OpenCharities

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

2025-03-31-accounts

Charity number: 1177462

Foreword by Chair of Rosetta Arts

It is my honour to present the annual report of Rosetta Arts for 2024/25. In what has been, and remains, a very challenging time for arts bodies and for society at large, Rosetta Arts has continued to adapt and to make a real contribution to the cultural development and wellbeing of our Newham communities. We have extended opportunities and brought hope, enjoyment, and a sense of achievement to many who may have had few opportunities before.

We are grateful to be an Arts Council England NPO. Without this funding, Rosetta Arts would not be able to make the transformational and strategic impact in Newham we are making.

Over the past year, we have continued to be bold, collaborative and compassionate as we are shifting our financial and business model and continue to develop the organisation and its staff.

We’ve embedded a more analytical culture within our organisation, including the development of internal systems and evaluative practices. We are also getting better at collecting and using data, enabling us to identify trends and adapt our programming accordingly; which strengthens our ability to deliver responsive, high-quality experiences.

A key milestone was our STEP intern becoming a full-time team member — an outcome of our commitment to professional development and organisational learning.

Our new Board and our three sub-committees are going from strength to strength and bringing strategic capacity with skills in digital transformation, HR, and inclusive governance. This has improved our agility and decision-making, positioning us to adapt to sector challenges and opportunities more effectively.

I am delighted to have moved from the position of interim Chair to permanent Chair and proud to be part of the Rosetta Family and Rosetta's story that goes back more than 30 years, and to help guide its future success.

Fatima Vepari, Chair, Rosetta Arts

Reference and Administrative Information

This is the seventh annual report and accounts of Rosetta Arts, which was established on 7 March 2018 as a charitable incorporated organisation (CIO, registration no. 1177462) under the name of Rosetta Art Centre, and which builds on the work of the Rosetta Art Centre Community Interest Company which was originally formed in 1993. The Trustees have pleasure in presenting their report and the financial statements for the charity for the year ended 31 March 2024. The Trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and the Republic of Ireland (FRS 102) (effective 1 January 2019).

In 2025, We changed our incorporated name from Rosetta Arts Centre to Rosetta Arts, to reflect the fact that we deliver directly in communities as well as from our building.

Structure and Governance

Responsible governance of the charity is exercised through the Board of Trustees who are all directors of the charity (‘the Board’). The Board is made up of independent lay members who are responsible for the conduct of Rosetta Art Centre CIO and for ensuring that it satisfies all legal and contractual obligations. The Trustees are volunteers and are not remunerated for their time.

The Board is responsible for setting the strategic direction of the charity and is ultimately accountable for how effectively the charity meets the defined aims through direct charitable activity. The Board employs executive, administrative and operational staff to deliver the charity’s objectives.

The Board meets at least four times a year. The Board delegates day to day responsibility to the CEO who is required to attend Board meetings and to report on all operational and financial matters including staff matters and service delivery.

The directors of the charity are its trustees for the purpose of charity law and throughout this report are collectively referred to as the Trustees. The Trustees at the start of the year 2024/25 were as follows:

David Forrester (Chair until July 2024)

Fatima Vepari (interim Chair since August 2024 and permanent Chair since December 2024)

Jan De Schynkel (ex-officio as CEO)

Aida Esposito (Trustee and Chair of the Capital sub committee) Charlotte Garnett (Trustee) Daniel Jones (Trustee) Felicity Ndebele (Trustee) Jo Clarke (Trustee) Matthew Merkle (stepped down December 2024) Kelly Robinson (Trustee) Amber Perrier (Trustee) Smitha Islam (Trustee) Trevor Burgess (Trustee) Steve Cameron (Trustee) Waleed Sajjad (Trustee and Treasurer)

Cllr Rev Ann Easter (Advisor - stepped down at the July 2025 Board meeting)

The Board meets quarterly to review Rosetta’s strategy and progress towards our targets against our agreed key performance indicators (KPIs); our finances, including cash flow and quarterly accounts; risk register; key operational planning and human resource issues. We continue to update our various policies to ensure they conform to the latest legislation such as the Employment Rights Bill and the Equality Act 2010.

We are all too conscious that, as a small and potentially vulnerable charity in rapidly changing times, our achievements have been and will continue to depend not only on the commitment of our outstanding staff but on the strength of our partnerships, first and foremost the long-standing relationship with the London Borough of Newham, but also with Arts Council England which in 2018/19 designated Rosetta Arts as a National Portfolio Organisation (NPO).

