GOLDMAN GARDENS
Charity Number 1210109
Trustee Annual Report and Financial Statements 2024-2025 Financial year
goldmancommunity@gmail.com
GOLDMAN GARDENS Constitution of a CIO
1. Reference and Administrative Details
Charity Name
Goldman Gardens
Charity Registration Number
1210109
Principal Address
57B Goldman Close
London
E2 6EF
England
Trustees
The trustees who served during the year were:
Mrs Nawal Okot
Mr Anamika Singh
Mr Henry Murphy
Ms Ruth Abela
Independent Examiner/Auditor
Not applicable - income below independent examination threshold
Bankers
HSBC UK Bank plc
2. Structure, Governance and Management
Governing Document
Goldman Gardens is a Charitable Incorporated Organisation governed by a constitution dated 18 September 2024.
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GOLDMAN GARDENS Constitution of a CIO
Recruitment and Appointment of Trustees
Goldman Gardens’ trustees are drawn from within the community we serve. All trustees were active volunteers in the community gardens prior to their appointment, demonstrating their commitment to the charity’s mission through hands-on involvement. This approach ensures trustees have first-hand understanding of the gardens’ operations, the needs of our beneficiaries, and the opportunities for community impact. The trustees bring together complementary skills and experience from diverse professional backgrounds including education, horticulture and gardening, financial and administrative work. This varied skillset enables effective governance and strategic decision-making whilst maintaining strong connections to the community’s grassroots activities. New trustees are inducted through participation in garden activities and meetings with existing trustees to understand their responsibilities under charity law and the charity’s governing document.
Organisational Structure
The trustees meet quarterly and ad-hoc as needed to exercise collective oversight of all aspects of the charity’s operations and strategic direction. These meetings provide a forum for comprehensive discussion of all matters affecting Goldman Gardens, including gardening proposals and development plans, financial performance and budgeting, community engagement initiatives, partnership opportunities, policy development, and any other subjects relevant to the charity’s mission and beneficiaries. This regular meeting schedule ensures timely decision-making whilst maintaining close trustee involvement in both strategic planning and operational matters. As a small charity with hands-on trustees who are actively involved in garden activities, day-to-day management decisions are handled collaboratively by trustees between formal meetings, with significant decisions reserved for all trustees discussion. The charity does not currently operate sub-committees, with all trustees participating in discussions across all areas of the charity’s work.
Risk Management
The trustees have examined the major strategic, business and operational risks which the charity faces and confirm that systems have been established to enable regular reports to be produced so that the necessary steps can be taken to lessen these risks. Goldman Gardens operates comprehensive health and safety procedures to protect volunteers, community members, and participants in our activities. Prior to any community event or volunteering session, the trustees conduct thorough risk assessments and health and safety evaluations. These assessments identify potential hazards associated with gardening activities, outdoor events, and the use of tools and equipment, and establish appropriate control measures to minimise risks. Key risks identified include participant safety during gardening and outdoor activities, food safety
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GOLDMAN GARDENS Constitution of a CIO
in our vegetable distribution scheme, volunteer welfare, financial sustainability, and reputational risk. Mitigation measures include pre-event risk assessments, health and safety briefings for participants, appropriate insurance cover, financial monitoring and reserves management, and adherence to food safety standards. The charity maintains accident reporting procedures and reviews risk assessments regularly to ensure they remain fit for purpose as our activities evolve.
3. Objectives and Activities
Charitable Objects
The objects of Goldman Gardens as set out in the governing document are: To provide facilities for recreation or other leisure time occupation by providing an area for use as a community garden and other activities for individuals living on the estates neighbouring Goldman Gardens, Tower Hamlets London and the surrounding area, who have need of such facilities by reason of their youth, age, infirmity or disablement, financial hardship or social and economic circumstances or for the public at large in the interests of social welfare and with the object of improving the condition of life of the said inhabitants.
