2022-12-31-accounts

CHARITY NUMBER: 1089685 COMPANY NUMBER: 4302973

CPRE The countryside charity

(Registered as Campaign to Protect Rural England) Company Limited by Guarantee

REPORT AND FINANCIAL STATEMENTS

31 December 2022

Campaign to Protect Rural England

TRUSTEES’ REPORT

Contents

1. A MESSAGE FROM OUR CHAIR ................................................................ 1 2. TRUSTEES’ REPORT ............................................................................... 2 3. OUR ACHIEVEMENTS IN 2022 ................................................................. 3 4. FINANCIAL REVIEW ............................................................................. 12 5. FUTURE PLANS .................................................................................... 15 6. STRUCTURE, GOVERNANCE AND MANAGEMENT ...................................... 16 7. AUDITOR ............................................................................................ 20 8. INDEPENDENT AUDITOR’S REPORT ........................................................ 22 9. STATEMENT OF FINANCIAL ACTIVITIES .................................................. 25 10. BALANCE SHEET .................................................................................. 26 11. STATEMENT OF CASH FLOWS ................................................................ 27 12. NOTES TO THE FINANCIAL STATEMENTS ................................................ 29 13. PROFESSIONAL ADVISORS ................................................................... 47

Campaign to Protect Rural England TRUSTEES’ REPORT

1. A MESSAGE FROM OUR CHAIR

A tumultuous year for the country, 2022 saw many countryside issues come to the fore and CPRE’s work given new resonance. From planning to pylons and from hedgerows to the stars above, our campaigns have made headlines and given us new partners with whom to advance our cause.

And yet, alongside a fast-moving political scene, CPRE also mourned the loss of Her Majesty Queen Elizabeth II – a supportive patron throughout her 70-year reign.

The organisation’s year was top and tailed by progress on planning, with January's government commitment that any new planning system would include ‘effective local engagement’. We finished the year with an announcement that communities would also have more say on local housing targets – giving us hope that our villages and market towns will see the housing they need, rather than targets imposed on them from on high.

We also took on other aspects of local housing: new research showed a 1000% increase in short-term lets between 2015-21, which highlighted the impact of short-term lets on the housing crisis and, in particular, the lack of availability of affordable housing in rural areas. Towards the end of the year, the government gave some promising indications that the short-term let market would undergo a more rigorous application process.

In between, we reported on the Local Green Space designation and called for the government to step up its support for Local Green Spaces and better promote the policy. The research also demonstrated how important green spaces are to local communities. Continuing our focus on green spaces, we then published research on the state of high-quality agricultural land in England, finding that almost 14,500 hectares of the country’s best agricultural land had been permanently lost to development. Between 2010 and 2022, almost 300,000 homes were built on prime agricultural land – at a time when our annual ‘state of brownfield’ report revealed that space for 1.2 million homes on brownfield land was lying dormant.

The autumn saw the incoming prime minister, Rishi Sunak, re-instate the fracking moratorium after more than 80,000 people signed our petition for a re-think. But a particularly satisfying achievement was seeing the impact of a campaign won more than a decade ago, pioneered by CPRE Peak District and South Yorkshire, to put power lines underground in our iconic landscapes, as pylons tumbled in Dorset and the Peak District. A result that shows we can protect our beautiful countryside and have a resilient energy infrastructure.

Our hedgerow campaign built momentum throughout the year with a range of events, some in muddy fields, some in parliament; the latter giving us 82 MPs and Peers signing up to be Hedgerow Heroes supporting our call for the government to set a target to increase our hedgerow network by 40% by 2050. And in December, we launched our farmers survey on hedgerows – showing that 80% of farmers support CPRE’s call for a hedgerow target.

Twelve of our local groups have now won funding to develop planting and restoration projects, as well as working with their communities to spread the word on the value of hedgerows. They and many others joined with us to celebrate National Hedgerow Week in October with nearly 50,000 people signing our hedgerow petition that was delivered to Defra.

New initiatives such as these helped bring in a wave of volunteers to CPRE alongside our trustees, planning stalwarts and litter pickers.

Internally we have also seen the creation of our Network Assembly this year to improve our communication and policy development with local groups. With our national network and a new CEO arriving in May – and, I hope, a new royal patron – we will be continuing to drive forward our vision of a thriving, beautiful countryside for everyone.

Simon Murray

Chair of the Board of Trustees

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Campaign to Protect Rural England TRUSTEES’ REPORT

2. TRUSTEES’ REPORT

The Trustees of CPRE present their annual report for the year ended 31 December 2022, together with the audited financial statements for that year. The financial statements comply with the Companies Act 2006, Financial Reporting Standard 102 (FRS102) and the Charities Statement of Recommended Practice (“SORP(FRS102)”).

The Campaign to Protect Rural England uses the operating name: CPRE The countryside charity. The legal name remains unchanged.

a) Objects and activities

The Trustees have referred to the guidance from the Charity Commission on public benefit in producing this report, and when reviewing our aims and objectives and planning our future activities. In particular, the Trustees consider how planned activities will contribute to the aims and objectives they have set.

Our charitable objects are ‘to promote and encourage for the benefit of the nation the improvement and protection of the English countryside and its towns and villages and the better development of the rural environment’.

b) Our vision and mission

At CPRE we want to see a beautiful, thriving countryside which is valued and enjoyed by all and which is enhanced and protected for this and future generations. It is vital for our wellbeing, it is the place for nature and it is a critical part of this nation’s response to the climate emergency.

CPRE’s vision is of ‘a beautiful and thriving countryside that enriches all our lives’. Our mission to take us there is to ‘promote, enhance and protect a thriving countryside’.

c) Our Strategy 2020-26

Our mission is delivered through the strategic plan which aims to broaden our appeal, increase our impact and renew our countrywide network. Four strategic aims will take us to our centenary in 2026:

1. Connect people and countryside

We’ll promote the value and benefits of the countryside so that far more people engage with, understand and enjoy it, particularly those who have not benefited before. This will help us to create a stronger voice to enhance and protect the countryside, including locally-valued landscapes;

2. Promote rural life

With communities and partners, we’ll develop and promote a sustainable vision for living in the countryside and bring together solutions for the rural economy, housing, farming, transport and the natural environment;

3. Empower communities

We’ll empower our network to engage with communities to involve more people in improving their local environment through volunteering and local action;

1. Grow our capacity

We’ll bring together a larger and more diverse group of people who share our belief in countryside for all.

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d) Activities and services provided

Our campaigning is evidence-based and reasoned, as well as passionate. We are experts in the planning system and landscape character, locally and nationally. We have a long track record of achievement, dating back over 90 years. We are independent of any interest group and defend the countryside in the public interest.

The three principal ways in which we achieve our objectives are:

1. Initiating and supporting activities that directly improve the countryside and rural communities.

2. Influencing national policies to maximise the benefit and minimise the damage to the countryside.

3. Supporting and developing our network of independent local CPREs and through them influencing local plans, supporting appropriate developments and preventing developments that would unnecessarily damage the countryside.

We provide an overview of our activities through this Annual Report- CPRE’s Annual Review, Countryside Voices, our magazine for members; tailored communications for donors and high-value supporters; and regular Campaigns Update email bulletins. Our website www.cpre.org.uk and activity through all the main social media channels promotes the value of the countryside and our work to enhance and protect it, providing advice and access to comprehensive information on our aims, activities and services.

The 39 independent county CPREs run campaigns and provide local information via their websites, publications and events. They have a very small staff and rely in the main on increasing numbers of volunteers to help them enhance and protect their local countryside.

The work of national CPRE is organised into four main departments, each of which comprises a number of teams:

1. Campaigns and Policy: Land Use and Planning, and External Affairs.

2. Engagement and Income: Individual Giving, High Value Relationships, Brand and Engagement.

3. Volunteering and Partnerships: Volunteering Development, Network Support and Engagement.

4. Finance and Operational Effectiveness: Finance, Knowledge & Data, HR and IT.

The departments work very closely together and much of our work is carried out jointly by cross-team groups of staff also working with volunteers from across our network. Responsibility for delivering our strategic aims brings their work together and highlights from 2022 are reported accordingly below.

3. OUR ACHIEVEMENTS IN 2022

2022 was a year of change for CPRE as we drove forward the third year of our strategic plan. Overwhelmingly the public work of the charity - campaigning on and raising awareness of countryside issues and solutions and providing more support to those striving for better outcomes locally – reached new highs and exceeded targets. As you can see from the reports below, the sheer number, breadth and depth of our campaign and policy launches and activities, our lobbying and meetings with Government at all levels and the number and quality of media coverage of CPRE’s work, was unprecedented in recent years.

As reported last year, we took the difficult decision to bring our costs in line with our income. In January we completed our move to a substantially reduced London office which helped to significantly reduce costs. In addition, working with Community, our recognised trade union, we took a number of steps to reduce staff costs including a pay freeze for the majority of staff, a pay cut for senior staff and a small increase for junior staff, as well as a number of staff reducing their hours. Unfortunately, despite these savings we still had to say farewell to a number of colleagues in order to reduce the staff costs.

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Internally we also introduced a number of key recommendations from the external governance review undertaken in 2021, most notably the creation of a new Assembly to improve the co-ordination and cocreation of initiatives with our local CPRE’s.

