2023-03-31-accounts - The Landscape Institute

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Royal Charter number: RC000767

Charity number (England and Wales): 1073396 Charity number (Scotland): SC047057

The Landscape Institute Annual Report of the Trustees

For the Year Ending 31 March 2023

The Landscape Institute Annual Report | 2023

Contents	Pages
Introducton	3
Commentary from the Actng Chief Executve	3
Report of the Trustees	5
Independent auditor’s report	21
Consolidated statement of fnancial actvites	25
Balance Sheet	26
Consolidated statement of cash fows	27
Notes to the fnancial statements	28

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The Landscape Institute Annual Report | 2023

Introduction

The Trustees of the Landscape Institute (LI) are pleased to present their annual report and the financial statements of the Landscape Institute for the year ending 31 March 2023. The Trustees confirm that the Report and Financial Statements comply with current statutory requirements of the Institute's governing documents and the provisions of the Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Report Standard (FRS102) the Charities Act, the Charities and Trustee Investment (Scotland) Act 2005 and applicable accounting standards.

Commentary from the Acting Chief Executive

Robert Hughes

The challenges we as a country faced in 2022/23 are well documented.

The impacts of the pandemic were still playing out, the war in Ukraine was ramping up and the confidence in our global economies was shaken. Over the year, many of us were affected by high inflation and significant cost-of-living increases and as a charity we also felt the effects and suffered from post-pandemic staff shortages. The extreme summer heat and the floods across the globe added to the uncertainties leading to supply chain issues and made us all reflect hard on what our future will look like.

We are living in a rapidly changing world and the changes we have seen over the past three or four years have fundamentally altered the way we live and work. The commercial and social landscape have altered, and we must adapt to these changes, or we risk stagnation and further decline.

Tackling climate harm is more important than ever and our priority continues to be to demonstrate the vital role we as a profession have to play in addressing the major issues facing society of:

Climate change,
The loss of nature,
Building a sustainable future,
The importance of landscape and,
Creating beautiful, inclusive places for the health and wellbeing of us all.

Our other focus in 2022/23 was on stability, building resilience and financial sustainability, and modernising our services to ensure we are in the strongest possible position to deliver what our members need to thrive in a changing world, to champion and be the voice of landscape professionals and to use it to influence policy and shape the future of our profession and the places where we live.

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The Landscape Institute Annual Report | 2023

We also made progress with understanding those challenges and how we need to change to futureproof the Institute. Our road show was designed to reconnect with members and registered practices after the pandemic and ensure we put members priorities and needs at the heart of our future strategy.

It was clear that the highest priority for the sector, and therefore for the Institute, is addressing the workforce and skills shortages identified in our Skills for Greener Places Research report which was published in December 2022.

In taking stock it became clear that the Institute was overdue a rationalisation and that we needed to upgrade our IT infrastructure to build a robust digital home making it easier for members to engage with us in new ways and enable us to maximise our investment in members, volunteers and staff alike. In the modern world people expect seamless digital journeys and the Institute needs to provide this for its members.

The organisation’s current staffing structure has seen significant assessment and redesign in the first 6 months of this year. In addition, we have adopted tighter cost control and higher levels of financial transparency both of which I consider essential to the delivery of our strategy.

We must define and embed a new community and culture that enables a partnership of members and staff to work together to deliver our strategy and ensure we can get back to and beyond, a surplus financial position within the next strategy period.

The LI has continued its commitment to its partnerships with the Architects Benevolent Society and Perennial. Through this we can support a range of charitable and hardship services, providing advice and support to members who need it.

They are important partners to us and provide free and confidential advice, support, and financial assistance to people of all ages working in, or retired from, our sector.

We have also continued our strong working relationships with BALI and SGD through awards collaboration and agreed marketing and public relations work. We will continue to generate and promote strong working relationships with industry / sector partners to promote and further the aims of the LI and the sector.

As I approach the end of my first year at the LI, I am hugely optimistic about the opportunity before us. I see a highly professional and engaged membership community, the vast majority of which are united in a desire to move standards upwards and address the landscape challenges of the times.

In closing, I want to give a special thank you to the staff who represent one of our biggest assets and a very special thank you to all of our volunteers, including Board, Advisory Council, Branch, Committee members and others. We are indebted to for their commitment during these uncertain times.

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The Landscape Institute Annual Report | 2023

Trustees Report

What we do

Objectives, purpose and aims

The Landscape Institute is constituted under Royal Charter dated 01 September 1997, updated in 2008 and 2016. The main objects of the Institute are:

To protect, conserve and enhance the natural and built environment for the benefit of the public by promoting the arts and sciences of Landscape Architecture and its several applications and for that purpose to foster and encourage the dissemination of knowledge relating to Landscape Architecture and the promotion of research and education therein, and in particular to establish, uphold and advance the standards of education, qualification, competence and conduct of those who practise Landscape Architecture as a profession, and to determine standards and criteria for education training and experience.

Mission

To lead and inspire the landscape profession to ensure it is equipped to deliver its purpose under our Royal Charter for the benefit of people, place and nature, for today and for future generations .

Vision

To be a relevant, expert and trusted professional body, which develops the skills, knowledge and professional behaviours of its members. We will be agile, innovative and responsive in the face of environmental challenges and major social change, to help our members and the communities they serve deliver more sustainable ways for living and working in the future.

As a self-regulating professional body, we will continue to build public confidence by upholding the highest standards of conduct, and challenging conduct or behaviours that fall below the standard that members and the public should expect of a professional Institute.

Values

We aim to be:

Caring and nurturing;
creative and passionate; and
socially and environmentally aware.

What we do

We INFLUENCE by promoting good landscape policy and practice
We aim to be RELEVANT to our members and for the long-term common good

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The Landscape Institute Annual Report | 2023

Our priority is to champion INCLUSIVE GROWTH to meet the workforce requirements of our profession.

Corporate Strategy 2018-2023

The trustees review the aims, objectives and activities of the Institute each year. This report looks at what the Institute has achieved and the outcomes of its work within the twelve months from April 2022 to March 2023. The review also helps the trustees ensure the Institute's aims, objectives and activities remained focused on its stated purposes.

The trustees have referred to the Charity Commission's general guidance on public benefit when reviewing the Institute's aims and objectives and in planning its future activities. In particular, the trustees consider how planned activities will contribute to the aims and objectives that have been set.

The year under review is the final-year of the Corporate Strategy. Our business plan for the year set out our planned progress towards our strategic goals. The Finance & Risk Committee monitored progress at each meeting, following key performance indicators set out in the plan and updated the Board.

Context

The global outlook has been pessimistic, and the UK economy has been no exception in facing significant challenges. The social, political and commercial impacts of the COVID pandemic, Brexit and the war in Ukraine have been extraordinary and are still being played out. They have clearly presented real ongoing challenges for the sector and the Institute. Such extraordinary times have had significant impacts and we have accumulated financial impacts that present financial challenges.

