Company Number= 02985939 Charity Number.. 1043588 Core Arts Audited Consolid4ted Finanfial Statements For tht Year Ended 31 March 2025 Core Arts Contents Page Legal and Administrative Information Directors, Report 3-21 AUdit0￿S Report 22-25 Consolidated and Charity Statement of Financial Activities 26 Consolidated and Charity 831ance Sheet 27 Consolidated Cash Flow Statement 28 Note5 to Accounts 2940 Core Arts Le al and Administrative Details Directors ivienne Havell Stuart Edward Glyn Jones Mark Steven Salter Shaun Adams Ellen Falth Wllletts Company Secretary Vivienne Havell Stuart Jones Company Number 02985939 Charity Number 1043588 IEn8land and Wales) Banker5 HSBC 1-3 Bishop5gate London EC2N 3AQ Senlor Statutory Auditor Mr Sheetal Shah Auditors INNOVI ADVISORS LTD Chartered Certified Accountants & Statutory Auditors 163 Herne Hill London England. SE24 9LR Re8lStered Office I St Barnabas Terrace Homerton High Street Hornerton London E9 6DJ Business Address I St Barnabas Terrace Homerton High Street Homerton London E9 6DJ Group TThstees 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 202S 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 2CK16. the Memorandum and Articles of Association. and Accounting and Reporting by Charities.. Statement of Recommended Practice applicable to charitie5 preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS 1021 (effective I January 20151. 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. lThe New Articles of Association of Core Arts was adopted by a special resolution of the charity passed on the 7 June 2016.1 Oblectbves and actfvbtles for the publlc benefft The annual report has been updated for new public benefit reporting requirement5. 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 Buidance on public benefit when reviewing our aim and objecrives 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 lor 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 airn is to empower and equip service user5 to achieve their personal goals and aspiration5 and make a full contribution to Society Strategic Aims To challenge negative stereotypes and the stigma facing people with mental health problems by the promotion of their positive attributes and strengths To develop the artistbc and creative potential of our service users and increase their ac￿$5 to the benefits of the arts. To expand and develop Social Firms and Social Enterprises in order to l. Increase seNice users. confidence and self esteem through their engagement with a practical working enterprise 2. To increase the setvice users, employability 3. To generate income for Core Arts to enable the organisation achieve its charitable aims and objectives kTo expand the strategic and operational management capacity to ensure that the organisation 15 fit for purpose. Core Arts The financial position of the charity at the end of the fin3nci31 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 outcome5 during the year under review are as described overleaf. CORE ARTS Overview 2025 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 year5 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 1S00+ 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 fundin8 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 projerts for 2025 are downloadable from our website under the publication section. htt www.coreJrtS.CO.iI ublications We focus on the most eyclvded groups in society and fight to improve their capacity to tope 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 siereotypes 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, workin8 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 opportunitie5 to learning and achievernent and advice and guidance. Core Art5 Service- Core Arts is committed to excellerbce 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 2024- 2025 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 Core Arts The development of Social Enterprises offers our members supported work experien￿ with alternative business models to allow for periods ol 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 fa￿ 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 come5 all levels of support from emotional to prartical. The partnership contracts have significantly improved the patient experience of care, especially inpatients or those who are socially isolated. Core Arts has been recogni5ed 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 3 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 i55ue5. Of the many events and opportunities. the hlghllghts thls year were: Our partnership with the British Museum and the Virtoria and Albert Museum, for educational hisiory 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, agaln 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 directty 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 recilals in the Core Arts hall For Mental health week- Tuesday 10, Wednesday 11, Thursday 12 Ottober eventslclasses 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 webslte and Facebook for a full report on events= www.corearts.co.uk http'.//www.facebook.comlcoreartshackney https=//twitter.com/core3rtsh3ckney https://vimeo.com/corearts https://www.instagram.comlc0￿artsh3CkneVI Core Arts New Pro cts from 2022-23 Core Arts.. three new creatlve centres for mental hèalth 2022 We have a future vision where creative arts education, sport and horticulture are an integrated part of the SLJPPOrt offer available for those with severe and enduring ment31 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 projetts 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 2025-26. 