2021-03-31-accounts

Ridgeline Trust – East Reading Hor3cultural Therapy and Community-Based Training Ltd

Annual Report for the year ended 31 March 2021

Foreword: Impact of the Covid-19 pandemic

Like many small chari/es, Ridgeline has faced a very difficult year with many challenges presented by the pandemic. While we have recently seen the li>ing of restric/ons, the Charity Commission reported in August 20211 on the effects that small and medium-size chari/es will con/nue to experience into the future. These impacts include:

• an/cipated challenges with long-term funding

• how hard it has been to plan long-term, due to uncertainty over restric/ons

• difficul/es with recruitment

• the /me it will take to be able to return to ways of opera/ng from before the pandemic

• challenges in returning to pre-pandemic levels of engagement when working with vulnerable people

While we endeavour to address this hard new reality and seek new ways of working in response, the vulnerability of Ridgeline’s services to the effects of the pandemic are evident. In this context, our Annual Report describes how the Trustees have sought to discharge their responsibility for managing Ridgeline in the best interests of our stakeholders and in ways that fulfil our charitable objec3ves. The commitment of staff and volunteers to this effort has been considerable and the Trustees wish to acknowledge the extent to which their contribu3on has accounted for success to date in the challenges we have faced. Nevertheless we con3nue to face constraints and uncertain3es in our efforts to retrieve previous levels of client aUendance and fundraising events.

The Charity’s Financial Year began in April 2020, just as the first effects of the pandemic were gripping the UK. The period covered by this report from April 2020 to March 2021 describes how we managed Ridgeline during lockdowns and other restric/ons, and the decisions we took to suspend client services for much of the year. These maSers were regularly reviewed and informed by concerns for the safety and best interests of our clients, as well as by the need to deliver to viable numbers. With our usual streams of income under threat, our financial posi/on was precarious. We addressed this through a combina/on of government aid in the form of supplier relief and staff furlough payments, by grant funding and modest fundraising events, and by a small amount of client payments during the /mes when we could resume their gardening sessions. Our risk assessments set out measures for minimising the risk of infec/on and we secured grant funding to purchase necessary equipment to operate as safely as possible for the welfare of our clients, staff and volunteers.

1 www.charitycommission.blog.gov.uk/2021/08/23/listening-to-charities-experiences-of-the-coronavirus-pandemic/

1. Overview

1.1 What we do

Ridgeline Trust offers social and therapeu/c hor/culture to people with mental and/or physical disabili/es and other special needs. Our professionally-trained hor/cultural therapists develop and lead ac/vi/es to build client confidence and skills and regularly monitor and review individual progress and well-being. We offer safe gardening ac/vi/es all year round in our beau/ful garden near Reading town-centre, accessible by public transport. Our pavilion provides shelter and warmth for year-round opera/on, enabling clients to enjoy garden-themed cra> ac/vi/es in cold or wet weather. With our support, clients recover and develop their skills, confidence, and self-esteem and enjoy the opportuni/es provided for social communica/on in a calm, restora/ve environment. We are now extending our services to those with condi/ons which have worsened during Covid-19 and, having made our premises and ac/vi/es as safe as possible for minimising the risk of infec/on, we welcome new and returning clients to the garden.

We foster evidence-led approaches in the provision of social and therapeu/c hor/culture, delivered with a firm commitment to collabora/on, inclusion and professional prac/ce. All our ac/vi/es are undertaken to further our charitable purposes for the public benefit.

2. Main ac3vi3es during the year 1 April 2020 to 31 March 2021

Our ac/vi/es are set out in the form of the priori/es we agreed at the last AGM, with brief comments on how well we have achieved them.

2.1 To keep the developing Covid situa3on and Government requirements under regular review, carrying out rigorous risk assessments to avoid any ac3ons which might place our clients, our staff or our volunteers at risk.

We believe this was successfully achieved through our regular assessments for how and when the garden could be open to clients, staff and volunteers.

• In managing the constraints imposed by the pandemic, we kept government requirements under constant review and appreciated prac/cal support and advice from Reading Borough Council, Reading Voluntary Ac/on and Berkshire Community Founda/on.

