## **GREEN LIGHT TRUST**
**(A company limited by guarantee)**
**Registered Charity Number 1000977 Registered Company Number 02550866**
**ANNUAL REPORT AND ACCOUNTS FOR THE YEAR ENDED 31 DECEMBER 2024**
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## Contents
Welcome from Lauren Shand ........................................................................................................ 3 Welcome from Amanda Burton ..................................................................................................... 4 Who We Are ................................................................................................................................. 5 Our Pathways ............................................................................................................................... 7 Our Impact for 2024...................................................................................................................... 7 Reflections of 2024 ..................................................................................................................... 10 Our Partners and Funders ........................................................................................................... 11 Strategy Development - Looking forward ...................................................................................... 12 Our focus for 2025 ...................................................................................................................... 12 Governance ............................................................................................................................... 15 Objectives, Activities and Public Benefit ................................................................................... 15 Reference and Administrative Details: ...................................................................................... 16 Governing Body ...................................................................................................................... 16 Senior Personnel ..................................................................................................................... 16 Principal Professional Advisers: ............................................................................................... 16 Governing Document .............................................................................................................. 17 Organisational Structure ......................................................................................................... 17 Risk Management ................................................................................................................... 18 Statement of Trustees Responsibilities ........................................................................................ 19 Trustees report ........................................................................................................................... 20 Auditors report ........................................................................................................................... 22 Financial Statements ................................................................................................................. 255
## Adult Par�cipant shared:
“I lost all my passion and a lot of other things before I came here. I needed support. This course has given me a future and turned my thinking around. I feel so much more posi�ve, especially around the environment and I’m being part of something now.”
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## Welcome from Lauren Shand
circumstances—should have the opportunity to thrive.
huge
In 2024, we launched our Employee Forum, giving every member of our team a voice to champion new
Our Vision: Here for every person to thrive through nature.
Our Mission: Empowering people to create purpose and build resilience through our nature-based
further in Skills Development, as well as health, while also building stronger support through fundraising.
makes all of this possible. I also want to recognise the Green Light Trust team and Board, who all work incredibly hard to enable GLT to have huge impact on the lives of those we support.
because we know that when people and nature thrive together, futures are transformed.
Lauren Shand
“Thank you so much and thanks to all of you for all that do for our daughter. She is so happy and is developing so much with GLT. She absolutely loves it. We know she is in safe hands and has great experiences and is building friendships and many
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## Welcome from Amanda Burton
It is a privilege to introduce this update as Chair of Green Light Trust, having started in February 2024.
developing new pathways—will enable Green Light Trust to thrive.
On behalf of the Board, I extend my deepest thanks to everyone who supports Green Light Trust: our
Amanda Burton Chair of Trustees
_“Finding something like this, that has given me a purpose again, even if it is only one day a_
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## Who We Are
Green Light Trust began in 1989 when Ric Edelman and Nigel Hughes returned from Papua New Guinea, where they'd worked alongside indigenous communi�es protec�ng rainforests. Back in Suffolk, they started with simple but powerful work - helping schools and communi�es plant trees. The beloved Golden Wood in Lawshall stands as testament to those early days.
What began as environmental educa�on quietly transformed into something deeper. Today, we've become specialists in nature-based wellbeing, working across Suffolk and Norfolk. Our four carefully designed pathways have earned recogni�on from NHS teams, local authori�es and other partners who see how our nature-based offering can complement tradi�onal support systems in unique ways.
## **Our Purpose**
We exist to help every person thrive through nature. Our mission is straigh�orward: to empower people to build resilience and purpose through nature-based ac�vi�es, while protec�ng the woodlands that make this work possible.
hazel, the sense of achievement in building a bird box, the quiet pride in maintaining woodland paths that others will use. These experiences create change in ways that talking-based interven�ons or medical model some�mes can't.
## **The People We Support**
Our par�cipants come to us facing real challenges. Many adults in our pathways struggle with long-term mental health needs or addic�on recovery. The young people we work with o�en haven't thrived in tradi�onal school environments. Some par�cipants are dealing with the impacts of trauma, while others face isola�on or difficulty leaving their homes. Most have interacted extensively with health and social care services before finding us.
distance is just one obstacle. Financial constraints, mobility issues, and simple lack of familiarity with outdoor spaces all play a role. Our job is to gently dismantle those barriers, and welcome people into nature, giving individuals a pla�orm for personal development and growth.
##
Our approach is deliberately prac�cal. The woodlands we work in are living, working environments. Some days involve conserva�on work like coppicing or habitat crea�on. Others focus on tradi�onal cra�s or quiet reflec�on. The pace is inten�onally different from modern life's fran�c rhythm.
week. More importantly, it's where connec�ons form naturally - while preparing food together or si�ng around the fire. These unforced social moments o�en prove as valuable as the structured ac�vi�es.
We take �me to understand each individual's needs, whether they're looking to build skills, improve wellbeing, or take steps toward employment. Some find purpose in volunteering with us; others discover confidence that helps them move forward in their lives.
## **What Guides Us**
Everything we do is rooted in nature. We meet people where they are, without judgment. We stay curious, always learning from both research and lived experience. And we have the courage to challenge systems that historically has overlooked nature's role in wellbeing.
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The results speak for themselves. Improved mental health. New skills learned. Lives changed. But perhaps most telling are the small moments we witness - someone who arrived silent now teaching others to use a billhook, or a
This is why we do what we do. Not because we believe nature is magic, but because we've seen how woodlands -
This annual report shares how that vision becomes reality. The following pages detail our impact, partnerships and
company of trees.
**What I loved at the Green Light Trust …**
completed the form on my behalf when I could not. this being okay. Being given the support and encouragement needed to try new things in a safe environment and at my own pace knowing it’s okay to try but not necessarily succeed. Finding some calm (from my own mind) in the surroundings. Giving me the reason to leave the safety of my home. progress! Being able to help and being given help from others without being made to feel like a failure ever feel I fit in anywhere. Learning new skills and remembering old ones - how to smile and laugh again.
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Our Pathways
## **Natural Alterna�ve**
## **Adult Mental Health**
Designed to engage primary and secondary aged Typically for adults who are facing challenges in their children who are struggling within the school lives, o�en with low levels of wellbeing and self-esteem, environment, o�en with addi�onal and/or behavioural coupled with mental ill health. In some cases, these are needs. Sessions are learner-led where they are designed to meet the par�cular circumstances of encouraged to explore the woodland environment and individuals learn new skills. **Step by Step Educa�on, Health and Care Plan**
Supports adults with moderate to severe addi�onal and behavioural needs. Designed to empower individuals through a variety of engaging ac�vi�es and personalised support, delivered in our woodland and indoors. We offer a range of opportuni�es where par�cipants can get involved in recrea�onal, therapeu�c and skills development ac�vi�es, whilst making friends and having fun.