Mission and Objectives

Vision

Enriching the lives of East Londoners through the transformative power of the arts.

Mission

Rosetta Arts addresses barriers and systemic inequity for disadvantaged and underrepresented communities and artists in Newham and East London, through high-quality visual arts and creativity programmes;

By supporting health & wellbeing through the transformative benefits of creativity

By empowering, connecting, upskilling and giving a voice

By acting as a catalyst for creative talent and inclusive employment pathways in the creative industries

By supporting creative education in schools

Core Values

We seek to realise this mission by applying four core values: To be creative, authentic, empowering and agile - with, by and for communities

Aims

And by embodying those values in the pursuit of four core aims

Making, doing and experiencing arts together to improve wellbeing, quality of life and connection of local people

Using creativity to unlock the potential of children and young people

Support, champion and platform underrepresented artists to build a more equitable arts sector

Build supportive organisational and people capacity to ensure a resilient and dynamic organisation

Three key thematic pillars of work:

creative wellbeing

creative sector artist development

Inclusive opportunities

(which include Children and Young People 0-25 in and out of schools; SEND; over-50s)

Cross-cutting themes

across everything we do are:

Rosetta Arts’ USP

can be summarised as:

Rosetta's Constitution Objects are:

To promote access to and participation in the visual arts in Newham, London and surrounding communities, where such access and participation are otherwise lacking in the community; and

To relieve the needs of people who have physical disabilities and/or learning difficulties, mental health issues or who are socially and/or economically disadvantaged by providing access to and participation in the visual arts from its centre in Newham, London.

History

Rosetta Arts is currently based at the Gainsborough Learning Centre in West Ham in the London Borough of Newham.

We are an accessible, community-based visual arts centre, with facilities including a pottery studio, darkroom, printmaking and painting rooms, a gallery and a photographic studio. With the support of key partners such as Arts Council England, Rosetta Arts has developed a major role locally since its inception in 1993 at Rosetta Primary School; hence our name. To address a lack of provision for contemporary visual art learning in Newham, University lecturer and RCA graduate Yvonne Humble began working with local people and artists in Newham, running art programmes in a single studio. Her approach was innovative and experimental, encouraging students to develop their own syllabus tailored to personal interests and needs over a period of three years. The studio workshops provided space for creative exploration whilst developing entrepreneurial skills through professional development workshops.

The above approach has become part of Rosetta’s DNA.

In 1995, Rosetta Arts relocated to its current home in West Ham.

Since then, it continued to grow and in 2018 with Sanaz Amidi at the helm, Rosetta Arts became a CIO, a registered Charity, and an Arts Council England National Portfolio Organisation (NPO).

One of the Centre’s early students was Alexander McQueen. Yvonne remembers when he first came to her:

“Lee, as he wanted to be called, came to me as an evening student when he was learning tailoring in Saville Row. His first words were not just to be an everyday student, but to tell me he wanted to be a great designer of clothes.”

Alexander was one of many that came to the Centre with ambitions, and were supported, encouraged and trained to work towards them. This ethos of nurturing creative talent has always stayed central to Rosetta.

Following new leadership of CEO Jan De Schynkel in August 2023, there has been a significant period of organisational development, which continues into 2025/26. This has included transformational Board development and renewal; new staff structures; updated systems, structures and policies; strategic planning with staff, trustees and stakeholders; rebranding and a new website.

Under the leadership of our CEO Jan De Schynkel, since August 2023, Rosetta Arts has placed a renewed focus on:

Collaborative partnerships, empowerment of local voices and relevant programming that addresses individual and hyper-local barriers and needs

Rosetta as a connector: Re-asserting Rosetta’s unique USPs amidst the wider strategic Newham picture

Re-focusing our business and operational model and strengthening organisational skills, systems and capacity

From 2026, we will be creating a creative campus, providing a home to other cultural organisations and affordable artist studio spaces.

Our achievements

As one of Arts Council England’s NPOs, we have secured annual funding to help cover some of our core costs until 2027 and are awaiting the outcome of the 2027/28 extension year. 2024/25 is the seventh year as a CIO, and is the second year of our three-year Business Plan.