Fundraising including legacy income exceeded our expectations which together with tight cost control has enabled us to replenish our unrestricted reserves. CPRE is fortunate enough to have a stable income base provided by its strong and longstanding membership and by those who leave us a legacy, but we still have a way to go in diversifying the sources of our income, to reduce our reliance on these core income streams and reduce the risk of shortfalls in the long term. Supporting our members and collaborating across the CPRE movement and with partners and allies for nature and countryside to attract more support for all of our work, continues to be a priority for 2023.

a) Connect people and countryside

We kicked off the year with a great win for our ongoing planning campaign. After persistent calls for a rethink, ministers eventually acknowledged that local democracy must be at the heart of new planning changes. This was a seismic success for CPRE and was the result of consistent pressure both nationally and among CPRE local groups. Our belief remains that community engagement is key to the planning system. It provides the local knowledge needed to make sustainable, better-informed decisions in rural communities.

A little later in January, we unleashed groundbreaking research on short-term lets. Our research showed a 1000% increase in short-term lets between 2015-21. It laid bare the impact of short-term lets on the housing crisis, and in particular, the lack of availability of affordable housing and skyrocketing rents. Thanks to an unregulated short-term let market, rural housing has simply been disappearing. Meanwhile, over 170,000 families sit on social housing waiting lists. Towards the end of 2022, the government gave some promising indications that the short-term let market would undergo a more rigorous application process.

In February, we published an impactful analysis of Local Green Spaces in England – in particular, on Local Green Space designation. Our report found that 6,515 Local Green Spaces had achieved ‘designation’. Local Green Space designation strengthens the protections for these cherished spaces (a bit like Green Belt status). We called for the government to step up its support for Local Green Spaces and more strongly promote the policy. The research also demonstrated how important green spaces are to local communities. They give people vital access to nature, support wildlife, and bolster defences against extreme weather.

At CPRE, we believe the climate emergency is the biggest threat to the countryside. Therefore, we keep climate and net zero issues at the forefront of our campaigning. In late March, we published research that indicated that the government hadn’t mapped a clear route to net zero. While we were pleased to see that 85% of local councils had announced ambitious net zero targets, we highlighted that without integrating net zero into local plans, local councils are ‘planning to fail’. For local authorities to achieve net zero, national planning policy needs to prioritise sustainable development, tackle car reliance, and the reduction of carbon emissions.

In spring, we published the results of our annual citizen science project, Star Count. More than 2,500 people counted the stars in the constellation of Orion, and we used that data to measure levels of light pollution across the country. The results suggested that severe light pollution is continuing to fall, which we believe is a result of ‘lockdown legacy’ as well as soaring energy prices. However, half of the participants still encountered severe light pollution. This has devastating impacts on wildlife and disrupts our sleep cycles.

Shortly after, our attention turned to the Green Belt (protected green space that surrounds villages, towns, and cities). We published research that revealed what the government spends on the restoration of nature and cultural heritage sites. The results were worrying. We found that, broadly, Green Belt land was getting a low share of government funding via the agri-environmental scheme (AES). Over several years up to 2020, just 7.25% of total AES funding went on Green Belt land. This is despite it being the countryside next door for 30

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million people, and containing 11% of our total farmland. We argued that the government needs to step up funding to conserve these green spaces – vital for people and wildlife.

As we approached autumn, environmental charities nationally looked on in horror as a growth-obsessed government unleashed a swathe of damaging plans. The first was then-chancellor Kwasi Kwarteng’s announcement of ‘investment zones’, an initiative we called ‘deregulation on steroids‘. Investment zones were pitched as a way for local councils to fast-track developments and bypass local democracy in the name of growth. It threatened the Habitats Directive as well as the government’s own 30 by 30 commitment to nature restoration. We argued that this was simply a route to more poor-quality homes and the industrialisation of the countryside and green spaces.

Pressure from across the sector and the public forced the new government under Rishi Sunak to kick investment zones into the long grass. In a further win, we’ve now seen reports that the government is preparing to abandon hundreds of investment zone bids altogether.

Around the same time, former PM Liz Truss announced that she would lift the moratorium on fracking, a move we called a ‘hideous mistake’. Fracking is a huge threat to our countryside and wildlife and accelerates climate change. Not only that but leaked emails from Jacob Rees-Mogg’s office suggested that the government was seeking to bypass public scrutiny entirely and force fracking on rural communities. We responded swiftly, with a petition that quickly gained over 80,000 signatures. This collective campaigning piled on the pressure. Only a couple of months later, the fracking ban was reinstated by incoming prime minister Rishi Sunak.

We had a rousing pylon-related success towards the end of the year, as the result of a campaign that started a decade ago. In 2012 CPRE called for pylons to be placed underground due to their impact on landscapes and tranquillity. After years of deliberation, the work began on the downing of pylons in 2022. In October, the final pylon came down in a stretch in the Peak District National Park, and work started on undergrounding pylons in Dorset AONB.

We finished the year with a new report on brownfield (previously developed land). Our annual ‘state of brownfield’ report revealed that space for 1.2 million homes on brownfield land was lying dormant. With hundreds of thousands of vulnerable people and families on waiting lists for social housing, it beggars belief that such land prime for development remains unused.

b) Promote rural life

Continuing our focus on green spaces, in July we published groundbreaking new research on the state of highquality agricultural land in England. We found that almost 14,500 hectares of the country’s best agricultural land, capable of growing 250,000 tonnes of fruits and vegetables a year, had been permanently lost to development. Between 2010 and 2022, almost 300,000 homes were built on prime agricultural land. This is despite, at the time, there being space for 1.3 million homes on brownfield land. We also found that 60% of England’s highest-quality farmland was at high risk of climate change – in particular – flooding. With this being a marked threat to our food security, we’re pushing for a different approach to land use, that balances the competing demands for farming, housing, and energy needs.

In October, our ongoing hedgerow campaign reached a high point when we handed in a petition to Defra which had almost 50,000 signatures. Hedgerows are the unsung heroes of our countryside. Many are steeped in history, and they provide food and shelter for wildlife and absorb and store carbon. The petition called for the government to set a target of planting 40% more hedgerows by 2050. We also held an exhibition in the Houses of Parliament for policy makers to find out more about our hedgerow work. With 82 MPs and Peers now signed up as ‘Hedgerow Heroes’, we’re better equipped than ever to regenerate hedgerows across the country.

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In December, we published brand new research on farmers’ attitudes toward hedgerows. Our survey, conducted by Farmers Weekly, involved more than 1,100 farmers who were asked about how they manage hedgerows on their land, and what they want to see from the government to keep them thriving. In all, 86% of farmers said hedgerows were important to them. However, 70% cited cost as the biggest barrier to planting and maintaining hedgerows. It was a clear call for the government to better support hedgerows, and commit to planting 40% more by 2050.

Just one month after this report was published, we were pleased to hear the government’s announcement that farmers will receive increased payments for taking nature restoration actions. This includes hedgerow planting and creation under new Environment Land Management Schemes (ELMs).

Work also continues on a local level to restore our hedgerow network. Twelve local groups are doing their bit this winter, by planting and restoring hedgerows up and down the country. This has been made possible through corporate funding via the CPRE local planting project.

c) Empower communities

This year the focus has been on enabling local CPREs to expand their teams of volunteers and to ensure there are more training and informal learning opportunities, particularly for people new to their roles.

Network Support and Engagement

Thirty-four training sessions were provided to the countrywide network of, mostly County-based, CPREs ranging from a general induction to CPRE, to more specific courses on planning and how to use new social media tools effectively. There were 4 494 attendees at the training sessions (up 71 on 2021) and evaluation captured an average rating of 4.4 out of 5, indicating that attendees felt the sessions were well-organised and achieved their intended learning objectives.

The autumn online learning week was a particular highlight where sessions over four days covered a wide range of topics bringing people together to connect and learn from each other.

Regular communications continue between national and local CPREs through the weekly Network News e- bulletin. Network News is now sent to nearly 650 staff and volunteers with an average open rate of over 62% . This e-bulletin has improved the advanced notice local CPRE campaigners have about national initiatives e.g. report launches and widens the invite to more people for events, training, launches, consultations and opportunities to shape CPRE’s work. It is also an excellent means for local CPREs to showcase their work and there is an open offer for them to contribute content.

This year development work started on a new network intranet to further improve the internal communications, network support and open up collaboration opportunities. As we end the year the site is built and testing has begun of the access routes for staff and volunteers across the network.

Volunteering Development

This year has been a year of consolidation of our work to make use of a new volunteering platform, Assemble and support local CPREs with their volunteer recruitment and engagement. As the year ends, there are a total of 1,326 registered volunteers fulfilling 1,429 different volunteer roles (some people have more than one role). There are now 26 local CPREs making use of Assemble to manage their volunteer information securely with many of them advertising for new volunteering roles.