• We completed a special Covid-19 Risk Assessment for re-opening the garden and pavilion to social and therapeu/c ac/vi/es for clients and had this approved by Reading and Wokingham Borough Councils and by Addington School. We had a major clear-out of the pavilion and garden to improve hygiene and maximise the space available for social distancing, par/cularly indoors. We reviewed methodologies and ways of working safely with clients and volunteers and devised measures to observe social distancing and enhanced hygiene precau/ons. This included the purchase of addi/onal tools to minimise sharing among clients and the engagement of a professional cleaner to service the Pavilion regularly when client sessions were delivered.

• We were successful in two grant applica/ons during 2020-21, which resourced the purchase of new equipment, social distancing signage, and cleaning materials necessary for safely resuming client sessions. We received £2,000 from Berkshire Community Founda/on, which

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has been consistently suppor/ve of our work to date, and £700 was allocated towards equipment from a generous grant of £7,000 from specialist investment managers Aurum.

2.2 Subject to the easing of lockdown, to restore and expand the number of client gardening sessions delivered .

This was only par3ally achieved, as the severity and dura3on of the pandemic constrained aUempts to restore and expand our usual levels of provision.

• By early September 2020, Covid restric/ons had eased and our risk assessments were approved for client sessions to resume in October. We adopted a traffic light system used by Thrive to assess which adult clients we could safely encourage to return, and contacted those clients to see which ones were confident and able to aSend. This enabled us to open to a small group on Tuesday mornings but there were insufficient numbers for us to resume Monday morning sessions. We delivered sessions to 12 clients delighted to be back in the garden in October and early November 2020, un/l rising Covid cases forced further na/onal lockdowns in November and January. While Day Services were not prohibited from opera/ng during this /me, we made the responsible decision to suspend client sessions for the safety of our clients, staff and volunteers, par/cularly as this was the /me of year when the colder weather would require greater use of indoor ac/vi/es, where space was constrained for social distancing. We were also concerned that the ongoing high rates of infec/on meant that regular client aSendance might be compromised by the understandable cau/on clients or their families might have about aSending, by care home regula/ons prohibi/ng such ou/ngs, or by illness or self-isola/on requirements experienced by clients and/or their families. By March 2021, however, the Covid situa/on and weather had improved sufficiently for us to re-open to deliver sessions to 5 clients before the end of the financial year. Since then, we have gradually increased client aSendance to current numbers of 8 clients on Tuesday mornings and 3 on Tuesday a>ernoons.

• In September 2020, we also met the stringent criteria necessary to deliver to Addington School for special needs, including the provision of toilet facili/es on site not shared with other users during the /me of scheduled sessions. Because other providers were not able to meet these condi/ons, we were asked by the School to increase the number of sessions at Ridgeline and from October to December we delivered 184 sessions across 3 groups of students, benefigng 41 students in total.

2.3 To diversify our client base while retaining our focus on clients who will benefit from professionally-led Hor3cultural Therapy.

This was difficult to achieve in Covid circumstances, but during the period of the report we worked with partners and funding bodies on plans to diversify our intake via social prescribing networks. The planning was successfully achieved in the period of the report, while the sessions were not delivered un3l the following financial year.

• The grant received from Aurum supported our ini/a/ve to explore whether there were other groups of clients we could reach out to, in par/cular those with health problems caused or exacerbated by the pandemic. This led to a collabora/on with the University Health Centre, and Green Health Thames Valley to offer bespoke client sessions for pa/ents from deprived areas whose mental health had deteriorated as a result of the Covid pandemic. The project

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involved the University Health Centre Social Prescribers alloca/ng clients and encouraging and suppor/ng their aSendance at the two sites involved. The framework for this project and the basis for collabora/on between the partners were developed during the final quarter of this report. (In May 2021 the project received funding to support its implementa/on from Reading Dispensary Trust and successfully launched in June.)

2.4 To develop the garden to accommodate diversifica3on and expansion.

This was achieved with considerable support from both staff and volunteers, who developed and maintained the garden throughout the year, including during 3 na3onal lockdowns and in other periods when the garden was closed to clients.

• With considerable support from both staff and volunteers, we were able to develop and maintain the garden through successive periods of closure to clients, all the while observing government restric/ons and maintaining social distancing. This ensured the garden was ready for clients to resume ac/vi/es in the periods when they could aSend.

• Areas of the garden were repurposed for more effec/ve management and we appreciated the contribu/on made by volunteers to carrying out some restora/on and repairs to the garden infrastructure. Steven Dix replaced 4 single and two double raised beds and also made extensive repairs and designed new concrete founda/ons for our wind-damaged pergola. Kay and Adrian Bridges, Barbara Ojala and Mick Fallowfield constructed a pot store, storage for wood and bricks, and added new access to the wood and brick storage area.