Our Impact in 2024/25

Engagement

During the period 1 April 2024 - 31 March 2025:

119 1827 creative learning & people engaged participation sessions

----- Start of picture text -----
12% 14%
under age of 25 over age of 75
5% 18%
unemployed D/deaf and/or Disabled
5% 28%
neurodivergent any other ethnic group/none of
the above
----- End of picture text -----

We are making progress in diversifying our staff team, facilitators and the Board is now diverse/female-led.

Staff

80%

20%

30%

FEMALE NEURODIVERGENT GLOBAL MAJORITY

BOARD

66% 42%

FEMALE GLOBAL MAJORITY

During the year, we also increased our digital engagement and we reached 62,720 people digitally (through Linkedin, Facebook, Instagram, Linkedin, Tik Tok and our website). Our Instagram was a particular growth story with a 361% increase from the previous year!

Peoplereached digitally 62,720

Instagram growthfrom previousyear 361%

Supporting a more equitable and diverse Creative Industries sector

We supported the creative industries and career ladder opportunities by employing:

----- Start of picture text -----
Paid work
42 opportunities
for freelancers, artists, artist educators
Volunteers
13
Supporting the organisation
Artist
Accelerators
5
giving them skills and networks to be more entrepreneurial and
to make their arts careers viable and sustainable (see more info
under our projects)
STEP Intern
1
Employed one intern through the
STEP programme
----- End of picture text -----

STEP traineeship:

We collaborated with The Good Growth Hub’s STEP programme, a 12-month paid traineeship for diverse young east londoners aged 18-30 to land their first role in the creative & cultural sectors. Our trainee receives the London Living Wage and is assigned a specialist industry mentor and personal career coaching.

In 2024/25, we supported a range of artists, educators and producers to have more sustainable careers: Rosetta paid £69,555 directly to artists and creative producers curating exhibitions, managing creative projects and facilitating events and programmes, not including pre-existing core staff.

A 2020 Centre for Economics and Business Research (CEBR) report found that for every £1 generated in the arts and culture, an additional £1.23 gross value added was generated in the wider economy. According to this formula,

Rosetta has contributed £155,108 to the Creative Industries and the wider economy combined.

As a National Portfolio Organisation, Rosetta ARTS receives funding of £100,000 per annum from Arts Council England. Not only has this supported some of Rosetta Arts’ core costs and enabled us to continue to make a difference to those less fortunate in Newham; we also have, in addition, generated this same amount for the creative industries by directly supporting creative careers through paid opportunities.

Rosetta paid £69,555 directly to artists and creative producers curating exhibitions, managing creative projects and facilitating events and programmes,

----- Start of picture text -----
£100,000
£
1
5
5
,1
0
8
----- End of picture text -----

£69,555

As a National Portfolio Organisation, Rosetta receives funding of £100,000 per annum from Arts Council England. A direct return on this £100,000 investment of £155,108 demonstrates Rosetta’s meritorious and commendable use of public funding.

Rosetta has contributed £155,108 to the Creative Industries and the wider economy combined.

Our projects in 2024/25

Rosetta’s creative services brought people and communities together to foster connection, confidence, empowerment, wellbeing and to support skills and sustainable careers.

During the year, we delivered creative projects across our three key pillars:

----- Start of picture text -----
Urban Gardening
Two Cultural and Social
Prescribing event Decolonising Fashion
Mindful Walk & Pottery
creative wellbeing
in partnership with The Line
Mindful Arts training session
Welcome Newham -
Weaving the Threads of
Refugee Entrepreneurship UAL Lates with mindful art
----- End of picture text -----

----- Start of picture text -----
Accredited courses
Creative
(Pottery Level 1)
Industries
Festival at UEL
creative sector
Rosetta Presents Artist Accelerator
artist development
series (primary school
takeover; South Asian
Heritage Month; Black
History Month)
Central Eastern European
SEND pottery course Photography Club
----- End of picture text -----

----- Start of picture text -----
Central and Eastern European
Future of Fashion
Photography club and exhibitions
(addressing eco
anxiety) Great Get Together
Inclusive opportunities Art Stars (8-12 year olds)
East Summer School (which include Children and Young
People 0-25 in and out of schools; Sylvie Belbouab’s
SEND; over-50s) Islamophobia Awareness
Month exhibition
Community Mural Art Superstars (SEND)
----- End of picture text -----

Some highlights in 2024/25

Urban gardening

sessions 22

224

people engaged

Urban Gardening is a free programme for adults aged 50+ that combines gardening and creative skills to promote self expression, a sense of community and well-being in the Royal Docks area. Delivered weekly at St Luke's Community Centre in Canning Town, this open-access activity helps combat loneliness, and provides opportunities to learn new creative skills through gardening and arts activities. In 2025 we expanded the delivery - working with St Luke's school to deliver an intergenerational programme.