The Membership and charities sectors saw the start of a significant and persistently challenging environment in 2022/23. The cost-of-living crisis, rising interest rates, reduced/uncertain business activity and the continued impact of the COVID pandemic have all contributed negatively to key performance indicators, around Finance, HR, Membership and Commercial activities.

2022/23 Challenges for the Landscape Institute

2022/23 was a very difficult year and those challenges are likely to be ongoing for a number of years.

For the Landscape Institute the poor performance of previous technology platforms exacerbated the impact of the tough external climate.

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The Landscape Institute Annual Report | 2023

In addition, the year saw significant retention and recruitment issues with key staff leaving at all levels of the business. Recruitment in a very candidate weighted market was difficult and has contributed negatively to business continuity and operational progress. These factors contributed to low membership satisfaction scores and a lack of clarity around business and financial performance.

The financial year 2022/23 was a period of consolidation, implementation and transition. We recognised that further work was required to ensure our digital platforms were fit for purpose and implemented detailed discovery around our IT infrastructure, procedures and systems to enable a significant shift in digital capability and people effectiveness to better equip the Institute for the future. The recommendations in the Brown Review provided the framework, and the process will continue into the new financial year as business as usual.

One of the Institute’s core functions is to lead learning, by educating, training and maintaining advanced professional standards. As a self-regulatory professional body, the Institute must uphold its values and vision as a trusted professional body with members demonstrating the skills, knowledge and professional behaviours expected of the profession. The ramifications of the whistle-blowing case overseen by the Institute’s Whistle-blowing Champion, Independent Trustee Jane Clarke, have continued to have a significant and detrimental impact.

Achievements

Volunteers are at the heart of our organisation. They hold governance roles, manage branch activities, contribute to committees, mentor, supervise and examine candidates for Chartership, Technician and Fellowship. Much of what was achieved in the last year was made possible by these volunteers. The Board of Trustees would like to thank everyone who has contributed to its work in year and helped the Institute in fulfilling its mission to protect and enhance the environment and to create thriving communities through the design and management of inspirational places.

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The Landscape Institute Annual Report | 2023

An overview

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The Landscape Institute Annual Report | 2023

Looking Forward to 2023/24

The loss of the permanent CEO, Sue Morgan and the stepping up of a new Acting CEO Robert Hughes, resulted in the re-assessment and structuring of the organisation in response to the challenges we face.

Our Acting Chief Executive Officer, Robert Hughes brought a breadth of commercial experience and knowledge to the role, with an extensive commercial career in the Education and Technology sectors at Senior executive and Director level.

A strong back to basics strategy focused on People, Membership and Systems is creating the framework for a more stable and capable organisation with significant additional savings in 2023/24.

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The Landscape Institute Annual Report | 2023

A strategic focus on rebuilding confidence, culture and strong leadership has mitigated some of the workforce issues. Key roles and responsibilities within the senior leadership team have been reimagined and distributed to avoid single-point loading and build positive collaborative team working within a renewed work culture.

The appointment of an interim Director of Finance, Joe Thomas, with considerable experience within similar organisations has resulted in significant remedial activity around poor legacy financial structures and processes and alignment with an internal audit report prepared by Crowe LLP – one of the recommendations of the Brown Review. In addition, our interim Head of Human Resources & Organisation Development, Margaret Johnson, has permanently embedded the Institute commitment to staff welfare and development and again aligns with the Brown Review recommendations.

Our continued drive to improve the working environment for staff, volunteers, and members, led to the appointment of one new member of the senior leadership team, which is the Head of Education & Careers. A permanent Head of Marketing, Communications and Events has also been recruited and Interim Heads of Commercial and Policy and have all been backfilled. We are grateful to all our staff for their resilience and commitment in the face of uncertainty and change.

In recognising that the delivery of the Brown Review recommendations stalled in 2022/23 in the face of difficult trading conditions and business continuity issues from poor staff retention rates, we are focusing on bringing these foundation elements back on track and aligning them within our core objectives. This is now incorporated in our “New Ways of Working” programme. These are some of the strong foundations required before the new corporate strategy is defined in 2024/25.

As we move forward to plan the next cycle of the corporate strategy in 2024/25, the structure of the organisation will be aligned with our developing core needs, as well as addressing operational infrastructure reform and inefficiencies through the digital transformation project.

The greatest strength of a membership body lies in its members. We must nourish and develop the connectivity and knowledge of our community for it to flourish. The membership survey was clear in its direction, and we have adopted a strategy, through 8 pledges (see below) that seeks to redefine and rebuild around the strength of the community. This must be through a reinvigorated and empowered branch network that gives a voice to all members so that we can be representative of the diverse and inclusive community so well represented at the 2023 awards.

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The Landscape Institute Annual Report | 2023

Much work has been done to examine this over the past 12 months, both internally and independently and it is clear that accelerated shifts in social practices and the pandemic have led to significant and persistent change. Professionals, who are subject to higher commercial pressures in their active career working phase, are now less inclined and have less free time to devote large blocks of voluntary time, given selflessly, to help support and motivate a professional body. Digital change has now reached the point that it drives our daily expectations around information availability and service delivery and underpins our social and professional communication, which are now on demand, slick and almost invisible. These two crucial factors are key to understanding our strategy options for the future if we are to deliver a modern membership home for landscape professionals.

There is a third, very positive and significant factor to consider and this is the need for Landscape professionals, now and in the future. There will be a need like never before for Landscape professionals if we are to meet the challenge of climate change. The LI's Green Skills Report from 2022 highlights the huge gap that presents itself and the opportunity for the growth and influence of the membership is significant. The Report states “The landscape discipline’s generational shift from aesthetic to multi-functional, the historic demands of climate change and biodiversity, the rising salience of landscape within the public realm, and the potential positioning of landscape at the centre of a coalition of allied disciplines offer an opportunity for the industry to reposition itself as a fundamental asset to the UK economy. Landscape practitioners are perceived as having the holistic skillset required to deliver real change in the way the UK is designed and developed.”

Our challenge in the coming year is to meet these key drivers head on and look to build a positive and engaged professional community that meets the needs and desires of a new generation, allowing them to solve the significant landscape challenges we face.

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The Landscape Institute Annual Report | 2023

We have a digital partner in OOMI who will help us build a Digital home. In researching a digital home for our membership, we have sought to build the foundations for bottom-up communication, both formal and informal to ensure that we have inclusive and diverse community feedback that can effectively inform and drive strategy and allow the debating and dissemination of best practice. It is our belief that the reinvigoration of the branches is key and, correctly implemented, a Digital Home can reconnect the members to a motivated and committed centralised LI membership body. The strength of a wide and motivated membership must be focused to guide all in our collective response to the climate emergency. We must be united and clear in our response to the climate and nature emergencies, building on the strength of a wide and motivated membership.

Financial performance

The 2022/23 financial year found us facing many challenges, including the long aftermath of the pandemic. Most of our activities were on-line, the staff team working remotely with increasingly more visits to the office as needed.

We have ended the year with an operating deficit of (£309k), which was slightly higher than expected, but close to the original budget.