• Although restric/ons prevented us from holding our usual Plant Sale or Harvest Fête, a successful (albeit /me-consuming) ‘click-and-collect’ plant sale was organised in the early summer by Siân Hooley, Cathy Smith and Hannah Pritchard, and this together with other incidental sales of plants raised £880. In September, a Harvest Fête was delivered remotely on YouTube by volunteer Marc Bartsch assisted by Siân, featuring photos of the garden, quizzes and video chats. As well as hos/ng the event, Marc provided excellent entertainment on his guitar. This impressive ini/a/ve resulted in dona/ons from viewers amoun/ng to £2,075.

2.5 To commit energy and resources to professional prac3ce and good governance.

This was achieved with the significant effort made by trustees, staff and volunteers to navigate the uncertain3es created by the pandemic, which imposed new and addi3onal 3meconsuming responsibili3es on all of us. Where possible, we drew on government and sector advice and consulted local networks to benefit from shared advice and good prac3ce.

• Naviga/ng the complexi/es of Covid-related maSers required the Trustees and staff to meet frequently by Zoom to consider maSers such as protec/ng the safety of our clients, staff and volunteers; assessing the implica/ons of closure periods for staff employment and volunteer reten/on; understanding the criteria and process for reques/ng staff furlough payments and client supplier relief. Such things proved a steep learning curve and were demanding of our /me. We also commiSed considerable effort to grant applica/ons reques/ng resource for staff /me and addi/onal equipment to manage the impact of the pandemic.

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• Throughout the year the Trustees constantly assessed both the need to suspend client gardening sessions and the impact of doing so on clients, staff and volunteers. The impact of withdrawing sessions on their wellbeing had to be balanced with our responsibility to keep everyone safe. The threat such steps posed to our financial stability included significant loss of an/cipated income from both client services and our fundraising events. To minimise the damage, steps were immediately taken to reduce our costs and we are grateful to our staff for agreeing to reduce their hours of work and/or receive furlough payments, as found necessary at various stages during the year. The resul/ng careful balance of staff employment and furlough enabled us to both maintain the garden (with invaluable addi/onal help from volunteers) and to con/nue engaging remotely with clients and other stakeholders. To further mi/gate our loss of income during this /me, we sought £3,623 in furlough payments from the government Coronavirus Job Reten/on Scheme and £7,094 in supplier relief support payments from Reading and Wokingham Borough councils.

• We were successful in two significant grant applica/ons during 2020-21 which helped us with planning and implemen/ng new arrangements for safe re-opening. We gratefully received £7,000 from specialist investment managers Aurum (nominated to make a case for this award by their employee and our volunteer Marc Bartsch) and the already men/oned £2,000 from Berkshire Community Founda/on Coronavirus Fund. These funds provided for the purchase of new equipment, for financial help with staff salaries, and for inves/ga/ng poten/al Covid development projects.

• We are most grateful for the con/nued financial support provided by the regular dona/ons from the Friends of Ridgeline, a valuable and reliable source of income in these difficult /mes. We are also grateful for a number of one-off dona/ons made by people in the local community who wished to show their support for Ridgeline when our client income was affected by garden closures.

• To maintain support and engagement with our clients and volunteers while sessions were suspended, Siân regularly posted photos of the garden on social media and kept us all updated with newsleSers including photos and input from staff and volunteers. She also maintained our profile in the local media with BBC Radio Berkshire interviews in May and September and was interviewed for an ar/cle on Ridgeline (and Thrive) in the September 2020 edi/on of Berkshire Life.

3. Brief summary of significant ac3vi3es and developments since the end of the financial year, for informa3on

• Reading Lions Den Community Grant funded £552 for addi/onal garden equipment. This included mul/-change tools to provide greater flexibility for different needs in client and school groups, and push mowers for those who find petrol mowers in/mida/ng. Both the new tools and mowers have proved popular with all groups.

• Funding of £4,774 was acquired from Reading Dispensary Trust to ini/ate our Green Social Prescribing Project in collabora/on with the University Health Centre and Green Health Thames Valley (to which we transferred £2,150 for their par/cipa/on). Sessions at Ridgeline were delivered on Monday a>ernoons for 12 weeks from June-September 2021, for which Julie Roberts was employed.