100%

75%

I have learned a new skill The programme creates a sense of belonging

90%

This programme has increased my confidence

86%

94%

Understand more about Enjoyed working as a how food is grown team with my classmates

100%

Want more gardening and art projects

“Please come back with more things soon.”

“This was the best day I had in school.”

Central and Eastern European Photography Project (CEE)

16 sessions 182 people Attended

The Central and Eastern European Photography Club (CEE) was a cocreated, collaborative project between Rosetta Arts, Centrala, and the Roma Support Group, commissioned by Culture Within Newham and funded by Arts Council England. It celebrated the heritage of Central and Eastern European communities through photography. Delivered at Beckton Globe Library, the club offered sessions where participants shared migration stories, built creative skills, and connected through cultural exchange.

For Newham Heritage Month - Rosetta Arts proudly presented Fragments of Home - a multi-media exhibition featuring photography, film and textile artworks created by Newham residents from Central and Eastern European (CEE) communities at Beckton Globe.

“A good accompaniment was the Eastern European food in the hallway before the show, and the pancakes ignited positive memories from childhood.”

“Thank you for making this experience not just an exhibition, but a celebration of art, collaboration, and creativity.”

“I love to be able to put a spotlight on my community.”

“I really enjoy discovering art again. Please continue running different art courses.”

“This was my first experience as a photographer in an exhibition.”

73.3%

of the audience members came from Central and Eastern European countries

90% of the visitors were from Newham

60%

had ‘never engaged with any activities at Rosetta Arts before’

Artist Accelerator

Artist Accelerator is a career development programme supporting local visual artists who have a socially engaged practice and have faced barriers in developing their career. Over 9 months, five artists are Artists provided with access to networks, masterclasses, funded opportunities 5 for public engagement and display of work, as well as studio space or bursary support, and mentoring sessions with experienced professionals, all to help develop their socially engaged practices in the local community. 17[Sessions] Last year, the programme culminated in a hands-on project: Community Windows: The Artist Accelerator members ran workshops with Harris Academy Chobham Participants students, culminating in 14 large window displays on an 299

Last year, the programme culminated in a hands-on project: Community Windows: The Artist Accelerator members ran workshops with Harris Academy Chobham students, culminating in 14 large window displays on an empty building opposite the school in East Village.

“I gave a list of dream mentors to Rosetta and amazingly they replied. I had mentorship with Jeremy Deller and Craig Oldham, and from that I have been invited to speak with them at Tate Britain on a panel discussion. An opportunity I have gotten because of this programme.”

“The workshops and masterclasses have given me practical skills and knowledge that I wasn’t taught at uni. It’s helped develop my confidence as a freelancer.”

“The Artist Accelerator Programme has been such an insightful and meaningful experience for me—it's equipped me with new skills, fresh perspectives, and the confidence to embed my practice more deeply in my local community.” Time to reflect for New business skills artists impact Relationships with other Hands-on project and Future paid employment creative practitioners workshop experience in a opportunities as a result and organisations supportive environment of this programme

ROSETTA PRESENTS

Recurring events where Rosetta Arts presented a different sub-culture of the community and/or theme

To activate our building and reaffirm Rosetta as an inclusive, connected community hub and a safe third space

a safe third space To support creatives and artist careers August 2024 event: 138 Co-curated with local partners MAUK (Malayalee Association of the UK) Participants and Newham Music showcasing local South Asian talent in visual arts, dance, and music. MP James Asser and Cllr Rohit Dasgupta attended, including with speeches from Rosetta CEO Jan De Schynkel and Blossom Group performers CEO, Shahid Mahmood.

impact

During and following the race riots in 2024, unrest, violence and intimidation in our country, unsettled many of our local communities.

Rosetta Arts is not afraid to be bold and we made our building a safe space for local communities from the global majority, particularly focusing on the South Asian diaspora.

Jan De Schynkel, CEO Rosetta Arts said at the event:

“This event has become even more poignant in view of the impact and fear that the current unrest and violence in our country has brought to our communities. We therefore feel it is important to celebrate diversity and show solidarity with everyone in Newham that may have been made to feel unsafe in their own communities, by showcasing the wonderful richness that

South Asian cultures bring.