Expenditure had increased by £395k compared to 2021/22. This increase was due to increase in costs over all areas, with no specific items of note, due to a general increase in activities.

Staff related costs were comparable to the prior year at £1,456k, although temporary staff and consultants were £32k higher than the previous year.

There was also a loss on investments of (£117k), impacted from volatile and uncertain markets. This created a total deficit for the year of (£426k)

Unrestricted funds decreased by £426k to £1,631k. Disclosure notes 17 to the accounts provide an overview of the uses of these funds. Our general fund reduced by £77k from £259k to £182k which represents less than two months of operating expenditure.

The Board recognises that this is not a sustainable financial model and has been working closely with the Acting Chief Executive to consider different options for managing the position over the coming years with the aim to return to healthy surpluses and to rebuild our reserves position.

Our focus in 2022/23 was on stability, building resilience and financial sustainability and modernising our services to ensure we are in the strongest possible position to deliver what members need to thrive in this changing world, to champion and be the voice of landscape professionals, and to use it to influence policy and shape the future of our profession and the places where we live. The Institute and the profession have an important role to play, which will lead to a financially stronger institute.

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The Landscape Institute Annual Report | 2023

Tackling climate harm is more important than ever and unlike ever before there will be a need for Landscape professionals if we are to meet the challenge of climate change. The LI's Green Skills Report (December 2022) highlighted the huge gap that presents itself and the opportunity for the growth and influence of the membership is significant by demonstrating the vital role we as a profession have to play in addressing the major issues facing society of climate change, the loss of nature, building a sustainable future, raising the importance of landscape, and creating beautiful, inclusive places for the health and wellbeing of us all.

As a membership body we are behind the curve in the adoption of a Digital home (as opposed to a physical home) which delivers on member expectations of how they can interact with their professional body and with each other. This will be our key priority for 2023/24 having started to scope and tender for new IT infrastructure in 2022/23.

These changing priorities have led to the Board streamlining its investment, holding more in cash and agreeing to re-designate our Property Fund as a Strategic Development Fund to invest in our new digital home.

Your Board is clear from the detailed financial review and forecasting work it has undertaken that now is the time to invest in the potential of the Institute and profession, and its vital role for the future to ensure we have a modern membership home for landscape professionals which can meet member expectations and deliver our wider public benefit of addressing the major issues facing society of climate change, the loss of nature and building a sustainable future; and the importance of landscape and creating beautiful, inclusive places for the health and wellbeing of us all.

We have a huge opportunity but recognise we also have a tough two years ahead before returning to healthy surpluses and rebuilding our reserves position and to be the modern membership home for landscape professionals that members have a right to expect.

Investment policy

The investment objective is to generate a total return of inflation (measured by CPI) plus 3.5% per annum over the medium term, net of expenses. This will achieve the primary objective of maintaining the real value of the funds over the long term whilst permitting some moderate expenditure on an on-going basis. The Institute adopts a total return approach to investment, generating the investment return from income and capital gains or losses. Returns from investment, which may fluctuate, may be applied to meeting either regular or exceptional expenditure.

The trustees have taken account of the Charity Commission’s investment guidance. The trustees aim to observe responsible investment principles and the charity’s investment managers are expected to take into consideration the environmental, social and governance risk characteristics of existing and prospective investments. The investment managers are

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expected to engage with companies on social, environmental and business ethics issues and to exercise the LI’s voting right. The trustees monitor the implementation of this policy by asking investment managers to report regularly on their performance and their engagement and voting activities.

We are committed to an annual review with our investment managers. This helps us ensure that they are in keeping with the underlying values held by the Institute, given the diverse nature of the portfolios, but also to be alerted to benchmarks and circumstances which may impact on them such as the recent market upheaval.

Fundraising practice

At present the Institute does not engage in public fundraising and does not use professional fundraisers or commercial participators. The Institute nevertheless observes and complies with the relevant fundraising regulations and codes where appropriate. During the year there was no non-compliance of these regulations and codes and the Institute received no complaints relating to its fundraising practice.

Reserves policy

Our business plans have committed us to further necessary investment in the future growth of the Institute, particularly in the need to improve the internal operations, Human Resources, Finance, IT systems and processes and Business Planning. The increase in necessary costs has dented reserves during the year.

Our total unrestricted reserves at the year-end were £1,631k. This can be further broken between designated funds amounting to £1,449k and general fund (free reserve) of £182k.

The Free Reserves Policy was amended during the year to a more risk-based approach. The Policy at year-end gives a Free Reserves target of £550k, which we are significantly below. However, there remains £1m in the “Strategic Development” designated fund that ensures the financial viability of the Institute and supports the going concern position.

Principal risks and uncertainties

The Trustees regularly review the strategic risks that may result in a change in our strategic direction or threaten the successful delivery of our business priorities and update the risk register accordingly. The risk register is a standing item on the Board of Trustees meeting agenda when the Trustees also monitor the management controls and actions in place to mitigate the risks. The register is also reviewed by the Finance & Risk Committee. The degree of risk is measured by considering likelihood and impact.

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The Landscape Institute Annual Report | 2023

The principal key risks on the risk register are:

The UK economic outlook and the risk of global recession and unrest impacts on our ability to weather a continuous period of uncertainty/high inflation
Our commitment to deliver fundamental change to the organisational and governance culture of the LI continues to impact on business delivery
We do not operate in a sustainable manner in line with our objectives and values.
The IT transformation programme fails to deliver the promised outcomes
Business as usual is impacted by the challenges that arise under a change management process while we improve the operating infrastructure
We experience significant business delivery impacts due to skill shortages/lack of staff continuity
We lose territory to other professions by not preparing our members for the future
We are not seen as a thought leader/influencer and our priority work does not influence policy makers/meet the needs of our members
We continue to rely too strongly on our membership subscriptions and are not successful in diversifying our income sources.

We will be reviewing our risk management framework in 2023/24.

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The Landscape Institute Annual Report | 2023

Reference and administrative details

For the year ended 31 March 2023

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Principal staff

Principal staff who served during the year and up to the date of this report were as follows:

Sue Morgan Chief Executive Officer until June 2023 Robert Hughes Acting Chief Executive from June 2023 Interim Commercial Director from October 2022 until June 2023 Andrew Morris Commercial Director until November 2022 Gideon Opaluwa Head of Governance & Regulation until April 2023 Craig Thompson Interim Head of Governance & Regulations from April 2023 until June 2023 Antonella Adamus Head of Standards, Education & Engagement until September 2022 John O'Keeffe Head of Education and Careers from March 2023 Ben Brown Head of Policy & Insight until January 2023 Jackie Sharp Interim Head of Policy & Technical from January 2023 Neelam Sheemar Head of Marketing and Communications from May 2022 Naomi Taylor Head of Membership Services and Acting Commercial Director from August 2023 Donna Lawrence Interim Head of Finance until April 2023 Joseph Thomas Interim Director of Finance from April 2023 Michael Lu Head of Human Resources & Organisation Development until September 2022 Harmander Mangtani Head of Human Resources & Organisation Development from October 2022 until January 2023 Bankers NatWest Bank CAF Bank Ltd PO Box 2162 25 Kings Hill Avenue 20 Dean Street Kings Hill London West Malling W1A 1SX Kent ME19 4JQ Solicitors Russell Cooke 2 Putney Hill London SW15 6AB Auditors Sayer Vincent LLP Chartered Accountants and Statutory Auditors Invicta House 108-114 Golden Lane London EC1Y 0TL

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The Landscape Institute Annual Report | 2023

Structure, governance and management

Under the provisions of its Royal Charter, the Landscape Institute has a Board of Trustees which meets at least four times per year, and an Advisory Council which meets three times per year.

