for the Period Ended 31 March 2025
| Directors report | |
| Profit and loss | |
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
Directors' report period ended
The directors present their report with the financial statements of the company for the period ended 31 March 2025
Principal activities of the company
Directors
The directors shown below have held office during the whole of the period from
1 April 2024
to
31 March 2025
The director shown below has held office during the period of
1 April 2024
to
16 September 2024
The director shown below has held office during the period of
1 April 2024
to
23 May 2024
The above report has been prepared in accordance with the special provisions in part 15 of the Companies Act 2006
This report was approved by the board of directors on
And signed on behalf of the board by:
Name:
Status: Director
for the Period Ended
| 2025 | 13 months to 31 March 2024 | |
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£ |
£ |
| Turnover: |
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| Cost of sales: |
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| Gross profit(or loss): |
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| Distribution costs: |
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| Administrative expenses: |
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| Other operating income: |
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| Operating profit(or loss): |
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| Profit(or loss) before tax: |
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| Tax: |
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| Profit(or loss) for the financial year: |
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As at
| Notes | 2025 | 13 months to 31 March 2024 | |
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£ |
£ |
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| Fixed assets | |||
| Tangible assets: | 3 |
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| Total fixed assets: |
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| Current assets | |||
| Debtors: | 4 |
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| Cash at bank and in hand: |
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| Total current assets: |
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| Creditors: amounts falling due within one year: | 5 |
(
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(
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| Net current assets (liabilities): |
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| Total assets less current liabilities: |
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| Creditors: amounts falling due after more than one year: | 6 |
(
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| Provision for liabilities: |
(
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(
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| Total net assets (liabilities): |
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| Members' funds | |||
| Profit and loss account: |
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| Total members' funds: |
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The notes form part of these financial statements
This report was approved by the board of directors on
and signed on behalf of the board by:
Name:
Status: Director
The notes form part of these financial statements
for the Period Ended 31 March 2025
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
Other accounting policies
for the Period Ended 31 March 2025
| 2025 | 13 months to 31 March 2024 | |
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 31 March 2025
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
|---|---|---|---|---|---|---|
| Cost | £ | £ | £ | £ | £ | £ |
| At 1 April 2024 |
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| Additions |
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| At 31 March 2025 |
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| Depreciation | ||||||
| At 1 April 2024 |
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| Charge for year |
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| On disposals | ||||||
| Other adjustments | ||||||
| At 31 March 2025 |
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| Net book value | ||||||
| At 31 March 2025 |
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| At 31 March 2024 |
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for the Period Ended 31 March 2025
| 2025 | 13 months to 31 March 2024 | |
|---|---|---|
| £ | £ | |
| Prepayments and accrued income |
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| Total |
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for the Period Ended 31 March 2025
| 2025 | 13 months to 31 March 2024 | |
|---|---|---|
| £ | £ | |
| Taxation and social security |
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| Accruals and deferred income |
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| Total |
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for the Period Ended 31 March 2025
| 2025 | ||
|---|---|---|
| £ | ||
| Other creditors |
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| Total |
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Kala Arts CIC is a community arts organisation based in Leicester that empowers people through creativity. During this financial year, we delivered a wide range of participatory workshops, creative projects, and public events across Leicester, Leicestershire, and Rutland. Our work is rooted in accessibility and inclusivity, with a particular focus on engaging marginalised and underrepresented communities. We delivered regular monthly sessions at Phoenix Cinema and Art House as part of the Cultural Quarter Earlies programme, providing film-inspired arts and craft activities accessible to all. These sessions consistently attracted around 35 participants per month and helped grow family audiences for the venue. At LCB Depot, we also ran seasonal workshops for families as part of the Earlies programme. As part of Leicester’s wider cultural offer, we contributed to the Graffwerks Bring the Paint bi-annual street art festival by leading an upcycling activity where over 500 used spray cans from the event were creatively repurposed. We also delivered food-inspired collage workshops at Leicester Food Festival and offered creative drop-in sessions at the Haymarket Shopping Centre, where families made glow-in-the-dark mandalas and clay divas. Partnership development has been central to our work. We collaborated with Talent 25, a De Montfort University longitudinal study initiative tracking the engagement of over 450 families in the arts, to deliver creative workshops for families. These sessions supported the research project while expanding our community reach. We have also been successful in developing 4 young people (aged 16-25) with our volunteer opportunities. We secured £500 from the ASDA Foundation to deliver our Identities project across three Leicester libraries, engaging over 250 participants who explored and celebrated their personal and cultural identities. In addition, we received £2,000 from De Montfort University’s Community Challenge Fund and £18,198 from the National Lottery’s Community Challenge Grant. These funds allowed us to build on feedback from our pilot project Material Girls and deliver a series of furniture upcycling workshops from our LCB studio space, providing creative, sustainable, and community-focused activity. The impact of this work has been significant: participants reported improved confidence, wellbeing, and a stronger sense of belonging. Families and community groups benefited from safe and welcoming spaces to connect, learn new skills, and share experiences. Our projects have helped strengthen community cohesion, reduce barriers to arts participation, and demonstrate how creativity can be a powerful tool for empowerment and positive social change.
Our key stakeholders include young people, their guardians, funders, partner organisations, and the wider community of Leicester, Leicestershire, and Rutland. We continue to actively engage with these groups to ensure our activities are relevant, accessible, and responsive to local need. Building on the feedback gathered during last year’s pilot upcycling project, we were successful in securing funding to deliver a full series of upcycling workshops. This programme was a direct response to community demand for more sustainable, hands-on creative opportunities. We also seek feedback regularly through our monthly Cultural Quarter Earlies sessions at Phoenix Cinema and Art House. Comments are gathered both informally during activities and through structured feedback opportunities, which allow us to adapt and tailor future sessions to meet participants’ interests and needs. In addition, we consult closely with our partner organisations and funders, ensuring that collaborative projects are shaped by shared priorities and that stakeholders remain satisfied with outcomes. Feedback from partners has informed the design of our seasonal workshops at LCB Depot, our contributions to city-wide festivals, and our family-focused work with Talent 25. This ongoing cycle of consultation, reflection, and response ensures that Kala Arts CIC remains accountable to its communities and stakeholders. It also enables us to create programmes that are not only creative and enjoyable, but that also remove barriers to participation and deliver lasting social impact.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
23 September 2025
And signed on behalf of the board by:
Name: P.S. Mistry
Status: Director