These events help bring our communities together as we learn about each other's traditions, skills and heritage.”

Financial Review

We are thankful to our funders, partners and donors during 2023/24, including but not limited to:

Aspers Good Causes Fund MAUK Arts Council England Newham Music Blossom CIC The National Lottery Heritage Fund Centrala Orrick London Champions 4 Children via the Big Give Poplar Harca Chobham Academy Roma Support Group Clothworkers Foundation Royal Docks Trust Compass Wellbeing CIC St. Luke’s Community Centre Culture Within Newham (Good Thinking Small Grants Scheme) St. Margaret’s House David Forrester Sylvie Belbouab Eko Trust The Line Get Living Tim Segaller Greater London Authority UCL East London Arts & Health University of East London London Borough of Newham Royal College of Art London College of Fashion RTR Foundation & Champions 4 Children London Legacy Development Corporation (LLDC) The Walsh Family

Rosetta Arts is a local charity serving a vulnerable part of London. The Trustees have adopted prudent financial policies to enable the organisation to cope with fluctuations in activity and earned income; but it is necessarily dependent to a considerable extent on public funding, for which the Trustees are most grateful. Our financial statement is attached. In summary:

Rosetta Arts received income of £321,849 in the year to 31 March 2025. The main sources were:

Other Income of £36,112

Our expenditure for the year totalled £328,330 split between:

Direct charitable costs, including fees paid to our artists, of £256,997 Costs of raising funds £1,268

Our deficit for 2024/25 totalled £6,481

Reserves policy

The total funds of the charity are made up of unrestricted funds of £293,576 and restricted funds of £67,685 which are to be used in accordance with specific restrictions imposed by donors.

The unrestricted funds break down as:

Reserves are that part of a charity’s unrestricted fund that is freely available to spend on any of the charity’s purposes. Rosetta Arts has reserves of £289,114 (£293,576 minus fixed assets of £4,462).

It is the policy of the Charity to hold unrestricted undesignated reserves of £120k, roughly equivalent to a minimum of 3 months core operating costs plus wind-up fees. At £129,576, we are just above target.

The Trustees agreed to create Designated Funds from our reserves for the below planned future events. Those designated funds in 2023/24 were £200,000. During 2024/25, £36,000 was invested from designated reserves to support continued growth and restructure.

This planned investment is in line with the growth strategy that the trustees agreed to at the December 2023 Board meeting. The designated reserves carried forward are:

Principal Risks and Uncertainties

In a relatively steady operating environment key risks that have the potential to impact reserves have been identified as:

The Charity maintains a Risk Register and undertakes periodic reviews for different areas of risk including: insurance cover; health and safety policies in the workplace and whilst performing; working with young children and vulnerable adults; financial affairs; personnel practices; ICT technology; and security of tenure. In relation to these, and apart from matters completely outside the Charity’s control, the Board considers that the risks to which the Charity is subject have been mitigated to a satisfactory level.

Members’ Liability

Each trustee, as a member of the Charitable Incorporated Organisation, undertakes to contribute to the assets of the CIO in the event of its being wound up while he/she is a member, or within one year after he/she ceases to be a member, such amounts as may be required, not exceeding £1, for the debts and liabilities contracted before he/she ceases to be a member.

Plans for the future

As a dynamic visual arts charity rooted in Newham, East London, with over 30 years of impactdriven community work, our mission will continue to be breaking down barriers to creative engagement by delivering inclusive and transformative programmes that support wellbeing, build confidence, and create pathways into the creative industries—especially for underrepresented* and disadvantaged communities.

In the face of growing socio-economic challenges—such as deprivation, low arts engagement and receding funding, not to mention the lingering effects of COVID-19—Rosetta Arts will continue to strategically reposition itself as a connector, catalyst, and champion for community-led creativity. Serving one of the UK’s youngest, most diverse and underserved boroughs, we are the main Arts Council England National Portfolio Organisation (NPO) dedicated to visual arts in Newham. We understand both the gravity and the honour of our position, and our 2025–2030 plan will remain centred around three thematic pillars:

Creative Health – Harnessing the arts to improve wellbeing.

Inclusive Opportunities – Empowering children, young people (including SEND), over 50s, and underserved adults through creative learning.

Creative Sector and Artist Development – Fostering inclusive pathways into the creative economy.

These three pillars underpin the vision for our prime ambition: developing our current home into a Creative Campus for Newham.