Public Benefit
The trustees confirm that they have complied with the duty in section 17 of the Charities Act 2011 to have due regard to public benefit guidance published by the Charity Commission. The charity delivers public benefit through the provision of accessible community garden facilities and associated activities that directly serve individuals experiencing youth, age, infirmity, disability, financial hardship, or social and economic disadvantage, whilst remaining open to the public at large. Our public benefit delivery includes:
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Free access to communal vegetable beds where residents collaboratively sow, maintain, and harvest vegetables throughout the year, with shared responsibility through a community watering rota that encourages regular participation and connection with nature;
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Direct access to fresh, locally grown fruit and vegetables through our harvest sharing programme, where produce is distributed to volunteers who tend the beds and made available free to the wider community via our WhatsApp group, addressing food insecurity and promoting healthy eating;
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Affordable fresh produce through our seasonal weekly vegetable bag scheme using donated fruit and vegetables, further supporting residents experiencing financial hardship;
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Hands-on food growing skills and environmental education through practical participation in the complete growing cycle from seed to harvest, improving quality of life and wellbeing for residents of neighbouring estates;
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Skills development programmes including our Family Bush Craft activities that teach practical sustainable living skills to families and individuals who may lack access to such educational opportunities;
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Social inclusion initiatives such as our Community Pay-Back partnership that support rehabilitation and community reintegration for individuals facing social and economic challenges;
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Intergenerational and multicultural learning opportunities that bring together people of different ages and backgrounds through shared gardening activities, reducing isolation and building community cohesion;
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Year-round opportunities for outdoor recreation and physical activity, including seasonal preparation work during winter months.
All activities are designed to be accessible and inclusive, with no financial barriers to participation in core gardening activities, ensuring that those most in need of recreational facilities, fresh food access, and community support can benefit regardless of their circumstances.
Main Activities
During the year ending 5 April 2025, Goldman Gardens delivered a diverse programme of community-focused activities that brought people together around sustainable food growing, outdoor education, and community resilience. Our main activities included:
Community Vegetable Growing: At the heart of Goldman Gardens’ work is our yearround community fruit and vegetable growing programme. Residents work together to sow, maintain, and harvest vegetables in our communal vegetable beds. Community members participate in a collaborative watering rota throughout the growing season, fostering shared responsibility and regular engagement with the gardens. The harvest is picked and shared among the volunteers who tend the beds, and is also made available to the wider community through our WhatsApp group, where we advertise when fresh produce is ready for collection. This enables residents across the neighbourhood to benefit from locally grown, fresh fruit and vegetables. Throughout spring, summer, and autumn, this continuous growing and harvesting cycle provides regular opportunities for community participation and food sharing. During winter months, volunteers prepare the vegetable beds for the following spring, maintaining year-round connection with the land and seasonal rhythms.
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Community Pay-Back Partnership: In partnership with Tower Hamlets Community Pay-Back programme, we hosted 12 full volunteer days throughout the spring and summer months. This partnership enabled significant garden maintenance and development work while supporting community rehabilitation through meaningful outdoor activity.
Seasonal Weekly Vegetable Scheme: We established a weekly vegetable distribution scheme, sharing donated fruit and vegetables with community residents for a minimal fee. This initiative provided excellent value fresh produce to local residents whilst generating sustainable income for the charity, strengthening our connection with the community and promoting healthy eating.
Family Bush Craft Outdoor Activity Programme: We delivered hands-on outdoor learning experiences where families learned valuable traditional and sustainable living skills together. Activities included fire lighting techniques, fish cleaning and cooking, charcoal making, creative cooking (including brownies in clementine peel), and natural product creation such as balms. These sessions united families in shared learning experiences while developing practical skills that promote self-sufficiency and environmental awareness.
4. Achievements and Performance
Review of the Year
Goldman Gardens’ inaugural year ending 5 April 2025 marked an important milestone for our community. We successfully established ourselves as a vibrant hub for sustainable living, community engagement, and outdoor education in Tower Hamlets.
Community Vegetable Growing Programme
Throughout the year, our communal vegetable beds formed the foundation of Goldman Gardens’ community engagement. Residents actively participated in the complete growing cycle, from sowing seeds in spring through to harvest in autumn. The introduction of a collaborative watering rota enabled regular community participation and fostered shared responsibility for the gardens, with residents taking turns to maintain the vegetable beds throughout the growing season. The harvest was shared among participating volunteers and made freely available to the wider community through our WhatsApp communication group, which allowed us to notify residents
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when fresh produce was ready for collection. This direct farm-to-table approach provided fresh, locally grown vegetables to community members whilst building connection to food sources and seasonal rhythms. During winter months, volunteers engaged in essential preparation work, readying the beds for the following spring and maintaining year-round connection with the gardens.
Volunteer Engagement and Community Partnerships
A key achievement was our successful partnership with Tower Hamlets Community Pay-Back programme. Over the spring and summer months, we hosted 12 full volunteer days, engaging individuals in meaningful outdoor work whilst maintaining and developing our garden spaces. This partnership demonstrated our commitment to social inclusion and community rehabilitation through constructive gardening activities.