'NEW' Homerton Communlty Garden- Core Arts & St Bamabas Terrace Communkty 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 5UStainable hortitulture, responding to the local need for safe green spaces to increase community wellbeing. Collaboratively transforming 1,276 m2 of underused land behind St Barnabas churth E9 into 3 co-designed and user-led community 8arden bordering Core Arts. Creative Education Centre at I St 8arnabas Terrace. Core's communlty garden has enabled Breaier numbers of people, most adversely impacted bv COVID-19, to lead more resilient, creative, and socially connected lives using horticulture, engaging with the natural world wlthln an integrated community setting. Empowering people to Impact positively on their environment, and thereby on themselves. to promote recovery and ongoing self-care; usSng shared common goals to better prepare for future challenge5. 'NEW' Core Arts Hag-shlp @ the Rlver Lea A new community creative education facility. open 7 days a week for adults with mental health 155ues with free long-term mooring on the Queen Elizabeth Olympic site and ass1Stance from our Partners the Canal and Riverside Trust. A place where disadvantaged, rnarginalized and disabled community can have assisted access to creative timetabled 5e55ion5 on a refurbished Canal Boat, transformed into an inclusive comrnunity 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 issues- Plus 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 ha5 Started. We have been piloting the youth classes on the existing canal boat so we are fully readv to Start delivery once the new boat is completed. Core Arts *NEW* *Core Turbine Hall @ Eastway Depot Our vision 15 for the transformation of the depot from a place of 'storage' into a thriving hub of social enterprise enabling local community and voluntary organi5ations to work collaboratively to deliver a rich package of services that reduce poverty, raise aspiration5 and increase individual and comrnunity 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 cornmunities with a menu of health, education, cultural, training, leisure and employment opportunities that can be accessed through the Eostwoy Communlty 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 charitv. AWARDS Recent Awards 2022.2025 Landscape department GOLD + OVERALL WINNER 'Roof Garden, Award 2025 L in Bloom OUTSTANDING 'It's Your Neighbourhood, Award 202S L in Bloom GOLD'Our Community, Award 2025 L in Bloom Green Flag Award 2022123 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 Oigital Recovery Platlorm for Severe Mental Illness. 2021 wlnner HSJ wards lor our collaboration - Core Arts, City and Hackney ICP, North East London CCG, East London Foundation Trust and The Advocacy Projert-2021 Highly commended for their Digitizing patient services initiative for Severe Mental Illness. 2021 Highly commended London Sports shortlisted for The Health & WellbeinB 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 U￿nE creative education to improve mental health. For more information. please click Link htt www.sciencemuseum.or see-and-do medicine-wellcome- alleries ELFr CCG referrals Core Arts supports the heatth care teams by providing irbfofmation regarding patients in terms of routine, attendance, progress and early intervention. ELF[ statistics approximately a third of patients are readmitted wtthin 3 months, Core Arts is specifically targeting this client group to reduce health care usage by 96%. 71Pa8e Core Arts Sodal Ente r5ses Core Arts has two Social Enterprises providing high quality services.. l. Core Design exist5 to provide graphic design services- to handle commercial and community design activities. www.coredesi nlondon.co.uk 2. Award winning Core Landscapes - bringing about social change locally through inclusive environmental projects through the use of meanwhile spaces. htt www.core-landsca es.co.uk Partnershi A5 an or8ani5ation we can evidence 30 years of partnership working with the NHS, the Homerton Hospital, John Howard Centre IMSUI 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 ment31 health support needs. Core Arts IS an attractive service to persons who experience mental health issues. promoting positive mental health through creativity anil 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 non- Clinical environrnent likened to a creative art5 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/ servite 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 treatmeni plan which includes meaningful occupation/ structured use of time and increased self-awareness/quality of life. Evldence and Outcome based The service is in very close proximity to all inpatient mental health services in Hackney (including TCOSI 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 5ettin8. The Service is 5LlPPOrtive and psychologically informed however. promote5 boundarie5 Wlth expectations that patients will conform to a mainstream setting and are therefore able to demonstrate this as part of their recovery. Core Art5 ha5 a significant role to play in a person's self-mana8ement and promoting independence and discharge frorn services. Core Arts has a numerous case studies, whith 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 5UPPOrt and promote positive mental health through talent and inspiring networks -Promote5 the use of creativity and the art5 in long term wellbeing -Access to learning and education and move on pathways -motivation for life-long learning and adult education and skills. Core Arts -Activities and peer support whilst on the ward as part of t￿atment 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 El￿ and the CCG. specifically the Occupational Therapy IOTI departments at the Homerton Centre for Mental Health linpatientsl and discharge planning including CPA as well as the specialist community mental health teams in the borough IAOS/ R&RI EQUIP) and locality team5. 