Evidence browser
Explore the evidence
Loading the evidence…
The Association of Mental Health Providers’ evidence observatory
Evidence browser
Loading the evidence…
Evidence browser
35,970 claims
The charity plans to develop a Business Plan and an Income Generation Strategy to secure funds continuously.
The Business Plan is currently being developed and will incorporate an Income Generation Strategy for continual securing of funds.
Strategic · Commitment statement · From Green Shoes Arts CIO — annual report and accounts, year ending 31 March 2025, page 8
The charity aims to maintain reserves at a minimum level of three months' expenditure plus an additional three months' salary for the Artistic Director.
This includes unrestricted funds of £40,165 (2024: £33,855). The Trustees have set a target reserve level with a minimum target of three months’ expenditure and an additional three months’ salary for the Artistic Director to be used to secure
Financial · Policy statement · From Green Shoes Arts CIO — annual report and accounts, year ending 31 March 2025, page 7
The charity closed at the end of 2025 due to lack of funding.
The Trustees took the hard decision to close the charity at the end of 2025 and all activity has now ceased.
Operational · Commitment statement · From Green Shoes Arts CIO — annual report and accounts, year ending 31 March 2025, page 7
The charity's reserves were £70,855 as of March 31, 2025.
The reserves held at 31 March 2025 are £70,855 (2024: £91,548). This includes unrestricted funds of £40,165 (2024: £33,855).
Financial · Metric statement
Green Shoes Arts received £161,063 in income for the year ending March 2025.
Green Shoes Arts C.I.O received income of £161,063 (2024: £188,676) in the period, of which £159,493 (2024: £169,146) represented restricted funding
Financial · Funding statement · From Green Shoes Arts CIO — annual report and accounts, year ending 31 March 2025, page 7
Green Shoes Arts uses CHCC for workshop activities and office space, paying rent to LBBD.
Green Shoes Arts uses CHCC to deliver workshop activities and as office space. CHCC is owned by LBBD. While LBBD have funded GSA in the past for specific projects, they hold no controlling interest in the charity. GSA pays rent to LBBD to use studio and office space at CHCC.
Relational · Stakeholder position · From Green Shoes Arts CIO — annual report and accounts, year ending 31 March 2025, page 7
Trustees delegate day-to-day management to key personnel, including the Artistic Director and Creative Programmes Manager.
The Trustees delegate the day -to-day management of the company to the key management personnel, currently the Artistic Director and Creative Programmes Manager.
Governance · Procedural statement · From Green Shoes Arts CIO — annual report and accounts, year ending 31 March 2025, page 7
Green Shoes Arts C.I.O operates a remuneration policy that benchmarks salaries against sector levels annually.
The company operates a remuneration policy whereby salaries for all directly employed staff are benchmarked against salary levels in the sector on an annual basis and any increases are calculated to account for the financial performance of the organisation.
Governance · Procedural statement · From Green Shoes Arts CIO — annual report and accounts, year ending 31 March 2025, page 6
Green Shoes Arts C.I.O concluded that it was no longer a going concern and intends to manage an orderly wind down of activities.
The Trustees reviewed the financial position of the charity and its future funding prospects. Based on this review, the Trustees concluded that the charity was no longer a going concern. The Trustees therefore intend to manage an orderly wind down of the charity’s activities, settle outstanding liabilities as they fall due, and distribute any remaining assets in accordance with the charity’s governing document.
Governance · Commitment statement · From Green Shoes Arts CIO — annual report and accounts, year ending 31 March 2025, page 6
Green Shoes Arts C.I.O developed a survival strategy in April 2025 due to challenges in securing core funding and delays from Arts Council England.
Given this, a ‘Survival Strategy’ was outlined in April 2025 and agreed upon by Trustees and staff. This included a greater push for public and corporate funding, focussing our efforts on core activities, submitting emergency grant applications to Arts Council England, diversifying funding streams to include earned income (such as NHS contract work), and collaborating with the local authority to source additional opportunities.
