REGISTERED COMPANY NUMBER: 03598612 (England and Wales) REGISTERED CHARITY NUMBER: 1077401 Re ort of the Trustees and ci ents for the Ye ded 31 March 20 for ast street Arts East Street Arts Contents of the Financial Statements for the Year Ended 31 March 2024 Page Reference and Administrative Details Report of the Trustees 2 to 13 Report of the Independent Auditors 14 to 17 Statement of Financial Activities 18 Balance Sheet 19 Cash Fbw Statement 20 Notes to the Cash Flow Statement 21 Notes to Ihe Financial Statements 22 to 36 East street Arts Reference and Administrative Details for the Year Ended 31 March 2024 TRUSTEES C W Arnold R A Barradas Simoes J M Brady RAJSGillam L K Iredale K B O'Hare M Parikh C Price N M Ramshaw S S Sambhi M Wilson REGISTERED OFFICE Patrick Studios st Marys Lane Leeds West Yorkshire LS9 7EH REGISTERED COMPANY NUMBER 03598612 (England and Wales) REGISTERED CHARITY NUMBER 1077401 AUDITORS CLA Evelyn Partners Limited Chartered Accountants & statutory Auditors 3rd Floor 56 Wellington Street Leeds West Yorkshire LS12EE SOLICITORS Blacks Solicitors LLP City Point 29 King Street Leeds LS12HL BANKERS Unity Trust Bank Four Brindleyplace Birmingham 812JB Page 1 East street Arts Re ort of the Trustees for the Year Ended 31 March 2024 The Trustees, who are also directors of the charity for the purposes of the Companies Act, present their Annual Report and the audited financial statements for the year ended 31 March 2024. This report has been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FR102) (effective 1st January 2015) and in accordance with the Companies Act 2006. Executive Summary This report provides an in-depth analysis of East Street Arts, (ESA) financial and operational status for the fiscal year ending 2024, highlighting the challenges faced and the leadership-driven initiatives implemented to ensure recovery and growth. Compiled by the Executive Director, Peopleshare Accountants, and Trustees, this report emphasises financial analysis and strategic decision-making as cornerstones of ESA'S road map to stability. ESA recognises the financial strain experienced during the year and the urgent need for transformation. With decisive leadership and enhanced financial strategies, ESA is confident in achieving long-term sustainability. Flnanclal Performance Overview Income and Expenditure Analy81s: Art Hostel.. Strategic interventions, including operational cost reductions and pricing adjustments, improved financial performance significantly Temporary Spaces.. Persistent inefficiencies in billing and rebate systems led to financial pressures. Enhanced accounting practices are now addressing these gaps to mitigate future risks. -Balance Sheet.. While assets remain robust at £3.57m, the prior yearfs loss of £776k underscores the critical need for stringent financial controls and proactive Cost management. Key Flnanclal Rlsks and Mltlgatlon Strategles: 1. Utlllty and Rate Disputes: Historical inaccuracies in billing have led to financial inefficiencies. Corrective actions have recovered £18k, with further disputes under negotiation. 2. Debtors Management: Outstanding debts totalling £66.5k demand immediate attention. A new debtor tracking system ensures fortnightly reviews and swift resolutions. 3. Loan Obligatlong: Rising interest rates have amplified loan repayments, particularty for the Art Hostel. Efforts are underway to Secure refinancing with more favoufable terms. Page 2 East street Arts ort of the Trustees for the Year Ended 31 March 2024 OBJECTIVES AND ACTIVITIES Introductlon: 30 Years of Artistled Change and a Year of Transformation 2023-2024 has been a defining period for East street Arts (ESA), not only marking 30 years since its founding bul also serving as a moment of profound reflection, transition, and renewed focus. Over the past three decades, ESA has played a critical role in shaping artist-led initiatives, Creating vital spaces for artistic production, and championing a more inclusive and sustainable aris sector. This milestone year was an opportunity to celebrate past achievements, but also to confront new realities. financial, structural, and strategic, requiring the organisation to evofve, recalibrate, and reaffirm its purpose in a rapidly shifting landscape. At the heart of ESA'S mission remains a steadfast commitment to artists: their practice, their spaces, and their ability to engage meaningfully with audiences and communities. This year, however. tested that commitment in new ways. Financial constraints, shifts in leadership, and broader, sector-wide challenges have necessitated difficult decisions. The organisation has had to restructure, adapt its funding model, and reexamine how best to deliver its core objectives with reduced resources. Yet, even amid these pressures, ESA has demonstrated remarkable resilience, continuing to provide opportunities for artists, advocating for the sustainability of creative work5pa￿s, and delivering ambitious public engagement projects. A Year of Achievements and Challenges Despite the turbulence of the past year, ESA has not only maintained but expanded its impact. In the