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 511PPOrt Services to support their wellbein8 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 primarv care support teams, such as GP'S and therapy departments referring to Core Arts. The main aim of the setwice is to provide a real life, adult environment and support sklll 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 Ithrou8h breaking down inteinal stl8mal. Core Arts appea15 to service users who do not traditionally engage in mental health services,. therefore, we reach persons who may otherwise not engage. B35ed in Hatkney where the level of mental hea￿h service need5, as concluded by the Sainsbury Centre for Mental Health, is 87% above the national average. We conslder the following outcomes: Connectlng wlth 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 relaiionships with them. A necessary support system can be established here- especlally for those who do not have soclal support systems lor famllyl 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 artlStlcompetent individual. Skill Developmentlaccess to learning.. Creative skill development is the main focus at Core Arts and establishes human capital Iself-investment/own assetslstrengthsl for each member. Learning and skill development, completion of projects & goals can continue re8ar(Iless of mental health difficulties. Engagement in the creative process encourages skill development in cognitive process as well, such as planning, decision-makin& problem solving et£. Self-esteem building.. In addition to skill development, social factors, such as the support and affirmation from tutors as one's artworklcomposition is appreciated. encourages improvements in the member's self-perception and beliefs about their potential and actualise/realise achievements. Development of artist identity Ichanging the labell.. 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 Core Arts to membersllocal networkslarts community. Being active & structured activitie5- impart on motivation, routine and lifestyle and wellbeing. Core Arts timetable plus daytimelevening and various weekend events as Part ol events program. Education and Progression r0￿e5/achievernent5- Core Arts have established move on opportunitie5 for members to contirhue persorhal development (away from mental health services) Non clinical environment in preparation for main51ream opportunitie5 lof which is not currently able to engage due to 5UPPOrt needsl Keeping Safelrisk management/well-being.' early intervention and communication with services (Core Arts supported communitation & intervention) re.. welfare, safeguarding, self-care. Less crisis admissionslless CMHT inputlless dependency on NHS services & access from the wards- part of treatment planl rehabilitation. As an extension of the psychiatric units and NHS provision in Hackney for 2S 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 a5 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-mana8ement,' many c3se studies provide insight into the impact of the servlce on individuals who manage their mental health. Service users progress through further education in mainstream Settin￿ and discharge from secondary care services Ito GP support) and many volunteer within the service to support the recovery of others or gain skills in which they teach others Ipeer 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 Istep down provision) Increased discharge from CPA due to service engagement (duty of carel Increased distharged of MSU clients, 35 part of community planning Increased patients involved in learning and education as part of CPA (skill tlevelopment irrelevant of fluctuations in MHI Improved en83gement 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 signpostingj referrals to voluntary sector agencies for 5UPPOrt regarding hou5ing/benefits and Substance use concerns las agreed with care team) Improved sense of wellbeinpjconfidence and self-esteem/ personal achievement (reduced Core Arts dependency on Ca￿ team) Increase support network for persons vtho are socially excluded Isinglel Increased engagement in mainstream opportunities for this client group Support families and carers to maintain relationships by providing meaningful occupation/ respitelpromoting independence The service promote5 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 experien￿., Service feedback from patients is excellentlservice 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 establishedl seNice improves activities offered by NHS and treatment plan leading to reduced use of impatient care. Avoid cri515 admissions and support the crisis pathway of SLbPPOrt. NHS IEnglandl Outcomes 2015116 readmi5sions within 30 days of discharge. Reducing premature death in people with serious mental illne55.' people with severe mental illness who have received a list of physical chetks. 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 re8ardin8 physical health and mental health services and support to engage with life prolonging treatments and support. Lon8 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 ramme Core Arts has a tried and tested volunteer programme in which there are levels of service en8a8ement, peer support and volunteers that assist tutors to plan and run sessions, become trained tutors IprrLSI and deliver workshops. Core Arts also facilitates volunteerin8 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 Itime 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 expertations (including the code of respettl patients are able to use their experiences to apply for further opportunities and develop Cvs 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. Member5 progress to qualifications. such as access covrses. master5. NVQ's. external volunteering and employment which greatly enhance a person5, well-being, quality of life and