The Institute has a wholly owned subsidiary, Landscape Services Limited, by nature of common control, which is registered in England and Wales. Its activities serve to generate income for the furtherance of the Institute's charitable objectives.

In early 2020 the decision was made to acquire The Parks Alliance (TPA) and transfer ownership to the Institute in order for the TPA to act as a vehicle to facilitate the Institute’s work and expansion in the Parks sector. The effective date of the acquisition was 1st April 2021. In September 2021, the Board agreed that The Parks Alliance Company is made dormant as an entity, whilst activities around Parks carried forwards within the current Institute’s charity structure as highlighted above. The company is to remain dormant during the 2023-2028 strategy planning period at which point the status of the company will be revisited.

Board of Trustees

The Board of Trustees is accountable to the Charity Commission for the effective running of the Institute.

The Institute has up to thirteen trustees. Six are directly elected by the membership of the Institute and seven are appointed by the Institute’s elected Advisory Council. Four of the appointed trustees are not members of the Institute and are Independent Trustees, they are selected because of relevant expertise and to fill skills gaps identified from Board skills analysis, to benefit the organisation and its management. All trustees, whether directly elected or appointed by Advisory Council, sign up to a Trustees’ Code of Conduct, commit themselves to working to a role description and to acting within the governing documents of the Landscape Institute. We conduct an annual induction/training for trustees. Ongoing governance support was provided year-round to members of the Board and Advisory Council to enable them to discharge their functions effectively. This typically includes guidance on the LI’s Royal Charter, By-Laws and Regulations.

Trustees give their time voluntarily. Any expenses reclaimed from the Institute are set out in note 6 to the accounts. A discretionary stipend provision is available for the office of the President subject to obtaining the requisite approval from the Charity Commission.

Board Committees

There are a number of Committees set up by the Board to advise them on priority activities including Finance & Risk, Education and Membership, Public Policy Development and Technical Guidance.

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Chief Executive

The trustees delegate the day-to-day operations of the Institute to the Chief Executive Officer and other principal staff set out on page 16 and monitor performance against an agreed operational plan at intervals throughout each year.

Advisory Council

The Advisory Council plays an important role in monitoring the fulfilment by the Institute of its objectives as set out in the Charter and supporting the adopted business plan each year. They provide a wider member representation within the LI governance structure and a vital member input into future plans of the Institute through its joint sessions with the Board. This involves holding the Board to account by reviewing performance, accounts, corporate plans and business plans, and maintaining the governance cycle for a healthy turnover of Board/Council positions. They also comment on proposals from the Board on the alteration of the Institute’s Regulations. They are also responsible if necessary for removing members of the Board in accordance with the procedures set out in the Regulations. This is all reflected in the Advisory Council’s Terms of Reference.

Branches

We have 12 branches with 9 in England and 1 in each of the devolved nations of Northern Ireland, Scotland, and Wales. They play an important role in providing representation for members and delivering professional development events, talks and seminars, workshops covering LI’s Chartership route (‘Pathway to Chartership’), support to LI members at a country or regional level and numerous social events. They also support the LI on consultation responses to policy issues and promote the profession to a range of audiences. Each branch has a representative on the LI’s Advisory Council and works to support the delivery of the Corporate Plan.

Volunteers

Local members in the countries and regions volunteer to work on national and regional committees.

Remuneration policy for key management personnel

Remuneration of the Chief Executive Officer is set by the Board of Trustees, with regard to industry benchmarks, performance and financial resources. The remuneration of all other staff is reviewed annually based on a recommendation from the Chief Executive and approval by the Board of Trustees.

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The Landscape Institute Annual Report | 2023

Statement of responsibilities of the trustees

Law applicable to charities in England and Wales requires the trustees to prepare financial statements for each financial year which give a true and fair view of the charity's financial activities during the period and of its financial position at the end of the period. In preparing financial statements giving a true and fair view, the trustees should follow best practice and:

Select suitable accounting policies and then apply them consistently
Observe the methods and principles in the Charities SORP
Make judgements and estimates that are reasonable and prudent
State whether applicable UK Accounting Standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements
Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation.

The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Charities Act 2011 and of the Charities and Trustee Investment (Scotland) Act 2005 and regulation 8 of the Charities Accounts (Scotland) Regulations 2006 (as amended). They are also responsible for safeguarding the assets of the charity and group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charity's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

The trustees’ annual report was approved by the trustees on 13[th] December and signed on their behalf by

Carolin Gohler, Acting President/Chair of the Board of Trustees

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Independent auditor’s report to the members of The Landscape Institute

Opinion

We have audited the financial statements of The Landscape Institute (‘the parent charity’) for the year ended 31 March 2023 which comprise the consolidated statement of financial activities, the group and parent charity balance sheets, the consolidated statement of cash flows and the 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 FRS 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 group and parent charity’s affairs as at 31 March 2023 and of the group’s incoming resources and application of resources, 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 Charities Act 2011

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’s responsibilities for the audit of the financial statements section of our report. We are independent of the group 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 Landscape Institute’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.

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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.

Matters on which we are required to report by exception

We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 requires us to report to you if, in our opinion:

The information given in the trustees’ annual report is inconsistent in any material respect with the financial statements
Sufficient accounting records have not been kept; or
the financial statements are not in agreement with the accounting records and returns; or
We have not received all the information and explanations we require for our audit

Responsibilities of trustees

As explained more fully in the statement of trustees’ responsibilities set out in the trustees’ annual report, the trustees 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 group and the parent charity’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 group or the parent charity or to cease operations, or have no realistic alternative but to do so.

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The Landscape Institute Annual Report | 2023

Auditor’s responsibilities for the audit of the financial statements

We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with regulations made under section 154 of that Act.

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 are set out below.

Capability of the audit in detecting irregularities

In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, our procedures included the following:

We enquired of management, which included obtaining and reviewing supporting documentation, concerning the group’s policies and procedures relating to:
Identifying, evaluating, and complying with laws and regulations and whether they were aware of any instances of non-compliance;
Detecting and responding to the risks of fraud and whether they have knowledge of any actual, suspected, or alleged fraud;
The internal controls established to mitigate risks related to fraud or noncompliance with laws and regulations.
We inspected the minutes of meetings of those charged with governance.
We obtained an understanding of the legal and regulatory framework that the group operates in, focusing on those laws and regulations that had a material effect on the financial statements or that had a fundamental effect on the operations of the group from our professional and sector experience.
We communicated applicable laws and regulations throughout the audit team and remained alert to any indications of non-compliance throughout the audit.
● We reviewed any reports made to regulators.
We reviewed the financial statement disclosures and tested these to supporting documentation to assess compliance with applicable laws and regulations.
We performed analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud.
In addressing the risk of fraud through management override of controls, we tested the appropriateness of journal entries and other adjustments, assessed whether the

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The Landscape Institute Annual Report | 2023

judgements made in making accounting estimates are indicative of a potential bias and tested significant transactions that are unusual or those outside the normal course of business.