Food Access and Community Support
Our seasonal weekly fruit and vegetable scheme provided consistent access to fresh, affordable produce for local residents throughout the year. By redistributing donated vegetables at minimal cost, we addressed food insecurity whilst generating sustainable income for the charity. This programme proved exceptionally popular with the community, providing excellent value whilst strengthening neighbourhood connections and promoting healthy eating habits.
Family Learning and Skills Development
Our Family Bush Craft outdoor activity programme represented an innovative approach to intergenerational learning and community building. Families participated together in hands-on experiences that taught valuable traditional and sustainable living skills. The programme covered diverse practical skills including fire lighting, fish preparation and cooking, charcoal making, creative outdoor cooking techniques (such as brownies cooked in clementine peel), and natural product creation including balms. These sessions united families in shared learning whilst promoting self-sufficiency, environmental awareness, and creative problem-solving.
Throughout the year, we successfully built strong foundations for the charity’s future growth, establishing robust partnerships, developing diverse income streams, and creating engaging programmes that brought together people from across our community around shared learning and sustainable living.
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Impact on Beneficiaries
Goldman Gardens has made a meaningful difference to our community in multiple ways:
Food Security and Health: Goldman Gardens provided multiple pathways to fresh, nutritious food. Our community fruit and vegetable beds enabled residents to grow, harvest, and share locally produced vegetables free of charge, with produce distributed among participating volunteers and made available to the wider community through our WhatsApp notification system. This direct access to homegrown food addressed food insecurity whilst educating residents about seasonal eating and sustainable food production. Additionally, our weekly fruit and vegetable bag scheme provided consistent access to fresh produce at affordable prices for those experiencing financial hardship. Together, these initiatives improved dietary health and wellbeing across our community.
Skills Development and Empowerment: Community members gained practical skills across multiple programmes. Through our communal vegetable beds and watering rota system, residents learned essential horticultural skills including seed sowing, plant maintenance, watering techniques, and harvesting practices, whilst developing understanding of seasonal growing cycles and organic food production. Our Family Bush Craft programme provided additional skills in sustainable living, food preparation, fire safety, and natural product creation. These diverse skills promote greater selfsufficiency and confidence, whilst the collaborative and intergenerational learning approaches strengthened family bonds and community connections.
Social Inclusion and Rehabilitation: Our partnership with Community Pay-Back provided meaningful opportunities for individuals to contribute positively to their community through outdoor work. Participants gained horticultural skills, physical activity benefits, and a sense of achievement whilst supporting garden development.
Community Cohesion: Goldman Gardens created a welcoming space where diverse community members connected through shared gardening activities. The collaborative watering rota established regular rhythms of participation and mutual responsibility, whilst harvest sharing brought residents together around the fruits of their collective labour. Our WhatsApp communication group enabled inclusive access to fresh produce and strengthened neighbourhood networks. These shared activities brought together families, individuals, and volunteers from across our multigenerational and
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multicultural community, fostering social connections and reducing isolation whilst promoting environmental awareness, seasonal living, and sustainable food production practices.
5. Financial Review
Overview
For the period from 19 September 2024 to 5 April 2025, Goldman Gardens achieved a strong financial position in its inaugural period of operation. The charity generated total income of £6,053, against total expenditure of £2,471, resulting in a surplus of £3,582 for the period. The charity commenced operations with an opening balance of £1,795 and ended the period with reserves of £5,377, providing a solid foundation for continued operations and future growth. The main sources of income were grant donations totalling £4,800 (79% of total income), comprising a significant donation of £4,000 from Tradeweb and £800 from Numbi Arts CiC to support educational activities. The charity’s weekly vegetable bag scheme generated £1,125 (19% of income), demonstrating the viability of this earned income stream whilst delivering public benefit through affordable food access. Additional income of £28 was received through the Mastercard Work volunteering payment scheme. All expenditure during the period was directed towards charitable activities totalling £2,471, ensuring resources were focused on delivering the charity’s mission and serving beneficiaries.
Principal Funding Sources
Goldman Gardens’ income during the period came from three main sources. Grant donations provided £4,800 (79% of total income), with major contributions from Tradeweb (£4,000) supporting general charitable activities and Numbi Arts CiC (£800) specifically funding educational sessions delivered by Nawal. The weekly vegetable bag scheme generated earned income of £1,125 (19% of total income), demonstrating the dual benefit of this initiative in both serving the community through affordable food access and creating sustainable income for the charity. The Mastercard Work volunteering payment scheme contributed £28, supporting volunteer engagement activities. This diversified funding base, combining philanthropic support with earned income, positions the charity well for sustainable operations. The strong support from corporate donors in our first period reflects confidence in Goldman Gardens’ mission and impact, whilst the growing vegetable scheme income demonstrates community demand for our services and potential for future earned income growth.