contribution to society. Core Art5 IS open in the evening two days a week, and offers those who are in work or have commitrnent5 elsewhere to be able to continue to engage to enhance their well-being. Core Arts Service users progress through further education in mainstream settings and discharge from secondary care services Ito GP support) and many volunteer within the service to support the recovery of others or gain skills in which they teach others Ipeer support). REVIEW OF ACTIVITIES AND PERFORMANCE INTRODUCTION: Core Art5 15 a Leadin Mental Health Da Care Service •Core Arts has 30 years. experience in providing best prartice and best value in Mental Health Creative Day Cafe in London. •Based in Hackney it promotes positive ment31 health and wellbeing through creative learning. •ProvidinE quality education, training. Employment and social enterprise initiatives enabling people who experience ment31 health issues to overcome barriers. fulfill their potential and participate fully in their community. •Our mission is to 511PPOrt and promote retovery, social inclusion and mental wellbeing through the arts and enhance service user experience. Core Arts offer a full e ed and staffed Creative Da Service •Offering aecess to 97 creative classes a week under four departments- Arts, Music, Multimedia, Horticulture and Sport. •Open studios and resources to work on self4lirerted projects. 3 bookable studios, 4 exhibition spaces, 2 art studios & an ICT Suite. •52 professional PGCEiprrLS equivalent, established and pratticing tutors offering excellent education and inspiration in the creative arts. Effertive individual guidance and support in personalised progression and skills development. •19 staff on PAYE and $2 self-employed tutors working the equivalent. •140 volunteers per week, working as tutors assistants per week offerin8 1'.l individual support and guidance. •lndividual a55e55ment of referral and Creative Work Plan Boal-settin8 Wlth achievable objectives to promote success and provide personalised service tailored to the individuals needs and aims. Pro ression Pathwa s •Opportunities for clients to progress to public perfomiances, exhibitions, publishing, further education. volunteerin& work experience opportunities and employment. •Placements in our award winning innovative Soci31 Enterprises: Core Landscapes IHorticulture company) Core Design (Graphic Design company). In the year March 2025 the company had been struck off. The company was re-instated at Companies House on 02 March 2025. •Opportunities to volunteer. develop existing skills and experience work like activity and training- including contributing to the runnin8 of Core Arts through the members Involvement Scheme and Core Council. Communit Event5 and Social Inclusion •Core Arts offers an intern313nd external events program with over 50 events a year, 8ivin8 members opportunities to exhibit, perform and socialise in a safe space. •The hall has a 300 capacity, Wlth 3 fully equipped stage run by technical staff, special guest artists and bands and 3 fully licensed bar. 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 Bain education. trainin& 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 andlor become involved in other meaningful and socially inclusive attivities •lmproved 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 setvice users. particularly those with forensic histories. Core Arts is o en all mental health issues ear for referrals for over 18's ex eriencin and mana severe and endurin •Refer your clients to Core Arts to acce55 creative education that will improve their opportunities, promote their well-bein& give strvcture to their day and prevent Isolation. •Safe and enabling environment which promotes positive mental health, choice and greater independence •Open communication with wards, providin8 feedback and joint working to sustain membershlp. OUR REFERRAL PROCESS How to Refer to Our Service The Service currently work5 in partnership with the El￿ and the CCG. speeifitally the Otcupational Therapy IOTI departments at the Homerton Centre for Mental Health linpatient51 and discharge plannin8 incluLlin8 CPA as well as the specialist community mental health teams in the borough IAOSI R&R/ EQUIP) and locality teams. Core Arts is also a subcontracted partner of the City and Haekney 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 wellbein8 and recovery. Core Arts ha5 established new referral routes through this pathway alon85ide 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. ibilit for membershi of Core Arts IS the followin CCG Recove Alliance Hackne Persons with severe and enduring mental health issues and are currently engaging with clinical mental health care team. inpatient. CPA OT S.117 due to high sUPPOrt needs INHS referral nece55aryl Persons looking for meaningful activity, social inclusion, structure, routine and development opportunities (risk management and support package) Core Arts Hackne Mental Health Network.. Persons with mild to severe mental health i55ues, outpatient5 or persons who manage their mental health via their GP, medication or therapy. May have a history of mental health and previous contact with servites. 