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
Company policy on disabled employees
Directors
The directors shown below have held office during the whole of the period from
1 April 2024
to
31 March 2025
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
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As at
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| Tangible assets: | 3 |
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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
Tangible fixed assets depreciation policy
for the Period Ended 31 March 2025
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for the Period Ended 31 March 2025
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During this period, Artmongers Action CIC delivered community-based creative projects and training through the London School of Muralism (LSoM). We ran the 4th and 5th cohorts, supporting 30 graduates, each of whom produced a participatory mural involving local residents (an average of three participants per project). We also created several large-scale murals with strong community involvement. In Edmonton Green, a deprived area of London, we produced a major mural involving 40 participants in both the design and painting process. The 5th cohort delivered a mural in the Segregation Unit Yard at HMPDownview, engaging 10 women serving sentences in a constructive and creative programme. Another LSoM mural was completed in Waterloo, involving participants from St John’s at Waterloo, many with multidimensional needs. To improve access and inclusion, we offered four scholarships: two for Black artists from disadvantaged backgrounds and two for women with lived experience of the justice system, in partnership with Clean Break.
Our internal stakeholders (1 full-time Artistic Director, 2 part-time Directors, 2 part-time Coordinators, 1 part-time Evaluator and 1 part-time Financial Advisor) were consulted through regular meetings and ongoing communication. External stakeholders include mural participants, LSoM students, volunteers, local residents and project decision-makers. Across the 30 murals produced by and with our LSoM students, we consulted 90 community participants on design, with 15 also joining the painting. We also consulted over 60 decision-makers such as site owners, community partners and local authorities. Students were consulted throughout the course and through end-of-course evaluations, leading to improvements such as clearer planning and scheduled two-week breaks. Participants’ feedback informed adjustments to mural designs and engagement approaches. Volunteers were consulted informally, and we aim to formalise this in future. Local residents offered feedback during painting and via social media and questionnaires. Overall, consultation led to improvements in course delivery, design processes and community engagement methods
Full accounts provided. There were no other transactions or arrangements in connection with the remuneration of directors, or compensation for director’s loss of office, which require to be disclosed
No transfer of assets other than for full consideration
This report was approved by the board of directors on
28 November 2025
And signed on behalf of the board by:
Name: Patricio Forrester
Status: Director