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2023-12-31-accounts

, Annual Report l and Accounts I 2023 41., 1,.14 i/ l

G R E E N L I G H T T R U S T

Working from 10

Established over

73% of the people we support say their wellbeing has improved significantly

35

sites across Norfolk and Suffolk

years ago

231 622

1,700

children and young people supported in 2023

adults supported in 2023

trees and hedges planted

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Who we are
Our impact
Looking forward
Our funders
Objectives, activities and public benefi t
Volunteers
Equality, diversity and inclusion
Fundraising
Governance
Trustees’ report
Auditors report
Financial statements
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The sense of worth you get just from being in a group where people genuinely enjoy being with you massively helps with low mood and gives you a sense of belonging and purpose. There’s no judgment and it is a safe place when you can just be yourself and not have to worry about anything.”

I feel I’ve now got some I had nothing in my life good friends and people that was giving me any who actually understand form of pleasure or hope me. You aren’t judged in or happiness... everyone the woods and I love says to me now, oh my the fact that we go on goodness you are so much nature walks. I feel it’s a better and it is because LOT easier to talk about being here has healed it how I’m feeling when and it has worked.” I’m walking in nature – I feel I’m not on my own anymore.”

04 Green Light Trust

Green Light Trust 05

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This report serves as a testament to the collective eff orts, resilience, and achievements that defi ne Green Light Trust’s purposeful journey and mission.

Our successes are not just measured in numbers but in the transformative impact we have on individuals’ lives. “Coming to Green Light Trust has saved my life,” highlights the profound signifi cance of the work we do, embodying our commitment to making a tangible diff erence, with our approach being very much about how we can work with people and not do to people. This approach builds resilience, not reliance.

At Green Light Trust, our mission to provide support to children, young people and adults who are navigating signifi cant challenges, guiding them through a transformative journey that cultivates resilience, meaningful connections, and a profound sense of value through nature immersion. Resulting in progression and positive outcomes. In our pursuit of creating a positive environment for our participants, we recognise that nature, paired with the supportive atmosphere our team cultivates, sparks real change for individuals.

This work could not be achieved without our incredible teams across Suff olk and Norfolk. I am both humbled and proud of the work our teams achieve, those working directly with our participants and the work that happens behind the scenes. Their eff orts resonate in the words of those we serve:

We provide a unique service and we also recognise the importance of collaboration with others that brings specialised expertise to address the diverse needs of our participants. Our commitment to collaboration is an integral aspect of our approach, one that we are steadfastly dedicated to expanding and enhancing.

“Coming here weekly builds value and purpose for me. My confi dence has grown so much. Coming here gets me out of the house; otherwise, my anxiety would build up.” Quote from a participant

I would like to thank our supporters, funders, partners for your support over the last 12 months. I would also like to thank the GLT team and the Board for all they do, working hard to ensure that our participants are at the heart of everything we do.

2023 was another year of signifi cant growth and change for the Trust, all to enable us to work with more people and to create the infrastructure we need to continue to fl ourish. Our journey forward is guided by excitement and optimism. As we delve into the pages of this report, we celebrate not just past achievements but the fi rm foundations we are laying for future growth.

Here’s to another year of impact, innovation, and shared success!

Lauren Shand, Interim CEO

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D A B U
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Refl ecting on the past year, 2023 emerges as a period of substantial growth and positive change for Green Light Trust.

As I assume the role of Chair in February 2024, I extend sincere gratitude to my predecessor Caroline Bixby for her remarkable leadership over the past fi ve years. Green Light Trust, under her guidance, has achieved incredible milestones, and her continued presence on the Board ensures a seamless transition.

The Board has been strengthened with the welcoming of new members over the last twelve months, emphasising our commitment to diverse perspectives, eff ective governance, and robust strategic planning. This change comes as a response to retirements and is integral to our ongoing journey of growth and impact.

I want to acknowledge our teams, the heartbeat of Green Light Trust. Their unwavering dedication and hard work, irrespective of challenges faced, has been the driving force behind our success. The Board extends our deepest thanks to each employee and volunteer for their invaluable contributions.

Furthermore, we navigated a change in leadership in 2023, with Lauren Shand, formerly our Operations Director, stepping into the role of Interim CEO. Her initiative in establishing a robust Strategic Leadership Team positions us for future expansion across Norfolk and Suff olk, so we may support more children, young people and adults who are struggling within our communities.

Collaborations with health, social care, and education sectors and other charities across Norfolk and Suff olk demonstrate our commitment to collectively addressing health inequalities. These impactful partnerships ensure that our interventions have a meaningful and lasting impact on individuals and communities.

Our impact has grown, and we have reached a greater number of individuals through our core pathways, witnessing their growth and progress. This tangible eff ect underscores our commitment to making a meaningful diff erence in the lives we touch and demonstrates to our health and statutory partners and commissioners that our work complements and can alleviate some of the pressure that health and mental health services are under.

As we look ahead to 2024, the future promises excitement and opportunity. Key projects on the horizon will not only ensure the sustainability of Green Light Trust but also propel us forward in supporting more individuals and communities across the East of England. Our collective commitment remains steadfast as we navigate this path.

Implementation of Beacon, our new Case Record Management system, and the securing of funding for a Data Insights Analyst refl ects our dedication to our future growth plans and in ensuring our continuous improvement.

In closing, I extend thanks to all stakeholders, including our dedicated teams, partners, and supporters.

Growth has been substantial over the last 12 months, leading to growth across Suff olk and Norfolk and a strong team of 72 employees. We secured a number of longer-term contracts with health, which means we can continue this work and meet the increasing need that is presenting in our communities.

With enthusiasm for the journey ahead,

Amanda Burton , Chair of Trustees

Green Light Trust 07

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Green Light Trust was founded in 1989 as a conservation charity and has since become a key provider across Norfolk and Suffolk of education and well-being programmes for people facing multiple barriers to well-being, independence and inclusion.

Our vision is a world where everyone has equitable access to the power of nature, and each year we support hundreds of adults, children and young people, using the environment to rebuild, reawaken and refocus their lives. We sit at the crossroads between health, education and the environment, helping create significant transformation in people’s lives, whilst simultaneously improving the wild spaces we work in. We work with those who face the greatest challenges in life to help them recover, develop and be the best version of themselves.

Our programmes take place in woodlands and other wild spaces, using nature as the catalyst to engage participants in activities which are designed to address what may be missing in their lives, such as social interaction, mental well-being, physical exercise, purposeful activity and healthy eating. It is the person-centred and individualised support we offer that makes the critical difference to our participants.

Activities include conservation, woodland management and green woodworking; building natural habitats for wildlife; well-being activities such as nature meditation and woodland walks and social interaction, including a campfire lunch together. This campfire lunch can be the only hot cooked meal that some participants enjoy all week and enables easy, unforced interaction with others.

The people we work with have complex needs and are often the most frequent users of statutory services, especially health services. We support adults with a range of challenges, including mental health needs, substance misuse, unemployment and low skills, learning disabilities and domestic or other abuse. We also support children and young people who are unable to engage with mainstream education, training, or employment and/or who have neurodiverse conditions, learning disabilities, or behavioural challenges.

Over time, the therapeutic benefits of nature, human connection and peer support combine to increase confidence, self-esteem, practical and social skills, and improve participants’ overall mental and physical well-being.

There is an abundance of evidence demonstrating a direct correlation between levels of deprivation in the UK and access to green spaces. Those we work with often have the least access to the natural environment. Lack of access is not always due to proximity to green space, and can be for reasons such as disability, culture, family setup, affluence, and lifestyle.

08 Green Light Trust

Our four pathways:

The Natural Alternative (NA) Pathway is designed to engage primary and secondary aged children who generally struggle within the school environment, often with additional and/ or behavioural needs. Sessions are learner-led where they are encouraged to explore the woodland environment and learn new skills.

The Step by Step (SBS) service supports adults with moderate to severe additional and behavioural needs, with some individuals requiring one-to-one support. The intervention we provide is high quality, purposeful activity for adults who have found themselves marginalised due to their disability. SBS participants get involved in woodland activities, maintenance duties on site and have time and space to express themselves through various activities in a safe environment.