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 indLbStries orts Pro ramme Persons with mild to severe and enduring mental health issues wishing to participate in health ènd sports activities which are inclusive and suitable to a range of abilities (GP referral required) Personalisation and Perwnal Bud Core Arts encourages self-referr31s, 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 ￿gardIng health or welfare. The three Membership Managers are the first point of contart 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 induttion, and Creative goal setting, including objectives for managing any identified needs. Recovery, strengths and solution focused support through l.'I support sessions Initial and ongoing partnership working with support services involving the member, as required such as CPA feedback, assertive preventative plannin8, and signposting to relevant agencies. Creative Personal Development,. evidence progression and athievements 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 OBJEcfivES BIECTIVE I *To challenge negative stereotype5 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 ran8ed from-. •lnternational partners with Bavaria www.bezirkskliniken-schwaben.de •RHS Chelsea Flower show •Church of England •Research partners with New Philanthropy Capital. 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 IELBAI Deutsche bank. Barclays Wealth. •Educational Partners from The Learning Trust. East London University. St Marys Llniver5ity 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, Hacknev 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 To develop the artistic and creative potential of our service users and increase their atcess to the benefits of the arts. Non Remit Clients •IS% discretion Is applied by Core Arts for persons who display a high level of sk511 or added value whose presence at the centre is beneficial to seryice user experience and the organisation Irole model for new memberslpeer support element). This percentagelallowance 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 rTo expand and develop Social Firms an(J Social Enterprises in order to Ilncrease serviee users, confidence and self-esteem through their engagement with a prattical working enterprise 2To increase the service users, employability 3To 8enerate income for Core Arts to enable the or8JnisJtion achieve its charitable aims and objectives Associated social enterprises and social fim)s continue to be actively encouraged by Core Arts with the following objectives in mind: To provide members with a bridge to the outside wortd. It can be hard for members who have lost confidence through mental health issue5 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 Art5 members contributes to this mission. Core Arts To encourage ownership and responsibility. Part of the road to recovery for those who suffer frorn mental health i55ues 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 (￿atIVe activities and structured support programmes to help its members. Associated soci31 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. l. Core Landsca shtt www.core-landsca .co.uk Established in 2006.. Core Landscapes 15 a Social Enterprise ownecl by Core Art5. We provide professional garden design for private gardens and public spaces, landscape design, landscaping, maintenante and project management services. From 2010 we have been running è tommertial nursery in East London. We are tommitted, wherever it is appropriate, to providing trainin8 and meaningful work experience to people who have mental health issues. Profits 80 back to Core Arts. The aims of the project are to: •Promote mental health for all by empowering individua15 and communities to improve their environment. •Combat discrimination against individua15 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. •lnvolve service users in the service plannin8 pr¢xess of their environment. •Develop and evaluate occupational activities which maximise social participation, enhance self- esteem and promote exercise and healthy living. •Develop research tools with Servi￿ 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. 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 charitv. Pro ect Partners for Core Landsca ect: 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 u5 Wlth funds to 5UPPOrt volunteer and work training project on this slte for the next two years we have over 16 professional partner5 in thi5 project that work alongside our member5 and the community volunteer5 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 IUELI London Borough of Newham Council.. Arts and Leisure, Community Leaders and Engagement, Parks, Groundwork, East London Business Alliance IEL8AI, Capital Growth, Community Payback, Parkside Gardening, Canals anil Riverside Trust. 2. Core Des nlondon.co.uk Based at Core Arts www.coredesi •Est3blished 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 industrv, turning in a good profit is an excellent result. Profits 80 back to Core Arts. •Where possible and reasonable, Core Design aims to prowde members of Core Arts with work experience. Members of Core Arts Jre 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. OBJECTIV To expand the strategic and operational management capacity to ensure that the organlsatlonls flt 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 5UPPOrt worker5 and case managers. who are themselves still learning how to best to promote and 5UPPOrt personal budgets in ment31 health. As this success in attratting membership has currently been built on word of mouth we have decided to invest, over the coming years, in promoting our seNice to potential membership from across the neighbourin8 borou8hs. Not only do we know there is 3 demand for what we offer but there is also the mechanisms for gaining access to Personal Budgets to buy the service. Core Arts Continued Professional Development Is integral and embedtled in all our Trustees, staff and volunteer support. We continue to develop our staff ski115 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 clienvs opportunities and learning in the creative fields. Our intern platement program places university students from UK Universltie5 and from abroad in our creative centre as tutor assistsnts, 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 2025 Stuart Edward Glyn Jones Mark Steven Salter Shaun Adams Ellen Faith Willetts The direttors 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, Responslbilities The charity trustees (who are also the directors for the purposes of company lawl 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 require5 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 Uniled Kingdom Generally Accepted Accounting Prartice Iunited Kingdom Accounting Standard5 and applicable lawl. 