last Iwelve months, the organisation has: Restructurad Its leadershlp and governance to align wlth its evolving financial realities and future ambitions. Expandad artl8t resldencles and commlsslons, supporting over 40 artists, providing crucial space and financial support for creative experimentation. Strengthened natlonal and International partnershlps, fostering meaningful exchang8 programmes, particularly through collaborations in Taiwan. Belgium. and the Netherlands. Dellvered major publlc engagement projects, such as Hidden Histories of New Briggate and A City Less Grey, reinforcing ESA'S role in Connecting communlkn'es with cultural heritage and contemporary artistlc practices. Developed strateglc advocacy and research Inltlatlves, contributing to wider discussions on artist-led spaces, fair pay in the arts, and the sustainability ofcrealive work environments. Sustalned and evolved the Art Hostel, desplte financlal challonges, as a crucial site for artist resldencies and cultural exchange. Adaptlng to a Changing Landscape Navigating this period of transition has been complex. The financial landscape for arts organisations has become increasingly precarious. with reduced funding opportunities, rising operational costs, and the ever-present challenge of securing sustainable income streams. In response, ESA has had to make tough decisions, including staff restructuring, a critical reassessment of expenditure, and a renewed focus on income diversification. At the same time, the organisation has remained committed to its core values, ensuring that artists, particularly those facing barriers to opportunities, continue to have access to support, resources, and space to work. This year also underscored the importance of advocacy. ESA'S role extends beyond providing studio space and commissioning projects-it is about shaping the wider ecosystem in which artists operate. The organisation has continued to play a key role in discussions around the future of artist-led spaces, collaborating with national and international partners to push for more sustainable models that prioritise artist5, needs and long-term viability. Recognising Leadership and Legacy Page 3 East Street Arts ort of the Trustees for the Year Ended 31 March 2024 A particularfy significant moment this year was the recognition of ESA'S co-founders, Karen Watson and Jon Wakeman, who were both awarded MBES for their contributions to culture and the arts. This honour is not only a testament to their individual contributions but also an acknowledgment of ESA'S impact over the past three decades. Their leadership has shaped an organisation that has continually redefined what it means to be artist-led, demonstrating that a commitment to creativity, community, and social change can endure even in the face of significant external challenges. Looklng Ahead As ESA moves forward, the focus is on sustainability, innovation. and deepening its impact. The coming year will be about building on the foundations laid over the past three decades while ensuring that the organisation remains agile and responsive to the needs of artists and the communities it serves. There is work to be done in securing financial stability, refining ESA'S strategic direction, and continuing to advocate for the value of artist-led spaces. This report offers a detailed and transparent account of ESA'S activities, challenges, and achievements over the past year. It reflects on how the organisation has navigated change, maintained its commitment to artists, and sought to ensure that creative spaces remain viable and accessible in an increasingly uncertain landscape. In doing so, it affirms ESA'S role as a catalyst for artistic innovation, social engagement, and cultural resilience-now and in the years to come. Page 4 East street Arts Re ort of the Trustees for the Year Ended 31 March 2024 OBJECTIVES AND ACTIVITIES Organisational Change and Leadership Transition A New Leadership Structure: Responding to Change The past year has marked one of the most significant periods of transition in the history of East street Arts (ESA). August 2023 saw the departure of Co-Founder and Programme Artistic Director, Karen Watson, whose leadership was instrumental in shaping the organisation's direction over the past three decades. Karen's departure presented both a challenge and an opportunity-a moment to reflect on ESA'S trajectory, reconsider leadership structures, and strengthen the organisation's foundation for the future. In response, ESA implemented a new leadership framework designed to balance artistic integrity with financial and operational sustainability. In March 2023, Anita Kumari was appointed as Executive Director, assuming responsibility for financial oversight, business development, and governance. Alongside her, Jon Wakeman continued in his role as Artistic Director, focusing on programme development, artist support, and national advocacy for artist-led spaces. This reconfiguration ensured that ESA'S artistic mission remained central, while also reinforcing the financial and strategic leadership needed to navigate an increasingly challenging