## GOLDMAN GARDENS ## Charity Number 1210109 Trustee Annual Report and Financial Statements 2025-2026 Financial year goldmancommunity@gmail.com GOLDMAN GARDENS Constitution of a CIO July 2026 1 | P a g e GOLDMAN GARDENS Constitution of a CIO ## **Acknowledgements** Goldman Gardens exists because of its community. Everything described in this report — every plant placed, every border dug, every child who played in the mud kitchen, every neighbour who came together at the Spring, Summer or Christmas table — happened because people gave their time, their energy and their care, freely and willingly. This is our garden, and this report is a record of what we have built together. This year, that community effort was sustained by approximately 20 to 25 regular volunteers, who together contributed in the region of 400 to 450 volunteer hours over the course of the year. These hours, given freely across watering rotas, planting days, soil-building, construction and community events, are the foundation on which everything that follows was built. We want to name several people and partners whose contributions this year were particularly extraordinary. Jacob Porter, gave an enormous amount of his time to build the pergola for Goldman Gardens. It was hard, patient work that took considerable effort over a sustained period. Jacob led the design and construction, and the pergola was very much a collaborative effort: Emmanuel coordinated deliveries, contributed manual labour and provided the tools used, while volunteers from the Tower Hamlets Community Payback scheme assisted with labour, sanding and digging across organised volunteering days. The pergola now stands as one of the most visible and well-used features of the garden, and it exists because of Jacob’s dedication and the support of all who helped. We are deeply grateful to him and to everyone who worked alongside him. Anthony Ussher, Lead Volunteer Soil & Plant Steward, brought specialist knowledge and a guiding ecological vision to the garden’s development over the past year and a half. He generously donated the plant collection from the Public Farmhouse — a neighbourhood growing project he had previously led — rescuing those plants and giving them a new community home. His patience in allowing the garden to develop at the right pace, and his willingness to share his expertise freely with everyone involved, has shaped the character of Goldman Gardens in ways that will last for many years. He also wrote the words in the foreword to this report, and we are glad they are in here. His words describing the ecology of our garden’s soil continue to be woven into this Trustee report. Emmanuel has been a constant and quietly indispensable part of almost everything Goldman Gardens achieved this year. He coordinated and managed much of the practical work on the ground, liaised with our key contacts at Tower Hamlets Council, collected donations and supplies, and built the relationships that brought new partners to the garden — including the Tower Hamlets Community Payback scheme and the involvement of Anthony Ussher. He does all of this without seeking recognition, and so much of what the garden has become is the result of his networking, support and steady commitment. The trustees are enormously grateful to him. July 2026 2 | P a g e ## GOLDMAN GARDENS Constitution of a CIO We are also grateful to several partner organisations whose contributions shaped the garden this year. Volunteers from the Tower Hamlets Community Payback scheme gave significant time and effort across the pergola build and the soil-building programme. Alex Watson and the team at the Food Hub contributed generously, from supplies to food and their own volunteering. We owe particular thanks to Groundwork, who used our site to deliver the corporate volunteering days: they sourced their own volunteers, provided the tools, and carried out the health and safety training and measures that safeguarded the charity, while Goldman Gardens provided the space and refreshments. Segro generously funded the £2,750 of materials used to build the wildlife pond, the composting system and the tool storage area. Groundwork also funded the wood treatments and supplied the wood varnish used to protect the children’s play area and other timber features, provided the activities for the Christmas community event, and purchased the water storage tank. Goldman Gardens is genuinely the product of many hands — corporate volunteers, local residents and businesses, the borough and its partners — all working together. Goldman Gardens is not built by any one person. It is built by the watering rota volunteers who show up week after week. By the families who come to planting days. By the neighbours who spread the word. By the businesses and the corporate teams who roll up their