For our Adult Mental Health (AMH) Pathway, we run many different types of adult activity and typically work with adults who are facing struggle and challenge in their lives, often with low levels of well-being and self-esteem, coupled with mental ill health. In some cases, these are designed to meet the particular circumstances of individuals e.g. women’s well-being, or those recovering from substance abuse, or mixed groups. We create a welcoming, nonjudgemental environment where people can be themselves, learn new skills and connect with their peers and with nature.

This Education, Health and Care Plan (EHCP) Pathway is an alternative education provision for young people aged 16-25 who have an EHCP and where mainstream educational establishments are not the most suitable environment for their development. We work intensively with these young people to achieve the objectives that are important to them.

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My daughter was referred to Green Light Trust after she had a breakdown. She was refusing to go out, had isolated herself from friends and was lacking in confidence.

We booked an appointment for a look around one afternoon at the beautiful woodlands in Lawshall. The welcome we received was lovely and put us at ease.

Being outside in the fresh air and surrounded by nature was so good for her. She enjoyed the activities, including tree felling, wood carving and mixed crafts. They also cook and eat on site.

She loves attending GLT and we have seen her grow in confidence, become happier and actually look forward to getting out and about. There is a mixed group of youngsters there. All with different issues and the staff and volunteers really do work hard with them to get them out of their shells and appreciate the natural world around them. Nature is very healing.

This has been a lifeline for our family, it has reduced our stress and to see our daughter slowly change and grow is a god send. I don’t know what we would have done without it.

10 Green Light Trust

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G R E E N L I G H T T R U S T I M P A C T I N 2 0 2 3

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395 534
STEP BY STEP NATURAL
ALTERNATIVE
3,348
programme
sessions delivered
1,035
1,384 ADULT
EHCP
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22 33
EHCP STEP BY STEP
383
NATURAL
ALTERNATIVE
1,718
people
worked with
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1,335
ADULT
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From the beginning of 2023 we have been using a new measurement tool called Measure Yourself Concerns and Well-being (MYCAW[®] ) for measuring well-being and progress for participants. This tool enables people to consider their well-being when they start one of our programmes and then again at the end of the programme, allowing us to capture any progress.

In 2023 we can evidence an average positive movement for our participants of 1.1 for adults and 0.69 for children and young people, along a 6-point scale. This is significant movement considering the multiple barriers to well-being and inclusion that the range of people we work with are facing. We are also seeing increases in this well-being score as people complete increased numbers of programmes with us, demonstrating the benefits of working with people long enough for positive behaviour change and improved well-being to be realised.

In 2023 we embarked on working with the University of Essex to develop a three-year PhD opportunity, to explore the impact of nature-based initiatives on vulnerable people’s use of health and care services. This significant piece of research will start in early 2024, and again will help us to better understand and evidence the scale of our impact and also positively influence other organisations and policy.

As well as our impact on people, we also improve the green and wild spaces we work from. Our woodland programmes use nature as the catalyst for supporting people and depending on people’s preferences and interests, activities on programme can include woodland management and conservation, and the creation of new habitats. In 2023 we have carried out a number of conservation activities, including the planting of 1,700 trees and hedges at our Castan Wood site. In 2024 we plan to explore the implementation of an environmental sustainability framework to ensure and evidence our work on and with the natural environment.

As we build on this evidence and collect more data over subsequent months and years, we will be able to build a fuller picture of the impact our programmes are having on people’s well-being. To support this, at the end of 2023 we recruited a Data Insight Analyst. This is a new role within GLT and will be key to unlocking our data and really getting an in depth understanding of our model and why it works, so we can develop our services and organisation to have the greatest impact we can in the future.

ADULTS WELL-BEING 2023

CYP WELL-BEING 2023

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4.71 3.65
INITIAL AVERAGE INITIAL AVERAGE
3.01 2.68
FOLLOW UP AVERAGE FOLLOW UP AVERAGE
0 1 2 3 4 5 6 0 1 2 3 4 5 6
AS GOOD AS BAD AS GOOD AS BAD
AS IT CAN BE MYCAW WELL-BEING SCORE AS IT CAN BE AS IT CAN BE MYCAW WELL-BEING SCORE AS IT CAN BE
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Our highlights

M E N T A L H E A L T H S E R V I C E D E V E L O P M E N T

In 2023, GLT embarked on a signifi cant milestone by implementing extended contracts for Suff olk and North East Essex Integrated Care Board aimed at supporting the well-being of children, young people, and adults and changing habits. This emerged from the successful outcomes achieved in various pilot projects, demonstrating positive and transformative impacts on individuals. Importantly, our eff orts have evidenced a reduction in reliance on health and mental health services, a testament to the effi cacy of our pathways.

Our commitment to delivering essential support to those most in need remains unwavering. However, beyond our immediate role, we actively engage in discussions to advocate for participants, contributing our insights to infl uence the transformative changes required within health and social care system.

“For some callers the impact has been immeasurable and contacts to 111 have ceased completely and overall well-being has improved greatly, which would not have been possible without this pathway.” Ellie, Business Support Manager for First Response Service.

Central to our approach has been a collaborative eff ort involving health commissioners, Norfolk and Suff olk Foundation Trust, Suff olk County Council. We have also worked with a number of third sector organisations to ensure a comprehensive and holistic support system for participants within the pathways. Notably, our engagement has extended to compensating these charities for their integral contributions to the holistic packages provided to participants. We intend to build upon this foundation in 2024.

As we refl ect on the accomplishments of 2023, we look forward to the prospect of continued collaboration, innovation, and impact in 2024. Our dedication to the well-being of individuals and the broader enhancement of health and social care systems remains at the forefront of our mission.

92%

of individuals who engaged with us reduced their use of the mental health crisis line

92%

reduced their use of community mental health liaison services

“

“In the past I have been really angry, anxious and bitter about past experiences. Attending GLT has helped me put those bad experiences behind me and look forward to the future.”

GLT Programme Participant

M E E T A D A M

CHILD AND ADULT MENTAL HEALTH LEAD

In 2023 we introduced a new role of Child and Adult Mental Health Lead to our organisation, recognising the need to ensure our workforce were supported to manage the rising complexity in the needs of people who we are supporting with their mental health.

Adam joined GLT with a background as a registered learning disabilities and mental health nurse and supports GLT employees to increase their knowledge and understanding on various conditions and behaviours. Adam makes himself available to employees if there are any particular situations they are fi nding a challenge, he runs groups sessions for employees to raise awareness and support understanding and has also produced information sheets to help increase employee knowledge on certain conditions and behaviours.

“It’s been fantastic to see people blossoming, developing and growing and having the opportunity to try new things, to gain new experiences, and to have life back again.”

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Our highlights: Building health

I N C L U S I V E C O N S E R V A T I O N N O R F O L K

At the end of 2022 we were awarded a 3-year National Lottery Reaching Communities grant, to set up our Inclusive Conservation project in Norfolk. The aim of this project is to grow our support in Norfolk and provide woodland well-being programmes for a range of adults in the county who face barriers to their well-being.

We work with each person on the programme in a person-centred way, using nature and the beautiful surroundings as a catalyst to help them reconnect with themselves and others.

We have lots more programmes set up for 2024 as we enter the second year of this project and grow our reach and impact across Norfolk.

A number of people we have supported have identified positive next steps beyond the project, including further education, volunteering opportunities, and actively seeking a return to employment.

240

places offered so far

We started delivering the project in 2023, which has so far supported 240 places on a 12-week programme. The people we have supported have come to us with a variety of challenges including anxiety, confidence issues, sleep issues, negative relationships, loneliness and money issues.

1.05

We use a six-point well-being scale to help people measure their overall well-being at the start and end of our programmes. Through this project we are already seeing an average improvement of 1.05 along this scale.

average improvement along the 6-point well-being scale

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My life was pretty lonely before I heard about the Green Light Trust and I just wasn’t doing anything during the week and I was having very negative thoughts about ending my own life. I found out about the course from the NHS and I was very nervous to start with, but I had support from my Green Light Trust Participant Engagement Co-ordinator who explained what it was all about and how I could benefit from joining.

Now I’m really enjoying it, and I’m booked onto another one. The big thing for me is I have grown in confidence since coming on the course. My favourite thing has been meeting new people and building up my confidence around talking to new people. Meeting new people isn’t as bad as I thought it would be. Oh, and the food! The lunch is amazing.