external landscape. Restructurlng for Sustalnablllty: Adaptlng to Flnanclal Realitles ESA'S leadership transition coincided with financial pressures that necessitated a thorough organisational revlew. The evolving funding environment, rising operational costs, and post-pandemic economic realitie5 all underscored the urgency of restructuring for long-term sustainability. A full-scale review of stsffing, operations, and financial models led to key strategic decisions, including.. Redeflnlng staff roles and responslblllties to create a leanor, more efficient structure while maintaining core organisational functions. A temporary freezo on salary Increas08 and new rncrultmont to prloritise securing sustainable fundlng for existing roles. A reassessment of ESA'S buslness model, particularly in relation to its spaces and the Art Hostel, ensuring a balance be￿een financial viability and accessibility for artists. These adjustments were not made lightly. They represented difficult but necessary decisions aimed at preserving ESA'S long-term impacL The restructuring process. which included consultations with staff and external advisors, highlighted the need for a more adaptable and responsive organisational model-one that could weather financial challenges while maintaining a steadfast commitment to supporting artists and creative communities. strengthening Governance: Expandlng Expertlse and Advocacy Recognising the importance of strong governance in times of change, ESA prioritised board development as a key component of its leadership transition. Two new trustees, Dr. Marianna Tsionki and Tom Poultney, were appointed, bringing with them a wealth of expertise in higher education, research, and the creative industries. Their roles focus on.. strengthening partnerships with universities and emerging artist pathways. Providing financial and strategic oversight to ESA'S progfamme and space initiatives. Expanding ESA'S advocacy for artist-led spaces at a national level. The appointment of these trustees marks a step fotward in ensuring that ESA'S leadership reflects both the evolving landscape of the arts sector and the needs of the artists and communities it serves. A second round of trustee recruitment is planned, with a particular emphasis on Equality, Diversity, and Inclusion (EDI), reinforcing ESA'S commitment to building a governance structure that is representative. forward-thinking. and equipped to navigate the future. Managing the Human Impact of Change Page 5 East street Arts Re ort of the Trustees for the Year Ended 31 March 2024 OBJECTIVES AND ACTIVITIES Change, even when necessary, brings challenges. The restructuring process, particularly in relation to staffing, was carefully managed to minimise disruption while addressing financial realities. With freelance contracts ending, staff moving on to new opportunities, and some roles being reassessed or reduced, ESA faced the dual challenge of maintaining morale while implementing strategic adjustments. Individual meetings were held with all affected team members to ensure transparency and provide clarity on the outcomes of the restructuring. Consultation processes were initiated to explore alternative solutions where possible. Efforts were made to retsin institutional knowledge and support staff transitions. recognising that contlnulty is key to sustaining ESA'S impacL Despite these challenges, the restructuring also created opportunities-allowing ESA to rethink its approach to organisational efficiency, staff development, and resource allocation. The shift towards a more focused structure enables the organisation to direct its energies towards its core mission.. supporting artists, fostering creative communities, and advocating for sustainable artist-led spaces. Looklng Ahead: Buildlng on Change The leadershlp transition and organisational restructuring of the past year represent a defining moment for ESA, Change is rarely easy, particularly in a sector where financial uncertainty is a persistent challenge. However, through strategic realignment, governance strengthening, and a renewed focus on sustainablllty, ESA is positioning itself for the fulure. Key priorities moving forward include: Expandlng Income generatlon strategles, including securing new fundlng streams and reassessing ESA'S financial models to ensure long-term sustainability. Deepening partnershlps wlth academlc Institutlons and the wlder creatlve soctor, leveraging trustee expertise to build stronger pathways for artist development. Enhanclng Internal efflclency, with a continued focus on aligning staff structures with ESA'S evolving strategic vision. While the past year has been a period of transition, it has also been a time of renewal. ESA remains committed to its mission-championing artist-led spaces. supporting creative practice, and ensuring that the voices of artists continue to shape the cultural landscape. As the organisation moves forward, it doe5 SO with a leadership structure that is both reflective of its heritage and ready to embrace the challenges and opportunities of the future. Page 6 East street Arts Re ort of the Trustees