t•x 492 .107 1,002 507 As5etS 14.7CA) 13.3( 1.394 14.7 12.S14 1,886 40,911 48,392 7.481 3,995 1,374 Sha¢Èholdér 4011'age CORE ART5 loi th• y••rthd•d 31 Mirth2023 2023 2022 Cash •nd •1 t￿•nd ol t￿r•￿￿t* pwk tL*rèrtt *5sÈ1 Bank dwylswlth malurity ? 3rngnt sh at haThl.. Cash and bjnk ￿l•n￿•S 456.387 566.937 19. 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