As of January 2026, Rosetta Arts is poised to take over the management of the whole of the current Gainborough Learning Centre and develop it into a creative campus where other local creative organisations that align with our mission, can find a home to better serve Newham’s diverse communities.

The creative campus will offer affordable artist studio spaces, office/rehearsal/workshop space for other cultural organisations, a gallery, training kitchen, photo studio, dark room, fully kittedout pottery studio, event space, car parking, and more; Bringing East Londoners together for culture, community and to celebrate our shared history.

Our creative workspaces range from small, medium and large studio spaces that can be used as private office space, rehearsal space, workshop space or making spaces. Details of Rosetta’s finances are set out in the Profit and Loss Account, Balance Sheet and associated Notes to the Accounts below.

Approved by the Board and signed on its behalf

by:

----- Start of picture text -----
19/12/25
----- End of picture text -----

Fatima Vepari, Chair, Rosetta Arts

Registered Office Address 1 Hamilton Rd, London E15 3AE

Bankers CAF Bank Ltd, 25 Kings Hill Avenue, Kings Hill, West Malling, Kent ME19 4JQ Shawbrook Bank Limited, Lutea House, Warley Hill Business Park, The Drive, Great Warley, Brentwood, Essex, CM13 3BE Accountants Counterculture Partnership LLP, Bank Chambers, Main Street, Hawes, North Yorkshire DL8 3QL

Rosetta Art Centre CIO

Independent Examiners Report to the Trustees

For the year ended 31 March 2025

I report to the trustees on my examination of the accounts of the charity for the year ended 31 March 2025.

Responsibilities and basis of report

As the charity trustees, you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 ('the 2011 Act').

I report in respect of my examination of the charity's accounts carried out under section 145 of the 2011 Act and in carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act.

Independent examiners statement

Since the Charity's gross income exceeded £250,000, your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination by virtue of my membership of Institute of Chartered Accountants in England and Wales, which is one of the listed bodies.

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:

  1. accounting records were not kept in respect of the Charity as required by section 130 of the 2011 Act; or

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

  3. the accounts do not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a 'true and fair view' which is not a matter considered as part of an independent examination.

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.

Caroline Clarke Counterculture Partnership LLP 23 St Leonards Road

Bexhill East Sussex TN40 1HH

05 January 2026

Rosetta Art Centre CIO Statement of Financial Activities For the year ended 31 March 2025

Notes Unrestricted Restricted 2025 2024
funds funds
£ £ £ £
Income and endowments from:
Donations and legacies 2 124,056 112,000 236,056 272,472
Charitable activities 3 49,681 - 49,681 77,951
Investments 4 8,364 - 8,364 7,904
Other income 5 27,748 - 27,748 12,231
Total 209,849 112,000 321,849 370,558
Expenditure on:
Raising funds 6 (1,268) - (1,268) (3,868)
Charitable activities 7 (266,182) (60,880) (327,062) (437,771)
Total (267,450) (60,880) (328,330) (441,639)
Transfers between funds 3,935 (3,935) - -
Net movement in funds (53,666) 47,185 (6,481) (71,081)
Reconciliation of funds
Total funds brought forward 347,242 20,500 367,742 438,823
Total funds carried forward 293,576 67,685 361,261 367,742

Rosetta Art Centre CIO Statement of Financial Position As at 31 March 2025

Notes 2025 2024 2024
£ £
Fixed assets
Tangible assets 13 4,462 2,635
4,462 2,635
Current assets
Debtors 14 6,183 6,133
Cash at bank and in hand 363,183 369,156
369,366 375,289
Creditors: amounts falling due within one year 15 (12,567) (10,182)
Net current assets 356,799 365,107
Total assets less current liabilities 361,261 367,742
Net assets 361,261 367,742
The funds of the charity
Restricted income funds 16 67,685 20,500
Unrestricted income funds 16 293,576 347,242
Total funds 361,261 367,742

The financial statements were approved and authorised for issue by the Board and signed on its behalf by:

Fatima Vepari 19/12/25 Trustee

Rosetta Art Centre CIO Notes to the Financial Statements For the year ended 31 March 2025

1. Accounting Policies

Basis of accounting

The financial statements have been prepared under the historical cost convention, except for investments which are included at market value and the revaluation of certain fixed assets and in accordance with the Charities SORP (FRS 102) ‘Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019)', Financial Reporting Standard 102 the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), and the Charities Act 2011.