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 is available on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilites . This description forms part of our auditor’s report.

Use of our report

This report is made solely to the parent charity’s trustees as a body, in accordance with section 144 of the Charities Act 2011 and regulations made under section 154 of that Act. Our audit work has been undertaken so that we might state to the parent charity’s trustees 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 parent charity and the parent charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.

DATE: 13 December 2023

Sayer Vincent LLP, Statutory Auditor

Invicta House, 108-114 Golden Lane, LONDON, EC1Y 0TL

Sayer Vincent LLP is eligible to act as auditor in terms of section 1212 of the Companies Act 2006

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The Landscape Institute

Consolidated Statement of Financial Activities

For the year ended 31st March 2023

	2023			2022
Unrestricted £ 284,996 341,993 1,889,185 61,622 18,446	Restricted £ - - - - -	Total £ 284,996 341,993 1,889,185 61,622 18,446	Unrestricted £ 164,501 340,776 1,843,142 62,479 20,025	Restricted £ - - - - 390	Total £ 164,501 340,776 1,843,142 - 62,479 20,415
2,596,242	-	2,596,242	2,430,923	390	2,431,313
1,033,322 1,063,031 809,185	- - -	1,033,322 1,063,031 809,185	800,117 961,380 749,257	- - -	800,117 961,380 749,257
2,905,538	-	2,905,538	2,510,754	-	2,510,754
(309,296) 390	- (390)	(309,296) -	(79,831) -	390 -	(79,441) -
(308,906) (117,000)	(390) -	(309,296) (117,000)	(79,831) 107,172	390 -	(79,441) 107,172
(425,906) 2,056,447	(390) 5,696	(426,296) 2,062,143	27,341 2,029,106	390 5,306	27,731 2,034,412
1,630,541	5,306	1,635,847	2,056,447	5,696	2,062,143

All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed above and in note 17 to the financial statements.

The Landscape Institute

Company no. RC000767

Balance sheets

As at 31st March 2023

2023 2022 £ £ 1,125 - 1,706,497 1,823,497 1,707,622 1,823,497 176,149 297,283 214,112 211,897 282,658 529,948 672,919 1,039,128 744,694 800,482 (71,775) 238,646 1,635,847 2,062,143 5,306 5,696 1,448,665 1,797,186 181,876 259,261 1,630,541 2,056,447 1,635,847 2,062,143 Thegroup	The Institute	The Institute
2023 £ 1,125 1,706,497 1,707,622 176,149 214,112 282,658 672,919 744,694 (71,775) 1,635,847 5,306 1,448,665 181,876 1,630,541 1,635,847	2023 £ 1,125 1,706,504 1,707,629 211,861 214,112 86,646 512,619 584,401 (71,782) 1,635,847 5,306 1,448,665 181,876 1,630,541 1,635,847	2022 £ - 1,823,504
		1,823,504
		345,246 211,897 308,920
		866,062 627,423
		238,639
		2,062,143
		5,696 1,797,186 259,261
		2,056,447
		2,062,143

Approved by the Trustees on 13th December 2023 and signed on their behalf by:

Mathew Haslam, Honorary Treasurer

The Landscape Institute

Consolidated statement of cash flows

For the year ended 31st March 2023

Note 18 Net cash provided by operating activities Cash flows from investing activities: Dividends, interest and rents from investments Purchase of fixed assets Net cash provided by / (used in) investing activities Interest rolled over on short term deposits Change in cash and cash equivalents in the year Cash and cash equivalents at the beginning of the year Reclassification from short term deposits Cash and cash equivalents at the end of the year	£ £ (305,430) 61,622 (1,266) (2,216) 58,140 (247,290) 529,948 - 282,658 2023	£ £ (305,430) 61,622 (1,266) (2,216) 58,140 (247,290) 529,948 - 282,658 2023	£ £ (2,806) 62,479 - (744) 61,735 58,929 385,019 86,000 529,948 2022	£ £ (2,806) 62,479 - (744) 61,735 58,929 385,019 86,000 529,948 2022

		(247,290) 529,948 -		58,929 385,019 86,000
		282,658		529,948

The Landscape Institute

Notes to the financial statements

For the year ended 31st March 2023

1 Accounting policies

a) Statutory information

The Landscape Institute is a registered charity, incorporated by Royal Charter, with the Charity Commission in England and Wales and Office of the Scottish Charity Regulator in Scotland. The registered office address is 85 Tottenham Court Road, London W1T 4TQ.

b) 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 (FRS 102) - (Charities SORP FRS 102), the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102).

The financial statements have been prepared to give a 'true and fair' view and have departed from the Charities (Accounts and Reports) Regulations 2008 only to the extent required to provide a 'true and fair view'. This departure has involved following Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting standard applicable in the UK and Republic of Ireland (FRS 102) rather than the Accounting and Reporting by Charities: Statement of Recommended Practice effective from 1 April 2005 which has since been withdrawn.

These financial statements consolidate the results of the Institute and its wholly-owned subsidiary Landscape Services Limited on a line by line basis. Transactions and balances between the Institute and its subsidiary have been eliminated from the consolidated financial statements. Balances between the two entities are disclosed in the notes to the accounts. A separate statement of financial activities, or income and expenditure account, for the Institute itself is not presented but the parent-only results are summarised in note 13 and the subsidiary results are provided in note 12. The Parks Alliance financial information has not been consolidated due to the immaterial nature of their net assets. The effective date of acquisition is 1

In applying the financial reporting framework, the trustees have made a number of subjective judgements, for example in respect of significant accounting estimates. Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. The nature of the estimation means the actual outcomes could differ from those estimates. Any significant estimates and judgements affecting these financial statements are detailed within the relevant accounting policy below.

c) Public benefit entity

The Institute meets the definition of a public benefit entity under Charities SORP FRS 102.

d) Going concern

The trustees consider that there are no material uncertainties about the Institute's ability to continue as a going concern.

The trustees do not consider that there are any sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next reporting period.

The Trustees acknowledge that as at 31st March 2023 there is a net current liability, however they are confident of the going concern position due to the robust cash-flow and general reserves.

The Landscape Institute

Notes to the financial statements

For the year ended 31st March 2023

1 Accounting policies (continued)
e) Income
Income is recognised when the Institute has entitlement to the funds, any performance conditions attached to the income have been met, it is probable that the income will be received and that the amount can be measured reliably.

Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the Institute has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred.