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Reserves Policy
The trustees have established a reserves policy to ensure the charity can continue to meet its charitable objectives and manage financial risks. The trustees aim to maintain reserves equivalent to between three and six months of operating costs to provide financial stability and enable the charity to respond to unexpected challenges or opportunities. At 5 April 2025, the charity held unrestricted reserves of £5,377, which represents approximately 14 months of operating costs based on current expenditure levels. This strong reserves position reflects the charity’s successful first period of operation and provides a secure foundation for continued delivery of charitable activities. The trustees consider this level of reserves appropriate for a new charity in its establishment phase, providing sufficient cushion whilst the charity builds sustainable income streams and develops its activities. All reserves are held in the charity’s bank current account and are unrestricted, available to support any aspect of the charity’s work. The trustees review the reserves position quarterly and will adjust the target range as the charity’s activities and risk profile evolve.
Going Concern
The trustees consider that there are no material uncertainties about the charity’s ability to continue as a going concern. This assessment is based on several factors: the charity holds strong reserves of £5,377, equivalent to approximately 14 months of current operating costs, providing substantial financial security; the charity generated a surplus of £3,582 in its first period, demonstrating financial viability; the weekly vegetable bag scheme has established a sustainable earned income stream with consistent community demand; the charity has demonstrated ability to attract grant funding from corporate donors; and operational costs remain modest and manageable within available resources. The trustees are confident that the charity can continue to deliver its charitable activities for the foreseeable future and will continue to develop diversified income streams to ensure long-term sustainability.
6. Plans for Future Periods
Building on the strong foundations established in our first period of operation, Goldman Gardens plans to expand and deepen our community engagement in the coming year. We will continue to deliver our core community gardening events, providing regular opportunities for local residents to participate in hands-on gardening activities, learn sustainable growing practices, and connect with nature and each other. We aim to develop our corporate volunteering programme, offering structured corporate volunteer days that enable businesses to support our work whilst providing their teams with meaningful outdoor experiences and opportunities to give back to the local community. These corporate days will generate both volunteer support for garden maintenance and
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development, and potential funding partnerships to sustain our activities. We plan to introduce a calendar of seasonal community events throughout the year, celebrating the changing seasons and creating occasions for our multigenerational and multicultural community to come together. These events will blend educational activities, cultural celebrations, and social gatherings, strengthening community cohesion whilst reflecting the diverse backgrounds and traditions of our Tower Hamlets neighbours. We may continue to operate and grow our weekly vegetable bag scheme, both as a vital source of affordable fresh produce for local residents and as sustainable earned income for the charity. Additionally, we will seek to develop new funding partnerships, explore grant opportunities, and refine our governance policies and procedures as the charity matures. All future activities will remain guided by our commitment to accessibility, inclusivity, and delivering meaningful public benefit to those experiencing social and economic disadvantage in our community.
7. Statement of Trustees' Responsibilities
The trustees are responsible for preparing the Trustee Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
The law applicable to charities in England and Wales requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources of the charity for that period.
In preparing these financial statements, the trustees are required to:
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Select suitable accounting policies and then apply them consistently
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Observe the methods and principles in the Charities SORP
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Make judgements and estimates that are reasonable and prudent
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State whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements
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Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation
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The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Charities Act 2011, the applicable Charities (Accounts and Reports) Regulations, and the provisions of the governing document. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
8. Declaration
The trustees declare that they have approved the trustees' report above.