I’m now doing more things like going out more as I’m feeling more confident to do things and I feel less lonely. The three words I’d use to describe myself now are confident, connected and energised by the experience. I no longer want to die.

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Our highlights

“

“The new Learning Centre at Castan will be an exceptional asset to our county and will provide wonderful opportunities for children, young adults and families in and around Ipswich.”

Cllr Richard Rout, deputy leader and cabinet member for finance and environment at Suffolk County Council

C A S T A N B U I L D A N D S E R V I C E E X P A N S I O N

Demand for Green Light Trust’s services is growing and we are delivering an increasing number of specialist environmental education and selfdevelopment programmes at our Castan Wood site, on the Martlesham Park & Ride near Ipswich. Consequently, in 2023 we decided to build a dedicated learning centre to reach communities in and around the Ipswich area. This new building would enable us to provide a blended approach, combining activities in the woods with suitable indoor learning space. This would not only increase capacity, but also support the academic needs of those studying for educational outcomes or those with complex health needs.

The new building was started in 2023 with a clear vision for it to be constructed with deep green principles in mind. It was designed to be carbon negative using a new hemp based modular construction system and foundations using no cement,

locking up more carbon than is used in its construction. The intention is also to incorporate the most up to date renewable energy systems in the building including Solar PV roof panels and storage batteries, with the aspiration for the building to generate more power than it uses.

To generate enough funds to complete the build, Green Light Trust launched a fundraising appeal at the end of 2023, appealing to the public and a range of grant funders for income to finalise the build. This appeal was a success, and we expect to complete the build of our Castan Learning Centre in 2024, after which we will be able to extend the provision of a range of services including our support for young people with an Education Health & Care Plan and those supported through our Step by Step pathway.

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T R E E S M E N D U S P R O J E C T

In November 2023 we launched our Trees-mend-us Project at our Castan Wood site near Ipswich. We were very fortunate to source a substantial number of trees and hedge plants to enhance a recently coppiced area as well as riparian trees that would be very well suited to the boggier areas of the woods. We also planted more living hedges, creating wildlife corridors around the woodland for further generations to enjoy.

GLT employees, volunteers and participants were actually involved in the tree-planting and we have numerous organisations to thank for their generosity as part of this project, including The Woodland Trust, The Suff olk Tree Wardens Network and nurseries, the Ipswich Beekeeping Association, Suff olk Coat & Heaths and Stour Valley AONB & Notcutts.

1,700 trees and hedges planted

T H E J O U R N E Y B E Y O N D G R E E N L I G H T T R U S T

Green Light Trust programmes provide opportunity and hope for many people across Norfolk and Suff olk and we see people move onto a range of diff erent opportunities and next steps in their journey, at the point they are ready. These opportunities have included training, further education, other local support groups, volunteering, employment, starting their own business, building new relationships and many more. Here’s Megan’s story.

I wanted to join the course because I had just turned 24 and had literally not done anything with my life. I remember always feeling anxious from the age of 5 and I hadn’t ever felt comfortable mixing with people in school or college. My anxiety continued to get worse and worse over the years until I hardly left the house leaving me feeling “terrifi ed” of the prospect of ever going outdoors again.

I was diagnosed with agoraphobia, panic attacks and long-term anxiety. All the medications I was given just made me feel worse. My stepdad died during lockdown with COVID and I was very close to him, so I just stayed at home, isolated, lonely and ended up living inside for four years.

I found myself locked in a negative state of mind which kept me indoors and isolated from everything. I didn’t trust anyone at all but being with the staff at the Green Light Trust has changed all that. I think it’s totally

changed the way I feel about people and the world too. The staff are amazing you choose what you want to do so there’s no pressure on you. You can just chill out and chat if you want.

I had been totally stuck and didn’t go anywhere. The world outside just seemed completely dangerous and untrustworthy, and my life was ruled by fear and staying safe at home. I realise now that you only get support if you ask for help and the course has been an amazingly positive experience for me.

I have now enrolled in an allotment project. I also went to a Women Only support group last week. The course at Green Light Trust has inspired me to try these new things - it is exciting. Once I took the fi rst step, I wanted to get out there and try other new things.

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Our highlights

O U R E M P L O Y E E S A N D V O L U N T E E R S

At the end of 2023 we had 67 Employees, increasing from 56 at the start of the year, due to the growth in our services and the size of our organisation.

Each year we survey our workforce, to enable us to gain a better understanding of their current experience and identify areas where we can improve and how we can make GLT an even better place to work.

In 2023 we received feedback from our workforce about the desire for greater access to development opportunities and well-being support. As a result of this we introduced or strengthened a number of our supportive benefits packages, including access to personal well-being counselling for all, Employee Assistance Programmes and increased supervision and support. In 2023 we also introduced our very first Head of People and Culture, a key role in nurturing our culture and developing our future workforce plans.

Our volunteer numbers also grew from 19 to 27 and collectively they contributed a total of 3,852 hours across the year. Our volunteers dedicate their time, experience and energy in helping us achieve our mission and are a key and valued part of our organisation and delivery model. Many volunteers have progressed from being participants on our programmes, with volunteering acting as an important stage in their own recovery journey. Many people move from our programmes into a range of volunteering opportunities not just with ourselves but with a variety of other organisations and local partners.

In 2024 we plan to introduce an Employee Forum to support us in developing our organisation and culture for the future. The Forum will help to ensure our teams have access to information, opportunities to contribute to decision making, and to discuss things which impact upon their working lives.

“

Such an amazing day. I was apprehensive at first because I don’t usually like outdoor activities. But this really was a lovely day and the activities planned were great team building activities. I would come back again in a heartbeat.”

Well-being day attendee

T E A M W E L L - B E I N G D A Y S

Green Light Trust provides Team Wellbeing days to corporate organisations as a way of supporting other organisations to improve their team’s well-being and relationships and encouraging others to connect with the natural environment. From woodworking, to walks in the woods, to nature conservation, our well-being activities fire the imagination, provoke conversation and help people reconnect with the natural world.

The income from these well-being days then supports our organisation by providing funds we can reinvest into the running of our organisation and the delivery of our support to those who need us.

In 2023 we delivered a number of days to organisations across East Anglia, and we hope to increase the number of these we can provide into 2024.

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O U R P A R T N E R S

Partnership working is at the heart of what we do, and we would not be able to deliver our services without support from a range of partner organisations.

grow our organisation. This support includes services in kind, use of meeting venues, corporate donations, and fundraising on our behalf. We work to tailor our partnerships with organisations, so they are mutually beneficial and support businesses to engage their employees in our mission and with the natural environment.

In 2023 we ran our programmes from ten different sites across Suffolk and Norfolk. Our key partners include The National Trust and the RSPB, who kindly allow us to work from several of their sites, supporting people to engage with the natural world who might not otherwise have access to it.

We are hugely grateful to all those who support our organisation and our cause, in whatever way they can. Without these partners we could not have the impact that we do on peoples’ lives and the environments we work from.

We have a range of corporate partners who provide us with tremendous support and help us to deliver our services and

Brandon had been referred to Green Light Trust’s Natural Alternative programme by his parents with the support of his school. They were concerned that he was refusing to go into school and cooperate with teaching staff and was becoming very reclusive. The school wished to see if time spent at Green Light Trust would help him gain more confidence and begin to engage more with school and enable him to separate successfully from his mother.

Following his first week with GLT he was showing increased confidence and left his parents willingly in the car park to head to camp. Following this, his progress went from strength to strength. He engaged well with the others in the group including staff and was happy and actively participated in all activities. Towards the end of the twelve-week programme his school were keen to engage with him within the woodland setting, so it was organised for a member of his school team to come and visit him.

They were blown away by the transformation. Brandon actively engaged with them and gave them a guided tour of the camp, talking confidently about all the activities he had been doing. This was amazing progress, as before he would try engaging with school online but would have the camera off and barely spoke.

Brandon has now transitioned into a slightly larger group and is looking forward to the next term. He has also been into school and managed to stay for whole mornings.

24 Green Light Trust

The year 2024 marks an exciting chapter for Green Light Trust as we embark on an exploration of substantial growth, aiming to extend our services to a wider geographical reach in the years ahead. We want to do this in a considered manner and to build on from our strong foundations and impact. This will involve some exciting changes with view to refreshing our strategy, along with our brand image.