An alterna�ve educa�on provision for young people aged 16-25 who have an EHCP and where mainstream educa�onal establishments are not the most suitable environment for their development. We work intensively with these young people to achieve the objec�ves that are important to them.
## Our Impact for 2024
This year we directly supported 666 individuals in the woods and supported a further 346 people through our pastoral support and partner services.
Behind these numbers are individuals who found connec�on, built resilience, and took steps toward brighter futures.
Below sets out how many people we supported and how much support was delivered.
|**Pathway / Service **|**Par�cipants**|**Sessions**
**Delivered**|**Woodland / Ac�vity**
**Hours**|**Pastoral / Support**
**Hours**|**Total**
**Hours**|
|---|---|---|---|---|---|
|**Adult Pathway**|438|891|4,455|4,621|9,076|
|**EHCP Pathway**|20|550|4,335|Included in ac�vity|4,335|
|**Natural**||||||
|**Alterna�ve**|179|748|3,740|1,520|5,260|
|**Step-by-Step**|29|402|2,010|Included in ac�vity|2,010|
|**Total**|**666**|**2,591**|**14,540**|**6,141**|**20,681**|
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## Measuring Wellbeing
At Green Light Trust, we use MYCAW (Measure Yourself Concerns and Wellbeing) to support the well-being and progress of individuals in our programmes. MYCAW helps us engage par�cipants by allowing them to track and communicate their concerns, mental health, and overall well-being. This tool helps us offer more personalised support and ensures that each par�cipant's unique needs are addressed.
We use MYCAW for several reasons:
1. **Personalised Support** : It helps us understand individual challenges and tailor our approach accordingly.
2. **Track Progress** : Regular assessments allow us to monitor improvements and iden�fy ongoing concerns.
3. **Holis�c Approach** : MYCAW helps us consider the mental, emo�onal, and physical health of par�cipants.
4. **Empowerment** control.
In 2024 we saw:
- given that major life events typically move scores by just 0.6.
- Young people on our Natural Alterna�ve Pathway saw an average increase of 0.43 points, a strong outcome given the complex barriers many face.
confidence grows, skills develop, and lives change.
## **Understanding Changing Needs**
Our par�cipants’ challenges are becoming more complex, mirroring wider societal trends. Analysing MYCAW data revealed key insights:
- strain or long-term health issues.
- Young people under 18 frequently highlighted social interac�on (39.4%) and emo�onal wellbeing (61.4%), poin�ng to rising isola�on and digital satura�on.
## **In response, we’ve adapted:**
- Smaller, more focused groups for young people to build social skills
-
- Enhanced wraparound support for those at risk of exclusion
## **Our impact on the environment**
We con�nue to demonstrate meaningful environmental impact across all our woodland sites. Our approach to land management goes hand in hand with our mission to support people’s wellbeing. By helping individuals reconnect with nature, we’re also preserving and enhancing biodiversity in the spaces where we work.
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A key part of our management is coppicing – the tradi�onal technique of cu�ng trees back in winter to encourage healthy, mul�-stemmed regrowth. This opens the canopy, increases light to the woodland floor, and promotes a richer mix of ground flora. In turn, this supports a thriving food chain, benefi�ng insects, birds, bats and other wildlife. As an example at Castan Woods in Ipswich, we manage a coppice rota�on—coppicing different areas each year to maintain a mosaic of habitats that suit a wide range of species.
In 2024, we coppiced an addi�onal 0.25 hectares, adjoining previously managed areas, to further increase the biodiversity poten�al of the site. Par�cipants across all our programmes—adults, children and young people, those with SEND and EHCPs—took part in this work. For many, it offered not only a hands-on learning experience, but a meaningful opportunity to care for a space they find therapeu�c. These ac�vi�es also brought people together from different pathways, encouraging shared purpose and connec�on.
To monitor the impact of our woodland work, we’ve begun recording species sigh�ngs using iNaturalist. So far, we’ve logged over 250 species at Castan Woods, most within or near coppiced areas. This includes a variety of insects, regenera�ng trees like Silver Birch, Oak and Sweet Chestnut, and flowering plants such as Wood Sage, Red Campion and Common Yarrow.
Looking ahead, we aim to strengthen how we measure and demonstrate our environmental impact. We are exploring opportuni�es to introduce formal ecological surveying, alongside expanding accessible monitoring ac�vi�es for our par�cipants. With be�er data, we can ensure we’re managing our sites as effec�vely as possible—for the people we support, and for the future of our natural world.
## **Volunteers**
We are incredibly grateful for the dedica�on and enthusiasm of our volunteers, who generously share their �me, skills, and energy to support every aspect of our work. In 2024, 18 volunteers contributed a remarkable 2,705 hours, suppor�ng everything from frontline ac�vity delivery to behind-the-scenes professional support.
Many of our volunteers have previously par�cipated in our Pathway programmes, with volunteering forming a valuable part of their own journey towards recovery and renewed purpose.
While our volunteer base has tradi�onally focused on Board roles and woodland support, in 2024 we began to expand this offer. We welcomed a new volunteer specifically suppor�ng systems improvements—an important step in building our internal capacity and bringing in exper�se. Looking ahead to 2025, we plan to launch a new ambassadorial programme to further grow our network of support and advocacy.
without remunera�on. In 2024, we welcomed one new Trustee as part of our ongoing commitment to ensuring a diverse and skilled Board, able to guide the Charity’s con�nued growth and development.
## **Case Study: From Isola�on to Inspira�on: A Journey Back to Life Through Nature**
Referred by a local support worker, a 24-year-old par�cipant joined Green Light Trust a�er spending four years isolated at home, struggling with agoraphobia, panic a�acks, and long-term anxiety. Trust in others was low, and stepping outside felt impossible.
Just seven weeks into working with us, everything changed.
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rediscover the world beyond her front door. She's now enrolled in a local allotment project, joined a women’s support group, and is exploring a future in hor�culture – including a poten�al appren�ceship.
##
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Area Highlights Challenges
- Supported 666 people across 2,591 ac�vi�es and
20k+ hours of woodland delivery.
- Research shows strong male engagement, with
implica�ons for suicide preven�on.
- Data Insights Analyst appointed, enhancing strategic
- Some par�cipants becoming reliant
decision-making.
on GLT; reviewed journey to improve
this.
- Rebrand and website projects combined for greater
Our Impact &
impact.