Strategic · Commitment statement · From Green Shoes Arts CIO — annual report and accounts, year ending 31 March 2025, page 5
Green Shoes Arts C.I.O secured £5k in core funding from Fidelity International but the overall success of diversifying income streams was less than expected.
Core funding, as always, remained a challenge; most funding was restricted to specific activity. However, the charity made strides in diversifying its income stream through corporate sponsorship, such as securing £5k in core funding from Fidelity International. Unfortunately, despite the best efforts of staff and Trustees, the overall success of this approach was less than had been hoped.
Financial · Observational claim · From Green Shoes Arts CIO — annual report and accounts, year ending 31 March 2025, page 5
Green Shoes Arts C.I.O achieved its charitable objectives through various activities in the 2024/25 year.
Our charitable objectives were met across our activities, including: Creative for Life / Creative Cafe; Young Actors Club; Performance Academy; Two HAF (Holiday Activities and Food) programmes, entitled 'Food for the Soul'; London Youth summer workshops; Valance House Museum 'Beyond the Easel'; Inspiring Futures ACE (Arts Council England) Place-based Partnership ‘Our House’; Compass Wellbeing.
Service · Observational claim · From Green Shoes Arts CIO — annual report and accounts, year ending 31 March 2025, page 4
Green Shoes Arts C.I.O's strategic goals are outlined in documents approved by the board and referred to before project proposals.
This information forms the basis for strategy documents, outlined by senior management and approved by the board.
Strategic · Procedural statement · From Green Shoes Arts CIO — annual report and accounts, year ending 31 March 2025, page 3
Green Shoes Arts C.I.O consults with existing participants and community members before suggesting project proposals.
These findings are then presented to the Board of Trustees during quarterly meetings.
Governance · Procedural statement · From Green Shoes Arts CIO — annual report and accounts, year ending 31 March 2025, page 3
Green Shoes Arts C.I.O regularly reviews its aims, objectives and activities to ensure they remain focused on public benefit.
We regularly review our aims, objectives and activities. This review looks at the success of each key activity and the benefits they have brought to those groups of people we are set up to help.
Governance · Procedural statement · From Green Shoes Arts CIO — annual report and accounts, year ending 31 March 2025, page 3
Green Shoes Arts C.I.O promotes social inclusion by preventing and relieving the needs of socially excluded individuals through art therapy and projects.
To promote social inclusion for the public benefit by preventing people from becoming socially excluded, relieving the needs of those people who are socially excluded and assisting them to integrate into society through the use of art therapy and art-based projects.
Policy · Policy statement · From Green Shoes Arts CIO — annual report and accounts, year ending 31 March 2025, page 3
Green Shoes Arts C.I.O aims to advance public education and appreciation of the arts through various means.
To advance, improve, develop and maintain public education in, and appreciation of, the arts in all its aspects by any means the Trustees see fit, including through workshops and the provision of a youth theatre.
Policy · Policy statement · From Green Shoes Arts CIO — annual report and accounts, year ending 31 March 2025, page 3
The organisation's net income improved from a deficit of £52,686 to a surplus of £39,576.
Net income/(expenditure) 39,576 (52,686)
Financial · Observational claim · From Rt Community Projects LTD — annual report and accounts, year ending 31 March 2025, page 33
The organisation's expenditure on wages increased from £75,955 to £84,924.
Wages 84,924 75,955
Financial · Observational claim · From Rt Community Projects LTD — annual report and accounts, year ending 31 March 2025, page 33
The organisation received a substantial amount of funding from various sources such as Durham County Council Public Health, The National Lottery - Awards For All, and the Barrings Foundation.
Durham County Council Public Health - Cree Projects ± 6,000 The National Lottery - Awards For All 19,955 ± Barrings Foundation 19,140 ±
Financial · Funding statement · From Rt Community Projects LTD — annual report and accounts, year ending 31 March 2025, page 32