sleeves. By everyone who believes that a patch of shared ground in the middle of a busy London estate can become something genuinely special. _Teamwork really does help the dream work._ July 2026 3 | P a g e GOLDMAN GARDENS Constitution of a CIO July 2026 4 | P a g e GOLDMAN GARDENS Constitution of a CIO ## **Building Soil, Building Health, Building Neighbourhoods** _In his own words: Anthony Ussher, Lead Volunteer Soil & Plant Steward._ When we first began working in this garden, we knew we were not simply planting flowers or growing vegetables — we were trying to understand how a neglected urban space could become healthier, more productive and more alive. Over the last year and a half, we have taken time to observe, listen and learn from the site before rushing into major changes. Science increasingly shows us that healthy soil plays a fundamental role in the nutrient density of the food we grow. In simple terms: healthier soil helps grow healthier food, and healthier food supports healthier people. The biology beneath our feet — fungi, bacteria, insects, minerals and organic matter — helps determine the nutrients plants are able to access. Those nutrients influence immune health, wellbeing and resilience throughout the food chain. _For us, that understanding changes everything._ If we want healthier people, stronger local food systems and more resilient neighbourhoods, we have to start with the soil. This garden is intended to become more than a beautiful place. It should become a place of training, a local resource pool and shared learning — teaching people how soil health connects to food, biodiversity, immunity, wellbeing and local resilience. If we can make this work here, in the middle of a busy central London estate, then we can help teach other gardens, schools and neighbourhoods how to do the same everywhere. Most importantly, this will only happen together. There is still lots to do. No one person builds a garden like this. It happens through teamwork — watering when it is dry, helping with maintenance, learning names of plants, sharing observations, showing up for planting days and believing that small actions matter. _And healthy soil should be where rebuilding begins._ July 2026 5 | P a g e 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 Ms Anamika Singh Ms Ruth Abela ## Independent Examiner/Auditor Not applicable - income below independent examination threshold ## Bankers HSBC UK Bank plc July 2026 6 | P a g e GOLDMAN GARDENS Constitution of a CIO ## 2. Structure, Governance and Management ## Governing Document Goldman Gardens is a Charitable Incorporated Organisation governed by a constitution dated 18 September 2024. ## 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. During this financial year, one of the trustees left the community and therefore also requested to resign as a trustee. This year the three other trustees remained. ## 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 July 2026 7 | P a g e GOLDMAN GARDENS Constitution of a CIO 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 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. July 2026 8 | P a g e GOLDMAN GARDENS Constitution of a CIO ## 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: - 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; - 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; - Hands-on food growing and environmental education through practical participation in the complete growing cycle from seed to harvest, including community chosen vegetables sown, nurtured and grown in our vegetable beds, during this year’s development programme; - Rehabilitation of edible, medicinal and pollinator-friendly plants rescued from the Public Farmhouse, a dissolved local neighbourhood growing project, giving these plants a new community home and continuing their purpose at Goldman Gardens; - A new pergola structure, designed and built by volunteer Jacob Porter with support from volunteers and partners, which provides a central gathering and growing structure for the gardens; - A dedicated children’s play and learning area, newly established this year, comprising a mud kitchen and a wooden playhouse and café, providing young children and families with a welcoming, nature-based space for creative outdoor play and learning; - Major garden infrastructure improvements delivered through corporate volunteering days, including the construction of a wildlife pond, a composting structure to support sustainable growing practices, and a rainwater harvesting and water storage system to promote environmental sustainability; - A wildlife-friendly environment enhanced by investment in bird feeders installed along the pergola, supporting biodiversity and providing educational opportunities for community members to connect with local wildlife; - Intergenerational