Signed on behalf of the trustees:
Mrs Nawal Okot
Trustee
Date: Tuesday 20[th] January 2026
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Goldman Gardens
Receipts and payments accounts For the period from 19 September 2024
| Section A Receipts andpayments | ||||
|---|---|---|---|---|
| Unrestricted funds | Restricted funds | |||
| to the nearest £ | to the nearest £ | |||
| A1 Receipts | ||||
| Donations and Legacies | 4,800 | 0 | ||
| Other tradingactivities | 1,253 | 0 | ||
| 0 | 0 | |||
| 0 | 0 | |||
| 0 | 0 | |||
| 0 | 0 | |||
| 0 | 0 | |||
| 0 | 0 | |||
| Sub total(Gross income for AR) | 6,053 | 0 | ||
| A2 Asset and investment sales, (see table). | ||||
| 0 | 0 | |||
| 0 | 0 | |||
| Sub total | 0 | 0 | ||
| Total receipts | 6,053 | 0 | ||
| A3 Payments | ||||
| Charitable activities | 2,471 | 0 | ||
| 0 | 0 | |||
| 0 | 0 | |||
| 0 | 0 | |||
| 0 | 0 | |||
| 0 | 0 | |||
| 0 | 0 | |||
| 0 | 0 | |||
| 0 | 0 | |||
| Sub total | 2,471 | 0 | ||
| A4 Asset and investmentpurchases, (see table) | ||||
| 0 | 0 | |||
| 0 | 0 | |||
| Sub total | 0 | 0 | ||
| Totalpayments | 2,471 | 0 | ||
| Net of receipts/(payments) | 3,582 | 0 |
| A5 Transfers between funds | 0 | 0 | ||
|---|---|---|---|---|
| A6 Cash funds lastyear end | 1,795 | 0 | ||
| Cash funds thisyear end | 5,377 | 0 | ||
| Section B Statement of assets and liabilities at the end of theperiod | ||||
| Categories | Details | |||
| B1 Cash funds | Bank current account | |||
| Total cash funds | ||||
| (agree balances with receipts andpayments account( | ||||
| Details | ||||
| B2 Other monetary assets | ||||
| Details | ||||
| B3 Investment assets | ||||
| Recoveryamounts due to charity | ||||
| Details | ||||
| B4 Assets retained for the charity's own use | ||||
| Details | ||||
| B5 Liabilities | ||||
Signed by one or two trustees on behalf of Signature
Charity No:
1210109 CC16a
To 5 April 2025
| Endowment funds | Total funds | Lastyear | ||
| to the nearest £ | to the nearest £ | to the nearest £ | ||
| 0 | 4,800 | 0 | ||
| 0 | 1,253 | 0 | ||
| 0 | 0 | 0 | ||
| 0 | 0 | 0 | ||
| 0 | 0 | 0 | ||
| 0 | 0 | 0 | ||
| 0 | 0 | 0 | ||
| 0 | 0 | 0 | ||
| 0 | 6,053 | 0 | ||
| 0 | 0 | 0 | ||
| 0 | 0 | 0 | ||
| 0 | 0 | 0 | ||
| 0 | 6,053 | 0 | ||
| 0 | 2,471 | 0 | ||
| 0 | 0 | 0 | ||
| 0 | 0 | 0 | ||
| 0 | 0 | 0 | ||
| 0 | 0 | 0 | ||
| 0 | 0 | 0 | ||
| 0 | 0 | 0 | ||
| 0 | 0 | 0 | ||
| 0 | 0 | 0 | ||
| 0 | 2,471 | 0 | ||
| 0 | 0 | |||
| 0 | 0 | |||
| 0 | 0 | 0 | ||
| 0 | 2,471 | 0 | ||
| 0 | 3,582 | 0 |
| 0 | 0 | 0 | al) al) |
||
|---|---|---|---|---|---|
| 0 | 1,795 | 0 | |||
| 0 | 5,377 | 0 | |||
| Unrestricted funds | Restricted funds | Endowment funds | |||
| to nearest £ | to nearest £ | to nearest £ | |||
| 5,377 | 0 | 0 | |||
| 0 | 0 | 0 | |||
| 0 | 0 | 0 | |||
| 5,377 | 0 | 0 | |||
| OK | OK | OK | |||
| Unrestricted funds | Restricted funds | Endowment funds | |||
| to nearest £ | to nearest £ | to nearest £ | |||
| 0 | 0 | 0 | |||
| 0 | 0 | 0 | |||
| 0 | 0 | 0 | |||
| 0 | 0 | 0 | |||
| 0 | 0 | 0 | |||
| 0 | 0 | 0 | |||
| Fund to which asset belo | nCost(optional) | Current value(option | |||
| 0 | 0 | ||||
| 139 | 0 | ||||
| 0 | 0 | ||||
| 0 | 0 | ||||
| 0 | 0 | ||||
| Fund to which asset belo | nCost(optional) | Current value(option | |||
| 0 | 0 | ||||
| 0 | 0 | ||||
| 0 | 0 | ||||
| 0 | 0 | ||||
| 0 | 0 | ||||
| 0 | 0 | ||||
| 0 | 0 | ||||
| 0 | 0 | ||||
| 0 | 0 | ||||
| Fund to which liability rel | Amount due(optional) | When due(optional) | |||
| 0 | |||||
| 0 | |||||
| 0 | |||||
| 0 | |||||
| 0 |
| Print Name | Date of approval | |||
| Mrs Nawal Okot | 20.01.2026 |