Rosetta Art Centre CIO meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note(s).

Going concern

The financial statements are prepared, on a going concern basis, under the historical cost convention.

Statement of cash flows

The Trustees have taken advantage of the exemption in SORP FRS 102 from including a cash flow statement in the financial statements on the grounds that the charity is small.

Incoming resources

All incoming resources are included in the statement of financial activities when the Charity is entitled to the income and the amount can be quantified with reasonable accuracy.

Resources expended

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that settlement will be required and the amount of the obligation can be measured reliably.

Tangible fixed assets

Tangible fixed assets, other than freehold land, are stated at cost or valuation less depreciation and any provision for impairment. Depreciation is provided at rates calculated to write off the cost or valuation of fixed assets, less their estimated residual value, over their expected useful lives on the following basis:

Plant and machinery

20% Straight line

Pensions

The CIO operates a workplace pension scheme. Contributions are charged to the profit and loss account as they become payable in accordance with the rules of the scheme.

2. Income from donations and legacies

Unrestricted Restricted 2025 2024
funds funds
£ £ £ £
Donations received 3,397 - 3,397 552
Grants received 120,659 112,000 232,659 271,920
124,056 112,000 236,056 272,472

Rosetta Art Centre CIO Notes to the Financial Statements Continued For the year ended 31 March 2025

Analysis of grants received

5. Other income
4. Investment income
Unrestricted funds
Unrestricted funds
Unrestricted funds
Museums & Galleries Exhibition Tax
3. Income from charitable activities
Bank interest receivable
Unlock creative talent in Visual
Arts
Income from charitable
activities
Arts Council England
Cloth Workers Foundation
Compass Wellbeing CIC
Foundation for Future London
Get Living London
London borough of Newham
National Lottery Heritage Fund
Other Grants
Rinova Ltd - Motivate to Create
Royal Docks Trust
The Greater London Authority
University of East London
Windrush Day Grant		 2025
£
100,000
15,000
50,000
-
18,000
2,500
-
8,120
-
26,000
500
12,539
-
2024
£
100,000
-
-
13,000
-
15,000
48,631
2,011
29,004
19,178
27,000
-
18,096

232,659
271,920
2025
£
2025
£
2024
£
2024
£
49,681
8,364
77,951
7,904

8364
7904
,
,
2025
£
2024
£
27,748
12,231

27,748
12,231

Rosetta Art Centre CIO Notes to the Financial Statements Continued For the year ended 31 March 2025

6. Expenditure on generating donations and legacies

xpenditure on generating donations and legacies
Unrestricted funds
Donations		 2025
£
2024
£
1,268
3,868

1,268
3,868

7. Costs of charitable activities by fund type

osts of charitable activities by fund type
Unrestricted Restricted 2025 2024
funds funds
£ £ £ £
Unlock creative talent in Visual 200,003 56,994 256,997 354,155
Arts
Support costs 66,179 3,886 70,065 83,616
266,182 60,880 327,062 437,771

8. Analysis of support costs

Unlock creative talent in Visual Arts
Management
Consultants and
Freelancers
IT
Office Costs
Travel and Subsistence
Other Staff Costs
Governance costs		 2025
£
2024
£
1,320
6,667
1,111
20,514
4,823
34,730
900
41,772
5,250
3,220
8,617
2,991
18,070
3,696

70,065
83,616

Rosetta Art Centre CIO Notes to the Financial Statements Continued For the year ended 31 March 2025

9. Net income/(expenditure) for the year

This is stated after charging/(crediting):

This is stated after charging/(crediting):
2025 2024
£ £
Depreciation of owned fixed assets 2,108 1,658
Accountancy fees 3,934 3,687
Staff pension contributions 4,264 3,394

10. Staff costs and emoluments

Total staff costs for the year ended 31 March 2025 were:

Staff
Salaries and wages
Social security costs
Pension costs		 2025
£
205,888
14,859
4,264
2024
£
214,887
14,168
3,394

225010
232449
,
,
2025
9
2024
9
9
9

The total employee benefits including pension contributions of the key management personnel were £84,552 (2024:£94,595).

No employees received remuneration in excess of £60,000 in the year (2024: £nil).

11. Trustee remuneration and related party transactions

The charity trustees were not paid or received any other benefits from employment with the charity in the year (2024:£nil).

No charity trustee received payment for professional or other services supplied to the charity (2024:£nil). The trustees all give freely their time and expertise without any form of remuneration or other benefit in cash or kind (2024:£nil).