I M P A C T & E N G A G E M E N T

Geographic and Pathway Expansion

Research

We will showcase our impact through academic research, in collaboration with the University of Essex, not only highlighting our direct influence but also demonstrating the broader impact on health and social care. Leveraging internal data expertise and our new system Beacon, we are poised to amplify the scale of our impact, giving voice to the strength of Nature-Based Interventions.

Through collaboration with landowners, our strategic aim is to extend service provision to at least five additional locations in Suffolk & Norfolk by the end of 2025. Our long-term vision includes reaching a broader spectrum of communities, guided by research pinpointing areas with the most significant impact on well-being, resilience, and life outcomes.

Collaboration

Sustainability

We are committed to building more robust partnerships, fostering collaboration with system partners and the broader VCSFE sector to enhance resilience and well-being of our participants, but to highlight how collaborate can bring success.

This year, we want to do more and do better in our efforts to achieve more sustainable practices. We will start this process by conducting a thorough assessment and building an action plan to ensure we are doing everything we can to be climate positive. This involves conducting a comprehensive carbon footprint assessment, setting emission reduction targets, capturing our impact on the natural spaces in which we operate.

Public Support & Engagement

Our focus is on investing in an integrated marketing and communications strategy to actively engage key audiences, cultivate positive brand awareness, and secure long-term support from a diverse supporter base. This includes the development of targeted marketing campaigns, engagement with diverse demographics, exploration of new fundraising channels, and effective communication of GLT’s dedication to nature connection.

O U R P E O P L E

Organisational Capacity & Capability

We will continue to prioritise the professional growth and development of our teams. This also extends to offering internal opportunities for beneficiaries. This approach ensures a balance between internal growth and external talent, aligning with the future needs of GLT.

Development of People Strategy

Our strategic initiatives include the introduction of a Managers Toolkit, elevating employee engagement, overhauling People Department processes, and implementing an Equity, Diversity, and Inclusion (ED&I) strategy.

F I N A N C E & F U N D I N G

To further develop our financial model to support expansion, incorporating a funding strategy for diverse, scalable, and repeatable income sources. This encompasses voluntary, trading, and charitable income, with investments in various fundraising methods to grow unrestricted income.

D I G I T A L D E V E L O P M E N T

We are actively auditing and updating core IT systems and processes, including the website, HR, and finance systems. This ensures they are fit for purpose and adaptability for future growth in the digital landscape.

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We are very grateful to the following partner organisations who have provided financial, pro bono and in-kind support to the Charity during 2023:

F U N D E R S

C O R P O R A T E S U P P O R T E R S

ALA Green Charitable Trust Architectural Heritage Fund Bailey Thomas Charitable Fund The Delamere Dairy Foundation The De Vitre Trust

Barenbrug UK Ltd Birketts LLP Gascoynes Ltd Notcutts Ltd Rhotic Media Specialist Instrument Services Ltd Videndum plc

The D’Oyly Carte Charitable trust The Ernest Cook Trust

The Frank Jackson Foundation The Geoffrey Watling Charity The John Horseman Trust The Kerrison Trust The Linbury Trust The Lord Belstead Charitable Trust Marsh Charitable Trust

P A R T N E R S

( P R O V I S I O N O F S I T E S )

National Trust RSPB Suffolk County Council Suffolk Farm Business Association Sotterley Estate West Suffolk Council

Mrs L D Rope Third Charitable Settlement

The National Lottery Community Fund Norfolk Community Foundation Norfolk County Council Paul Bassham Charitable Trust The Rotary Club of Oxford Isis Trust Fund

The Saxham Trust Suffolk Community Foundation Suffolk County Council Tuixen Foundation

28 Green Light Trust

Green Light Trust 29

The objects of the Charity were revised during the year to more accurately reflect our work.

T H E O B J E C T S , F O R P U B L I C B E N E F I T , A R E T O :

Protect, promote and improve peoples’ physical and mental health, working directly and in partnership with other organisations to ensure everyone can benefit from engaging with the natural world.

Advance education in the conservation, protection and improvement of the natural and physical environment, particularly but not exclusively through training and practical participation.

Promote the conservation, protection and improvement of the natural and physical environment, particularly but not exclusively through the creation, restoration and conservation of woodland, wetland, grassland, school and community gardens, parks and wild space.

Advance education in world ecology and the natural environment and the effects on that environment of both natural and other activities and particularly those pursued by people.

The Trustees confirm that they have complied with the duty in section 4 of the Charities Act 2011 to have due regard to the Charity Commission’s general guidance on public benefit, ‘Charities and Public Benefit’. Green Light Trust’s charitable purpose is enshrined in its objectives; it delivers its public benefit through its network of Community Wild Spaces (most of which are freely accessible to the public), its own woodlands and education centre and through the provision of expert advice.

In delivering against the objectives, the charitable activities support the wellbeing of people from all backgrounds and experiences to rebuild, reawaken or refocus their lives through the power of nature. We believe in the power of Green Care – the idea of the environment being a useful and advantageous tool in the care of us all in society. Many health professionals and academics will confirm the merits of outdoor activities and being ‘closer to nature’ and the benefits this has on our well-being. It is this concept which runs through all that we do, helping us continually develop programmes and partnerships which emphasise the power of our natural world.

We receive welcome support from our volunteers, who dedicate their time, experience and energy to help us achieve all that we do. Many volunteers have progressed from being participants in our Pathway, with volunteering acting as an important stage in their own recovery journey.

Volunteers carry out a variety of support roles across all areas including the delivery of activities and professional 3,852 support for senior personnel. In total, volunteer hours the Charity benefited from 3,852 in 2023 from general volunteer hours from 27 volunteers, in 2023.

3,852

27

The amount of support quoted above does not include our Trustees who are also volunteers as they do not receive remuneration for their work. In 2022 there were a number of changes to those who volunteer their time as Trustees as we continue to strive for the right balance of skills and experience that will help the Charity continue to develop and grow.

volunteers.

30 Green Light Trust

Green Light Trust 31

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Y , Y
O N
T
T I
I
S
R
Q U A L I
E D I V E A N D I N C L U S
----- End of picture text -----

Our charity exists to address inequalities in society and in access to the natural world. Our vision as a charity is a world where everyone has equitable access to the power of nature. Everyone we work with faces inequality and societal barriers, and we create pathways for these individuals into employment and well-being.

Our Impact & Engagement Committee has oversight of equality, diversity and inclusion as part of our Trustee committee structure and works with the senior leadership team to:

Equality, diversity and inclusion are embedded in our core values as an organisation and all of our policies and processes, including recruitment of employees and volunteers.

We continue to work towards being a fully inclusive organisation and recognise that there is still much to be done. There are many steps we need to take as an organisation to ensure we are truly inclusive as an employer and a provider of key services to all.

• Promote dignity, respect and understanding within Green Light Trust, our services and the wider community;

• Create an environment that encourages and supports all employees, participants, their families, and local communities to actively engage with our Charity, realise their full potential and have a voice in influencing what we do.

Fundraising income is derived principally from grants, trusts & foundations and corporate partnerships. This income is used to fund delivery activities and contributes to core costs.

Green Light Trust complies with all relevant statutory regulations, including the Charities Act 2011, Data Protection Act 2018 and the Privacy and Electronic Communications Regulations 2018. We are committed to act in ways that are legal, open, honest and respectful – striving for best practice in fundraising and marketing. The Charity is registered with the Fundraising Regulator, adhering to its Code of Fundraising practice and Fundraising Promise. This includes logging, recording and responding to any complaints.

We do not employ professional telephone or street fundraisers or commercial participators to carry out our fundraising activities.

Green Light Trust 33

32 Green Light Trust

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C E
A N
N
R
G O V E
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The Trustees, who are also directors for the purposes of company law, present their report and the financial statements of the Charity for the year ended 31 December 2023.

The financial statements have been prepared in accordance with the accounting policies set out in the notes to the accounts and comply with the Charity’s governing document, the Charities Act 2011, Companies Act 2006 and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland published in October 2019.