- Growing complexity in adult mental
Engagement
health and youth isola�on.
- ‘The Oak’ scorecard developed to track strategic
progress. - Capacity limits restrict rapid scaling
despite growing demand.
- Beacon system developed to include safeguarding
and H&S.
- Achieved 4 & 5-star environmental health ra�ngs.
- Increased visibility via social media, newsle�ers, and
local press.
- New Chair appointed and governance structure
refreshed.
- Policies reviewed and simplified.
- Management training strengthened leadership and - Frontline teams face emo�onal and
team support.
physical demands.
Our People - Wellbeing priori�sed via structured debriefs, - Pay and benefits under review to
training, and GLT Together Days. be�er reflect role challenges and
- Opera�onal roles refined, boos�ng collabora�on impact.
and clarity.
- Online training catalogue (200+ courses) launched.
-Employee Forum launched to give staff a direct voice.
- 11% income decline vs 2023; +6% rise
- Expanded reach into Norfolk; added to new
in costs led to £206k deficit.
Our Finances alterna�ve provision framework.
- Funding environment remains vola�le
- Successful events including fire walk (£12.5k raised).
and highly compe��ve.
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Area Highlights Challenges
- New 3-year fundraising strategy approved.
- Maintained delivery despite wider sector funding
pressure.
- Strengthened cross-sector partnerships (health,
educa�on, social care).
- Intense compe��on for partnership
funding.
- Voluntary sector collabora�on improved
Our Partnerships
coordina�on.-
- Maintaining long-term partner
commitment remains a challenge.
Joint bids with partners enhanced funding success
and impact.
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## Our Partners and Funders
## **Funders**
The Alfred Williams Charitable Trust Linbury Trust The Architectural Heritage Fund The Mrs LD Rope Third Charitable Trust The Axter Climate & Community Fund The National Lottery Community Fund CLA Charitable Trust NHS Norfolk and Waveney ICB Delamere Dairy Foundation NHS Suffolk & North East Essex ICB East Suffolk Council Nineveh Trust Eastern Counties Educational Trust Norfolk Community Foundation Fidelity UK Foundation Norfolk County Council Frank Jackson Foundation Suffolk Community Foundation Helen Roll Charity Suffolk County Council Hiscox Foundation Tuixen Foundation Hodge Foundation
## **Corporate Partners**
Barenbrug UK Ltd
Uptech
Gascoynes Ltd Breathe HR Notcu�s Ltd Videndum PLC Saffron Building Society Save Money, Cut Carbon
## **Partners (Provision of Sites)**
Na�onal Trust
RSPB
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## Strategy Development - Looking forward
become the leading nature-based wellbeing charity in the East of England, reaching more people who need our
Six key areas guide our work:
## Our focus for 2025
As we move into 2025, Green Light Trust remains steadfast in its mission: empowering people to create purpose and
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To successfully navigate these challenges, we are strengthening our founda�on, enhancing our sustainability, and reinforcing the resilience of our par�cipants, workforce, and opera�ons. Our strategic priori�es for 2025 will ensure we con�nue delivering meaningful impact while building a future-proofed organisa�on.
## **Guided by Our Six Pillars: Our Strategic Focus for 2025**
Green Light Trust’s work is shaped by six core pillars—Par�cipants, Partners, Pathways, People, Protect, and Planet— which define our focus for the year ahead and beyond.
## **Par�cipants: Demonstra�ng Impact & Expanding Support**
Our programmes transform lives, and in 2025, we will further demonstrate their long-term impact. With increasing referrals from partners like the NHS, local authori�es, and community organisa�ons, we will ensure that more people—regardless of their background—can access high-quality, nature-based interven�ons. We will:
- Provide support to those facing economic hardship, mental health challenges, and social isola�on.
- Strengthen evidence of our impact through data collec�on and par�cipant stories to advocate for long-term investment in nature-based health and wellbeing solu�ons.
- opportuni�es.
## **Partners: Strengthening Strategic Rela�onships**
Collabora�on is cri�cal to our success. In 2025, we will cul�vate deeper rela�onships with funders, corporate partners, and public sector organisa�ons that align with our mission. Our focus will be to:
- Develop strong partnerships that enhance our reach and create a more resilient support network.
- Work closely with statutory services to increase referrals and ensure our programmes become more deeply integrated into wider health and wellbeing pathways, as well as employability programmes.
- Strengthen corporate partnerships to drive new income streams, increase employee volunteering, and foster long-term rela�onships that provide mutual value.
## **Pathways: Expanding Access & Developing Employability Programmes**
Nature-based experiences create pathways to improved health, educa�on, and employment. In the year ahead, we will:
- Create plans to expand our services and loca�ons to increase accessibility for more communi�es across the East of England.
- Develop employability-focused programmes that align with DWP and local authority contracts, providing structured support for individuals seeking meaningful work.
- Further enhance opportuni�es to formalise pathways into training, volunteering, and employment, ensuring progression routes for par�cipants who wish to develop their skills and confidence.
## **People: Priori�sing Workforce Wellbeing & Volunteer Growth**
Our team is the founda�on of everything we do, and as external pressures increase, we must ensure they feel supported and valued. In 2025, we will:
- Invest in workforce wellbeing ini�a�ves
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- Strengthen internal training and development opportuni�es to build skills and retain talent.
- Expand volunteer opportuni�es, providing meaningful roles that both alleviate pressures on teams and engage the wider community in our mission.
## **Protect: Ensuring Financial Sustainability & Organisa�onal Resilience**
delivery. In 2025, we will:
-
- genera�ng ac�vi�es.
- Develop robust internal processes and infrastructure to support sustainable growth.
## **Planet: Embedding Sustainability & Conserving Woodland Spaces**
Sustainability is at the heart of our mission. In 2025, we will:
- Finalise and implement a comprehensive sustainability plan, demonstra�ng our posi�ve environmental impact across all areas of opera�on.
-
- the planet.
## **Facing the Future with Resilience**
Despite economic uncertain�es, we remain commi�ed to delivering life-changing experiences through nature. By strengthening our financial sustainability, expanding our reach, and inves�ng in people, we will con�nue to make a profound impact on individuals, communi�es, and the environment.
As we navigate the year ahead, we do so with the belief that every person should have the opportunity to thrive through nature. With resilience, adaptability, and a shared vision, we will not only weather the challenges ahead— we will emerge stronger, more sustainable, and be�er posi�oned to support those who need us most.
## **Case Study: Recovery in the Woods**
Before joining Green Light Trust, life was chao�c – heavy drinking, suicidal thoughts, and deep depression. A referral from an alcohol support worker led to a turning point.