Subscription income is recognised for the period for which the services are provided.

Income from the sale of publications, advertising, and examinations is recognised in the period in which the activity occurs.

Income received in advance of the provision of a specified service is deferred until the criteria for income recognition are met.

f) Interest receivable
Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the Institute; this is normally upon notification of the interest paid or payable by the bank.
g) Fund accounting

Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure which meets these criteria is charged to the fund.

Unrestricted funds are donations and other incoming resources received or generated for the charitable purposes.

Designated funds are unrestricted funds earmarked by the trustees for particular purposes.

h) Expenditure and irrecoverable VAT

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings:

Expenditure on charitable activities includes the costs of delivering and communicating membership, educational, policy, technical and professional services, undertaken to further the purposes of the Institute and their associated support costs
Other expenditure represents those items not falling into any other heading

Irrecoverable VAT is charged in full to support costs.

The Landscape Institute

Notes to the financial statements

For the year ended 31st March 2023

1 Accounting policies (continued)

i) Allocation of support and governance costs

Resources expended are allocated to a particular activity where the cost relates directly to that activity. Support costs, being the salary and overhead costs of the central function, and governance costs, are apportioned to activities on the basis of staff time spent on those activities.

j) Operating leases

Rental charges are charged on a straight line basis over the term of the lease.

k) Tangible fixed assets

Items of equipment are capitalised where the purchase price exceeds £1,000. Depreciation costs are allocated to activities on the basis of the use of the related assets in those activities. Assets are reviewed for impairment if circumstances indicate their carrying value may exceed their net realisable value and value in use.

Major components are treated as a separate asset where they have significantly different patterns of consumption of economic benefits and are depreciated separately over its useful life.

Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows:

Furniture, fittings and office equipment 25% straight line Computers 33 ⅓ % straight line Website and database 33 ⅓ % straight line

l) Investments

(i) Listed investments

Investments are a form of basic financial instrument and are initially recognised at their transaction value and subsequently measured at their fair value as at the balance sheet date using the closing quoted market price. Any change in fair value will be recognised in the statement of financial activities. Investment gains and losses, whether realised or unrealised, are combined and shown in the heading “Net gains/(losses) on investments” in the statement of financial activities. The charity does not acquire put options, derivatives or other complex financial instruments.

(ii) Investment in subsidiary

Investment in the subsidiary Landscape Services Limited is included in the Institute's balance sheet at cost.

m) Short term deposits

Short term deposits include cash balances that are invested in accounts with a maturity date of between 3 and 12 months.

n) Cash at bank and in hand

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

The Landscape Institute

Notes to the financial statements

For the year ended 31st March 2023

1 Accounting policies (continued)

o) Debtors

Trade or 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 discount due.

Creditors and provisions are recognised where the Institute 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 discount due.

p) Pensions

The Institute operates a defined contribution pension scheme. The assets of the scheme are held separately from those of the Institute in an independently administered fund. The pension cost charge represents contributions payable under the scheme by the Institute to the fund. The Institute has no liability under the scheme other than for the payment of those contributions.

q) Financial instruments

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value.

The Landscape Institute

Notes to the financial statements

For the year ended 31st March 2023

2 Income from charitable activities

2 Income from charitable activities
High Street Task Force Awards and Competitions events a Sub-total for Raise the Profile of Landscape and Place Examination and Pathway fees Branch event income University accreditation fees Journal advertising Publication sales and royalties Income from training activities b Sub-total for Building Resilience and Confidence Member subscriptions Practice fees Grant income Website advertising c Sub-total for Growth and Inclusivity Total Income from charitable activities 3 Other income Insurance commission Other income	Restricted £ - -	£ 20,728 264,268 Unrestricted	2023 Total £ 20,728 264,268 284,996 164,252 10,337 36,018 36,850 18,716 75,820 341,993 1,526,812 192,563 21,088 148,722 1,889,185 2,516,174 Total £ 14,741 3,705 18,446	Restricted £ - -	£ 6,650 157,851 Unrestricted	2022 Total £ 6,650 157,851
	-	284,996		-	164,501	164,501
	- - - - - -	164,252 10,337 36,018 36,850 18,716 75,820		- - - - - -	105,356 1,291 33,665 51,800 15,165 133,499	105,356 1,291 33,665 51,800 15,165 133,499
	-	341,993		-	340,776	340,776
	- - - -	1,526,812 192,563 21,088 148,722		- - - -	1,480,816 179,073 2,500 180,753	1,480,816 179,073 2,500 180,753
	-	1,889,185		-	1,843,142	1,843,142
	-	2,516,174		-	2,348,419	2,348,419
	Restricted £ - -	£ 14,741 3,705 Unrestricted		Restricted £ - 390	£ 18,178 1,847 Unrestricted	Total £ 18,178 2,237
	-	18,446		390	20,025	20,415

Landscape Institute

Notes to the financial statements

For the year ended 31st March 2023

4a Analysis of expenditure (current year)

Analysis of expenditure (current year)	Analysis of expenditure (current year)
£ Staff costs (note 6) 325,268 Direct members communications 24,098 Branch and member group activities - Awards and Competitions 88,501 Information costs 33,061 Pathway examinations and supervision - Event and Conference costs 106,968 Consultants and other direct costs 44,095 Legal & professional - Depreciation - Committee and Leadership expenses - Premises costs - Other costs - 621,990 Support costs 306,791 Governance costs 104,541 Total expenditure 2023 1,033,322 Raise the profile of landscape and place with the public and decision makers		Build the resilience and confidence of the Landscape Profession £ 335,637 116,645 21,347 6,500 11,182 45,606 - 47,900 89,474 - - - 24,505	Grow and be more inclusive as an organisation £ 399,865 4,329 - 15,606 60,635 - - 13,348 3,769 - - - -	Governance Costs £ 123,464 - - - - - - 23,880 20,005 - 17,525 - -	Support Costs £ 272,235 10,786 - - 70,452 - - 95,104 49,659 142 - 161,909 242,038 902,327 (902,327) - -	2023 Total	2022 Total
						£ 1,456,469 155,858 21,347 110,607 175,330 45,606 106,968 224,326 162,907 142 17,525 161,909 266,543 2,905,538 - 2,905,538	£ 1,477,504 145,530 25,259 184,781 - 36,788 7,721 143,337 177,784 18,196 46,467 132,214 115,172
	621,990 306,791 104,541	698,797 270,698 93,536	497,551 234,604 77,030	184,873 90,234 (275,107)			2,510,754 - -
	1,033,322	1,063,031	809,185	-			2,510,754

Landscape Institute

Notes to the financial statements

For the year ended 31 March 2022

4b Analysis of expenditure (prior year)