The most popular new volunteering roles are those with direct links to countryside campaigning and protection. For example, there are over 150 litter pick volunteers in the counties coordinating activity. In Herefordshire nearly 500 people have signed up to a citizen science role to gather data on water quality in the River Wye, dramatically impacted by agricultural run-off. The Volunteering Development team run a bi-monthly online Induction to CPRE where new staff and volunteers can meet each other and talk with CPREs chair and

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CEO as well as colleagues from the Campaigns and Policy team. This year over 110 people took this opportunity to help them settle into their new roles.

Volunteer Awards are a great way to recognise and thank volunteers for their contribution. This year eleven volunteers were recognised during Volunteers Weeks in June and nine awards coincided with Trustees Week in November. The award categories are CPRE’s values, strategic themes, diversity, climate action and a special contribution and nominations are welcome from all local CPREs and national CPRE on an open basis.

The Volunteering Development team also put their time and energy into supporting the innovative Three Counties partnership with CPRE’s Derbyshire and Nottinghamshire, whilst the team themselves act for CPRE in Lincolnshire (CPRE Lincolnshire closed in 2019). This year the team secured £45k of Hedgerow Heroes funding for four counties in the East Midlands and have project managed hedgerow planting and restoration activities on behalf of the local CPREs.

d) Grow our capacity

Broadening CPRE’s appeal and increasing the amount and diversity of our membership and income continue to be major priorities as we build on the new purpose and brand through the strategy.

Engagement and Income

2022 has been a very positive year in terms of income for CRPE, largely driven by strength in Legacy income and that from our supporters and members. Overall our income was £1.7m higher than 2021.

Brand and Engagement

Our engagement and digital activity is central to reaching larger audiences and broadening our appeal:

• Star Count Campaign – over 2,500 counts were submitted online

Social media – overall growth was down on 2021 following reductions in expenditure and team capacity at the start of 2022. Nevertheless, October saw a peak in combined organic and social reach of 907,647 around the hedgerow campaign, comparable to 2021 levels. We also achieved 10.8% growth in the number of website visits in 2022 compared to 2021 and our 'time on page' average is nearly two minutes in 2022, a 20 second improvement on last year that suggests our content is engaging our users.

Membership and Income Generation

Legacy income was a major driver in our financial success in 2022, as it delivered £1.6m in excess of the prior year income. Following a difficult year for legacies in 2021, we believe we are seeing legacy income that had been delayed in probate due to the pandemic, now coming through.

Other income streams have held up along with this, and coupled with cost savings in the production of our fundraising work, has resulted in an improved surplus for 2022.

Our income from Individual supporters and members was strong across 2022 despite some challenges. People across the UK are affected by the cost-of-living crisis with many charities experiencing dips in their voluntary income and increased loss of supporter numbers. CPRE’s income in this area however was solid, due to a strong year in Legacy income, coupled with that from cash donations and regular income from our members for which we are truly grateful.

The focus on our membership programme in 2023 is to address the decline in the volume of members. To retain more of our members, we are working to modernise our renewals process by automating it, as seen in other organisations and including moderate prices increases to keep pace with the times and allow the charity to maintain our services to our members and the wider public.

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Our appeals income started the year very strongly with our February emergency appeal, which delivered almost 3 times the target income. This proved vital in the year overall, as with increased media coverage about the war in Ukraine and cost of living crisis, our subsequent two appeals in June and October suffered as a result, despite our best efforts, including those to reduce our appeals production costs.

To counter act this, throughout the year, the teams worked quickly and efficiently to garner public support from our campaigning work, such as the lifting of the ban on fracking. This resonated strongly with the public and generated both additional supporters and voluntary donations.

High Value Relationships

2022 was another very successful year for our hedgerows work, where yet again we made national headlines with our argument that hedgerows are a beautiful way to store carbon, reduce flooding and provide havens for many species threatened by climate change. And thanks to £366,000 funding from corporate foundation ESG TOPS Foundation, we are in year 3 of our Hedgerow Heroes project led by five of our local groups working with landowners, engaging the public in the practical action required, planting and restoring over 10 miles of hedgerow and engaging over 600 volunteers, many schools and colleges.

Our strategy remains to diversify and increase other income sources to reduce the impact of fluctuations in various income streams but this can be a slow process and is highly influenced by changes in the economy.

Governance

The regular cycles of meetings continued, for the most part hybrid. The recommendations of the governance review were taken forward by the Building the Movement Steering Group. This group comprises of Trustees from National CPRE and representatives from local CPRE’s. A key recommendation was to create a Network Assembly. This new structure was co-created with our network and was approved by CPRE’s AGM in June 2022. It met two times in 2022 and established working groups to consider other recommendations from the governance review, most notably around the process for recruiting new Trustees and looking at the allocation of membership income and cost between National CPRE and the local CPRE’s.

Work has continued on diversity and inclusion that followed a diversity audit in 2019. The cross-departmental diversity working group has continued to meet bi-monthly. We continued with the second year of our Green Shoots Scheme. CPRE’s Green Shoots scheme was created to increase diversity within CPRE by providing access to career opportunities. It is specifically aimed at people who are usually disadvantaged due to their age, background, or level of education or experience in today’s society. We have also joined with other environmental charities in contributing the RACE report which is deepening our understanding of diversity issues. Priorities for 2023 are to improve reporting on diversity for staff and volunteers and set targets for recruiting staff and volunteers from backgrounds under-represented by CPRE (identified in our leadership statement). We will refine our approach to the diversity working group to keep delivering learning and act as a forum for diversity issues to be discussed.

IT Upgrade

The development of the new CRM system has continued. The anticipated launch of the initial system is now expected to be May 2023. This will the final key system to be upgraded after several years of investment by CPRE. This will allow better access to data by local CPRE’s and for members and supporters to better manage their own data.

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Our Staff

2022 has again been a challenging year for our staff. The cost reduction exercise in the first quarter of 2022 meant that we had to say goodbye to some much valued colleagues. As part of the rebuilding process we undertook a review of the lessons to be learned which was agreed by the board and shared with the staff team. Surveys and meetings have continued with staff during the year. We have trained mental health first aiders to spot and support staff who were struggling. We have reviewed our on-line health provider to improve the support to staff. In addition, we organised a walk for all staff to reconnect with each other and to enjoy the benefits of the local countryside. The London office moved in January 2022 to a smaller building which we configured to better support hybrid working

d) Strategic Performance Results 2022

A new set of strategic performance measures was put in place in January 2022. These measures, summarised below, give a top-level view of progress on the most important measures of progress against the plan. They need to be taken together with the qualitative reports above to see a full picture of what’s going well and where challenges remain.

These indicators are used through the year by the Board of Trustees to keep abreast of progress and provide early warning of any areas which need attention.

KPI	Strategic	Measure	2021 Result	2022	2022 Result	RAG
no.	aim/objective			Target
1a	Grow our	Total fundraising	£3.24m	£3.9m	£5m
	capacity	income all sources
	Increase and	£
b	diversify income	Return on	2.8:1	ROI 4.1	ROI 11.5
	and support	Fundraising
		Investment
c		Fundraising Income	36% legacy 64% other fundraising	38% legacies 62% other fundraising	55% Legacies 45% other fundraising
		from any stream at
		least 10% and/or no
		more of 50% of
		total
2		Numbers and	240,559 46,424 financial	350,000 56,000 financial	246,680 46,644 financial
		diversity of
		supporters all
		sources, of which
		12% financial
		supporters
3	Connect people	Policy & practice	High level joint meeting with new SoS for Levelling Up, Housing and Communities Michael Gove on the planning system and environment, along with other large environmental	No. locally valued landscapes & green spaces enhanced & protected;	Consultation on the National Planning Policy Framework (NPPF) proposed a number of changes reflecting years of CPRE campaigning, including stronger protection for Green Belts,increasedpriorityfor
	and	changes that
	countryside	improve the
		planning system by
		delivering more
		sustainable

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		development in	organisations), where we pushed our call for a brownfield first policy. Successful Brownfield Report launch event, attended by the Housing Minister Chris Pincher MP and almost 100 members, sector reps, journalists, civil servants and MPs. A DLUHC spokesperson welcomed the report and said brownfield was central to government policy now- a change of heart that is a direct result of sustained CPRE lobbying over a no. of years.	No. developments proposed on suitable brownfield sites; No. planning decisions taken in line with Green Belt protection.	brownfield, and reduced scope for developers to build on greenfield sites through planning appeals. Levelling Up and Regeneration Bill included provision for a register of AirBnBs, a necessary first step to tighter planning controls. We published a further State of brownfield report showing that local authorities are continuing to identify increased areas of suitable brownfield land for housing in line with our 2014 campaign, therebysaving greenfields
		public interest
4	Promote Rural	policy and practice	Successful launch of our first young people in rural communities survey report (to become annual). It generated two articles in The Telegraph, and another in The Yorkshire Post and Farming Today also covered the findings. Our collaboration with young people as spokespeople worked particularly well, and it was very received by rural sector stakeholders and Defra would like to work more closely with us in the future in this area. An 11-strong delegation of CPRE staff and volunteers attended COP26 to add our voice to the threat that climate change poses to our countryside. They attended many fringe events, met MPs and were interviewed on BBC Breakfast about nature- based solutions to the climate emergency, and plugged our hedgerow campaign.	Increase in provision of rural affordable housing; No. sustainable models of farming & environmental land management adopted; No. measures that help countryside mitigate & adapt to climate emergency	Parliamentary launch of farmers survey on hedgerows, which had 1,100 responses and showed that 80% of farmers support CPRE’s call for a hedgerow target. The Farming Minister and Labour Shadow spokesperson in the Lords spoke at the launch, which was attended by 150 stakeholders. Pushing back hard on the government’s attack on nature, including watering down of ELMs. Two double Sunday front pages on same day in October in Observer and Sunday Times with quotes from CPRE. Clear sense that government moved on this when Coffey took over with ELMs largely back on track
	Life	change successes
		that ensure a more
		sustainable rural
		economy in which
		communities can
		thrive
5	Empower	Number of	1255 active volunteers at end of Q4. 849 new starters in year.	1,450 regular volunteers. 70% of groups by end 2022	1,429 up 174 on Q4 2021. This is a combination of onboarding and new
	communities	registered
		volunteers