Ge�ng outside, connec�ng with others, and working on meaningful tasks like fence-building brought purpose and structure. Camp lunches, shared laughter, and new friendships became unexpected highlights.
when everything else felt unstable.
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## Governance
## Fundraising Statement
Fundraising income at Green Light Trust is principally derived from grants, trusts and founda�ons, and corporate partnerships. This income funds the delivery of our ac�vi�es and contributes to our core costs.
Green Light Trust complies with all relevant statutory regula�ons, including the Chari�es Act 2011, the Data Protec�on Act 2018, and the Privacy and Electronic Communica�ons Regula�ons 2018. We are commi�ed to ac�ng legally, openly, honestly, and respec�ully, striving for best prac�ce across all our fundraising and marke�ng ac�vi�es.
The Charity is registered with the Fundraising Regulator and adheres to its Code of Fundraising Prac�ce and Fundraising Promise. This includes the logging, recording, and responding to any complaints received.
We do not employ professional telephone or street fundraisers, nor do we use commercial par�cipators to carry out our fundraising ac�vi�es.
##
Protect, promote and improve peoples’ physical and mental health, working directly and in partnership with other organisa�ons to ensure everyone can benefit from engaging with the natural world.
Advance educa�on in the conserva�on, protec�on and improvement of the natural and physical environment, par�cularly but not exclusively through training and prac�cal par�cipa�on.
Promote the conserva�on, protec�on and improvement of the natural and physical environment, par�cularly but not exclusively through the crea�on, restora�on and conserva�on of woodland, wetland, grassland, school and community gardens, parks and wild space.
natural and other ac�vi�es and par�cularly those pursued by people.
to the Charity Commission’s general guidance on public benefit, ‘Chari�es and Public Benefit’. Green Light Trust’s charitable purpose is enshrined in its objec�ves; 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 educa�on centre and through the provision of expert advice.
We exist to help every person thrive through nature. Our mission is simple: to create opportuni�es for people to build resilience, purpose, and connec�on through nature-based ac�vi�es, while safeguarding and restoring the woodlands we call home.
connec�on and health by engaging with the natural world. Nature plays a vital role in individual and community wellbeing. Research and lived experience alike show the profound benefits of �me spent outdoors, from improved mental health to greater social connec�on. This belief shapes everything we do, guiding the development of programmes and partnerships that enable people and nature to grow together.
Charity for the year ended 31 December 2024.
accounts and comply with the Charity’s governing document, the Chari�es Act 2011, Companies Act 2006 and
Page **15** of **37**
Accoun�ng and Repor�ng by Chari�es: Statement of Recommended Prac�ce applicable to chari�es preparing their accounts in accordance with the Financial Repor�ng Standard applicable in the UK and Republic of Ireland published in October 2019.
## Reference and Administrative Details:
Registered charity name Green Light Trust
Charity registra�on number 1000977
Company registra�on number 02550866
Patron Mark Pendlington
Governing Body : The Board of Trustees comprises:
**----- Start of picture text -----**
Board role Trustee Finance and Audit People Impact and Engagement
Chair Amanda Burton
(appointed Chair
13.02.24)
Vice Chair Doug Field Member
Members David Farrow Chair of Finance and Audit
(Resigned 13 May
2025)
Laura Thomas Member
Jen Mailey Chair of Impact and
Engagement
Vivian Musha� Member Member
Sarah D’Arcy Member
Nigel McCurdy Chair of People
Caroline Bixby Member
Laura Barlow Member (February 2025)
Nick North Member
(Resigned 28
March 2024)
**----- End of picture text -----**
## Senior Personnel :
Day-to-day management is delegated by the Board to senior personnel, led by Chief Execu�ve Lauren Shand, who was formally appointed in June 2024 following an interim period beginning in September 2023. Hayley Kyle, joined the Strategic Leadership Team, as Head of Finance and Company Secretary in April 2024, supports the governance and financial oversight of the organisa�on Alex Todd, is our Head of People and Culture and Helena Harris, Head of Opera�ons.
## Principal Professional Advisers:
Auditor – Lovewell Blake LLP, Bankside 300, Peachman Way, Broadland Business Park, Norwich NR7 0LB
Bankers – NatWest and CO-OP
Page **16** of **37**
## Governing Document
Green Light Trust is a charitable company limited by guarantee ( **registered charity number 1000977; company number 02550866** ) and is governed by its Memorandum and Ar�cles of Associa�on.
## **TRUSTEE APPOINTMENT, INDUCTION, AND TRAINING**
As of 2024, Trustees are appointed by the Board for a term of four years and may be reappointed, provided that no Trustee serves for more than eight consecu�ve years without a mandatory break of at least one year. In excep�onal circumstances, and upon recommenda�on from the Board, a Trustee may serve an addi�onal term of up to four years, with an absolute maximum tenure of twelve years.
ongoing training to support their governance role. No Trustee receives remunera�on or any other financial benefit for their work with the Charity. In 2024, we con�nued to invest in Trustee training and development, ensuring our governance structure remains robust, informed, and aligned with best prac�ces.
## Organisational Structure
The Green Light Trust Board is responsible for se�ng the Charity’s strategic direc�on, ensuring compliance with its governing documents, and overseeing its financial and opera�onal health. The Board delegates specific oversight func�ons to three key commi�ees, which report directly to the Board. Each commi�ee meets four �mes a year to review performance and risk, ensuring effec�ve governance and decision-making.
## **Commi�ee Terms of Reference (2024):**
## **Finance & Audit Commi�ee:**
- Financial strategy, planning, performance, and controls.
-
- Digital transforma�on, including IT systems and processes.
- Risk management, audit, and regulatory compliance.
## **Impact & Engagement Commi�ee:**
- Measuring and enhancing the impact of Green Light Trust’s work.
- Evidence-based monitoring and repor�ng.
-
- Public engagement, stakeholder communica�ons, and advocacy.
- Environmental sustainability strategy.
- Equality, diversity, and inclusion in programme delivery.
## **People Commi�ee:**
- Trustee, volunteer, and employee recruitment, reten�on, and succession planning.
- Learning and development, including leadership pathways.
- Equality, diversity, and inclusion in governance and workforce.
Page **17** of **37**
- Health, safety, and safeguarding.
- Internal communica�on, employee engagement, and workplace culture.
## Risk Management
The Trustees, alongside the Strategic Leadership Team (SLT), are responsible for iden�fying and mi�ga�ng the major risks facing the Charity. Risk is reviewed **monthly by the SLT** and **quarterly by the Board** to ensure ongoing assessment and proac�ve management. The **risk register** , reviewed annually, assesses risks across five key areas:
1. **Governance risks** – Ensuring compliance with regulatory requirements and best prac�ces.