Analysis of expenditure (prior year)
£ Staff costs (note 6) 324,239 Branch and member group activities - Direct member communications 32,446 Awards and Competitions - Pathway examinations and supervision - Event and Conference costs - Awards and competition costs 55,886 Consultants and other direct costs 44,092 Legal & professional - Depreciation - Committee and Leadership expenses - Premises costs - Other costs - 456,663 Support costs 204,953 Governance costs 138,501 Total expenditure 2022 800,117 Raise the profile of landscape and place with the public and decision makers	Build the resilience and confidence of the Landscape Profession £ 334,499 25,259 95,897 17,895 36,788 7,721 1,184 47,900 89,474 - - - - 656,617 180,841 123,922 961,380	Grow and be more inclusive as an organisation £ 379,630 - - 48,440 - - 2,442 13,348 3,769 18,196 - - 24,651 490,476 156,728 102,053 749,257	Governance Costs £ 185,700 - 10,672 - - - 1,376 23,880 36,100 0 46,467 - - 304,195 60,281 (364,476) -	Support Costs £ 253,436 - 6,515 56,000 - - 1,558 14,117 48,441 - - 132,214 90,522 602,803 (602,803) - -	2022 Total
					£ 1,477,504 25,259 145,530 122,335 36,788 7,721 62,446 143,337 177,784 18,196 46,467 132,214 115,173
					2,510,754 - -
					2,510,754

The Landscape Institute

Notes to the financial statements

For the year ended 31st March 2023

5 Net income/(expenditure) for the year

This is stated after charging

Depreciation Trustee's expenses Auditors' remuneration (net of VAT):  Audit  Other services Operating lease rentals:  Property  Office equipment	2023 £ 142 5,953 14,200 5,950 131,616 2,896	2022 £ 18,186 9,503 18,350 13,320 114,312 6,952

Analysis of staff costs, trustee remuneration and expenses, and the cost of key management personnel

Staff costs were as follows:

Staff costs were as follows:
Salaries and wages Redundancy and termination costs Social security costs Employers contributions to defined contribution pension scheme Other staff related costs including travel and agency staff	2023 £ 1,031,114 4,249 102,241 60,129 258,736 1,456,469	2022 £ 1,016,430 - 106,642 59,457 294,975
		1,477,504

The redundancy and termination costs accrued at the balance date and paid post year end amounted to nil (2022: nil)

The following number of employees received employee benefits (excluding employer pension costs) during the year between:

the year between:
	2023	2022
	No.	No.
£60,000 - £69,999	-	2
£70,000 - £80,000	-	-
£80,001 - £90,000	-	-
£90,001- £100,000	1	-

The total employee benefits including employer's National Insurance, pension contributions and termination costs of the key management personnel were £448,927 (2022: £582,702).

Jane Findlay, President, received combined honorarium from the charity of £6,934 (2022: £27,734; present and past president) plus national insurance and pension payments of £701 (2022: £3,716; as before). No other Trustees were paid and no other Trustees received any other benefits from employment with the Institute in the year (2022: nil). The payment of this salary is in accordance with clause 9.1(b) of our Royal Charter.

During the year, no trustees (2022: 1), received remuneration in respect of professional services provided (2022: £4,715). Related party income transactions with Hardscape Ltd, a company which the Honorary Treasurer, Mathew Haslam is a director, amounted £26,880.

Trustees' expenses represents the payment or reimbursement of travel and subsistence costs totalling £5,953 (2022:£9,053) incurred by 4 trustees (2022: 3) relating to attendance at meetings of the trustees, meetings with members and external representation of the Institute.

7 Staff numbers

The Landscape Institute

Notes to the financial statements

For the year ended 31st March 2023

The average number of employees (head count based on number of staff employed) during the year was as follows:

follows:
Raise the profile of Landscape and Place Build the resilience and confidence of the profession Inclusive Growth Support Governance	2023 No. 9 9 5 2 2 27	2022 No. 7 8 5 2 3
		25

8 Taxation

The Institute is exempt from corporation tax as all its income is charitable and is applied for charitable purposes. The Institute's trading subsidiary Landscape Services Ltd gift aids any available profits to the Institute.

9 Related party transactions

Other than those disclosed in note 6, there were no other related party transactions during the year.

In particular, there were no donations from related parties which were outside the normal course of business and no restricted donations from related parties.

10 Tangible fixed assets

Tangible fixed assets
Cost At the start of the year Additions in year Less: disposals during the year At the end of the year Depreciation At the start of the year Disposals Charge for the year At the end of the year Net book value At the end of the year At the start of the year The group and the charity	£ - - - - - - - - - - Fixtures, fittings, office equipment	£ 14,628 1,266 (9,689) 6,205 14,628 (9,689) 142 5,080 1,125 - Computers	£ 275,501 - - 275,501 275,501 - - 275,501 - - Database and website	Totals £ 290,129 1,266 (9,689)
				281,706
				290,129 (9,689) 142
				280,582
				1,125
				-

The tangible fixed assets of the Institute are the same as those of the group and, therefore, have not been stated separately.

All of the above assets are used for charitable purposes.

The Landscape Institute

Notes to the financial statements

For the year ended 31st March 2023

2023 2022 £ £ 1,823,497 1,716,325 (117,000) 107,172 1,706,497 1,823,497 - - 1,706,497 1,823,497 2023 2022 £ £ 1,706,497 1,823,497 - - 1,706,497 1,823,497 Thegroup Thegroup	The Institute	The Institute
	2023 2022 £ £ 1,823,497 1,716,325 (117,000) 107,172 1,706,497 1,823,497 7 7 1,706,504 1,823,504 The charity	2022 £ 1,716,325 107,172
		1,823,497 7
		1,823,504
2023 £ 1,706,497 - 1,706,497	2023 £ 1,706,497 7 1,706,504	2022 £ 1,823,497 7
		1,823,504

The Landscape Institute

Notes to the financial statements

For the year ended 31st March 2023

12 Subsidiary Undertaking

The Institute owns the whole of the issued ordinary share capital of £7 in Landscape Services Limited, a company registered in England. Activities of the subsidiary include events management and sales of advertising and publications. All activities have been consolidated on a line by line basis in the statement of financial activities. Available profits are distributed to the Institute through a gift aid donation. A summary of the results of the subsidiary is shown below:

Turnover Cost of sales Gross profit Administrative expenses Profit on ordinary activities before taxation Taxation on profit on ordinary activities Profit for financial year Retained earnings Retained earnings brought forward Profit for the financial year Distribution to parent entity Retained earnings carried forward The aggregate of the assets, liabilities and funds was: Assets Liabilities Funds	2023 £ 695,343 (283,320) 412,023 (182,083) 229,940 - 229,940 - 229,940 (229,940) - 244,669 (244,662) 7	2022 £ 691,172 (352,110)
		339,062 (134,307)
		204,755 -
		204,755
		- 204,755 (204,755)
		-
		345,974 (345,967)
		7

During the year, the institute recharged the subsidiary management and overhead costs of £140k (2022: £129k)

13 Parent charity

The parent Institute's gross income and the results for the year are disclosed as follows:

Gross income Results for the year	2023 £ 1,900,899 (656,236)	2022 £ 2,073,856 (79,440)