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• Bespoke sessions were delivered in the Summer Term (and some holiday sessions) for The Avenue School for special needs students, for which Liz Slocombe was employed.

• Tuesday morning client sessions con/nued with an increase in such clients leading to the resump/on of Tuesday a>ernoon sessions, all for which Hannah Pritchard was employed.

• Addington School sessions con/nued across 3 groups in the Summer Term, for which Rachel Jarvis was employed.

• We were sorry to lose our Hor/cultural Therapist Cathy Smith a>er 5 years of much appreciated service and wish her well in her new role at Reading’s Museum of English Rural Life.

• We par/cipated in the Whiteknights Arts Trail event on 26 & 27 June which raised £715, and in the Pop-up flower stall and plant sale in Woodley on 29th July 2021, which raised £444.

• We have been granted £1,064 in funding from the Wild Being Project (part of a government grant suppor/ng Green Social Prescribing in Reading, administered by RVA) which resourced our par/cipa/on in: Waterway Wellbeing Day on 14 August; Reading Town Meal on 25 September; and part provided for con/nua/on of our social prescribing project with the University Health Centre, for a further 10 weeks from September-November 2021.

• Management of the garden was reviewed and re-organised to spread the work between clients and the garden maintenance volunteer team, overseen by Trustee Margaret Osborne and assisted by Rachel Jarvis, in a new Garden Co-ordinator post.

• The outside of the Pavilion was painted in September by Thames Conserva/on Volunteers, organised by Ridgeline volunteer Adrian Bridges; Vodafone volunteers painted the inside of the Pavilion at the end of October, organised by Trustee Graham Johnson; the garden furniture was painted by clients supervised by Hannah.

• The rat-infested /n shed was cleared out and the floor re-laid with a solid concrete slab base to make the shed cleaner and to avoid new rats nes/ng, thanks to volunteers Adrian Bridges, Barbara Ojala and Mick Fallowfield. They also reworked the compost management system.

• Planning is ongoing to replace at least one shed, with funding from dona/ons of £1,037 in memory of a deceased client and of the deceased father and grandfather of another client.

4. Finance

4.1 Accounts for 2020-2021

The accounts have been circulated prior to the AGM. All figures quoted here will be subject to Independent Cer/fica/on. Last year’s figures are shown in brackets for comparison.

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• In summary, our income for the period was £29,211 (compared with £39,790 in 2019-20). £12,623 (£6,865) came from project grants and the Coronavirus Job Reten/on Scheme, £7,983 (£10,580) from fundraising ac/vi/es and dona/ons and £8,604 (£22,345) from charges for our services and supplier relief payments.

• We spent £9,020 (£7,898) on grant-funded projects: Hor/cultural Therapy in a Covid Context (funded by Aurum), Covid-related equipment (funded by BCF) and the Special Circumstances Fund.

• General opera/ng costs were reduced to £17,900 (£36,354), of which £13,399 (£27,355) were employment costs (less £6,125 staff costs aSributed to the Aurum project). Deprecia/on on the building was £2,123 (£2,123), making total expenditure for accoun/ng purposes £29,042 (£46,375).

• Income exceeded Expenditure by £168 (in 2019-20 a deficit of £6,585 was recorded).

• Total assets at 31 March 2021 stood at £67,433 (£67,265). The Pavilion building is a fixed asset, currently valued at £33,962 a>er deprecia/on. Net current assets totalled £33,471 (£31,180). Of these current funds, £510 were treated as restricted, with the remaining £32,961 being available in reserves for running costs, general garden development and con/ngencies.

• During the first lockdown our staff agreed to con/nue working, ini/ally on significantly reduced hours. We benefiSed from £3,623 in furlough payments from the government Coronavirus Job Reten/on Scheme and we welcomed supplier relief support payments from Reading and Wokingham Borough councils of £7,094, which par/ally off-set our ongoing costs. Since the year-end, grants totalling £5,326 were received, (less £2,150 due to Green Health Thames Valley, as men/oned in Sec/on 3). At the end of August our cash reserves stood at £32,504 (compared to £39,242 at the end of September 2020).