2. **Opera�onal risks** – Addressing service delivery challenges, par�cipant safeguarding, and workforce wellbeing.
3. **Financial risks**
4. **Environmental/external risks** – Responding to economic pressures, climate risks, and policy changes affec�ng charity opera�ons.
5. **Compliance risks** – Ensuring adherence to laws, regula�ons, and ethical governance.
Following our **2024 risk review** on the following key risks and responses:
|**Risk**|**Mi�ga�on**|
|---|---|
||Workforce and succession plans, documenta�on of systems/processes, well-being|
|**Loss of key employees**|support package, training programmes, development of compe��ve benefts package,|
||no�ce periods/handover processes, strengthened SLT.|
||Development of in-house fundraising skills, use of external consultants, funding strategy|
|**Funding shor�alls**|to grow less-developed income streams (corporate partnerships, individual giving),|
||business development focus.|
|**Loss of key contracts**|Business development plans to nurture key rela�onships, diversifca�on of funding
strategy, securing mul�-year contracts where possible.|
|**Lack of unrestricted**|Financial reserves policy, increased fundraising for non-delivery income, ongoing review|
|**funds and reserves**|and development of funding model. Recovery of Financial reserves a priority|
|**Changes to government**
**policy on service**
**provision**|Strengthened rela�onships with a broader range of referral agencies and funders,
increased fexibility in delivery pathways.|
risk mi�ga�on as we con�nue to support vulnerable individuals through nature-based interven�ons.
Page **18** of **37**
## Statement of Trustees Responsibilities
The Trustees (who are also directors for the purposes of company law) are responsible for preparing the annual
income and expenditure of the charitable company for that period.
-
-
-
-
-
comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable
## **AUDITOR**
-
unaware; and
-
## **SMALL COMPANY PROVISIONS**
Companies Act 2006.
The Trustees’ annual report was approved on 13 May 2025 and signed on behalf of the Board of Trustees by:
## _Signature_
## **Amanda Burton**
Chair of Trustees
Page **19** of **37**
## Trustees report
> [st] December 2024.
available in the third sector along with rising cost of living pressure, government changes and heightened compe��on for funding. This drove a reduc�on to year income of 11% and a subsequent �ghtening of expenditure and strategic review of our opera�ons, to counter balance the pressures. This resulted in a net deficit of £206k in the year and reduc�on in our financial reserves. The Trustees are confident that the plans the charity already has in place will overcome these challenges.
## **Income**
Total income for 2024 reached **£2,483k** , a decrease of £322k compared to 2023. Despite this reduc�on on 2023, our income remains 38% up on 2022 and 65% up on 2021. Within this **Fees for services** remained a significant income stream at **£1,820k** , represen�ng 73% of our overall income. For some �me, we have been shi�ing our focus to securing contracts from commissioning groups to deliver our services on a recurring basis. The last few years has seen big steps in this direc�on with fees represen�ng 75% of total income in 2023 and 68% in 2022, compared to 42% in 2021. Inherent in our contract income however is the risk that contracts will end. 2024 saw challenges from decommissioning of contracts in Norfolk and reduc�ons in contract funding in Suffolk which contributed to the year on year decrease.
These challenges heighten the importance of income from other sources. Our Grant and Trust income con�nues to provide a source of funds which enable us to expand what we do into new geographical areas, to develop new delivery methods and support more people or provide restricted funds for specific purposes. Grant income in 2024 was £23k lower than the previous year at £349k. Within this we received a £110k restricted grant from East Suffolk Council to complete our Castan building. Income from Trusts also saw a reduc�on to £207k. Income from our corporate and individual supporters are important as they provide unrestricted funds which can be used at the Trustee’s discre�on. We saw income of £35k from dona�ons in 2024, represen�ng an increase of £26k compared to 2023. This increase was partly driven by our Fire walk fundraising event, demonstra�ng a good return from a focus on larger, well publicised events.
The trustees recognise the importance of diversifying our funds and strengthening strategic rela�onships with our funding partners as we con�nue to navigate third sector funding pressures into 2025.
## **Expenditure**
Total expenditure in 2024 was **£2,689k** an increase of £143k from 2023. Expenditure rose by 5.6%, compared to the 11% reduc�on in income. We therefore made concerted efforts to �ghten spend through the year as challenges in income materialised.
consumables used in the provision of ac�vi�es.
vital to ensuring a safe, secure and fulfilling experience for beneficiaries and staff alike. Recrui�ng and retaining experienced and skilled staff of a high calibre is paramount to the ongoing success of the charity. Towards the end of 2023, the senior team was expanded and strengthened to support the growth of the charity.
Page **20** of **37**
Expenditure to provide the facili�es necessary for our ac�vi�es is minimised as we own our own woodland reserves and we work closely with like minded organisa�ons with similar natural facili�es such as the Na�onal Trust and the RSPB. The infrastructure required includes the cost of buildings, systems to measure our impact, minibuses to transport par�cipants to woodland work areas and land management tools and equipment. Finally, consumables cover a myriad of items that are essen�al to our work and include training materials, drink and food and tools.
## **Funds**
in developing our services and to act as a buffer against unforeseen events. The Trustees have set a policy to maintain financial reserves, defined as net current assets, of between 12 and 16 weeks of expenditure. 2024 saw a dip below policy reserves cover, as net current assets totalled £492k at the year end, represen�ng 10 weeks of expenditure. This closing posi�on represents reserves cover 2 weeks below our policy.
Within the closing funds balance, Unrestricted net current assets were £299k, Restricted £193k. With unrestricted reserves cover at 7 weeks of forward expenditure, this is an area of focus for Management and Trustees. Ac�ons are underway to improve this posi�on and recover total reserves in line with policy.
## **Summary**
Against a backdrop of a challenges in the funding environment, demand for our services remains strong. The significant growth we have experienced over the past few years has strengthened our regional reputa�on and afforded us the investment in our core systems and infrastructure. This puts Green Light Trust in a strong posi�on to deliver even more public benefit in the future and Trustees remain commi�ed to ensuring the long-term sustainability of the charity and its mission to empower people to create purpose and build resilience through our nature-based pathways.
Page **21** of **37**
## Auditors report
## **Opinion**
We have audited the financial statements of Green Light Trust (the 'charitable company') for the year ended 31 December 2024 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:
- give a true and fair view of the state of the charitable company's affairs as at 31 December 2024 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended;
- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice;
- have been prepared in accordance with the requirements of the Companies Act 2006.