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24 groups (58%) actively volunteers. In any year there using Assemble. Three are volunteers who step down. more onboarding .data in Jan 2022. 21 new volunteer applications were cleared in December 2022, including a volunteer coordinator in Derbyshire, 2 Hampshire litter pickers, 5 citizen scientists in Herefordshire and 8 litter pickers in Somerset. We end the year with 63 different role profiles in Assemble and 83 staff admin users. By role family: 62 Communicators 241 General (incs litter pickers) 271 Governance 788 Specialist (incs citizen scientists and planning vols)

Table 1: Progress against 2021 Strategic Performance Measures

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4. FINANCIAL REVIEW

The financial results of the charity’s activities for the year to 31 December 2022 are set out in the Statement of Financial Activities and supporting notes.

Income and Fundraising Performance

This year total income increased compared to 2021 by £1.7m – mainly due to an increase in legacies. We believe this was due to delays with probate due to the pandemic in the previous year. Membership, (net of the local share) and Committed Giving income was maintained at £1m and we are thankful for those loyal supporters. Funding from charitable trusts and companies was up compared with the previous year particularly due to funding for our Hedgerow work.

We would like to thank our many supporters who helped optimise the value of their donations by completing Gift Aid forms. We reclaimed £347k in Gift Aid in 2022 (2021: £349k).

Expenditure

Total expenditure in 2022 was £4.2m (2021: £5.8m) of which £3.5m was spent on charitable activities (2021: £4.4m), this included continued support to the network, our successful campaigning work as well as supplying members with information.

Financial Policy

The Board recognises the need to keep unrestricted reserves at a level appropriate to the needs of the organisation. The Board reviewed its reserves policy in December 2022 maintaining the target range in line with the policy below and to set the context for the 2023 budget. CPRE’s reserves policy is:

‘The Board adopts a risk-based approach to reserves. Its policy is to hold unrestricted free reserves, in a range of £1.7m – £3.5m. This reflects the Trustees’ current appraisal of working capital requirements, the risks in CPRE’s sources of income, an allowance for unplanned expenditure, and a degree of funding for key investments during the next planning cycle’.

For the purpose of its policy, CPRE has defined its reserves as its unrestricted free reserves, which constitute total reserves less restricted, and endowment reserves and fixed assets. We have ignored our fixed assets, as they are illiquid.

Therefore, our policy focuses on our unrestricted free reserves. These were £3.1m at the year-end (£2m in 2021) and represent a strong base to provide resilience against the financial risks faced by the organisation. Further information on CPRE’s funds is contained in note 15 to the accounts.

Table: Unrestricted Free Reserves

Table: Unrestricted Free Reserves
	2022
	£’000
Total Reserves	4,466
Less: Restricted Reserves	(358)
Less: Endowments Reserves	(134)
Less: Designated Reserves	(891)
Unrestricted Free Reserves	3,083

The year-end total of £3.1m is within our target range of £1.7m to £3.5m.

Having assessed the charity’s financial position, its plans for the foreseeable future, the risks to which it is exposed and the detailed cash projections, the Trustees are satisfied that it remains appropriate to prepare the statements on a going concern basis.

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Campaign to Protect Rural England TRUSTEES’ REPORT

Investment Policy and Performance

During 2022 all CPRE’s investments were managed by CCLA.

For the year to 31 December 2022 the total portfolio has increased by 5% (2021: reduced by 70%) as we added a net £50k (2021: withdrew £1.5m). Investment loss made on investment in 2022 amounted to £15k (2021: £45k gain).

The main fund remains with the CCLA Charity Ethical Investment Fund.

CPRE’s prime ethical consideration is to identify any obvious conflicts of interest between its objectives and the objectives/activities of any company whose shares may be acquired directly for the purpose of investment. We had no direct investment in company shares at 31 December 2022.

Fundraising Approach

CPRE undertakes fundraising activity to its supporters via direct mail, telephone and email in line with the Fundraising Code of Practice set by the Fundraising Regulator. Our fundraising promise, which is available on our website to reassure supporters of our approach, is

‘When you support us by becoming a member, campaigner or donor you can be sure of the following:

• We will never sell your contact details to anyone outside of CPRE

• We will only contact you if you have expressed an interest in our work

• If we phone you, we will always check you are happy to take the call

• If you ask us to change how we communicate with you, or stop, we will respect that

• We try hard to ensure no one ever feels pressurised to support our work

• We are registered with the Fundraising Regulator and adhere to the Fundraising Code of Practice

• All our activities are open, fair, honest and legal.’

CPRE is registered with the Fundraising Regulator and adheres to the standards of the Fundraising Code of Practice. Fifteen complaints about fundraising activity was received by CPRE national office in 2022 and they were promptly resolved without the need for escalation to the regulator.

Risk Management

The Board recognises its responsibilities in terms of managing risk and has systems in place to ensure that the risks faced by the charity are identified, assessed, managed and monitored.

The Senior Leadership Team and all staff assess risks as part of all significant project management. The Board review current material risks at each Board meeting during the year and a thorough review of potential risks annually. This was undertaken in December 2022.

The main categories of risk are:

• Governance

• Reputation

• Financial

• Regulatory

• External

The Board considers the gross risk before taking into account internal and external controls and the residual net risk after these internal and external controls are applied. The major net risks relate to external factors beyond CPRE’s control; the most significant are considered to be:

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Campaign to Protect Rural England TRUSTEES’ REPORT

• A downturn in the economy leading to a decrease in income and a reduced ability to diversify our income

• Inflation risk to costs, particularly wage inflation

The most significant internal risks prior to our internal controls are considered to be:

• Failure to diversify and grow income

• Our initiatives fail to achieve expected outcome due to not reflecting public mood or change in government policy

• Failure of effective strategic leadership

• Staff retention

• Health of local CPRE’s and their impact on National CPRE

Our internal controls are intended to manage rather than eliminate risks and to give reasonable rather than absolute assurances.

There are only two significant residual internal net risks, all of which are assessed as acceptable:

• Failure to diversify and grow income

• Our initiatives fail to achieve expected outcome due to not reflecting public mood or change in government policy

The system of internal control includes:

• A multi-year strategic plan

• An annual operational plan and budget, with actual performance being monitored regularly

• A range of policies (e.g. financial reserves policy) and procedures

• A Network Assembly for developing policies for working together with CPRE regions and branches

• A regular risk assessment programme

• A staff structure and scheme of delegation that aids continuity of our work

The scheme of delegation sets out the delegated authority of the FAOE Committee, the Policy Committee, the Nominations Committee and the principal officers. The day-to-day management is delegated to the Chief Executive, the principal officers and other CPRE staff.

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5. FUTURE PLANS

Our strategic aims 2020-26 as set out in section 2 (c) on page 2 demonstrate what we are going to do at national CPRE in the remaining three years to move us towards our vision of a beautiful and thriving countryside that enriches all our lives. The strategic aims set our priorities and where we are going to allocate our resources during this period. All our plans and projects contribute towards the achievement of these aims.

In practice our strategy means developing new projects with partners from the CPRE network and externally, to develop, set out and promote solutions through research, policy, campaign and practical work. It means new programmes for volunteering, membership and supporter engagement and capacity-building for our network and their communities. It means presenting to the public and policymakers a vision of positive, sustainable progress for our countryside which can hold its own against the imperatives of growth.

2023 Priorities

Our operational plan and budget, which sets out the details of what we’re going to do and how we will utilise our resources, have been agreed by the Board and follow three operational priorities for the year:

• Deliver successful integrated ‘hero’ campaigns that attract and engage new supporters – specifically on

• planning reforms and renewable energy

• Grow membership driven income and supporting High Value Income generation – including maximising

• income through upgrades, renewals and a tiered membership programme

• Increase capacity through volunteering and network engagement – including increased volunteer

• engagement with our ‘hero’ campaigns and membership retention and acquisition

Progress against the operational plan will be measured by management and project teams and strategic performance measures reviewed by the Board every quarter. The budget with which we will deliver the plan has been agreed by the Board and is in line with our financial strategy and reserves policy. Progress against the budget is monitored alongside the performance measures by the senior leadership team and the Board advised by the Finance and Operational Effectiveness sub-committee as described below.

Priorities and plans for 2024 will be set in the light of progress and according to a mid term review of the strategy in the autumn of 2023.