R E F E R E N C E A N D A D M I N I S T R A T I V E D E T A I L S :

Registered charity name Green Light Trust
Charity registration number 1000977
Company registration number 02550866
Registered ofce The Foundry, Bury Road, Lawshall, Sufolk IP29 4PJ
Patron Mark Pendlington

G O V E R N I N G B O D Y : The Board of Trustees comprises:

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B O A R D C O M M I T T E E S
R O L E T R U S T E E F I N A N C E P E O P L E I M PA C T &
E N G A G E M E N T
Chair Caroline Bixby (resigned as Chair 13.02.24) Member
Amanda Burton (appointed as Trustee & Chair 13.02.24)
Vice Chair Douglas Field Member
Members Jane Crumpton-Taylor (resigned 23.06.23) Chair (until 23.06.23)
Lou Brewster (resigned 21.03.23)
Sarah D’Arcy (appointed 02.10.23) Member
David Farrow Chair (from 23.06.23)
Jen Mailley Chair
Nigel McCurdy Chair
Vivian Mushati Member
Nick North (resigned 28.03.2024) Member
Laura Thomas (appointed 02.10.23) Member
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S E N I O R P E R S O N N E L : Day-to-day management is delegated by the Board to senior personnel which comprises:

R O L E E X E C U T I V E
Chief Executive (Interim) Lauren Shand(appointed 01.09.23)
Head of Operations Helena Harris(appointed 06.12.23)
Head of Finance & Company Secretary Hayley Kyle(appointed 08.04.24)
Head of Development & Impact Claire Abbs(appointed 01.12.23; resigned 04.04.24)
Head of People & Culture Alex Todd(appointed 14.08.23)

During the year, the following also served as senior personnel: Tom Brown, Chief Executive (resigned 31.08.23); Tim Pons, Finance Director & Company Secretary (resigned 15.05.24) Caroline Pons, Head of Fundraising & Marketing (resigned 30.11.23).

P R I N C I P A L P R O F E S S I O N A L A D V I S E R S :

Auditor Lovewell Blake LLP, Bankside 300, Peachman Way, Broadland Business Park, Norwich NR7 0LB
Bankers The Co-Operative Bank, Business Customer Services, PO Box 250, Skelmersdale WN8 6WT
National Westminster Bank, 250 Bishopgate, London EC2M 4AA

34 Green Light Trust

Green Light Trust 35

S T R U C T U R E , G O V E R N A N C E A N D M A N A G E M E N T

G O V E R N I N G D O C U M E N T

The Green Light Trust is a charitable company limited by guarantee (registered charity number 1000977; company number 02550866) and is governed by its Memorandum and Articles of Association.

T R U S T E E A P P O I N T M E N T , I N D U C T I O N A N D T R A I N I N G

Prior to 18 October 2022, Trustees were appointed by the Board for a term of three years and were eligible to be reappointed for one further term of three years. In exceptional circumstances the Board could appoint a Trustee for a third term of up to three years.

From 18 October 2022, Trustees are appointed by the Board for a term of four years and shall be eligible for re-appointment by the Board provided that no Trustee may continue to serve after eight years in offi ce without a period of at least one year out of offi ce, unless on the recommendation of the Board the Trustee is appointed for one further term of a maximum of four years. No Trustee may serve for more than twelve years in total. The Chair and Chief Executive Offi cer are responsible for ensuring the Trustees have appropriate induction and training. No Trustee receives remuneration or other benefi t for their work for the Charity.

O R G A N I S A T I O N A L S T R U C T U R E

The Green Light Trust Board sets policy and is responsible for the conduct of the Charity’s aff airs and for ensuring it operates in accordance with its Memorandum and Articles of Association. The Charity operates three committees with specifi c roles, each reporting directly to the Board. The Board and Committees meet four times each year. The terms of reference for the Committees are:

Finance & Audit:

Impact & Engagement:

People:

• People strategy across trustees, volunteers and employees, which will cover recruitment, through to retention and departure, including skills, development, remuneration, onboarding and development;

R I S K M A N A G E M E N T

The Trustees are responsible for identifying and managing the major risks facing the Charity. The Trustees review risk in its broadest sense and consider anything that might alter or undermine the capacity of the Charity to fulfi l its charitable objectives. A risk register is maintained and reviewed on an annual basis and covers the following areas: governance; operational; fi nancial; environmental or external factors; compliance (law and regulation).

Following the most recent review, Trustees confi rmed that they are satisfi ed with the risks assessed and mitigating actions, ownership and timeframes. Noteworthy risks and the agreed mitigation to help reduce their likelihood and/or impact include:

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R I S K M I T I G AT I O N
Loss of key Workforce and succession plans
employees Documentation of systems/processes
Well-being support package for employees
Training programmes
Development of competitive benefi ts package
Notice periods/handover
Strengthened Strategic Leadership Team
Funding shortfalls Development of in-house fundraising skills and use
of external consultants
Development of funding strategy, including
growth of less developed income streams, such as
corporate days and individual giving
Focus on business development activities
Loss of key contracts Business Development plans to harness and
nurture key relationships
Funding strategy and plans
Development of multi-year contract arrangements
Lack of unrestricted Financial reserves policy
funds and reserves Fundraising for non-delivery income
Development and review of funding model
Changes to Relationships with broader range of referral
Government policy agencies/funders
on provision of Breadth of delivery pathways
services
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S T A T E M E N T O F T R U S T E E S ’ R E S P O N S I B I L I T I E S

The Trustees (who are also directors for the purposes of company law) are responsible for preparing the annual report and the fi nancial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

A U D I T O R

Each of the persons who is a Trustee at the date of approval of this report confi rms that:

Company law requires the Trustees to prepare fi nancial statements for each fi nancial year. Under company law the Trustees must not approve the fi nancial statements unless they are satisfi ed that they give a true and fair view of the state of aff airs of the charitable company and of the incoming resources and application of resources, including the income and expenditure of the charitable company for that period.

The auditor is deemed to have been re-appointed in accordance with section 487 of the Companies Act 2006.

S M A L L C O M P A N Y P R O V I S I O N S

In preparing these fi nancial statements, the Trustees are required to:

This report has been prepared taking advantage of the small companies’ exemption of section 415A of the Companies Act 2006.

The Trustees’ annual report was approved on 16th May 2024 and signed on behalf of the Board of Trustees by:

Amanda Burton, Chair of Trustees

The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the fi nancial position of the charitable company and enable them to ensure that the fi nancial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

36 Green Light Trust

Green Light Trust 37

F I N A N C I A L R E P O R T

The Trustees are pleased to report a positive movement of £259k in funds for 2023. This is a significant turnaround from the £44k deficit in 2022 and reflects the work undertaken to ensure that our Pathways can be delivered successfully with the funding available for each. This turnaround has been achieved by working closely with our funders, partners, staff and participants to ensure that we maintain the quality of service and benefit derived by the people that we support.

I N C O M E

Other sources of income from Trusts, Individuals and Corporate supporters are important because they provide both restricted funds for specific purposes and unrestricted funds which can be used at Trustees’ discretion; both can be used to invest in the systems and processes that set the foundations for further growth. In 2023, these sources of income were similar to the levels achieved in 2022 but declined as a proportion of total income from 22% to 13%. The Trustees recognise the importance of maintaining a level of income from these areas commensurate with the overall growth and plan to invest resources here in 2024.

Total income grew by £1,018k to reach £2,805k. For some time, we have been shifting our focus to securing contracts from commissioning groups to deliver our services on a recurring basis. We made big steps in this direction in the last two years with fees representing 75% of total income in 2023 compared to 68% in 2022 and 42% in 2021. This growth accentuates the financial risk of contracts ending, as mentioned earlier.

Growing fee income does not diminish the importance of our other income streams. Grants continue to provide a source of funds which enable us to expand what we do into new geographic areas or to develop new delivery methods and support more people. Grant income was £126k higher in 2023 compared to 2022.

Income from Fees represent individuals and corporates has fallen to

Total income grew by

£1,018K

75% of total income

13% of total income

to reach £2,805K

E X P E N D I T U R E

Examples of investments that we have made recently include Beacon, the digital contact and case management system which has transformed the way we work. Beacon enables us to manage every interaction with a participant during their journey with us, to monitor progress and adapt support interventions accordingly. We are also investing in our facilities adjacent to our woodland settings to ensure that we can provide indoor support. This is often required due to inclement weather or because the people that we support need this type of environment as an alternative to an outdoor activity. For example, with the support of Suffolk County Council we have been developing a new purpose built facility at Martlesham Park & Ride, next to Castan Wood.