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 perio(l. 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.. 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 record5 that are sufficient to show and explain the compan¢5 transactions and disclose with reasonable accuracy at any time the finantial position of the company and to enable them to ensure that the Financial Statements cornply with the Company Act 2(K)6. They are also responsible for 5afe8uarding the assets of the charity and hence for taking reasonable steps for prevention and (letection of fraud and other irre8ularities. The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable compantys 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 15 no relevant audit information (information needed by the compan(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 direttors in order to make thernselves aware of any relevant audit information and to establish that the company's auditors are aware of that information Flnanclal Revlew The principal funding sources of the charity during the reporting period are as detailed in Note 4 of the accounts. These sources include earned contrarts, 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 Pollcy A5 of 31st March 2025, total funds amounted to £2,287,05512024.' £2,158,114), as detailed in Note 16 of the accounts. The Trustees have carefully reviewed the budgets for the 2025126 financial year, including the reserves and secured income. They have determined that there is sufficient fundin8 in place to prepare these financial statements on a going concern basis. A deslgnated resevie of £210,(m, which represents four months of our yearly expenditure is held to enable the orderly closure of the charity should this become necessary. Total unrestricted reserves at 31 March 2025 amount to £1.492.126. of which £1.4￿.193 represents the revaluation reserve on the freehold property and £859.845 is represented by other tangible fixed assets. The net current asset position within unrestricted funds shows a deficit of £98,672, primarilv due to timing differences. The trustees are satisfied that the overall unrestricted reserves position remain5 Strong, underpinned Core Arts by significant property equity which could be drawn upon if required through facilities secured against the freehold. Decision Making The director5 rneet abo￿ 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 direttor 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. Organlsatlonal 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 perfomlance of the CEO and Trustees. The SORP considers the key management personnel of the charity to be those persons having authority and responsibility for plannin& directing and controlling the activities of the charitv, directly or indirectly. The Trustees consider that the Core Arts boar(J 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. Detai15 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 appointfflerht to the next Annual General Meeting. New Trustees are indutted 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 obviou5. Core Arts 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. 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. Thi5 IS accomplished by training for staff. volunteers and member5 to ensure that Standards are maintained and improved. Key alms lor 2025r26 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 Innovi Advi50r5 Ltd are deemed to be reappointed in accordance with the Settion 487121 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 approve(J by the board on 22 Ma 2026 and signed on its behalf bv.. Vivienne Havell (Directorl INDEPENDENT AUDITORS'S REPORT TO THE MEMBERS OF CORE ARTS Oplnlon We have audited the financial statements of Core Arts Ithe 'parent company'l and its subsidiaries (the 'group'l for the year ended 31 March 2025 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 Standard5. including Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland, (United Kingdom Generally Accepted Accounting Practitel. 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 2025 and of its incoming resources and application of ￿sOUrCes, 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. Basls for opinion We conducted our audit in accordance with International St3ndards on Auditing IUKI IISAS IUKII and applicable law. Our responsibilities under those standards are fvrther 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, includin8 the FRC'S Ethical Standard, and we have fulfilled our other ethical responsibilities in accor(Jance with these requirements. We believe that the audit evidence we have obtained is sufficient and 3ppropri3te to provide 3 basis for our opinion. Concluslons relatln8 to ioln8 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 respon5ibilitie5 and the responsibilities of the tru5tee5 Wlth respect to going concern are described in the relevant settions 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, ex￿pt 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 15 materially inconslstent with the financial 5taternents or our knowledge obtained in the audit or otherwise appears to be INDEPENDENT AUDITORS'S REPORT TO THE MEMBERS OF CORE ARTS 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 15 a material mi55tatement of thi5 Other infomiation. we are required to report that fact. We have nothing to report in this