and multicultural community events, including Spring, Summer and Christmas celebrations that brought together residents from across our diverse Tower Hamlets neighbourhood; - Year-round opportunities for outdoor recreation and physical activity, including community weekend volunteering days where residents participated directly in planting and garden development. July 2026 9 | P a g e GOLDMAN GARDENS Constitution of a CIO All activities are designed to be accessible and inclusive, with no financial barriers to participation in core gardening activities. ## Main Activities During the year ending 5 April 2026, Goldman Gardens undertook its most ambitious programme of garden development to date, made possible by the collective effort of the community — volunteers, neighbours, corporate partners, and specialist contributors working together. Our main activities included: ## Soil Building and Ecological Growing The year’s growing programme was shaped by an ecological vision shared across the team: feed the soil, and the soil feeds the plant. In April 2025, Goldman Gardens rehabilitated a substantial collection of edible, medicinal and pollinator-friendly plants from the Public Farmhouse, a local neighbourhood growing project whose plant collection was donated to give those plants a new community home. Rather than rushing to place them into unfinished ground, we allowed many of them to live and develop in containers while we shaped the garden around them. For close to a year, these plants grew in pots while we observed sunlight, moisture, movement through the site and where different growing environments could best emerge. At the same time, we began building the soil. July 2026 10 | P a g e GOLDMAN GARDENS Constitution of a CIO Organic matter from the Public Farmhouse was brought onto site and added with minimal disturbance. Rather than digging deeply or stripping everything back, we introduced compostable material, covered sections of ground and allowed them to rest and slowly recover until December. The goal was simple: begin feeding life underground before asking too much from what grows above it. Much of this soil-building work was made possible by volunteers from the Tower Hamlets Community Payback scheme, who contributed significant labour throughout the process, and by Emmanuel, who coordinated and managed much of it — liaising with the council team and collecting donated material, including surplus from Olio. This steady, often behind-the-scenes effort was central to what was achieved. In December through until April, we started moving plants into their first temporary growing borders, many outlined using old logs and woody material reclaimed from shrubs we had removed on site. Once the protective covers were removed, we found: dock and dandelion had moved in very enthusiastically. Although both are highly beneficial plants in many ways — deep rooted, nutrient mining and useful for insects and people — we recognised that left unmanaged they would dominate young borders and reduce diversity. Rather than declaring war on them, we chose a more ecological approach. We began carefully removing their deep taproots while replacing those spaces with a wider diversity of native edible species, perennial crops, pollinator flowers and resilient companion plants that could compete more naturally over time. July 2026 11 | P a g e GOLDMAN GARDENS Constitution of a CIO The idea is not to create sterile perfection. It is to build healthy competition and healthy ecosystems. ## Species Management and Ecological Stewardship We also started tackling some of the more problematic species already established on site. Spanish bluebells, which have colonised the back right-hand corner of the garden, have been isolated to prevent further spread. Unlike our native bluebell species, they spread aggressively and risk overwhelming local ecology, so each year we will make sure they don’t come any further into the garden. Alongside this, we continue to manage alkanet, dock, dandelion, nettles and foxtail grass. We have by no means finished, but we have broken the back of much of the problem, and over time we will continue replacing dominance with diversity. July 2026 12 | P a g e GOLDMAN GARDENS Constitution of a CIO ## Wildlife Pond We have also introduced a pond system and selected moisture-loving edible plants, grasses and flowers suited to wetland conditions. This area is still under development and urgently needs repair so it can function properly. If the wetland dries out while repairs are delayed, many of the plants selected for that environment will struggle, as their roots depend on consistent moisture. More importantly, we are currently missing critical windows for beneficial insects, amphibians and pond species that rely on functioning wet habitats to breed, shelter