Total charitable expenditure in 2023, at £2,496k, increased by £720k from 2022 and more than 3 times the level in 2020.

Simplistically, expenditure falls into two main types: staff costs and spend on the facilities, infrastructure and consumables used in the provision of activities.

Staff costs account for around 75% of total expenditure. Maintaining a satisfactory ratio of staff to course attendees is vital to ensure a safe, secure and fulfilling experience for beneficiaries and staff alike. Recruiting and retaining experienced and skilled staff of a high calibre is paramount to the on-going success of the Charity. During 2023, the senior team has been expanded and strengthened to support our future growth.

Unforeseen events come in a range of guises such as emergency care of our buildings, woodlands and our fleet of buses that we use to transport participants. Our contracts to deliver services run for a finite length of time usually from between 3 months to 3 years. As we seek new contracts to replace those that are ending, we face a potential financial gap that needs to be funded.

Expenditure to provide the facilities necessary for our activities is minimised as we use our own woodland reserves and we work closely with like-minded organisations with similar natural facilities such as the National Trust and the RSPB. The infrastructure required includes the cost of buildings, minibuses to transport participants to woodland work areas and land management tools and equipment. Finally, consumables cover a myriad of items that are essential to our work and include training materials, drink and food, and tools.

S U M M A R Y

With growth in income, particularly from commissioning bodies who recognise and value the positive impact of our work on our beneficiaries, the Charity is in a strong position to deliver even more public benefit in the future. The main financial challenge we face is building unrestricted income to enable investment in the necessary systems, processes, new sites and staff that will support growth in delivery and to continue to hold sufficient reserves to provide financial resilience.

F U N D S

The Trustees have set a policy to maintain financial reserves, defined as net current assets, of between 12 and 16 weeks of expenditure. At year end, the net current assets totalled £690k representing 14 weeks of expenditure.

With this backdrop, the Trustees are able to plan and to invest with confidence as they aspire to further grow the delivery of services to our beneficiaries.

As we continue to expand the service we provide, achieving a surplus is crucial to the financial security of the Charity. Surpluses and deficits flow through to our financial reserves which are held both to ensure that we can continue to invest in developing our service and to act as a buffer against unforeseen events.

38 Green Light Trust

Green Light Trust 39

O P I N I O N

We have audited the financial statements of Green Light Trust (the ‘charitable company’) for the year ended 31 December 2023 which comprise the Statement of Financial Activities (including income and expenditure account), Balance Sheet, Statement of Cash Flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

B A S I S F O R O P I N I O N

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the auditor responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

C O N C L U S I O N S R E L AT I N G

T O G O I N G C O N C E R N

In auditing the financial statements, we have concluded that the Trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the Trustees with respect to going concern are described in the relevant sections of this report.

O T H E R I N F O R M AT I O N

The other information comprises the information included in the Trustees’ annual report, other than the financial statements and our auditor’s report thereon. The Trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements, or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

O P I N I O N S O N O T H E R M AT T E R S P R E S C R I B E D BY T H E C O M PA N I E S A C T 2 0 0 6

In our opinion, based on the work undertaken in the course of the audit:

M AT T E R S O N W H I C H W E A R E R E Q U I R E D T O R E P O R T BY E XC E P T I O N

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

R E S P O N S I B I L I T I E S O F T R U S T E E S

As explained more fully in the Trustees’ responsibilities statement, the Trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view,

and for such internal control as the Trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the Trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

A U D I T O R R E S P O N S I B I L I T I E S F O R T H E A U D I T O F T H E F I N A N C I A L S TAT E M E N T S

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

other adjustments for appropriateness, evaluating the rationale of significant transactions outside the normal course of activities and reviewing accounting estimates for bias.

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at https://www.frc.org.uk/auditors/ audit-assurance/auditor-s-responsibilitiesfor-the-audit-of-the-fi/description-of-theauditor%E2%80%99s-responsibilities-for. This description forms part of our auditor’s report.

U S E O F O U R R E P O R T

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Mark Proctor FCA DChA (Senior Statutory Auditor)

02/08/2024

For and on behalf of: Lovewell Blake LLP Chartered accountants & statutory auditor. Bankside, 300 Peachman Way, Broadland Business Park, Norwich NR7 0LB

Green Light Trust 41

----- Start of picture text -----
40 Green Light Trust
£8,872
DONATIONS
£646,352
GRANTS, CORPORATES
AND TRUSTS
£27,680
COMMERCIAL TRADING
I N C O M E £21,532
INVESTMENT INCOME
AND INTEREST
£2,100,841
FEES FOR SERVICES
£48,192
GENERATING
DONATIONS AND
GRANTS
£1,620
COMMERCIAL
TRADING
E X P E N D I T U R E
£2,495,969
CHARITABLE
EXPENDITURE
I N C O M E G R O W T H
£3,000,000
£2,500,000
£2,000,000
£1,500,000
£1,000,000
£500,000
L
A
N C I
F I N A
S T A T E M E N T S
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
----- End of picture text -----

S T A T E M E N T O F F I N A N C I A L A C T I V I T I E S

For the year ended 31 December 2023

(Incorporating an income and expenditure account)

Notes
Income
Donations and grants:
Donations
Grants, corporates and trusts
3
Total donations and grants
Commercial trading
Investment income and interest
Covid-19 job retention scheme grant
Charitable activities: Fees for services
4
Total income
Expenditure
5
Cost of raising funds:
Generating donations and grants
Commercial trading
Total cost of raising funds
Charitable expenditure
Total expenditure
Net income/(expenditure) before transfer of funds
Transfers between funds
15
Net movement in funds and net income/(expenditure)
Reconciliation of funds:
Total funds brought forward
Total funds carried forward
15		 Unrestricted
funds
£
Restricted
funds
£
Total
2023
£
Total
2022
£
5, 272
3, 600
8, 872
33, 430
142, 218
504, 134
646, 352
521, 911
147, 490
507, 734
655, 224
555, 341
27, 680
-
27, 680
19, 919
21, 532
-
21, 532
3, 099
-
-
-
-
2, 100, 841
-
2, 100, 841
1, 209, 227
2, 297, 543
507, 734
2, 805, 277
1, 787, 586
48, 468
-
48, 468
53, 202
1, 620
-
1, 620
2, 650
50, 088
-
50, 088
55, 852
2, 114, 158
381, 811
2, 495, 969
1, 775, 885
2, 164, 246
381, 811
2, 546, 057
1, 831, 737
-
-
-
-
133, 297
125, 923
259, 220
(44, 151 )
457, 184
318, 579
775, 763
819, 914
590, 481
444, 502
1, 034, 983
775, 763

The Statement of Financial Activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities. The notes on pages 44 to 52 form part of these accounts.

42 Green Light Trust

Green Light Trust 43

Financial Statements

B A L A N C E S H E E T

as of 31 December 2023

Notes
Fixed assets:
10
Woodland reserves
Other tangible assets
Total f xed assets
Current assets:
Debtors
11
Short-term cash
Total current assets
Current liabilities
Creditors: amounts falling due within one year
12
Net current assets
Total assets less current liabilities
Net assets
Funds of the charity
Unrestricted funds
Restricted funds
Total funds
16		 2023
£
2022
£
315, 920
312, 170
29, 262
41, 285
345, 182
353, 455
220, 248
191, 245
761, 931
718, 658
982, 179
909, 903
(292, 378 )
(487, 595 )
689, 801
422, 308
1, 034, 983
775, 763
1, 034, 983
775, 763
590, 481
457, 184
444, 502
318, 579
1, 034, 983
775, 763

C A S H F L O W

For the year ended 31 December 2023

Cash f ows from operating activities:
Net cash provided by operating activities
Cash f ows from investing activities:
Purchases of f xed assets
Changes in cash and cash equivalents
Cash and cash equivalents at start of year
Cash and cash equivalents at end of year
Analysis of cash and cash equivalents:
Short-term cash
Cash and cash equivalents
Reconciliation of net income to net cash f ow from operating activities
Net income / (expenditure) for year
Adjustments for:
Depreciation of Fixed assets
Increase in debtors
Decrease in creditors
Net cash inf ow / (outf ow) provided by operating activities		 2023
£
2022
£
51, 625
(150, 849 )
(8, 352 )
(11, 645 )
43, 273
(162, 494 )
718, 658
881, 152
761, 931
718, 658
761, 931
718, 658
761, 931
718, 658
2023
2022
£
£
259, 220
(44, 151 )
16, 625
13, 714
(29, 003 )
(113, 607 )
(195, 217 )
(6, 805 )
51, 625
(150, 849 )

These fi nancial statements were prepared in accordance with the small companies regime and were approved by the board of Trustees and authorised for issue on 16th May 2024.