for the Year Ended 31 March 2024 OBJECTIVES AND ACTIVITIES Flnancial Landscape: Challenges, Strategic Adjustments, and Sustainabllity Over the past year, East Street Arts (ESA) has navigated a complex and often unpredictable financial landscape, shaped by external economic pressures, internal restructuring, and evolving funding priorities. Like many organisations in the arts sector, ESA has faced a perfect str)rm of rising operational costs, inflationary pressures, and ambitious income projections that, in hindsight, required recalibration. These challenges have compelled ESA to rethink its financial strategy, balancing fiscal prudence with a commitment to artistic and community impact. Desplte these financial headwinds, ESA has demonstrated resilience by securing significant funding awards that provide long-term stability and reinforce its strategic objectives. Chief among these successes is the £3.75 mi15ion secured for the Keighley Creative Hub, a landmark project that will deliver much-needed creative space for artists and local communities. Additionalty, ESA successfully renewed its Natlonal Portfolio Organlsation (NPO) fundlng from Arts Council England. ensuring continuity for its core programmes, residencies, and artist development initiatives. Further investment was secured to expand the Creative Workspace Network (CWN), with a £25.000 grant reinforcing ESA'S role in advocating for Sustainable, artist-led spaces across the UK. strateglc Adjustments In Flnanclal Management In response to income shortfalls-most notsbly from ESA'S spaces and the Art Hostel-swift corrective action was taken to bring financial projections in line with operational realities. A comprehenslve flnancial review highlighted the need for a more rigorous and sustsinable approach to budgeting. Several strategic measures were introduced, including.. Revlsod flnanclal modelling, ensuring income forecasts are grounded in realistic and attainable targets. Stronger budget overslght, with increased scrutiny over expenditure, stricter spending caps, and an additional authorisation process for financial approvals. Delays or restructurlng of non-essential projects, prioritising those with secured, long-term funding, A revlew of prlcing structures across ESA'S Spaces and the Art Hostel. aiming to strike a balance be￿een accessibility and financial sustainability. Proactlve pursuit of new fundlng streams, particularly focusing on artist support initiatives and public engagement programmes. While these adjustments were not without challenges, they have laid the groundwork for a more sustainable flnancial model that prioritises long-term stability over short-term gains. Addressing Structural and Operational Challenges Beyond financial recalibration, ESA has also undertaken significant structural and operational adjustments to align with its financial realities. Organisational restructuring has been a necessary, albeit difficult, process, with several roles identified as at risk of redundancy and reductions in working hours ft)r key staff positions. These decisions have been made with the overarching aim of ensuring ESA remains financially viable while continuing to deliver on its mission. Additionally, the leadership team has worked to streamllne admlnlstratlve processes, particularly in finance and business operations. The transition to external financial management support, coupled with internal restructuring, has provided an opportunity to reassess workflows, improve efficiencies, and introduce more robust financial oversight. The Art Hostel: A Case Study In Financlal Sustainablllty The Art Hostel has been a focal point of financial scrutiny. as its income projections did not align with actual occupancy levels. While it has continued to host a diverse range of artists and cultural practitioners-including international collaborations and artist residencies-its ability to generate revenue has been hampered by rising operational costs, increased utility expenses. and fluctuating booking trends. In response, ESA has implemented a comprehensive revlew of the hostel's financial model, including.. Page 7 East street Arts ort of the Trustees for the Year Ended 31 March 2024 OBJECTIVES AND ACTIVITIES A pricing strategy reassessment to ensure rates remain competitive while covering operational costs. Supplier reviews to explore cost-saving measures in areas such as laundry, cleaning, and utilities. strategic marketing efforts to boost direct bookings, reducing reliance on high-commission online travel agencies. Strengthened partnerships with local businesses to enhance guest experience while minimising expenditure. Desplte financial challenges, the Art Hostel remains a vital part of ESA'S offer, providing a unique intersection of artistic engagement and hospitality. Continued refinements in its operational strategy will be essential in securing its long-term viability. Moving Forward: A More Resllient Future ESA'S financial challenges over the past year have underscored the importance of aglllty, strategic foresight, and prudent resource management. While the organisation has faced difficulties, it