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4.2 Grants from Organisa3ons during the financial year 2020-21:

Organisa3on	Purpose	Amount £
Aurum	To ofer HT in Covid Context	7,000
Berkshire Community Founda/on Coronavirus Fund	Equipment for opera/ng safely	2,000
Total in 2020-21		9,000

4.3 Friends of Ridgeline Scheme: This encourages regular dona/ons, providing a degree of reliability in our income . £2,065 (£1,912 in 2019-20) was contributed by a total of 14 Ridgeline Friends. We con/nue in our efforts to encourage more of our supporters to join this scheme.

4.4. Reserves Policy: Our aim, in which we have succeeded in the year under report, is always to maintain a balance of sufficient funds in the bank to enable us to con/nue to meet our ongoing obliga/ons and to operate for at least three months (and preferably six months) in the event of unforeseen con/ngencies or failure to aSract sufficient income or grant funding for providing our core Hor/cultural Therapy services. These reserves are regarded by the Trustees as virtually “ringfenced” in the charity’s management accounts.

5. Strategy and Development

In July 2020 the Trustees agreed a new Ridgeline Strategy for 2020-2023. This provided clear direc/on and concrete steps for how we would resume our work in pandemic condi/ons, priori/sing the safety of our clients, staff and volunteers. It aspires to diversify and extend our services to addi/onal clients, including those in need of support and rehabilita/on as a result of the new circumstances arising out of the Covid-19 pandemic, and it affirms our commitment to good governance and professional prac/ce.

This Strategy con/nues to inform our proposals on the priori/es for the coming year.

6. Priori3es for the year 2021-2022

• A. To maintain vigilance of the Covid-19 pandemic and any Government requirements/advice, carrying out rigorous assessments to mi/gate risks which might affect our clients, our staff or our volunteers.

• B. To con/nue to restore and expand the number of client gardening sessions delivered. C. To diversify our client base while retaining our focus on clients who will benefit from professionally-led social and therapeu/c hor/culture.

• D. To develop the garden to accommodate changes to its management, diversifica/on and expansion.

• E. To commit energy and resources to professional prac/ce and good governance.

These remain in keeping with our Strategy 2020-23, a copy of which is available on our website via a link embedded in the Our Mission page.

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7. Governance and Organisa3on

7.1 Governing Document: The organisa/on is a charitable company limited by guarantee, incorporated on 12 May 2003 and registered as a charity on 15 September 2003. The company was established under a Memorandum of Associa/on which established the objects and powers of the charitable company and is governed under its Ar/cles of Associa/on. In the event of the company being wound up, members are required to contribute an amount not exceeding £10.

The directors of the company are also charity trustees for the purposes of charity law and under the company’s Ar/cles are known as Trustees. Under the requirements of the Memorandum and Ar/cles of Associa/on, one third of the Trustees are required to re/re each year by rota/on in the order of the /me since their appointment. Re/ring Trustees may be re-elected at the Annual General Mee/ng.

7.2 Organisa3on: The running of the Charity is managed through the efforts of an enthusias/c but small number of regular volunteers from the local community. A brief overview of the governance arrangements is as follows:

• Members of the Charity (of whom there were 16 at 31/3/2021) who aSend and are en/tled to vote at all General Mee/ngs of the Charity, are appointed by the Trustees. More Members would be very welcome.

• ! Trustees (currently five), appointed by the Members, of whom Sara Uren is currently the Chair. We were not successful in recrui/ng any new Trustees in 2020-21 but con/nue our efforts to recruit at least one more. This is ever more important in the forthcoming year, as two of our exis/ng trustees step down from their du/es at the AGM in November 2021. We need to bring in new skills, to reduce/share the load on those remaining, and to ensure succession planning for the future.

• ! The Management & Planning Team comprises all Trustees, the Treasurer, the Development Manager, and the new part-/me post of Garden Co-ordinator. Representa/ve Hor/cultural Therapists and the Volunteer Building Project Manager are invited to aSend mee/ngs from /me-to-/me. Mee/ngs take place monthly, to which reports are submiSed and any significant developments are reviewed, strategic decisions are taken, approvals are given, policies and procedures are reviewed, and finances and budget are monitored. In addi/on, informal Garden Planning discussions take place regularly throughout the year.

• ! Volunteers are invited to aSend as observers at the AGM.

The Trustees con/nue to encourage and recruit volunteers for the essen/al and rewarding work of running the garden and the charity’s client services. From /me-to /me, we also welcome interest from volunteers who have the skills or experience to contribute to the administra/on of the Charity.