Signed on behalf of the Trustees by:

Amanda Burton, Chair of Trustees

Company registration number: 02550866 The notes on page 44 to 52 form part of these accounts.

44 Green Light Trust

Green Light Trust 45

Financial Statements

N O T E S T O T H E F I N A N C I A L S T A T E M E N T S

1 . C H A R I T Y I N F O R M AT I O N

Restricted funds are those which are to be used in accordance with specific restrictions of the donors or which have been raised by the Charity for particular purposes.

The Green Light Trust is a charitable company limited by guarantee and does not have share capital. It is governed by its Memorandum and Articles of Association and every member of the charity undertakes to contribute such amounts (not exceeding £1) as may be required in the event of a winding up. It is registered as a company at Companies House (number 02550866) and as a charity in England and Wales (number 1000977). The address of the registered office is The Foundry, Bury Road, Lawshall, Suffolk, IP29 4PJ.

Income

Income is included in the Statement of Financial Activities when the Charity is legally entitled to the income, the receipt is probable, and the amount can be quantified with reasonable accuracy. If these conditions are not met, then the income is deferred.

Donations are recognised in the Statement of Financial Activities when they are received by the Charity.

2 . A C C O U N T I N G P O L I C I E S

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows:

Fees for services and Grants received in advance of the associated work being carried out are deferred where performance conditions have not been met or when the donor has imposed preconditions on the expenditure of resources.

Basis of preparation

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland issued in October 2019, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the Charities Act 2011, the Companies Act 2006 and UK Generally Accepted Accounting Practice.

Donated services or facilities, which comprise donated services, are included in income at a valuation which is an estimate of the financial cost borne by the donor where such a cost is quantifiable and measurable. No income is recognised where there is no financial cost borne by a third party.

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the Charity; this is normally upon notification of the interest paid or payable from the bank.

Green Light Trust meets the definition of a public benefit entity under FRS102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note(s).

No amounts are included in the financial statements for services donated by volunteers.

Going concern

Expenses and liabilities

Having considered future plans and forecasts including a review of financial reserves as detailed in the Trustees’ report, the Trustees believe it appropriate to prepare the accounts on a going concern basis and no material uncertainties exist.

Expenditure and liabilities are recognised as soon as there is a legal or constructive obligation committing the Charity to pay out resources. Expenditure including irrecoverable VAT has been classified under headings that aggregate all costs related to the category. Costs have been attributed to the particular cost headings to which they relate.

Critical accounting judgements and key sources of estimation uncertainty

In the application of the Charity’s accounting policies, Trustees are required to make judgements, estimates, and assumptions about the carrying values of assets and liabilities. The estimates and underlying assumptions are based on historical experience and other factors that are considered relevant. Actual results may differ from these estimates.

Tangible fixed assets and depreciation

Tangible fixed assets costing more than £1,000 are capitalised and included at cost including any incidental expenses of acquisition.

Depreciation is provided at the annual rate of 25% for motor vehicles and equipment, fixtures and fittings in order to write off assets over their estimated useful life of 4 years. No depreciation charge is made during the year of purchase. The Freehold land and buildings are carried at valuation and storage facilities are held at cost; neither are depreciated as these assets retain a high residual value.

The estimates and underlying assumptions are reviewed on an on-going basis. Revisions to accounting estimates are recognised in the period to which they relate.

Fund accounting

Unrestricted funds comprise general funds and designated funds. General funds are available for use at the discretion of the Trustees in furtherance of the general objectives of the charity and which have not been designated for other purposes.

Assets are reviewed annually for impairment. Any amounts arising are charged to the Statement of Financial Activities in the period in which the impairment occurs.

Taxation

Green Light Trust is a charity within the meaning of Section 506 (1) of the Taxes Act 1988. Accordingly, the Charity is potentially exempt from taxation in respect of income or capital gains received within categories covered by Section 505 of the Taxes Act 1988 or Section 256 of the Taxation of Chargeable Gains Act 1992 to the extent that such income or gains are applied to exclusively charitable purposes.

Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due. Income is accrued at realisable value where services have been provided but are yet to be paid for.

Creditors and provisions

Creditors and provisions are recognised where the Charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

Pension

All employees are entitled to join a defined contribution scheme. The charity contribution is restricted to the contributions disclosed in Note 8.

Operating leases

Rentals under operating leases are charged to the Statement of Financial Activities on a straight line basis over the lease term.

3. Grants, corporates and trusts

Grants
Corporates
Trusts
Total grants, corporates and trusts
Major receipts during the year include:
Grants:
National Lottery Community Fund
Sufolk Community Foundation
Norfolk Community Foundation
Natural England
Heritage Lottery Fund
Sufolk County Council
Total grants
Trusts:
Charities Aid Foundation
Anonymous Foundation
Linbury Trust
Frank Jackson Foundation
Kerrison Trust
Tuixen Foundation
Baily Thomas Charitable Fund
Ernest Cook Trust
The Peter Sowerby Foundation
Other trusts
Total trusts		 2023
£
2022
£
278, 685
152, 792
44, 608
17, 028
323, 059
352, 091
646, 352
521, 911
2023
£
2022
£
199, 881
41, 711
45, 843
6, 249
23, 179
7, 486
9, 782
-
-
59, 311
-
38, 035
278, 685
152, 792
2023
£
2022
£
93, 714
222, 871
91, 680
-
35, 000
50, 000
25, 000
25, 000
15, 000
-
10, 000
10, 000
10, 000
-
6, 565
20, 520
-
12, 100
36, 100
11, 600
323, 059
352, 091

46 Green Light Trust

Green Light Trust 47

Financial Statements

4. Charitable activities: Fees for services

4. Charitable activities: Fees for services
NHS Integrated Care Boards
Local authorities
Schools and academies
Other
Total fees for services		 2023
£
2022
£
1, 083, 956
336, 986
736, 745
488, 020
187, 314
248, 713
92, 826
135, 508
2, 100, 841
1, 209, 227

5. Total expenditure

5. Total expenditure
Cost of raising funds:
Generating donations and grants
Commercial trading
Total cost of raising funds
Charitable expenditure
Total expenditure
 Direct costs
£
Support costs
£
2023
Total
£
2022
Total
£
46, 746
1, 772
48, 468
53, 202
1, 620
-
1, 620
2, 650
48, 366
1, 722
50, 088
55, 852
2, 403, 951
92, 018
2, 495, 969
1, 775, 885
2, 452, 317
93, 740
2, 546, 057
1, 831, 737

6. Support costs

6 Support costs
Cost of raising funds
Charitable expenditure
Total support costs
.		 Premises
£
Management &
Administration
£
Governance
£
2023
Total
£
2022
Total
£
596
847
279
1, 722
2, 121
31, 846
45, 268
14, 904
92, 018
73, 924
32, 442
46, 115
15, 183
93, 740
76, 045

7. Net income / (expenditure)

7 Net income / (exenditure)
. p 2023 2022
£ £
Net income / (expenditure) is stated after charging:
Depreciation 16, 625 13, 714
Operating lease costs 2, 969 2, 912

8. Employee and Trustee remuneration

The average number of employees during the year was 75 (2022: 66). The average number of full-time equivalent were 61.2 (2022: 46.2).

The average number of employees during the year was 75 (2022: 66). 2023 2022
The average number of full-time equivalent were 61.2 (2022: 46.2). No. No.
Employee numbers by activity:
Cost of raising funds 1.2 1.2
Charitable activities 60.0 45.0
Total employees 61.2 46.2
The nature of work undertaken by employees traverses the above categories; therefore, the 2023 2022
allocation includes an element of judgement. £ £
Employee costs:
Remuneration 1, 661, 164 1, 266, 924
National insurance 145, 279 111, 007
Pension contributions 75, 762 24, 371
Total employee costs 1, 882, 205 1, 402, 302
Total emoluments for 6 (2022: 2) senior personnel amounted to £300,054 (2022: £134,430). The total salary 2023 2022
of all higher paid employees earning in excess of £60,000 are shown in bands of £10,000 below: No. No.
£60,000 to £69,999 1 1
£70,000 to £79,999 - -
£80,000 to £89,999 - -
£90,000 to £99,999 1 -
Total employees 2 1

The Charity Trustees do not receive any employee benefits and no Trustee received any remuneration or reimbursement of expenses (2022: £nil).