and establish homes. Getting this ecological system working matters. July 2026 13 | P a g e ## GOLDMAN GARDENS Constitution of a CIO ## The Pergola One of the most visible new features of Goldman Gardens is the pergola, designed and built by Jacob Porter with the support of volunteers and helpers. Jacob led the design and construction and gave a significant amount of his time to the project, assisted by Emmanuel — who coordinated deliveries, contributed labour and provided the tools — and by volunteers from the Tower Hamlets Community Payback scheme, who helped with labour, sanding and digging across organised volunteering days. It was sustained, physical work and the result is a structure that now forms a central part of the garden — providing a framework for climbing plants, a home for the bird feeders, and a gathering point for the community. Goldman Gardens is fortunate to have volunteers who give so generously of their skills and effort. ## Corporate Volunteering Days Two corporate volunteering days were organised and delivered during the year, bringing teams of corporate volunteers into the gardens to undertake substantial development and infrastructure work. These days enabled the construction of a wildlife pond with selected moisture-loving plants and grasses; the installation of a composting structure; comprehensive soil clearing and preparation across new growing areas; and the installation of bird feeders along the pergola. Work also commenced on a rainwater harvesting and water storage tank, to be completed in the following financial year. These days were delivered in partnership with Groundwork, who used our site for the corporate volunteering programme: Groundwork sourced the volunteers, provided the tools, and July 2026 14 | P a g e ## GOLDMAN GARDENS Constitution of a CIO carried out the health and safety training and measures that safeguarded the charity, while Goldman Gardens provided the space and refreshments. The days drew on the support of a wide range of contributors from across Tower Hamlets, including apprentices training as tree surgeons and a wildlife expert, alongside volunteers from the Tower Hamlets Community Payback scheme. Segro generously funded the £2,750 of materials used to build the wildlife pond, the composting system and the tool storage area, while Groundwork funded the wood treatments used to protect these features. The result was a genuinely shared effort, bringing together corporate volunteers, local residents and businesses, the borough and its partners to create something special. ## Children’s Play and Learning Area A significant new addition to Goldman Gardens this year was the creation of a dedicated children’s play and learning area, comprising a mud kitchen and a wooden playhouse and café. The area was built by Emmanuel, using materials purchased with charity funds, and was protected with wood varnish supplied by Groundwork — extending the longevity of the timber by an estimated three to five years — which volunteers applied across the play area and other wooden features. This nature-based play environment connects young children with the outdoors and the garden, encouraging imaginative play and early engagement with growing and the natural world. This development greatly enhances Goldman Gardens’ offer for families, making the gardens more welcoming and accessible to younger members of our community. July 2026 15 | P a g e GOLDMAN GARDENS Constitution of a CIO ## Community Planting Weekends Building on the ground preparation completed during the corporate volunteering days, a series of community weekend volunteering sessions were delivered during February and March 2026. Community members came together to plant the moved potted plants and shrubs in the freshly prepared growing borders. These sessions were a reminder of what Goldman Gardens is at its heart: a place where neighbours show up for each other and for their shared space. ## Spring, Summer and Christmas Community Event Goldman Gardens hosted Spring, Summer and Christmas community events that brought together a significant number of residents from across the neighbourhood, approximately 85-140 attendees per event. The events provided an occasion for our multigenerational and multicultural community to come together, share food, and mark the festive season in a welcoming and inclusive setting. They were widely celebrated as a great success and demonstrated the social value Goldman Gardens brings to the neighbourhood beyond its horticultural activities. For the Christmas event, Groundwork provided the activities, while Goldman Gardens funded the food and the gingerbread decorating. ## 4. Achievements and Performance ## Review of the Year Goldman Gardens’ second year of operation was defined by collective effort. The physical transformation of