## **Basis for opinion**
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.
## **Conclusions relating to going concern**
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.
## **Other information**
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.
## **Opinions on other matters prescribed by the Companies Act 2006**
In our opinion, based on the work undertaken in the course of the audit:
Page **22** of **37**
- the information given in the Trustees' report which includes the directors’ report prepared for the purposes of company law for the financial year for which the financial statements are prepared is consistent with the financial statements; and
- the directors’ report included within the Trustees' report has been prepared in accordance with applicable legal requirements.
## **Matters on which we are required to report by exception**
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:
- adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or
- the financial statements are not in agreement with the accounting records and returns; or
- certain disclosures of Trustees' remuneration specified by law are not made; or
- we have not received all the information and explanations we require for our audit; or
- the Trustees were not entitled to prepare the financial statements in accordance with the small companies’ regime and take advantage of the small companies' exemptions in preparing the directors’ report and from the requirement to prepare a strategic report.
## **Responsibilities of Trustees**
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.
## **Auditor responsibilities for the audit of the financial statements**
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:
- Enquiry of management and those charged with governance;
- Enquiry of entity staff compliance functions to identify any instances of non-compliance with laws and regulations;
- Reviewing financial statement disclosures and testing of supporting documentation to assess compliance with applicable laws and regulations;
Page **23** of **37**
- Performing audit work over the risk of management override of controls, including testing of journal entries and 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-responsibilities-for-theaudit-of-the-fi/description-of-the-auditor%E2%80%99s-responsibilities-for. This description forms part of our auditor’s report.
## **Use of our report**
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)
For and on behalf of Lovewell Blake LLP Chartered accountants & statutory auditor Bankside 300 Peachman Way Broadland Business Park Norwich NR7 0LB
16/07/2025
Page **24** of **37**
Financial Statements
## STATEMENT OF FINANCIAL ACTIVITIES ( Incorporating an INCOME AND EXPENDITURE ACCOUNT) **for the year ended 31 December 2024**
|**or the year ended 31 December 2024**||
|---|---|
|Notes
**Income**
Donations and grants:
Donations
Grants, corporates and trusts
3
Total donations and grants
Commercial trading
Investment income and interest
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 movement in funds and net income/(expenditure)**
**Reconciliation of funds:**
Total funds brought forward
**Total funds carried forward**
15|Unrestricted
)funds)
Restricted)
funds)
**Total**
**2024**
Total
2023
£)
£)
**£)**
£
34,866)
-)
**34,866)**
8,872)
156,630)
431,853)
**588,483)**
646,352)|
||191,496)
431,853)
**623,349)**
655,224)
13,300)
-)
**13,300)**
27,680)
25,981)
-)
**25,981)**
21,532)
1,820,320)
-)
**1,820,320)**
2,100,841)|
||2,051,097)
431,853)
**2,482,950)**
2,805,277|
||)58,681)
-)
**58,681)**
48,468)
5,490)
-)
**5,490)**
1,620)|
||64,171)
-)
**64,171)**
50,088)
2,260,700)
364,276)
**2,624,976)**
2,495,969)|
||2,324,871)
364,276)
**2,689,147)**
2,546,057)|
||(273,774))
67,577)
**(206,197))**
259,220|
||590,481)
444,502)
**1,034,983)**
775,763)
316,707)
512,079)
**828,786)**
1,034,983)|
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 28-37 form part of these accounts.
Page **25** of **37**
## **FINANCIAL STATEMENTS**
## BALANCE SHEET
## **as of 31 December 2024**
||Note|**2024**)|2023)|
|---|---|---|---|
|||**£**)|£)|
|**Fixed assets:**|10|||
|Woodland reserves||**315,920)**|315,920)|
|Other tangible assets||**20,727)**|29,262)|
|**Total fixed assets**||**336,647)**|345,182)|
|**Current assets:**||||
|Debtors|11|**106,713)**|220,248)|
|Short-term cash||**647,538)**|761,931)|
|**Total current assets**||**754,251)**|982,179)|
|**Current liabilities**||||
|Creditors: amounts falling due within one year|12|**(262,112)**|(292,378)|
|**Net current assets**||**492,139)**|689,801)|
|**Total assets less current liabilities**||**828,786)**|1,034,983)|
|||||
|**Net assets**||**828,786)**|1,034,983)|
|**Funds of the charity**||||
|Unrestricted funds||**316,707)**|590,481)|
|Restricted funds||**512,079)**|444,502)|
|**Total funds**|16|**828,786)**|1,034,983)|
These financial statements were prepared in accordance with the small companies regime and were approved by the board of Trustees and authorised for issue on 13[th] May 2025.
Signed on behalf of the Trustees by:
**Amanda Burton** Chair of Trustees
Company registration number: 02550866 The notes on pages 28-37 form part of these accounts.
Page **26** of **37**
**FINANCIAL STATEMENTS**
## CASH FLOW
## **for the year ended 31 December 2024**
|**r the year ended 31 December 2024**||
|---|---|
|**Cash flows from operating activities:**
Net cash provided by / (used in) operating activities
**Cash flows from investing activities:**
Purchases of fixed 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 flow from operating activities**
Net income / (expenditure) for year
**Adjustments for:**
Depreciation of fixed assets
Decrease/(increase) in debtors
Decrease in creditors
**Net cash inflow / (outflow) provided by operating activities**|**2024**)
2023)
**£**)
£)
**(114,393)**
51,625
**-**
(8,352)|
||**(114,393))**
43,273
**761,931)**
718,658)|
||**647,538)**
761,931)|
||**647,538)**
761,931)|
||**647,538)**
761,931)|
||**2024**)
2023)
£)
£)
**(206,197))**
259,220
**8,535)**
16,625)
**113,535**
(29,003)
**(30,266)**
(195,217)
**(114,393)**
51,625|
Page **27** of **37**
NOTES TO THE FINANCIAL STATEMENTS
## **1. Charity information**
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.
## **2. Accounting policies**
The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows:
## **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.
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).
## **Going concern**
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.
## **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.
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.
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.
## **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.
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.
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.
Page **28** of **37**
**NOTES TO THE FINANCIAL STATEMENTS**
## **2. Accounting policies (continued)**
No amounts are included in the financial statements for services donated by volunteers.
## **Expenses and liabilities**
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.
## **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 following rates:
- Motor vehicles – 25% reducing balance
- Equipment, fixtures and fittings – 25% straight line
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.
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.
A decision was made to change our depreciation policy on motor vehicles from 25% straight line to 25% reducing balance. This new estimate more accurately reflects the useful life of our vehicles. By changing the accounting estimate, our depreciation charge this year is £5,194 lower than it would have been under the previous policy.