Support costs are included in the expenditure reported in the Statement of Financial Activities and have been allocated on the basis of the proportion of income derived for delivery of charitable activities. The cost allocation includes an element of judgement as the Charity has had to consider the cost and benefit of detailed record keeping and calculations.

Governance includes audit fees, legal advice for Trustees and the costs associated with constitutional and statutory requirements such as Trustees’ meetings. Fees including VAT paid to the auditor in the year related wholly to statutory audit fees of £12,500 (2022: £10,800).

9. Pension

The charity operates a defined contribution pension scheme and in 2023 introduced a salary sacrifice option for employees. The assets of the scheme are held separately from those of the charitable company in an independently administered fund. Contributions payable by the charitable company in the year amounted to £75,762 (2021: £24,371). Pension contributions of £8,179 (2021: £nil) were payable to the fund at the balance sheet date.

48 Green Light Trust

Green Light Trust 49

Financial Statements

10. Fixed assets

10. Fixed assets
Valuation / Cost:
As at 1 January 2023
Additions
Disposals
As at 31 December 2023
Depreciation:
As at 1 January 2023
Charge for the year
Disposals
As at 31 December 2023
Net book amount:
As at 31 December 2023
As at 31 December 2022
 Woodland reserves
Other tangible assets
Total
Freehold
land &
buildings
Storage
facilities
Motor
vehicles
Equipment,
fxtures
and fttings
£
£
£
£
£
296, 064
16, 106
41, 232
28, 470
381, 872
-
3, 750
4, 602
8, 352
-
-
-
(3, 200 )
(3,200)
296, 064
19, 856
41, 232
29, 872
387, 024
-
-
10, 470
17, 947
28, 417
-
-
10, 308
6, 317
16, 625
-
-
-
(3, 200 )
(3,200)
-
-
20, 778
21, 064
41, 842
296, 064
19, 856
20, 454
8, 808
345, 182
296, 064
16, 106
30, 762
10, 523
353, 455

Under the cost model the value of the above freehold land and buildings would have been £333,697 (2022: £335,628); this was revalued in February 2016 by a qualified RICS practitioner.

11. Debtors

Trade
Prepayments & accrued income
Other
Total debtors
.		 2023
£
2022
£
59, 000
142, 256
159, 610
48, 989
1, 638
-
220, 248
191, 245

12. Creditors

12 Creditors
. 2023 2022
£ £
Amounts falling due within one year:
Accruals 59, 202 27, 966
Deferred income 157, 832 405, 238
Trade creditors 29, 102 24, 029
PAYE & National Insurance 37, 981 29, 146
Other creditors 8, 261 1, 216

13. Deferred income

Movement in the year:
Balance at 1 January
Amount released to income
Amount deferred in the year
Balance at 31 December
.		 2023
£
2022
£
405, 238
412, 524
(380, 238 )
(381, 727 )
132, 832
374, 441
157, 832
405, 238

Income of £132,832 (2022: £374,441) was deferred in the year; this amount comprised Grants and Fees for services where the Trustees consider the related performance will take place in future.

14. Operating leases

The total future minimum lease payments under non-cancellable operating leases are as follows:

he total future minimum lease payments under non-cancellable operating leases are as follows:
2023 2022
£ £
Equipment, fxtures & fttings:
Not later than 1 year 2, 969 2, 912
Later than 1 year and not later than 5 years 2, 969 5, 824
Total operating leases 5, 938 8, 736

Lease payments of £2,969 (2022: £2,912) were charged to the Statement of Financial Activities in the year.

15. Statement of funds

15. Statement of funds
Total funds Income Expenditure Transfers Total funds
1 January 31 December
2023 2023
£ £ £ £ £
Unrestricted funds 457, 184 2, 297, 543 (2, 164, 246 ) - 590, 481
Restricted funds:
Woodland reserves 312, 170 3, 750 - - 315, 920
Other tangible assets - 4, 602 - - 4, 602
Charitable activities 6, 409 499, 382 (381, 811 ) - 123, 980
Total restricted funds 318, 579 507, 733 (381, 811 ) - 444, 502
Total funds 775, 763 2, 805, 277 (2, 546, 057 ) - 1, 034, 983

All of the Charitable activities restricted funds above relate to particular projects and are expected to be expended over the coming years.

Total amount falling due within one year 292, 378 487, 595

50 Green Light Trust

Green Light Trust 51

Financial Statements

16. Analysis of net assets between funds

16 Analsis of net assets between funds
Asset type:
Woodland reserves
Other tangible assets
Current assets
Current liabilities
Net assets
Cash at bank and in hand
. y
17. Analysis of changes in net debt		 Unrestricted
funds
£
Restricted
funds
£
Total funds
31 December
2023
£
-
315, 920
315, 920
24, 660
4, 602
29, 262
832, 507
149, 672
982, 179
(266, 686 )
(25, 692 )
(292, 378 )
590, 481
444, 502
1, 034, 983
At 1 January
2023
Cashfows
At 31
December
2023
£
718, 658
43, 273
761, 931

18. Related party transactions

During the year, the following related party transactions took place:

19. Comparative statements

Statement of financial activities For the year ended 31 December 2022

(Incorporating an income and expenditure account)


Notes
Income
Donations and grants:
Donations
Grants, corporates and trusts
3
Total donations and grants
Commercial trading
Investment income and interest
Covid-19 job retention scheme grant
Charitable activities: Fees for services
4
Total income
Expenditure
5
Cost of raising funds:
Generating donations and grants
Commercial trading
Total cost of raising funds
Charitable expenditure
Total expenditure
Net income/(expenditure) before transfer of funds
Transfers between funds
Net movement in funds and net income/(expenditure)
Reconciliation of funds:
Total funds brought forward
Total funds carried forward		 Unrestricted
funds
£
Unrestricted
funds
£
Total
2022
£
28, 375
5, 055
33, 430
122, 526
399, 385
521, 911
150, 901
404, 440
555, 341
19, 919
-
19, 919
3, 099
-
3, 099
-
-
-
1, 209, 227
-
1, 209, 227
1, 383, 146
404, 440
1, 787, 586
53, 202
-
53, 202
2, 650
-
2, 650
55, 852
-
55, 852
1, 325, 243
450, 642
1, 775, 885
1, 381, 095
450, 642
1, 831, 737
2, 051
(46, 202 )
(44, 151 )
(4, 689 )
4, 689
-
(2, 638 )
(41, 513 )
(44, 151 )
459, 822
360, 092
819, 914
457, 184
318, 579
775, 763

52 Green Light Trust

Financial Statements

19. Comparative statements – continued

Statement of funds

Statement of funds
Unrestricted funds
Restricted funds:
Woodland reserves
Other tangible assets
Total restricted funds
Total funds
 Total funds
1 January
2022
Income
Expenditure
Transfers
Total funds
31 December
2022
£
£
£
£
£
459, 822
1, 383, 146
(1, 381, 095 )
(4, 689 )
457, 184
312, 170
-
-
-
312, 170
47, 922
404, 440
(450, 642 )
4, 689
6, 409
360, 092
404, 440
(450, 642 )
4, 689
318, 579
819, 914
1, 787, 586
(1, 831, 737 )
-
775, 763

Analysis of net assets between funds

Asset type:
Woodland reserves
Other tangible assets
Current assets
Current liabilities
Net assets
y		 Unrestricted
funds
£
Restricted
funds
£
Total funds
31 December
2022
£
-
312, 170
312, 170
41, 285
-
41, 285
755, 552
154, 351
909, 903
(339, 653 )
(147, 942 )
(487, 595 )
457, 184
318, 579
775, 763

Green Light Trust The Foundry, Bury Road, Lawshall, Bury St Edmunds, Suffolk IP29 4PJ Tel: 01284 830829 Email: info@greenlighttrust.org

www.greenlighttrust.org

Registered Charity Number 1000977. Registered Company Number 02550866