has also demonstrated its ability to adapt, recalibrate, and emerge stronger. The next phase of ESA'S financial strategy will focus Dn sustained growth through diverslfied Income streams, increased fundralslng efforts, and refined approach to budget management that ensures financial stability without compromising artistic ambition. Through a combination of careful financlal stewardshlpi Strateglc fundlng acqulsltlon, and operatlonal efficlencles, ESA Is now better positioned to navigate the challenges ahead. The Gommitment to supporting artists, fostering creative spaces, and engaging communities remains unwavering, and with a stronger financial foundation, the organisation can continue to drive meaningful cullural impact well into the future. Page 8 East Street Arts f the Trus ees for the Year Ended 31 March 2024 OBJECTIVES AND ACTIVITIES Supporting Artists: Residencies, Commissions, and Development East Street Arts (ESA) has long championed artist-led practice, and the past year has reinforced our commitment to fostering creative innovation, professional growth, and meaningful public engagement. Through a dynamic programme of residencies. commissions. and artist support initiatives, we have not only provided tangible opportunities but also strengthened our advocacy for sustainable careers in the arts. Despite financial constraints, we have continued to prioritise artist development, ensuring access to vital resources, expert guidance, and space for experimentation. Resldencles: Experlmentatlon, Innovatlon, and Communlty Engagement Residencies remain a cornerstone of ESA'S support structure, offering artists the time, space, and resources to push the boundaries of their practice. Over the past year, 13 artlsts took part in residencie5 at Conventlon House, where they engaged with emerging technologies such as virtual reality, 3D printing, and drone photography while also exploring socially engaged practices. Convention House has evolved into a hub where artists not only develop new work but also interact with local communities and specialist collaborators, forging cross4isciplinary conversations and expanding the reach of their projects. Our international exchange programme has also contlnued to flourlsh. Through partnerships with organisations such as Treasure Hlll Artlst Vlllage (Taipei) and Plafform Asla, we have facilitated artist residencies that transcend borders, enabling practitioners to engage with different cultural and artistic ecosystems. These exchanges have created reciprocal learning experiences, allowing international artists to work in Leeds while ESA-SUPPOrted artists travel abroad, enriching their perspectives and neiworks. For the Treasura Hill Artlst Village 8xchange, Sayang, based in Leeds, travelled to Treasure Hlll Artlst Vlllage in Taipei to work on a community-focused public art project. Jul-Hung Nl, an artist based in Taipei, joined us here at East street Arts for a residency that focused on public engagement, civic practice, and cross-cultural dialogue. This exchange highlighted the global nature of our work, wilh Leeds2023 helping to strengthen ties be￿een international arti5tiG communities and fostering collaboration on a glo￿1 scale. As part of the Netherlands Exchange, Chlara Tammaro and Tom Dljkstra took part in residencies facilitated by Leeds2023 and The Dutch Embassy. During their time at East street Arts, they explored community CO*curation methods and art in the public realm, enriching both their own practices and the local creative community. A significant highlight was the Shlftlng Sands research project, which explored graduate progression routes for early•career artists. This initiative identified key barriers to sustainable careers in the arts and informed new strategies for supporting emerging practitioners. Roundtable discusslons with freelancers, educators, and arts organisations in Leeds and Glasgow provided valuable insights into how ESA can continue to foster an environment where early-career artists can thrive. Commlsslons: Expandlng the Scope of Publlc Art The strength of ESA'S commissioning programme lies in Its ability to support artlsts in developing ambitious new work while embedding artistic practice within local communities. This year, 41 artlsts and collectlves were commissioned, contributing to the cultural fabric of Leeds and beyond. The commissions ranged from site-specific installations to large-scale public a￿OrkS, each responding to the themes of heritage, migration, social change. and environmental concerns. Among the notable projects.. Harry Clayton-wright & Yaku Stapleton Hidden Histories of New Briggate commissions, exploring the layered histories of the iconic Leeds street through light-based installations and performance. Rhian Kempadoo-Miller- A Carnival-themed mural in Chapeltown, celebrating the vibrancy of Caribbean heritage and community identity, co-created with local residents. This project was a significant collaboration with the Leeds West Indian Carnival, reinforcing the deep cultural connections to the carnival tradition and the wider community. Add Fuel IDiogo Machado) - 