the gardens — from the pergola Jacob led and many helped to build to the borders planted by community volunteers on winter weekends to the infrastructure delivered by corporate teams — happened because many different people contributed in many different ways. Anthony’s specialist ecological knowledge that shaped the growing programme, Emmanuel’s steady coordination behind the scenes, the volunteers from the Tower Hamlets Community Payback scheme who gave their labour, the support of Alex Watson and the Food Hub and of Groundwork, the neighbours who watered and weeded, the families who brought children to play in the mud kitchen, the corporate volunteers who shifted soil and built ponds: all of them made this year what it was. July 2026 16 | P a g e GOLDMAN GARDENS Constitution of a CIO ## The Pergola Jacob Porter’s design and construction of the pergola stands as one of the year’s most tangible and lasting achievements. Delivered through sustained effort over a significant period — with Jacob leading the work and support from Emmanuel and volunteers from the Tower Hamlets Community Payback scheme — it is now one of the most used and visible features of the garden — a framework for growing, a place for bird feeders, and a natural gathering point for the community. It is a remarkable collaborative achievement. July 2026 17 | P a g e GOLDMAN GARDENS Constitution of a CIO ## Soil Building and Living Growing Borders The patient approach to soil building — observing the site, rehabilitating donated plants, building organic matter and establishing growing borders using reclaimed natural materials — reflects a mature and ecologically grounded vision for the gardens. The growing borders established during the year represent the beginning of a perennial edible and ecological landscape that will develop in richness and productivity over time. This work demonstrates to community members that sustainable food growing is not simply about what is planted, but about the living system that supports it. July 2026 18 | P a g e GOLDMAN GARDENS Constitution of a CIO ## Wildlife Pond The construction of a wildlife pond adds significant ecological value to the gardens, providing habitat for beneficial insects, amphibians and pond species, and serving as an educational focal point for community members and children. The pond has been planted with moisture-loving plants, grasses and flowers suited to wetland conditions. The trustees note that the pond currently requires repair work to ensure it can hold water reliably — this is an urgent priority for the coming year, as delays risk the loss of wetland plants and the missing of critical windows for wildlife to establish homes and breeding cycles. July 2026 19 | P a g e GOLDMAN GARDENS Constitution of a CIO Alongside the pond, we have begun building edible borders, sunny herb zones, perennial pathways and experimental growing areas containing a mixture of native and carefully chosen non-native species. Many of these plants have edible, medicinal or ecological value. Some support pollinators. Some stabilise soil. Others feed people directly. Together they help us build a stronger and more resilient system. But there is an important truth: plants do not thrive because we feed plants — they thrive because we feed soil. July 2026 20 | P a g e GOLDMAN GARDENS Constitution of a CIO ## Composting Structure and Soil Fertility The installation of a composting structure advances one of the year’s core ambitions: building a closed-loop system of local nutrient cycling. Many of us grow up thinking plants survive through fertilisers or occasional feeding. In reality, the healthiest gardens work differently. Rather than feeding plants directly, we build the soil biology that supports them. Healthy soil behaves like a living partnership. Feed the soil and the soil feeds the plant. That means our focus must remain on creating living, biologically active soil systems suited to each part of the garden. Food waste can become fermented soil inputs. Leaf litter becomes compost. Wood chips become fungal habitat and mulch. Prunings, cuttings and green waste become future fertility. Organic material currently treated as rubbish becomes the foundation of future abundance. This is not just gardening — it is local nutrient cycling. July 2026 21 | P a g e GOLDMAN GARDENS Constitution of a CIO ## Children’s Play and Learning Area The mud kitchen and wooden playhouse and café represent a transformative addition to Goldman Gardens, making the site genuinely welcoming for families with young children. Nature-based play is increasingly recognised for its benefits to children’s development, wellbeing and environmental awareness. This new area is already proving popular with visiting families and is expected to become a central feature of the gardens’ community