Trustees' expenses represents the payment or reimbursement of travel and subsistence costs totalling £nil (2024:£nil). There are no related party transactions to disclose for 2025 (2024:none).

Rosetta Art Centre CIO Notes to the Financial Statements Continued For the year ended 31 March 2025

12. Comparative for the Statement of Financial Activities

Total
Total
Depreciation
At 01 April 2024
Charge for year
At 31 March 2025
Net book values
At 31 March 2025
Expenditure on:
Raising funds
Charitable activities
Cost or valuation
Tangible fixed assets
Reconciliation of funds
Total funds brought forward
Total funds carried forward
Transfers between funds
Net movement in funds
Income and endowments from:
Donations and legacies
Charitable activities
Investments
Other income
199,553
187,624
347,242
Unrestricted
funds
£
(219,605)
20,500
171,005
Restricted
funds
£
(222,034)
(258,705)
At 01 April 2024
Additions
At 31 March 2025
At 31 March 2024
207,676
159,618
102,563
76,855
7,904
12,231
(1,934)
(217,671)
279,205
169,909
1,096
-
-
(207,676)
(1,934)
(220,100)		 £
2024
272,472
77,951
7,904
12,231

370558
,
(3,868)
(437771)
,
441639
,
-
71081
,
438823

,
367742
,
Computer
equipment
£
7,540
3,935
11,475
4,905
2,108
7,013
4,462
2,635

13. Tangible fixed assets

Rosetta Art Centre CIO Notes to the Financial Statements Continued For the year ended 31 March 2025

14. Debtors

2025 2024
£ £
Amounts due within one year:
Trade debtors 136 -
Prepayments and accrued income 501 1,334
Other debtors 5,546 4,799
6,183 6,133

15. Creditors: amounts falling due within one year

Trade creditors
Other creditors
Accruals and deferred income		 2025
£
3,977
6,670
1,920
2024
£
6,372
595
3,215

12,567
10,182

16. Movement in funds

Unrestricted Funds

Balance at Incoming Outgoing Transfers Balance at
01/04/2024 resources resources 31/03/2025
£ £ £ £ £
Designated
Designated 200,000 - - (36,000) 164,000
General
General 147,242 209,849 (267,450) 39,935 129,576
347,242 209,849 (267,450) 3,935 293,576
Unrestricted Funds - Previous year
Balance at Incoming Outgoing Transfers Balance at
01/04/2023 resources resources 31/03/2024
£ £ £ £ £
Designated
Designated 40,000 - - 160,000 200,000
General
General 119,618 199,553 (219,605) 47,676 147,242
159,618 199,553 (219,605) 207,676 347,242

Rosetta Art Centre CIO Notes to the Financial Statements Continued For the year ended 31 March 2025

Purpose of unrestricted Funds

Designated

Designated funds are unrestricted funds earmarked by the trustees for particular purposes and to support the organisation in its growth ambitions.

General

Unrestricted funds are donations and other incoming resources received or generated for the charitable purposes.

Restricted Funds

Balance at Incoming Outgoing Transfers Balance at
01/04/2024 resources resources 31/03/2025
£ £ £ £ £
Restricted 20,500 112,000 (60,880) (3,935) 67,685
20,500 112,000 (60,880) (3,935) 67,685
Restricted Funds - Previous year
Balance at Incoming Outgoing Transfers Balance at
01/04/2023 resources resources 31/03/2024
£ £ £ £ £
Restricted 279,205 171,005 (222,034) (207,676) 20,500
279,205 171,005 (222,034) (207,676) 20,500

Purpose of restricted funds

Restricted

Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure which meets these criteria is charged to the fund.

Rosetta Art Centre CIO Notes to the Financial Statements Continued For the year ended 31 March 2025

17. Analysis of net assets between funds

Tangible Net current Net Assets
fixed assets assets /
(liabilities)
£ £ £
Unrestricted funds
General
General - 129,576 129,576
Designated
Designated - 164,000 164,000
Restricted funds
Restricted 4,462 63,223 67,685
4,462 356,799 361,261
Previous year
Tangible Net current Net Assets
fixed assets assets /
(liabilities)
£ £ £
Unrestricted funds
General
General - 147,242 147,242
Designated
Designated - 200,000 200,000
Restricted funds
Restricted 2,635 17,865 20,500
2,635 365,107 367,742