'Echoes' mural in Mabgate. inspired by the legacy of Burmantofts Pottery, blending contemporary street art with historical craftsmanship. Page 9 East street Arts Re ort of the Trustees for the Year Ended 31 March 2024 OBJECTIVES AND ACTIVITIES Mohammad Barrangi A three￿Ite public artwork, reflecting his personal journey of migration and storytelling through his distinctive visual12nguage. Tahera Aziz - [re]locate, a sound installation marking the 30-year anniversary of the murder of Stephen Lawrence, bringing themes of racial injustice, memory, and activism into the public realm. Each of these projects has not only expanded ESA'S reputation as a leading commissioner of contemporary art but also engaged thousands of local residents, visitors. and international audiences. Hidden Histories of New Briggate, for example, reached over 10,000 people during Leeds Light Night, demonstrating the power of site-responsive work in engaging new audiences. Artlst Support: Advocacy¥ Mentorshlpj and Professlonal Development Beyond residencies and commissions. ESA continues to provide extensive one•tOwone support for artists navigating the complexities of sustaining a career in the arts. In the past year: 240 bespoke support 5esslons were delivered, covering fundlng appllcatlons, marketlngg technlcal support, and portfollo development. Support was extended to over 130 artlsts, collectlves, and arts oryanlsatlons, with 21'A of partlclpant8 engaglng wlth ESA for the first tlme. Areas of focus ranged from PhD supervislon and academic research partnerships to studlo vlslts, publlc engagement strategles, and sustainablllty practlces. ESA'S advocacy work has also gained momentum. Through the Creatlve Workspace Network (CWN), we have been at the forefront of natlonal dlscussions on artist-led spaces, contributing to research, policy recommendations, and funding strategies aimed at securing affordable, sustalnable studlos for artists. Our efforts have included presenting data to Arts Councll England (ACE), hosting sector-wide discusslons, and leading the development of methodologies for creative capltal projects. Looklng Forward: Strengthenlng Our Commitment to Artlsts As ESA moves into the next phase of its programme, we remain committed to refining and expanding our support structure5. We recognise that artists need more than just space and funding-they require long-term strategic support, networking opportunitles, and access to specialist knowledge. Our upcoming priorities include: Deepenlng our Internatlonal partnerships to provide more opportunities for exchange and collaboration. Securlng additional funding for artlst development, ensuring Ihat artists at all career stages have access to sustainable pathways. - Advancing our public engagement strategles, bringing art into everyday spaces and making it accessible to a wider audience. Expanding our mentorshlp and peer4upport networks, allowing artists to learn from one another in structured, meaningful ways. Despite the challenges of reduced budgets and sector-wide financial straln, ESA remains steadfast in Its belief that artists are at the heart of cultural transformation. By continuing to invest in residencies, commissions, and professional development, we are not only supporting individual artists but also strengthening the creative ecology of Leeds and beyond. Communlty and Publlc Engagement: Transforming Local Connections through Art and History East street Arts (ESA) has dedicated this year to strengthening its relationships with the local community while also advancing public art initiatives that aim to uncover hidden histories, ￿lebrate diversity, and create lasting social impact. These projects emphasize place-based cultural development, offering both artists and local communities a chance to connect, collaborate, and contribute to the collective memory and cultural evolution of their areas. Hidden Histories of New Briggate: A Landmark Public Art Projoct Page10 East street Arts ort of the Trustees for the Year Ended 31 March 2024 OBJECTIVES AND ACTIVITIES One of the standout achievements this year has been the Hidden Histories of New Brlggate project, a bold public art initiative that explored and celebrated the rich, often overlooked, cultural legacy of Leeds, New Briggate district. By weaving together public art, storytelling, and historical ￿searCh, ESA brought to light the district's significant LGBTQ+ history. textile heritage. and evolving social dynamics. Key milestones Include: 23 artists commissioned to respond creatively to New Briggate's diverse history, creating works that ranged from visual art to performance. A two4lay Light Nlght installation that drew over 10,000 attendees, showcasing the a￿a'S hidden histories through dynamic light-based public art. A sold-out performance at the Howard Assembly Rooms, which reimagined the districvs entertainment heritage. A series of walklng tours, exhlbitions, and publlc events, which engaged local residents and vlsitors alike, fostering a deeper connection to New Briggate's past and tts vibrant future. The success of this project is a testament to ESA'S ability