offer. ## Bird Feeders and Wildlife Habitat Investment in bird feeders installed along the pergola has enriched the visitor experience and enhanced the ecological habitat of the gardens, attracting a variety of bird species and providing community members — particularly children — with daily opportunities to connect with local wildlife. At the time of these photos, the bird feeders were removed, due to RSPB’s recommendation to take down bird feeders to cut spread of avian disease (April 2026). Take down bird feeders this summer to cut spread of avian disease, says RSPB | Birds | The Guardian July 2026 22 | P a g e GOLDMAN GARDENS Constitution of a CIO A blackbird enjoying the water spray on a hot Spring Day. ## Ecological Stewardship The management of established and invasive species — isolating Spanish bluebells, removing dominant dock and dandelion through careful hand-weeding, and replacing monoculture with diverse ecological planting — demonstrates a commitment to working with nature rather than against it. Significant progress has been made this year and this work will continue as the gardens develop. July 2026 23 | P a g e GOLDMAN GARDENS Constitution of a CIO ## Rainwater Harvesting System Work commenced on a rainwater harvesting and water storage tank, reflecting the charity’s ambition to operate sustainably and to reduce reliance on mains water. Installation will be completed in 2026– 27. July 2026 24 | P a g e GOLDMAN GARDENS Constitution of a CIO ## Spring, Summer and Christmas Community Events The Spring, Summer and Christmas events brought together 85-140 members of our community and demonstrated Goldman Gardens’ growing role as a social hub in Tower Hamlets. The warmth and enthusiasm of all who attended confirmed the value of this space as a place of belonging for our neighbourhood. July 2026 25 | P a g e GOLDMAN GARDENS Constitution of a CIO ## Financial Position The trustees made a deliberate decision to invest reserves accumulated in the charity’s first year into meaningful garden development. Total expenditure of £5,919 against income of £1,387 resulted in a planned deficit of £4,532, reducing reserves from £5,377 to £845. The trustees are confident this investment delivers lasting public benefit and positions Goldman Gardens for sustainable income generation and community impact in the years ahead. ## 5. Financial Review ## Overview For the year ending 5 April 2026, Goldman Gardens generated total income of £1,387 against total expenditure of £5,919, resulting in a planned deficit of £4,532. The charity commenced the year with opening reserves of £5,377 and ended with a closing balance of £845. All expenditure was directed towards charitable activities, primarily the substantial garden development programme — including the pergola, wildlife pond, composting structure, children’s play area, bird feeders, water storage infrastructure, plants and growing supplies — together with corporate and community event costs and ongoing garden maintenance. ## Principal Funding Sources Income during the year came from three sources. Donations totalling £1,076 were received through corporate employer volunteering payment schemes, reflecting volunteering hours contributed to Goldman Gardens by their employees, who are members of the community. Other trading income of £5 was received through the last of the vegetable bag scheme. Additional receipts of £307 comprised reimbursements and refunds of expenditure items during the period. The trustees note that this year’s income was significantly lower than the inaugural year (£6,053), which benefited from two substantial one-off grants, totalling £4,800. The primary focus of the coming year will be developing a more diversified and sustainable income base through grant applications, corporate partnerships, and community trading activities. ## Expenditure All expenditure of £5,919 was incurred in delivering charitable activities. The principal areas of spend were the pergola and associated garden development; the children’s play area, including the mud kitchen and wooden playhouse and café; bird feeders installed along the pergola; plants and growing supplies for the community planting programme; bushcraft and outdoor activity equipment for community programmes; community event costs, including food and gingerbread decorating for the Spring, Summer and Christmas celebrations; and ongoing garden maintenance supplies. A small amount was also incurred in bank charges (£25.80). A number of significant items were funded by our July 2026 26 | P a g e ## GOLDMAN GARDENS Constitution of a CIO partners rather than from charity funds: Segro funded the £2,750 of materials used to build the wildlife pond, composting system and tool storage area, and the rainwater harvesting and water storage tank, while Groundwork funded