regard. Opinions on other matters prescribed by the Companie5 Art 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 5tatement5 are prepared is con51Stent with the financial 5tatements- and the Report of the Trustees have been prepared in accordance with applicable leg31 requirements. Matters on whlch we are requlred to report by exteptlon 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 2CrfJ6 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 informaiion 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. Responslbllltles of trustses 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 a55essing the group's and the parent company's ability to continue as a going concern. disclosing, a5 applicable. matters related to going concern and using the going concern ba515 of accounting unless the trustees either intend to liquidate the group or the parent company or to cease operation5, or have no realistic alternative but to do $0. Audltors. responsibilities for the audit of the financial statèments Our objettives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue a Report of the Auditors that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAS IUKI will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate. they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. INDEPENDENT AUDITORS'S REPORT TO THE MEMBERS OF CORE ARTS The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below.. We obtained an understanding of the legal and regulatory frameworks applicable to the Company and the sector in which they operate. We focused on specific laws and regulations which we considered may have a dirert impact material effect on the financial statements. or the operations of the company which included the Companies Act 2006, the Charities Act 2011. taxation legislation. data protection. anti-bribery, employment, environrnental and health and safety legislation,. Identifying and assessing the design effectiveness of controls man38ement h3$ 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,. Asse55ing 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 Breatest risk of material impact on the financial statement5 from irregularities, including fraud, to involve the completeness and timing of income recognition and the override of controls by management. To address the rlsk of fraud in relation to revenue recognition, we.. Performed detailed substantive testin8 to address completeness and accuracy of income,. Assessed the appropriateness and application of the accounting poliry concerning income recognition,. and Performed detailed cut-off testing either side of the balance sheet date. 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 audtt, 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. INDEPENDENT AUDITORS'S REPORT TO THE MEMBERS OF CORE ARTS 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.uklauditorsresponsibilities. 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 Companie5 Act 2CN)6. Our audit work has been undertaken so that we might stste to the company's members those matters we are required to State to them in a Report of the Auditors and for no other p(Jrpose. 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 3$ a body, for our audit work, for this report, or for the opinions we have formed. <15 Mr Sheetal Shah (Senior Statutory Avditorl for and on behalf of INNOVI ADVISORS LTD Chartered Certified Atcountants & Statutory Auditors 163 Herne Hill London England, SE24 9LR Date.. 2310512026 CORE ARTS Corhsolidated St*ementof Finath¢ial A¢bth (I￿ludI￿ lrfomt& EXP•￿1￿￿ At¢ourfsl forthe yearended 31 March 2015 UnrÈstrKted Designated Note Fund Fund RÈ%tricted Fund Charilv 2025 Group 2025 Group 2024 Charrty 2024 I￿oMe athd ETtpethdlture IncominK R25ource5 Incomin8 resources from generated funds.. Voluntary Iniome.. 3,472 3,472 269,140 14,919 304,979 19.4Tr) 3.472 269,140 14.919 304,979 Grant5-Others TraditlB lrtcome (hher operating Income Investment income 264.140 17 3.952 12,424 3,952 276,W 3.675 342,973 3.952 276,S64 3.675 323,573 264,140 Ine•mlni r2sOUrtes from th•r￿blE •rd¥ltlÈs Earned IncDme- contracts Earned income- others Total In¢omln8 Resoyr¢•s 576,159 59.3S9 647.943 421,574 997,733 59.359 685.714 1.333,657 701,985 997,733 36.455 59,359 1.081.412 1,333.657 701,985 36.455 1.062.012 Expendlturt Fundra151ng & PUbliC￿Y ¢osts of 8Fantsand di Trading Expenses Ch¥ritable aCtwIt￿5-dellverhTrScoDlralls Totsl Exyndlturt Net Incomellexpenditurel and nei mo¥ementsln func- 23,324 22.996 661,087 707.408 59,465 23,324 22.996 474,493 1,135,5 474.493 1,IBI,g01 211.221 151.756 23,324 27.367 1,072.917 1,155,950 1,123.608 1,179,274 42.196 154.382 23,324 23,324 17 1,072,917 1,096,241 34.229 Cofporatlon ta Re¢on¢lllatlon ollunds Total Fund5 Brou8ht Forward at 0110412024 1.582.117 210.fy)) 373.708 2.165,82S 2,230,836 2,173,777 2,230,821 Galns and10sse5 on revaluation of I￿ed assas Iw the Chartry's own use Movement on revaluath)n reset¥e 130,526 130,5261 130,5261 130,5261 130,5261 Total Fund5 Carr*d Forward at 3VOal2025 1,492.126 210.(￿) S84.929 2,287,055 2,158,114 2,297.633 2,166.066 All transacvonsare derwed from continuln8 a¢tW*s. All reco8nised gain5 and1o5se5 are included in the statement of F￿art￿lIA£t￿t￿$. 26 | Page CORE ARTS Consolldated and Charlty Balan￿Sheel a5at31 March 2025 Note Group 2025 Group 2024 Charity 2025 Charity 2024 Ftxed Assets io li 2.791.996 2.604.877 2.791.996 2,&)4.877 Investments 2,791, 2.604,B77 2,792.￿)1 2,604.882 Current A5set5 Debiors Cash at B3nk and in H3nd J2 170.446 310,171 480.817 70.632 368,025 438.657 185.935 295.SOS 481.440 76.769 353,158 429.927 CredltorJ'. AmDuntsfalllw due wlthln oneye* 13 316.