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6. STRUCTURE, GOVERNANCE AND MANAGEMENT

Legal and Administrative Details

The Campaign to Protect Rural England is a registered charity (number 1089685) and a company limited by guarantee (number 04302973). It was founded in 1926. It is registered in England and its registered office is 15-21 Provost Street, London, N1 7NH. It is governed by its Memorandum and Articles of Association adopted on 4 October 2001, which were most recently amended on 23 April 2021.

The members of the Trustee Board are Trustees under charity law and Directors under company law. They are also known as Board Members.

CPRE has a wholly owned trading subsidiary, CPRE Enterprises Limited (Company No 4287611) which has been dormant throughout the year.

This report has been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities (SORP FRS102 – 2nd Edition, effective 1 January 2019) and in accordance with the special provisions of the Companies Act 2006 relating to small companies.

Structure

National CPRE comprises the national office in London and eight regional groups.

The regional groups were originally set up to influence regional plans but their role has evolved into one of engaging with sub-regional planning bodies and supporting collaboration across the network. The National CPRE regional groups’ financial results are incorporated into the main charity financial statements at the end of each year. All regional work in London is carried out by CPRE London, and is accounted for within CPRE London.

The CPRE network operates as a network of 42 branches which subdivide into over 100 active district groups. There are 39 separately constituted branches that operate within the wider CPRE federal structure. As legal entities in their own right, with their own boards of trustees, their results do not form part of these financial statements. Three branches, Lincolnshire, Durham and Northumberland, are part of the main charity and their finances are incorporated into the charity financial statements at the end of each year.

While 39 of the branches are separately registered charities, with their own governing documents and boards of trustees, most use the name and branding of CPRE. All deliver broadly similar objectives and receive a share of the membership subscriptions from CPRE’s members. The Chairs of our branches hold over 70% of the voting rights at our Annual General Meeting.

The Board believes that the structure of the organisation is a huge strength that gives CPRE both a national presence and a strong and effective grassroots involvement.

General Council

The General Council comprises the voting members of CPRE. The voting members comprise: one person from each branch, one from each county association, one person from each region, Board members and The President.

The Board

The Board is made up of at least three and not more than ten Trustees including the Chair, the Chair of Policy Committee and the Treasurer. It is composed of up to eight Elected Board Members (including the posts listed above) and up to two Selected Board Members. All Elected Board Members serve a three-year term of office but may be eligible for re-election for a further three-year term. All Selected Board Members hold office until the next AGM but may be eligible for co-option for a further year at the discretion of the Board, subject to a maximum term of six years. During the year three Board Members, Robin Thompson, Richard Simmons and Douglas Chalmers stepped down and will be replaced at the next AGM.

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The Charity maintains third party indemnity insurance for the Trustees.

Recruitment of Trustees

Trustees are recruited in accordance with our Articles of Association and the process is undertaken by the Nominations Committee who make recommendations to the Board. All Trustee roles are advertised within the CPRE Network and externally. They are advertised on the basis of seeking to fill skills gaps and to improve the overall diversity on the Board.

All members of the Board have role descriptions and take part in induction programmes, training and development as appropriate.

As part of the governance review a sub group has been established to review the process for recruiting Trustees. This is due to report in early 2023.

Statement of Trustees’ Responsibilities

The Trustees are responsible for preparing the Trustees’ Report and the financial statements in accordance with applicable law and regulations. Company law requires the Trustees to prepare financial statements for each financial year in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards) and applicable law.

Under company law the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of its net incoming/outgoing resources for that period. In preparing these financial statements, the Trustees are required to:

• select suitable accounting policies and then apply them consistently;

• observe the methods and principles of the Charities SORP (FRS102);

• make judgments and estimates that are reasonable and prudent;

• state whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements; and

• prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue to operate.

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

The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. The following statements have been affirmed by each of the Trustees of the charitable company:

• so far as each Trustee is aware, there is no relevant audit information, (that is, information needed by the company’s auditors in connection with preparing their report), of which the company’s auditors are unaware; and

• each Trustee has taken all the steps that he/she ought to have taken as a Trustee in order to make himself/herself aware of any relevant audit information and to establish that the company’s auditors are aware of that information.

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Sub-Committees

The Board has three sub-committees: the Policy Committee, Finance, Audit and Operational Effectiveness Committee and the Nominations Committee. The Board sets terms of reference for sub-committees, all of which report directly to the Board.

The purpose of the Policy Committee is to provide a body of expertise to advise the Board and assist staff and Trustees of CPRE in all aspects of its external policy.

The purpose of the Nominations Committee is to select suitable candidates to be nominated for the Board. It is chaired by a member of CPRE’s General Council.

The purpose of the Finance, Audit and Operational Effectiveness Committee is to ensure CPRE has sufficient and appropriate financial and other resources available for delivery of its operational plan and budgets. It ensures that CPRE operates within the requirements of its constitution, relevant legislation and best practice. It also acts as a Remuneration Committee reviewing reward policies, cost of living wage awards and the remuneration levels of senior staff.

Reference and Administrative Details

Management

The Board delegates responsibility for the day-to-day management of CPRE to its Chief Executive. He is aided by the Senior Leadership Team and other senior colleagues.

The present office holders and any past office holders who served during the year, and to the date of signing this Report, are listed below.

Office Holders

Patron

Her Majesty The Queen

Until September 2022

President

Emma Bridgewater

Retired June 2022

Vice Presidents

Sir Andrew Motion Retired June 2022 Christine Drury Retired June 2022 Fiona Reynolds Ali Miraj

The Board (Trustees/Directors)

Simon Murray

Chair

Professor Patricia Broadfoot CBE General Board Member (Vice Chair from June 2022) Martin Tyler FCCA Treasurer Robin Thompson CBE DL General Board Member (Vice Chair) (retired June 2022) Andy Topley Selected Board Member

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Dr Richard Simmons Chair of Policy Committee (retired June 2022) Will Rivers General Board Member James Lindsay General Board Member Reema Khan General Board Member Safia Minney MBE General Board Member Douglas Chalmers General Board Member (from June 2022, resigned September 2022)

Sub-Committees of the Board:

Policy Committee

Dr Richard Simmons Chair (retired June 2022) Sabine Mosner (retired May 2021) Kaley Hart Catherine Le Grice-Mack Simon Murray Trustee Andy Topley Interim Chair, Trustee Will Rivers Trustee (retired December 2021) Rowena Swallow (from September 2022) Madeleine Barr (from September 2022) Finance, Audit and Operational Effectiveness Committee Martin Tyler FCCA Chair Robin Thompson CBE Trustee Patrick Cooper Co-optee (Resigned March 2023) Reema Khan Trustee John Ydlibi FCA Co-optee

Nominations Committee

Simon Murray Trustee Andy Topley Trustee John Lambert Chair Martin Crookston Branch Nominated Member Debra McConnell Branch Nominated Member

Principal Officers

Crispin Truman OBE Chief Executive (Resigned September 2022) Tom Fyans Director of Campaigns & Policy, Interim CEO Elvira Meucci-Lyons Director of Engagement & Income (Resigned August 2022)

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TRUSTEES’ REPORT

Marcella McGing Interim Director of Engagement & Income (Appointed August 2022) Mark Cornish FCA Director of Finance & Operational Effectiveness and Company Secretary Dr Crewenna Dymond Director of Volunteering and Partnerships

Professional Advisers:

A list of CPRE’s main professional advisers appears on page 47.

Health and Safety

The Board considers managing health and safety and wellbeing of our staff, volunteers, suppliers and visitors a key priority.

The Board is ultimately responsible for compliance with health and safety legislation. The day-to-day responsibility is delegated to the Chief Executive and Director of Finance & Operational Effectiveness, who are responsible for compliance, relevant policy development and performance. Health and Safety is a linemanagement responsibility throughout CPRE.

During the course of the year there were no significant accidents or incidents involving members of staff, volunteers, contractors or visitors to our office.

Employees and Volunteers

Our staff and volunteers continue to build CPRE’s long-established reputation for professionalism, expertise and quality. They are the reason for our many lobbying and campaigning successes.

CPRE’s volunteers are also highly valued and the Board is grateful for the huge amount of work they do. The work of volunteers in the branches and regional groups is supported by advice and other support from National Office, including inductions, training seminars and our events programme.

We support equal opportunities, and recruit and promote employees on the basis of aptitude and ability without discrimination. CPRE seeks to enable disabled employees to play a full role in the organisation.

Reward Policy

The pay of the principal officers - see page 19 - is determined by the Board of Trustees. Salaries are benchmarked with those of charities of similar size in terms of income, staff numbers and complexity. The same benefits, including pensions, and terms and conditions apply to the principal officers as all other staff.

All other staff salaries have also been benchmarked with those of charities of similar size in terms of income, staff numbers and complexity. It is expected that the majority of staff will be paid at the median for their role, however there is flexibility of +/- 15% around the median.

All staff salaries will be benchmarked again on a triennial basis. However, this was delayed in 2022 due to the cost reduction exercise. During the interim period the Board may approve an annual pay increase subject to an overall affordability criterion.

The Board includes Trustees appointed by our volunteer branch chairs and Trustees with significant pay expertise and knowledge, especially of the charity sector.