The Landscape Institute

Notes to the financial statements

For the year ended 31st March 2023

14 Debtors

Debtors
Trade debtors Due from group undertakings Awards and Competitions Office Rent Deposit VAT Debtor Prepayments and accrued income	Thegroup		The Institute
	2023 £ 28,070 - - 18,380 7,701 121,998	2022 £ 135,748 - 18,422 - - 143,113	2023 £ 9,711 84,369 - 18,373 7,701 91,707	2022 £ 75,401 142,579 18,422 - - 108,844
	176,149	297,283	211,861	345,246

15 Creditors: amounts due within one year

Creditors: amounts due within one year
Trade creditors Deferred income (please see below) Taxation and social security VAT creditor Other creditors Accruals Deferred income comprises: Membership fees received in advance Registered practice fees in advance Examination fees in advance Accreditation Fees Competition and other income in advance	Thegroup		The Institute
	2023 £ 183,595 467,431 29,639 - 19,961 44,068	2022 £ 119,309 467,023 26,851 8,916 56,411 121,972	2023 £ 183,361 307,372 29,639 - 19,961 44,068	2022 £ 118,730 304,645 26,851 - 56,195 121,002
	744,694	800,482	584,401	627,423
	261,406 160,059 30,959 15,007 -	251,639 137,276 53,007 - 25,101	261,405 - 30,960 15,007 -	251,639 - 53,007 - -
	467,431	467,023	307,372	304,646

All 2022 Deferred Income was released in the financial year.

16a Current year analysis of group net assets between funds

Current year analysis of group net assets between	funds
Tangible fixed assets Investments Net current assets Net assets at the end of the year	Restricted funds £ - - 5,306	Designated funds £ 1,125 1,447,540 -	General funds £ - 258,957 (77,081)	Total funds £ 1,125 1,706,497 (71,775)
	5,306	1,448,665	181,876	1,635,847

16b Prior year analysis of group net assets between funds

Tangible fixed assets Investments Net current assets Net assets at the end of the year	Restricted funds £ - - 5,696	Designated funds £ - 1,702,115 95,071	General funds £ - 121,382 137,880	Total funds £ - 1,823,497 238,647
	5,696	1,797,186	259,262	2,062,144

The Landscape Institute

Notes to the financial statements

For the year ended 31st March 2023

17a Current year movements in funds

17a Current year movements in funds
Restricted funds: Travel award The Parks Alliance Total restricted funds Unrestricted funds: Designated funds: Fixed assets funds Branch funds Entry Standards Modernisation Fund Policy Development Fund Project Kestrel Strategic Development Total designated funds General funds Total general funds Total unrestricted funds Total funds 17b Prior year movements in funds Restricted funds: Travel award The Parks Alliance Total restricted funds Unrestricted funds: Designated funds: Fixed assets funds Branch funds Entry Standards Modernisation Fund Policy Development Fund Property Fund Total designated funds General funds Total general funds Total unrestricted funds Total funds	At the start of the year £ 5,306 390	Incoming resources £ - -	Outgoing resources £ - -	Transfers £ - (390)	At the end of the year £ 5,306 -
	5,696	-	-	(390)	5,306
	- 33,489 52,277 9,305 - 1,702,115	- - - - -	- - - - - -	- (11,108) (52,277) (9,305) 400,000 (675,831)	- 22,381 - - 400,000 1,026,284
	1,797,186 259,261	- 2,596,242	- (3,022,538)	(348,521) 348,911	1,448,665 181,876
	259,261 2,056,447	2,596,242 2,596,242	(3,022,538) (3,022,538)	348,911	181,876 1,630,541
	2,062,143	2,596,242	(3,022,538)		1,635,847
	At the start of the year £ 5,306 -	Incoming resources £ - 390	Outgoing resources £ - -	Transfers £ - -	At the end of the year £ 5,306 390
	5,306	390	-	-	5,696
	18,196 34,600 109,320 9,305 1,555,818	- - - - 107,172	(18,196) - (57,043) - -	- (1,111) - - 39,125	- 33,489 52,277 9,305 1,702,115
	1,727,239 301,867	107,172 2,430,923	(75,239) (2,435,515)	38,014 (38,014)	1,797,186 259,261
	301,867 2,029,106	2,430,923 2,538,095	(2,435,515) (2,510,754)	(38,014) -	259,261 2,056,447
	2,034,412	2,538,485	(2,510,754)	-	2,062,143

General funds

General Funds are funds available for the purposes of the Institute to be spent as the Board of Trustees sees fit within the stated objectives of the charity. The Board of Trustees are free to set priorities and decide how and when to spend these funds, and they are not earmarked in any way.

The Landscape Institute

Notes to the financial statements

For the year ended 31st March 2023

17 Movement in funds - descriptions of funds

Purposes of restricted funds

The Travel Award Memorial fund originated from a donation to provide travel awards to members, and typically make three or four awards per year.

Purposes of designated funds

The net value of fixed assets is reflected in a designated fund. There was no transfer at year end as all assets are fully depreciated.

Funds in branch bank accounts are intended for use in the relevant branch.

The entry standards modernisation fund was designated for major investment in our future growth. During the year work continued with new routes to entry. Work continued on the apprentice scheme, notable Level 7; a pilot scheme was launched before the year end for the experienced Technician Member. Improvement to the Pathway Chartership and its link to the new competency framework is delayed due to IT challenges.

The policy development fund is set aside to provide our new larger policy and influencing team with resources to help make a greater impact more quickly. During the year it funded consultancy fees on Climate Change activities.

The Strategic Development fund comprises net proceeds of the sale of the Institute's former investment property. It is to support the future strategy of the Institute. 80% of dividend income and 20% of the movement on revaluation is allocated to the general fund.

The Project Kestrel Fund is monies set aside to support the development of a new CRM system and improved websites, to enhance the member experience and efficiencies of our internal processes.

18 Reconciliation of net income / (expenditure) to net cash flow from operating activities

Net income / (expenditure) for the reporting period (as per the statement of financial activities) Depreciation charges Losses/ (gains) on investments Dividends, interest from investments (Increase)/decrease in debtors Increase/(decrease) in creditors Net cash provided by / (used in) operating activities	2023 £ (426,296) 142 117,000 (61,622) 121,134 (55,788)	2022 £ 27,731 18,195 (107,172) (62,479) (7,202) 128,121
	(305,430)	(2,806)

The Landscape Institute

Notes to the financial statements

For the year ended 31st March 2023

19 Operating lease commitments

The group's and the Institute's total future minimum lease payments under non-cancellable operating leases is as follows for each of the following periods:

Within 1 year 2 - 5 years	Thegroup	Thegroup	The Institute	The Institute
	2023 £ 128,760 96,570	2022 £ 122,953 210,800	2023 £ 128,760 96,570	2022 £ 120,887 81,267
	225,330	333,753	225,330	202,154

20 Contingent liabilities

The group and the charity had no contingent liabilities at the balance sheet date or the date of approval of these financial statements.

21 Legal status of the Institute

The Institute is a registered charity, Charity Commission number 1073396 and Scottish Charity Regulator number SC047057, and incorporated by Royal Charter, registration number RC000767.