## **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 9.
## **Operating leases**
Rentals under operating leases are charged to the Statement of Financial Activities on a straight line basis over the lease term.
Page **29** of **37**
## **NOTES TO THE FINANCIAL STATEMENTS**
|**3. Grants, corporates and trusts**
Grants
Corporates
Trusts
Total grants, corporates and trusts
**Major receipts during the year include:**
Grants:
National Lottery Community Fund
East Suffolk Council
Suffolk Community Foundation
Norfolk Community Foundation
Natural England
Total grants
Trusts:
Linbury Trust
Tuixen Foundation
Fidelity
Frank Jackson Foundation
Hodge Foundation
The Architectural Heritage Fund
Charities Aid Foundation
Anonymous Foundation
Kerrison Trust
Baily Thomas Charitable Fund
Ernest Cook Trust
Other trusts
Total trusts|**2024**
2023
**£**
£
**349,485**
278,685
**31,630**
44,608
**207,368**
323,059|
|---|---|
||**588,483**
646,352|
||**2024**
2023
**£**
£
**226,309**
199,881
**110,000**
-
**3,000**
45,843
**10,176**
23,179
**-**
9,782|
||**349,485**
278,685|
||**2024**
2023
**£**
£
**59,000**
35,000
**35,000**
10,000
**33,908**
-
**25,000**
25,000
**10,000**
-
**9,960**
-
**-**
93,714
**-**
91,680
**-**
15,000
**-**
10,000
**-**
6,565
**34,500**
36,100
**207,368**
323,059|
Page **30** of **37**
## **NOTES TO THE FINANCIAL STATEMENTS**
|**4. Charitable activities: Fees for services**
NHS Integrated Care Boards
Local authorities
Schools and academies
Other
Total fees for services
**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
£
£
56,489
2,192
5,490
-|**2024**
2023
**£**
£
**928,561**
1,083,956
**710,298**
736,745
**170,666**
187,314
**10,795**
92,826
**1,820,320**
2,100,841
**2024**
**Total**
2023
Total
**£**
£
**58,681**
48,468
**5,490**
1,620|
|---|---|---|
||61,979
2,192
2,522,807
102,169|
**64,171**
50,088
**2,624,976**
2,495,969|
||2,584,786
104,361|
**2,689,147**
2,546,057|
|**6. Support costs**
Cost of raising funds
Charitable expenditure
Total support costs|Premises
Management &
Administration
Governance
**2024**
**Total**
2023
Total
£
£
£
**£**
£
589
1,240
363
**2,192**
1,722
27,457
57,808
16,904
**102,169**
92,018|
|---|---|
||28,046
59,048
17,267
**104,361**
93,740|
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 £16,966 (2023: £15,000).
## **7. Net income / (expenditure)**
|Net income / (expenditure) is stated after charging:|**2024**|2023|
|---|---|---|
||**£**|£|
|Depreciation|**8,535**|16,625|
|Operating lease costs|**3,031**|2,969|
Page **31** of **37**
**NOTES TO THE FINANCIAL STATEMENTS**
## **8. Staff and Trustee remuneration**
The average number of employees during the year was 84 (2023: 75). The average number of full-time equivalent were 71.1 (2023: 61.2).
|Staff numbers by activity:
Cost of raising funds
Charitable activities
Total staff|**2024**
2023
**No.**
No.
**3.5**
1.2
**67.6**
60.0|
|---|---|
||**71.1**
61.2|
The nature of work undertaken by staff traverses the above categories; therefore, the allocation includes an element of judgement.
|Staff costs:
Remuneration
National insurance
Pension contributions
Total staff costs|**2024**
2023
**£**
£
**1,774,756**
1,661,164
**156,890**
145,279
**125,582**
75,762|
|---|---|
||**2,057,228**
1,882,205|
Total emoluments for 8 (2023: 6) senior personnel amounted to £298,597 (2023: £300,054). The total salary of all higher paid employees earning in excess of £60,000 are shown in bands of £10,000 below:
|£60,000 to £69,999
£70,000 to £79,999
£80,000 to £89,999
£90,000 to £99,999
f|**2024**
2023
**No.**
No.
**-**
1
**1**
-
**-**
-
**-**
1|
|---|---|
||**1**
2|
Total staff
The Charity Trustees do not receive any employee benefits and no Trustee received any remuneration or reimbursement of expenses (2023: £nil).
## **9. Pension**
The charity operates a defined contribution pension scheme and in 2023 introduced a salary sacrifice option for staff. 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 £125,582 (2023: £75,762). Pension contributions of £10,776 (2023: £8,179) were payable to the fund at the balance sheet date.
Page **32** of **37**
**NOTES TO THE FINANCIAL STATEMENTS**
## **10. Fixed assets**
|||
|---|---|
|**10. Fixed assets**
Valuation / Cost:
As at 1 January 2024
Additions
Disposals
As at 31 December 2024
Depreciation:
As at 1 January 2024
Charge for the year
Disposals
As at 31 December 2024
Net book amount:
As at 31 December 2024
As at 31 December 2023|Woodland reserves
Other tangible assets
**Total**)
Freehold land
& buildings
Storage
facilities
Motor
vehicles
Equipment,
fixtures
and fittings
£)
£)
£)
£)
**£**)
296,064)
19,856)
41,232)
29,872)
**387,024)**
-)
-)
-)
-)
**-**)
-)
-)
-)
-
**-**|
||296,064)
19,856)
41,232)
29,872)
**387,024)**|
||-)
-)
20,778)
21,064)
**41,842**)
-)
-)
5,114)
3,421)
**8,535**)
-)
-)
-)
-
**-**|
||-)
-)
25,892)
24,485)
**50,377**)|
||**)**
296,064)
19,856)
15,340)
5,387)
**336,647**)|
||296,064)
19,856)
20,454)
8,808)
**345,182**)|
Under the cost model the value of the above freehold land and buildings would have been £331,766 (2023: £333,697); this was revalued in February 2016 by a qualified RICS practitioner.