All nationally-employed staff are paid at least the London Living Wage.

7. AUDITOR

Haysmacintyre LLP were re-appointed as auditors.

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Approved by the Trustees on 23 March 2023 and signed on their behalf by:

Simon Murray Chair

Martin Tyler FCCA Treasurer

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CPRE CAMPAIGN TO PROTECT RURAL ENGLAND

8. INDEPENDENT AUDITOR’S REPORT

to the members of Campaign to Protect Rural England

Opinion

We have audited the financial statements of Campaign to Protect Rural England for the year ended 31 December 2022 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement and notes to the financial statements, including a summary of 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 2022 and of the charitable company’s net movement in funds, including the income and expenditure, for the year then ended;

• have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

• 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’s responsibilities for the audit of the financial statements section of our report. We are independent of the charity 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 trustees are responsible for the other information. The other information comprises the information included in the Trustees’ Report and the Chair’s statement. 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.

In connection with our audit of the financial statements, 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 audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material 22

CPRE CAMPAIGN TO PROTECT RURAL ENGLAND

misstatement in the financial statements or a material misstatement of the other information. 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:

• the information given in the Trustees’ Report (which includes the strategic report and 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 strategic report and the directors’ report included within the Trustees’ Report have 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 (which incorporates the strategic report and the directors’ 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 by the charitable company; or

• the charitable company 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.

Responsibilities of trustees for the financial statements

As explained more fully in the trustees’ responsibilities statement set out on page 17, 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’s 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:

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Based on our understanding of the charitable company and the environment in which it operates, we identified that the principal risks of non-compliance with laws and regulations related to the use of restricted funds in accordance with trust law, compliance with fundraising regulations and compliance with employment law, and we considered the extent to which non-compliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on the preparation of the financial statements such as the Companies Act 2006 and the Charities Act 2011.

We evaluated management’s incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls), and determined that the principal risks were related to the recognition of income from legacies and donations. Audit procedures performed by the engagement team included:

• Inspecting minutes of Trustees’ meetings

• Inspecting correspondence with regulators and tax authorities;

• Discussions with management including consideration of known or suspected instances of noncompliance with laws and regulation and fraud;

• Evaluating management’s controls designed to prevent and detect irregularities;

• Identifying and testing journals, in particular journal entries posted with unusual account combinations, postings by unusual users or with unusual descriptions; and

• Challenging assumptions and judgements made by management in the measurement of revenue from legacies.

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: www.frc.org.uk/auditorsresponsibilities. 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.

Richard Weaver (Senior Statutory Auditor) For and on behalf of Haysmacintyre LLP, Statutory Auditors 27 March 2023

10 Queen Street Place London EC4R 1AG

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9. STATEMENT OF FINANCIAL ACTIVITIES

(INCORPORATING AN INCOME AND EXPENDITURE ACCOUNT)

YEAR ENDED 31 DECEMBER 2022

Note Income from Donations and legacies 2 & 3 Other trading activities 4 Investments 5 Total Expenditure on Raising funds 6 Charitable activities 7 Total 7 Net gains on investments 11 Net income /(expenditure) Reconciliation of funds: Total funds brought forward Total funds carried forward	Unrestricted Restricted Endowment 2022 2021 Funds Funds Fund Total Total £’000 £’000 £’000 £’000 £’000 4,435 596 - 5,031 3,241 6 - - 6 41 10 4 - 14 29
	4,451 600 - 5,051 3,311
	662 - - 662 1,343 3,006 534 - 3,540 4,421
	3,668 534 - 4,202 5,764 4 - (19) (15) 46
	787 66 (19) 834 (2,407) 3,187 292 153 3,632 6,039
	3,974 358 134 4,466 3,632

All of the charity’s activities are continuing.

There are no gains and losses other than those shown above.

The notes on pages 29 to 46 form part of these financial statements.

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(A COMPANY LIMITED BY GUARANTEE - COMPANY NO. 4302973)

10. BALANCE SHEET

AS AT 31 DECEMBER 2022

AS AT 31 DECEMBER 2022
Notes FIXED ASSETS Tangible assets 10 Investments 11 Total fixed assets CURRENT ASSETS Debtors 13 Regional bank balances Cash at bank and in hand Total current assets Liabilities: Creditors: Amounts falling due within one year 14 Net current assets Total assets less current liabilities Creditors: Amounts falling due after one year 14 Total net assets The funds of the charity: Unrestricted funds 15 Restricted funds 16 Endowment fund 17 Total charity funds	£’000 £’000 323 241 663 628
	986 869 1,449 1,189 254 248 2,280 2,053
	3,983 3,490 (451) (727)
	3,532 2,763 4,518 3,632 (52) -
	4,466 3,632
	3,974 3,187 358 292 134 153
	4,466 3,632

The financial statements were approved and authorised for issue by the Board and were signed on its behalf on 23 March 2023.

Simon Murray Martin Tyler FCCA Chair Treasurer

The notes on pages 29 to 46 form part of these financial statements.

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11. STATEMENT OF CASH FLOWS

YEAR ENDED 31 DECEMBER 2022

Cash flows from operating activities: Net cash outflow from operating activities (see Table 1) Cash flows from investing activities Dividends, interest and rents from investments Bank and other interest received Purchase of property, plant and equipment (Purchase) of investments Sale of investments Net cash inflow from investing activities Increase / (Decrease) in Cash Change in cash and cash equivalents in the year Cash and cash equivalents at 1 January 2022 (see Table 2) Cash and cash equivalents at 31 December 2022 (see Table 2) Table 1: Reconciliation of net income to net cash flow from operating activities Net income/ (expenditure) for the year Adjustments for: Depreciation charges Loss /(Gains) on investments Dividends, interest and rents from investments (Increase) / Decrease in debtors (Decrease) /Increase in regional cash balances	2022 2021 £’000 £’000 377 (1,938) 4 19 10 10 (112) (80) (250) - 200 1,500
	(148) 1,449
	229 (489)
	229 (489) 2,051 2,540 2,280 2,051 2022 2021 £’000 £’000 834 (2,407) 30 88 15 (46) (14) (29) (259) 298 (6) 2

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(Decrease) / Increase in creditors Net cash provided by operating activities Table 2: Analysis of cash and cash equivalents Cash in hand Notice deposits (6 months) Total cash and cash equivalents	(223) 156
	377 (1,938)
	2022 2021 £’000 £’000 2,280 2,051 - -
	2,280 2,051

The Charity has no debt, therefore the movements in net debt are all shown in the main cashflow statement. The notes on pages 29 to 46 form part of these financial statements.

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12. NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 31 DECEMBER 2022

1. PRINCIPAL ACCOUNTING POLICIES

a) Charity Information

The Campaign To Protect Rural England is a company limited by guarantee (No 4302973) and a registered charity (No 1089685) in England & Wales. The registered office is 15-21 Provost Street, London, N1 7NH

b) Basis of Accounting and Statement of Compliance

The financial statements have been prepared under the historical cost convention, with the exception of fixed asset investments, which are included at their market value at the balance sheet date. The financial statements have been prepared in accordance with the Statement of Recommended Practice for Charities (SORP 2015) (Second Edition, effective 1 January 2019), the Companies Act 2006 and applicable accounting standards (FRS102).

The Trustees in developing the corporate strategy have also developed a multi-year financial model to underpin the corporate strategy. Whilst within the strategy there are risks associated with achieving the fundraising income, there are no material uncertainties related to events or conditions which would cast doubt on the charity’s ability to continue as a going concern.

Consolidated accounts have not been prepared, as the operation of the wholly owned trading subsidiary, CPRE Enterprises Limited, was dormant in the year and the net assets were not material to CPRE in the year.

The principal accounting policies and estimation techniques are as follows:

c) Local CPREs

Our partners in the CPRE network, the local CPRE organisations, receive a share of the membership subscription paid in respect of members assigned to them, which includes tax recovered from gift aid. The majority are autonomous, separately registered charities and produce their own financial statements, which are not consolidated. Three are part of national CPRE (Lincolnshire, County Durham and Northumberland). These accounts have been included within these financial statements.

d) Regional Groups

CPRE is responsible for the activities of eight regional groups. The income and expenditure of these groups have been included within these financial statements.

e) Income

Voluntary income and membership subscriptions are recorded when received at the national office.

Legacies are recognised when the conditions of entitlement, probability and measurement are met. Each bequest is recognised once a reasonable estimate of its value can be made and providing there is no evidence of any significant contentious claims against the deceased’s estate. Where CPRE is left part of the residue of an estate, the deceased’s Will, initial statements of assets and liabilities and draft estate accounts are used to calculate the estimated value of the bequest. This estimate is only recognised as income once the executors have proved the Will (i.e. obtained probate). Probate values will normally be used to estimate value.

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CPRE CAMPAIGN TO PROTECT RURAL ENGLAND

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

YEAR ENDED 31 DECEMBER 2022

Grants receivable and merchandise income are accounted for on an accruals basis.

Donated services are included at the rate that would have been charged if the charity had been invoiced for them. An equivalent amount is included in expenditure.

f) Fixed Assets

Items over £1,000 are capitalised. Fixed assets are stated at cost less accumulated depreciation.