$13 L97,020 306.564 180.345 Net CurrentA55et5 164,304 241,637 174,877 249,582 Total A51ets Less Current Uablll¥es 2,956,3fy) 2,846,514 1966.877 2,854,464 Cr•dltors'. Amount5falllw du• 0￿r on• y•ar 14 669,244 678,460 669.244 678,460 Ntt Assets 2.287.OSS 2.168.094 2.297.633 2,176,(N)4 Represented 8v'. Resiricted Fund5 Movement in ReseNe& Unrestritted Funds De518nated Fund 15 16 16 16 584,929 373,708 17,9521 1.592.295 210,1IY) 2.168.051 584,929 373,708 1.492.126 2LO.IXM) 2.287.055 1.$02,704 210.LYJ) 2.297.633 1,592.295 210.LKi) 2.176.W3 The flnannty fthasÈ d*llnèd contrlbutk)n s¢h•rheaTh1 marth25th*t￿ ¢ontrknrtW was£1J.1￿12QI1£9.8O3l. 311 Page COftEART5 f4otes ¢0 theCOn￿lI￿aled PAmuDts lorthe yearended JI Marth 1025 2.Golng cO￿te￿ In a55e551n8theStsini tonte¢nposrtth of thecompanyandtheGrtyJp.thÈTruSteesha￿ty0￿tt￿detsIW. Yet￿3v￿￿e. business plans thatCDn51derthe Group'5 fDre￿51 3nd PlOJECtedactMt￿￿.lhE reL3tedfinanual ￿dgets.(3Shf￿￿3￿d 1￿u￿ltyf0rth￿ PEriodto March 2027, which i&1 periad of it12a5t 12 month5 frotn thedateof appravalof thefinancial 5taiemEnts. Attheyearend the¥TOUP has netCUTrentassetsof £164.304and neta55•5 of £2287.055.The re5utt5fwtrye4r5how thegroup h45 been profitaWeand¥ener4ting tV5ityve(a5h IIow5. TherTUStees arecoD5tsntly rewewineloreca5ts andraknng aFV0pria*a￿ThS1o￿Su￿￿e0peralkn)nsc0ntknue wlthout Interiuptkn. Exampks ola¢tk•s taken I￿￿dedes￿l0(￿n8 r*w IKomestwmsaThJ seellnB furtherfundlns sources. Oased on this informètlon and SUpr￿rting artK)rt F4arts. theirusttes ￿•￿ta￿onI￿￿exp￿tsnth*thE$roUVYAll t4rttinu* to OPèiatÈ Itl Its tutrÈntftsrm ltsi thÈ 14rÈ5eÈèLqefuluie. TherEforeihe8roypconbnue5to•dopt the￿￿(0￿eTh b4515 iThprepJMlit5fin4￿￿l1)WTh￿ts. Owrhy 1024 3. Don*bns Uniestrkted kncome 3A71 1471 14.919 14.919 2025 2024 kewKred Unrestr1￿ ()E5¥ThJted RestrK￿ Vnre5trfcted De5l¥n8tEd 4.1 E•rn¢dComri¢ts Pernona Bjdset income Cty & Hackney Mind PH8 IncoMe-A￿0cacY LèndscApes IncomÈEASTLNH&contr East London NHS FoundatiortTw$i PHB Wllrkers TUPE 141.62S 182.052 167.070 165.754 20.040 19.4 150,L 19.40J I95,￿) 259.fjr 44.474 27. 63101 25,920 NHS ciiy& Hackney CCG1Sp)rtISllppaee NHS city& Hackney CCG (Sport) 411.574 57fi1S9 119.721 521.164 4.201h•rGv4nti Gr¢vnd¥vork L¢hd•h Spurt Én¥l?nd 4,2( 6,795 44.764 The Pyudence Trust Thevaurus TNst The Clothworkets Fund London Groundworks LBH- CommunityGardert LllndDn Council Wo150n Trust Oe L35Llo Foundatlon Ku5amaTw5t UK London Leg¥cy tkvCNp London Mayathon 27.CO) 2S.f 49.(KA) ?5.1￿) 3,1 10.5(K) 32.1(K) 66.515 50.125 18.750 The NationèlGèrden School Lee Valley 4.620 264,140 32 | Page COftEART5 riotes ¢0 the CO￿$011￿a1ed kmums forthe yearended 31 March 102$ UntE5t- T4)ts1 Totsi 2025 2025 2025 2025 2024 273.343 29.098 7.869 28.014 2,495 292J69 21J07 5.243 566.213 S2.9)5 13.1( 014 2,445 486.957 45.422 10.824 31,413 21 6.343 189.168 3.578 2.097 2.334 9.012 17.768 EmployÈr'S Natio￿1 InSuiail¢* SefWC25 In5UTance Su51on¥l Worker5 expErA Equlpment P￿rI￿n& p￿tage and stat￿nery Alarm Mèlntenance Tèlephone 77.170 2.998 1.170 3.055 9.728 12.859 105.703 182.8rJ 2.9Y8 1.170 3.05S 9.728 12.859 uSinÈiS DÈvelopmÈnt OEPO tunnins [0515 Covid- 19 SaletyÉxperbJe5 MotOT & Trawdllln8 Ex￿r 36,183 lJ,397 390 6,571 48.670 6,57L 4U.670 3.864 340 2.S48 2.S9S 2.413 1.565 49.677 1,292 .766 3.105 Consultancy Fees Publiclty and promotlon 3.965 2.758 Food and Orlnk 2.S9S 2.4J3 1.$65 49.677 1,292 ahkthèr81S 497 24,409 Reciviimeni EApèn*ts IT Development Payroll Cost Wethlte 12,C 2.434 4.676 3.K)2 120.3701 2.434 4.676 5.692 2.187 23.361 31,140 Other Projects HortiCulturAI Pmlect Chuc£hGèrden 39370 19.SOJ 1544 Oepo Project ad Debt5 Prov151on lor84d tlebts GoveTnance Costs15ee note71 OepYeciation- Freehold Property Oepieciation- F F & E 3,426 3,426 9,937 6.937 25.182 22.274 13.570 15.174 13ts 22J74 661.￿7 474.493 1.135.580 1.072.918 ofthE É1,072,918 kn 2024. É4Sa,742 Wa5(ha￿Edt￿ItyrKted ￿r￿￿É619,1?4 wa5 ¢hary4wu￿￿StrlEf￿d lund$. 331 Page coItEAJiT5 riotes to the£0￿$0110ated lorthe yearerthd 31 Marth 101$ 5.1 charIta￿e￿￿￿itlls ArIJl￿1$0￿ Expenditureon thJr¢•WE DYecicow& Swpwrtcow.. Re￿10th)￿￿￿￿StreSl ikne55 of pe￿OnS$uf[erffiIIr0rn rnentalbeahh 4lnEss and tb05eat rtskof ￿r￿leY(￿¥1￿. Totrl rett PPDrt £05ts C05ts 2025 2025 2025 2024 2024 2024 Staff Costs 6(￿.80? 23.324 632.226 519.879 23.a24 $43.103 28XJ14 014 33,433 33.433 21 In5UT4nce 6,343 6,343 5usional Worker5 exper￿ Equlpmert 182*73 I81￿75 189.16B 189.168 3.578 3.578 Prlntln& Postage and stat￿nery 1.170 1.170 2.rB7 2.￿7 Alarm Mèlntenance 3.(65 3J¥5S 2,334 2.334 T*￿phO 9.728 9,728 9,011 9.012 12A59 I2A59 17,768 17.768 Oepo Runnin8 Costs Cowd. 15 5aletyE¥perA 36.183 13,397 13,397 J90 390 Motor & TravelllniExper 6.$71 6.571 11.9 11.90B 48.670 60.76S 60.765 Consulianty FÈes 3,lOS 3.105 Publl¢lty and promoii 3,965 3,965 Food and Or4nk 2.595 2.595 2,158 2,758 2.41J 2.411 eankchoiies 1.565 497 497 Loan Interest 49.677 49.677 24.4LY4 14.409 Ret￿rtMent Exwns•s 1,292 1.292 2,329 2.329 IT DÈvèlopmÈnl 12,009 P3yroll Cost We￿Ite 2211 1,991 1,991 2.434 2.434 4.676 4￿76 5.692 Othei Projects 3.902 2.187 2.187 HortitulturAI Project 19.5C 19XIJ 23.362 23.362 ChurihGarde 31,140 31.140 CorE De5i8n Depo Proje Provision lorBad Debts L544 1,579 1,579 6.937 6.937 8ad Debts 3.416 426 9.937 5.937 Governance Costsisee noteS.31 13.570 13.570 25.182 25.182 Oepreciation- Freehold Property Dep￿lation- F F & E 21274 22274 22.274 22.274 l.(D7.574 128.W7 1.135.S 949.840 123.078 1.072,918 341 Page coItEAJiT5 N•tesrotheConwlldated *Ao lorthe yearended 31 Marth 1025 S.2AmalwtsofSupportCostsApportk•ThÈd 2025 2024 rrtè Actroitie5 Stall Costs 23.324 23.324 OFFlce Costs 73.434 87.745 340 Communitètk>r ii.rAY& 12B.(K)7 123,078 S.3 Govem•nte Shareho￿erFun￿S 19.2841 391 Page coItEAJiT5 N•tesrotheConwlldated *Amunts lorthe yearended 31 Marth 1025 2025 2024 IB. 1nve5tmlnts•￿ ¢¥5h ¥t B•nk Cash and cash eqUI￿￿nIS11tknee￿dOll￿ wepordw perlod CuNentassetth¥e#n*nis'. Bankdep05rt5Wlth m3tUTity >3m¢tth5 C•5h4rlJ•n*•nd kn hind.. Cash and bank balances 310.371 368.024 40 | Page