## **11. Debtors**
|**11. Debtors**
Trade debtors
Prepayments & accrued income
Other
Total debtors
**12. Creditors**
Amounts falling due within one year:
Accruals
Deferred income
Trade creditors
PAYE & National Insurance
Other creditors
Total amount falling due within one year|**2024**)
2023)
**£**)
£)
**57,312)**
59,000)
**49,401)**
159,610)
**-)**
1,638)|
|---|---|
||**106,713)**
220,248)|
||**2024**)
2023)
**£**)
£)
**32,694)**
59,202)
**170,198)**
157,832)
**14,145)**
29,102)
**34,299)**
37,981)
**10,776)**
8,261)
**262,112)**
292,378)|
Page **33** of **37**
**NOTES TO THE FINANCIAL STATEMENTS**
## **13. Deferred income**
|||
|---|---|
|**13. Deferred income**
Movement in the year:
Balance at 1 January
Amount released to income
Amount deferred in the year
Balance at 31 December|**2024**)
2023)
**£**)
£)
**157,832)**
405,238)
**(157,832)**
(380,238)
**170,198)**
132,832)|
||**170,198)**
157,832)|
Income of £170,198 (2023: £132,832) was deferred in the year; this amount comprised Grants and Fees for services where the related performance criteria will be fulfilled in the future.
## **14. Operating leases**
The total future minimum lease payments under non-cancellable operating leases are as follows:
|Equipment, fixtures & fittings:
Not later than 1 year
Later than 1 year and not later than 5 years
Total operating leases|**2024**)
2023)
**£**)
£)
**3,100)**
2,969)
**-)**
2,969)|
|---|---|
||**3,100)**
5,938)|
Lease payments of £3,031 (2023: £2,969) were charged to the Statement of Financial Activities in the year.
## **15. Statement of funds**
|Unrestricted funds
Restricted funds:
Woodland reserves
Other tangible assets
Charitable activities
Total restricted funds
Total funds|Total funds 1
January 2024
Income
Expenditure)
Transfers)
**Total funds 31**
**December 2024**
£
£
£)
£)
**£**
**590,481**
2,051,097
(2,324,871)
-)
**316,707**
**315,920**
-
-)
-)
**315,920**
**4,602**
-
(1,150)
-)
**3,452**
**123,980**
431,853
(363,126)
)-)
**192,707**|
|---|---|
||**444,502**
431,853
(364,276)
-)
**512,079**|
||**1,034,983**
2,482,950
(2,689,147)
-)
**828,786**|
All of the Charitable activities restricted funds above relate to particular projects and are expected to be expended over the coming years.
Page **34** of **37**
## **NOTES TO THE FINANCIAL STATEMENTS**
## **16. Analysis of net assets between funds**
|**6. Analysis of net assets between funds**||
|---|---|
|Asset type:
Woodland reserves
Other tangible assets
Current assets
Current liabilities
Net assets
**7. Analysis of changes in net debt**
Cash at bank and in hand|Unrestricted)
funds)
Restricted)
)funds)
**Total funds**)
**31 December**)
**2024**)
£)
£)
**£**)
-)
315,920)
**315,920)**
17,274)
3,453)
**20,727)**
530,124)
224,127)
**754,251)**
(230,691)
(31,421)
**(262,112)**|
||316,707)
512,079)
**828,786)**|
||At 1 January
2024)
Cashflows
**At 31**
**December**
**2024**
£)
£)
**£**)
761,931)
(114,393)
**647,538**)|
## **17. Analysis of changes in net debt**
## **18. Related party transactions**
During the year, the following related party transactions took place:
- Birketts LLP have been engaged to carry out legal work totalling £5,107 (2023: £13,072) where Trustee Laura Thomas’ spouse is a Partner but who had no involvement with the work undertaken.
- East of England Co-Op paid the market rate of £1,500 (2023: nil) for a team-building day which Green Light Trust delivered. Trustee Douglas Field is an employee of East of England Co-Op.
- During the year unrestricted donations were received from the Trustees and Key Management Personnel through, direct giving or fundraising, totalling £3,266.
## **19. Capital Commitments**
During the year, £110,000 of restricted grant income was received from East Suffolk Council, this amount is assigned to finalise the completion of the Castan building in 2025.
Page **35** of **37**
**NOTES TO THE FINANCIAL STATEMENTS**
## **20. Comparative statements**
## **STATEMENT OF FINANCIAL ACTIVITIES** (Incorporating an INCOME AND EXPENDITURE ACCOUNT) **for the year ended 31 December 2023**
|**TATEMENT OF FINANCIAL ACTIVITIES**(Incorporat
**or the year ended 31 December 2023**|ing 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
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 movement in funds and net (expenditure)/income**
**Reconciliation of funds:**
Total funds brought forward
**Total funds carried forward**|Unrestricted)
funds)
Restricted)
funds)
**Total**
**2023**
£)
£)
**£)**
5,272)
3,600)
**8,872)**
142,218)
504,134)
**646,352)**|
||147,490)
507,734)
**655,224)**
27,680)
-)
**27,680)**
21,532)
-)
**21,532)**
2,100,841)
-)
**2,100,841)**|
||2,297,543)
507,734)
**2,805,277)**|
||48,468)
-)
**48,468)**
1,620)
-)
**1,620)**|
||50,088)
-)
**50,088)**
2,114,158)
381,811)
**2,495,969)**|
||2,164,246)
381,811)
**2,546,057)**|
||133,297
125,923
**259,220**|
||457,184)
318,579)
**775,763)**
590,481)
444,502)
**1,034,983)**|
Page **36** of **37**
**NOTES TO THE FINANCIAL STATEMENTS**
## **20. Comparative statements – continued**
|**Statement of funds**
Unrestricted funds
Restricted funds:
Woodland reserves
Other tangible assets
Charitable activities
Total restricted funds
Total funds
**Analysis of net assets between funds**
Asset type:
Woodland reserves
Other tangible assets
Current assets
Current liabilities
Net assets|Total funds 1
January 2023
Income
Expenditure)
Transfers)
**Total funds 31**
**December 2023**
£
£
£)
£)
**£**
457,184
2,297,543
(2,164,246)
-
**590,481**
312,170
3,750
-)
-)
**315,920**
-
4,602
**4,602**
6,409
499,382
(381,811)
-)
**123,980**
318,579
507,734
(381,811)
-)
**444,502**
775,763
2,805,277
(2,546,057)
-)
**1,034,983**
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)**|Total funds 1
January 2023
Income
Expenditure)
Transfers)
**Total funds 31**
**December 2023**
£
£
£)
£)
**£**
457,184
2,297,543
(2,164,246)
-
**590,481**
312,170
3,750
-)
-)
**315,920**
-
4,602
**4,602**
6,409
499,382
(381,811)
-)
**123,980**
318,579
507,734
(381,811)
-)
**444,502**
775,763
2,805,277
(2,546,057)
-)
**1,034,983**
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)**|
|---|---|---|
||318,579
507,734||
||775,763
2,805,277||
||||
|||590,481)
444,502)
**1,034,983)**|
Page **37** of **37**