to merge artistic creatlvity with historical exploration, ensuring that New Briggate's stories are preserved and continue to resonale within the city's evolving cultural landscape. Summer School 2023: Creatlvlty, Cllmate, and Communlty In 2023, ESA'S Summer School served as an inspiring platform for young people from Burmantofts, Chapeltown, and Harehills, offering them an opportunity to engage with pressing global issues, such as climate change, through the lens of creative expression. This year, the program expanded its reach to include intergenerational collaborations, bridging the gap befvrfeen youth and elder community members to foster deeper, multi4Jenerational understanding. Key highlights of the Summer School 2023 Include: Workshops focused on 8UStalnable artlstic practlces and Glimate activism, allowing participants to explore creative solutions to environmental challenges. Intergeneratlonal collaboratlons, where young people worked alongside community elders, exchanging wisdom and experiences while developing new. collaborative artistic works. A final showcase event that demonstrated the power of art to unite individuals and ignite social change. This event not only highlighted tha creativity of the participants but also underscored the role of art in fostering cornmunity-led storytelling and connection. The succes5 of the Summer School reaffirmed ESA'S commitment to engaging and empowering future generations, providing them with the tools and inspirakn'on needed to become active stewards of their community and environment. Publlc Engagement and Community Impact: A Year of Transformat5on Throughout the year, ESA'S engagement with local communities has been a driving force behind numerous transformative projects that have created lasling social impact. ESA'S work remains deepSy embedded in the neighborhoods of Leeds, ensuring that its artistic initiatives are accessible, inclusive, and relevant to the people they serve. Key public engagement highlights include: The Neighbourhood Forum for Mabgate, Burmantofts, and Lincoln Green, which has successfully transitioned to full resldent-led ownership, giving local residents the autonomy to shape their own community's future. The Hidden Histories of New Briggate project, which engaged over 10,000 people through public art installations, performances, and heritage-based storytelling, solidifying ESA'S role as a catalyst for local cultural regeneration. Page11 East Street Arts Re ort of the Trustees for the Year Ended 31 March 2024 OBJECTIVES AND ACTIVITIES - The A City Less Grey program, which continued to enhan￿ Leeds, public spaces through new murals and art commissions, including a carnival-themed mural In Chapeltown, reflecting the district's diverse cultural heritage. ESA'S ongoing commitment to place-based cultural development is evident in its ability to empower both artists and communities to Co-create projects that have a lasting impact on local cultural and social landscapes. By fostering collaboration, ESA ensures that the voices of local residents are integral to the artistic process. resulting in projects that not only reflect the community's identity but also inspire future generations to continue this legacy. Concluslon: A Vislon for 2024-2025 and Beyond As East street Arts IESA) moves forward into its next chapter, it d￿S so with a renewed sense of ambition, resilience, and commitment to artist-led practice. The past year has been one of transition, adaptation, and strategic decision-making, ensuring that ESA remains at the forefront of artist development, creative space provision, and community engagement. While financial challenges have necessitated difficult choices, they have also provided an opportunity to refine the organisation's focus. strengthen its foundations, and set clear priorities for the coming years At the heart of ESA'S vision for 2024-2025 lies a dedication to strengthenlng flnanclal resllience, ensuring long-term sustainability for both the organisation and the artists it seNes. This involves securing diverse funding streams, maximising the potential of ESA'S creative spaces, and developing strategic partnerships that align with the organisation's values and mission. The Keighley Creative Hub capital project, for example, stands as a testament to ESA'S ability to secure investment in artist-led infrastructure, wilh £3.75m in funding now confirmed. Similar approaches will be taken to enhance the viability of existing sites, including Convention House, Patrick Studios, and the Art Hostel. ensuring that they not only senie as creative spaces but also Gontribute to ESA'S financial stability. Alongside financial resilience, expanding artist residencies and commissions remains a central priority. ESA'S residency programme has continued to flourish, with key international exchanges taking place in Taipei, Ghent, and Groningen, as well as locally-led commissions that place artists at the heart of community slorylelling. The Arl Hostel has hosted a growing number of international arlists, musicians, and creatives, reinforcing ESA'S role as a hub for global artistic exchange. Looking