Depreciation of fixed assets is provided at rates calculated to write off the cost of fixed assets over their anticipated useful lives and is charged on a monthly basis from purchase. The rates used during the year were as follows:

Leasehold improvements 10% straight line Furniture and equipment 25% or 33 1/3% straight line Computer equipment 33 1/3% straight line Database 10% straight line Assets in the course of construction 0%

g) Fixed Asset Investments

Fixed asset investments are stated at market value. Investment income is included in the Statement of Financial Activities on a receivable basis. Realised and unrealised gains and losses on investment assets are shown in the Statement of Financial Activities. Realised gains are based on disposal proceeds compared with either opening market value or cost if acquired during the year.

h) Operating Leases

Operating lease rentals are charged to the Statement of Financial Activities on a straight-line basis over the lease term.

i) Fund Accounting

Restricted funds are those the use of which is restricted by the conditions imposed by the donors.

Endowment funds are those where the income can be spent but the capital element retained. General funds are those which are available for the general advancement of CPRE’s objectives.

j) Allocation of Costs

Overheads and support costs have been allocated to the cost headings in the Statement of Financial Activities as follows:

An estimate of staff time spent on each activity during the year, together with the individual’s salary cost, has been used to calculate the actual cost of staff time spent on each activity. These staff cost figures have been used to calculate a percentage figure, which has been used to apportion the total overhead and support costs.

Support costs include the costs of Human Resources and IT, Finance and Governance. Overhead costs include rent, depreciation and office costs.

Expenditure is recognised on an accruals basis when a liability is incurred.

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CPRE CAMPAIGN TO PROTECT RURAL ENGLAND

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

YEAR ENDED 31 DECEMBER 2022

k) Raising Funds

The cost of raising funds includes the production and postage costs of appeals and raffles, the marketing and promotional costs of all our fundraising programmes, the costs of members and supporter recruitment and the administrative cost of processing donations.

l) Charitable Activities

Charitable activity costs include all expenditure incurred in direct pursuit of CPRE’s charitable objectives.

These include all policy work, development of the branches and regional groups and the production of policy information about its work.

It also includes Membership and Supporter services including the materials, administrative and processing costs for member and supporter services.

m) Taxation

VAT

Irrecoverable VAT is included under the relevant expense headings. In 2022 this amounted to £216k (2021: £179k).

Corporation Tax

CPRE is a registered charity and can claim exemption from Corporation Tax on income and gains, which are applied for charitable purposes under the Corporation Taxes Act 2010.

n) Pension Schemes

CPRE operates defined contribution pension schemes for all qualifying employees. The assets of the schemes are held in separate funds administered by independent providers.

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CPRE CAMPAIGN TO PROTECT RURAL ENGLAND

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

YEAR ENDED 31 DECEMBER 2022

2. INCOME FROM DONATIONS AND LEGACIES

Unrestricted Funds Membership subscriptions Less:Branch share of subscriptions (note 1c) Legacies Appeals Charitable Trusts and Companies (note 3) Committed giving Major personal donations General donations Give as You Earn donations Branch Income Regional Income Total Unrestricted Funds Restricted Funds Charitable Trusts and Companies (note 3) Charitable Activities Branch Income Major personal donations Total Restricted Funds Total income from Donations & Legacies	Total Total 2022 2021 £’000 £’000 1,361 1,414 (564) (594)
	797 820 2,733 1,150 365 388 148 106 216 212 44 61 126 63 4 5 1 - 1 19
	4,435 2,824 574 399 22 - - 14 - 4
	596 417
	5,031 3,241

At 31 December 2022, our estimate of the value of legacies that had been bequeathed to CPRE, but which had not been included in the financial statements, was £49k (2021: £124k). None of these bequests has a remaining life interest.

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CPRE CAMPAIGN TO PROTECT RURAL ENGLAND

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

YEAR ENDED 31 DECEMBER 2022

3. GENERAL, CORPORATE AND TRUST DONATIONS

European Climate Foundation Constance Travis Charitable Trust ESG TOPS Foundation The John Ellerman Foundation Foundation for Integrated transport The Underwood Trust Seven Helpers Dalgleish Trust Donations less than £10,000 Comparative 2021 George Cadbury Fund Ltd Constance Travis Charitable Trust ESG TOPS Foundation The National Lottery Heritage Fund The Underwood Trust Historic England Donations less than £10,000	Unrestricted Funds Restricted Funds Total 2022 £’000 £’000 £’000 - 112 112 50 - 50 - 366 366 - 30 30 - 18 18 25 - 25 10 - 10 10 - 10 53 48 101
	148 574 722
	Unrestricted Funds Restricted Funds Total 2021 £’000 £’000 £’000 10 - 10 50 - 50 - 273 273 - 72 72 - 25 25 - 10 10 46 19 65
	106 399 505

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CPRE CAMPAIGN TO PROTECT RURAL ENGLAND

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

YEAR ENDED 31 DECEMBER 2022

4. OTHER TRADING ACTIVITIES

Rental income Other income CPRE publications	2022 2021 £’000 £’000 1 29 1 5 4 7
	6 41

5. INVESTMENTS

UK listed securities Bank interest	2022 2021 £’000 £’000 4 19 10 10
	14 29

6. RAISING FUNDS

Fundraising costs: Direct costs Employment costs Support costs Total	2022 Total Funds 2021 Total Funds £’000 £’000 68 463 404 540 190 340
	662 1,343

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CPRE CAMPAIGN TO PROTECT RURAL ENGLAND

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED )

YEAR ENDED 31 DECEMBER 2022

7. ANALYSIS OF EXPENDITURE

NALYSIS OF EXPENDITURE
Charitable activities Campaigns and policy to enhance and protect the countryside Support to branches and volunteers Develop our capability Information Provision to members Total Charitable activities Raising funds	Direct Employment Costs Support Costs Direct Costs 2022 Total £’000 £’000 £’000 £’000 635 235 372 1,242 442 135 92 669 520 148 353 1,021 352 100 156 608
	1,949 618 973 3,540 404 190 68 662
	2,353 808 1,041 4,202

ANALYSIS OF SUPPORT COSTS BY CHARITABLE ACTIVITY

Campaigns and policy to enhance and protect the countryside Support to branches and volunteers Develop our capability Supporter services 2022 Total charitable support costs	Overheads IT & HR Finance Governance Total £’000 £’000 £’000 £’000 £’000 120 53 35 27 235 69 31 20 15 135 75 34 22 17 148 51 23 15 11 100
	315 141 92 70 618

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CPRE CAMPAIGN TO PROTECT RURAL ENGLAND

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

YEAR ENDED 31 DECEMBER 2022

Comparative 2021 Charitable activities Campaigns and policy to enhance and protect the countryside Support to branches and volunteers Develop our capability Information Provision to members Total Charitable activities Raising funds Analysis of support costs by charitable activity Campaigns and policy to enhance and protect the countryside Support to branches and volunteers Develop our capability Supporter services 2021 Total charitable support costs	Direct Employment Costs Grant Funding Activities Support Costs Direct Costs 2021 Total £’000 £’000 £’000 £’000 £’000 691 - 304 434 1,429 508 8 238 160 914 636 - 306 446 1,388 322 - 162 206 690
	2,157 8 1,010 1,246 4,421 540 - 340 463 1,343
	2,697 8 1,350 1,709 5,764
	Overheads IT & HR Finance Governance Total £’000 £’000 £’000 £’000 £’000 202 44 34 24 304 158 34 27 19 238 203 44 34 25 306 108 24 18 12 162 671 146 113 80 1,010

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CPRE CAMPAIGN TO PROTECT RURAL ENGLAND

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

YEAR ENDED 31 DECEMBER 2022

8. EMPLOYEE INFORMATION

The average monthly headcount was 50 (2021: 61). The average number of employees, on a full-time equivalent basis was as follows:

Full time Part time (FTE) Employee costs were as follows: Salaries Redundancy/ Termination costs National Insurance Pension contributions	2022 2021 No No 35 54 11 5
	46 59
	£’000 £’000 2,164 2,546 94 - 216 249 126 158
	2,600 2,953

CPRE operates a Group Personal Pension Plan that all members of staff are eligible to join after the completion of their probationary service period. CPRE contributes 7% of eligible employees’ salaries to their pension plans. 44 members of staff (2021: 59) were members of the Group Personal Pension Plan at the end of the year. All of the higher paid employees were members of the Group Personal Pension Plan. Contributions into the Plan for these employees were £24k (2021: £27k). The total value of employee benefits received by key management personnel, (our principal officers (see page 19) was £437k (2021: £415k).

Employees paid £60,000 or more:

Employees paid £60,000 or more:
	2022	2021
£130,000 - £139,999	1	-
£90,000 -£99,999	-	1
£70,000 - £79,999	2	3
£60,000 - £69,999	3	1

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CPRE CAMPAIGN TO PROTECT RURAL ENGLAND

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

YEAR ENDED 31 DECEMBER 2022

9. TRUSTEES’ REMUNERATION AND EXPENSES

None of the Trustees received any remuneration during the year (2021: none). Travelling expenses reimbursed to 6 (2021:7) Trustees during the year amounted to £2,392 (2021: £1,412).