Our Management Structure and our policies and procedures (21 in all) are carefully reviewed, through an annual calendar of agenda items for the monthly Planning Mee/ngs. The monitoring of risks to the Charity is undertaken, in line with the guidance of the Charity Commission, principally in terms of governance, external, regulatory and compliance, financial and opera/onal risks. The aim is to sa/sfy ourselves that our iden/fica/on and management of risk enable us to fulfil our duty of accountability to our stakeholders, including beneficiaries, donors, funders, employees and the general public.

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The Trustees are grateful to our accountant Peter Tilbury for his assistance in cer/fying our accounts, providing payroll services and hos/ng our Registered Office.

A>er many years of generous service, Graham Johnson (Company Secretary from 2004-2020, Trustee from 2010 and Chair of the Trustees from 2012-2020) and Faruq Bilbe (Trustee from 2004, Treasurer from 2006-2019) will re/re as Trustees. On comple/ng 3 years of service as a Trustee, Margaret Osborne is up for re-elec/on at the November 2021 AGM.

8. List of Trustees of the Charity (all of whom were appointed at a General Mee/ng under the Ar/cles of Associa/on, originally adopted on 10 May 2003, and were Directors of the Company) during the period under report:

• Sara Jane Uren (Chair)

• Keith Graham Johnson

• Faruq Amin Bilbe

• Rosalind Jessie Richards

• Margaret Osborne

9. Companies Act requirements

For the period 1 April 2020 to 31 March 2021 the Company was en/tled to exemp/on from audit under sec/on 477 of the Companies Act 2006 rela/ng to small companies.

Directors’ responsibili/es:

• The members have not required the company to obtain an audit of its accounts for the year in ques/on, in accordance with sec/on 476.

• The Directors acknowledge their responsibili/es for complying with the requirements of the Act with respect to accoun/ng records and the prepara/on of accounts.

The accounts have been prepared in accordance with the provisions applicable to companies subject to the small companies regime.

Public Benefit Statement: The Trustees have complied with their duty to have regard to the guidance on public benefit published by the Charity Commission in exercising their powers and du/es.

The above Directors’ Report will be proposed for approval at the Annual General Mee3ng of the Charity on 8 November 2021

Sara Uren, Chair

East Reading Hor3cultural Therapy and Community- Based Training Ltd (The Charity known as Ridgeline Trust) Company limited by guarantee Company no. 4760734 Registered Charity no. 1099441 Registered Office: 6 Windsor Square, Silver Street, Reading RG1 2TH [e-mail] www.ridgelinetrust.org.uk

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Section A Independent Examiner’s Report

----- Start of picture text -----
Report to the trustees/ East Reading Horticultural Therapy and Community Based Training Limited
members of (known as Ridgeline Trust)
On accounts for the year | 31° March 2021 Charity no | 1099441
ended (if any)
| report to the trustees on my examination of the accounts of the above
charity (“the Trust”) for the year ended 31 / 03 / 2021.
Responsibilities and As the charity trustees, you are responsible for the preparation of the
basis of report accounts in accordance with the Charities Act 2011 (“the Act’).
| report in respect of my examination of the Trust’s accounts carried out
under section 145 of the 2011 Act and in carrying out my examination, |
have followed all the applicable Directions given by the Charity Commission
under section 145(5)(b) of the Act.
Independent | have completed my examination. | confirm that no material matters have
examiner's statement come to my attention fetherthanthat disclosed below} in connection with
the examination which gives me cause to believe that in, any material
respect,:
e the accounting records were not kept in accordance with section 130
of the Act: or
e the accounts did not accord with the accounting records; or
e the accounts did not comply with the applicable requirements
concerning the form and content of accounts set out in the Charities
(Accounts and Reports) Regulations 2008 other than any requirement
that the accounts give a ‘true and fair’ view which is not a matter
considered as part of an independent examination.
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| have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.

• Please delete the words in the brackets if they do not apply.

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Name: | Peter N. Tilbury
Relevant professional Fellow of the Association of International Accountants (FAIA)
qualification(s) or body (Membership Number 142181)
(if any):
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IER

1

October 2018

Address: | 6 Windsor Square, Silver Street,

Reading, Berkshire, RG1 2TH

Section B Disclosure

Only complete if the examiner needs to highlight matters of concern (see CC32, Independent examination of charity accounts: directions and guidance for examiners).

Give here details of any items that the examiner wishes to disclose.

NONE

IER

2

October 2018