ahead, the organisation aims to deepen thèse connections, fostering more opportunities for UK-based artists to engage in reciprocal exchanges abroad while continuing to welcome internation81 artists into ESA'S spaces. Crucially, ESA'S work is not just about supporting artiS￿1t is also about fostering communlty-led publlc art Inltiatlves that create meaningful and lasting change. The 'Hidden Histories of New Briggate, and 'A Clty Less Grey, projects have demonstrated the power of public art to shape narratives, reclaim space, and engage diverse audiences. The commitment to embedding artists within local communities, through Co-created projects that reflect heritsge, identity. and place, will continue to be a driving force. Initiatives such as the Chapeltown mural, storytelling projects, and collaborations with educational inslitutions highlight ESA'S role in bridging the gap between artists and the wider publiG. Despite the uncertainties that lie ahead-whether economic, political, or sectorwspeGific-ESA remains steadfast in its belief that artist-led approaches are vital to a thriving cultural ecosystem. The challenges of recent years have reinforced the organisation's ability to adapt. innovate, and find solutions that Sustain both creative practice and community engagement. As ESA enters its next 30 years, it does so with a renewed determination to shape a future that is inclus5ve, sustalnable, and artist (3,317) (2,978) (23,006) (9,688) (142,892) 4,426 (91,950) 1,800 180,828 (262,914) (5,000) (3,317) (2,978) (23,006) (9,688) (143,154) (574) (91,950) 262 5,000 187,890 (631,935) 1444,045) TOTAL FUNDS 1,343,317 (2,119,984) (776,667) Page 33 East Street Arts Notes to the Financial Statements- continued for the Year Ended 31 March 2024 21. MOVEMENT IN FUNDS continued A current year 12 months and prior year 12 months combined position is as follows: Net movement in funds At 3113124 At 114122 Unrestricted funds General fund 1,382,071 (635,058) 747,013 Restricted funds Capital Project Barkston Ceramics MARYS Capital Project Programme CLLD ACE Convention House Leeds CC Convention House Programme GUILD WYCA Bike Shed Add Fuel Art Hostel Commissions Art Hostel Refurblshment WYCA Garfield Weston Haribo Happiness DCMS- CRF Grant Round One 1,160,657 6,200 455,890 5,069 319,509 82,535 82,086 5.000 27,279 13,992 138,443 9,688 143.507 574 91,950 (73,256) 12,090) (29,594) (5,069) (28,811) 1,800 (82,086) (5,000) (27,279) (2,978) (35,243) (9,688) (143,507) (574) (91,950) 1,087,401 4,110 426,296 290,698 84,335 11,014 103,200 2,542,379 (535,325) 2,007,054 TOTAL FUNDS 3,924,450 (1,170,383) 2,754,067 Page 34 East street Arts Notes to the Financial Statements - continued for the Year Ended 31 March 2024 21. MOVEMENT IN FUNDS- continued A current year 12 months and prior year 12 months combined net movement in funds, included in the above are as follows: Incoming resources Resources expended Movement in funds Unrestrlcted funds General fund 2,382,390 (3,017,448) (635,058) Restrlcted funds Capital Project Barkston Ceramics MARYS Capital Project Programme CLLD ACE Convention House Leeds CC Convention House Programme GUILD WYCA Bike Shed Add Fuel Art Hostel Commissions Art Hostel Refurbishment WYCA Garfield Weston Haribo Happiness DCMS- CRF Grant Round One Arts Council Creative Workspace Leeds CC - Arts @ Leeds A City Less Grey Leeds Creative Labs Artist Carnival Mural Project Neighbourhood Plan The Netherlands Creative Exchange Project Bradford MDC (73,256) (2,090) (29,594) {5,069) (28,811) (73,256) (2,090) (29,594) (5,069) (28,811) 1,800 (82,086) (5,000) (27,279) (2,978) (35,243) (9,688) (143,507) (574) (91,950) 1.800 180.828 (262,914) (5,000) (27,279) (2,978) (35,243) (9,688) (143.7691 (5,574) (91,950) (22,500) (12,050) (50,000) (6,250) (2,000) (5,000) 262 5,000 22,500 12,050 50.000 6,250 2,000 5,000 9,600 56.819 (9,600) (56,819) 352,109 (887,434) (535,325) TOTAL FUNDS 2,734,499 (3,904.882) (1,170,383) 22. EMPLOYEE BENEFIT OBLIGATIONS The charity operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the charity in an independently administered fund. The charge to profit or loss in respect of defined contribution schemes was £16,395 (2023: £16,767). At 31 March 2024, there were balances (including employee and employer contributions) of £5,549 (2023.. £3,527) outstanding. Page 35 East street Arts Notes to the Financial Statements - Gontinued for the Year Ended 31 March 2024 23. RELATED PARTY TRANSACTIONS Trustees received amounts in the year as detailed in Note 12. No further related party transactions took place that are required to be disclosed. DESIGNATED FUNDS The income funds of the charity include the following designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes.. Balance at 31 March 2024 Balan￿ at 1 April 2023 Incoming resources Resources expended Programme Development. Asset Maintenance & Development Historic England Cultural Project 50,000 50,705 50,000 50,705 162,435 100,705 The purposes of the designated fund5 With balances in the year are as follows.. Hlstorlc England . Cultural Project To cover the costs of a new Briggate three year projecL Page 36