the wood treatments used to protect timber features. The value of this and other in-kind support is not reflected in the figures above. The capital nature of much of this expenditure reflects the trustees’ deliberate strategy of investing in permanent improvements that will serve the community for many years. ## Assets During the year Goldman Gardens acquired a number of assets for the charity’s own use that will have lasting value: the pergola, the wildlife pond, composting structure, children’s play area (mud kitchen and wooden playhouse/café), bird feeders, and the partially completed rainwater harvesting and water storage tank. These are reflected in the accounts as assets retained for the charity’s own use. The water storage tank installation commenced during the year and will be completed in 2026–27. Several of these assets were funded by our partners rather than purchased from charity funds: the wildlife pond and composting structure and the water storage tank were funded by Segro, and the wood treatments and varnish by Groundwork. ## Reserves Policy The trustees have an established reserves policy targeting between three and six months of operating costs. At 5 April 2026, the charity held unrestricted reserves of £845. Whilst this is below the target range, the trustees consider the position acceptable given that the deficit reflects a planned programme of capital investment delivering lasting public benefit. All reserves are held in the charity’s HSBC bank current account and are unrestricted. The trustees’ priority in 2026–27 is to rebuild reserves to within the target range through active income generation. ## Going Concern The trustees have given careful consideration to the charity’s ability to continue as a going concern. Whilst reserves are lower than in the prior year, the trustees are satisfied that Goldman Gardens can continue to operate. Operational costs remain modest and manageable; the charity has demonstrated an ability to attract corporate support and grant funding; the gardens represent a significantly enhanced community asset following this year’s development programme; and the trustees are actively pursuing funding opportunities for 2026–27. The trustees are therefore satisfied it is appropriate to prepare these accounts on a going concern basis. ## 6. Plans for Future Periods Building on the transformative garden development achieved in 2025–26, Goldman Gardens enters the coming year with a richer, more diverse site and a growing profile in the corporate volunteering sector. Our priorities for 2026–27 are: July 2026 27 | P a g e GOLDMAN GARDENS Constitution of a CIO - Repairing the wildlife pond as an urgent priority, ensuring it can hold water reliably and function as a proper wetland habitat — delays risk the loss of wetland plants and the missing of critical windows for beneficial insects, amphibians and pond species to establish homes and breeding cycles; - Completing the installation of the rainwater harvesting and water storage tank to support sustainable water management across the growing programme; - Continuing to build and refine the soil-building system, including developing composting inputs from on-site organic waste, introducing wood chips as fungal habitat and mulch, and feeding the living biology of each growing area; - Continuing the ecological planting programme — refining borders, managing weeds, introducing further native edible, medicinal and pollinator species, and replacing dominance with diversity across the site; - Developing Goldman Gardens as a place of training and shared learning, teaching community members how soil health connects to food, biodiversity, immunity and local resilience — and building a model that could be shared with other gardens, schools and neighbourhoods; - Rebuilding financial reserves through active pursuit of grant funding, continued development of the corporate volunteering programme, and growth of earned income streams; - Growing the family and children’s programme, making regular use of the new play and learning area to offer nature-based activities for young children and their families; - Expanding the corporate volunteering programme, building on the success of this year’s days to attract further partner organisations; - Continuing and developing our seasonal community events programme, building on the success of the Spring, Summer and Christmas events to create further occasions for community connection throughout the year. July 2026 28 | P a g e GOLDMAN GARDENS Constitution of a CIO Over the next two years, we want to develop a soil-building system suitable for both perennial edible landscapes and annual growing gardens, using wasted organic materials already produced on site. The ambition is practical and hopeful: build local soil, strengthen local food resilience and