AUDITOR’S REMUNERATION

The amounts payable to Haysmacintyre were:

Audit costs: Statutory audit Total	2022 2021 £’000 £’000 18 16
	18 16

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CPRE CAMPAIGN TO PROTECT RURAL ENGLAND

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

YEAR ENDED 31 DECEMBER 2022

10. TANGIBLE FIXED ASSETS

Cost At 1 January 2022 Additions Disposals At 31 December 2022 Depreciation At 1 January 2022 Charge for the year Disposals At 31 December 2022 Net book value At 31 December 2022 At 31 December 2021	Furniture Leasehold Computer Assets in the course and Improvements Equipment of construction Equipment Total £’000 £’000 £’000 £’000 £’000 569 307 202 10 1,088 - 18 68 26 112 (468) (16) - - (484)
	101 309 270 36 716 552 286 - 9 847 14 8 - 8 30 (468) (16) - - (484)
	98 278 - 17 393
	3 31 270 19 323
	17 21 202 1 241

11. INVESTMENTS Value at 1 January 2022 Additions (Disposals) Investment (loss)/ gains Value at 31 December 2022	Listed Total Investments £’000 £’000 628 2,082 250 - (200) (1,500) (15) 46
	663 628

The Charity’s listed investments represent its only financial assets measured at fair value.

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CPRE CAMPAIGN TO PROTECT RURAL ENGLAND

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

YEAR ENDED 31 DECEMBER 2022

12. TRADING SUBSIDIARY

CPRE Enterprises Limited

The organisation has a wholly owned subsidiary registered in England, CPRE Enterprises Limited.

CPRE Enterprises Limited has been dormant throughout 2022 and 2021.

Summarised Balance Sheet of CPRE Enterprises Limited Cash at bank Called up share capital 13. DEBTORS Accrued legacy income Accrued Income Prepayments Other debtors	2022 2021 £ £ 2 2 2 2 2022 2021 £’000 £’000 1,031 754 109 74 73 121 236 240
	1,449 1,189

Included within Other debtors is £51k (2021: £51k) which relates to the rent deposit on Provost Street which is recoverable after more than one year.

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CPRE CAMPAIGN TO PROTECT RURAL ENGLAND

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

YEAR ENDED 31 DECEMBER 2022

14. CREDITORS:amounts falling due within one year Share of subscriptions owed to branches and regional groups Accruals and deferred income Trade creditors Taxation and social security Pension schemes Accrued rent CREDITORS:amounts falling due after more than one year Accrued rent	2022 2021 £’000 £’000 127 149 121 337 102 133 51 69 14 21 36 18
	451 727
	2022 2021 £’000 £’000 52 -

15. ANALYSIS OF NET ASSETS BETWEEN FUNDS

General Funds Designated Funds Total Unrestricted Funds Restricted Funds Endowment Fund At 31 December 2022	Tangible Net Total Fixed Other Net Assets Investments Assets Assets £’000 £’000 £’000 £’000 - 529 2,554 3,083 323 - 568 891
	323 529 3,122 3,974 - - 358 358 - 134 - 134
	323 663 3,480 4,466

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CPRE CAMPAIGN TO PROTECT RURAL ENGLAND

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

YEAR ENDED 31 DECEMBER 2022

Comparative 2021 General Funds Designated Funds Total Unrestricted Funds Restricted Funds Endowment Fund At 31 December 2021	Tangible Net Total Fixed Current Net Assets Investments Assets Assets £’000 £’000 £’000 £’000 241 475 2046 2,762 - - 425 425
	241 475 2,471 3,187 - - 292 292 - 153 - 153
	241 628 2,763 3,632

15.1 Movement in Designated funds: Strategic Collaboration Fund Legacy fund for work in North Yorkshire Funds held by regions Net Book Value Fixed Assets Office Move Total Designated Funds	1 Jan 2022 Expenditure Transfer from General Funds 31 Dec 2022 £’000 £’000 £’000 £’000 30 - - 30 - 284 284 248 - 6 254 - - 323 323 147 - (147) -
	425 - 466 891

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CPRE CAMPAIGN TO PROTECT RURAL ENGLAND

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

YEAR ENDED 31 DECEMBER 2022

16. RESTRICTED FUNDS

RESTRICTED FUNDS
Esmée Fairbairn Foundation CPRE Mark Small grants each under £5,000 Andrew Mason legacy Farming the Future Collective Fund The Underwood Trust Ernest Cook Trust The Peacock Charitable Trust Foundation for Integrated Transport MCS Charitable Foundation The Tolkien Trust CPRE Lincolnshire CPRE Nottinghamshire CPRE Derbyshire The Bedford Road Charitable Trust ESG TOPS Foundation The John Ellerman Foundation European Climate Foundation Total restricted funds	Balance at Incoming Resources Balance at 1 January Resources Expended 31 December 2022 2022 £’000 £’000 £’000 £’000 15 - (15) - 37 4 - 41 5 24 (27) 2 5 - (5) - 10 - (10) - 22 - (19) 3 2 - (2) - - 6 - 6 - 19 (3) 16 8 - (8) - 20 - (20) - 46 - (13) 33 - 11 (11) - - 11 (11) - 17 17 (26) 8 105 366 (313) 158 - 30 (17) 13 - 112 (34) 78
	292 600 (534) 358

• The Esmée Fairbairn Foundation grant is towards a project addressing litter at a strategic level in Essex.

• CPRE Mark fund is used for the branch award scheme as noted in note 17.

• The Underwood Trust is funding our Land Use Officer's salary.

• The bequest from Mr Andrew Mason is for projects in Devon.

• Farming the Future Collective Fund is funding our County Farms project.

• The donation from the Ernest Cook Trust is supporting our apprenticeship scheme.

• The Peacock Charitable Trust is supporting our planning work.

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CPRE CAMPAIGN TO PROTECT RURAL ENGLAND

• Foundation for Integrated Transport is funding our transport deserts programme.

• MCS Charitable Foundation is funding our Renewables Done Well project.

• The donation from the Tolkien Trust is supporting our apprenticeship scheme.

• CPRE Lincolnshire relates to the cash balances of the local CPRE.

• CPRE Nottinghamshire and Derbyshire relate to the work of the 3 counties project

• The Bedford Road Charitable Trust is funding an element of the Hedgerow Heroes Project, a Prime Agricultural Land Report and our Locally Valued Green Spaces work.

• ESG TOPS Foundation is supporting our Hedgerow Heroes Project.

• The John Ellerman Foundation is funding our Countryside For All Lead role.

• European Climate Foundation contribute toward our Better Planning Coalition work.

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CPRE CAMPAIGN TO PROTECT RURAL ENGLAND

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

YEAR ENDED 31 DECEMBER 2022

17. ENDOWMENT FUND

	Balance at		Investment	Balance at
			Gains/
	1 January	Transfers	(losses)	31 December
	2022			2022
	£’000	£’000	£’000	£’000
Endowment Fund (Colonel Hill)	153	-	(19)	134
Comparative 2021	Balance at		Investment	Balance at
			Gains/
	1 January	Transfers	(losses)	31 December
	2021			2021
	£’000	£’000	£’000	£’000
Endowment Fund (Colonel Hill)	134	-	19	153

The Endowment Fund was established by a donation in 1997. The income from the Fund is used to fund the CPRE Mark, which signifies approval for constructive developments and schemes, which leave the environment protected or enhanced.

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NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

YEAR ENDED 31 DECEMBER 2022

18. OPERATING LEASE COMMITMENTS

At 31 December 2022, CPRE was committed to making the following payments in respect of noncancellable operating leases:

	2022	2021
	£’000	£’000
Land and Buildings
Payments due within 1 year	204	249
Payments due within 2-5 years (*)	594	785
Other
Payments due within 1 year	1	-
Payments due within 2 to 5 years	4	-

• (*) The new lease for 15-21 Provost Street has a break clause in December 2026.

19. RELATED PARTY TRANSACTIONS

Patrick Cooper, a co-opted member of the Finance, Audit & Operational Effectiveness Committee, is the husband of Caroline Mason CBE, who is CEO of the Esmée Fairbairn Foundation from whom CPRE have received grant funding in 2019. The details of the grants received can be found in note 16. These grants were awarded on an “arm’s length” basis and Patrick is not involved in any decision-making regarding applications to trusts and foundations.

All Trustees are members of CPRE and pay at least the standard membership subscription.

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CPRE CAMPAIGN TO PROTECT RURAL ENGLAND

13. PROFESSIONAL ADVISORS

Honorary Standing Counsel

Paul Brown QC

Legal Panel

Paul Brown QC John Hobson QC Heather Sargent Stephen Whale

Solicitors

Russell Cooke LLP 2 Putney Hill Putney London SW15 6AB

Freeths LLP 1 Vine Street London W1J 0AH

Auditor

Haysmacintryre LLP 10 Queen Street Place London EC4R 1AG

Bankers

NatWest 2a Charing Cross Road London WC2H ONN

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CPRE CAMPAIGN TO PROTECT RURAL ENGLAND

Investment Managers

CCLA

Senator House

85 Queen Victoria Street

London

EC4V 4ET

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