help communities become less dependent on fragile supply systems that sit far away from where people live. Because if we can build healthier soil, we can grow healthier food. If we grow healthier food, we help support healthier people. And if communities learn how to regenerate local growing spaces together, forgotten urban land stops being wasted space and becomes shared opportunity. Most importantly, this will only happen together. There is still lots to do. Borders need refining. Weeds need managing. Soil needs feeding. Water systems need fixing. Plants need care. Experiments need patience. July 2026 29 | P a g e GOLDMAN GARDENS Constitution of a CIO ## 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: - Select suitable accounting policies and then apply them consistently - Observe the methods and principles in the Charities SORP - Make judgements and estimates that are reasonable and prudent - State whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements - Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation 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. July 2026 30 | P a g e GOLDMAN GARDENS Constitution of a CIO ## 8. Declaration The trustees declare that they have approved the trustees’ report above. Signed on behalf of the trustees: Mrs Nawal Okot Trustee Date: __26 July 2026_________________________ July 2026 31 | P a g e GOLDMAN GARDENS Constitution of a CIO ||**Goldman Gardens**|**Goldman Gardens**|**Goldman Gardens**|**Goldman Gardens**|CharityNo:|CharityNo:|1210109||**CC16a**|| |---|---|---|---|---|---|---|---|---|---|---| |||||||||||| ||**Receipts andpayments accounts**|||||||||| ||For theperiod from||6 April 2025||To|5 April 2026||||| |||||||||||| |||||||||||| |**Section A Receipts andpayments**||||||||||| ||**Unrestricted funds**||**Restricted funds**||**Endowment funds**||**Total funds**||**Lastyear**|| ||to the nearest £||to the nearest £||to the nearest £||to the nearest £||to the nearest £|| |**A1 Receipts**||||||||||| |Donations and Legacies|1,076||0||0||1,076||4,800|| |Other tradingactivities|5||0||0||5||1,253|| |Other receipts(refunds & reimbursements)|307||0||0||307||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|| |**Sub total(Gross income for AR)**|1,387||0||0||1,387||6,053|| |||||||||||| |**A2 Asset and investment sales, (see table)**|**.**|||||||||| ||0||0||0||0||0|| ||0||0||0||0||0|| |**Sub total**|0||0||0||0||0|| |||||||||||| |**Total receipts**|1,387||0||0||1,387||6,053|| |||||||||||| |**A3 Payments**||||||||||| |Charitable activities|5,919||0||0||5,919||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||0||0||0||0|| ||0||0||0||0||0|| ||0||0||0||0||0|| |**Sub total**|5,919||0||0||5,919||2,471|| |||||||||||| |**A4 Asset and investmentpurchases, (see**|**table)**|||||||||| ||0||0||0||0|||| ||0||0||0||0|||| |**Sub total**|0||0||0||0||0|| |||||||||||| |**Totalpayments**|5,919||0||0||5,919||2,471|| |||||||||||| |**Net of receipts/(payments)**|-4,532||0||0||-4,532||3,582|| |**A5 Transfers between funds**|0||0||0||0||0|| |**A6 Cash funds lastyear end**|5,377||0||0||5,377||1,795|| |**Cash funds thisyear end**|845||0||0||845||5,377|| |||||||||||| |||||||||||| |**Section B Statement of assets and liabiliti**|**es at the end of theperiod**|||||||||| |**Categories**|**Details**||||**Unrestricted funds**||**Restricted funds**||**Endowment funds**|| ||||||to nearest £||to nearest £||to nearest £|| |**B1 Cash funds**|Bank current account||||845||0||0|| ||||||0||0||0|| ||||||0||0||0|| ||**Total cash funds**||||845||0||0|| ||(agree balances with receipts andpayments account||||OK||OK||OK|| |||||||||||| ||**Details**||||**Unrestricted funds**||**Restricted funds**||**Endowment funds**|| ||||||to nearest £||to nearest £||to nearest £|| |**B2 Other monetary assets**|||||0||0||0|| ||||||0||0||0|| ||||||0||0||0|| ||||||0||0||0|| ||||||0||0||0|| ||||||0||0||0|| |||||||||||| ||**Details**||||**Fund to which asset belo**||**Cost(optional)**||**Current value(optional)**|| |**B3 Investment assets**|||||||0||0|| |Recoveryamounts due to charity|||||SP THE DOG-G8 CO 8 Apr||114|0|0|| ||||||||0||0|| ||||||||0||0|| ||||||||0||0|| |||||||||||| ||**Details**||||**Fund to which asset belo**||**Cost(optional)**||**Current value(optional)**|| |**B4 Assets retained for the charity's own u**|**se**||||||0||0|| |Pond,tool storage and compost system|0||||||0||0|| ||||||||0||0|| ||||||||0||0|| ||||||||0||0|| ||||||||0||0|| ||||||||0||0|| ||||||||0||0|| ||||||||0||0|| |||||||||||| ||**Details**||||**Fund to which liability re**||**lAmount due(optional)**||**When due(optional)**|| |**B5 Liabilities**|||||||0|||| ||||||||0|||| ||||||||0|||| ||||||||0|||| ||||||||0|||| |||||||||||| |**Signed by one or two trustees on behalf o**|**Signature**||||**Print Name**||||**Date of approval**|| ||||||Mrs Nawal Okot|||||| July 2026 32 | P a g e